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DISCLAIMER Language The Presiding Elders Manual is being developed to serve as a useful resource guide for Presiding Elders and those newly appointed Presiding Elders who serve in this weighty office The office of the Presiding Elder is an extension of the Bishop s office and our service and effectiveness in this office strengthens the work of the Annual Conference the Presiding Elder District and more importantly the local church This manual is designed to be a tool kit wherein theory praxis and practice what we do consistently are explored for best practices across the length and breadth of the African Methodist Episcopal Zion Church Together we will explore biblical nuances philosophical perspectives examples of ministry trends templates and other useful information pertaining to the office of the Presiding Elder Please understand that this office like many in the church cannot be seen as static or stagnant meaning that the office of the Presiding Elder is constantly evolving and so by the time we complete the reading of this manual many so much of the concepts and perceptions herein noted will have changed Some of what is presented here will change slightly some of the information will change drastically and other information presented will no longer be relevant at all The compilation of this manual has been influenced by persons across Zion Methodism We have made every attempt to be inclusive and unapologetically contextual We have tried to use inclusive language in places where it does not alter the intent of what is being conveyed At this point there are not cited sources nor a bibliography We have presented to you a kaleidoscope of practices but none of which are absolute This manual must be read practiced and understood in the context in which you serve Finally this work is not exhaustive nor comprehensive because as I stated prior ministry is ever evolving and changing as we seek to meet the needs of those God has entrusted us to SERVE The office of the Presiding Elder must never be seen as the acquisition of a title nor a stepping stone to a higher office it is the acknowledgement in the African Methodist Episcopal Zion Church that you have been distinguished to serve others as a Servant Leader We must also keep in the forefronts of our minds that the work and ministry of the Presiding Elder is shaped and impacted by the hand of Episcopal Leadership which we have devoted an entire chapter to in this manual P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 1

FOREWORD to be written by the Bishop who provides oversight to the Board P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 2

TABLE OF CONTENTS numbers to be added later A THE HISTORICAL AND CONTEMPORY WORK OF THE PRESIDING ELDER I The Calling Ministry and Birth of the Presiding Elder Domestic and Overseas a The Calling of the Presiding Elder o Bishop Kenneth Monroe b The Ministry of the Presiding Elder o Bishop Warren M Brown c The Birth of the Presiding Elder s Office o PE Evalina Huggins d The Presiding Elder Overseas o PE Kenneth I Lewis II The Presiding Elder and Zion Methodism a A Brief History of the African Methodist Episcopal Zion Church o PE Sandra Coleman b A Historical View of the Presiding Elders Council o PE Sandra Coleman c Understanding and Promoting AME Zion Church Polity o PE Joel D Miles III The International Presiding Elders Council a The Tenants of the International Presiding Elders Council b Our Constitution c The Executive Board IV Leadership Development on the District a Understanding Leadership Styles b Dealing with Passive Aggressive Behaviors c Confronting Resistant Leadership and Conflict Resolution d Engaging in and Expecting Transformational Leadership P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 3

TABLE OF CONTENTS V Ministry at the District Level a Church Planting and Expansion b Communicating Clear Standards and Expectations c The utilization of Exhorters Local Preachers and Conference Evangelist d How to Develop District Committees and the Assignment of Leadership VI The Local Church a Biblical and Spiritual Development Personally and Corporately b Strengthening the small church c Strategic Planning and Organization o Developing a local church budget o Understanding the impact of Programming on the church s budget o Organization of the church and local departments o Establishing a church calendar VII District Administration a Developing the District Administrative Team o Secretary o Treasurer o Registrar o Logistics Program Coordinator o Web Manager Social Media b Developing a District Budget c Quarterly Conference Expectations o Legality of Accurate forms and the storage of Quarterly Conf Minutes o Paper forms vs Electronic Entry o Enhancing the Quarters with Instruction and Membership Interaction d The Incorporation of the District and the Acquisition of Tax and Banking numbers for all District Departments P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 4

TABLE OF CONTENTS VIII District Administration 2 a Understanding the Vision of Your Episcopal Leader b How to choose and or recommend District Officers c The Recommendation of Pastors IX Presiding Elder Benefits a Death Benefits b 403 b c Age 65 and over Health Care d Minimum Retirement Benefits X 21st Century Presiding Elder Resources for Ministry a Developing alternative streams of income grant writing franchising and investing b Super Saturday s c District Conference Effectiveness and Efficiency d Community Engagement Social Justice and Voting e Things We Wish Somebody Had Told Us Suggested incomplete XI XII XIII Mental Health Collaboration and Community Partnerships The Deployment of Children Youth and Young Adults in District Ministry P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 5

I The Calling Ministry and Birth of the Presiding Elder Domestic and Overseas The Calling of the Presiding Elder Improving Our Service Right Reverend Kenneth Monroe I am grateful to the men and women who have embraced the office and responsibility of an elder but more importantly a Presiding Elder in the African Methodist Episcopal Zion Church This office of course is a middle management position that is very vital to the life of the denomination It is essential to bring balance and focus to the overall ministry of our church both locally nationally and internationally In the early years of the African Methodist Episcopal Zion church there was and remains a need for people to find a better way of life People understood the need to connect with God by way of the church in order to experience the fullness of life in the world as well as the world to come The church created ways to exalt the Savior edify the body of Christ equip the saints as well as explore the kingdom Pathways to freedom avenues for businesses and economical enterprises schools and colleges were established to serve the people With little or no finances the people of faith caused things to happen and found ways to perpetuate those ministries for the good of their communities as well as their children Unknown to most people the presiding elder played a key role in the growth and development of our people as well as the development of our church Presiding elders can be attributed with laying the ground work for new societies as well as the creation of schools to enhance the education of church members as well as leaders As we are faced with the various concerns of the denomination as well as our local societies today I pray that the office of the Presiding Elder will continue to lead restore and rebuild our denomination As we continue to be confronted with new challenges I solicit your support to make disciples produce preachers birth new congregations and continue to be a strong influential witness in the community Please know that I will stand with you as we continue to face the challenges of the 21st Century May the Lord bless and keep you and cause His face to shine upon you and give you peace Kenneth Monroe Senior Bishop Eastern North Carolina Episcopal District African Methodist Episcopal Zion Church P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 6

I The Calling Ministry and Birth of the Presiding Elder Domestic and Overseas The Ministry of the Presiding Elder The Right Reverend Warren M Brown Ret The founding Fathers of the African Methodist Episcopal Zion Church were persons of wisdom and foresight in the design structure and governance of what would become known as the Freedom Church The African Methodist Episcopal Zion Church was created with an episcopal form of government with the office of Bishop being the chief position by election The second administrative position is that of Presiding Elder appointed by the Bishop to assist in the supervision of pastors and churches in a given area known as a district This person needs to be an ordained Elder with broad base knowledge of the structure of the A M E Zion Church with a love for the church and the ability to follow the directions of the Presiding Bishop of the Conference The same person must be a spiritual leader as they must work with the pastors of the district to which they are assigned An effective Presiding Elder needs to possess the following gifts and abilities A working knowledge of the Discipline of the A M E Zion Church Be knowledgeable of the duties and function of the office as relates to all departments of the church Have a proven loyalty to God and the A M E Zion Church Must be able to encourage the Pastor s local ministers and District officers in the performance of their duties and create programs that support all divisions and departments as outlined in the Book of Discipline Special attention must be given to matters of deeds and property and to act with the best interest of the Annual Conference at all time as directed by the Bishop Must plan effective an informative District Conference as outlined in the Book of Discipline Give guidance in the development of all persons in ministry on the District Finally it is expected that the Presiding Elder will speak truth to Pastor s Congregations and District Officers at all times in sharing information and requirements Foremost the Presiding Elder must be truthful in giving information to the Bishop on all matters related to the Presiding Elder District Bishop Warren M Brown Presiding Prelate Retired P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 7

I The Calling Ministry and Birth of the Presiding Elder Domestic and Overseas The Birth of the Presiding Elder s Office PE Evalina Huggins The office of the Presiding Elder is a weighty office in the African Methodist Episcopal Zion Church and yet there is little information published or written about this office What we able to glean from our history is that as the church began to grow and develop in both the South and North Continental United States there arose the need for supervision among the itinerancy Districts were inclusive of numerous geographical areas none of which were sizeable enough to constitute an Annual Conference There were small clusters of churches spread across large areas were the African Methodist Episcopal Zion Churches were located and like many organizations and institutions as these churches began to grow and organize they were placed in clusters hereafter named as districts These districts were not stand alone entities but rather they comprised subgroups within the bounds of an Annual Conference In the early stage development of districts they were not without some form of leadership This leadership was not clearly defined and those who provided loose oversight were called Ruling Elders This term is not widely known recognized or used within Zion Methodism today In fact it was not until I began to write this section of the manual that I discovered its meaning and historical usage The Reality of the Black Church Walls p 104 What seems to be evident is the Black Methodist borrowed terms and offices from their White counterparts in Christendom The term ruling elder is widely used in the Presbyterian Church I have not done enough research to assert that this is where the AME Zion Church historically coined the phrase Ruling Elder Perhaps at your leisure you can explore this further In the Presbyterian Church their book of Church Order defines the duties of the Ruling Elder as follows Ruling elders the immediate representatives of the people are chosen by them that in conjunction with the pastor or minister they may exercise government and discipline and take the oversight of the spiritual interests of the particular church and also of the church generally when called thereto In the African Methodist Episcopal Zion Church the name Ruling Elder was changed to that of the office that you and I hold today Presiding Elder Historically the Presiding Elder was to preside over four sessions or quarters a year in the local church or circuit of their district P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 8

The Birth of the Presiding Elder s Office PE Evalina Huggins This practice continues today but deserves some attention and consideration for modification to ensure that Presiding Elders are providing the necessary support and leadership needed in this 21st Century These four session or quarters are known as the Quarterly Conference s The annual gathering of the quarterly conference comprising members of the all of the churches within the district is known as the District Conference Each local circuit supports the district conference with the election of a delegate Sunday School Superintendant or other designated persons who report on the spiritual and temporal state of the local church or circuit According to Bishop William J Walls the elder in charge of a circuit or station functioned as the ruling elder until we expanded into the presiding elder s districts as early as 1872 after our most flourishing growth Walls p 104 Presiding Elders were not staples or widely appointed as they are today While I am not certain of the General Conference that gave support to this idea it nonetheless passed a law that the bishop may appoint presiding elders when in their judgment it is necessary for the work assigned to their charge This meant that initially the office of the Presiding Elder did not gain traction unless it was believed to be necessary by the presiding bishop According to Bishop Walls it was not until 1888 that the presiding elder system was firmly established by the General conference when resolutions were passed defining their duties The office of the Presiding Elder has evolved for over 200 years and continues to evolve today However the duties and office itself is ratified by the General Conference although the work in terms of Praxis and Practice are defined by today s culture church demographics Episcopal leadership and the creative expression of ministry by those assigned to this office This office is so important to the work of the African Methodist Episcopal Zion Church and other unions of Methodism that this position evolved into an appointment at the hand of a Bishop We can proudly say we have ______ presiding elder districts within the African Methodist Episcopal Zion Church P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 9

