Page 45 - The Church of Ireland Apologetic for Mission?

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its existence, or whether it informs the Mission Statements or work of many of the dioceses that make up the Church of Ireland?
The Church of Ireland Mission Statement exists. This Mission Statement was used to good effect to undergird the transition process leading to the formation of
the Church of Ireland Theological Institute. This shows that it is possible for the Church of Ireland to use a Mission Statement to make strategic change.
However, since that process it has been poorly communicated, if at all, and it is not apparent that it has been used in any way to guide or effect other strategic change. The Church of Ireland Mission Statement is missional in aspiration. Yet the failure
to create a mechanism or process for allowing the Mission Statement to inform the priorities or actions of dioceses, parishes or key bodies within the Church of Ireland means it is an aspiration that few are aware of or guided by.
d. Accountability: Accountability is the simple process of reporting on whether one took the action one committed to. It is not just about reporting on activity. It is about reporting on results and outcomes – on the difference actions have made.
Reporting in the Church of Ireland is usually retrospective without an emphasis on planned action for the future. Success is rarely defined. If delivery does not happen there is no consequence. The process within the Church of Ireland, as described by one interviewee, is often about “talking and recording our talking” rather than having an emphasis on outcomes. This is often reflected in the nature of reports to synods at all levels, where the emphasis is on activity rather than intended objectives or outcomes
– that would answer the question ‘What difference have we made?’
Boards and committees could bring significant difference if they changed their method of reporting:
• ToclearlyarticulatetheirTermsof Reference
• To identify their objectives and goals within specific time frames.
• To identify outcomes from their work, over and above recording their activity or discussion.
• To measure impact rather than activity.
One interviewee commented, “Our Constitution, canons and diocesan reports are about maintaining things” suggesting they didn’t communicate vision of what we are doing, or aspire to do, but are rather reactive.
e. One size doesn’t fit all: Membership of Church of Ireland boards and committees are often chosen on the basis of representation. The desire to have representation is admirable but needs to be balanced with ensuring appropriate competencies for the task in hand
f. Allchurchislocal:TheChurchofIreland is an all-Ireland body with a synodical system of governance. However, if priorities are not being worked out at parish level then they are not being worked out. The challenge will always
be to connect what is happening at Synod level with the local parish. One interviewee suggested that, “Parishes have lost touch with what is happening in the wider Church” and were becoming more insular and parochial.
g. Energy reserves: When one interviewee mused that “We are a well-resourced heritage society with a modest religious affairs department” he / she was referring to the large legacy of buildings that the Church of Ireland has to maintain.
Ancient church buildings are a rich
heritage and give a sense of place and belonging to many people. However, when the Church of Ireland was disestablished
it lost a significant amount of its income. When added to recent demographic changes, challenges of current economic circumstances and changing patterns 45