Report of the Mackinac Presbytery s Visioning Team August 25, 2014

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1 Report of the Mackinac Presbytery s Visioning Team August 25, 2014 Visioning Task Force Members: At the March 1, 2014 convening of the Mackinac Presbytery, the need for the Visioning Task Force was determined by vote of the Presbytery during the afternoon business session. The Council then appointed the following five members to the Task Force, and they are: Rev. Anne Hébert - Beulah, St. Andrews Presbyterian Church (Chairperson); Rev. Dr. Andrew Martinez - Elk Rapids, First Presbyterian Church; Ruling Elder Al Beamish - Dafter, First Presbyterian Church; Commissioned Ruling Elder Dawn Treado-Green - Iron River, First Presbyterian Church of Iron County; and Ruling Elder Steve Asher - Alpena, First Presbyterian. The Task Force s Charge: The Visioning Task Force s specific charge reads: To see, to apprehend, and to seize the future vision of Mackinac Presbytery that God gives, and to describe its implications for staffing requirements in the areas of: leadership, order, shepherding and theological integrity. Our Celebration with God, the Team and Our Journey Together: The Visioning Team made a commitment early on to include in its processes: 1) Seeking discernment from the Holy Spirit, 2) Being open to the Presbytery and all its member churches, 3) Communicating clearly to Presbytery, 4) Being flexible in our approach and structure, 5) Capturing the trust of the Presbytery, and 6) Encouraging personal sharing, with the understanding that such sharing is to be held in confidence. RECOMMENDATIONS: 1) Emerging Vision: The Visioning Team recommends a more specific vision that includes: 1) Employing an additional staff resource, 2) Focus on youth and connecting with youth, 3) Seeking a way to turn a large geographic Presbytery into a spiritual advantage, 4) Include budget issues so as not to be a limiting resource, and 5) Emphasize the spirit of Barnabas, which includes encouraging one another. 2) Geographic Regions: There are several non-traditional leadership models currently in existence throughout the PC(USA). We recommend exploring putting Mackinac Presbytery into four geographic regions two in the Upper Peninsula and two more in the Lower Peninsula. Such regional divisions would foster a more unified presbytery culture, 1

2 thereby encouraging stronger personal relationships among teaching elders, ruling elders, members and churches. These regional groups will be informal and informational. 3) Interim General Presbyter: The Visioning Team recommends that the Presbytery move with as much haste as is possible to call an Interim General Presbyter. While the team believes the Presbytery could utilize a full-time Interim Presbyter, it realistically suggests a part-time position due to our limited resources. Leading the Presbytery into a new future will be well served by interim leadership. This leader would also help the Presbytery fulfill the recommendations of this report. 4) General Presbyter: The Vision Team suggests that the Presbytery grapple with which of the following to recommend: 1) Full-time General Presbyter 2) Combined General Presbyter/Stated Clerk 3) Half-time General Presbyter 4) No General Presbyter We believe our Presbytery is charged by God at this time to discern together our staffing model. We are convinced God will be faithful in helping the Presbytery work out what our specific staffing model should be. (See funding at the end of the report.) 5) Reaching Youth: We recommend, when the hiring of a General Presbyter is appropriate, that this person have a demonstrated track record with youth ministry in order to help lead the Presbytery to connect with year olds. (See graphs on page 4.) We see within two years these accomplishments: 1) 2% of our membership be in that age group, which would be approximately 120 additional youth and, 2) money be allocated in the presbytery budget for this ministry in the neighborhood of $4,200 per year (which is $35 per youth per year). The age distribution curve of the counties across our Presbytery shows that year olds are, in fact, out there, just waiting for our member churches invitation. We would ask the GP not to focus solely on the senior members of the Presbytery. 6) Fulfilling the Vision: We recommend that the Presbytery utilize its new structure and new Manual of Operations to fulfill this report. (See Appendix 7 where we have suggested correlations.) 7) Completion of Visioning Team Work: We recommend that, upon completion of its work at the October Presbytery meeting, the Council dismiss the Visioning Team with thanks for its work. 2

