Affinity:2 Discussion Paper - Churches of Christ€¦ · In October 2015 we simplified CCVT’s governance, having already commenced re-shaping CCVT’s staff team around the vital

Affinity:2

Discussion Paper

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Affinity:2 Discussion Paper, for Regional Conversations 2017

“A congregation (or an aggregation of them like CCVT) is a group of people who

believe that more can be accomplished by joining with others. They come

together with a purpose. To create more life, the people create a community of

purpose. After many years of being together, though, people may wonder what

happened to the purpose, to the vision, to the creativity, and to the

meaningful service that once energized them. This is normal. Again and again,

we have to explore why we came together. Congregations (and aggregations of

them) need to continue to review who they are and how they will respond.

What are we trying to be? What is our calling at this time and in this place? Can

we make a difference? Is there a purpose for our presence? If we are unaware

of the particular view through which we are looking at the world, then we do

not have any true choices about what we are going to see and how we are

going to respond.

Mission is the expression of the church's deep, abiding beliefs. Mission

provides the major standard against which all activities, services, and

decisions are evaluated. Mission is the preserver of congregational (and

CCVT’s) integrity. It is about God's love for the world, not about what I like or

don't like about my church. A major function of the stewards of a congregation

(or an aggregation of them) is to be the creators and guardians of the mission.

They defend the mission against resistant forces that would threaten or

destroy it. They oversee the mission's implementation. They keep the mission

alive.”

Adapted from A Door Set Open: Grounding Change in Mission and Hope by

Peter L. Steinke, 2008, Alban Institute.

“...denominations and local congregations face the daunting but also exciting

and creative challenge of discovering new forms of affinity. In many cases, this

means trading old unifiers like loyalty to institutions, assent to beliefs, and

appreciation for styles of music for new ones like a common mission, shared

practices, and a unifying dream. These new centres of affinity will, I imagine,

create a radically different social shape and require new approaches to

polity…”

From A New Kind of Christianity by Brian McLaren, HarperOne, 2010

http://www.alban.org/WorkArea/linkit.aspx?LinkIdentifier=id&ItemID=8560

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Affinity:2 Discussion Paper

This discussion paper has been approved by the CCVT Board for distribution at the May 2017 Summit

and AGM. The paper has been prepared for use at the 2017 Regional Conversations. Churches and

agencies, ministers and leaders are invited to prayerfully consider the paper in advance of these

Regional Conversations. Following the Conversations, the draft Affinity:2 document included in this

paper will be nudged in accordance with feedback received and an extensive Frequently Asked

Questions section will be written. Later in 2017 Affinity:2 will be proposed for adoption by delegates of

affiliates at a Special General Meeting of CCVT Inc.

The Affinity:2 discussion paper consists of two sections:

1. Affinity:2 Introduction pages 5-12 The need for Affinity:2 is placed in the historical context of a long change process that led to the

March 2012 approval of the current Affinity document, and subsequently CCVT’s Renewal

Challenge that resulted in a new language, a new way of operating, and CCVT and its affiliates

living into a new mission-propelled culture.

2. Affinity:2 draft document pages 13-25 Affinity:2 is based on the original Affinity. Several revisions have been made in the light of

structural change within CCVT; increasing expectation of internal and external accountability,

support and compliance; and a stronger, clearer focus on CCVT’s purpose and mission, stated

succinctly in the phrase, We know we could do better at building Communities of Hope and

Compassion and at developing Leaders to lead them.

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Affinity:2 An Introduction The Story We Find Ourselves In

In 2002/2003 the leadership and board of Churches of Christ in Victoria and Tasmania (CCVT) recognised we were

living and serving within a significant time of change. We were seeing new mission projects and several

established churches responding in dynamic ways to the needs of communities and people groups.

At the same time, at least half of the churches Affiliated with CCVT were static or in serious decline. We were

concerned about the health and growth of our movement. The old ‘maps’ were no longer useful. It was clear that

God was giving us a unique opportunity to become more proactive with missional drive and energy.

A long conversation began.

With hindsight, in 2017, it seems rather obvious to say that in 2002/2003 we were acknowledging the rapid

cultural and societal changes profoundly affecting church leadership and the systems that give structure to local

mission and the shape of a movement. It is important to state unequivocally that we are placed in an even starker

reality in 2017, both for our mission context and our movement. The methods we have always followed rarely work

anymore; this includes how leaders and ministers are formed, what they are formed for, and often the way we ‘do

church’. Then and now, all levels of ‘the church’ are asking how to re-engage a diverse and complex society in

which the Christian life and ‘Way’ is no longer central, and is often significantly marginalised (and sometimes

deservedly so).

During the Renewal Challenge aspect of this long conversation, we considered Why we are who we are as a

movement, and why we do what do (and don’t do other things). We answered the Why question with this

statement: CCVT exists to join in with the mission of God, the missio Dei, reconciling people with God and each

other through Jesus Christ; living out God’s dream for the world—his Kingdom, the space where Christ and his Way

reigns, where righteousness and justice, peace, joy and shalom are increasingly manifest.

And, we were beginning to see in 2002/2003 what today we see even more clearly: the necessity for a missional

leadership that emerges from a new type of formation and theological reflection, equipped with new leadership

and mission frameworks and practical skills. This new kind of Leader requires unique capacities to guide

Communities towards innovative missional engagement in their neighbourhoods. These Leaders need new levels

of support, encouragement and accountability, as do the Communities they lead.

This is the story we find ourselves in. This is the journey we are on.

“Leadership is energizing a community of

people toward their own transformation in

order to accomplish a shared mission

in the face of a changing world.“

Tod Bolsinger

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Towards Affinity

After a decade of conversations and collaborations, workshops and focus groups, reviews and refocusing,

experiments and disappointments, Dreaming Days and Regional Conversations, CCVT’s next step became obvious.

We needed to be clearer about who we are as a movement, and what we exist for; in other words, to better

articulate our identity and our purpose.

Thus in March 2012, CCVT approved a new way to define our identity and our purpose and what it means to belong

together. CCVT’s Purpose was revised with mission as its imperative. We agreed to be a movement of the people of

God gathering in and around the central figure of Jesus Christ, empowered by the Holy Spirit, living out his Way in

our neighbourhoods1 and inviting others to do the same. Affinity became the document that describes the

affiliation relationship with churches and mission agencies.

CCVT is a movement of more than 130 Communities of Hope and Compassion (or, churches and agencies, all

different shapes and sizes) spread across Victoria and Tasmania, each embedded in their neighbourhoods as a

sign, witness, and foretaste of the Kingdom of God. CCVT Inc. is the networking and coordinating body that exists

to support these diverse Communities of Hope and Compassion in their God-given and mission-propelled calling

or vocation in their location, in their neighbourhoods.

The relationship between CCVT and Affiliated Communities is a covenant partnership, expressed in the document

called Affinity. This covenant (like a marriage covenant) seeks to describe a living and dynamic partnership, where

more is implied than stated, and where much of the future is yet to be lived out. CCVT values this covenant

partnership with each Affiliate.

