Centre for Theology & Ministry

Transcription

1 Key points in this report: Centre for Theology & Ministry Exciting potential for equipping the people of God for discipleship Uncertainty regarding the future structure of the Church in this Synod Partnerships with presbyteries and beyond 1 INTRODUCTION 1.1 Scope of this report This report focuses on the governance responsibilities of the Board of the Centre for Theology and Ministry (CTM), in its accountability to the Synod. If you re looking for more exciting evidence of what s on offer through the work of the CTM and some heartening stories of experiences since the last Synod meeting, you are encouraged to go to: 2 BOARD 2.1 Membership The CTM Board has been served by a membership which brings contextual ministry and mission experience, educational and intercultural strengths to the work of the Board. The fourteen-strong membership includes regulated participants (a UCA candidate, the Principal of the College or his/her nominee, the Executive Director and the Synod General Secretary) and ten individuals with designations as identified in the CTM By-Laws, such as rural experience, lay education and ministry. Since the 2014 Synod meeting 4 persons have been reappointed for a further term: Cynthia Page, Colin Gurteen, Sheila Bellamy, and Dr Jill Tabart as Chairperson of the Board. Rev Dr Sandy Yule completed a maximum nine years on the Board in December 2015, having been a founding member and a significant influence in its life and development. 2.2 Meetings The Board meets every second month, commencing each year with a governance orientation and strategic planning session, including some time shared with the CTM ministry staff. Attendance at the regular Board meetings since the last Synod meeting is as follows. Start & end date of Board Membership Meetings attended Aug 2014 Mar 2016 Chris Barnett Jan 13 - Dec 15 8/9 Emeritus Professor Dr Sheila Bellamy May 09 - current 9/10 Rev Dr Jennifer Byrnes (ED, Head of College) Jul 09 - current 10/10 Rev Dr Sunny Chen Jan 14 - current 9/10 Rev Colin Gurteen Jan 12 - current 9/10 Dr Julie Hall (candidates rep) Jan 16 - current 1/1 Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.1

2 Start & end date of Board Membership Meetings attended Aug 2014 Mar 2016 Rev Jason Kioa Jan 14 - current 6/10 Rev Dr Mark Lawrence (General Secretary: participant) Nov 12 - current 8/10 Rev Cynthia Page Jan 12 - current 6/10 Dr Jill Tabart (Chair) Jul 11 - current 10/10 Pastor Rohan Pryor Jan 16 - current 1/1 Rev Lucas Taylor Jan 14 - current 7/10 Ian Turnnidge (candidates rep) Dec 13 - Dec 15 9/9 Rev Ikani Vaitohi Jan 14 - current 8/10 Rev Dr Sean Winter Mar 14 - current 10/10 Rev Dr Sandy Yule Jan 06 - Dec 15 8/9 Pastor Harriet Ziegler Jan 14 - current 8/10 A regular practice at Board meetings is to hear from a CTM staff person who outlines key areas of focus for his/her particular ministry areas, and highlights challenges and opportunities to be noted by the Board. This has been valuable in keeping the Board attuned to the issues that inform the Board s work and governance. A recent introduction is a period of reflection at the conclusion of the meeting when a Board member is invited to draw the attention of members to themes evident in the meeting, offering insight and commentary on the tone and the work of the Board. 2.3 Governance mandated responsibilities The work of the Board is framed by three areas of mandated responsibilities Purpose of CTM [Constitution 12, 32, Regs , 3.1.5(a),(d),(i); CTM By-Laws clause 3] The purpose and work of the CTM is shaped by the responsibilities of the Assembly, the Synod and the Ministerial Education Board with respect to the selection and formation of candidates for ministry. These mandated elements are accompanied by further responsibilities as described by the By-Laws of the CTM. In particular Clause 3 of the CTM By-Laws states the purpose of the CTM thus: In accordance with the relevant Regulations and within policy approved by the Synod, the purpose of the CTM is to develop and implement programmes, resources and educational opportunities that: a) enhance and maintain the Web of Learning; b) in co-operation with presbyteries, provide education for ministry and discipleship formation in congregations and other contexts, for children, youth and adults; c) promote and encourage the Theological College as a leading community of theological teaching and scholarship participating in the delivery of ecumenical theological education in the University of Divinity and the international community; d) provide education for the ordained and lay ministries in the Church, including spiritual and vocational formation; e) encourage and assist post-graduate theological education; Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.2

