North 9004 Country Homes Blvd. Spokane, WA 99218 (509)467-8986

New -> Online Giving

When Your Pastor has Resigned

1. Commit to Pray! The church belongs to Jesus; He will protect and preserve it.

2. Keep a good spirit! Remember: A positive attitude is contagious and so is a negative one.

3. Read your Manual! Thoroughly acquaint yourself with provisions and procedures of the Manual on calling a new pastor (Manual ¶ 115-120.1).

4. Your D.S. will walk you through the journey. The church board should defer all personnel discussion and action until the meeting with the District Superintendent (D.S.). All contacts relating to future leadership possibilities should be made by the D.S.

5. Be pro-active! Devote these days to attitudes and actions that are helpful to your outgoing pastor and begin to get ready for your new pastor.

A. Prepare a financial picture. An up-to-date Statistical and Financial Resume of the church (including current “Balance Sheet”) needs to be prepared prior to the departure of your pastor.

B. Review your membership. In accordance with the Manual (¶119.1), a correct membership roll with current addresses shall be in the hands of the local church board secretary before the pastor’s departure.

C. Say a good “Good-bye”. Plan a meaningful “Farewell Fellowship” time for your outgoing pastoral family. Remember them all with appropriate gifts and expressions of appreciation.

6. Step up! Be sensitive to special assignments being carried by the pastor or members of the pastor’s family (such as Sunday School class teacher, etc.). Arrange replacements for these positions. Do not expect the incoming pastor and family to automatically assume such roles.

7. Think interim! Be giving thought and prayer to the interim pastoral care and leadership that will be needed. It is probable that 45-120 days will lapse between the present pastor’s departure and the new pastor’s arrival. This can be a productive, valuable period in the life of your congregation. The D.S. will work with you on selecting the right person. (Refer to Manual ¶421.) Here are some considerations:

Ų Known versus unknown

Ų Not seeking to be the pastor

Ų How much time given to the church each week?

Ų What responsibilities do you expect him or her to fulfill?

Ų Honorarium? Your church treasurer should be aware that $600 or more paid in honorarium during the tax year will mean that the church needs to issue a 1099 to the interim minister. The minister should report his or her wages on a Schedule C and line 12 (Form 1040) and any unreimbursed expenses or nonaccountable reimbursed expenses are deducted on Schedule C. In some cases, the minister can also have income designated as a housing allowance, thus reducing 1099 income. No housing allowance is allowed retroactive but boards can act at any time, recording the action in the minutes for future honorariums.

For the Time Period Between Pastors

1. Meetings: Needed meetings of the church board shall be arranged through the D.S. (Manual ¶128).

2. Leadership: The church board secretary shall maintain communication with the D.S. throughout the interim period (Manual ¶ 135.5-6).

3. Responsibilities: The church board is responsible to be alert in overseeing that all of the church operations are cared for.

Ų Follow-up contacts with visitors, prospects, seekers at the altar, new members, etc.

Ų Provision for church emergency needs with sick, needy, bereaved.

Ų Take care of church financial obligations in keeping with adopted budget.

Ų Care, management and security for church properties.

4. Upgrades: This interim period is a great time for the board and congregation to provide needed upgrading, painting, carpet replacement or care, new furnishings, maintenance for parsonage, pastor’s office and church property.

5. Expenses: It is understood that the church will make provision for interview expenses, as well as the traveling and moving expenses of the new pastor (Manual ¶115.4). Clear arrangements shall be agreed upon between the board and new pastor, with specific details conveyed to the pastor at the earliest possible time.

Pastoral Search Guidelines

A Principle:

Since it is God’s church, He wants to guide us in the selection of a new pastor. The Holy Spirit has ways of directing our minds to his choice. We must be careful to maintain openness to Him, and avoid any action reflecting human manipulation. Our first concern must be to locate “God’s person” for the next chapter of our church’s story.

Church Board Role

1. Executive Session

Visitors and paid staff will be excused from all board meetings (or meeting portions) that deal with pastoral search issues. The reasons are:

· The board has the task of formulating a recommendation to the congregation in these meetings. While it has no authority to call a pastor (the congregation functions as the final decision-maker), it must be thorough in doing the work without outside influence.

· Board members need to maintain strict confidentiality regarding the candidates until a candidate is presented to the congregation for a vote. This protects the person and the process.