Affinity was used as the document’s name because the word is defined as a feeling of identification; a close

relationship; a similarity or connection between people; relationship or resemblance in structure between species

that suggests a common origin; attraction or force between particles that causes them to combine. And, reflecting

our deeper story, Affinity is not a creed. Churches of Christ have never felt that a majority consensus on doctrinal

issues should be made into a creedal statement—written or unwritten—which could then be used as a test of

fellowship. Affinity is a gathering together, at a particular time in our history, of biblical truths and practices

common to our movement as well as an outline of the benefits and responsibilities of belonging to CCVT.

Since its adoption Affinity has become the strategic point of reference for those who already belong to CCVT, and

for those who are thinking about belonging.

Affinity describes the story we find ourselves in; and the journey we are on, together.

1 In 2015 the word “neighbourhoods” replaced the Purpose’s original words “local context”.

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Towards Affinity:2

Affinity was overwhelmingly approved at a Special General Meeting of CCVT’s affiliates in 2012. A lot has

happened since then, within CCVT and beyond. Now is the time to consider a revised Affinity:2 incorporating

changes initiated by the Renewal Challenge, the Safe Places Review and other initiatives. Affinity:2 will better

describe who God is calling CCVT to be, as a movement; who we are together; and most importantly, how we

function as local expressions of the Kingdom in towns and cities, in Tasmania and Victoria and in the inner city, the

outer and middle suburbs of metropolitan Melbourne and Hobart.

In 2013 CCVT accepted its Renewal Challenge: We could do better at building Communities of Hope and

Compassion and developing Leaders to lead them; and, the contours of our systems and structures, locally and

across CCVT, could be an impediment to releasing the resources God has given us to meet this Challenge. This

became the all-important next step.

Naming, engaging and then meeting this challenge had and has local and ‘global’ implications.

In October 2015 we simplified CCVT’s governance, having already commenced re-shaping CCVT’s staff team

around the vital functional areas of Leaders and Communities, which along with Operations, are propelled by

mission.

In 2015 CCVT intentionally began to change the conversation from a ‘fix-the-church’ conversation to a mission

conversation; where the mission has a church, rather than a church having a mission.

We are using a different language by seeing churches as Communities, and ministers as Leaders.

An ongoing challenge for CCVT has to do with leadership: Do we have enough Leaders to lead 21st Century

Communities of Hope and Compassion? We are describing the qualities, behaviours and practices of Leaders

and ministers CCVT needs in this season; we are designing new pathways of formation, support,

encouragement and accountability for Leaders. Affinity:2 states this more clearly.

We are also describing the qualities, behaviours and practices of Communities—churches and agencies—and

we continue to encourage innovation and experimentation in building Communities of Hope and Compassion

that develop Leaders to lead them; Affinity:2 also states this more clearly.

We are celebrating that God has given us all the resources we need to be obedient to the call that he has

placed on CCVT as a movement: our story and our people, and our spiritual, intellectual, emotional and

physical capital, including buildings, locations, funds etc. We also know that God continues to give CCVT

unlimited opportunities in towns, suburbs, cities and cultures. Another ongoing challenge for CCVT has to do

with releasing the resources to meet those opportunities. They don’t always meet, and one role CCVT has

always had is to act as a conversation facilitator ‘in-between’ resources and opportunities.

o This is a stewardship responsibility: One day we will stand before the Master and be asked how we utilised the

resources he gave us.

o It is a theological issue: For some a building, or a particular way of doing things, can become an idol; this tests who (or

what) is really the Lord of a person or a group of people.

o It is also a missiological/ecclesiological issue: What is the purpose of the church?

o These stewardship, theological, missiological and ecclesiological perspectives (as well as common sense) should

cause us to ask why ‘we’ may operate what has largely become a small group Bible study, in a building worth a million

dollars (or much, much more). In other words, what is the return on mission? For mission is the investment.

Affinity includes a commitment by Affiliates to be safe places for all people. In 2016, CCVT commissioned a

Safe Places Review. The subsequent recommendations were designed to ensure that as far as possible, all

places of mission and ministry in CCVT be safe and nurturing places for all people. This too build on the

Renewal Challenge; we believe that CCVT will be doing better at building Communities of Hope and

Compassion and developing Leaders to lead them when each place of ministry and mission Affiliated with

CCVT is a Safe Place for everyone to grow in their discipleship of Jesus, and in their relationships with one

another. This is both an expression of the Gospel and the Kingdom, as well as fulfilling the increasing

expectations of community and government.

Affinity:2 will incorporate by name new or revised policies and processes alongside new ways of reporting and

accountability.

2017 finds us in this story; this is the journey we are on together; and therefore, Affinity requires revision.

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Autonomy/Accountability

In the earlier Affinity conversation, an obviously expressed concern revolved around the concept of Autonomy.

Affinity:2 will inevitably evoke similar responses, particularly in those areas where reporting is planned to be

increased (e.g. Safe Places policy implementation, and the support and accountability of Leaders and people in

ministry).

At the Safe Places Regional Conversations in 2016 some time was spent reflecting on these two words: Autonomy

and Accountability. Autonomy is central to the culture of Churches of Christ, but it is open to interpretation, and

even abuse. Some interpret autonomy as complete independence or isolationism; these people would see any

form of accountability as anathema in the context of autonomy, it is seen as control rather than relationship.

However, when linked and balanced together in the context of relationship, a covenant partnership, the mutual

accountability of autonomous partners becomes a healthy expression of all that binds the partners together. For

CCVT and its Affiliates we are bound together by a common mission, shared practices, and a unifying dream.

Thus, a good Autonomy and Accountability balance provides (and protects) a freedom to operate in ways that suit

the strengths, stories, spirituality, context and location of an individual Affiliate. At the same time this balance will

seek clearly defined outcomes that are aligned with CCVT’s purpose, values and missional practices, as well as all

relevant external compliance. The balance is outlined in the table below. And of course, CCVT is accountable to all

Affiliates through regular and transparent reporting and its annual general meetings.

It is helpful to consider again words written for the earlier Affinity conversation:

While we enjoy autonomy, we can turn it into an independence that is counter-productive to the biblical ideal of an

inter-connected body2 which is to be a spirited interdependence best characterised by generosity rather than survival,

self-focus or self-centredness.

In a covenant relationship, Affiliates or covenant-partners enjoy the privilege of independently discovering their

unique mission and ministry within their context, but allow this discovery and the health and growth that follows to

enrich all Affiliated churches. This can occur through inspirational and generous storytelling and resource sharing.

This will encourage an interdependence that fosters health and growth in all Affiliates, far beyond a self-focused

competitiveness that can sometimes exist between congregations within our movement, let alone with those beyond

it.

While not in any way diminishing the autonomy of the local church, it is appropriate for individual congregations of

Churches of Christ to cooperate within a network or family of churches in which mutual care, support, and

accountability are shared practices.