I The Calling Ministry and Birth of the Presiding Elder Domestic and Overseas The Presiding Elder Overseas PE Scot C Moore PE Richard Gadzepo and PE Kenneth I Lewis The African Methodist Episcopal Zion Church which is hierarchical and connectional since its inception understands it is to be missional in its approach to ministry Zion Methodism understands that its mission is to world in obedience to the call to make disciples of all nations Matthew 28 19 The African Methodist Episcopal Zion Church known as the A M E Zion Church has been missional almost since its inception as Bishop James Walker Hood Bishop C C Alleyne and others sought to expand the gospel of Jesus Christ beyond the borders of the continental United States resulting in churches in Africa Europe India and other parts of the world The efforts of making Christ known overseas has resulted in three 3 Episcopal Districts being birthed namely the Western West Africa Episcopal District Eastern West Africa Episcopal District and South Africa Episcopal District In addition to the overseas work domestic Episcopal Districts has oversight of missionary efforts in Trinidad and Tobago The Virgin Islands Barbados Jamaica Kingston St Vincent and the Grenadines GuyanaSuriname London in the United Kingdom India Angola and the Bahamas There are two categories of Overseas Presiding Elders namely the Domestic Overseas Presiding Elder DOPE appointed by a Bishop from a Domestic or Stateside Episcopal District within the continental United States of America The other is namely the Indigenous Presiding Elder IPE who are individuals appointed by the bishop from outside the continental United States of America These persons generally are chosen from their respective areas of service overseas although this is not always the case There is another designation that I believe deserves some attention and that is the office of a Deputy Bishop overseas whose designation is really that of a Presiding Elder given specific and special authority by the Bishop of the area The primary responsibilities of the Overseas Presiding Elder is consistent with the 2016 A M E Zion Book of Discipline 226 233 with a focus of reviewing and evaluating the total mission and ministry of the church receive reports and adopt objectives and goals recommended by the Presiding Prelate and the General Conference that are in keeping with the objectives of The African Methodist Episcopal Zion Church P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 10

The Presiding Elder Overseas The Presiding Elder Overseas I look upon all the world as my parish thus far I mean that in whatever part of it I am it is my duty to declare unto all that are willing to hear the glad tidings of salvation This is the work which I know God has called me to and sure I am that his blessing attends it from Wesley s journal entry on 11 June 1739 P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 11

The Presiding Elder Overseas The Domestic Overseas Presiding Elder The effectiveness of the Domestic Overseas Presiding Elder is dependent on how he or she leads in the spirit of Christian grace It is thus recommended that the overseas Presiding Elder will be mindful of the following 1 Seek to understand and respect the national and cultural identity of the people since the A M E Zion Church is not monolithic 2 Maintain the A M E Zion polity but modify practices to suite the culture of the people 3 Modify quarterly conference reports but be accountable and consistent with the A M E Zion Book of Discipline 4 Learn how the people do church with attention to how they worship Modify and integrate how worship is done decerning and meeting the needs of the people 5 Intentionally and patiently develop and or build relationships around the culture of the people and be genuine with them 6 Be intentional and make every effort to involve the people in planning programs and avoid imposition 7 Be intentional in involving the people overseas in events of the General church especially events within the continental USA Provide radical hospitality when they visit the USA especially regarding pastors make efforts to find churches for them to preach and also to fellowship The Indigenous Presiding Elder Whiles the effectiveness of the Indigenous Presiding Elder is not different from the Domestic Overseas Presiding Elder the Indigenous Presiding Elder will do well in noting the distinction between rural and urban ministry and be mindful of illiteracy of those in the rural areas He she should note that the leadership styles for urban ministry is unlike rural ministry hence he she must learn the culture of the people be open minded and open to new paradigms of doing ministry P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 12

The Presiding Elder Overseas The Indigenous Presiding Elder con t For an Episcopal District situated in a large expanse of geographical area with attendant challenges of access and communication the Presiding Bishop may at his or her discretion and for each Annual Conference appoint a supervisory Presiding Elder from among the Presiding Elders in the Annual Conference who shall be designated Bishop s Administrative Assistant BAA or Bishop s Deputy BD The Duties of the Bishop Administrative Assistant or Bishop s Deputy who may may not also serve as a Presiding Elder of a District at the discretion of the Presiding Bishop shall be 1 Coordination of Conference level activities programs such as Departmental Convention Institutes Retreats in the interval of the Annual Conference 2 Representation of the Annual Conference at Episcopal and Ecumenical meetings and shall represent the Bishop at Heads of Churches meetings in ecumenical fora within the bounds of the Annual Conference 3 Preside over the Ministerial Board Presiding Elders Council of the Annual Conference and Checkup meetings conventions in the absence of the Bishop 4 The BAA BD shall be appointed annually by the Presiding Bishop subject to reappointment or otherwise 5 He She shall be amenable to the Annual Conference which shall be required to make budgetary provisions for his her travels and salary Other Contributors PE Scot C Moore PE Richard Gadzepo PE Kenneth I Lewis P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 13

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II The Presiding Elder and Zion Methodism A BRIEF HISTORY OF THE AFRICAN METHODIST EPISCOPAL ZION CHURCH PE Evalina Huggins The African Methodist Episcopal Zion Church namely the AME Zion Church is a historically African American Christian Protestant denomination birthed in the United States as the result of racial and spiritual discriminatory practices among White Methodist with whom blacks worshipped in the late 1700 s and early 1800 s The African Methodist Episcopal Zion Church was officially born in 1796 and chartered in 1801 In 1820 free black Methodist voted themselves out the White Methodist Episcopal Church This new denomination called themselves the African Methodist Episcopal Church in America but to distinguish themselves from black Methodist emerging in Philadelphia the word Zion was added in 1848 In the early years of Zion many of its new fledgling congregation still belonged to the Methodist Episcopal Church denomination although the congregations were independent History notes all too well that during the Great Awakening the Methodists and Baptists Churches on the Eastern seaboard had welcomed free blacks and slaves to their congregations as parishioners and as preachers In 1820 six of the Zion churches met to ordain James Varick as an elder and in 1821 he was made the first General Superintendent of the African Methodist Episcopal Zion Church Amidst controversy in the white dominated Methodist church over accepting black ministers the newly formed AME Zion church on July 30 1822 elected James Varick as its first Bishop This signaled a clear demarcation between black Methodist and white Methodist The church grew exponentially and was able to send missionaries to the South after the American Civil War to plant new churches with the newly emancipated freedmen The A M E Zion Church was and is currently known for its stance on ensuring the freedom and liberation of its people In Zion s early years this ideal was supported by the Abolitionist movement and became known as the Freedom Church which it still professes to this day The A M E Zion Church made the salvation of the whole person mind body and spirit its priority At the center of its ministry was the preaching of the Word racial justice social justice and the establishment of leaders among its clergy and laity To this end the African Methodist Episcopal Zion Church was a pioneer in ordaining women and employing their gifts in local congregations These women were seen as more than just overseas Missionaries but prophetic voices in the church breaking the glass ceiling for women across denominational lines P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 15

A BRIEF HISTORY OF THE AFRICAN METHODIST EPISCOPAL ZION CHURCH con t Devoted to religious educational and social causes the A M E Zion Church played a vital role in building up African American communities education black business and leadership in the South and North To this end former slaves Frederick Douglas Sojourner Truth and Harriett Tubman led a wave of social activism across the nation The A M E Zion Church emerged as a leader among Protestant denominations along with her sister denomination the African Methodist Episcopal Church A M E Church The work of the African Methodist Episcopal Zion Church continues today both in the United States and across the world To be continued with references just an overview P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 16

II The Presiding Elder and Zion Methodism A HISTORICAL VIEW OF THE INTERNATIONAL PRESIDING ELDERS COUNCIL PE Sandra Coleman The Presiding Elders Council of the African Methodist Episcopal Zion Church was born out of multiple discussions between five Presiding Elders Rev Warren Brown Rev Enoch Rochester Rev A L Wilson Rev M C Williams and Re v Milton Williams The initial talks began at the Winter Meeting of the Board of Bishops in 1976 in Montgomery AL and continued throughout the next few years usually at Zion s Connectional Meetings Of the original group of five Presiding Elders three would eventually become Bishops of the AME Zion Church Bishop Enoch Rochester Bishop Milton Williams and Bishop Warren Brown All are now deceased except Bishop Warren Brown The Presiding Elder is annually appointed by and subsequently an extension of the office of the bishop The need to form a council arose out of a desire for a method of commonality and continuity for Presiding Elders to meet discuss common issues to share and learn from each other After many proposals to the Board of Bishops the Council was approved and formed in 1980 Rev Dr M C Williams was elected President and Rev Warren Brown was elected treasurer Through the years the Presiding Elders Council has grown and developed as a viable forum for Presiding Elders with a Constitution and Bylaws Official colors and logo subsequently adopted The Official Logo of the International Presiding Elder s Council adopted in 2010 is emblematical of the history of this high office of the church The Presiding Elder s logo was designed to capture our position purpose and proposed direction middle management with the primary responsibility of overseeing the district assigned and church planting The rider mounted upon his horse is reminiscent of the time when Presiding Elders who were first called circuit riders traveled by horseback across the settled and frontier areas of the United States of America during the 18th and 19th centuries to assess the spiritual status of the church and its members administer the sacrament of The Lord s Supper and plant new congregations The rider carries a Bible and preaches a simple message of repentance baptism and living a disciplined life as exampled by Jesus Christ The rider also carries a candle symbolic of the Word of God being a light in a dark world and the riders willingness to spread the Gospel message day or night P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 17

A HISTORICAL VIEW OF THE INTERNATIONAL PRESIDING ELDERS COUNCIL PE Sandra Coleman The Official Colors of the Presiding Elder office are Cobalt Blue and Silver Blue represents ecclesiastical elevation However blue does not denote the highest elevation in Methodism the Episcopacy or the office of Bishop which is represented by purple Silver has a history of being the second most valuable metal and in this case is reflective of the Presiding Elder office in that the office is considered second to the office of Bishop The background of our logo is The Official Logo of The African Methodist Episcopal Zion Church The Presiding Elder s Council meets in February and July of each year at the site of the Board of Bishops Meeting Workshops for Presiding Elders are often held at other Connectional meetings In 2017 a New Presiding Elders Orientation was launched and is conducted at each Board of Bishops meeting The orientation is open to all Presiding Elders At the time of this compilation Bishop Kenneth Monroe graciously and efficiently serves as advisor to the Council imparting wisdom and guidance Council Presidents Rev Dr Anthony K R Gibson 2017 present Rev Dr Barbara LaToison 2009 2017 Rev Dr Cynthia Willis Stewart 2002 2009 Rev Dr Malone Smith 2001 2002 Rev Dr Gregory R Smith 1993 2001 Rev Dr A L Wilson 1985 1993 Rev Dr M C Williams 1980 to 1985 History compiled by Presiding Elder Dr Sondra Coleman Recording Secretary and Dr Anthony K R Gibson President via oral tradition and special thanks to Bishop Warren Brown retired and retired General Officer Robert Johnson History Committee Rev Dr Sondra Coleman Chair Rev Hanna Broome Rev Dr Florence Brown Rev Dr Robert Christian Rev Dr John Paul Ruth Rev Dr Gregory R Smith P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 18

II The Presiding Elder and Zion Methodism UNDERSTANDING AND PROMOTING A M E ZION CHURCH POLITY PE Joel Miles and PE Sandra Coleman Therefore I exhort the elders among you as your fellow elder and witness of the sufferings of Christ and a partaker also of the glory that is to be revealed shepherd the flock of God among you not under compulsion but voluntarily according to the will of God and not for sordid gain but with eagerness nor yet as lording it over those allotted to your charge but proving to be examples to the flock I Peter 5 1 3 This section requires major development I Beliefs Methodist beliefs and Doctrine Articles of Religion A M E Zion Church Vision and Mission Statement II A M E Church Conference System Members Meeting Leader s Meeting Quarterly Conference District Conference Annual Conference Episcopal District General Conference III Clergy Roles and Function Local Preacher Traveling Minster On Trial Deacon and Elders Pastor Presiding Elder Bishop P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 19

