Steady governance in a season of change

At Calvary Women’s Services in Washington, D.C., I often meet women at the beginning of transformation. Not long ago, I sat with a woman who had fled domestic violence and was living in unstable housing. She was exhausted and unsure whether change was even possible. What made the difference for her was not one dramatic moment, but steady support, including case management, counseling, job training and a community that stayed with her. Over time, consistent structure, clear expectations and people committed to her long-term success helped her secure permanent housing and stable employment.

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Transformation requires steady leadership. That lesson has shaped my work for more than 30 years in the nonprofit sector, and it now shapes my service on the Unification Commission (UC) of the Presbyterian Church (U.S.A.).

It had been many years since I had served on a body of the church. Earlier experiences in denominational leadership, including service on the Central Committee of the World Council of Churches and justice-focused committees within our denomination, had been formative. Still, I did not anticipate returning to this kind of service until the call came again, this time through the voice of an old friend. Serving as an elected member of the UC has allowed me to bring my experience as a nonprofit executive into this pivotal season in the life of our church.

In one of our first meetings, the Commission identified five key principles to guide our work: to be relational, streamlined, nimble, justice-focused, and vision-driven. These principles were not aspirational language. They shaped how we structured agendas, organized committees and made decisions. We committed to rooting the Unified Agency firmly in the mission and polity of the PC(USA), while also learning from nonprofit practices in strategic leadership, governance and accountability.

That commitment was reflected in how we conducted our work. Collaboration and engagement were prioritized through working committees and consultations; thoughtfully designed agendas kept meetings focused on the most critical decisions. A sustained commitment to diversity and inclusion shaped both process and outcomes, reinforcing our conviction that faithful governance requires many voices at the table. Budget and finance were treated not simply as administrative tasks, but as expressions of mission and stewardship. We regularly paused to evaluate our own effectiveness, asking whether we were listening carefully, communicating clearly and supporting those experiencing the uncertainty that accompanies change.

One of the Commission’s early and significant decisions was the creation of a single executive leadership role — Stated Clerk and Executive Director — and the naming of the Rev. Jihyun Oh to serve in that capacity. Throughout this transition, the Commission has paid close attention to the relationship between the governing body and the Stated Clerk and Executive Director. Clarifying expectations, providing support and strengthening the partnership are essential to ensuring strong and accountable leadership in the years ahead.

As the Commission’s work moves toward the formation of a new governance structure for the Unified Agency and presentation of our work to the General Assembly in 2026, our focus increasingly turns to the future. Strategic recruitment, clarity of roles, honest evaluation of our work and intentional orientation and knowledge transfer to the new governing body are all essential to long-term success. The goal has never been merely structural change, but cultural change — laying a foundation for faithful and effective governance.

Having served alongside many nonprofit boards over the years, I know that occasionally there is a particular combination of people who generate something extraordinary. Through shared vision, disciplined work and strong leadership, such boards achieve goals that bring lasting growth and meaningful change. I am admittedly biased, but I believe there was some of that “extra magic” in the work of the Unification Commission. Not because the work was easy, but because of the seriousness and care with which it was undertaken.

In nonprofit leadership, strong governance rarely calls attention to itself. No one celebrates a clarified reporting line or a carefully revised policy. Yet later, when programs function more smoothly and outcomes improve, the fruit becomes visible. My hope is the Commission’s work will spark new life, renewed energy, deeper commitment and greater faithfulness across the PC(USA), strengthening the church’s capacity to serve God’s world with courage and imagination.

Kris Thompson is a member of the Unification Commission and the chief executive officer of Calvary Women’s Services in Washington, D.C.