Diocese of GloucesterResources

The First Four Years Working Agreement Outline

Working Agreement Outline

Between Rev. ……….(Incumbent) and Rev. ………. (curate)

Date:

These notes accompany the ‘Setting up a Curacy’ document, which sets out policy and practice for arranging curacies in the Diocese.

Prospective Incumbents and Curates will also find it useful to consult ‘Getting Started’ in the Diocesan IMD Handbook (availably from the DDO) before drawing up this document.

It is helpful to those involved in review if training partners are able to follow the outline in this pro-forma, which follows the format issued from Ministry Division in 2007, along with notes from this Diocese.

We hope that both stipendiary and non-stipendiary curates will be able to use the following outline, which should be sufficiently flexible to accommodate each situation. Sample working agreements will be available from the DDO.

Note regarding SSM’s

SSM’s are all unique! There are many different ways of structuring an SSM’s week – what’s important is that there is clarity of expectation on both sides, and the readiness to talk together about what is or is not working, for each training partner.

In particular, I would suggest the following:

  • The daily office (or other form of prayer) is shared together at least twice during the week
  • Supervision is arranged at least monthly (more often in early stages)
  • There will be at least two sessions given to parish ministry during the week, in addition to Sundays
  • The curate has a complete day off with their family

For SSM’s with full time jobs, I hope that it will be possible to achieve this pattern, by making good use of either early mornings or evenings for the office, and perhaps Sunday afternoons for supervision and parish visiting – leaving Saturday as a day off. If IMD happens on a Saturday, this may coincide with a Sunday off in the parish. Our pattern in this diocese has been that SSM’s have one Sunday a month off (this is sometimes modified to ‘a Sunday a month off where no other holiday is taken that month’). It may well be appropriate to say ‘one weekend off a month…’.

When using the following proforma as the basis for drawing up Working Agreement, the guidance in italics may be retained in the final form or omitted for brevity. All other headings and sections should be retained in the final form.

  1. Introduction

This Working Agreement is not intended to be a legally binding agreement but it ensures that the learner and their supervisors have discussed, understood, and accepted the expectations of the training post. The agreement is between:

a) thelearner

[the Reverend or other title] [name], as Assistant Curate of [parish],

and the supervisors

b) the incumbent [the Reverend or other title] [name], as the incumbent of [parish]

c) and the diocesan supervisor Rev. Ian Bussell, Co-ordinator of Curate Training, appointed by the Bishop of Gloucester.

  1. Duration

The agreement shall apply for the period of the training post as detailed in the Statement of Particulars of Office. This is normally for not less than three and not more than four years (see notes in ‘Setting up a Title’, s. 21). The agreement should be reviewed (and redrafted as necessary) regularly and at least once a year.

  1. Mutual Expectations

The relationship between incumbent and curate is both personal and professional and each will have expectations of the other in these areas. It is important that those mutual expectations are declared openly as early as possible in the relationship so as not to cause frustration later.

Although final authority at a parish level rests with the incumbent, there is a degree to which authority is delegated to the curate. In relation to any given task, the extent of this delegation needs to be made clear.

With respect to confidentiality, the curate needs to know what (if any) material is to be treated as confidential, not to be shared with the incumbent, and what is not confidential and may be shared with the incumbent. Experience has shown this to be an area of potential misunderstanding.

The learner and supervisors have discussed the purpose of ministry in the parish/benefice and how the incumbent sees his or her role in relation to the congregation and community.

We have agreed the following mutual expectations (these may be under the headings below, or in another form):

  1. What the incumbent can expect of the curate …
  1. What the curate can expect of the incumbent ….
  1. Parameters of authority and confidentiality …
  1. It is the responsibility of the learner to participate in identifying their personal training needs; to co-operate with the supervisors; to attend training programmes provided by the diocese; and to keep an appropriate record of their development according to diocesan/RTP guidelines over the period of the training post.

It is agreed that there will be consideration of the learner’s specific training needs relating to their personal development and IMD. Particular training needs/possibilities for training for the curate have been identified as follows:

….

It is the responsibility of the incumbent and learner to identify opportunities for training in the parish, in accordance with diocesan/RTP guidelines where available, especially following the Hind Learning Outcomes.

  1. Supervisory and Working Arrangements

Support and Supervision

There should be a formal meeting either as a staff meeting or for supervision at least once a week. In some cases these need not necessarily take up much time but their regularity is important.

The purposes of a staff meeting, for parish planning and communication, should be distinguished from a meeting for supervision. Supervision sessions should be held at least twice a month, and more often in the early stages. The content will vary according to the people involved, but theological reflection ought to be high on the agenda.