UNDERSTANDING AND PROMOTING A M E ZION CHURCH POLITY PE Joel Miles and PE Sandra Coleman IV Ritual and Sacraments Judicial Administration and Polity Worship and Sacraments The above outline is used with the permission of Rev Dr Barbara A LaToison of Southern Reformed Theological College and Seminary P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 20

III THE INTERNATIONAL PRESIDING ELDERS COUNCIL ORGANIZATION The Tenants of the International Presiding Elders Council PE Anthony K R Gibson The International Presiding Elders Council is the organization that develops educates and encourages those appointed by episcopal leaders The Council s tenets are to support episcopal leadership strengthen district stewardship and implement best practices of the office of presiding elder Serving as a presiding elder is the singular appointment privilege of a bishop A presiding elder is appointed because there is a need for change to occur in the district Upon appointment a presiding elder s primary goal is to ensure the mission and vision of their episcopal leader become a reality in their district Realization of the vision does not happen haphazardly A presiding elder must be intentional in understanding what the bishop wants to accomplish and the episcopate s leadership style Support Episcopal Leadership There are two concepts that aid presiding elders in understanding and supporting the mission and vision of their leader First the presiding elder must meet regularly with their presiding bishop A bishop s calendar is filled with various competing priorities A presiding elder must be iterative in encouraging their bishop to meet When the regular meeting time is set covet it Do not miss meetings The bishop must understand their presiding elders value spending time with them If the bishop needs to reschedule the one on one time at the earliest possible moment arrange a replacement meeting Regularly meeting with the bishop helps a presiding elder understand the goals and objects the bishop desires to achieve Second a presiding elder must come to the meeting prepared with specific inquiry as the episcopal leader s time is limited These meetings become the nexus to the presiding elder s effectiveness because the nascency of the strategic work occurs during this audience From these meetings a presiding elder should understand the leadership style of their bishop Understanding the bishop s leadership style helps the presiding elder become more effective in producing the outcomes expected by the episcopate Inquire if the presiding bishop is a transformational leader a servant leader an authentic leader a laissez faire leader or ascribes to some other theoretical leadership principles P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 21

The Tenants of the International Presiding Elders Council By understanding their bishop s leadership principles a presiding elder can more effectively partner with their leader to accomplish the district s work in ways the bishop understands and appreciates Strengthening District Stewardship Presiding elders must ascribe to the qualifications outlined for overseers in Titus 1 7 and uphold the responsibilities for the office as outlined in The Book of Discipline Every facet of the district i e missionaries lay council home mission licensing preachers is salient to sustaining effective ministry Intentional Prayer The district is strengthened when presiding elders pray Being in tune with God s will for the work of the district is paramount Prayers in general should be tripartite in that presiding elders must pray for their episcopal leaders pray for members of the district and pray for themselves Presiding elders serve as an essential ecclesiastical covering for the bishops The work of a bishop brings an immeasurable sense of joy However episcopates often grapple with difficult heart wrenching decisions When traveling bishops may not eat healthy and the stress of their work depletes their energy Often bishops sacrifice time away from their families for the work of the Lord s Church and leaders often feel alone even when surrounded by others These reasons are why prayers of the presiding elders are so significant Praying for the district pastors ministers and officers is an essential priority Praying keeps everyone on one accord and fosters unity within the district Even when members of the district disagree or even openly resist guidance and directives presiding elders must earnestly pray for God to be glorified Jesus to be magnified and the people edified Establish a monthly prayer meeting with the district where prayer concerns are expressed and the presiding elder offers prayers for the people When people see and feel that the presiding elder cares about them it helps the district members embrace the leadership and innovative practices introduced P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 22

The Tenants of the International Presiding Elders Council Presiding elders must pray for themselves The bible is replete with examples particularly in the Old Testament where the authors cried out to God regarding their anxiety fears and failures Presiding elders must always find time to be authentic with God in prayer Being transparent before God in prayer suggests one s total dependence on the divine guidance grace and mercy of God to lead the district effectively John Wesley combined prayer with fasting every Friday for spiritual discipline Presiding elders should purposefully spend time in prayer for themselves to stay in tune with the voice of God and for the discernment of God s will Organizational Learning The presiding elder is obliged to create a learning organization within their district The presiding elder must advocate for design implement and assess continuous learning throughout their district to create and sustain the bishop s change Research suggests that creating learning organizations is difficult because humans like what is familiar and routine No one wants to try something new and risk being embarrassed by demonstrating incompetence at the innovative process The district is strengthened when it provides opportunities for pastors ministers district and conference officers laity youth and children to appreciate our past practices However there must be an intentional effort to review stop revise or create innovative systems to create more effective modes of ministry Implement Best Practices of the Office of Presiding Elder Within the realm of organizational learning presiding elders must promote knowledge management Knowledge management is how organizational knowledge is generated stored codified and transferred Too often when there is a change in leadership within the district whether it be at the presiding elder pastoral ministerial conference and district officer levels the knowledge from the previous leaders disappears Systemic instruments must be designed to capture previous leadership s organizational knowledge and manage that knowledge in effective technological ways to promote the storied history of the denomination and as a road map to lead the church into its prosperous future P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 23

The Tenants of the International Presiding Elders Council Within the principle of knowledge management presiding elders must improve their administrative practices by understanding both explicit and tacit knowledge Explicit knowledge is information codified in books electronic storage systems e g the cloud and manuals that educate and inform others of practices policies and procedures Presiding elders must be masters of the explicit knowledge contained in The Book of Discipline not for punitive purposes but to foster the spirit of unity in doctrinal understandings and beliefs and ritualistic practices Best practices for the work of the presiding elder must be based on the explicit knowledge contained in the bible the discipline and journals and periodicals of The African Methodist Episcopal Zion Church coupled with other resources that advance the kingdom of God Presiding elders must be givers and receivers of tacit knowledge which is information contained in the mind and unconsciously processed As an example for an experienced automobile operator driving a car is tacit knowledge An experienced driver gets in a car and drives without thinking about the mechanics of driving There is significant tacit knowledge presiding elders must share with pastor and district leadership that equips them for impactful ministry Dedicated time must occur with district leadership so the presiding elder can share tacit knowledge of lessons learned provide insights and guidance and celebrate success and hold leaders accountable for district outcomes indeed people in the church must be held accountable for outcomes Meet with leaders collectively and individually and impart tacit knowledge that will never be contained in a book or academic literature Doing so helps establish best practices and develops strong working relationships between the presiding elder and district leadership The practices must be shared with the Council to ensure presiding elders across our Zion connection benefit from these best practices P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 24

III THE INTERNATIONAL PRESIDING ELDER COUNCIL ORGANIZATION Our Constitution PE Evalina Huggins The International Presiding Elders Council s IPEC Constitution contains bylaws and embedded articles that govern its framework and operation Its governing rule is the AME Zion Discipline and the last edition of Robert Rules of Order This supplemental document serves to clarify the Council s purpose bylaws articles and structure to help members better understand them The bylaws define the articles embedded in the Constitution They establish and outline the Council s specific operational procedures These include membership requirements a dues schedule and the roles and responsibilities for the executive board officers and committee members THE CONSTITUTION AND BY LAWS of the INTERNATIONAL PRESIDING ELDERS COUNCIL of THE AFRICAN METHODIST EPISCOPAL ZION CHURCH Article I Name The name of the organization shall be the International Presiding Elders Council of The African Methodist Episcopal Zion Church Article II Purpose The purpose of this organization shall be to Advance the Kingdom of God and the ministry of The African Methodist Episcopal Zion Church by supporting Episcopal leadership strengthening district stewardship and networking to develop and implement best practices of the Office of the Presiding Elder P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 25

Article III Membership Any Presiding Elder duly appointed to a district or otherwise holding a Certificate of Appointment as a Presiding Elder from any active A M E Zion bishop can become a member of the International Presiding Elders Council by paying the stated membership dues Section 1 To support the activities of the International Presiding Elders Council dues for membership will be determined at each annual winter meeting of the Council for the ensuing year Voting and other benefits in the Council will be denied those who have not paid their membership dues Membership dues are paid at each summer meeting Article IV Officers The elected officers of the International Presiding Elders Council shall be International President First Vice President Second Vice President Executive Secretary Treasurer Recording Secretary Chaplain Parliamentarian The elected officers are referred to as the Executive Board The International President may invite anyone deemed necessary to attend a meeting of the Executive Board The elected officers and the Episcopal Representatives are referred to as the Executive Committee The International President may invite anyone deemed necessary to attend a meeting of the Executive Committee P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 26

Election to Office Section 1 Each candidate for elected office must have been a member of the International Presiding Elders Council for a minimum of two 2 consecutive years and possess a valid Certificate of Appointment as a Presiding Elder in The African Methodist Episcopal Zion Church at the time of elections Section 2 of officers shall be held every four years at the International Presiding Elders Council s winter meeting held after the General Conference during the official winter business meeting No elected officer shall be elected more than two consecutive quadrennials regardless of the office held The maximum number of consecutive elected years of service shall not exceed eight years regardless of office An elected officer must sit out one quadrennial before running for another office All records and equipment are the property of the International Presiding Elders Council and shall be surrendered to incoming elected officers after of the election Section 3 In the event an elected office becomes vacant i e the person elected no longer possesses a valid Certificate of Appointment as a Presiding Elder resigns from the office is unable to serve or because of death during the quadrennium the following shall be the method to fill the vacancy 1 The International President If the office of the International President becomes vacant the First Vice President will immediately become the International President and will serve the remainder of the quadrennium Should the International President resign the resignation must be submitted to the Administrative Bishop and the Executive Secretary The Executive Secretary will immediately and within 24 hours notify the First Vice President All other officer resignations will be submitted to the International President 2 The First Vice President If the office of the First Vice President becomes vacant the Second Vice President will immediately become First Vice President and will serve the remainder of the quadrennium P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 27

3 If the office of International President and First Vice President become vacant at the same time the Second Vice President will immediately become the International President and will serve the remainder of the quadrennium 4 In the event the First Vice President or the Second Vice President do not wish or are unable to be elevated in the scenarios mentioned above the highest ranking elected official in the Council as denoted in the Constitution will call a meeting of the Executive Committee which shall appoint a member of the Executive Committee to fill the presidential vacancy for the remainder of the quadrennium 5 In the event other elected offices become vacant during the quadrennium the International President shall appoint a member of the Council to serve the remainder of the quadrennium Section 4 The International President shall make an appointment to the following positions within the Council to serve the quadrennial with the approval of the Executive Committee Assistant Recording Secretary Senior Advisor Historian Article V Election to and Tenure of Office The following is the election process for the International Presiding Elders Council A A Presiding Elder who has been a member of the Council no less than two 2 consecutive years prior to elections and possesses a valid Certificate of Appointment as a Presiding Elder in The African Methodist Episcopal Zion Church at the time of elections shall be considered a qualified candidate to hold any office when he she has filed his her intent to seek office and a candidate fact sheet no later than 11 59 p m on May 1st of the year prior to elections B All persons shall file their intent to seek any office and their candidate fact sheet no later than 11 59 p m on May 1st of the year prior to elections with the Executive Secretary The U S mail or electronic postmark shall be observed as proof of the May 1st deadline requirement The elections will occur at the following winter business meeting The candidate fact sheet can be obtained from the Executive Secretary P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 28