An Affiliate’s Autonomy An Affiliate’s Accountability

To discern their vocation or call in their

location

To discern their mission and vision

(guidelines)

To make leadership/ministry appointments

(guidelines)

To design and adopt governance (guidelines)

To use property (guidelines)

To set its own budget and fund it

In other words, Affiliates enjoy an autonomy for

the methods they use to fulfil God’s call for them

in their location, sometimes assisted by simple

and empowering guidelines outlined in Affinity:2

Appendix 2

To CCVT’s Purpose

To CCVT’s Values

To CCVT for achieving the affiliate’s own

mission and vision; the stewardship of story,

mission, resources and property; having good

governance; being a safe place; its support

and accountability of Leaders and people in

ministry, including accreditation and

supervision etc

To CCVT for the development of the Leadership

and Community indicators

In other words, Affiliates will be accountable for

their expression of the identity, purpose, values

and practices of CCVT, as described in Affinity:2

2 See 1 Corinthians 12:12-26

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For example, the recommendations in the Safe Places report assume that an Affiliate’s governing body is largely

responsible for what happens in its organisation. CCVT then has an important facilitative role: promoting

awareness, and providing resources, support and assistance where needed. However, responsibility must be

taken for the whole movement, and to do that the CCVT Board must take an active interest in ensuring all places of

mission and ministry in CCVT are safe. Therefore, one responsibility of the CCVT Board is to find an appropriate way

to promote safety through risk management and compliance measures with the understanding that ultimately, if

an Affiliate is unable or unwilling to meet certain minimum requirements of behaviour and organisational safety, it

is incumbent on CCVT to hold that Affiliate to account.

We repeatedly heard at the 2016 Regional Conversations that CCVT should seek more accountability and reporting,

and that Affiliates are willing to provide this; not merely as a response to external forces, but more importantly

because it is a Kingdom value to live that way. In fact, Jesus would expect nothing less of us. And, we consistently

heard, the level of safety and accountability should be, where possible, at an even higher level than what might be

required by external regulation and compliance.

It is generally understood that it was Socrates who said “an unexamined life is not worth living”. If something is

unexamined, it can’t be shown (or proven) that it is taking place. There is always a danger with widely held but

largely unexamined preconceptions. This is true for everybody, and every organisation, including churches and

agencies and leaders and ministers and the systems that serve them.

Like its predecessor, Affinity:2 includes aspects of the covenant relationship between an Affiliate and CCVT that

require examination. The 2016 Regional Conversations gave overwhelming support for ‘lifting the bar’ of

accountability in several key areas. Stating the obvious, and without casting aspersions on anyone’s personal or

corporate integrity, unexamined, it remains to be seen whether a purpose is being fulfilled, values are being lived

out, practices are being followed, policies are being implemented or support is being provided.

Based on Affinity:2, CCVT will require two annual CCVT Census reports, one from Affiliates and one from accredited

minister-leaders. These will be the primary vehicles for this examination. This will involve specific, annual

reporting of an Affiliate’s Safe Places status, as well as the possibility of random conversational audits. Census

reports will include a self-assessment of child safety and other relevant policies; workplace health and safety;

governance; and the accreditation, endorsement, lifelong learning actions, supervision, and support of people in

ministry.

Affinity:2 will allow God the Father, Son and Holy Spirit to better write the story we are finding ourselves in;

Affinity:2 will plainly describe the journey we are on together.

AUTONOMY

ACCOUNTABILITY

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Leaders and Communities

The CCVT Renewal Challenge reminded us that we could do better at building Communities of Hope and

Compassion (that might just look like ‘churches’ we have known), and developing Leaders to lead them (that might

just look like ministers/pastors we have known).

Ministers as Leaders Central to the deeper story of Churches of Christ is the New Testament practice of the priesthood of all believers

and mutual ministry. To quote from CCVT’s Values, “We value the unique contribution to ministry of each

individual believer, and are committed to equipping believers (through, for example, the five-fold ministry pattern

of Ephesians 4:11-16), and releasing them to participate in ministry and mission on the basis of their giftedness

and capacity”.

This Value intentionally includes every individual believer: women and men, younger and older; it is regularly

repeated in CCVT’s ordination and commissioning service.

The ordination and commissioning service also states, “While all the people of God are commissioned through

their baptism to share in this servant ministry, since earliest times the church has set some people apart with

prayer and the laying on of hands, to serve in specific ministries and contexts, (living) a life shaped in a certain

way, lived out in community; a life that includes modelling and nurturing spiritual practices, providing servant

leadership and oversight, teaching the stories of God and people and the world found in the Bible, and being in

mission and releasing mission beyond a gathered congregation.”

Churches of Christ (locally and globally) live within the tension of being an interdependent network that practices

the priesthood of all believers and mutual ministry; and at the same time our history has affirmed leadership as an

important biblical practice. Hence Churches of Christ encourage the release of leadership giftings within churches

and agencies. We do this globally too, for we acknowledge the place of leadership—more apostolic in nature—in

(and with) a network of churches, expressed through people and entities.

Nevertheless, there is a lot of work to be done on our understanding of leadership. This may include a healthy

revision of an ‘anti-leadership’ view that prevails in some places, or a healthy revision of a particularly defined

‘authoritarian’ leadership prevailing in some other places. Both polarities are less than what New Testament

leadership is all about. The anti-leadership view operates within some kind of lowest-common-denominator social

democracy. Sometimes this can be given a theological rationale based on our movement’s ‘flat structure’ of

mutual ministry, the priesthood of all believers etc. and sometimes it emerges from an over-emphasis on the

Pastor/Teacher elements of the five-fold ministry spectrum of Apostle, Prophet, Evangelist, Pastor/Teacher (APEPT)

found in Ephesians 4:11, The opposite polarity, as interpreted and demonstrated by some, can border on human

dictatorship, sometimes rather superficially given a theological name, ‘apostolic leadership’.

Neither of these polarities are healthy. Neither helps deliver the leadership needed in these times. We need to do

better at identifying, equipping and releasing leaders shaped by the New Testament’s understanding of a balanced

five-fold, APEPT leadership for mission and ministry: pioneering, innovative, organisationally adaptive, and

externally focused.

And, over recent decades the emphasis on minister formation has been biased towards the Pastor/Teacher end of

the APEPT spectrum. To translate, most ministers formed in this period have been Pastor/Shepherd types, plus

some Teachers, rather than Apostle, Prophet or Evangelist. Pastor/Teachers are important and valuable, but they

don’t provide the complete leadership mix required among God’s people. It is possible that this emphasis has

impacted the personal spiritual formation of many members (or former members) of our churches, and therefore

the formation of leaders (or people who could have been leaders). We have just not been forming enough of the

leaders we need for this time of rapid, discontinuous change. There’s no doubt CCVT lives with a spiritual,

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theological and leadership conundrum: Everyone is a minister; and at the same time, some are set aside as

‘Ministers’; sometimes they are called ‘pastors’, and sometimes not; sometimes they are released to lead, and

sometimes not.

