Interim Minister Research Articles

KEWENANGAN PELAKSANA TUGAS MENTERI DALAM MENGAMBIL KEPUTUSAN DAN TINDAKAN YANG BERSIFAT STRATEGIS BERDASARKAN UNDANG - UNDANG NOMOR 30 TAHUN 2014 TENTANG ADMINISTRASI PEMERINTAHAN

One form of decree that is included in the scope of state administration is a Ministerial Decree, which is a decision determined and issued by a minister who is always concrete-individual in the form of administrative stipulations (beschikking). However, not all departments and/or government officials such as the Minister have the authority to form these decisions, because in forming decisions can be seen from the status of government officials as an example of the Ad Interim Minister who does not have the authority to issue strategic decisions. But different problems arise when there is Ad Interim of Energy and Mineral Resources Minister Luhut Binsar Pandjaitan issued Decree Number 6752 K / 70 / MEM / 2016 concerning Dissolution of Ad Hoc Organizational Units in the Ministry of Energy and Mineral Resources, which basically was a strategic decision.
 This study is a legal research using a normative juridical approach and descriptive analytical research specifications. The data used in this study are secondary data consisting of primary, secondary and tertiary legal materials. Data obtained through library studies and field research in the form of legislation, books, journals, and electronic media.
 The results of this study consist of 2 (two) analyzes, namely First, the position of the Acting Decree of the Minister of ESDM does not have legal validity because there is a disability when viewed from the aspect of authority, formation process, and the purpose of its establishment with legislation and AUPB and Second, towards legal validity which is not possessed by the Minister's decree executor, the decree becomes invalid and a mechanism is needed to cancel the decree.

A Survey on Mentoring, First Incumbency, and the Role of Retired Clergy: Listening to Bishops

ABSTRACTThis study set out to explore current attitudes and practice of bishops and dioceses of the Church of England concerning the role of retired clergy, with special reference to the role of mentor to clergy serving in their first incumbency. Replies were received from 30 of the 43 diocesan bishops (or those responding on their behalf). The data demonstrated that of the 30 participating dioceses, 26 had experience of using retired clergy as mentors to clergy in their first incumbency, and 25 considered this to be a good idea in principle. The other most frequently named roles for retired clergy within these 30 dioceses were as mentors more generally, as interim ministers in vacant parishes, as rural deans, and as ministry or work consultants. Other roles identified were as reflective practitioner, as worship leader, and as an assistant archdeacon. These summary statistics are illuminated and enriched by qualitative data.

O cavalo de Troia: a história da frente única contra o SUS

Este artigo analisa alguns elementos estruturais com os quais se defronta a luta pelo pleno direito à saúde no Brasil, particularmente após a constituição do SUS em 1988. Dois elementos são fundamentais: as condições internas determinadas pelos pactos intraelites que cristalizaram no sistema político brasileiro seu poder de classe e as condições externas condicionadas pela dominância do capital financeiro e da fração de classe que impõe seu domínio ao sistema de mercados mundial: a finança capitalista. Entender esses elementos se faz fundamental para a compreensão da conformação do que se chama frente única contra o SUS, sintetizada hoje na figura do atual ministro interino da Saúde e nos anseios de mercado que sua agenda começa a atender.

Interim Trust: A Qualitative Research on an Ecclesial Practice of Trust

This article reports on an explorative, qualitative-empirical research on the meaning of trust between church boards of Dutch protestant congregations and the interim ministers they temporarily employ in-between incumbent ministers. Trust, or the perception of trustworthiness, is analyzed as a social constructed, multi-dimensional phenomenon. Research shows the coherence of several theoretical variables (Risk, Accountability, Encapsulated interest, Autonomy, Reciprocity, Credentials, Performance, and Context) that constitute trust in this particular and specific context. A theological evaluation of the data analysis suggests the emergence of another variable, the ‘givenness’ of trust. In the particular context of the pastoral profession, trust is induced by how the trustee, i.e., the interim minister, in his performance embodies the social identity of the trustor, i.e., the church board, but there is also a dimension grounded in faith in the presence of God.

Monarch, Shepherd or Parent? Interim Ministry and the Church of England

Interim Ministers, who nurture the health of congregations during a ministerial vacancy, have a privileged perspective on congregational life and the practice and theology of full-time ordained leadership. In this article the character of pastoral charge in the Church of England is examined and three theological models identified and contrasted. The author's own experience of interim ministry is compared with the available literature and conversation with other practitioners in this country and in North America. These Interim Ministers claim that the relational nature of such leadership is congruent in each denomination, such that this examination of the practice and theology of the Church of England sheds light on the nature of all ministerial leadership.

How was the Doctrine of Necessity applied by the Fijian Courts in the constitutional case of Qarase v. Bainimarama in 2009?