C No exceptions shall be made to the May 1st filing requirement except for the following 1 In the event no person shall declare intent to seek a particular office nominations shall be received from the floor 2 Between May 2nd and May 20th of the year prior to elections the International President will call a meeting of the Executive Board who will review the intent to file documents and the candidate fact sheets The Executive Board will only determine if candidates meet the constitutional requirements for election The Executive Secretary will inform each candidate whether they are certified or noncertified for election no later than May 31st The Executive Secretary shall email all Council members a report of all persons certified to seek office and the office for which they have filed no later than June 1st of the year prior to elections All voting shall be done by Presiding Elders present at the election site and by secret ballot The Executive Secretary shall prepare the ballots The International President will appoint an Election Committee to count the ballots Candidates for office will not be eligible to serve on the Election Committee The Chair of the Election Committee will announce the results of the ballots The person receiving the most votes for the respective office shall constitute election to that office The International President shall declare those elected to office Article VI Rule of Order The International Presiding Elders Council may from time to time adopt such By laws as may be advisable or make such recommendation as the need arises provided they are not contrary to the letter and spirit of The Book of Discipline of The African Methodist Episcopal Zion Church Twenty members will constitute a quorum in any Council meeting Article VII Amendments This Constitution may be amended by a two thirds vote of all members present and voting at the winter meeting of the International Presiding Elders Council The amendments must be submitted to the Constitution Committee ninety 90 days prior to the next winter meeting P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 29

A notice of sixty 60 days must be given in writing to Council members regarding the purpose of the change or the amendment All voting on amendments must be done by ballots which shall be prepared by the Executive Secretary Article VIII Operational Procedures Section 1 The International Presiding Elders Council shall meet semi annually a The Council will meet at the site and during the week of the Connectional Council meeting and the week of the General Conference summer meeting b The Council will meet at the site and during the week of the Board of Bishops meeting winter meeting Section 2 The Executive Committee shall approve all expenditures exceeding one hundred dollars not otherwise provided for in the annual budget of the Presiding Elders Council The annual budget of the Presiding Elders Council shall contain a line item President Emeritus When applicable this line shall be funded at a rate to be determined at the time of the setting of the budget The President Emeritus title shall be bestowed by majority vote of the Council upon a former President who has provided exemplary service to the Council The President Emeritus who retains the title for life is a member of the Executive Board and Executive Committee without the privilege of voting There shall only be one President Emeritus at a time When a duly elected officer of the Presiding Elders Council dies the International President in consultation with the Executive Committee shall determine who shall represent the Council at the service When a person is so designated his her reasonable expenses to the service shall be borne by the Council P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 30

BY LAWS Article I Duties and Responsibilities of Elected Officers 1 Duties of the International President a Executive Responsibilities i Preside at all meetings of the Presiding Elders Council the Executive Board and the Executive Committee ii Appoint Council members to fill vacancies in elected office as prescribed by the Constitution iii Communicate no less than quarterly with the Executive Committee and the Administrative Bishop iv Prepare a quadrennial report to be distributed electronically via email to members of the Presiding Elders Council and the appointed Administrative Bishop This report is to include a quadrennial treasurer s report v Serve as one of three signers of checks written vi Serve as Ex Officio member of all committees vii Other duties deemed necessary to promote the interests of the Presiding Elders Council i ii iii i ii b Strategic Development Schedule a training session for all newly elected officers no less than ninety 90 days after the election to review responsibilities and set goals Present a vision for the Presiding Elders Council for the quadrennium at the meeting following the election and set benchmarks timelines for measuring success Ensure annual training sessions are implemented for all Council members at the summer meeting c Public Relations Serve as the official representative of the Presiding Elders Council with authority to appoint a representative in his her absence Approve all official communication from the Council iii Communicate regularly with the Presidents and other heads of organizations within the denomination to build relationships and collaborate on joint ventures P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 31

2 Duties of the First Vice President a Executive Responsibilities i In the absence of the International President to assume all responsibilities of the International President ii In case the office of International President becomes vacant during the quadrennium to assume the presidency until the next quadrennial election iii Assist the International President in implementing the vision of the Council iv effective operation in consultation with the International President and Parliamentarian v Serve as Chair of the Membership Committee vi Serve as Chair of the Budget Committee and ensure the committee prepares a quadrennial budget to be presented for approval at the summer meeting following elections vii Other duties assigned by the International President to promote the interests of the Council b Membership Development i Report at each Council business meeting the official number of Council members ii Ensure a listing of all appointed Presiding Elders throughout the denomination is published electronically no less than ten 10 days after the winter meeting 6 iii Reach out at least every six 6 months to Episcopal District Representatives and inquire regarding Presiding Elders who are not members of the Council and strategize and present a plan to increase membership in each Episcopal District iv Provide a list of Council members and non members to the International President Episcopal District Representatives and each Bishop no less than thirty 30 days after the summer meeting v Ensure lapel pins are ordered for new Council members as well as replacements are made available at Council meetings c Financial Oversight i Serve as one of three signers of all written checks ii Report at each summer meeting the status of the Council relative to meeting the quadrennial budget and make suggestions for augmenting the budget if necessary iii Receive all financial records and forward the same for a quadrennial audit the audit must be performed in compliance with The Book of Discipline of The African Methodist Episcopal Zion Church and reported at the winter meeting after the General Conference P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 32

iv Have access to monthly bank statements of all accounts in the name of the Council 3 Duties of the Second Vice President a Executive Responsibilities i In the absence of the International President and First Vice President to assume all responsibilities of the International President ii In case the office of International President and First Vice President become vacant at the same time during the quadrennium to assume the presidency until the next quadrennial election iii Assist the International President in implementing the vision of the Council iv Develop and plan workshops and training sessions for the growth and development of the Council and its members in consultation with the International President v Serve as Chair of the Education Committee and ensure educational platforms are designed planned and presented to the Council for approval at the summer meeting after elections vi Other duties assigned by the International President to promote the interests of the Council b Organizational Development i Report at each Council business meeting the program s planned for the next Council meeting to include speakers ii Meet via conference call with the Education Committee no less than every four 4 months to plan upcoming education programs and report the same to the International President for input and approval iii Serve as the initial contact for Presiding Elders who have questions and need counsel regarding matters within their district and if necessary refer those inquiries to other members of the Council who can provide technical assistance and best practices 4 Duties of the Executive Secretary a Executive Responsibilities i Serve as the principal assistant to the International President on all matters of the Council ii Serve as Chief Communications Officer iii Serve as Chair of the Publicity Committee iv Serve as the ecumenical representative to the Presiding Elder s Councils of denominations affiliated with the Pan Methodist Commission and other ecumenical P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 33

v bodies with a similar structure i e District Superintendents Council or Overseers Council Other duties assigned by the International President to promote the interests of the Council b Administrative Management i Assist the International President in the day to day operations of the Council ii Provide administrative and clerical functions and support as directed by the International President iii Prepare and submit to the International President for approval all communication to include notification and purpose of meetings and maintain a file of the same iv Ensure logistical preparations are made for Council elections as prescribed by the Constitution v In conjunction with the denomination s Convention Manager secure locations for Council meetings trainings programs vi Maintain legal documents including Articles of Incorporation and tax identification number s 5 Duties of the Treasurer a Executive Responsibilities i Serve as Chief Financial Officer of the Council ii Serve as one of three signers of checks iii Serve as Chair of the Finance Committee iv Other duties assigned by the International President to promote the interests of the Council i ii iii iv b Financial Management Receive all funds generated by the Council and when necessary provide receipts for the same Deposit all funds in the appropriate Council bank account no more than three business days after received If funds cannot be deposited within three days the Treasurer is to immediately notify the First Vice President and the International President and explain and provide a date of deposit Write and sign all checks All written checks must have two of three signatures and must have the approval of the International President When reimbursement claims are made ensure proper documentation is presented and the approval of the International President is given prior to issuing the reimbursement P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 34

v vi vii Provide a report of the treasury balance at each Council meeting to include the amounts received and spent prior to the meeting Maintain all financial records of the Council Ensure the financial records are audited annually 6 Duties of the Recording Secretary a Executive Responsibilities i Attend prepare the roll call record and maintain all proceedings and official minutes of the Council Executive Board Executive Committee meetings and other meetings as directed by the International President ii Type the meeting minutes and forward electronically to the International President for review iii Other duties assigned by the International President to promote the interests of the Council b Records Management i Be responsible for maintaining accurate records of the proceedings of the Council ii Maintain all records including minutes committee minutes and reports financial and membership reports in hard copy as well as electronic form iii Ensure all minutes are approved as directed by the International President iv With the International President s consent forward electronically minutes no less than thirty 30 days after the meeting to the Executive Secretary for distribution to Council members 7 Duties of the Chaplain a Executive Responsibilities i Serve as principal spiritual advisor to the Council ii Serve as Chair of the Caring Committee iii Other duties assigned by the International President to promote the interests of the Council b Spiritual Management i Ensure all meetings open with the Official Hymn scripture reading and prayer and assign persons to do the same ii Ensure meetings close with prayer iii Regularly solicit the names of Presiding Elders and their spouses and Bishops who are convalescing or are in need of prayer and provide the same to the international President P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 35

iv v vi Upon the death of a member of the Council or a Bishop to immediately contact the deceased s family and pray with them Ensure get well cards and condolences are sent Prepare bible reflections to be given at meetings as directed by the International President 2 Duties of the Parliamentarian a Executive Responsibilities i Support the International President in maintaining order and adhering to time schedules ii Maintain a copy of the Constitution and Bylaws at every meeting iii Other duties assigned by the International President to promote the interests of the Council i ii iii iv v vi b Parliamentary Management Sit near the presiding officer during meetings Ensure meetings adhere to the agenda Assist with the coordination of motions and resolutions Keep track of the order of those wishing to speak motions amendments voting etc Assist with the election and voting procedures Provide members and the Executive Committee with training on simple parliamentary procedures how to state a motion rules of debate quorums etc Article II Duties and Responsibilities of Appointed Officers and Committees 1 performs all duties assigned to the Recording Secretary when absent 2 Senior Advisor This position reports to the International President and provides consulting services to the International President as well as others as directed by the International President relative to organizational goals and strategies of the Council and suggests what changes can be made to better serve the Council and its members 3 Historian This position reports to the International President and conducts research analyze record and interpret the past as recorded in sources such as Council minutes and other records denominational documents periodicals photographs interviews films and unpublished manuscripts such as personal diaries and letters and any other sources where information can be obtained relevant to Council history P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 36

4 Immediate Past President The Immediate Past President shall be a member of the Executive Board for two years without the privilege of voting in Executive Board meetings 5 Episcopal District Representatives Appointed by Episcopal Area Bishops a Principle Responsibilities i Elders within their respective Episcopal areas ii Attend Council meetings iii Keep Presiding Elders in their respective Episcopal areas informed regarding meeting dates and Council activities iv Other duties assigned by the International President b Membership Support i Develop and keep a current file of the names addresses cell phone numbers and email addresses of all Presiding Elders within their district and submit the names to the First Vice President thirty 30 days prior to the winter and summer meetings ii Encourage Presiding Elders to attend winter and summer meetings of the Council iii Assist the First Vice President in increasing and maintaining membership iv Other duties assigned by the International President to promote the interest of the Council v Immediately notify the First Vice President of any change s made by their respective Bishop concerning Presiding Elders in their district vi Hold at least an annual meeting via conference call if necessary of the Presiding Elders within the district to include discussion of the vision goals and projects of the Council 6 Standing Committees The privilege to sit on any committee or to perform any assignment is restricted to members of the Council a Executive The Executive Committee shall be appointed by the International President to serve with the duly elected officers The Executive Committee shall have Episcopal District Representatives who shall be appointed by the Presiding Episcopal Area Bishops b Membership The First Vice President shall serve as the Chair of the Membership Committee The committee will strategize plan and implement efforts to increase Council membership P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 37

c Finance The Treasurer shall serve as Chair of the Finance Committee The committee will strategize plan and implement efforts to generate and increase the revenue of the Council d Budget The First Vice President shall serve as Chair of the Budget Committee The committee will strategize plan and present a quadrennial operating budget in consultation with the International President for the Council s approval at the summer meeting following elections and regularly monitor the same e Education The Second Vice President shall serve as Chair of the Education Committee The committee will strategize plan and present programs to be offered by the Council f Publicity The Executive Secretary shall serve as chair of the Publicity Committee The committee will work to promote the activities of the Council across the denomination and beyond g Caring The Chaplain shall serve as the Chair of the Caring Committee The committee will work to ensure Presiding Elders and Bishops or their families receive the appropriate token of affection when ill or bereaved h Constitution The Parliamentarian shall serve as the Chair of the Constitution Committee and will preside at the Constitutional Convention The Constitution Committee shall receive all proposed changes to the Constitution ninety 90 days prior to the next winter meeting whose duty it shall be to review the proposed amendments s and recommend to the Council merit or non merit on the amendment i Other The International President may call together other committees deemed necessary to promote the interest of the Council P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 38