So what will we do with this conundrum?

A lack of balance in leadership formation was questioned in CCVT through the Renewal Challenge process. The

kind of leaders CCVT needs has been described in the list of leadership indicators distributed widely over recent

years. The list is supported by broader conversations based on seeking a balance of prayer, worship, biblical

discovery, mission, justice, service, imagination, spiritual gifts and the fruit of the Spirit; conversations that speak

of spiritual leadership rather than positional leadership.

Affinity:2 describes CCVT as an adaptive, flexible and responsive Renewal Movement that requires effective

spiritual leadership. Affinity:2 commends the appointment by Affiliates of Leaders that reflect the fivefold ministry

pattern of Ephesians 4:11; it affirms that their identification, development and release are vital to CCVT’s present

and future shape. The list of Leadership indicators is described in Affinity:2 as an essential measure of the

development of the Leaders needed for 21st Century Communities of Hope and Compassion.

In Affinity:2 the word ‘Leader’ is used to describe all people in leadership in CCVT and its Affiliates; the words

‘minister-leader’ to describe people appointed to formal, paid or unpaid ministry roles; and the rather untidy ‘non-

minister-leaders’ to describe elders, deacons, board/council members, administrators etc., who are also

appointed by an Affiliate.

As we continue to ‘lift the bar’ on CCVT’s Safe Places culture of safety, Affinity:2 proposes an overall Code of

Conduct for all Leaders in CCVT, with additional Codes for appointed ‘minister-leaders’ (a Code of Ethics) and

Leaders working with children. These specific Codes will be based on the overall Code appropriately re-framed.

Revised processes and procedures for managing potential breaches of those Codes will be developed.

Affinity:2 also proposes that non-minister-leaders have specific position descriptions, be required to accept the

relevant Code, and gain an understanding of leadership and governance in Churches of Christ.

For minister-leaders who fulfil what external bodies (including for example the Australian Taxation Office), may see

as carrying out ‘minister of religion’ responsibilities, Affinity:2 proposes:

That all people appointed to minister-leader roles be required to be accredited by CCVT; in accordance with yet

to be designed criteria, but including participation in a Churches of Christ identity learning module and being

supervised; and that this accreditation be reviewed every three years, supported by annual reporting. While a

person’s ministry and leadership call is a matter between them and the God who calls, their CCVT

Accreditation will cease within six months of concluding a ministry appointment in an Affiliate, unless they are

continuing to seek ministry within CCVT.

That, while acknowledging a broader ministry and leadership call, within the larger space of CCVT

Accreditation, formal Ministry Endorsement be encouraged in accordance with revised criteria; with several

types of Endorsement clearly defined and appropriate criteria designed (e.g. Endorsement, Endorsement for

Specific Ministry and Locally Appointed Minister), and with ordination as an option for those who choose it.

Notwithstanding a broader calling, CCVT Endorsement will cease within six months of a person concluding a

ministry appointment in an Affiliate, unless they are continuing to seek ministry within CCVT, or in the case of

moving to a ministry with another entity, appropriately rigorous secondment criteria have been met.

The issuing of a Marriage License will be dependent on Accreditation, and any other criteria outlined in the

relevant CCVT policy.

That the CCVT Ministry Terms and Conditions document and any subsequent related recommended

remuneration package be re-designed to reflect emerging shapes of ministry-leadership, rather than being

constrained by a past, traditional understanding.

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Churches and Agencies as Communities So, what about churches and agencies as Communities of Hope and Compassion?

CCVT’s Renewal Challenge described this change of language as changing the conversation from a focus on 'fixing

the church' (making it 'healthy', with the ‘right’ governance, financially sustainable etc.) to a focus on mission, and

engaging the neighbourhood as 'local missionaries'. As others have written, it is Christology first, then Missiology

and finally Ecclesiology. Cultural circumstances and consequential anxieties constantly tempt us to put the last

first. To put it another way, a good theology of God the Father, Son and Holy Spirit will write our story around

mission in our context, and thus propelled by mission, appropriate (and diverse) shapes of church will emerge.

Thus mission will have a church, rather than a ‘church’ having a mission.

As stated elsewhere, the church, the body of Christ, is a rich gathering point for people sent out to daily be a sign,

witness and foretaste of the Kingdom. As Paul writes in Ephesians, God’s purpose in all this was to use the church

to display his wisdom in its rich variety to all the unseen rulers and authorities in the heavenly places. This was his

eternal plan, which he carried out through Christ Jesus our Lord.3

Thinking about the church as a Community of Hope and Compassion may mean letting go of long held practices

and local traditions and “the way we do ‘church’ around here”.

Affinity:2 describes an accountability for CCVT’s Affiliates for “the way we do ‘church’ around here”, as well as

celebrating their autonomy. The accountabilities, supported by annual reporting, focus on:

a local alignment with CCVT’s purpose and mission, and values and practices;

shaping a culture of safety in accordance with CCVT’s Safe Places policies and expressed by meeting minimum

legislative requirements.

being an innovative and engaged Community of Hope and Compassion in their neighbourhood, in accordance

with CCVT’s Communities indicators;

doing better at developing followers of Jesus;

doing better at identifying, developing, appointing and releasing the Leaders needed to fulfil the church’s

mission in its neighbourhood;

doing better at ensuring ministers they appoint are Accredited by CCVT, including being Endorsed; that they

are compliant with the CCVT Safe Places policy (and all related policies); and accountable to CCVT in

accordance with Code of Ethics for people in ministry;

the provision of funding for the support, supervision and professional development of the ministers they

appoint;

discovering pathways to collaborate with like-minded and like-spirited others in Kingdom ways.

Affinity:2 explains how the Affiliate’s stewardship responsibilities of autonomy and accountability are expressed

and reported on in the covenant partnership it shares with CCVT.

3 Ephesians 3:10-11, NLT

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Affinity:2

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CCVT Inc. Statement of Purposes: Summary

CCVT’s Purpose

To be a movement of the people of God gathering in and around the central figure of Jesus Christ, empowered by the Holy

Spirit, living out his Way in our neighbourhoods and inviting others to do the same.

CCVT’s Shared Values

The Gospel

We passionately value the good news about God as revealed to us in Jesus Christ, and are committed to the mission of

communicating it and sharing it with others, making disciples who can make more disciples, and so extend the Kingdom of God

in accordance with the Great Commission and the Great Commandment.

The Scriptures

We value and affirm the centrality of the scriptures as our authority for Christian belief, identity and practice.

Diversity

We value and recognise the diversity of Christian understanding, belief and experience, expressed with a spirit of unity and

interdependence. Therefore, we value the freedom, flexibility and creativity of a variety of ministry practice and expression, and

are committed to the nurture of a diversity of healthy and growing mission-shaped churches that, by crossing frontiers and

impacting cultures, are a sign, witness and foretaste of all that God has for the world through Jesus Christ.