3 f) contribute to continuing education for lay and ordained ministry; g) assist members of the Church in the Period of Discernment; and h) encourage and assist research and publication in theological and related disciplines Ministerial Education Board [UCA Regs 3.7.4] A significant governance requirement of the Board is its regulatory responsibility as the Synod s Ministerial Education Board (MEB) which includes oversight of Phase Two of Ministerial Formation through the Theological College, its students, formation program, policies and protocols; resourcing offered for individuals in Phase Three and Phase Four of Ordained Ministry; resources for lay specified ministries; and the Synod Selection Committee for the ordained ministries. The particular oversight of candidates and College matters is delegated to the Head of College with requirements to report to each Board meeting. The Synod Selection Committee reports regularly to the Board and oversees the Selection Conference held annually to discern with Presbyteries appropriate persons to enter formation for ordained ministry Oversight of Pilgrim Theological College [University of Divinity Reg. 3] Regulation 3.4 of the University of Divinity (endorsed in the Agreement between the University and the Synod of Victoria & Tasmania) includes the requirement for the CTM (as the Council of the Pilgrim Theological College) to ensure that: a) the objects of the institution (the Synod of Victoria and Tasmania) are consistent with the objects of the University; b) the institution has academic staff with academic qualifications which in the opinion of the University of Divinity s Academic Board are sufficient to ensure adequate instruction can be provided for at least one award of the University; c) the institution has access to a library which in the opinion of the Academic Board is adequate to support studies in the awards of the University which the institution intends to provide; d) the institution has a demonstrable commitment to scholarly research and public engagement to support the University in meeting its objects; e) the institution demonstrates it possesses adequate administrative and physical infrastructure to support its students and staff in learning, teaching and research, to support the academic and administrative work of the University, and to assist the University in meeting its external obligations; and f) the institution demonstrates its financial viability and sustainability. The CTM Board exercises this oversight by receiving regular reports of the work and resourcing of Pilgrim Theological College, including ensuring research and scholarship are maintained through effective use of appropriate research leave and regular reviews of academic staff. The Board receives reports from the Dalton McCaughey Library Council and ratifies on recommendation four persons for appointment to the Council. Annual reporting to the University on strategic directions for Pilgrim Theological College, annual risk profile and financial accounts proving ongoing viability, all form part of the oversight protocols for the Board. Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.3

4 2.4 The Committees of the Board The Board fulfils these mandated responsibilities (and more) through general oversight in the regular meetings of the Board and through the work of several committees. The work of these committees is guided by Terms of Reference established by the Board Academic Committee The purpose of the Academic Committee is to exercise responsibility for the academic curriculum, the learning and teaching, and the research endeavours of Pilgrim Theological College, ensuring management of the delivery of the curriculum and faculty resourcing of the accredited awards Finance Committee This Committee exercises oversight of the management of the financial accounts and budget. The purposes of the Committee are: a) to advise and assist the Board on matters related to the finances of the CTM and its various parts, and b) to ensure that strategic financial planning and performance monitoring meet the educational resourcing and teaching goals of the CTM Grants and Scholarships Committee The purpose of the Grants and Scholarships Committee is to oversee the effective process of application, consideration and distribution of available funds for the financial support of education for ministry and discipleship, for both formal and informal study. In recent years the Board has agreed to a request from the Synod Standing Committee that the CTM exercise oversight and distribution of all Educational Bursaries and Scholarships for secondary and tertiary education Synod Selection Committee for Ordained Ministry The purpose of the Selection Committee is: a) to prepare for and fulfil the responsibilities of the Synod Selection Panel as defined in UCA Reg ; and b) to coordinate the effective discernment by the Synod Selection Panel of applicants for candidature for the ordained ministry UCA Faculty Formation and Oversight Committee The purpose of the UCA Faculty Formation & Oversight Committee is: a) to be responsible for the formation of UCA candidates during Phase Two; and b) to exercise oversight of the decisions and distribution of bequest and other funds directly linked to the life of theological education within the UCA Web of Learning Committee Terms of reference approved, yet to be established. The purpose of the Web of Learning Committee is to promote, encourage and where appropriate coordinate the educational resourcing of presbyteries, congregations and individuals through a Web of Learning (defined in the CTM By-Laws as: the Synod-wide network of education for ministry which is a Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.4

5 cooperative enterprise between the CTM, the presbyteries and other bodies, established so that the whole people of God can be resourced for life-long education for discipleship and ministry). 3 STRATEGIC DIRECTIONS 3.1 CTM Strategic Directions From August 2015 through to February 2016 the Board has been developing its strategic directions for In workshops and discussions over several meetings the Board has affirmed four strategic directions for the next period of the CTM s life: Advance Vibrant educational resourcing for local & missional leadership, ministry & discipleship 1. Review current practices and approach in educational resources 2. Liaise with MSR to implement identified strategies in leadership and formation 3. Establish appropriate awards for contextual ministry, vocational formation, missional and local leadership 4. Create pathways for regional formation for ministry (ie candidates) for CALD community for chaplains and teachers for missional and local leadership development Build... A dynamic theological & educational community of scholarship & research 1. Consolidate and expand high profile research/scholars alumni programme 2. Establish network of scholars-in-the-field across ministry contexts within the UCA 3. Establish a web-based network of Scholars on CTM/Pilgrim website 4. Host a University of Divinity Research Centre with Dalton McCaughey Library (DML) integrated in the enterprise Create A community of theological leadership within & beyond the UCA 1. Increase the public profile in theological reflection and commentary in the public sphere, speaking to a wider secular/ecumenical audience beyond UCA 2. High level theological engagement in synod decision-making bodies 3. Produce a Pilgrim/CTM publication/pamphlet Occasional papers offering theological reflection 4. Resource multiple communities of theological leadership 5. Encourage alumni involvement in the theological community and fundraising scope 6. Foster peer networks across denominational boundaries 7. Develop the Web of Learning to include local inter-denominational, theological, multi-faith and inter-faith dialogue and engagement Deliver.. Accessible and flexible pathways for learning and formation 1. Establish learning hubs/networks in 5 regional presbyteries 2. Increase capacity for elearning delivery in all areas of CTM offerings 3. Identify and equip a network of regionally based adjunct teachers Although subject to the outcomes of the Major Strategic Review, the Board is keen to deliver on these strategic directions in the near future. Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.5