Article III Membership Anyone who has served as Presiding Elder for ten 10 years and has paid Council dues for ten 10 years is eligible to remain a member of the International Presiding Elders Council as long the annual membership fee is paid If a person has met the ten 10 year eligibility for membership but does not possess a valid Certificate of Appointment as a Presiding Elder in The African Methodist Episcopal Zion Church they may not be elected or appointed to an elected office Article IV Amendments and Revisions A These by laws may be amended by a two thirds vote of all members present and voting at the winter meeting of the International Presiding Elders Council provided notice of sixty 60 days has been given in writing to Council members regarding the purpose of the change or the amendment 1 The amendments must be submitted to the Constitution Committee ninety 90 days prior to the next winter business meeting 2 All voting on amendments must be done by ballots which shall be prepared by the Executive Secretary Officially ratified by the Presiding Elders Council of The African Methodist Episcopal Zion Church on February 13 2020 by unanimous vote during the Presiding Elders Council s winter meeting in Birmingham Alabama P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 39

III THE INTERNATIONAL PRESIDING ELDER COUNCIL ORGANIZATION The Executive Board PE Anthony K R Gibson The Executive Board of the Presiding Elders Council has a single overarching responsibility to ensure the Council operates as an effective organization The following officers comprise the Executive Board International President First Vice President Second Vice President Executive Secretary Treasurer Recording Secretary Chaplain Parliamentarian Senior Advisor to the President Chief Strategist Chief Technology Officer and the Assistant Recording Secretary The president may appoint or invite others to join Executive Board and its meetings There are four primary ways the Executive Board manifests its responsibility 1 Discuss review and account for the successful implementation of the vision The Executive Board must intentionally discuss how the Council meets its long term objectives as defined by the Council s mission and tenets Once the president collaborates with members to design a vision and strategic plan the Executive Board reviews the goals and objectives of the plan It leverages resources knowledge human and financial to realize the vision using the benchmarks of the strategic plan 2 Accountable for ensuring the successful operation of the Council It is salient that the Executive Board embraces its role as owners of the successful operation of the Council The Executive Board must ensure the Council operates with biblical and secular integrity and take immediate action to identify analyze and correct policies procedures and behaviors that could impede the work witness and success of the Council The Executive Board works in partnership with the president to implement and maintain proper controls to expand the Council s influence account for financial matters and ensure officers execute their duties in a manner that pleases God expands the church and enhances the work of the office of the Presiding Elder 3 Review the work of committees The committees are primary instruments for achieving the vision mission and strategic plan of the Council The effective leadership of the committee chair works to bring together the collective intelligence of Council members to design and implement innovative solutions to materialize goals and objectives After a committee has developed a policy process or procedure it wishes the Council to consider the committee must first present the idea to the Executive Board for review P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 40

The Executive Board may direct additional committee work before it chooses to act on the committee s recommendation The Executive Board determines when a committee s work is presented to the full Council for consideration 4 Value creation Executive Board members must embrace the role of creating value for members of the Council They serve as a repository of knowledge in the effective operation of the office of the Presiding Elder Members serve as individual and collective resources for Council member inquiry regarding Presiding Elders effective and impactful role and responsibilities As such Executive Board members can easily verbalize the history of the office of the Presiding Elder altruistically share their experiences through mentor relationships with seasoned novice and persons interested in serving in the office P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 41

IV Leadership Development On The District Leaders of the Quarterly and District Conference J Elvin Sadler The Presiding Elder serves as a vital piece in the area of Judicatory Administration As the Connecting Link the Presiding Elder serves as the extension of the Presiding Bishop and the Ecclesiastical liaison with the local congregation The role of the Presiding Elder is not to make the District another church by establishing programs and meetings that tie the hands of the Pastor and local congregation stifling their efforts to do effective ministry within their context Rather the role of the Presiding Elder is to provide Ecclesiastical Oversight and Nurture to Pastors Traveling Ministers Local Preachers Exhorters and Lay Leaders of the Quarterly and District Conferences through the process of spiritual nurture which includes Training Encouragement Evaluation Discipline and Support T E E D S Training involves assessing the needs of the District and providing teaching resources to help develop the skillsets of Pastors and Leaders Encouragement involves providing opportunities for transparency and sharing in order to give real life experiences that produce wisdom for Pastors and Leaders to help them to continue to fight the good fight of faith Evaluation is critical if congregations are to reach their highest and most effective potential Presiding Elders should serve as diagnosticians that can assess the local context through Quarterly Conference evaluative instruments such as cost and predictive analysis for Pastors and Leaders and other analytical tools and assist in providing wise counsel and referrals for more effective ministry Discipline involves holding Pastors and Leaders accountable through correction commendation advice guidance and counsel while modeling personal behaviors of accountability all motivated by unconditional live Support is the process by which the District provides resources through its various departments CED WH OMS etc made readily available and accessible to help Pastors Leaders and Congregations to stay at the cutting edge of ministry execution Rev Dr J Elvin Sadler General Secretary and Auditor P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 42

IV Leadership Development On the District Understanding Leadership Styles PE Myrtle Bowen Dr John C Maxwell once stated Everything rises and falls on Leadership Part of any leader s development comes from learning the laws of leadership for those are the tools that teach how leadership works To get to the highest level of leadership you must develop your qualities from the inside out According to Dr Maxwell the key to transforming yourself from someone who understands leadership to a person who successfully leads in the real world is character Your character qualities activate and empower your leadership ability or stand in the way of your success According to Jesus Christ the truest kind of leadership demands service sacrifice and selflessness A proud and self promoting person is not a good leader by Christ s standard regardless of how much clout he or she might wield Leaders who look to Christ as their Leader and their supreme model of leadership will have servants hearts They will exemplify sacrifice For all those reasons leadership is not about style or technique as much as it is about character Goals and Learning objectives 1 Participants will learn about various leadership styles Leading Leader Learned Leader Latent Leader and Limited Leader incomplete 2 Participants will explore qualities possessed by all great leaders incomplete Supplemental Reading Bibliography The Leadership Secrets of Jesus By Mike Murdock The Complete Leader By Marian L Heard The Book on Leadership By John Macarthur Developing the Leader Within You by John C Maxwell The 21 Indispensable Qualities of a Leader By John C Maxwell P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 43

IV Leadership Development On the District Dealing With Passive Aggressive Behaviors ______________________ Passive aggressive behavior can be defined as displaying negative feelings resentment and aggression in an unassertive passive way which is often exercised through procrastination and stubbornness Common forms of passive aggressive behavior are avoiding responsibility procrastinating missing deadlines withholding critical information underachieving stubbornness and not being a team player The problem with passive aggressive behaviors is they have the potential if not checked to sabotage a district s goals and objects which can cause a leader to underachieve or fail in ministries These behavior types are especially problematic when key pastors exhibit them There is a tendency for non pastors and district officers under their charge or serving on committees they chair to adopt the same types of behaviors This is unacceptable behavior for those who serve in district leadership positions and roles to work as a team to produce successful and effective ministries Generally passive aggressive people take care of their minimal obligations to the conference They always perform in the episcopal leaders presence however behind the scenes they create roadblocks to prevent the Presiding Elder from obtaining their reports on time Steps to avoid or minimize passive aggressive people from sabotaging your district initiatives and ministries and maintain your sanity and focus You must begin by building relationships and communications with your pastors ministers district officers and within your churches Make the district s vision clear Find a good way to communicate the goal and ministries of the district P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 44

Dealing With Passive Aggressive Behaviors Teamwork is the key to productivity in the district It is important to build a relationship with officers in the churches Districts function better when there is a team relational concept approach among officers and Presiding Elders Officers prayerfully can also help keep their pastors on task and track This approach often results in a Preventing minor glitches from escalating into major and possibly irreversible situations b Preventing or at least minimizing the sabotage of ministries district reports and other reporting Be transparent at the Quarterly Conference QC Do not embarrass the leadership in the presence of congregants Provide training at the QC Keep passive aggressive people close as possible to you Invite them to share their thoughts and ideas When possible give them a voice and be open to the advice they give Avoid tit for tat with them Always remember you are the spiritual leader govern yourself as such Always have a backup plan to keep the district grounded when the ministers and district officers are not prepared to be team players Sometimes you may have to do the work Use others to help you so there are no loose holes in the ministry Remember you are working for the Lord and He has called you to do ministry Document document and document your communication with the ministers district officers Document the times the individual was late in reporting district conference reports provided insufficient QC reports did not support district work and did not respond to the Presiding Elder s official requests Confront the individual about the work that has not been share that this will be reflected in the annual evaluation Although Presiding Elders do not make appointments they do make recommendations P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 45

Dealing With Passive Aggressive Behaviors Finally always remember passive aggressive individuals slow down the progress but they cannot stop the ministries God has assigned to your hands You are the one God has called to this office for this season It is your responsibility to keep the work going Some will love to see the work fail But God has called you to keep the work moving Trust God to provide the rams in the bush Just do the work P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 46

IV Leadership Development Confronting Resistant Leadership and Conflict Resolution PE Sandra Coleman God calls us to be reconcilers and to honor our adoption as to pursue peace Blessed are the peacemakers for they shall be called the children of God Matthew 5 9 As leaders we are called to follow biblical guidance to resolve conflict between believers The Bible cites many examples to promote holiness when mediating conflict amongst believers When conflict arises and it will leaders have a variety of biblical resources to utilize to bring resolution and peace while promoting holiness simultaneously Requires reworking Leadership can be a pretty enjoyable gig when your team is 100 behind you It seems like every decision you make turns out to the be the right one morale is high people are engaged and productive and everyone is rowing the boat in the same direction It s a different story though when you re trying to lead people who don t want to follow Work slows down decisions are questioned and people get disgruntled Leading in this kind of environment can be arduous painful and a test of your patience and commitment If you find yourself in this predicament it s imperative you proactively address the situation in positive and constructive ways It likely won t resolve itself on its own and if left unattended will severely hinder the performance of your team and cripple your leadership effectiveness Here are six practical strategies you can employ 1 Make sure the goal and expectations are clear Do not assume that just because you have shared information that people are clear on how it specifically applies to them or their leadership assignment What appears as resistance to your leadership may be a lack of clarity 2 Determine if it s a can t do or won t do problem It s important to understand the difference between can t do and won t do performance Can t do performance is due to a person not having the skills training or ability to follow your leadership Won t do performance is an attitude or commitment issue It s important to know the difference because you need to deal with them in different ways P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 47