2. Communication

The wise board will generate frequent communication with the congregation, although the communications need to be general (e.g., “We will meet this week to create the church profile” or “We have a short list of five candidates”, etc.).

3. Existing Staff

All paid staff must tender their resignations along with the pastor. The church board may request that the D.S. approve the continued service of any or all assistants. This approval, if granted, may continue until 90 days after the new pastor’s assumption of duties or until the incoming pastor nominates his or her paid assistants. The incoming pastor may recommend the employment of current staff members (Manual ¶160.5).

4. Pastoral Candidate Qualifications

A) Ordained elders or district-licensed ministers in the Church of the Nazarene; nomination to the congregation is subject to D.S. approval (¶115).

B) Any member of this local church who is an elder or licensed minister (¶115), or paid staff member, is ineligible to be called as pastor without District Advisory Board approval (¶160.8).

C) Role as Pastor.

· Preaching Ministry. Handles the Bible faithfully and well.

· Shepherding Ministry. Cares for his or her people. (The shape of this ministry shifts as a church grows larger.)

· Administrative Skills. Has appropriate administrative abilities.

D) Life as a Christian.

· Spirit. Evidences an intimate spiritual walk with the Lord.

· Energy Level. Willing to work hard at ministry.

· Gifted. Demonstrates spiritual gifts given for the work of ministry.

Steps of the Search Process

1. Pray - Call the church to prayer for God’s direction. Establish specific times and ways you will lead them in this vital endeavor.

2. Work – There are two steps in the process. Step One: Self study to determine the type of pastor you need. Step Two: Compile the information necessary for a pastor to decide if he or she is right for your church.

Step One needs to be worked on immediately. It should be completed and sent to the district office. Once received, the D.S. will develop a profile and will begin gathering resumes for potential pastoral candidates.

ü Read the helpful material on Confirming the Pastoral Call (pages 9-11).

ü A Church Profile (1-2 pages in length), consisting of:

· A mission statement (Biblically based statement of direction)

· A vision statement (Implementation plan of how you are doing it)

· The top five dreams you, the leaders, have for the church

· The top five strengths of the church

· The top five needs the church is committed to addressing

· A brief overview of the organizational structure of your church

· Core Values – what is not negotiable for you as a church

· The top 3-5 characteristics the church is looking for in a pastor

Note: Work on the Church Profile as a group. It will sharpen your understanding of your church and help you work together.

ü Pastoral Search Survey (see page 6) – give this to the church to help guide you

ü Board member profile (see page 14) – This will help candidates know you.

ü Great Commission (see page 15) – This will help us and candidates know your hearts.

Step Two needs to be completed before the first interview with a pastoral candidate.

ü Church Demographics (1-2 pages)

ü Community Demographics (2-5 pages), including information about schools, housing, shopping, etc. (See www.nazarene.org, click on “Ministries” along the top of the page, click on “Administration” from list, then click on “Research Center.”)

ü Church’s Financial Position (2 page summary)

ü Church’s History (1-2 page summary)

ü Sample church bulletin, newsletter, annual report, etc.

ü Picture of church and grounds

ü Financial remuneration and benefits for your senior pastor (see page 7)

ü Review the material on Confirming the Pastoral Call (pages 9-11).

3. Names - In the Church of the Nazarene we recognize the call of God on both men and women. Consideration should be given to worthy candidates of both genders. Congregation and board members may submit nominations in written form. The D.S. will research and contact the potential candidates. The D.S. will send or bring a list of prospective names and resumes. (See page 8 for a form to be used by the congregation or board for nominations.)

4. Research and Review – After the profile has been put together, names submitted, and research done, the board will begin to review possible candidates.

5. Refine – Prayerful narrowing of the list begins. Work the resumes down to a “short list” of five or fewer names using the following process:

ü Vote by ballot until one candidate has a majority. This is your first candidate.

ü Vote on the remaining names by ballot until a second name has a majority.

ü Continue the process until you have completed your short list.

