The staff at the Centre for Christian Studies work in a teaming model. Every attempt is made to operate in a way that is collegial and non-hierarchical. All staff are accountable to one another, to mutual accountability groupings (MAG), to the whole staff team, and to the Central Council through the Human Resources Committee. It is hoped that this approach is consistent with CCS vision, values, and theological convictions. Our model endeavors to:

• Take each person seriously, encourage mutuality, enhance growth
• Be based in honesty, justice and compassion
• Ensure regular feedback and support.

In the Mutual Accountability Process, groups of 2 or 3 staff meet, in configurations that mix administrative and program staff, including the principal.

Principles Guiding Mutual Accountability:

• Assumes that all conversation that takes place within the accountability team remains with those directly involved unless negotiated otherwise - e.g. raise the issue(s) with another staff person, with all staff, with the Human Resources Committee
• Assumes that in the case of a conflict situation, where possible, each staff person will deal directly with the person(s) involved
• Does not preclude any staff person from talking about their own issues with another staff person
• Process may influence but does not relate directly to regular work reviews conducted by the Human Resources Committee and may influence but is not normally part of a process leading toward termination
• Model and the content of accountability conversations need to be tested regularly in conversation with theological convictions about who God is, who we are, and what our task is
• All accountability team members are free to bring issues to the mutual accountability conversations
• Assumes honest feedback at each stage of the process
• Accountability conversations need to happen on an agreed upon regular basis but could happen more frequently as necessary and negotiated
• It is the Principal's responsibility to ensure that accountability groups meet
• Checking on what is happening regarding this process needs to be a regular agenda item at staff meetings
• Effectiveness of the model and the teams needs to be evaluated twice yearly by the staff
• All staff need to prepare for the sessions in ways that enhance the potential for the process to be effective
• A written record of the accountability session will be shared with all staff and the Human Resources Committee

Time Frame

• Suggesting that each staff member be the focus of an accountability conversation four times per year
• Each conversation needs to be approximately 1½ hours long
• Each team is free to choose its own scheduling pattern within that framework