Editorial
Renovation time at the Herald
After Gathering: time to hold the executive board accountable
____________________________________________________________________
Renovation time at the Herald
My little house is in the middle of some big changes. With a new baby on the way, my husband and I are contemplating everything from pastel hues in the nursery to major renovations in the kitchen. It’s called nesting – and I certainly want my “nest” to look as cozy and appealing as possible for our new addition.
In our image-saturated world, visual appeal is critical. I’m not an advocate of frantic and continuous attempts to keep up with the latest trends (which is impossible in terms of time and cost, and probably not a very wise way to steward our resources).
However, research indicates that our visual surroundings can profoundly affect our moods, productivity, and even physical well-being. Sometimes small cosmetic changes can have a huge, positive impact.
In that spirit, we’ve taken a hammer, some nails, and a fresh coat of paint to the Herald. As you flip through the pages of the magazine this month, you’ll notice a brand new look, including full-colour pages throughout. The redesign – our first since October 1995 – is the result of nearly two years of consultation and creative brainstorming.
When the Canadian conference surveyed its members at the end of 2004, we heard some important comments that helped us determine the direction we wanted to take. We’ve been mindful of the diversity of readers who open these pages each month – from twentysomethings, to new Christians, to retired leaders. Our desire is for all readers to be drawn into the
magazine.
Inside, you’ll find familiar content – news from local churches, world events, cultural trends seen through the eyes of Anabaptist evangelicals, and articles written by gifted Canadian MBs – all presented with a fresh layout on low-gloss paper (in order to prevent glare). We trust you’ll find these changes refreshing, appealing, and user-friendly.
You can use the colour-coded page headings to flip to your favourite part of the magazine with greater ease, or consult our updated table of contents. We’re pleased to note that this clean, streamlined look will allow us to publish more content each month – something readers told us
they wanted.
On the outside cover, you’ll notice our logo has changed. Gone is the stylized trumpet and in its place is the new Canadian conference logo. We wanted to find a way to identify more closely with the ministry of our national conference, and decided that sharing a logo was a great way to do it.
As with any renovation project, we anticipate having to tweak our design over the next few months. For that to happen, we invite your feedback and comments (mbherald@mbconf.ca). Happy reading! —LK
____________________________________________________________________
After Gathering: time to hold the executive board accountable
Gathering 2008 was a time of celebration, fellowship, and encouragement. It was also a time to hear about the Canadian conference’s newest initiative, Regenerate 21-01.
Many delegates were excited about this new vision for growth, but others wondered about the process of how we went about adopting such a huge (and costly) undertaking.
David Wiebe, Canadian conference executive director, presented Regenerate 21-01 at Gathering and invited feedback from delegates. However, many delegates said it was the first time they had heard about the initiative, and found it difficult to provide a careful and informed response. They didn’t have a problem with the recommendation – they simply had questions about the input and decision-making processes. In the end, delegates passed the recommendation, but questions still lingered.
We’ve been asking process questions ever since restructuring in 2004. When we moved to our current governance structure – led by one executive board rather than several smaller independent boards – conference leadership assured members there would be “good grassroots involvement and a good connection to the churches” (MBH, Aug. 13, 2004). They assured us the executive board wouldn’t have too much unrestricted power. They promised regular national surveys and listening sessions. They described the governance model as “relationship-based, and good relationships begin with values, affirmation, involvement and servant leadership.”
So, this begs the question: In the past four years, has our relationship with the national conference become stronger or weaker? Do members feel involved? Are there adequate accountability structures?
According to our constitution, the executive board is free to move ahead with any initiative – including Regenerate 21-01– without approval of members. But that doesn’t mean members should sit idly by while millions of dollars are spent on national programs.
My sense is that, instead of greater accountability and involvement, members have slowly disconnected and stopped asking questions. Perhaps we feel our input isn’t really needed – or taken into consideration. That’s something the board must address.
But responsibility goes both ways. It’s also our job to hold the board accountable. Members must continue to ask questions, insist upon program reviews and assessments, write letters and emails, request advisory committees, attend conventions and meetings, and respond to surveys. In short, we need to stay involved.