6. Interview –

a) Schedule Interview. The D.S. contacts the first candidate, giving him or her the details from the Local Church Profile (prepared by the board in Step One) and all the information in Step Two. If the candidate agrees to an interview, the D.S. puts him or her in direct contact with the church board secretary to work out the interview details, travel arrangements, etc.

b) “Short List” Revision. The D.S. will always solicit guidance from the board secretary on whether to proceed directly to a subsequent name on the short list if a contacted candidate declines an interview. The church board may:

§ Revise the short list at any time

§ Ask someone to reconsider

c) At the Interview, the candidate and board meet in executive session to get acquainted. The candidate will be given time to ask any questions that she or he deems necessary. Then the board will have an opportunity to ask questions (see list of suggested questions on page 12).

d) After the Interview, the church board decides whether to nominate the candidate—i.e., to refer the candidate to the congregation for a vote. It is appropriate, though not necessary, to take a few days for prayer and thinking before deciding.

e) Vote to Nominate. A two-thirds vote of the church board by ballot is required (¶115). The board secretary calls the D.S. with the vote result. The D.S. reports the vote to the candidate, who may decide to accept or decline the nomination. If the candidate accepts, he or she is simply letting the congregation vote; the agreement to let the congregation vote does not bind the candidate to accept an affirmative vote.

Local Church Pastoral Interview Obligations

Travel: Current IRS rate for mileage.

Meals: $30 a day per person.

Lodging: Preferably a motel, where possible. It would be nice if the prospective pastor and spouse could be hosted for an evening meal.

Tour: A guided tour of the church, the parsonage (or housing possibilities), and the town.

7. Congregational Vote - Announce the vote at two regular services in advance of the vote (¶113.15).

a) Distribute information on the candidate (verbal and, if possible, written) to inform members.

b) Required to elect: two-thirds favorable vote by ballot of church members of voting age (15 years) present and voting (¶115). The manual makes no provision for absentee ballots.

c) The board secretary contacts the D.S. with the vote results.

d) The D.S. contacts the candidate with the vote results.

8. Candidate Response - It’s back in his or her court again. The candidate has 15 days to decide whether or not to accept the call (¶115.1).

9. New Pastor - Transition

a) Make provision for the pastor’s traveling and moving expenses (¶115.4).

b) Begin the pastor’s remuneration on the Monday preceding the first official Sunday of service (¶115.5).

c) “When the New Pastor has Arrived” (see page 13) is a guide with helpful ways to welcome your pastoral family and aid in their transition.

10. Installation Service – The D.S. schedules this service as soon as practical after a pastor begins serving. Service objective: to celebrate unity and direction concerning the will of God (¶115.3).

Spokane First Church of the Nazarene

Pastoral Search Survey

As our church body begins the process of seeking a new pastor, the church board sincerely desires input from everyone who considers this church to be their church home. Would you please provide your input by responding to the following items? Your insights and contribution are greatly appreciated. The biblical qualifications for pastors are recorded in such passages as II Timothy 4:1-8, Titus 1:6-9, and I Peter 5:1-4. The list below is simply information to assist us in the process locally.

- The Church Board

A. A wide variety of ministerial skills are necessary for a healthy, growing, vibrant church. The following list identifies some important skills for our future pastor.

· Pulpit skills (preaching/teaching/evangelism)

· Leadership ability (setting the direction/visionary)

· Relational abilities (personable/outgoing/intergenerational)

· Pastoral care (weddings/funerals/counseling/visitation)

· Ability to inspire and work with others (motivator/boards/multiple staff)

Are there other characteristics and skills you feel should be considered?

1) ______________________________________________________________________________

2) ______________________________________________________________________________

3) ______________________________________________________________________________

B. What do you consider to be the three greatest strengths of our church?

1) ______________________________________________________________________________

2) ______________________________________________________________________________

3) ______________________________________________________________________________

C. What do you consider to be the three greatest needs of our church?

1) ______________________________________________________________________________

2) ______________________________________________________________________________

3) ______________________________________________________________________________

D. □ Member □ Attender

E. Although we are not requesting your name on the form, it will be helpful if you will indicate your age:

□ 10-19 □ 20-29 □ 30-39 □ 40-49 □ 50-59 □ 60-69 □ 70 & Over

F. Please indicate how long you have been associated with the church:

□ less than a year □ 1-2 years □ 3-5 years □ 6-10 □ 11-20 □ over 20 years

Please use the back of this sheet for any additional comments and suggestions that you would like to make to the District Superintendent and/or church board.

