CONGREGATIONAL situations take centre stage in the mind’s eye vision of the Church of Scotland’s affairs, but to concentrate solely on its more obvious front-of-house activities belies the importance of the administrative machine powering its ability to have broader impact on society.

Efficient business dynamics are no less important to The Kirk than to a large enterprise; without robust systems, both its practical grassroots work and its strategic influence on major matters of moment would, in large measure, cease to have consequence.

Leading the management aspect is the job of the Secretary to the Council of Assembly.  
The post will fall vacant in May next year, when incumbent Pauline Weibye intends to retire from the Edinburgh-based role.

Reverend Dr Grant Barclay, Convener of Council of Assembly and Minister at St Kentigern’s Church in Kilmarnock, is clear that people with senior level experience across a range of decision-making management and advisory functions will be best equipped to apply.  

“There are some considerable strategic and practical challenges, both current and emerging, for the Church of Scotland, and the panel are seeking someone with experience of managing major programmes, overseeing the work of a range of diverse and professional departments, and leading through change,” he says.

“Candidates may come from a range of professional backgrounds but will certainly have held an influential senior level position within a complex organisation.

“The ability to work confidently, swiftly and on a number of competing priorities, and across a wide range of issues and subjects will be highly sought after. The candidate will bring intellectual rigour, intuition, and a high level of personal and professional integrity.  

“The panel seek an individual to bring emotional intelligence, and an ability to work collaboratively to deliver.”

The job description summary lends further perspective, noting that the post holder is accountable for an annual budget of £110 million and around 2,400 members of staff, occupied across Scotland in diverse tasks.  That headcount includes CrossReach, the Church of Scotland’s social care and support body.

The selected candidate will represent the Church on various matters and on various different platforms. A pro-active, engaging demeanour, coupled with a capacity to inspire and motivate, is implicit.  

The Church faces a different social and economic landscape to that of, say, 20 years ago. The current environment offers reference not only to the chief activities and outputs of The Kirk, but to the wider remit of the Secretary to the Council of Assembly.

The Convenor agrees: “Over the past two decades the role of the Church in the life of Scotland has changed. Despite a reduction in membership, the Church still maintains a presence in every part of Scotland – and in some of Europe’s capital cities, and in Jerusalem. The Church increasingly collaborates with other Churches and organisations, on issues of common concern.

“The successful candidate will be only the second person to hold the post of Secretary to the Council of Assembly; it’s a relatively new post. Learning from the experience of the past, the Church has recognised that in an increasingly complex and challenging environment, there is a need to be professional and to carry out its work to the highest standards.

“As the largest membership organisation in Scotland, which recognises an obligation to serve some of Scotland’s most vulnerable people, the Church needs to continue to be exemplary in managing its affairs, and the post holder will enable the Church to operate to the highest standards of service and conduct.

“The vision of The Church of Scotland is to be a church which inspires the people of Scotland and beyond with the Good News of Jesus Christ through enthusiastic worshipping, witnessing, nurturing and serving communities. It is important to the Church that the successful candidate will have an active and current Christian commitment, though not necessarily one within the Church of Scotland.”

The professional culture of such a person clearly needs to be embedded in an open-minded set, acknowledging current practices of the body corporate. Other, perhaps more discretionary, elements of approach will be required in building successful working relationships.  

The Church may be a single body, but the democratic process of debate, accommodating subtly different schools of thought on internal and societal issues, will doubtless require a quiet brand of gravitas and a sensitivity towards achieving appropriate operational balance.

The Convenor answers that one with an infusion of his own degree of straightforwardness and observance of workable organisational etiquette.

“Diversity of opinion is the lifeblood of a broad Church,” he contends.  “The post holder will frequently engage with people who passionately and clearly, express a range of views.  At the same time, in this breadth, a lot is shared in common, not least a desire to ensure effective governance.

“Engaging others, working in partnership, persuading, listening and considering all viewpoints is a key part of the strategic development aspect of the role which also involves upholding procedures; ensuring full and thorough consideration of options and communicating clearly, the outcome and action required.”

If the heading “operational style” has an associated vocabulary, then “pragmatism” will be one of the words with the greatest value, lining the selected candidate’s envelope of skills and capabilities alongside “resourceful” and “progressive”.