Formation

We value various spiritual practices and disciplines described in the New Testament as aspects of our formation as disciples of

Jesus, and our constant renewal by God and the Holy Spirit. Therefore, we passionately encourage active personal formation

through practices and disciplines that include (but are not limited to) baptism, the breaking of bread, fellowship, prayer,

worship, meditation, stewardship, spiritual gift discovery etc.

Mutual Ministry

We value the unique contribution to ministry of each individual believer, and are committed to equipping believers (through, for

example, the five-fold ministry pattern of Ephesians 4:11-16), and releasing them to participate in ministry and mission on the

basis of their giftedness and capacity.

Servanthood

We value the biblical principles of servanthood and therefore seek to be a servant church committed to responding to human

need with love and compassion, to identifying and releasing servant leaders and so to positively influence society.

Intentional Stewardship

We value the biblical principles of stewardship, and, under obligation to God, we will together work for responsible creation

care and the faithful stewardship of our story and our resources.

Justice

We value the dignity, equality and inherent worth of all persons regardless of gender, race, economic standing or belief system.

Therefore, in announcing the Kingdom and expectant of its arrival, we will work for social justice, equal opportunity for all

persons, and the responsible care and management of the environment.

Collaboration and Unity

We value the close fellowship, community and collaboration of all those who accept Jesus as Lord and Saviour. Therefore, we

passionately seek to promote unity in the wider church and are committed to the ultimate ideal of visible unity.

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Introduction

Churches of Christ in Victoria and Tasmania (CCVT) is a movement of more than 130 Communities of Hope and

Compassion (or, churches and agencies, all different shapes and sizes) spread across Victoria and Tasmania, each

embedded in their neighbourhoods as a sign, witness, and foretaste of the Kingdom of God. CCVT Inc. is the

networking and coordinating body that exists to support these diverse Communities of Hope and Compassion in

their God-given and mission-propelled calling or vocation in their location, in their neighbourhoods.

The relationship between CCVT and Affiliated Communities is a covenant partnership, expressed in this Affinity:2

document, a 2017 revision of the Affinity document approved in 2012. This covenant (like a marriage covenant)

seeks to describe a living and dynamic partnership, where more is implied than stated, and where much of the future

is yet to be lived out. CCVT values this covenant partnership with each and every Affiliate.

Affinity is used as the document’s name because the word is defined as a feeling of identification; a close

relationship; a similarity or connection between people; relationship or resemblance in structure between species

that suggests a common origin; attraction or force between particles that causes them to combine. And, reflecting

our deeper story, Affinity is not a creed. Churches of Christ have never felt that a majority consensus on doctrinal

issues should be made into a creedal statement—written or unwritten—which could then be used as a test of

fellowship. Affinity:2 is a gathering together, at a particular time in our history, of biblical truths and practices

common to our movement as well as an outline of the benefits and responsibilities of belonging to CCVT.

Inside Affinity:2 you will find:

Affinity:2 Affirmations

Appendix 1: Relationship Practicalities: CCVT

Appendix 2: Relationship Practicalities: Affiliates

These Appendices revised in 2017, are an integral part of Affinity:2 and outline the ways the

covenant partnership of affiliation is to be interpreted and lived out by both CCVT and Affiliates.

Appendix 3: Indicators of Leadership, Communities and Discipleship

Appendix 4: CCVT Governance Documents and Policies list

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Churches of Christ in Victoria and Tasmania affirms our commitment to Jesus Christ as God’s Son and the Lord and Saviour of all people.

Under God’s sovereignty and guided by the Holy Spirit, and propelled by mission,

we affirm our partnership with Affiliated churches and agencies,

our commitment to fulfil the Purpose of our movement, and

to do better at building Communities of Hope and Compassion and developing Leaders to lead them.

Therefore, CCVT commits to:

A. Serve each Affiliate with love and integrity, based on the CCVT Inc. Board role of overseeing the spiritual

health and direction of CCVT, by:

Partnering Affiliates without fear, favour or prejudice.

Encouraging and protecting the unity and diversity of CCVT

Operating with biblical values and practices.

Affirming one another at all times, acting in love towards all, and supporting Leaders and Communities as

they follow Christ.

Developing each Affiliate’s awareness of their individual responsibility to value the story and reputation of

Churches of Christ in their neighbourhood and beyond; and providing pathways of accountability.

B. Pray for all Affiliates regularly by:

Responding to all requests for prayer, both personal and corporate.

Communicating these prayer needs to others as appropriate.

Supporting corporate and local activities in regular, intentional and sacrificial prayer.

C. Seek to equip each Affiliate according to their discernment of God’s calling for its mission and ministry in

its neighbourhood or sphere of influence by:

Offering transferrable, contextually aware resources, training and support with grace, love and impartiality.

Initiating cohorts of Leaders for encouragement, celebration and support.

Providing tools and pathways for ongoing leadership development, support and accountability.

Raising each Affiliate’s awareness of their individual responsibility to be safe places for all people and fair

and equitable employers, as a platform for effective mission and neighbourhood engagement.

D. Foster innovative, mission-propelled Affiliates by:

Offering learning environments that stimulate the imagination of a variety of shapes of flourishing Christian

community and style and gifting of Leaders.

Actively encouraging adaptive, flexible and responsive experimentation in mission and neighbourhood

engagement.

Supporting and resourcing Affiliates in ways that are appropriate to their culture, their context, their specific

call, and the shape of their mission and ministry.

E. Be accountable to Affiliates through:

Transparent reporting and the conduct of general meetings in accordance with its Constitution.

Active mindfulness and courageous communication of CCVT’s reputational risk responsibilities.

Regularly offering a range of regional conversation opportunities.

Timely and easily understood communication and dissemination of information.

Celebrating stories of flourishing mission and neighbourhood engagement.

To understand the practicalities of this commitment, go to Appendix 1

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As an Affiliate of CCVT we affirm our commitment to Jesus Christ as God’s Son and the Lord and Saviour of all people.

Under God’s sovereignty and guided by the Holy Spirit and propelled by mission,

we affirm our partnership with Churches of Christ in Victoria and Tasmania

and with other Affiliated churches and agencies,

and our willingness to fulfil the Purpose of our movement

and to do better at building a Community of Hope and Compassion and developing Leaders.

Therefore, we commit to:

A. Express the identity, purpose and mission of CCVT by:

Developing an awareness of the affiliation and covenant partnership with CCVT as described in Affinity:2 and

other resources.

Gathering and growing disciples of Jesus who participate in spiritual practices and disciplines found in the

New Testament and common within CCVT.

Developing and releasing for mission the gifts and talents God has distributed among us.

Engaging in imaginative mission in our neighbourhood or sphere of influence as a sign, witness and

foretaste of the Kingdom, actively encouraging adaptive, flexible and responsive experimentation.

