THE VIEW FROM THE FIELD: CONSIDERATIONS
OF SYNOD LEADERS
REGARDING THE RECOMMENDATIONS OF THE MID
COUNCIL COMMISSION
Prepared by leaders
of fourteen PC(USA) synods (complete list below)
Summary
·
The gathered synod leaders appreciate the work
of MCC2 and share their vision to repurpose synods as missional communities with
an emerging sense of “purpose, partnership, context, and call.”
·
We endorse Recommendation 4 (Standing GA
Committee on Mid Councils) as a way of increasing accountability and guidance
for synod mission.
·
We oppose Recommendations 1 and 3 (and by
extension, Recommendation 2) because
o They
impede the transformation of synods as missional communities by replacing the organic change process that is currently working with an
imposed structure and process;
o They
make contextualization of mission more difficult by increasing the distance
between decision-makers and mission contexts, and introduce problems of scale;
o They
misdirect financial and human resources and energy away from mission to focus
on structural and relational issues attendant to merger;
o They
operate on a false assumption that having larger synods will invigorate
mission.
·
We express concern over the proposed process of boundary
realignment due to lack of clarity concerning responsibility and funding, and
vagueness of the charge.
A Way Forward
We the gathered executive leaders of diverse synods of
the PC(USA) are grateful for the hard work of discernment undertaken by the
General Assembly Commission on Mid Councils (“MCC2”). We share with the
Commission a vision for the repurposing of synods as communities with an
emerging sense of “purpose, partnership, context, and call,” and for greater
accountability and mutuality in the pursuit of contextually identified mission
goals. While we may differ in our assessment of the current state of synod mission
vitality, and the need and process for boundary realignment, we wholeheartedly
endorse Recommendation 4 of the MCC2 report as a helpful contribution to the
ongoing revitalization of the missional purpose of synods:
4. In
order to ensure that the responsibilities listed in G-3.0502 are fulfilled,
establish a “Committee on Mid Councils” and charge it to engage in a process
for the ongoing strengthening and nurturing of the mid councils of the
Presbyterian Church (U.S.A.), with particular emphasis on collaborating with
the synods of the Presbyterian Church (U.S.A.) to support clarity as to
their ecclesial and missional identity, purpose, structure, and strategies by
amending Standing Rule C.1.a. as follows: [Text to be added is shown as
italic.]
“a.
The Stated Clerk shall propose the number and designation of assembly
committees to the General Assembly, which
shall include a Committee on Mid Councils. The
Stated Clerk shall present the proposed committee structure to the General
Assembly for consideration and ratification at the first assembly meeting at
which business is transacted. In making these proposals, the Stated Clerk shall
consult with the appropriate General Assembly entity or entities, and may
consult with other persons.”
We support the goal of fostering partnership and
collaboration with the General Assembly in holding synods accountable to their
mission goals, and to their ongoing participation in Christ’s mission in the
world. The creation of a General Assembly Standing Committee on Mid Councils is
one way to accomplish this without the disruption, expense, and distrust
created by forced synod realignment.
Nevertheless, as the Assembly considers the
recommendations of MCC2, we wish to draw their attention to the following
considerations. The concerns and questions fall into two categories: those
which arise from recommendations 1 and 3 which we believe should prompt the
Assembly to vote “no” on those recommendations, and possible issues regarding
the process envisioned that would need to be addressed should the
recommendations be adopted.
Considerations
Arising from Recommendations 1 and 3:
1. Direct
that a new configuration of synod boundaries be established through a
collaborative process between the synods and presbyteries resulting in no more
than eight larger regional synods, each with an emerging sense of purpose,
partnership, context, and call. The synods shall report to the 222nd General
Assembly (2016).