Gender and sexual orientation will affect the dynamics of supervision. As these can be sensitive issues it is better that they are named early on in the training relationship than ignored.

Some parishes have found it valuable to have one or more designated people as the curate's support group/person.

There will be a review of the curate's work and expectations conducted by the Curacy Review Team at some point after the first six months, and usually early in the new year. This will include a session with the incumbent and curate together to set new goals and agree any modifications to the working agreement for the following years.

  1. In general:
  2. The supervisor and curate have agreed who is responsible for arranging formal meetings/contact and agreed the agenda, if appropriate, for the regular formal contacts each year (at least fortnightly for full-time training posts) between learner and supervisor or supervisory team. However additional meetings may be initiated if necessary.
  3. It is the responsibility of the curate to make a record of the formal contact with their supervisor, along with a list of any agreed action points.
  4. The supervisors will ensure that the curate is advised of appropriate diocesan policy and procedures. The curate agrees to observe these requirements.
  5. The supervisor will give guidance about the nature of work to be carried out and the standards expected.
  6. In particular:
  7. We have agreed the following pattern of meetings for supervision:
  8. …
  9. ….
  1. Allocation of Time

A basic understanding concerning the extent of the working day and working week needs to be reached. Agreement on this matter will enable assumptions to be tested before they become a problem.

For stipendiary clergy the diocesan policy on working hours and holidays can be found indocuments listed in Appendix 9:Resources of the Curate Handbook. The pattern of the working day/week and time off should be negotiable, taking into consideration the responsibilities of a married curate to his/her family and the fact that many single curates have family and friends who live some distance away. In the case of the latter, one day off per week may not be particularly useful and an alternative arrangement might have to be made.

We have agreed the following working pattern for the curate:

….

….

  1. Worship

A curate needs to share in corporate prayer and worship, not only with the congregation, but also with the incumbent and other colleagues. Times and occasions for this daily/weekly prayer time together need to be clearly stated.

There should be a regular opportunity to share in the design and leading of worship, and in preaching. Agreement needs to be reached regarding the frequency of preaching (twice a month to begin with is suggested for stipendiary/full time curates) and it is desirable that the curate's sermons should be reviewed with the incumbent and with other colleagues and lay people where appropriate.

We have agreed the following pattern for the curate’s participation in participation, leading and designing worship:

…

…

Regular review will include:

  1. Time spent in attendance
  2. Conduct of public worship
  3. Developing, leading and creating liturgy
  4. Time spent preaching
  1. Spirituality and personal development

In addition to participating in corporate prayer and worship the curate should be encouraged to develop a personal prayer life which can be sustained when alone. To this end the acquisition of a spiritual director/soul friend/personal consultant is deemed to be essential, as is a quiet time/retreat at least once a year. Encouragement should also be given to enable personal, as distinct from professional, reading to be developed.

To this end we have agreed the following in regard to:

  1. A regular pattern of private prayer and daily worship
  2. Provision of spiritual direction/companionship and time off to receive
  3. Annual Retreat (at least a minimum of 5 days for full-time posts in addition to annual leave allowance)
  4. Spiritual reading and reflection
  1. Structured learning and reflection: professional development no less than 15 % of ministerial time each week, (for full-time posts this is the equivalent of one day per week).

The bulk of Initial Ministerial Development (IMD) is done in the training parish. As a complement to this, there are regular sessions of IMD throughout the year organised on a diocesan basis by the Co-ordinator of Curate Training in conjunction with curates themselves. The diocesan IMD programme takes absolute precedence over parochial commitments with dates being published well in advance. Incumbents should ensure that curates are able to attend. An agreement should be made whereby the curate has planned opportunities for theological study and reflection. It is suggested that at least a morning or afternoon per week be set aside for this purpose.

A formal course of academic study leading to an additional qualification (e.g. diploma, degree, or further degree) should not generally be undertaken in the diaconal year. Such a course of study is best left to at least the end of the second year of a curacy and is ideally suited to being undertaken in years three and four. All of this will need careful negotiation with the incumbent and the Co-ordinator of Curate Training. If a prospective curate is engaged in such a course of study prior to leaving College or Course this fact must be declared to the DDO, the Co-ordinator of Curate Training and the incumbent and its likely implications examined.

The curate should have ample opportunity to be involved in the planning of the life and work of the parish and should share in a regular staff meeting with the incumbent, other licensed workers and at times (and as appropriate) readers and other lay-ministers.

The curate should be given the opportunity to take part in the parish's ministry of teaching and evangelism.