B. Honour the unity and diversity of Churches of Christ by:

Operating with values and practices consistent with biblical teaching.

Celebrating the unique mission and ministry of other Affiliates.

Acting with a generous spirit towards other Affiliates based on a connected interdependence.

Inviting and encouraging dialogue, with a commitment to resolving any conflict through open and

transparent conversation.

C. Intentionally join in the life of Churches of Christ by:

Praying for the establishment, renewal and ongoing development of flourishing churches and agencies as

Communities of Hope and Compassion.

Partnering with other Affiliates for collaborative mission.

Participating in CCVT’s annual and regional gatherings and other cohorts formed from time to time.

Joining learning environments that stimulate the imagination of a variety of shapes of flourishing Christian

community and style and gifting of Leaders.

Financially supporting our movement through a Ministry Contribution, and in other ways where possible.

D. Value the story and reputation of Churches of Christ by:

Encouraging Godly living among our people.

Ensuring all our activities are safe places for all people, in accordance with CCVT Safe Places policies.

Maintaining fair and equitable employment practices.

Building and maintaining healthy relationships with other Christian ministries, churches and leaders.

Active mindfulness of our individual and corporate reputational risk responsibilities.

E. Partner with Churches of Christ by:

Supporting and helping fulfil CCVT’s Purpose and the achievement of CCVT’s strategic plan.

Seeking to consistently develop and exhibit CCVT’s Leadership and Communities indicators (included as an

appendix to Affinity:2).

Actively participating in regional cohort conversations as CCVT continues to discern its capacity to be a sign,

witness and foretaste of the Kingdom in these regions.

Releasing Leaders for ministry and mission beyond our local context.

Inviting conversation and dialogue with CCVT about our mission, sustainability, health, growth and future.

To understand the practicalities of this commitment, go to Appendix 2

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Appendix 1 | Relationship Practicalities: CCVT

CCVT and its three Teams—Leadership, Communities and Operations—exist to serve churches and agencies

Affiliated with CCVT. This servant ministry is conveyed through the prayerful delivery of best practice support and

capacity building skills outlined below. They express the covenant partnership we share.

Thus, all entities—churches, agencies and CCVT—work together to achieve CCVT’s Purpose.

Leadership

Through the Leadership Team CCVT offers:

Leadership formation pathways designed to equip and release imaginative, mission-focussed Leaders that

can energise a Community of Hope and Compassion as an order of local missionaries. Pathways include the

Propel internship and ReFormation, and undergraduate and postgraduate study at Stirling Theological College.

Indicators that benchmark the ongoing development of transformational leaders of Communities becoming

orders of local missionaries.

An accreditation process for minister-leaders, including more formal Endorsement.

A minister-leader placement route.

A group of minister-leaders trained and equipped to facilitate a church’s intentional transition and/or

transformation into a Community of Hope and Compassion.

A supervision pathway for minister-leaders aspiring to personal spiritual health within a culture of safety.

Coaching, mentoring and support networks and cohorts for leaders.

Leadership development retreats for the refreshment, renewal and refocussing of leaders.

Support, resources and training for leading generational ministries among families and children and, through

Youth Vision for ministries among youth and young adults.

Tools to assist in the regular appraisal of leaders.

Training and development pathways for elders, treasurers and administrators and other leaders.

Codes of Ethics and Conduct for Leaders that support CCVT’s Safe Places culture of safety and are compliant

with government and public expectations.

Communities

Through the Communities Team CCVT offers:

Skills and resources to assist churches and agencies realign around mission in their local contexts, including

how they live out CCVT’s Purpose and Values.

Indicators that benchmark ways an Affiliate is doing better as a Community of Hope of Compassion and an

order of local missionaries.

Tools to evaluate and develop a Community’s vision, values, strategies, mission, discipleship, governance and

stewardship of property for mission.

Resources and processes specifically designed for churches in times of leadership or mission transition.

Tools that stimulate a Community’s transformation, renewal and ongoing resilience.

Regional cohorts for support and prayer and intentional discernment of mission opportunities.

Resources and support for innovative neighbourhood engagement, including some seed funding.

PBI/DGR funding options for appropriate public benevolent projects through Community Care/CareWorks.

Tools and pathways to forming and developing new missional Communities, including some seed funding.

Skilled mediation, either by referral or by CCVT staff.

Training, resources and policies that supports CCVT’s Safe Places culture of safety and are compliant with

government and public expectations.

Operations

Through the Operations Team CCVT offers:

Risk management policies, processes and procedures that support all aspects of CCVT’s Safe Places culture of

safety and are compliant with government and public expectations, collated into a ‘RedBook’.

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Advice regarding minister or leader-to-church agreements; including guidelines for employment terms and

conditions, and relevant remuneration packages.

Marriage Licence training for accredited minister-leaders.

A long service leave fund for minister-leaders and other church employees.

Expert advice on mission motivated property related matters, including property purchase, development or

sale, and property license agreements, contracts etc.

High quality, ministry and mission relevant, insurance policies with a group discount premium pricing

structure through Churches of Christ Insurance.

Administrative support and advice, accessible by phone or email.

Governance guidelines for churches and agencies; a model constitution, along with constitutional advice

appropriate for each Affiliate’s unique setting.

Legal advice, including referral to a legal practitioner who understands the legal needs of churches and

agencies.

Financial advice about taxation, GST, Business Activity Statements (BAS), and referrals to accounting or book-

keeping providers.

At-call and term deposit investment opportunities through CCFS.

Loans for mission motivated property developments through CCFS via an application supported by CCVT.

Communication and Relationships

CCVT provides electronic resources, opportunities to come together as a movement; and on behalf of Affiliates

CCVT is a link to several broader networks, within and beyond Churches of Christ.

The Edition is CCVT’s digital magazine dedicated to long-form articles and stories that dig into topics facing

our movement, encouraging thought and engagement with issues, topics and stories at the heart of CCVT.

CCVT Monthly is a regular email digest of news, articles, events and stories from around the CCVT network.

Web resources collated in Leadership, Communities and Operations at www.churchesofchrist.org.au

Social justice resources are offered either by a continuing Social Justice Network or shorter term groups with a

special focus, providing a collective voice for CCVT on social issues.

Annual Summits and General Meetings and Celebration Events where Affiliates can come together for mutual

inspiration and encouragement about what God is doing in and through our movement.

Regional Conversations, conducted throughout Tasmania and Victoria, to discuss new challenges, new

directions, new initiatives, new responsibilities and new practices, in a conversational environment.

Regional Cohorts of churches, agencies and leaders; relational, intentional, mission propelled.

State Youth Games and Illuminate youth camp are significant youth-focussed events offered each year

Stirling Theological College, is a national partner of CCVT and its preferred provider of leadership and

theological formation.

Churches of Christ Care—Queensland provides residential aged care in partnership with CCVT.

Global mission partnership with overseas mission programs and aid projects through Global Mission Partners

(GMP) and COCOA (Churches of Christ Overseas Aid). GMP is a national partner of CCVT.