3. Recommend
that the 222nd General Assembly (2016) direct its Moderator, in consultation
with the Stated Clerk, to appoint an administrative commission for the
following purposes:
a. To
assist synods and presbyteries who have been engaged in a substantive plan for
reconfiguration but have been unable to resolve particular issues in their
process.
b. To
recommend to the 223rd General Assembly (2018) the boundary changes necessary
to achieve a total of no more than eight synods, if there remain synods and
presbyteries that have been unable or unwilling to engage in a collaborative
process of reconfiguration.
1. Issues of
mission vitality and purpose
a. Resource misdirection. Mergers redirect time, energy,
and resources inwardly rather than outwardly. Even a simple merger will require
attention to many legal, structural, and cultural issues. The history of such
mergers at both presbytery and synod levels suggests that even a simple merger
would require several years and tens of thousands of dollars to complete
successfully. Should synods be geographically divided, legal expenses related to
asset distribution can add significantly to that total. A single civil case
over asset distribution could impact both mission effectiveness and available
resources catastrophically.
b. Forced partnership. Recommendation 1 envisions mergers
that foster “an emerging sense of purpose, partnership, context and call.” These
require two elements, trust and relationship, which take time to
develop. Mergers created under time constraint or by fiat of the General
Assembly are not conducive to developing vital partnerships with a shared
purpose.
c. Mission strategy disruption. MCC1 served the purpose
of igniting conversations within and among synods, resulting in significant
transformation of existing synods. This is not the same PC(USA) as existed in
2010. Fifteen of 16 synods have already or are in the process of leadership
transition, usually accompanied by transforming missional discernment and
restructuring. Synod transformation is already happening under existing
structures. Artificially disrupting this with mergers and new discernment
processes undercuts the very intent of the recommendations and drains
enthusiasm and inertia from these initiatives. Now that synods have engaged the
process in good faith and with exciting results, why undercut it?
d. The creation of ever larger synods creates increased
obstacles to building the relationships necessary for vital mission and
discernment. Thousand-mile reaches in some synods would result in fewer face to
face meetings, and increase travel weariness among commissioners.
2. Issues of
mission context. The forced consolidation of synods raises concerns related
to mission context:
a. There are historical issues and relationships that are
not resolved easily or quickly (e.g., Northeast/Trinity; SoCal & Hawaii/Pacific).
b. Some contiguous synods share little in common
regarding theological orientation and mission culture. For example, there would
be problems with a programmatic synod (Lakes and Prairies) being consolidated
with a reduced function synod (Rocky Mountains). A synod which does not receive
synod per capita (Sun) would have budgetary and financial issues with one that
does (Mid-America). Synods with clearly divergent theological orientations
(e.g., Covenant/Living Waters; SoCal & Hawaii/Pacific) would have greater
difficulty building trust and relationship.
c. Presbytery issues must be resolved first. Many
presbyteries are in a process of mission discernment for a variety of reasons. These
presbyteries require a “holding environment” – a safe and stable synod context
to explore their options. In some cases (e.g., Sierra Blanca in the Synod of
the Southwest), those options could have direct bearing on synod boundaries. The
highly contextual nature of mission discernment requires that structural
realignment happen organically from the local context outward and upward. Top-down
strategies inhibit rather than foster purpose, partnership, context, and call.
3. Issues of synod
parity. The merger of whole synods poses concerns of parity of synods, and
problems of scale. The denomination has geographically small synods with high
membership, and geographically large synods with low membership. Merging
contiguous synods into no more than eight from the current sixteen could lead
to scenarios such as:
·
A synod stretching from Canada to Mexico with
less than 3.6% of the total PC(USA) membership (Rocky Mountains/Southwest; 2012
statistics)
·
A synod of relatively small geography with over
20% of the total PC(USA) membership (Northeast/Trinity), or one of medium
geographical size with over 28% of total PC(USA) membership (South
Atlantic/Mid-Atlantic)
There are comparable issues of parity regarding financial
contributions, which roughly parallel membership. Endowed and reserve assets
vary widely among existing synods. The disparity could increase significantly
with regional mergers. In addition, unequal proportionality of representation and influence would
continue to be a problem.