6 3.2 Pilgrim Theological College Strategic directions The University of Divinity requires that the CTM Board establish strategic directions specific to the life of the College. The current Strategic Directions for Pilgrim ( ) is mid-cycle at the time of writing. A B C D E F vibrant COMMUNITY A community of teachers and learners built on relationships of respect and integrity offering a vibrant and safe place for thinking, enquiring and understanding of the Christian faith and practices excellence in LEARNING and TEACHING A dynamic and well-resourced theological and educational curriculum equipping individuals for effective leadership, discipleship, ministry and scholarship scholarly RESEARCH CULTURE An engaged research community contributing locally, nationally and internationally to theological discourse accountable STEWARDSHIP Accountable and appropriate use of resources (human, financial and operational) to ensure sustainability, risk management and delivery of the vision and goals of the College partnerships of ENGAGEMENT Partnering others beyond the College in theological resourcing for life in the 21 st century competent GOVERNANCE Effective and dynamic governance to ensure delivery of the vision and goals of the College The Board has endorsed a consequential number of strategies to ensure delivery of these goals over this 2-year framework. The Strategic Directions for Pilgrim also included three operational initiatives: a) appointment of college administration staff; b) establishment of student facilities; and c) establishment of student support services. All three were achieved in time for the commencement of the 2015 academic year, with more work to be done in expanding the vibrant student engagement programme. 4 RISK PROFILE 4.1 UCA CTM/Pilgrim risk assessment An annual risk profile is considered by the CTM Board in April of each year. The 2015 Profile highlighted 81 potential risks facing the CTM/Pilgrim. Mitigation actions to address these 81 potential risks were reported to the Board. As at March risks remain noted on the register with the only one considered extreme in mid-2015 being the possible withdrawal of the Society of Jesus from partnership in the Dalton McCaughey Library. This risk has now been down-graded as the findings of the Jesuit Review into the DML Jesuit Collection indicated a decision to maintain the collection within the DML. Four risks remain with a high rating, including: Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.6

7 the risk of staff practices not fully aligned with the Board s strategic directions; staff/student ratio in Pilgrim College falling below sustainability; significant decline in student, candidate and participant numbers in the programs of the CTM and Pilgrim; and insufficient fee-paying students at Pilgrim to fund the Pilgrim support staff (Coursework/Research Advisor and Registrar). The Board has noted that mitigating strategies for these four risks include staff reviews, work-plans and practices monitored and encouraged for close alignment with strategic directions; and marketing and communications strategy including the appointment of a part-time Communications and Marketing Coordinator, alongside the redevelopment of the website as a communications tool. 4.2 University of Divinity Pilgrim Theological College Risk Assessment The Board received the first risk assessment from the University of Divinity for Pilgrim at its September 2015 meeting. The assessment was across thirteen key areas: 1. Agreement with the University; 2. Strategic Plan; 3. risk management; 4. occupational health and safety; 5. critical incident management; 6. the College s 2014 financial performance; 7. the College s 2015 budget; 8. sustainability of the College; 9. support for the College; 10. student numbers; 11. student/staff ratio; 12. academic staff profile; and 13. grievances. Of the twelve applicable areas to the first year of Pilgrim operations the College was assessed to be at low risk with the Board not required (by the University of Divinity) to take any mitigating action. The current area of most risk is the potential of low student enrolments for the sustainability of the feepaying student curriculum at Pilgrim. At the time of writing, the Board is yet to receive student enrolment numbers for the first semester of 2016, however the early figures indicate a decrease in the number of student for This decline is being experienced across the majority of the University of Divinity Colleges for With fluctuations in student numbers identified as a common issue amongst smaller Colleges of the University, an increased promotion strategy and specific targeting of potential students will form part of the response by Pilgrim administration. 5 FINANCIAL OVERSIGHT 5.1 Budget Oversight The annual CTM budget is approved by the CTM Board in October of each year. In the current context the Board oversees a Mission and Service expenditure of $1.6 million with another $240,000 annual grant from the Synod to the Dalton McCaughey Library. In 2015 when a forecast budget blowout of over $70,000 was anticipated, the Board directed specific mitigating actions be taken to return the budget to the Synod Standing Committee approved amount. Remarkably, this was achieved through Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.7