Support for churches engaged in intercultural, and Indigenous ministry and mission, including, for example,

links with Indigenous Ministries Australia (IMA, now part of GMP).

The Council of Churches of Christ in Australia, providing resources and connections for churches with other

like-minded and like-spirited churches of our movement around the country.

The World Convention of Churches of Christ, linking churches with other like-minded and like-spirited

churches of our movement all around the world.

The Victorian Council of Churches, linking Churches of Christ with other Christian communities (around

Victoria, Australia and the world), and delivering a shared voice into the community and with government.

Appendix 1 is an integral part of Affinity:2

http://www.churchesofchrist.org.au/

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Appendix 2 | Relationship Practicalities: Affiliates

An Affiliate’s relationship with CCVT will generally be expressed within the following areas of autonomy and

accountability. It will involve interacting with, responding and/or reporting to CCVT as required in accordance with

Affinity:2 or the CCVT constitution, as well as utilising resources at the discretion of the Affiliate. All are elements

of the covenant partnership we share together as a movement.

Thus, all entities—churches, agencies and CCVT—work together to achieve CCVT’s Purpose.

Autonomy

CCVT’s Affiliates, both churches and agencies, enjoy an autonomy for methods they use to fulfil God’s call for them

in their location, assisted by simple and empowering guidelines named in this Affinity:2 document.

Each Affiliate discerns its own unique vocation or call in their location.

Each Affiliate discerns, designs and seeks to fulfil its own unique mission and vision. Guidelines include

commitments: to support the Purpose and Values of CCVT; to protect the unity and interdependence of CCVT

and its Affiliates; and, to cooperate and collaborate with other Affiliates, as appropriate.

Each Affiliate makes its own ministry leadership appointments. Guidelines include the required accreditation

of any appointed minister-leader, who would be appointed on the basis of CCVT’s ministry terms and

conditions policy, an appointee’s acceptance of the Code of Ethics for minister-leaders and other aspects of

CCVT’s Safe Places culture of safety, participation in a Churches of Christ Identity learning module (if

appointed from outside Churches of Christ), and a willingness to be supervised as they seek to demonstrate

CCVT’s Leadership indicators (see Appendix 3). CCVT ministry accreditation is reviewed regularly.

Each Affiliate makes its own non-ministry leadership appointments, e.g. elders, deacons, board/council

members, administrators. Guidelines include the provision of a position description, acceptance of CCVT’s

Code of Conduct for non-minister leaders, accepting a critical role in implementing CCVT’s Safe Places culture

of safety, and an understanding of leadership and governance in CCVT.

Each Affiliate has good governance which it designs, approves, and regularly reviews and revises. Guidelines

include having a constitution, charter or way of operating, consistent with New Testament values and

practices, that includes an Affiliate’s purpose and objectives; a definition of ‘membership’; processes of

appointment of leaders and minister/s; the manner of voting to be undertaken; financial management,

recording and reporting; affiliation with CCVT; requirements of the Properties Corporation Act regarding

property matters as appropriate, including decision-making re property development, sale etc.; not-for-profit

status; as well as winding up or closure process/es. Good governance also includes compliance with external

and/or legal requirements related to employment (this includes tax law, provision for superannuation and long

service leave, keeping of leave records etc), child safety and workplace health and safety, local building

regulations, and where appropriate the incorporation of association law.

An Affiliate with property uses it to fulfil its purpose and mission. Guidelines require this use to be in

accordance with the purposes, values and policies of CCVT, and any legal compliance; and that an Affiliate’s

property titles will be registered in the name of Properties Corporation who will act as trustee for the church

and for CCVT. This trusteeship is an expression of a church’s stewardship of its story and resources, and that

of Churches of Christ in a particular location.

Each Affiliate sets its own budget to fulfil its purpose and mission, and raises its own funds to meet it.

Each Affiliate can utilise the services provided by CCVT designed to enable the fulfilment of its purpose and

mission and for the mutual benefit of Affiliates and their leaders.

Each Affiliate can utilise the CCVT preferred services of Global Mission Partners (GMP) as the worldwide

expression of our movement‘s mission, Churches of Christ Overseas Aid (COCOA) as the aid arm of GMP and

Churches of Christ in Australia, and Indigenous Ministries Australia (IMA) as the peak group that engages with

the first Peoples of Australia. GMP is a national partner of CCVT.

Each Affiliate can utilise CCVT’s Leadership formation pathways designed to equip and release imaginative,

mission-focussed Leaders that can energise a Community of Hope and Compassion as an order of local

missionaries. Pathways include the Propel internship and ReFormation, and undergraduate and postgraduate

study at Stirling Theological College, a national partner of CCVT.

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Each Affiliate can contribute resources and skills to assist other affiliated churches and agencies.

Each Affiliate can support and implement CCVT’s strategies for new Communities and church planting by

establishing new churches, developing missional communities or multiple congregations, or supporting other

Affiliates that do. Guidelines would include strategic conversations with CCVT around location etc.

Accountability

CCVT’s Affiliates are accountable for their expression of the identity, purpose, values and practices of CCVT, as

described in this Affinity:2 document. Affiliates are accountable to CCVT for:

A public acknowledgement of affiliation with CCVT. This can be achieved either by including the words “Church

of Christ” in the name of the church, or having the words “Affiliated with Churches of Christ in Victoria and

Tasmania” and/or the Churches of Christ logo (without alteration) included in any governance document (e.g.

constitution), and/or displayed in a public place or within any regular communication of the church (e.g.

newsletters, website/s).

An active and intentional commitment to mission and an alignment with CCVT’s Purpose: To be a movement of

the people of God gathering in and around the central figure of Jesus Christ, empowered by the Holy Spirit,

living out his Way in our neighbourhoods and inviting others to do the same.

The encouragement and equipping of their constituent members, partners and participants to live out CCVT’s

Values as summarised on page 6 of this Affinity:2 document.

Becoming a Community of Hope and Compassion, demonstrated by the ongoing development and

demonstration of CCVT’s Leadership, Community and discipleship indicators (see Appendix 3).

Agreeing to the CCVT Safe Places Policy and the implementation of its suite of Safe Places policies.

Seeking CCVT accreditation for all appointed minister-leaders, and the generous provision of support and

accountability of all Leaders, including minister-leaders and non-minister-leaders, through an active

encouragement towards supervision, professional development, Ministry Endorsement etc.

Completing annual CCVT Census returns. E.gs. A church census may include statistical reporting, supplying a

summary of annual financial statements, implementation etc. of CCVT’s Safe Places culture of safety policies

and processes (including governance, support and accountability of its Leaders), and periodically, a review of

its expression of the purpose and values of CCVT. A minister-leader census may include a review of their

accreditation status, progress towards formal ministry endorsement, their professional development progress

and their participation in supervision.