Confronting Resistant Leadership and Conflict Resolution 3 Engage with a few resistors who carry great influence It s important to understand the perspective of those who appear to be resistant to your leadership If you can win them over they can use their influence to positively influence their peers But don t let the tail wag the dog Spending too much time trying to convert the non believers can distract from moving forward with those already in your camp 4 Focus on creating positive momentum Nothing creates a positive team culture like winning If you can create positive momentum with your team it will spread positive morale and silence the doubters 5 Incorporate the team s input as much as possible People will be more likely to follow your leadership if they have a hand in shaping the plan People will own what they create and the more you re able to foster a sense of ownership among your people the more they ll be inclined to follow your direction 6 Be willing to make a necessary ending There will be some individuals who won t ever follow your leadership no matter what you do For those people you may need to consider a necessary ending Do all you can to help team members to succeed and when those efforts don t improve the situation it may be time to part ways Trying to lead people who won t follow is a tremendous challenge It s time consuming and exhausting yet following these strategies can help you navigate the situation Feel free to leave a comment with any suggestions you have for tackling this issue To be developed further developed P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 48

IV Leadership Development Engaging in and Expecting Transformational Leadership PE Jeffrey Tribble Incomplete filler Transformational leadership is a leadership theory where a leader works with followers to identify the changes needed create a vision through inspiration and execute the change with a group of highly committed followers Transformational leadership is the new leadership paradigm as it focuses on charismatic and affective leadership elements PSU WC 2016 L 10 As the name suggests the leadership theory seeks to create a new approach to leadership Development of Transformational Leadership Transformational leadership emerged as a significant leadership style that linked the roles of leaders and followers Transformational leaders are believed to tap the potential and motives of followers to make it easier to reach the goals of the team The style illustrates that leadership is different from power since it is inseparable from the needs of the followers Northouse 2016 It means that the leader does not act because of the power bestowed on him by his leadership position He acts in the interest of the followers seeking to work with them to attain the set vision A transformational leader may spend time seeking to influence the followers to understand and accept his vision An outstanding example of a transformational leader is Richard Branson He had the vision for Virgin Atlantic but through his support for followers the company has realized extensive value He introduced the idea to a team that has worked with him to realize outstanding results while he nurtures them to be better in their undertakings P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 49

V Ministry At The District Level Church Planting and Expansion PE Tony Henderson Perhaps one of the most important duties and responsibilities is the growth and expansion of the District In the Book of Discipline under the Duties of the Presiding Elder there are over 20 rules and out of that 20 four of them deal with church growth and or expansion More over the first two duties concern themselves with church growth Rule 1 To Travel through their District and labor for the promotion of the Spiritual and temporal up building of the work committed to their charge Presiding Elders are not bill collectors Their first duty is to do the following actions Travel Labor Promote A Presiding Elder is to Travel more than just church to church COVID 19 forces us to become more interactive society and our mode of travel is the world wide web I contend that travel now means to move about the boarders of the district for opportunities and possibilities for the people of the district Get to know the politicians bankers community activist Travel the district Labor is most widely known as work There are at least three kinds of work you can do as a Presiding Elder You can do deconstruction work you can do maintenance work or do construction work In full transparency I believe that each worker has its own unique power neither one is better or worst Each Elder will have to decide based on the District they are assigned what kind of work must be done Which is why you must travel the District to understand the District then put in the work Deconstruction Work Some Districts have operated in and continue to operate in the same chaotic and challenging ways Chaotic is not of God when it is necessary for the good of the District not just easier for the Elder The Elder should be a deconstruction worker When people are being taken advantage of and being asked to make bricks with no straw a Presiding Elder should dismantle When Pastors are treading out the grain and being muzzled the Presiding Elder should deconstruct P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 50

However a Presiding Elder should be careful to not simply deconstruct because they can A deconstruction worker is needed when God is glorified and God s people are edified A Maintenance Worker Then sometimes we will have to do maintenance work God will allow an Elder to go into a District where things are well We don t need to deconstruct or construct but maintain Maintenance work IS NOT and MUST NOT be status quo ministry I see maintenance work as improving on what was good or even a great work and making it better I had a nice car The tires had begun to wear out maintenance became necessary I did not need a new car I needed new tires How many times have we done deconstruction work when we could have done maintenance work A Construction Worker Finally a Presiding Elder can do construction work This work labor is seen mostly in new plants and perhaps expansion The work of a construction should focus squarely on the foundation In fact even in deconstruction and maintenance work your attention should be on the foundation The foundation can be strong and the walls or the roof need to be destroyed and rebuilt It also could be the reason for deconstruction was that the entire building was falling because the foundation was faulty It would be obvious in maintenance that the foundation is faulty and it would be futile to engage in maintenance when the foundation is faulty The point is the foundation is important to the success of your work However if you are engaging in construction work The Presiding Elder that engage in construction work must lay a foundation rooted in the tenants of the A M E Zion Church and most importantly in God I caution any Presiding Elder that seeks to build based on ego or as a lone ranger Most construction worker will follow a blueprint and all blueprints has basic features and also unique foundations The question is what labor work will you engage as you travel move about the district The final action of Rule 1 is to Promote I recall an older minister from the North Carolina Conference say it is a poor frog that does not Praise their Pond I must admit in my early ministry I complained and grumbled about the small foundation church I was assigned I murmured under my breath at my Elder and veteran Pastors when they would Promote their District church and I would say they are catching Hell at that church or that Pastor is a narcissist The action of Promoting is literally advertisement P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 51

The Presiding Elder is a walking advertisement of their District The question is what are you promoting Do you promote clergy over lay or vice versa Do you start all your meetings late Do you promote ways to work to make the Bishop s vision to work or do you promote your way as better than the Bishop Do you promote working together or do you promote the best wins Do you promote profits or people Do you promote BIG I and little U I assure you what you promote will reflect in the people Rule 2 speaks to Church Planting and Expansion This rule puts in perspective the Role of Presiding Elder on the District is in consultation with the Bishop Rule 2 is a reminder the Role of Presiding Elder is middle management in church planting and expansion We assist the Bishop and we enlist support for expansion Presiding Elders are an extension of the Bishop The authority of a Presiding Elder are not intrinsic in your Elder s orders they are valid only in the appointment given at the hand of the Bishop Your job is to understand as much as possible the direction of the Bishop and recommend based on your travel labor and promotion what direction you may be of assistance to the Bishop This becomes what some might suggest is the frustration of middle management The Presiding Elder s job is to enlist buy in from the District The Presiding Elder must now get buy in from people who have opinions visions aspirations that are often in opposition to the Bishop The Presiding Elder leadership is crucial It is important to be reminded your job is to be an extension of what the Bishop has given you The aim is to not be in conflict with the vision that has been given to you If you are in conflict have enough integrity to admit it and remove yourself because it will be impossible to serve in the conflict You cannot assist in what you don t believe in and give your best The role and duty of a Presiding Elder is to assist and the question is would you want a wishy washy person assisting you I stress this because what you promote will be seen and reflected to the people If people see you as wishy washy they will become wishy washy Secondly your job is to enlist get buy in in your assisting the Bishop How you as the Presiding Elder put forth the Bishop s vision will mean the difference between failure and success P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 52

Church Planting and Expansion Bishop Darryl B Starnes The Role of the Presiding Elder in Church Growth and Development The following duties of the Presiding Elder as it relates to church growth and development can be found in the 2016 Book of Discipline on the pages and in the paragraphs that are cited A To assist the Bishop in establishing new churches and in enlisting local support for World Missions p 85 par 227 2 B To motivate Pastors and Congregations to be witnessing Christians in their daily life p 86 par 227 17 C To develop new Churches for the study and the practice of the faith p 86 par 227 18 D To bring the subjects of Church Extension and Home Missions before each Quarterly Conference Though cited in earlier editions of the Book of Discipline this is omitted in our current edition E To bring the subject of Global Missions before the Quarterly Conference of each charge within his or her district and at the first Quarterly Conference of each year to appoint a Committee on Global Missions for the support of our global missions p 236 par 582 F While the office brings the Presiding Elder largely in contact with the temporal economy of the Church his or her sermons and instructions should be appeals for men to be saved He or she should stress this thought above all others in his or her Quarterly Conferences and sermons He or she might leave a lasting impression upon the people which might eventuate in souls being saved In each Quarterly Conference let him or her seriously inquire of the number of conversions p 283 par 597 P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 53

V Ministry At The District Level Communicating Clear Standards and Expectations PE Tony Henderson Let your yes be yes and your no no For whatever is more that these is from the evil one Matthews 5 37 Say what you mean and mean what you says Bishop James E McCoy The effectiveness of our communication is not in how well you say it The effectiveness of our communication will be seen in the reception of and execution of the information Bishop Speaks in his book Church Administration from an African Methodist Episcopal Zion church perspective offers what he calls stewarding delegation as a way to communicate clearly with standards and expectations 1 2 3 4 5 Create a clear understanding of the desired results Identify the guidelines by which the individual is to operate Identify the resources the individual can draw upon to gain the desired results Develop the standards for accountability along with the specific times of evaluation Specify the consequences of what will happen good and bad as a result of the evaluation The habits if proactively beginning with the end in mind and putting first things first conclude the models for private or intrinsic victories When the private victories are mastered then comes independence After independence comes interdependence One cannot relate to others until one has learned to relate with himself Therefore intentional communication leads to a team mentality A team mentality will increase participation Everyone understands each other as parts of the whole P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 54

V Ministry At The District Level The Utilization of Exhorters Local Preachers and Conference Evangelists PE Tony Henderson requires major development The District is the first time that young preacher in Zion gets to feel what it means to be a part of a connectional church I contend it is the place in which the leadership of Presiding Elder is seen The Presiding Elder is responsible for using those in their care that they may mature in ministry While in Richmond VA I was given the privilege to be a member of conference studies I had one student That student was Seminarian talking of all things Ministerial Ethics and my assignment was to teach of all things Ministerial Ethics I created a syllabus and told the young man you good man He was a fairly well known young man So because he was known and liked a Seminarian I felt I did need to be with him I missed the opportunity to make an impression upon him Perhaps I did that is the sad part We fail to be faithful to God when we fall into using favorites and special people It is your duty to not be driven with ego and emotions You owe it to each preacher to be utilized as their ability affords them Understand them as individuals Give the gift assessment test Understand and make use of each one of them P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 55

V Ministry At The District Level How To Develop District Committees and Personnel Assignments PE Tony Henderson requires significant development 11The gifts he gave were that some would be apostles some prophets some evangelists some pastors and some teachers 12to equip the saints for the work of ministry for building up the body of Christ Ephesians 4 11 12 ____ I am training you to be a man adult not a boy child Mr L P Ware my Granddad What are you becoming To borrow from Mrs Michelle Obama If you surround yourself with people who don t have the ability to ask tactful questions to ensure the vision that has been given you to be successful you will fail As a Presiding Elder you cannot be intimidated by folk who ask questions and you must make sure you are not distracted by those who ask too many unnecessary ones I use this matrix to choose people who are able to F O C U S Fixate On Causes Ultimately Significant When you are sure that you have communicated effectively Watch for people who focus It can be tempting to choose those who fixate on you However if their Focus is On you it will not be committed to the Cause and it will Ultimately result in Significant failure Me As you think about those who will lead committees and be a part of leadership be mindful of what your goals are The Presiding Elder who want friends and yes people around will put at jeopardy the mission If your aim is to make a name for yourself or make stronger the Walls of Zion P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 56

VI The Local Church Biblical and Spiritual Development Personally and Corporately PE Tony Henderson and PE O Lacy Evans requires major development Biblical and Spiritual Development Personally and Corporately Understanding the responsibilities of those who have been given pastoral responsibilities and considering those responsibilities as partially delineated in the 4th chapter Ephesians pastors of local churches should be encouraged and assisted where necessary to be intentional with initiating nurturing ministries within the local church which are designed to enable persons of the church to grow in their maturity as followers of the Lord Jesus Christ It is therefore imperative in each local church that in addition to a fervent prayer ministry there must also be the establishment of viable Sunday school and Bible studies wherein members are enlightened inspired and empowered Before we can embrace THE new church with a mantra that is based on transition transformation and transparency we must deal with the me and us The Psalmist David says Search me O God and know my heart test me and know my anxious thoughts Point out anything in me that offends you and lead me along the path of everlasting life Psalm 139 23 24 NLT To increase Biblical and Spiritual Development personally and corporately the Church can engage in relevant and intentional Bible Studies small but specific study groups individual study time using different platforms such as face to face online Zoom conference call text Facebook suggested books seminars and creative Church School sessions any day of the week Of course we should invite the Holy Spirit in EVERY platform Once we become spiritually and biblically healthy personally and corporately then we can move forward P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 57