8 cost-savings, redirection of some reserves, a further application to the Regionalization Fund to off-set increased development of the Website; and an unanticipated surplus in the Pilgrim operations. Several of these were one-off actions to achieve the budget set for Bequest and Funds Governance The Board continues to oversee, through its Finance Committee, the effective use of the numerous bequests that come under CTM/Pilgrim management. Of the approximately 160 bequests available to be applied within the work of the CTM (including Pilgrim), eighteen remain the subject of potential cy près applications. Since the commencement of this project (to align all CTM/Pilgrim bequests with current purposes), 33 cy près applications have been made to the Attorney General. A successful cy près application allows designated bequests to be used for purposes as near as possible to the original intentions of the benefactors. Fifteen bequests have been granted sanctions (that is, approval for the terms of the bequest to be amended). Of the recently acquired oversight of Educational Bursaries 8 applications for cy près have been made, 5 having now received sanctions and 3 still pending. The majority of the bequests under the oversight of the CTM/Pilgrim flow into the financial support of candidates for the ordained ministry, with another proportion dedicated to academic prizes. A smaller portion is applied to the day-to-day training of students through contribution to the stipends of academic staff (thus off-setting the need for greater mission and service funding). The 2014 and 2015 Annual Bequest Reports to the Board indicated the value of the bequests as $5,995,679 and $5,760,869 respectively. The 2014 report indicated that $203,599 was distributed across 38 individuals and interest from a further 11 funds flowed into student support. The 2015 report detailed $329,690 distributed across 41 individuals as prizes, scholarships or projects grants and the interest from a further 11 funds flowed into financial support for candidates. 5.3 Capital expenditure and Property Business Plan Early in 2015 the Board considered the development of a four year rolling Property Business Plan ( ) to guide maintenance and capital expenditure within the CTM. The CTM has a reasonably large property portfolio which comprises the CTM and Dalton McCaughey Library and six residential buildings, two of which are of significant heritage value. The maintenance of appropriate facilities for the work of the CTM is a heavy responsibility. The Synod of Victoria and Tasmania and the University of Divinity require oversight by the Board to ensure facilities are appropriate to deliver the mandate of the CTM. The capital works of the CTM over the 4-year period is estimated to be in the region of $1.1 million (which includes $452,000 on stonework for the heritage buildings the responsibility of the Theological College) located on the grounds of Ormond College. 6 POLICY DEVELOPMENT 6.1 Continual Revision Responsibilities of the Board include policy development across all areas of the CTM. Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.8

9 The CTM and Pilgrim have a raft of policies to guide the work of the staff and activities of the CTM. These policies cover a gamut of areas, for example the Privacy Policy for Selection processes; Occupational, Health and Safety; Faculty Workload guidelines and Study Leave Policy. Several of the policies that guide the work and protocols are living documents and are reviewed and revised from time to time when necessary due to changing circumstances. Other policies are developed to frame new approaches to work and governance requirements. Policies/guidelines that have been reviewed over the past 18 months include Academic Workload Guidelines (revision pending at time of writing), Research Fees Distribution, and Academic Staff Review Guidelines. 6.2 New Policies Participant/Learner Policy and Procedures New policies and procedures have been approved related to the expectations on learners and teachers in CTM-auspiced programs/events. The Participant/Learner Policy and Procedures (approved August 2015) cover the relationship between participants and learners and the staff of the CTM in situations not covered by the UCA Code of Ethics and the University of Divinity policies around student behaviour and expectations. The Policy is to increase confidence in both staff and participants of a safe and effective environment for learning and formation Pilgrim Fee Policies With the inauguration of Pilgrim Theological College as an accredited College, the Board was required to establish policies around the fee structure for students and staff. The teacher payments are based on Fair Work Australia Guidelines and cover the Lecturer and Tutorial rates and marking fees. Student fees are also set guided by the University of Divinity these also include an internally generated fee for audit students. (An audit student is one who participates in the classroom activities and discussions and receives all the study resources including DML borrowing rights - however does not complete the assessment requirements or receive credit for the course.) The audit option is to encourage UCA individuals and others to enjoy and experience learning within Pilgrim. 7 OVERSIGHT 7.1 Synod Selection Committee for Ordained Ministry The Synod Selection Committee for the Ordained Ministry is a committee of, and appointed by, the CTM Board. It meets regularly throughout the year in order to process applications for candidature and prepare for the annual Selection Conference. At each Board meeting a report of the work of the Selection Committee is received. During the 2015, the Committee sought approval from the Board to shorten the Selection Conference by one day to evaluate a more intense yet stream-lined process. The evaluation, post the Conference, was that the shorter form (of an evening and one day) delivered the outcomes being sought although it was a long process for members of the Selection Panel as they worked into the second evening. The Selection Committee has indicated interest in the possibility of two shorter Selection Conferences per year to allow for more flexible time-lines to meet the changing meeting patterns of presbyteries. In 2015 with 7 applicants the shorter Conference met the demands, however the Committee is to keep the Board informed of any recommended changes for 2016 the number of applicants is a key determinant in whether two Conferences will be required. 7.2 Pilgrim Theological College The work of Pilgrim Theological College is managed primarily through the work of two committees: the Academic Committee and the UCA Faculty Formation and Oversight Committee. These committees, reporting to the Board at its regular meetings, guide the work of the faculty in delivering the curriculum Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.9