Agreement on attendance at other training events other than those that are part of IMD or other CMD events open to curates will need to be negotiated and not simply assumed. Other extra parochial interests and commitments (other than those that coincide with time off), will need to be declared by the curate and agreed by the incumbent. Limited involvement in national organisations requiring, say, a week’s absence from the parish to help run a youth event, for example, ought generally to be encouraged as contributing to the wider training and experience of the curate.

  1. Team Working
  2. Staff and Team meetings
  3. PCC, Deanery, Deanery Synod and Chapter meetings

It is expected that incumbents will set an example of collegial working by attending of churches together meetings,Deanery Chapter and Synod and the Bishop’s training days: these should be part of a curate's timetable

We have agreed the following pattern for the curate’s participation in staff, deanery and diocesan meetings:

…

…

  1. Pastoral Responsibilities

Every curate will need to grow into receiving greater responsibilities for specific parts of the pastoral and teaching programme of the church.

It is essential to the exercising of the role of a curate that the lines of responsibility are clearly spelled out, how much independent freedom of decision is granted and to what extent a responsibility is shared with others.

It should be made clear to a curate that in the absence of the incumbent or during avacancy the curate is not the chair of the PCC; legally that office belongs to the lay-chair. If a vacancy is likely careful preparation is needed in terms of spelling out exactly what will change in the curate’s role.

Consideration needs to be given to:

  1. Supervision and development of Lay ministry
  2. Conduct of occasional offices
  3. Engaging in the community and relative institutions
  4. Developing an area of pastoral ministry

We have agreed the following participation, and noted any particular areas of responsibility:

…

…

  1. Administration and Finance

One of the most important skills a curate can learn is the ability to plan the week, to manage time and to decide upon priorities, including correspondence, the use of the telephone, filing and basic office administration, These can form suitable topics for early supervision sessions.

A basic introduction to Church Law and the keeping of records and filling in of registers is required.

Expenses items should be agreed in advance and should be reviewed annually. There needs to be a clear understanding of car expenses in particular.

  1. Time/diary management
  2. Organising the office
  3. Correspondence
  4. Managing parish finance – fees and expenses
  5. Familiarisation with church law and regulations

We have agreed the following:

…

  1. Time off and annual leave

It is essential that this is observed rigorously for both full and part time, stipendiary and non-stipendiary curates. (And see earlier note)

  1. The weekly day(s) off have been specified. Clear and timely arrangements are agreed for cover during periods when the incumbent or other supervisors will be unavailable.
  2. Arrangements for agreeing annual leave with the incumbent
  1. Progression and Monitoring
  2. The supervisors will ensure that the curate is aware of the requirements for progression including the procedures for supervision sessions, reviews of progress and the methods of assessment and in particular: the assessment for priesting or entry into the second year of the diaconate; and the final assessment in the third year, both of which will be subject to assessment against an agreed national standard.
  3. The curate and supervisor will agree deadlines for the completion of tasks and submission of work.
  4. The supervisor will outline the extent of assistance that will be given for the curate to prepare work and the responsibility the supervisor will have to report annually on the curate’s progress to the Bishop.
  5. The supervisor will ensure that the student is made aware of any inadequacy in his/her progress or standards of work below that generally expected, confirming this in writing to the curate and arranging any supportive action necessary.
  6. Any circumstances which might require the learning pathway to be modified or for the training to be extended, suspended or withdrawn should be brought to the attention of the supervisors.
  7. Collaborating and Sponsoring Organizations
  8. Both the learner and supervisor agree to fulfill their responsibility to any collaborating or sponsoring organization (college, RTP, funding provider)

Other Support and resolution of conflict

All new curates are encouraged to have a support relationship with another incumbent in the area to whom they can go on a regular basis to talk things over in a neutral context. The Co-ordinator of Curate Training also functions in this role. In most cases relationships work well and difficulties can be resolved without outside assistance, but these support structures can be used if required. While all clergy have the right to come to either of the Bishops, it is best, in the first instance for any unresolved problems to be discussed first with the Co-ordinator of Curate Training or the Archdeacon.

  1. Commitment

We confirm that, at our meeting on ………………………………………(date)

We committed ourselves to striving for a productive, trustful and honest working relationship, aiming for readiness for [an assistant curate post / a pioneer minister post].

We reached agreement on our roles and responsibilities as learner and supervisors in accordance with the above summary.

………………………………………Curate

………………………………………Incumbent

………………………………………Parish Representative (churchwarden)

……………………………………… Diocesan IMD Officer

Once signed this a copy of this agreement should be kept for reference by each party.

This agreement should be submitted not less than two months before the date of the ordination and reviewed within the first 6 months of the curate’s appointment to a training post, and subsequently at the conclusion of each year following ordination.

April 2012

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