Proposed Financial Package

As you plan the compensation package approach it on 3 levels:

The actual compensation—to provide cash and housing for your pastor;
The benefits—to care for the pastor’s family as well as his/her future;
The cost of ministry—to enable your pastor to pay for the things related to the work you expect.

The compensation for your pastor

Salary (weekly) _____________________

Parsonage: _____ Yes _____ No

If no, then Housing allowance _____________________
If providing a parsonage will you pay utilities _____ Yes _____ No

Benefits for your pastor and family

Health insurance ______Yes ______No

Dental insurance ______Yes ______No

Life insurance ______Yes ______No ____________ Amount

Tax-sheltered annuity ______Yes ______No ____________ Amount

Social security _______1/2 ______Full

Other: ___________________

Number of weeks of paid vacation ____ (see 2007 district journal, pages 66-67, “Pastoral Support”)

The cost of ministry (monthly allowance to be reimbursed)

Automobile _________________

Hospitality _____________________

Professional library __________________

Other (continuing ed, conferences…) _____________________

Questions to clarify expectations

Are salary and benefits reviewed at least annually?

Is the pastor expected to take at least one day off per week?

Are there objections to the pastor’s spouse working?

Are times away to attend church related activities encouraged and paid for?

Is the pastor allowed time away to hold revivals, faith promise conventions, speak at camps etc.?

Is continuing education encouraged and included in the budget?

Reminders:

You need to pay all expenses (mileage, housing and meals) for interviews.
A pastor’s pay begins on the Monday prior to the first Sunday.

Spokane First Church of the Nazarene

Pastoral Nominee Prospect

I would like to suggest for new pastor...

*Name of prospect _______________________________________________________________

Present assignment _______________________________________________________________

How long at present assignment? ____________________________________________________

Why do you feel this person would be a good leader/pastor for this church?

_____________________________________________________________________________________

Are you personally acquainted with this person?

____________________________________________________________________________________

Is this person an ordained or licensed minister in the Church of the Nazarene? _________________________

Your Name __________________________________________________________________________

*Note: Please do not personally contact the person you have suggested for consideration. This form is to be submitted to the church board, who will be working with the district superintendent through this process.

Spokane First Church of the Nazarene

Pastoral Nominee Prospect

Joseph Umidi has written a book entitled Confirming the Pastoral Call. Below are a few insights that might be of help to you.

Ų Long term relationships aren’t built on infatuation but on bonding of common values.

A lack of depth in the “courtship” process leading up to the calling of a pastor to a church results in short-term pastorates that cannot withstand the stress of conflict.
Protestant ministers who quit the ministry each year has grown to one in six.
The most effective and enriching church ministries are those that are led by pastors who have invested at least 6 years in the same church.

In the past 20 years the average tenure has decreased from 7 to 4 years.
A significant part of this crisis stems from an incomplete and often haphazard approach to matching a church’s needs with a pastoral candidate’s strengths and calling.

Building trust and sharing the vision must be addressed clearly in the “courtship season” before a leader is called. We must minimize the chances of relational “divorce”.

Ų A first step in successful leadership transition is an effective strategy for dealing with the past. Well managed closure prepares the congregation for beginning the new courtship process and helps them to remain open to receiving and accepting the unique ministry of a new leader.

It is difficult for a congregation to bond with a new pastor if they are still looking back for closure or a blessing from, in this case, a spiritual father.

Ų A study on transitions yielded the results that 80% of those interviewed identified a lack of prayer strategies in the transition for both the church and the board.

Consider a study of Revelation 2 & 3 and address the issue of how the Lord views your church.
1. What would he commend?
2. What would he rebuke?
3. What corporate sins from your history need to be repented of so healing can take place?
Communicate regularly with intercessors during the transition time.

Ų Along with the sin of prayerlessness is the sin of under-communication. When the church is in transition it means every person is also in transition. Communicate what you can on a regular basis.

Ų The work of the board:

The board will seek to uncover the depths of candidates’ character and calling.
The most common reason for recruitment mistakes: we were in a hurry to find a pastor. If the pressure is on, enlist a part or full-time interim pastor. This role is helpful if the church has experienced serious conflict or if the search has resulted from the departure of a long-term pastor.
You must have clear understanding whether the interim will be considered as a prospective candidate.

Ų Mission statements and resumes tend to answer the questions, “what are we doing?” or “what have we done?” A statement of core values answers the questions, “why are we doing what we’re doing?”