10 and maintaining effective and appropriate scholarship and research; and the formation program and support and discernment of candidates progress through Phase Two The Faculty The Pilgrim Faculty comprises the following individuals Jennifer Byrnes, Head of College ministry studies Maryanne Confoy RSC pastoral studies John Flett - missiology Janette Gray RSM systematic theology Sharon Hollis ministry studies John Martis SJ - philosophy Katharine Massam Church History Monica Melanchthon Old Testament Sean Winter, Academic Dean - New Testament Christine Sorensen Ministry Studies Geoff Thompson Systematic Theology Sue Withers Field Education/Ministry Studies All UCA appointed staff contribute to the formation activities and advising individual candidates. UCA faculty also fulfil commitments in delivering educational opportunities into the presbyteries, agencies and congregations when requested and available The Candidate Community The Board noted that during the period since the 2014 Synod meeting, the following movements occurred with regard to numbers within the UCA candidate community at Pilgrim. At the conclusion of 2014, three candidates concluded their core formation and exited the Theological College. Four new candidates entered the community in 2015 with 7 leaving during or by the end of As 2016 commences the formation community welcomed seven new candidates. The 2016 community comprises 16 individuals from various cultural backgrounds including the Pacific, Africa, Asia and Europe this makes for rich and vibrantly dynamic conversations, learning, worship and relationships The Formation program The Board (in its role as Ministerial Education Board) has oversight of the Formation Program for candidates and reports to the Assembly Education for Ministry Working Group on the implementation of core formation. In 2015 the formation program was re-envisioned, with the academic curriculum now being delivered on Tuesday, Wednesday and Thursday of each semester week (plus several weekend intensives) and the community formation on Wednesday mornings. Morning prayer was introduced on each of the three mornings, with worship, intentional integrated theological reflection and community lunch all regular activities on the Wednesday. Three focus weeks are held across the year with the opportunity to engage in intensive formation in a particular area. These focus weeks have included, to date, ministry in the Australian missional context; Endings and Beginnings: pastoral and theological foundations; and a residential indigenous cultural immersion hosted by Congress Victoria. Other engagement and theological reflection during 2015 included a visit to the Islamic Museum; presentations from a variety of leaders and educators including a Jewish Rabbi; an introduction to key topics for the Assembly 2015; and a weekend rural visit for the whole candidate community. Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.10

11 The discernment and ongoing formation program is heavily influenced by the work of each candidate s Formation Panel which includes representatives from the home presbytery, the field education supervisor, the candidate s mentor, and the candidate s faculty advisor. Meeting at least twice a year and more if necessary, this Panel guides the emphasis and the focus of the formation needs of the individual candidates, as well as discerning the candidate s progression in formation for ordained ministry The revised curriculum At its establishment as an accredited college, Pilgrim Theological College redesigned its curriculum and introduced an extensive online option for students across the majority of the curriculum. The enormous task of developing new units across the breadth of the curriculum in a short space of time was demanding and focussed work. The faculty was then required to deliver the new units in both face-to-face and online mode. Given that the online mode is not simply an electronic version of the classroom delivery, the faculty was required to develop effective elearning methodology in the midst of the academic program. To their credit each academic staff person stepped into the challenging space and delivered an effective and admirable first year of the College Research Each three years individual academics are entitled to apply to the Board for extended research leave. In mid-2014 the faculty agreed to defer all Research Leave applications for 2015 to ensure that a full complement of staff was present throughout the first year of Pilgrim s functioning. Associate Professor Monica Melanchthon is on Research Leave for the first semester of Research is an integral part of the daily rhythm of faculty life, and so in addition to the 6-month Research Leave, each academic member of the faculty is required, through their position descriptions, and with the University of Divinity to maintain an active research profile. The current research activity of the faculty can be found at Pilgrim Life The first year of Pilgrim Theological College engaged sufficient student numbers to deliver revenue to cover the extra staff and non-mission-&-service-fund costs of the College s operation. The figures in the above chart indicate that the student enrolments achieved the business as usual scenario which was based on 50% student enroment in the last year of the operation of the United Faculty of Theology. The Board recognised that in this first year the College was still in a transition phase from the previous teaching and learning within the UFT. Into 2016 the risks are still significant as Pilgrim operates in a highly competitive market, with numerous other theological colleges functioning across Melbourne and an increasingly strong online presence from other Colleges. The faculty includes four colleagues from the recently closed Jesuit Theological College. This enables Pilgrim Theological College to continue a strong ecumenical flavour within its curriculum. Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.11