The
sixteen synods of the PCUSA
4. Important
questions to consider
a. Does forcing
structural change at the mid-council level invigorate mission? This option
is already present and available to synods and presbyteries should they
determine it is advantageous to their mission strategy.
b. Are top-down
strategies the best way to address mission contextually? 21st
century mission is highly contextual. Recommendation 1 recognizes this, but the
effect of both Recommendations 1 and 3 is to remove mission revitalization from its local context. Synod mission
revitalization is already happening under current polity and structures. The
existing mechanisms are working and do not need to be modified.
c. In light of the
significance of context to mission, how is moving to fewer synods going to
benefit the church? The argument that a more functional synod could benefit
a less functional one through merger is a red herring. Mergers are as likely or
more likely to generate dysfunction as they are functionality. There are
alternative ways of caring for less effective synods that do not risk what is
already working well.
d. Is synod
realignment a “quick-fix” approach to a church-wide and trans-council problem?
The issue of mission structure needs to address the whole governance system
from sessions to the General Assembly.
Considerations
regarding implementation should the recommendations be adopted
1. The “collaborative process”. Recommendation 1 calls
for “synods and presbyteries” to engage in a “collaborative process” resulting
in a proposal for realignment. It is not clear from the recommendation what is
intended by the word “collaborative”. Is it intended that synods and
presbyteries would participate as full partners in this conversation? That
synods and presbyteries would have common participation but differential roles
and responsibilities? Or, that synods would be required to consult with
presbyteries in the realignment process? If the first, the process as
envisioned raises constitutional questions regarding the processes of mission
coordination and oversight required by our Constitution by shifting greater
authority for regional mission strategy to presbyteries. This could have real
consequences for relationships between councils within specific contexts.
2. There are no provisions or mechanisms to assure
representation of historic, emerging and marginalized communities in the
consultation and implementation process. These communities have historically
looked to synods for representation and inclusion. We feel that the proposed
process would further alienate these constituencies.
3. Funding and facilitating the process. The report does
not include a statement of financial implications for the process, suggesting
that the cost of the necessary gatherings and consultations to effect a shared
recommendation would be borne by the synods as an unfunded mandate. We believe
a skilled facilitator from outside Office of the General Assembly would be
required to guide the conversation among 16 synods and 172 presbyteries. This
would also require significant lead time to fit schedules and to develop a
process that engages the necessary conversations.
4. Vagueness in the charge. The charge that “synods shall
report to the 222nd General Assembly (2016)” leaves open the
possibility that there could be multiple reports and competing recommendations.
Apart from a clear shared process, synods might be tempted to enter into
preemptive partnerships and/or competitive postures that are contrary to our
calling to be a community of “faith, hope, love, and witness.”
Synod leaders
contributing to this report:
Covenant: Raafat Zaki; Lakes and Prairies: David
Crittenden; Lincoln Trails: Carol McDonald; Living Waters: Terry Newland; Mid-America:
Landon Whitsitt; Mid-Atlantic: Warren Lesane; Northeast: Harold Delhagen;
Pacific: Jane Odell; Rocky Mountains: David Ezekiel; South Atlantic: Heahwan
Rim; Southern California & Hawaii: Doska Ross; Southwest: Conrad Rocha; Sun:
Dan Saperstein, Valerie Young; Trinity: Bruce Stevens. Synods are listed for
identification purposes only.
____________________________________________
Appendix: Summary of Synod Changes and Initiatives
since 2010
Alaska-Northwest: In 2013, the synod adopted a minimum function
model, eliminated all synod programs, and distributed real and financial assets
to presbyteries. The synod convenes the
minimally required once every two years.
There is no synod office; and one part-time stated clerk is the only
employee.
Boriquén (Puerto Rico): In
2012, following the report of the Special Committee on the Administrative
Review of Boriquén, appointed by the Moderator of the 219th General Assembly,
many changes have taken place in Boriquén.