Ų There’s a tension between wanting to put your best foot forward in your profile and wanting to portray a realistic picture of the church. It is time for the evangelical community to err on the side of humility, honesty, and integrity in the candidating process.

§ Look for character signs that reveal the issues of the heart and not just things such as personality, appearance, poise, and charisma.

§ Key character signs that reveal much about a leader’s heart.

§ Family—whatever behavior is evidenced here will show up in relationships with the church family.

§ Speech patterns—how do they talk about others, including controversial Christian leaders?

§ Money—how do they manage personal and family finances?

§ Suffering—how do they respond to disappointment, stress or situations that can’t be controlled?

§ Time—do they leave any margin in life?

Ų Assess the candidate’s vitality in key areas of spiritual health.

o Worship: Allowing for the different temperaments, talents, gifts, and styles of effective leaders, there is still no debate needed on the value of spiritual passion for Christ in the life of a leader. A leader cannot take others where they haven’t been—or where they once were years ago.

o Prayer: Studies reveal that the average pastor in America prays 22 minutes a day. Where do they pray? How do they pray? What hindrances do they experience in prayer? What role does prayer play in their family? What books do they have on prayer? How do they teach on prayer? What part would prayer play in the life of this church if they were called here? How would they help to make prayer more meaningful in the lives of other leaders?

o Word of God: like the disciples on the Emmaus road a pastoral candidate ought to be able to communicate how their heart “burned within me” as they read, studied, prayed over, and obeyed God’s Word during the past month. What scriptures have “leapt off the page” and illuminated your heart and mind recently?

Ų Check references thoroughly.

o Don’t be too quick to make a decision based on what you “see” on paper or “feel” from an interview.

o Give candidates a chance to either “come clean” or “come away” from the search process.

o Get references from those who have been in authority over the candidate, as well as peers and subordinates

Ų Avoid "thus saith the Lord" proclamations.

o Spiritual hunches, impressions, or prophetic utterances not only minimize the perceived need for reference checking, but also undermine or sidetrack thorough discussion, reflection and prayer.

o If the Lord has indeed spoken the group process will confirm it.

Ų Key in on conflict resolution

o Asking probing questions about conflict-resolution style can bring patterns to the surface.

o The inability to resolve conflict is the number one reason cited in exit interviews for prematurely leaving a ministry position.

o Research and feedback confirms that more staff relationships are maimed and handicapped by unhealthy conflict-resolution practices than by anything else in Satan’s arsenal.

o Ask them to identify the value they place on allowing healthy conflict.

o A leader’s integrity is primarily measured by how they treat people when they are under pressure.

Ų Never call someone without asking about a time of brokenness. If the description is laced with bitterness, anger or resentment, you know the walk through the valley with the good shepherd is not complete.

o Ask them to describe any experiences of shattered dreams, like Joseph in Genesis 37.

o Ask your ministry candidates to describe how God used “pit” and “prison” time in their development.

Ų Ask what authors and ministry leaders have mentored them, and how their life is different as a result.

Ų Look for evidences of a leadership vein.

o Positiveness—this can change the working climate of a ministry organization from artic to tropical

o Follow-through

o Self-discipline—time and emotions. By taking full responsibility for one’s own emotional state while dealing with turbulent feelings in others, the self-disciplined leader has a freedom to love people who are being unlovable.

o Communication skill—would-be leaders who cannot connect with teens or young adults, at least on a one-to-one basis, will have a difficult time leading the church into the 21^st century.

o The hardest candidates to evaluate are those under great pressure to leave their present ministries.

Pastoral Interview Guideline

Here are some topics you may want to explore with a prospective pastor:

1. How do you view your role as a pastor? What is your philosophy of ministry?

What are your expectations for the laity?

3. How would you describe your preaching style?

Describe for us a typical worship service as you see it. What are the ingredients?

5. What is your concept of pastoral care, calling, counseling, etc.?

6. How do you approach evangelism and discipleship in the local church?

7. What is the best approach to membership training as you see it?

8. How do you preach and teach on holiness?

9. Give us some idea of how you see the church being administered (financial, managing people, staff relationships and accountability, delegating).