12 7.2.7 Pilgrim fee-paying students In 2015 the fee-paying student profile indicated that the student body consisted of 88 fee-paying students, 35 of whom identified UCA as their affiliation, 12 were full-time, 7 part-time; 65 were classroom based, 19 online and 4 mixed mode; 61 were post-graduate and 13 undergraduate; the genders were evenly balanced. The students ranged across 11 different denominations. In addition to these students, another 31 students audited units during Educational Resourcing for Discipleship and Leadership Continuing Education for ministry agents This work in the CTM is primarily assisting and resourcing Presbyteries to fulfil their obligations for oversight and resourcing of continuing education for Ministers. Due to the regulatory requirement for this area lying within presbyteries purview, the CTM approach can only be invitational, seeking to discern the needs and challenges of ministry and responding by offering appropriate skills-based and ministry updating and training. The continuing education resourcing includes encouraging ministers to continue in formal and semiformal studies through Pilgrim Theological College in post-graduate offerings. The semi-formal approach is an enhanced audit program where ministers engage in the classroom learning and then gather in peer reflection groups. As a new initiative it has yet to gain significant traction amongst the cohort. The second strategy in this arena is just in time training where workshops and resourcing is based on requests and/or discerned emergent needs Lay Leadership and Ministry Strategic direction for lay leadership development and support has been the collaborative development of a national discipleship learning framework and online learning exchange, with the Assembly Formation, Education and Discipleship (FED) Working Group. This simplifies access to educational resources for local leaders and discipleship. There has been a pause in Lay Preacher intensives delivered within participating presbyteries. The intense workload in rolling out intensives has still not offered sufficient flexibility and accessibility which some have desired. As an alternative pathway, online courses being offered through the Queensland Synod have been trialed here in this Synod through 2015 and will continue into A partnership with Uniting AgeWell for additional Do It Yourself small-group educational resources around dementia care and pastoral visiting is being developed. The Synod Pastor Committee is resourced by the CTM Lay Leadership Educator (Rohan Pryor), and the specified Ministry of Pastor continues to present significant confusion and challenge. Communication and consultation with presbytery Pastoral Relations Committees and presbytery Ministry Formation Committees will clarify ways appropriate lay people may be appointed to approved ministry placements. This will include the Synod Pastor Committee processes being congruent with the Synod Selection Conference for ordained ministry Artfull Faith. The Board regularly receives reports of key approaches to exploring faith through art and theology. Christina Rowntree has focused on enhancing the educational strand to her work. The Artist Network is a significant development over the past years. The network gathers regularly throughout the year around various themes including in recent times a several months focus on Earth Arts and engagement with eco-spirituality. Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.12

13 The network also delivered the Caught in the Moment group exhibition which was displayed in the CTM gallery during October November 2015 and then travelled to Warrnambool Uniting Church in February 2016 to share the riches of the Artists Network and its activities in a regional centre. The CTM gallery exhibition schedule is managed by Christina and is a significant aspect of the vibrancy and life of the CTM. The exhibitions are often used in theological reflection by participants and students in the CTM, as well as being a highlight for visitors to the CTM and the Library. Further strategic work has involved engagement with congregations responding to invitations to speak at exhibition openings and in worship, and to requests for advice as congregation consultations develop ideas for community festivals Young Adult Discipleship Education. Following the Board s review of the work in Young Adult Discipleship Education, Adrian Greenwood strengthened his strategic support of identifiable young adult (YA) groups across the Synod. Adrian developed a downloadable YA guide to help people refer YAs to congregations that have Young Adult groups. A further strategic approach has been to develop the Social Media reach. The online presence and content plays a direct role in the lives and faith of UCA members. This aspect of the work highlights presence and purpose: allowing twenty-four-hour access to content, building community, gathering small groups into larger groups and networks mobilising and giving direct access to connect across the network of young adults. The approach is to curate discipleship education through participation, reflection, conversation, questioning and sharing. Statistically the reach is across thousands each week with ideas, resources and opportunities to encourage growth in faith. HashTags: #UCAYouth, #morepraxis, #CTMThoughts, #UCAEaster, #CafePraxis Children and Families Ministry. Key strategies that have guided the Children and Families Ministry Unit (coordinator Chris Barnett) have included: the development of a Communities of Practice model; intentional engagement with leadership of presbyteries and congregations; encouragement of discipleship through regular provision of resources and timely response to requests which has included the generation and distribution of Engage Together (a new Early Word resource); the establishment of new multi-age discipleship communities, such as the Introducing Messy Church event at Stawell which not only encouraged the local Messy Church community, but also provided the opportunity for participants from Kaniva, Horsham and Ararat to experience and explore Messy Church for themselves; and increasing biblical and theological engagement amongst practitioners. A primary event for this area of resourcing is the annual Symposium (entitled Child, Education & Mission in 2015). The Board has been introduced to the growing interest in the area of intergenerational ministry, with a shift in the discourse from a focus on why intergenerational ministry to the how of intergenerational ministry. Chris Barnett has led the Board in engagement and understanding that whilst the terms generational and intergenerational are often used interchangeably in the context of ministry, there is Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.13