3 Other Presbyteries Interviewed: We interviewed at least ten presbyteries that had alternate leadership models. Presbyteries with no General Presbyter: Presbytery of South Dakota Presbytery of South Louisiana, Presbytery of Susquehanna Valley, New York Presbytery of Cayuga-Syracuse, New York The Cayuga-Syracuse Presbytery commented, the leaders wanted to encourage leadership to rise up from the churches in the Presbytery. They wanted someone in the Clerk/Communicator role to help coordinate. They hoped their model would allow for grass roots growth from churches. The South Dakota Presbytery mentioned that its Synod handles all financial matters for the Presbytery. Presbyteries that combined the General Presbyter and the Stated Clerk into one position: Presbytery of Santa Fe, New Mexico, Foothills Presbytery, South Carolina Great Rivers Presbytery, Illinois Kendell Presbytery, Idaho Santa Fe Presbytery mentioned that it has internet cafes enabling electronic meetings and messaging. This might be an interesting idea for us to explore. During our conversation with the Kendell Presbytery it was mentioned that merging the GP and Clerk s leadership roles into one position, was a natural fit since there is no conflict of interest with a merged position, and in fact, it is a seamless transition - polity guidance (Stated Clerk) with understanding of pastoral care (GP). And of course, there is some financial advantage to be gained with this arrangement. If there is a PJC complaint, the dual functionality is critical in initiating resolution prior to formal action. The Foothills Presbytery commented that its leadership structure was having two full time positions; one of GP and the second was a combined Stated Clerk with additional administrative duties. This presbytery merged the GP and Stated Clerk into one leadership position and decoupled COM into separate ministry areas: Presbytery of Des Moines, Iowa Finally, we interviewed leaders at Yukon Presbytery for their thoughts on how to manage a geographically challenged presbytery. Youth Ministry Focus: Age distribution charts: The chart below graphs the current age distribution of all members within our Presbytery. It is no surprise that our membership is aging at an ever-increasing rate. 3

4 (Source: 2012 Age Distribution, Annual Clerk s Report, Ida Smith, Associate for Research & Information Services, PC(USA).) The second chart displays the age distribution within the counties of our Presbytery. Note the bi-modal nature of the graph, indicating peaks for two age groups: year olds and peaking again at year olds. 4

5 Funding: These are the proposed figures for the Presbytery s 2015 Personnel Budget: PRESBYTERY OF MACKINAC Budgeted labor Costs of 2015 General Pastoral Office Stated Description Presbyter Care Assoc. Manager Clerk Total Salary 21, , , , , Housing 21, , , FICA & Medicare 1, , , , Pension/Medical Ins. 14, , Travel/Prof. Exp s 5, , , , , Totals 63, , , , , ) Background Information: Appendices The Task Force s Charge and Illustration of the Charge: The Visioning Task Force s specific charge reads: To see, to apprehend, and to seize the future vision of Mackinac Presbytery that God gives, and to describe its implications for staffing requirements in the areas of: leadership, order, shepherding and theological integrity. The context of the Vision Task Force s charge is found in the Book of Order, G , Councils as an Expression of Unity of the Church, The particular responsibility of the councils of the church is to nurture, guide, and govern those who witness as part of the Presbyterian Church (USA), to the end that such witness strengthens the whole church and gives glory to God. Visually, our charge can be presented in the following graph: 5