If we want the governance model to succeed (as well as the programs created by the executive board, such as Regenerate 21-01), this type of input is essential. Let’s not abdicate our responsibility. —LK
After Gathering: time to hold the executive board accountable
____________________________________________________________________
Renovation time at the Herald
My little house is in the middle of some big changes. With a new baby on the way, my husband and I are contemplating everything from pastel hues in the nursery to major renovations in the kitchen. It’s called nesting – and I certainly want my “nest” to look as cozy and appealing as possible for our new addition.
In our image-saturated world, visual appeal is critical. I’m not an advocate of frantic and continuous attempts to keep up with the latest trends (which is impossible in terms of time and cost, and probably not a very wise way to steward our resources).
However, research indicates that our visual surroundings can profoundly affect our moods, productivity, and even physical well-being. Sometimes small cosmetic changes can have a huge, positive impact.
In that spirit, we’ve taken a hammer, some nails, and a fresh coat of paint to the Herald. As you flip through the pages of the magazine this month, you’ll notice a brand new look, including full-colour pages throughout. The redesign – our first since October 1995 – is the result of nearly two years of consultation and creative brainstorming.
When the Canadian conference surveyed its members at the end of 2004, we heard some important comments that helped us determine the direction we wanted to take. We’ve been mindful of the diversity of readers who open these pages each month – from twentysomethings, to new Christians, to retired leaders. Our desire is for all readers to be drawn into the
magazine.
Inside, you’ll find familiar content – news from local churches, world events, cultural trends seen through the eyes of Anabaptist evangelicals, and articles written by gifted Canadian MBs – all presented with a fresh layout on low-gloss paper (in order to prevent glare). We trust you’ll find these changes refreshing, appealing, and user-friendly.
You can use the colour-coded page headings to flip to your favourite part of the magazine with greater ease, or consult our updated table of contents. We’re pleased to note that this clean, streamlined look will allow us to publish more content each month – something readers told us
they wanted.
On the outside cover, you’ll notice our logo has changed. Gone is the stylized trumpet and in its place is the new Canadian conference logo. We wanted to find a way to identify more closely with the ministry of our national conference, and decided that sharing a logo was a great way to do it.
As with any renovation project, we anticipate having to tweak our design over the next few months. For that to happen, we invite your feedback and comments (mbherald@mbconf.ca). Happy reading! —LK
____________________________________________________________________
After Gathering: time to hold the executive board accountable
Gathering 2008 was a time of celebration, fellowship, and encouragement. It was also a time to hear about the Canadian conference’s newest initiative, Regenerate 21-01.
Many delegates were excited about this new vision for growth, but others wondered about the process of how we went about adopting such a huge (and costly) undertaking.
David Wiebe, Canadian conference executive director, presented Regenerate 21-01 at Gathering and invited feedback from delegates. However, many delegates said it was the first time they had heard about the initiative, and found it difficult to provide a careful and informed response. They didn’t have a problem with the recommendation – they simply had questions about the input and decision-making processes. In the end, delegates passed the recommendation, but questions still lingered.
We’ve been asking process questions ever since restructuring in 2004. When we moved to our current governance structure – led by one executive board rather than several smaller independent boards – conference leadership assured members there would be “good grassroots involvement and a good connection to the churches” (MBH, Aug. 13, 2004). They assured us the executive board wouldn’t have too much unrestricted power. They promised regular national surveys and listening sessions. They described the governance model as “relationship-based, and good relationships begin with values, affirmation, involvement and servant leadership.”
So, this begs the question: In the past four years, has our relationship with the national conference become stronger or weaker? Do members feel involved? Are there adequate accountability structures?
According to our constitution, the executive board is free to move ahead with any initiative – including Regenerate 21-01– without approval of members. But that doesn’t mean members should sit idly by while millions of dollars are spent on national programs.
My sense is that, instead of greater accountability and involvement, members have slowly disconnected and stopped asking questions. Perhaps we feel our input isn’t really needed – or taken into consideration. That’s something the board must address.
But responsibility goes both ways. It’s also our job to hold the board accountable. Members must continue to ask questions, insist upon program reviews and assessments, write letters and emails, request advisory committees, attend conventions and meetings, and respond to surveys. In short, we need to stay involved.
If we want the governance model to succeed (as well as the programs created by the executive board, such as Regenerate 21-01), this type of input is essential. Let’s not abdicate our responsibility. —LK