Participating in conversational and decision-making forums of CCVT that are held at least annually, and thus

contributing to the development of CCVT’s policies and strategies, with an option of also being involved in

their implementation through participation on CCVT’s boards, committees and task groups.

Financially supporting the shared ministries of CCVT through an annual Ministry Contribution based on a

percentage of a church’s general offerings. ‘Over-and-above’ donations are also welcome when a church can

contribute.

The faithful stewardship and management of the Affiliate’s story, mission, resources and property, including

financial assets, based on Affinity:2, CCVT’s good governance guidelines and other CCVT policies.

The acceptance of an intentional conversation with CCVT when, in the case of affiliated churches, membership

falls below 40, or has decreased for five years in a row (as reported in the annual church census). The goal of

this conversation will be to assess the church’s mission vitality, spiritual health, stewardship and financial

sustainability, and where it is in its ‘life-cycle’. This will begin a process to discern the church’s potential and

appetite for re-focussing, re-imagining, re-energising, re-booting, re-birthing or re-planting possibilities. It will

be conducted in accordance with the Affiliate’s constitution and governance.

As membership drops below about 40, congregations can find it difficult to manage normal levels of

operation, and financial sustainability can become a challenge (or be reliant on rent or investment income).

Maintenance and survival can become overwhelming, leaving little time or energy to refresh the vision for

mission and vitality. Possible exceptions may be churches in remote or rural settings, missional communities,

new churches, house churches and some intercultural ministries.

The transfer of the management of an affiliated church to CCVT, when its membership (as reported in the

annual church census) falls below 20 for two years in a row. This transfer will be for an agreed period, often 18-

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36 months, and will be with the goal of assessing and reshaping a church’s mission and ministry in its

neighbourhood. This management will be expressed in accordance with the church’s constitution and

governance to ensure the responsible stewardship of the church’s story and its resources, and that this past

will be reflected in a guided, prayerful imagination of a new future. When a church’s membership falls to 20 or less active members, congregations are usually unsustainable

financially (unless propped up by rent or investment income), unable to sustain good governance processes

and a vital mission focus. Possible exceptions may be churches in remote or rural settings, missional

communities, new churches, house churches and some intercultural ministries.

Appendix 2 is an integral part of Affinity:2

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Appendix 3 | Indicators

The CCVT Renewal Challenge reminded us that we could do better at building Communities of Hope and

Compassion (that might just look like ‘churches’ we have known), and developing Leaders to lead them (that might

just look like ministers/pastors we have known); and, we could do better at forming disciples.

Leadership is energising a community of people toward their own transformation in order to accomplish

a shared mission in the face of a changing world.

Tod Bolsinger in Canoeing the Mountains: Christian Leadership in Uncharted Territory, IVP, 2015.

Doing better at developing Leaders will be demonstrated by Leaders that intentionally:

Develop, lead and communicate a compelling vision of a 21st Century Community of Hope and Compassion.

Lead a Community’s conversation from a ‘church’ conversation to a mission conversation.

Lead a Community into becoming an ‘order of local missionaries’, and equipping all to guide others into a

transformational faith experience.

Celebrate lifelong learning, nurturing and deepening faith through modelling and leading spiritual formation

for all Community participants.

Plan, participate in and lead worship experiences that engage the head and heart in culturally relevant ways.

Identify, release, develop and support emerging leaders; encouraging all people in a Community—younger and

older, women and men—to discover and use their gifts, shaped by the five-fold ministry pattern of Apostle,

Prophet, Evangelist and Pastor/Teacher in Ephesians 4.

Discern where God might be nudging a Community to be releasing and nurturing new Communities.

Build, inspire and lead a staff or volunteer team.

Embrace change with discernment; knowing how to interpret and lead change, by anticipating, managing and

using conflict for personal and Community growth.

Understand the need for healthy and safe ministry, maintaining personal, professional and spiritual balance

and standards.

Doing better at building Communities of Hope and Compassion will be demonstrated by a Community that:

Is actively changing the conversation from a ‘church’ conversation to a mission conversation.

Has mission as its priority, seeking to be an incarnational ‘contrast’ community and a witness, sign and

foretaste of the Kingdom in its neighbourhood.

Centres its life on the Bible and in particular the New Testament; reading it and discerning from it a picture of

God’s Kingdom, the salvation story, and transforming spiritual practices.

Gathers and grows disciples of Jesus; lifelong learners with a developing spiritual maturity, evidenced by the

fruit and gifts of the Spirit, each seeking to operate within the fivefold ministry pattern of Apostle, Prophet,

Evangelist and Pastor/Teacher of Ephesians 4.

Is becoming an ‘order of local missionaries’; engaging those who are yet to belong, confident of affirming and

translating the story of God’s salvation through Jesus Christ in a variety of ways and contexts.

Invites accountability to one another; demonstrating the fruit of time spent in supporting and watching out for

one another in love.

Seeks to name where God is at work in their neighbourhood and to join with him there, exhibiting an

observable and graceful influence and impact.

Welcomes the stranger, demonstrating Kingdom hospitality and its message of grace and generosity.

Sees worship, prayer, discernment and learning as expressions of a gathering and sent Community, propelling

people outwards to a watching and waiting world.

Practices justice and reconciliation as signposts of the Kingdom; revealed by a diversity of age, gender, race,

ability and socioeconomic identity, and by being a safe place for all people.

Actively discerns where God might be nudging a Community to be releasing and nurturing new Communities.

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We also know that in our Communities we could do better at forming disciples, encouraging lifelong learning,

nurturing and developing faith, releasing spiritual gifts and inviting a transparent accountability. If you like, we

know we could do better at engaging people who are working out what it means to be a passionate 21st Century

followers of Jesus.

Doing better at forming healthy disciples will be demonstrated by gathering people who have accepted the

Christian salvation narrative, and are intentionally:

Practising their commitment to personal growth.

Discerning and living out how their vocation as a ‘local missionary’ can be expressed where they are.

Developing healthy engagements in their local neighbourhood.

Practising love.

Having a deep concern for justice.

Building up the body of Christ—other like-minded and like-Spirited people.

Investing sacrificially in the life of others.

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Appendix 4 | Governance Documents and Policies

CCVT Inc Constitution

Affinity:2

CCVT Safe Places Policy

CCVT Safe Places Statement of Commitment

CCVT Child Safety Policy

CCVT Victorian Churches Child Safety Policy

CCVT Victorian Churches Child Safety Reporting Procedure

Ministry Accreditation, including Ministry Endorsement

Ministry Employment—Terms and Conditions

Code of Ethics for Minister Leaders

Code of Conduct for Leaders

Procedures for investigating Codes breaches

Church as Employer principles

Privacy

Good governance examples incl. constitutions

Guide to CCVT Trusteeship

CCVT Redbook

Plus

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Notes, Feedback, Questions, Suggestions for discussion at the 2017 Regional Conversations

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Notes, Feedback, Questions, Suggestions for discussion at the 2017 Regional Conversations

28