Among those changes, the use and focus of the Synod’s camp at Guacio has
been altered to include a working farm where local people are employed to raise
crops, provide food for the local community, and, while providing employment, is also a form of
teaching new farming techniques. The
Synod has also begun to engage that part of
Puerto Rico that is predominantly Roman Catholic by reaching out to the
poorest of the poor to address needs of after-school care, hunger and clothing.
Covenant: The Synod of the
Covenant has undergone several visioning and discernment processes in the last
seven years. New vision and objectives were identified and mission/ministries
redeveloped, and organizational re-alignment successfully implemented. In addition to resourcing and supporting the
mission of its presbyteries, the SOC focuses on marginalized communities in
relation to social justice and health care, hunger and poverty, and
incarcerated and returning citizens.
Lakes and Prairies: The
Synod of Lakes and Prairies is experiencing a transition facilitated by two
different task forces focused on the future since 2010. During this transition
the Synod has been in regular conversation with the Synods of Lincoln Trails
and Mid-America exploring possible synergies, and its 16 presbyteries are
exploring new ways of meeting, staffing and providing resources to their
congregations. The Synod will see significant staffing changes in 2015.
Lincoln Trails: The Synod of
Lincoln Trails is in the midst of a season of transition. Even as we anticipate the retirement of our
Executive, we continue our commitment to developing, nurturing, and supporting
leaders across our region - working with newly ordained Teaching Elders,
Commissioned Ruling Elders and those preparing for the specialty of
Transitional Ministry. We enjoy
partnerships with the Synods of Mid-America and Lakes and Prairies as we
support the new “Just.Good.Food.” hunger initiative and Theocademy.
Living Waters: The Synod of
Living Waters continues to be focused on the shared ministry of our
presbyteries and their congregations. Facing the changing landscape of Mid
Councils in recent years, the synod transitioned into a virtual and paperless
office, downsized our staff, and secured administrative support by contracting
with one of our presbytery’s office and staff. The moves have served to
strengthened our global mission project (Living Waters for the World), our
extensive support of Campus Ministry across our region, and our presbyteries in
their support of one another and their congregations.
Mid-America: The Synod of
Mid-America’s life and purpose is centered around a set of 12 Missional
Priorities, each naming a particular group we intend to serve and the tangible
ways our work will benefit them. Various
programs to emerge from this approach include Theocademy (a free video
education series), Gathering for Pastoral Sustenance (serving new pastors), and
the Innovation Fund (working with our presbyteries to fund new ministries),
among others. Additionally, the Synod engages in traditional direct presbytery
support through an Executive Forum, support for staff searches, and other
resourcing needs.
Mid-Atlantic: The Synod of
the Mid-Atlantic is excited about resourcing 14 presbyteries by providing
information, encouragement, and finances. After 12 years of transition and
transformation, four committees composed of synod commissioners place
significant energy and effort into providing scholarship for students (high
school and seminarians); grants to small churches, retired pastors, special
funding for presbytery initiatives when two or more presbyteries come together
around a common mission project, gatherings for racial ethnic caucuses,
Presbyterian Women, Women of Color, Presbyterian Men and related groups.
Northeast: The Synod of the Northeast has been
engaged in a significant process of discernment regarding its future call and
purpose. We have now adopted a New Way Forward (www. synodne.org) which charts our missional calling
and purpose moving into God’s future. This includes a renewed understanding
that we are a regional community of presbyteries and congregations learning to
respond to God’s call to become agents of divine justice, transforming the
Presbyterian Church (U.S.A.) in the Northeast into a community of hospitality
and welcome for all.
