Agenda Volume 2 - Methodist Conference

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41. The Discipleship and Ministries Learning Network was also to have control of the Network’s resources, deploying them for the Network’s purposes. It was envisaged that this governance structure would be accountable directly to the Conference and report annually to the Conference. 3.2 Further work on this structure has identified the need to ensure that the governance structures of the DMLN are closely integrated into the governance structures of the Methodist Church as a whole. For example, the SRC, on behalf of the Methodist Council, has oversight and responsibility for the Connexional Team. As staff of the DMLN will be members of staff within the Connexional Team, it is vital that they are held within our existing governance and accountability structures. 3.3 It is proposed that the new governance structure for the DMLN takes the form of a committee of the Council, reporting to the Council and thereby ensuring that the Council, with appropriate advice from the SRC, retains responsibility for the Network staff and has oversight of the Network budget which will fall within the Central Services budget. Through the established budgeting process the Council will provide the Network Committee with its resources and the Network Committee will facilitate how these resources are utilised to fulfil the objectives of the DMLN. The Conference and the Council, on advice from the Ministries Committee, have responsibility for policy. The Ministries Committee will therefore work closely with the Network Committee to ensure appropriate implementation of agreed policies. Mechanisms for the exact nature of this close working are currently being evolved. 3.4 The Network Committee will have responsibility for ensuring the income generating centres (Methodist International Centre and the Guy Chester Centre) generate as much income as possible. The Network Committee will be responsible for preparing the Network’s budget in light of the estimated income and work to be undertaken. The SRC will need to ensure scrutiny of the budget prior to submission, as part of the Central Services budget to the Council and the Conference. 3.5 The Queen’s Foundation– Future Accountability The Queen’s Foundation is an independent Methodist-Anglican charitable entity with its own governance structure. It is not possible or desirable for the Methodist Church to place the Foundation directly within the governance of the Network Committee. It is therefore necessary to formalise and regulate the relationship between the Foundation, the Network Committee and the Council by way of a Partnership Agreement. The Foundation will be accountable to the Network 452 Conference Agenda 2013
41. The Discipleship and Ministries Learning Network Committee for the work they are directed to undertake for the Network and will need to report annually to the Network Committee in respect of such work. This is a new partnership way of working which sees the Foundation playing a significant role in the DMLN as envisaged but now formalised in a Partnership Agreement. This agreement is currently being prepared and will detail mutual expectations, how work will be directed, how this work will be funded and the responsibilities of all parties. The original purpose of the Network Committee to exercise reflective, collaborative, ambitious, and prophetic oversight of the DMLN (para 250.1 of the Fruitful Field report) will be achieved via the partnership agreement with the Foundation. 3.6 Cliff College – Future Accountability The Methodist Council will continue to delegate managing trusteeship for Cliff College to the Cliff College Committee which will need to report annually to the Council on the fulfilment of its managing trustee responsibilities. The Cliff College Committee will be accountable to the Network Committee for the work the College is instructed to undertake for the Network and will need to report to the Network Committee in that respect. Terms of management will be drafted between the Methodist Council, the Network Committee and Cliff College Committee to ensure that all parties are aware of their responsibilities, reporting requirements, membership of the Committee, how the Network will direct work to be undertaken and how this work will be funded. 3.7 Conclusion. The proposed governance structure represents a departure from the proposals in the Fruitful Field report. However, it provides a feasible, realistic and durable structure that will enable the Network to fulfil its purposes. What is proposed here ensures that the Council and the SRC are able to meet their responsibilities for the Connexional Team and the Central Services budget as well as respecting existing governance structures, particularly of the Queen’s Foundation. 3.8 In April 2013 the Council approved the establishment of a Discipleship and Ministries Learning Network Committee and the Council therefore recommends to the Conference that the proposed governance arrangements, as set out in this report, are adopted and a Standing Order to give effect to this is set out in the resolutions below. 4. Staffing This section reports on progress in respect of staffing transition and the decisions agreed about the shape and structure of DMLN staffing by the Methodist Council as the employing body. Conference Agenda 2013 453
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©Trustees for Methodist Church Pur
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Agenda Volume 2 - Methodist Conference

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