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Administration
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| Board members Henry Panowitsch and Tom Bittinger consult with resident teacher Dokai Georgesen. |
Organizational structure
Hokyōji Zen Practice Community is governed by a board of directors, as described in its articles of incorporation. Its bylaws further define the role and scope of the directors. In general,
it is the responsibility of the board to define the organization’s mission and to provide overall leadership and strategic
direction. It actively sets policy and ensures that adequate resources are available to carry out the mission; annually it evaluates its own effectiveness as a governing body and the effectiveness of the organization
as a whole in meeting its goals.
In addition, a series of committees aid and support the board and the resident
teacher in carrying out their mission and achieving their objectives. Mirroring the structure of Zen temples in Japan,
these committees will focus on three areas: administration (finance, communications, infrastructure), facilities (planning,
maintenance, construction) and practice (programs, teaching). The Retired Leaders Fund effort has its own committee.
These groups bring additional skills and expertise to the organization and allow
for the participation of interested participants from outside the board.
As resident teacher, Dōkai Georgesen oversees the general spiritual condition and direction of the Hokyōji community.
As an ex officio member of the board, he works with the directors and committees,
including the Retired Leaders Fund Committee, to make Hokyōji’s vision statements a
reality and achieve its goals. He also aims to provide effective and vibrant teaching, in the form of dharma talks, retreats
and sesshins and individual counsel, that inspires confidence and also challenges the community to deepening its spiritual
growth.
Dōkai is working to develop a wide variety of practice programs that will meet the needs of those who come from diverse circumstances, and to provide training to disciples, both lay and
ordained, through personal modeling, mentoring and programming.
As part of its emerging organizational structure,
Hokyōji will also seek to develop and implement a residential practice program. The
addition of one or more resident lay or clerical practitioners will provide support to the resident teacher to maintain the
buildings and grounds, complete domestic and administrative work, deepen the spirit of community practice, and provide for
continuity of practice when the resident teacher is away. The presence of residental practitioners will help enable Hokyōji
to carry out its existing programming activities and expand its offerings with new events. Others outside of the immediate
residential community will be able to witness the community practicing harmoniously
together and to easily join it when their circumstances permit.
Short term and mid range goals
Fundraising and development
Overall goal: Ensure
that resources exist to cover both annual operating expenses and special capital projects.
• Create
and maintain positive relationships with donors that encourage them to support
Hokyōji.
• Develop contact
lists comprising event participants, donors, volunteers and friends of the community
who have made some commitment to Hokyōji.
• Identify
potential donors and communicate with them about opportunities for giving.
• Determine
the resources needed to care for the physical plant in the short and long term, and
develop a plan to generate them.
• Identify
initiatives most likely to gain financial support from donors (new buildings, support
for the resident teacher, meaningful program offerings) and consider creating fundraising
efforts around these.
Practice and programming
Overall goal: Provide
a variety of Buddhist practice and program opportunities that meet, support, nourish and enrich the lives all people who are
wholehearted seeking peace and refuge, whatever their life circumstances may be.
Provide opportunities for serious and intensive practice, as well
as events for new practitioners
• Develop
and offer introductory retreats, women’s retreats, etc.
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Continue and to expand offering retreats led by teachers closely associated with the Dainin Katagiri Roshi lineage
• Offer
special retreats by recognized teachers outside of the Katagiri Roshi lineage
Provide opportunities for experiencing and building community practice
• Offer retreats
on learning how to share communication respectfully, openly, honestly, and
compassionately within the community environment
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Continue and expand practice periods featuring limited coming-and-going of participants
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| President Jeff Eko Kelley leads discussion. |
Facilities
Overall goal: Ensure
that Hokyōji’s facilities are safe, appropriate and accommodate practice.
• Create
a master plan for the existing site and its structures and investigate its feasibility.
• Create
a master plan for the original designated site and investigate its feasibility.
• Ensure
that appropriate facilities are available to accommodate current practice while anticipating
and planning for future needs and opportunities.
Governance and administration
Overall goal: Ensure
a governance and administrative structure that is participatory, consensus oriented, accountable, transparent, responsive,
effective and efficient, equitable and inclusive and follows the rule of law.
• Ensure
that Hokyōji is in compliance with all applicable local, state and federal requirements
for nonprofit corporations.
• Ensure
that all necessary governance documents are in place and that all operations are
in compliance with them.
• Ensure
that a solid administrative infrastructure is in place to support all goals and activities.
Personnel
Overall goal:
Ensure that Hokyōji has the necessary skills, abilities and expertise to
meet its goals.
• Determine
what specific skills will be needed to meet Hokyōji’s short and mid-
• Recruit and develop board and committee members
with the necessary skills
• Provide
for the needs of the resident teacher: compensation, job description, housing,
training, practice, community, rest and
self-care, annual status review.
• Conduct
succession planning such that strategies are in place to temporarily or permanently replace
the resident teacher when necessary.
• Identify
and install one or two additional resident practitioners.
• Ensure
that all staff and volunteers are valued and communications are conducted with
harmony, good will, honesty, trust and compassion.
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