The concept of doctrine of necessity as a constitutional defence has been applied in many jurisdictions from time immemorial including the English and the American revolutions where the doctrine was adopted by the courts to give legitimacy to the new order which replaced the old legal order and gave the usurper the de jure status ultimately acquiring legitimacy of the new legal order. In this article it is proposed to examine the doctrine of necessity how this defence was considered as a defence to an action commenced by the former FIjian Prime Minister Lasania Qarase who claimed that the Commander of the Fijian MIlitary Force did not have the constitutional power to dismiss him and his Cabinet Ministers on 5 December 2006 when the Republic was engulfed in a cosntitutional crisis. The case was filed as Qarase v Bainimarama [2009]. The trial judge held that the dismissal was justified on the basis of the defence of prerogative power. The plaintiffs appealed to the Fiji Court of Appeal which held that the dismissal was unconstitutional. The central theme of this paper is to demonstrate that the Fiji Court of Appeal failed to make the relevant distinction between the de jure state as compared to administration where the President of Fiji had invoked executive rule and appointed Interim ministers on 5 January 2007 to manage the government departments until the next elections. After the dismissal the former Prime Minister filed his claim seeking several orders and declarations including orders for reinstatement. In the claim before the High Court the former Prime MInister claimed that the President did not have the constitutional power to dismiss him or to ratify the conduct of the Commander or to appoint ineterim Ministers to administer the nation until the next election. This paper examines the basis on which the courts are required to apply existing jurisprudence and to analyse evidence of fact in constitutional matters which should be carefully applied when considering that the outcome affects not only the parties but also the citizens of the nation as a whole. This paper deals with only one of the several defences namely the defence based on the doctrine of necessity which were submitted by the defendants but were held invalid by the Fiji Court of Appeal.

The Minister Goes on Medical Leave: A Trigger for Conflict in the Congregation

The impact of a minister’s illness on the congregation can be temporary or serious and long-term. The following factors are reviewed: stress at the denominational level; the role of the area bishop; the interim minister’s task; personality characteristics of those who react negatively when their minister takes medical leave; and the dynamics of persons who draw together dissatisfied members into a power group. Suggestions are offered to ameliorate the effect of the minister’s medical leave in congregations at risk of dysfunction.

Welcome to the World of Interim Ministry

The tremendous turnover in church leadership at the turn of the twentyfirst century has spawned a corresponding growth in the area of interim ministry. Churches are frequently facing a crisis of leadership. The following questions arise when a minister leaves. What do we do? Where do we turn for help? Do we need an interim minister? Do we need an intentional interim? How much should we pay an interim minister? How do we relate to a temporary minister? What would Jesus do? Or more importantly, is he available next Sunday to preach? Another set of questions faces those who eventually assume this role of temporary leadership. What are the expectations of the church? What should my role be in this interim setting? How long should I commit to staying? What is fair compensation? Am I responsible for pastoral care duties? What resources are available to aid in my work? These are just some of the many questions that may be asked by church leaders and potential interim candidates as they ponder the words “Interim Ministry.” The purpose for this issue is to provide a resource for those who are searching for suggestions in the area of interim ministry. At present there are very few resources available for either churches or ministers. Some state conventions, associations, and societies do offer agencies that work specifically with the churches. Two agencies that are providing excellent support for those in interim ministry are the Center for Congregational Health in Winston-Salem, North Carolina and the Interim Ministry Network in Baltimore, Maryland.

Interim Ministry: God's New Calling is Changing the Life of Baptist Congregations

No longer does the interim period between pastors need to be a lull or a valley. Now trained interim pastors can lead a church to prepare for its future. Daehnert describes this exciting new ministry from his thirty-three years of experience in ministry. In addition to traditional interim ministry, a new program called Intentional Interim Minsitry has emerged. Intentional Interim Ministers are trained and experienced to lead congregations to use the interim to reflect on its history, to examine its organizational structure and leadership, and to redefine its purpose and vision. In this manner, rather than “down” time, the interim period can enable the laity to plan for and prepare for the arrival of a new pastor.

Interim or Intentional Interim©

Should a church seek an Intentional Interim Minister? Brown suggests it should following a long term pastorate of over 7 years, a forced termination, church conflict, or a series of short term pastorates (2–3 years). How does a church find an Intentional Interim Minister? The church should contact its Director of Missions, the Church/Minister Relations office of its Baptist state convention, or the Interim Ministry Network. The church and Intentional Interim Minister should negotiate their mutual responsibilities and expectations.

The Future of Intentional Interim Ministry

The interim period is a time of change, transition anad transformation. A new approach to interim ministry has been developed over the past 30 years, Intentional Interim Ministry. Intentional Interim Ministers are required to undergo training prior to being certified and evaluation after serving as an interim pastor. The future of Intentional Interim Ministry appears bright as more churches seek to be intentional during an interim, and as more Intentional Interim Pastors are trained and certified.