14 also a growing awareness of the difference between these two distinct approaches. As leaders engage in discussion around generational connections, a by-product is often the exploration of underlying frames or philosophies of ministry Youth Ministry Strategic Priorities over the past 18 months in this sphere of ministry, coordinated by Drew Hanna, are: Development of learning, reflection and resources for ministry with young people Facilitation of grass-root networking through partnerships Advocacy for and resourcing positive youth development Ongoing conversations with key leaders within four different cultural groups and their respective National Conferences encouraged exploration of appropriate resourcing of young people in those different contexts. Thriving 2015 Resilience and 40 Developmental Assets Training Day with Andrew Fuller (well-known clinical psychologist) as a key speaker introduced new connections with data and knowledge from Australian young people. Encouragement for UCA communities, congregations and schools to participate in the Resilient Youth Survey will complement the CTM s goal to be a key partner in educating, resourcing and further training across the church in positive youth development. 7.4 Operational Strategic Directions Marketing & Communications strategy The appointment of a Marketing and Communications Coordinator has enabled a comprehensive Marketing and Communications Strategy to be developed. The CTM has been fertile ground for an intentional and intensive program to raise the profile and engage in a systematic approach to marketing. Bret Salinger has also introduced highly professional online publicity and has been working with the staff to deliver more online engagement with the UCA membership elearning strategy A contract with an elearning Facilitator, Lisa Wait, enabled support to be provided to the faculty as they sought to deliver best practice online study for Pilgrim students. Lisa not only offered individual support and coaching but put in place a structured approach for professional development for the next period in Pilgrim s life. Although only contracted for a brief time, Lisa highlighted the benefits of engaging specific expertise in challenging and new environments Website Development A key strategy over the past years has been the development of two new websites CTM and Pilgrim. This has been a large project which has taken much patience, consultation and cost. The website has been unsurprisingly identified as a key tool in the profile and public reach of the CTM. The design was outsourced to a web design company with CTM dedicated staff Bret Salinger administering the sites CTM Resourcing A new initiative in the last year has been the development of CTM Resourcing a project to deliver online access to resources for ministry, discipleship and theology to members of the Uniting Church. This has been a large project delivered primarily through the work of Merryn Gray. Merryn continues to develop the resourcing of this aspect of the Web of Learning. Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.14

15 8 STAFF APPOINTMENTS AND REVIEWS 8.1 Welcomes and Farewells At the conclusion of 2014, the Board farewelled Randall Prior from his placement of 12 years as Professor of Ministry Studies and Missiology, including a significant time as Principal of the Theological College. John Flett was appointed by the Synod Standing Committee in October 2014 and commenced ministry within Pilgrim Theological College, CTM in January 2015, as Coordinator of Studies Missiology. The Board welcomed newly appointed administration staff in early 2015 including Erlinda Loverseed as inaugural Registrar for Pilgrim Theological College, Fotini Toso as inaugural Research & Coursework Coordinator, and Bret Salinger as Marketing and Communications Coordinator. In late 2015 David Harris, who had served as CTM Property Officer for 2 years, resigned and the Board welcomed David Toma into that position. At the time of writing the Board is preparing to farewell Sharon Hollis as she concludes her role of Continuing Education Coordinator a position Sharon has held for just over 9 years. She has brought enthusiasm and skill to the resourcing of ordained ministry within the Synod and has been a key advocate for the breadth and depth of continuing education needed for the competency and resiliency of those in Phase Four of ministry. Sharon s passion has benefited the Synod, presbyteries and the work of the Assembly in this significant area. The Board wish her well in her leadership role as Moderator. 8.2 Staff Reviews Sean Winter In 2014 the Board requested the Synod Standing Committee review the placement of Associate Professor Sean Winter in his role as Coordinator of Studies New Testament within the Theological College. Sean commenced his seven-year placement in The Synod Standing Committee conducted the review of Sean under the Guidelines for Review of Academic Staff and resolved in August 2014 to extend the Placement of Associate Professor Sean Winter for a further five years beyond December 2015 to now conclude in December The Board noted that the Standing Committee resolved: To give thanks to God for the ministry of Rev Dr Sean Winter as Professor of New Testament Studies within the Centre for Theology and Ministry for the last six years and commend him for the way in which he has exercised ministry as scholar, teacher, colleague and mentor Adrian Greenwood In the tenth year of Adrian Greenwood s placement the Board conducted a review of Adrian s ministry. At its October 2014 the Board resolved to commend Adrian Greenwood for the energy, passion and commitment which he brings to the advocacy and resourcing of young adults and leaders in discipleship through social media resourcing and contribution to and planning of events; and to appoint Adrian Greenwood for a further term of 2 years (until December 2016) in the role of Discipleship Educator Young Adults at the CTM Katharine Massam In February 2016 the Board requested the Synod Standing Committee to conduct a review of Associate Professor Katharine Massam in her role as Coordinator of Studies Church History within Pilgrim Theological College, CTM. This Standing Committee review is to be conducted in April May Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.15