VI The Local Church Strengthening the Small Church PE Tony Henderson requires major development Regardless of the size of the church the pastor MUST have a vision for the congregation that involves ministries Worship Christian Education Outreach Evangelism and Discipleship Structured intentional and creative ministries are essentially important to the strengthening of the small church One may have to edit or tweak ministries because of the smallness of the amount of people in those congregations however they can just as effective in the community Teaching nurturing modeling mentoring and non judgmental acts must be at the top of that vision P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 58

VI The Local Church Strategic Planning and Organization _________________ filler The world of strategic planning and decision making is quickly advancing Strategy is more important than ever Also being able to effectively implement in shorter time spans is vital The right type of strategic planning helps you and your organization to know where you are going and a game plan to get there There is not one perfect way to carry out strategic planning in your organization It is important to read different articles look at how strategy planning is carried out in various organizations and identify best practices and lessons learned Above all understand your culture your market your competition your organization s strengths and weaknesses and design an approach that will work best for you The benefits of strategic planning include Identification of breakthrough strategies products and operational improvements A clear road map is that is understood and passionately supported Resources that are allocated as appropriate on top priorities Goals that are developed based on solid research and a common understanding Goals that are aligned throughout the organization Employees who are focused engaged empowered and inspired Improvement and investment initiatives that are focused on top priorities Risks and threats that are systematically identified and addressed If strategic planning is conducted poorly it may be nothing more than a game of politics Managers try to look smart and do what they can to get promoted and do what they can to protect their silos This type of an exercise should be called political positioning as opposed to strategic planning Instead of bringing people together towards a compelling vision and a smart strategy it creates discord and points the organization in the direction of failure P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 59

Let s start by separating strategy from planning Simply put strategy is about making decisions It is about trade offs about deciding how to focus how to be the best how to be different and how to best pursue opportunities Planning is the process of deciding what actions are needed to achieve the vision It is important to think about strategy at different time horizons Each has different goals and requires different approaches a different frequency and the involvement of different people Much of the frustration expressed about strategic planning processes arises when companies try to address the long medium and short terms through a single inflexible process The Long Term The purpose of long term strategic thinking should be to define validate or redefine the vision mission and direction of the company It s about projecting more than five years into the future How might megatrends including technology advances and demographic shifts alter the business environment What strategic risks and opportunities are revealed when considering future scenarios Will the company s traditional sources of advantage remain strong or be compromised What new opportunities could arise and give the organization an opportunity to win It s the forum to challenge and redefine the boundaries of the market and the rules of the game Philips s decision to shift its focus from consumer electronics to the health care sector is an example of this kind of thinking Looking forward the company s executives could see that an aging population and the fitness trend would provide strong tailwinds for a change in course toward the health care sector while continuing commoditization would leave the traditional consumer electronics business at best becalmed It was a vision for the future around which they could then align the organization for a multiyear journey The long term is also a great perspective from which to consider how to project skills and brand into new domains BIC a good example it recognized that its capabilities positioned it to be not just a pen company but a broad based disposable device company a realization that created the foundation for its move into lighters shavers and more The Medium Term The purpose of medium term strategic planning should be to enumerate the steps necessary to realize the vision typically over a three to five year period The focus is on developing clear actionable business plans that describe the multiyear strategic initiatives required to transform vision into value Which customer and geographic segments P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 60

should we prioritize What is the innovation strategy and roadmap Where will we likely need strategic partnerships and acquisitions What new business models are required The Short Term The purpose of short term strategic planning should be to challenge the current strategy evaluate progress and explore options to accelerate execution Is execution above at or below plan and why Do the plan s strategic assumptions remain valid How should the company adapt to changes in the business environment What are management s best new ideas to strengthen or adjust the plan What s critical is to encourage creativity and real dialogue and to avoid a budget centric process that focuses mostly on the numbers The best companies break the process into stages that progress from a review of the critical and emerging strategic issues toward a detailed plan for the year and beyond Clearly long term vision medium term strategy and short term plans need to be revisited with different frequencies and those frequencies need to reflect the particulars of the sector The key is to match the rhythm of the process to the body clock of the sector For a sector like mining a ten year horizon for the long term could be just right In a fast moving tech sector five years could be too long even for the long term Forums in which strategy can be discussed outside the rhythms of these three processes are also important they can allow for real time adjustments throughout the year Just as important to strategic planning is the organization of the church These are some essential elements that should be considered in the organization of the church Developing a local church budget In developing a local budget one must look at income and expenses The income should include tithes and offerings Annual Days Revivals rental property if any private donations all beneficiary allotments and any funding of grants The expenses should include church budgets which should include all expenses of the church pastor s package payroll maintenance and all necessary amenities The expenses should also cover the support of District Annual Conference episcopal and Connectional budgets which include General Claims but not limited to P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 61

Understanding the impact of Programming on the church s budget After observing and evaluating the giving practices of one s congregation which will support your income and evaluation that your income is less than your expenses programming is essential You may want to connect emotionalism to programming Revival Homecoming Veteran s Day Memorial Day In Memory Of or In Honor Of Celebration Black History remember contributions of persons past and present in your congregations If seeking government funding or grants one may pursue 501 c3 status Organization of the church and local departments It is essential to teach the functions of every department in your church so that all will understand the duties responsibilities accountabilities and the stewardship of all offices and departments FIRST Then you may need to survey your congregations of their gifts and graces Unfortunately sometimes we must acquire the names of those who are willing more than those who are gifted In some cases we may have to again edit or tweak what is in the AMEZ Zion Discipline based on the number people in our congregation or those who are willing to serve Establishing a church calendar All church calendars should include those special days that are applicable to the tradition of that local society both sentimental as well as fiduciary However ALL church calendars should not be confirmed until the Episcopal District Annual Conference and District Conference calendars have been set All local calendars should include the Episcopal District Annual Conference and District Conference calendars Then the Local Church Calendar should not be released to the congregation without the approval of the Pastor Please note in some churches the Board of Christian Education may be responsible for compiling the Local Church Calendar but it should not be disseminated without the Pastor s approval P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 62

VII District Administration Developing the District Administrative Team PE Evalina Huggins and PE Alonzo Braggs requires further development A Developing the District Administrative Team Secretary Treasurer Registrar Logistics Program Coordinator Web Manager Social Media I Developing the District Administrative Team A Secretary The Secretary of the District should be elected by the assembled body 1 at the annual Organizational Meeting 2 This person should be present at all District business functions to record and report official business keep the official records of the District disseminate information and business of the District on behalf of the Presiding Elder and District Departments to the District with the consent of the Presiding Elder prepare and or assist the District in preparing various letters bulletins and programs and serve as the senior administrative person in the absence of an Administrative Assistant 3 to the Presiding Elder B Treasurer This person is appointed by the Presiding Elder must be on all accounts of the District serve on the Finance and Budget Committees for the District keep accurate records of all income and expenses for the District and report the same upon request of the District pay to the Presiding Elder the amount established by the Estimating Committee for salary at the periods agreed upon P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 63

C Registrar This person is appointed the Presiding Elder should serve on the Finance and Budget Committees serve as the Financial Secretary 4 of the District keep accurate records of all askings assessments 5 for each Local Society and their reporting status and collect the same from each Local Society and report all finances to the Treasurer D Logistics Program Coordinator I don t feel that this should be a functioning component of the District Logistically all activities are by invitations if at one of our locations otherwise it becomes a management matter of the department that is sponsoring the event and addressed and resolved in their planning and preparation From another perspective the Program Coordinator has the potential to limit the vision and functionality of the various departments These duties can be well taken care of by the District Secretary Administrative Assistant or gifted persons within each department E Web Manager Social Media This person is appointed by the Presiding Elder should be responsible for the audio visual operations of the District establish monitor and maintain all social media sites of the District set up and operate the technological details of all District functions serve as the lead instructor or facilitator for Local Societies relative to technology and social media Developing a well trained administrative team that is equipped to handle a wide variety of district responsibilities in a timely manner is essential to effective management and leadership Secretaries Administrative assistants Treasurers Program Coordinators and IT or Web Managers especially after the impact of Covid 19 are essential While these are just a few of those persons we employ on our districts to help us there are certainly others on the team who are just as important Signs of a well developed administrative team are efficiency productivity clear communication patterns and a solution oriented approach that meets and exceeds organizational goals and expectations Here are some strategies for developing an administrative staff P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 64

Have a Common Purpose and Goal A district administrative team is defined as a group of people working together toward a common goal Without a goal there is no team Ideas for creating a common goal include Create and or review the team s charter Discuss why the team exists Allow each team member to express commitment Create mottoes symbols awards or posters that portray the team as one unit Use the common purpose to prioritize team actions Trust Each Other Team members must trust each other if they are to work together successfully Ideas for creating trust among team members include Be honest Work to eliminate conflicts of interests Avoid talking behind each other s back Trust teammates you must trust them before they will trust you Give team members the benefit of the doubt Clarify Roles Knowing everyone s role and being familiar with the responsibility of those roles create efficiency and flexibility Ideas for clarifying roles on the team include Review team members roles frequently Relate team member expectations to the team s overall purpose Clarify responsibilities when action planning Learn what others do on the team Figure out ways to help each other P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 65

Communicate Openly and Effectively Miscommunication can create hard feelings and undermine the success of the team Ideas for improving communication include Err on the side of overcommunicating Seek to understand all angles Take responsibility for being heard and understood Work to clear up misunderstandings quickly and accurately Reinforce and recognize team member efforts B Developing a District Budget Creating a district budget is the same as creating a personal budget If you struggle to create a personal budget the same will hold true for your district The objective of creating a budget is to determine where the district is spending is resources and identifying where its resources are generated A budget can make it easier for you to achieve ministry goals on your respective district and ensure savings and investments opportunities that benefit your local churches While the task may seem daunting it s not that difficult to create a district budget Plus once you have one the bulk of the work is done and you can make minor tweaks as your spending habits or income changes There are many websites and budgeting apps that you can use to get started or you can create your own spreadsheet but to do nothing at all is not optional The first step is to find out how much money you need to operate the district in terms of administration and ministry support This is important because the district s primary objective is to strengthen the work of the local church and give support where necessary to Episcopal Leadership We are not to collect and hoard monies so that we may beat ourselves on the chest exclaiming my district has money P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 66

Once you determine what is needed to operate your district develop a Budget and Finance Team who can advise and direct you as to how these resources may be generated or raised This is important to get buy in from your leadership who will present your needs to stakeholders across the district The last step in creating your district budget is to compare your needed operational and administrative needed income to your monthly or quarterly expenses for your district If you notice that your expenses are higher than your income you ll need to make some adjustments This may include re evaluating your spending I The District Budget should consist of three components One of those components should be approved by the District at the Organizational Meeting This consolidated budget should at the same meeting be published This budget should be crafted by the Budget Committee having received information from the Estimating Committee each department and the Presiding Elder Once the expense side Estimating Committee Assessments Askings and District Operations has been established then the income side is established Considering the total budget it is then apportioned across the District based upon strengths and capabilities When this budget is approved the vote is only for the District operations the other two items were previously approved in their respective committees A Estimating Committee Budget This Committee consists of all Pastors and an official representative from each Society and they meet with the Presiding Elder to agree upon the amount for the salary housing pension education society security appreciation and travel for the year These amounts are itemized by category and then summarized as the total package for the Presiding Elder This total package is then apportioned to the different Societies This is submitted to the Budget Committee for inclusion but not for a vote as it has been met with final approval while in committee B Assessment Askings Budget This part of the total budget includes the general claims apportioned by the Annual Conference the unallocated funds assigned by the Annual Conference Missionary assessments Missionary askings Episcopal askings Regional askings and registrations for all events for the year for all persons required to be in attendance The P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 67

