THE APPRENTICE: on the job clergy learning with the executive officer

I remember one day in the Diocese of Ottawa when I had finished work. I was waiting for the bus home. A person approached me at the bus stop and said that he noticed that I came from the offices of the diocese. He wanted to know what I did. Guessing that his general job and mine were very similar, I responded, off-handed, that I was the church bureaucrat. We greeted each other regularly after that encouter!

Although currently I am the diocesan executive officer (DEO) at the Diocese of Ontario, I was born and raised in the United States. I went to Nashotah House Seminary and I’ve worked in The Episcopal Church(TEC) for many years. In August 2008, I moved to the Diocese of Ottawa, and have since held a few positions in The Anglican Church of Canada, including being executive archdeacon of the Diocese of Ottawa,

On Friday January 13, 2023, a young priest in our diocese proposed an apprenticeship. The Rev. Noel Henry, incumbent of St John’s, Bath and St Alban’s, Odessa was curious about the work of the office of the DEO and was interested in learning about the functions of the diocese. Noel originally came from India and went to Tyndale Theological Seminary. As a first-career clergy, Noel, at this time, had been in ministry for six years. He was keen on learning and intentionally participating in the work of our diocese. He thought, in his words, “that the best person to learn this from was the DEO.” It was an interesting proposal.

With fewer and fewer first-career clergy, or otherwise I may add, I found this proposal particularly interesting because it allowed me to mentor and form a young clergy. We developed a learning agreement, sought permission from the then Bishop, The Rt. Rev. Michael Oulton, Noel’s church wardens, and began meeting together every week.

Every Friday, barring emergencies, appointments, or vacations, Noel would join me at the diocesan center. In the morning we would have conversations about the role of the executive officer with interesting questions and discussions that revolved around polity, theology, and lived experiences. We often spoke about the racism inherent in our systems, and how to work through it, even when it was painful to discuss.

In the afternoon we would break for the Coventry Litany at the Cathedral followed by lunch. We then would have further conversations, often with the bishop(s) and other clergy. This helped Noel to learn from other clergy, newer and older through collective wisdom. It is often said that it takes a village to raise a child. In a very similar fashion, I believe, it takes a college [of clergy] to raise a cleric.

I would often invite Noel to shadow me on calls and meetings that I had and would give him tasks that were an extension of the office of the DEO. This enabled him to see the breadth of the diocese, its various operations, and my involvement in them. For many, the work of the DEO feels like it’s done behind an impenetrable veil, like the Wizard of Oz. Although there is an element of confidentiality to the office, my time with Noel, I hope, will be the beginning of greater transparency.

Our day together would normally conclude mid-afternoon with a debrief and further questions.

This has been a fun and fruitful experience for Noel and me. We hope to replicate this kind of formative experience in other up-and-coming clergy. As disciples of Jesus, we must be intentional in spiritual formation, especially of our clergy. This is one way we are doing this in the Diocese of Ontario.

The benefits are one-on-one conversations and learning, learning from senior colleagues and lay leaders and the bishop and understanding the ‘day’ and role of the executive officer. A drawback, of course, is not being a full partner in learning when the issues or context is confidential, especially regarding personnel matters. I believe it to be a hands-on approach to learning ecclesiastical governance.