16 2016. Katharine s placement at the Theological College commenced in 2000 and has been extended by 5 years twice in 2007 and again in Further staff Reviews The Board intends to conduct reviews of several other staff as their placements conclude at the end of The timing of these reviews will be informed by the outcomes of the Major Strategic Review. 9 STRUCTURAL REVIEWS 9.1 Order of St Stephen The CTM has had oversight responsibilities with the Order of St Stephen (OoSS) and its Committee for the conduct of the program in the Synod of Victoria and Tasmania. Within this Synod, the Order has experienced over recent years a decline in interest and in the number of applications to enter the Order. In its last two reports to the Synod (2014 & 2012) the Committee expressed the view that a review of its work and the ministry of the OoSS was needed. In late 2014 the CTM Board instigated such a review which reported to the December 2014 meeting. In light of the Review the Board determined with regret to cease the current operations of the Order of St Stephen in this Synod. The Board thanked and discharged the Committee, requested the Coordinator to collate and archive the records of the Order, and requested the CTM Executive Director to contact the membership and previous Coordinators of the Order to inform them of the decision. The Coordinator, Keryn Gosbell s, appointment was concluded from January The Assembly body charged with oversight of the Order of St Stephen was notified of the decision and noted that this Synod of Victoria and Tasmania was the last synod to have an active Committee. Since the decisions were made public through Crosslight, a small number of individuals have expressed regret at the decision, more for the circumstances that had brought the church to this conclusion rather than disagreeing with the decision of the Board. 9.2 Leadership Configuration of Pilgrim Theological College As Pilgrim commenced its delivery of theological education, the CTM Board, in April 2015, moved to review and clarify the most effective leadership configuration for the work of the College. Following an internal review with comments invited from the Vice-Chancellor of the University of Divinity amongst others, the Board determined that the position of Principal be renamed Head of College, and to fold this role into the ministry description of the Executive Director. In addition to this the Board decided to inaugurate the position of Academic Dean (to be appointed by the Head of College) a position to be held by one of the teaching faculty. The primary focus of each of the leadership positions is for the Head of College to face toward the UCA and the work of the College in preparing candidates for the ministry, and the Academic Dean to face the University of Divinity and the work of curriculum and research development and the delivery of awards. This leadership configuration, approved by the Synod Standing Committee, will be reviewed in early Educational Resourcing Sector Following the establishment of Pilgrim as an accredited College the Boards attention turned to a timely review regarding other work of the CTM. In June 2015 the Board resolved to review the educational Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.16

17 goals and strategies of the resourcing sector of the CTM s work and its place in the overall CTM vision. As the Review processes were established and the work commenced, the Board was alerted to the work of the Major Strategic Review possibly encompassing a similar evaluation of this area of work as part of the wider work of the CTM. It resolved to pause the work of the Board Review whilst awaiting further clarity from the MSR process. The Board s review of the educational resourcing sector remains pending. 10 PARTNERSHIPS 10.1 Ecumenical Dalton McCaughey Library The partnership with the Society of Jesus in the Dalton McCaughey Library has been strengthened by the decision by the Jesuit Provincial to maintain their collection within the Library. A working group has been formed with representatives from the Uniting Church and the Jesuits to explore scenarios for reducing the financial costs on both partners whist ensuring sustainability of the Library. Sentir, an accredited College of the University of Divinity, has indicated its intention to designate the DMLibrary as its main library. This designation, which has been welcomed by the DML Council, will increase the Library usage China Christian Council Over recent years the Board has encouraged a growing relationship with the China Christian Council (CCC) in theological education. The CTM/Pilgrim Theological College has hosted two visits from the leadership of the CCC, the most recent being just prior to the 2015 Assembly. Two faculty members, Sean Winter and Geoff Thompson, have travelled to Nanjing Theological Seminary each to deliver one-week intensives during The Board has recently approved the signing of an Agreement with UnitingWorld for Pilgrim Theological College to host a postgraduate student from the CCC studying for a PhD through the University of Divinity. A further aspect of the Agreement is to host ordained leaders from the CCC for shorter periods of time of professional ministry development National & Inter-Synod Contributions Informal Although not formal in nature, several of the ministry staff of the CTM participate and offer leadership in national activities related to specific areas of their CTM work and expertise. As the resources across the UCA nationally shrink, several of the staff find it a continuing challenge to navigate priorities of local and Synod-wide calls with needs from other synods or national bodies Formation for Ministry A 2015 Agreement between the Synod and Presbytery of Western Australia and Pilgrim Theological College formalised a Western Australian candidate entering the formation program at Pilgrim including the establishment of a joint Formation Panel, with the candidate attending formation intensives (in Victoria) and studying online through Pilgrim for academic study whilst in Western Australia. In general, it was a positive experience for all parties with key learnings to strengthen any further Agreements that might be possible or desirable in the future. Centre for Theology & Ministry report to June 2016 Synod Section B2 B2.17