10. Where do you see your greatest opportunity for personal growth?

11. How do you feel about your family adapting to a new location?

12. How does your spouse feel about ministry?

13. What have you found to be your greatest strengths and weaknesses?

14. What do you expect from church board members?

15. What are your personal priorities?

16. How do you deal with personal devotions?

17. What is your philosophy of youth ministry? How do you work with staff?

18. How do you perceive the role of missions in the local church?

19. Who do you look up to? What authors and/or ministry leaders mentor you?

20. How would you approach Christian Education?

21. Describe your prayer life and how it affects you. What role would prayer take in our church?

22. What passages of scripture have leapt off the page and enlightened your heart and mind during the last month?

23. Describe a time of brokenness in your life. Do you have any experiences of shattered dreams like Joseph? How did God use the “pit” and “prison” to develop you?

24. What is it about our church that appeals to you?

25. Why do you want to leave your present position?

26. How would you describe your leadership style?

27. Is there anything else we should know about you?

28. Would you accept this position if it were offered to you?

When the New Pastor has Arrived

1. The church board is responsible to offer their pastoral family all possible assistance to aid in comfortable settling into a new home and assignment:

A. Provide subscription to local newspaper and mail pictorial church directory as soon as the pastoral call has been accepted.

B. People waiting to help unload if needed and desired.

C. Parsonage clean and warm/cool and the refrigerator/cupboards stocked, or a food pounding.

D. First meal provided.

2. An appropriate “Welcome Reception” should be provided at a time mutually agreeable, and effort made to solicit maximum attendance of the church constituency. Present a “house warming” gift to pastor and spouse, and special individual gifts to each of the pastor’s children. (A wonderful practice for a church is to continue remembering members of the pastor’s family at birthdays and anniversaries, Christmas, and other special occasions.)

3. Let your pastor be the unique person God created. Do not try to squeeze him or her into a previous pastor’s mold. Avoid making comparisons with the past. Recognize the necessity of time for a new pastor to find their leadership direction.

4. The church board can greatly assist the new pastor by having a packet ready to present immediately upon arrival, containing such items as:

A. Full key sets (each labeled) for church and parsonage.

B. Current statistical and financial resumes.

C. Up-to-date membership and prospect list with accurate addresses and area maps.

D. List of members and prospects needing special attention: sick, aged, bereaved, new converts, etc.

E. Map of church property showing various uses of each room in the church buildings.

F. Helpful community information (locations of clinics, hospitals, schools, lists of emergency numbers, etc.)

G. Copies of any congregation-adopted building, property, or growth plans which may be underway.

H. In the initial board meeting with the pastor, review the financial arrangements you expect to follow (salary, expense reimbursement, etc.). Assure the pastor of concern for his or her material and spiritual needs. Every board should review pastoral compensation policies at least annually, and make regular adjustments for cost of living increases. Be sure the new pastor understands the church’s policy for vacation times.

Spokane First Church

Board Member Profile

Name: ___________________________________________________________________________________

Address: _________________________________________________________________________________

Home Phone: __________________________________ Work Phone: ________________________________

Years in Church: ___________________________________________________________________________

Employment: ______________________________________________________________________________

Status: (circle one) Married Single Widowed Divorced

Spouse's Name: ________________________________________ Years Married ________________________

Children's Names: ________________________________________ Age: _____________________________

________________________________________ Age: _____________________________

Church Responsibilities: _____________________________________________________________________

_________________________________________________________________________________________

Brief Personal Testimony: ____________________________________________________________________

_________________________________________________________________________________________

Complete and return to the Church Board Secretary

Great Commission Conscience Survey - How to Identify It

□Yes □No I see the primary purpose of our church as responding to the Great Commission.

□Yes □No I have participated in an outreach training event in the last year.

□Yes □No I have invited an unchurched friend/relative to a church event in the last six months.

□Yes □No I would support a motion to designate at least 10% of our church budget to outreach events/training/activities.

□Yes □No I would prefer the pastor call on non-members more often than members.

□Yes □No I would be willing to take a new member/visitor home for dinner once every six months.

□Yes □No I have intentionally introduced myself to a new member or visitor in the past month.

□Yes □No I have talked to an unchurched person about my faith in the past three months.

□Yes □No I have prayed for a specific unchurched person in the past month.

□Yes □No I would be willing to be a pioneer in a new group or new church fellowship to help reach people.

_____ _____ Totals

Complete and return to the Church Board Secretary.