St. Faith’s PCC has the responsibility of co-operating with the incumbent in promoting in the ecclesiastical parish the whole mission of the Church, pastoral, evangelistic, social and ecumenical.
It also has responsibility for the Church and Church Hall of St. Faith’s, St. Nicholas Chapel, Christ Church Centre and bungalow, Church House, Coach House, Nos. 1 & 2 Churchfields and via the Church Institute, Nos. 2 & 4 North Street.
Personnel elected at the APCM on 25 April 2021 to represent parishioners of St. Faith’s and to serve on the PCC:
ST FAITH’S PCC 2021-2022
(who attend because of the Office to which they are appointed by the Bishop)
Reverend Canon Tom Kennar (Incumbent) (Chair)
(who attend because of the Office to which they were elected by public vote at the Annual Vestry Meeting)
Colin Hedley (Vice Chair) (to serve until June 2022)
Clive Barnett (to serve until June 2022)
Up to 2 Deanery Synod Representatives
(who attend because of the Office to which they are appointed by the Annual Parochial Church Meeting)
- Michael Laird (to serve until April 2022)
- Mary Moore (to serve until April 2022)
Up to 12 People elected by the Annual Parochial Church Meeting
- 1. Hilary Deadman
- 2. Bill Jones
- 3. Michael Fluck
- 4. Naomi-Allison Sloane
- 5. Barbara Stearne
- 6. Sue Tinney
- 7. Emily Ashworth
- 8. Rosemary Turner
- 9. Kim Sharpe
- 10. Sheena Jefferis
- 11. (Vacant)
- 12. (Vacant)
Non-Voting Attendees (who attend in an advisory capacity):
Pauline West (PCC Secretary)
Sandra Haggan (Lay Pastor and Church of England Reader)
Will Coulston (Operations Manager)
Not on PCC, though reports to it: Hugh Owen (Electoral Roll Officer)
The PCC is the legally constituted body of Trustees for the whole parish. The members of the council jointly hold responsibility for all the business of the parish, including financial management, buildings management, development issues, worship, and pastoral care. The buck stops here.
However, with such a vast portfolio of issues to be responsible for, the PCC quite properly delegates its responsibilities to smaller working groups (and committees) or to individuals with appropriate skills. The PCC’s role, then, is to set the broad parameters under which the parish operates, and then to monitor that such operations are being achieved effectively, legally and properly. This can be summarised as ‘setting and monitoring policy’.
Some examples of how this role is worked out in practice may be helpful.
a) The PCC is responsible, with the Rector, for the worshipping life of the church. In practice, the Rector takes the lead in running all worship activities, and only seeks the advice of the PCC when any major changes are envisaged.
b) The PCC is responsible for the proper financial management of the parish. In practice, the Treasurer takes the lead in managing finances, under a PCC-agreed budget and the PCC ensures through appointment of an appropriate independent examiner that this is done properly.
c) The PCC is responsible for ensuring that parish buildings are used effectively and for purposes which do not conflict with the Christian ethos of the parish. In practice, the Parish Administrator takes bookings for church hall hire, and the Development Team takes responsibility for the management of the buildings.
d) The PCC accepts donations towards the operation or development of the parish. But the name of any donors who wish to remain anonymous does not need to be revealed to the PCC.
e) The PCC may agree that a new toilet facility is needed in a given place…but it would not be involved in the choice of specific fittings, colours, layout or other detailed issues. Those would be properly delegated to an appropriate sub-committee, working with a qualified professional.
It is important that the PCC’s role of ‘setting and monitoring policy’ is clearly understood. Any PCC which concerns itself too much in the day-to-day details of parish operations is usually destined to grind to an administrative halt! It is quite proper, and completely normal, that the PCC should delegate its responsibilities to those with the expertise to carry them out. This approach is not only the right one; it is essential to good governance.