Pacific: The Synod of the
Pacific is a 'Mission-Support' synod in addition to performing its required
ecclesiastical functions. The Synod provides
comprehensive support services for its presbyteries and congregations in
fulfilling the mission of the church by providing administrative, financial
investment and loan, personnel, health and benefit, and mission treasury
services; in addition to funding opportunities for multi-presbytery gatherings
and workshops around common interests. A
significant benefit of the Synod's Services is the excess revenue generated
each year which is distributed back to its eleven presbyteries for their
mission and ministry.
Rocky Mountains: The Synod
of the Rocky Mountains initiated downsizing in 2007 which has resulted in the
elimination of almost all programming, the dissolution of most staff positions,
the disencumberment of property, and the movement towards reduced
functioning. The Synod has chosen to
give itself to supporting and resourcing its eight presbyteries – the locus of
mission, vision, and ministry coordination in the various regions within the
Synod. The Synod of the Rocky Mountains
has chosen to pour its remaining resources and assets into supporting the
presbyteries so that each may effectively navigate the difficult challenges of
huge geographical size, diminishing funding streams, declining church
membership, and shifting cultural climate.
South Atlantic: The Synod of
South Atlantic has accomplished a major revision of the Manual of
Administrative Operations and restructuring of committees to align the Synod’s
support to ever changing ministries in the bounds of the Synod. Currently the Synod of South Atlantic engages
with a variety of Network Ministries for its sixteen Presbyteries and its
racial ethnic groups, as well as specific types of groups (i.e., network of
smaller congregations, chaplains’ group, etc.).
The Synod also has realigned financial assets to provide ministry grants
to various groups (seminary students, Christian educators, Campus ministries,
etc.).
Southern California &
Hawaii: Since 2010 the Synod of Southern California and Hawaii has
accomplished a major downsizing and realignment of staff which resulted in
removal of almost all synod programming. The eight presbyteries within the
synod are now going through major transitions regarding leadership and
finances; this is leading to focused conversations about possibly sharing
staff, changing presbytery boundaries, and/or rethinking priorities. Currently
the synod is in an 18-month "Season of Experimentation and
Discernment" that will affect how it provides service to its presbyteries
in the future. We continue to give financial and staff support to racial ethnic
pastoral leadership and a chaplaincy consortium as well as matching grants for
new churches and worshipping communities.
Southwest: Beginning in
October, 2011 the Synod began a comprehensive revisioning of its work and
mission as it seeks to support its Presbyteries in their support of
congregations. The final plan was
submitted to selected leaders of each Presbytery for final review, comment and
suggested changes and was adopted in October, 2013. The new vision, among other things, calls
for continued dialogue between the Synod and its Presbyteries, in a variety of
formats, including a consultation later in 2014 to further encourage and
stimulate interaction between our mid councils about how to proceed into the future
in serving Christ and his mission and ministry in our part of God's world and
beyond. Finally, the Synod has embarked
upon a partnership with the new immigrant fellowships/NCDs in it Presbyteries
to make the transition from treating them as NCDs to recognizing them as
Domestic Mission Fields that require alternative modes of funding and
recognition as integral parts of our faith community.
Sun: In November 2012, the
synod adopted “A Plan for the Future” which radically reoriented the synod’s
work from governance to mission, reduced staff from eight to two, and
jettisoned “executives” in favor of “co-leaders”, including one specifically
for mission and partnership. Synod resources are supporting the growth and
development of grassroots mission networks with whom the synod partners in a
process of organizational development through specially trained consultants. A
major synod mission initiative, Solar under the Sun, has installed 60 solar
generators in the developing world, typically in partnership with Living Waters
for the World.
Trinity: The Synod of the
Trinity lives as a partnership of 16
presbyteries to proliferate mission through nurturing regional community,
providing skilled consultation and financial resources for presbyteries in a rapidly changing
context, developing leaders through training and coaching, encouraging mission
partnerships and framing a regional perspective. The Synod is increasing its efficiency and
effectiveness by keenly focusing its shared mission priorities and clarifying
commissioner and staff roles, responsibilities and authority to discover a new
way of faithfully working together to serve God in an ever-changing world.