C Organization of the church and local departments Introduction When believers in Christ join together as a congregation to do the work that Jesus commissioned the church to do How can ministry best be organized to allow the church to function and fulfill its purpose As Presiding Elders we must always ask ourselves even at the district level how can this ministry be best organized to strengthen the work of the local church In a similar way it is partly the responsibility of the presiding elder to ensure that the form or structure of ministry in the local church should understand and carry out its function and purpose In the African Methodist Episcopal Zion Church which is hierarchal in terms of its government one would think that the General Church provides direction to its Annual Conferences who in turn provides direction to its Presiding Elder districts who shares with the local church Pastor who imparts to the members a clear and concise understanding of the purpose and function of the church in the world Well we all know that in the translation of all of this we lose the essence of what the local church should be about and engaged in locally I contend that if we are to organize the local church as with every level of the church we must begin with leadership and work our way down The Head Leadership of the Church The first and most important part of the church s structure is the Head Shepherd who is Jesus Christ Ephesians 1 22 23 4 15 16 1 Corinthians 12 12 13 He is the one who joins and holds every part of the church s body together Without Jesus as the head of the church it will not be able to function or accomplish its mission Underneath the Head Shepherd there is a group of under shepherds Bishops Presiding Elders Pastors and the Laity who serve in various leadership roles who themselves are the spiritual leaders of the church We can see with the early church in Acts 6 1 4 that in addition to spiritual matters the twelve apostles also encountered other things that needed attention in the church Now in these days when the disciples were increasing in number a complaint by the Hellenists arose against the Hebrews because their widows were being neglected in the daily distribution And the twelve summoned the full number of the disciples and said It is not right that we should give up preaching the word of God to serve tables P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 68

Therefore brothers pick out from among you seven men of good repute full of the Spirit and of wisdom whom we will appoint to this duty But we will devote ourselves to prayer and to the ministry of the word ESV This passage shows that the twelve apostles saw their need to stay focused on the spiritual matters of ministry So they created deacons which means servant to support and serve the spiritual leadership and the church by taking care of the other primarily physical aspects of ministry Today these things can include church finances support staff Trustees Stewards Class Leaders custodial teams technical ministries and other helps or service ministries This allows the spiritual leadership to not become preoccupied by these other things that need to be taken care of in the church As the presiding elder provides direction instruction and offer recommendations to local church leaders it his her job to help persons navigate all of the dynamics that go into church organization particularly if a new pastor or first time pastor is assigned The Church s Basic Functions Looking at the Great Commission in Matthew 28 16 20 and at the early church in Acts 2 42 47 and many other places in scripture we can begin to see four basic functions or areas of ministry that may or may not impact the organization of the local church These four general areas are listed in the table below Evangelism Outreach Missions Matthew 28 19 2 Corinthians 5 20 Mark 16 15 Fellowship Encouraging Accountability Hebrews 3 13 10 24 25 2 Timothy 4 2 Praise Prayer Worship Ephesians 5 19 20 6 18 Psalms 33 1 Equipping Teaching Bible Study Matthew 28 20 2 Timothy 3 14 17 John 14 26 These four areas can be represented by four relationships the church has and these four relationships can be indicated by four directional words describing the direction of the relationship to the church They are P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 69

Out Reach The church reaching out to those outside the church Evangelism Missions In Reach The church reaching in to those inside the church Encouragement Fellowship Up Reach The church reaching up by communicating and giving to God Praising Prayer Worship Down Reach God reaching down by communicating and giving to the church Bible Study Preaching Teaching the Holy Spirit Sub teams can also be established under each of these four core ministry teams to deal with more specific areas if necessary Maybe naming the ministry teams Up Reach or In Reach for instance or some other fitting name would help the team to keep focused on their purpose The following figure illustrates the In Out Up and Down Reach relationships and how each are related to one another Hopefully some of these concepts will help give you ideas as to how ministry structure might be improved in your church to help you accomplish the mission and purpose God has given the church There are many other issues to consider in the ministry of a local church but hopefully these concepts have helped you to look at ministry in a new perspective Most importantly remember to seek God in prayer spend time in His Word and listen to the Holy Spirit as to how He wants you to best structure ministry for your church P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 70

D Quarterly Conference Expectations unfinished and requires work Legality of Accurate forms and the storage of Quarterly Conf Minutes Paper forms vs Electronic Entry Enhancing the Quarters with Instruction and Membership Interaction E The Incorporation of the District and the Acquisition of Tax and Banking numbers for all District Departments P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 71

VIII District Administration Section Two Understanding the Vision of Your Episcopal Leader _______________________ requires further development P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 72

VIII District Administration Section Two How to choose and or recommend District Officers _______________________ requires further development P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 73

VIII District Administration Section Two The Recommendation of Pastors _______________________ requires further development P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 74

IX Presiding Elder Benefits Death Benefits _______________________ requires further development P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 75

IX Presiding Elder Benefits 403 b Plan _______________________ requires further development P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 76

IX Presiding Elder Benefits Minimum Retire Benefits _______________________ to be deleted P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 77

X 21st Century Presiding Elder Resources for Ministry Developing Alternative Streams of Income PE Hanna Broome incomplete 21st Century Presiding Elder Resources for Ministry a Developing alternative streams of income grant writing franchising and investing Developing alternative streams of income to supplement the work of the district has long ranging benefits These different streams of income could be used individually for churches that have specific needs as well as create the resources to pay base salaries for churches who have less than a 25 member congregations but are impactful in their communities a grant writing b Franchising c Investing d Sale of Products e Rental Income from property f Sponsorships Scholarships g Creating non profits for ministries operating in the church i Food pantries ii Clothing ministries iii Tutoring P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 78

X 21st Century Presiding Elder Resources for Ministry Super Saturday s PE Hanna Broome b Super Saturday s a District workshops that are practical and realistic b Restructuring Super Saturdays from a program format to a teacher training assembly to equip the local church leadership and laity for ministry and leadership c Changing missionary Mass meetings to a weekday to free up Saturdays for other ministry training and activities d Meeting outside of a church i Community center ii Local pilgrimage 1 The teaching training lesson is taught through the excursion e Instead of lecturer style format P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 79

X 21st Century Presiding Elder Resources for Ministry District Conference Effectiveness and Efficiency PE Hanna Broome incomplete a District Conference Effectiveness and Efficiency a b c d e f g h i j Before and After a meeting listen to the people Meet with your team afterwards to review Gauge the people during the meeting What is keeping the people engaged What is the level of buy in Has someone s life been altered for the good transformative Do the people have high expectation in attending What was done to impact spiritual growth Multigenerational attendance and engagement intergenerational leadership mentorship opportunities for teaching and training and fun P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 80

X 21st Century Presiding Elder Resources for Ministry Community Engagement and Social Justice PE Hanna Broome Incomplete Congregational activities intended to help those in need to reduce poverty to work for world peace and human rights and to address local needs 1 Community Events a these events should not just be for church members b The church does not have to push an agenda at these events c You are not trying to convert community members 1 you are simply looking to show them how God acts through the church and be an example of his grace 2 You ll be surprised at the community reactions you ll see when you do so being honest open and allowing all to come to your events can create quite a bit of good will and spur some folks into learning more about your church and your beliefs 2 Vacation Bible School a Vacation Bible Schools are fantastic ways to engage with the community Summer is difficult for a lot of families they do not have a lot of childcare options and often do not have enough money to pay for summer childcare b Vacation Bible School gives churches a wonderful way to provide the community with a necessary resource free childcare and pairs it with a great Biblical education that is targeted at kids VBS is fun kids love it and the community will appreciate your church s efforts at making their lives a bit easier P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 81

3 Compassion Ministries a Homeless Shelters i If you have homeless people in your community or if you are near a shelter Organize a trip to the shelter to help you can sponsor meals aid in fundraising efforts or provide a concert or a gospel ministry to the residents of the shelter b Prison Ministries Youth Detention Facilities Group Homes c Senior Citizens Champion ministries i Adopting nursing home convalescent center or senior living community d Low Income Rent Based Income areas i After School Care ii GED High School Computer Training Job Interview Resume Building e Support Groups i Special Needs Children and Parents ii Caregivers of Elderly iii Survivors Support Group 4 Clean up the Community a Engaging in the community can be as simple as cleaning up If you live in an urban area there s probably plenty of litter and other trash that you can help clean up and there is a need for beautification even in rural areas b You can also engage directly with community members by going door to door in the fall to rake leaves or by shoveling snow during the winter It s amazing what a simple gesture of goodwill such as this will do to brighten the hearts of those in the community P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 82

5 Get Involved in Sports Teams a Local sports leagues are great ways to meet people in your community b You re sure to attract people from far and wide in the community and engaging with these people on a personal level is the first step towards sharing the Word of God 6 Share the Talents of Your Congregation a Do you have an expert plumber in your church A top notch tax accountant A mechanic Consider offering the talents of your congregation to the community if they agree to it of course b You can assemble a volunteer team of people who can provide free services to the needy By doing so you follow in the example of Christ and help to show the glory of God and his Church while engaging with community members on a truly personal level 7 Walk the Hoods Communicating and connecting in the physical sense a Help the Community Stay in Touch with Your Church by selecting different neighborhoods that congregants live and just walk through to pray have a peoples gathering in a neighborhood greet and meet throughout the year caroling not just for Christmas embodied prayer where your walk the neighborhoods praying b It s not enough to simply engage with the community once you should seek to keep them in the loop about activities special services and events as much as possible An old school way of doing this is with mailers and flyers but these are not too effective as promotional tools c Communicate with them through Modern technology i services like messaging systems that can send pre recorded voice ii SMS text messages iii emails directly to recipients thought different services as Constant Contact P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 83

Social Justice Engagement Becoming civically engaged is crucial for the faith community 1 Actively engaged in the local governmental bodies and assemblies through meetings boards and fellowships 2 Non Partisan engagement for the betterment of all individuals concerning housing access to benefits opportunities in jobs input in educational enhancements criminal justice reform a b c d Attending City Council meetings School Board Meetings Partner and collaborate with Hospital boards Bridging Policeman Social Workers faith communities leaders and community leaders into a monthly quarterly gathering e Working and collaborating with small business owners for job opportunities job training f Cross Cultural Multiethnic Intentional Fellowships P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 84

X I II III IV V VI VII VIII IX X 21st Century Presiding Elder Resources for Ministry Things We Wish Somebody Had Told Us PE Hanna Broome incomplete Pay Close attention to what Elders do a One never knows if you would get the call or asked to aid fill in Be intentional to pay attention to the details a What to do and what not to do both are good teachers The weight you carry giving a person a preacher s license a The fact that your signature gives someone the privilege to preach locally and district wide The responsibility of being a pastor to pastors of different eras of ministry and ministerial practices There is no crying in Eldership Set Boundaries because Open Door Policy does not mean you do not have a life as well Leading people takes courage and craziness It s okay not to know everything Failure is not an option to choose but it is a place to learn No is still Holy P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 85

XI XII XIII XIV Mental Health Collaboration and Community Partnerships The Deployment of Children Youth and Young Adults in District Ministry OTHER P A PRACTICAL GUIDE FOR PRAXIS AND PRACTICE 86