6 In other words, our vision s charge, within the witness of our core values, describes a desirable future, that will cause us to glorify and celebrate God, in all ways, forever. 2) Our Work Together with God s Guidance: The Visioning Task Force has met eight times including our first meeting by conference call on March 18, From the very beginning we have immersed ourselves in devotion, scripture study, and personal sharing of God s divine presence in our lives. We freely shared our ideas that were prompted by the Holy Spirit and realized how much we have come to rely on Jesus, who gives us the courage to look beyond the past, into a future for our Presbytery, such that we will be able to see, to apprehend, and to seize the future vision of Mackinac Presbytery that God gives. 3) Taking Risks: The biggest risk we take is not taking a risk at all. At the very beginning of our meetings, we came across an open letter written by the Rev. Robert McQuilkin, which commented, don t believe that we should continue our life together as usual. We need to take a good look at ourselves in the mirror and ask hard questions about our future. Well said, Rev. McQuilkin. This same sentiment was further explored in an article written by Ruth Santana-Grace, concerning the Philadelphia Presbytery, March 17, 2014, pg. 13, the Philadelphia Presbytery, the oldest presbytery in the United States had concluded its search for new leadership after six years of trying. The reason it took so long: In two failed searches, candidates politely but firmly said, Fix the problems first. This is not an easy time for mid-councils in the Presbyterian Church (USA). Churches are leaving; congregations are aging and growing smaller. The article concludes with, To foster a sense of community, it also created four regions within the presbytery and scaled back to three full presbytery meetings per year, with other meetings held by regions within the four counties the presbytery encompasses, so Presbyterians in those areas can build stronger relationships. 4) Leaders We Interviewed: The Vision Task Force interviewed four leaders in the Presbyterian Church for their insight and counsel. The first was the Rev. Scott White, who mentions, But PC(USA) tends to be a part of the Church with multiple emphases and commitments, including Salvation, Mission, and Kingdom. Its members perceive mission indeed in their education, their careers, their children, their parents, their families, their communities, their assets, their friends, their various concerns (such as human, economic, and environmental justice). The second interviewee was the Rev. David Henderson who comments, Whoever comes in here will need to have a job description to deal with pastors and churches, not behind the desk, unless there is a committee that is doing care to pastors/churches. Our presbytery needs to relate to people and groups. This is a relationship task. The team also interviewed the Rev. Ted McCullough who served as the chair of the Synod Administrative Review Committee for Mackinac Presbytery. He was 6

7 reassuring about our process and reviewed the work the Review Committee accomplished. The final interviewee was the Rev. Dr. Raafat Zaki, Synod of the Covenant Executive, whose advice was to move quickly to unity, seeking the Holy Spirit s discernment in word and deed, to heal disunity with different forms of worship, and to learn from the past yet intentionally craft the future. 5) Christ and One Another: What is really, really important, after all? In a speech written by John Buchanan delivered on September 21, 2013, at Georgetown Presbyterian Church, entitled Does Christianity Need the Church? he states, Frederick Buechner, novelist and Presbyterian minister once said that the best thing that could happen to the church would be for it all to be washed away in a great tidal wave - all the church buildings and pews and pulpits, all the hymnals and prayer books and Books of Order, all the committee reports and resolutions and overtures - all of it tumbling over and over, washed away. And when it is all gone, Buechner said, all we would have left is Christ and one another which is all we had in the beginning. Sometimes the trappings of Christianity can hamper the fostering of our divine relationships. Yet another Presbyterian minister, Mr. Fred Rogers in his book The World According to Mister Rogers, Important Things to Remember, on page 40, makes the following insightful comment, Often when you think you re at the end of something, you re at the beginning of something else. I ve felt that many times. My hope for all of us is that the miles we go before we sleep will be filled with all the feelings that come from deep caring delight, sadness, joy, wisdom and that in all the endings of our life, we will be able to see the new beginnings 6) We see, as a vision, a Presbytery where: 1. Congregations are supported and held accountable. 2. Officers and leaders are supported and held accountable. 3. The shepherds are shepherded and the leaders are led. 4. The best practices of congregations and leaders are communicated and shared. 5. Its within-bounds missional priorities are clear, if always slightly evolving. 6. Its world missional priorities are clear, if always slightly evolving. 7. The particular sensitivity to the words, movement, concerns and love of the living God characteristic of the Reformed tradition is cultivated. 8. The spiritual lives of children and youth are prioritized in the presbytery. 9. The presbytery itself is intentionally stewarded in faithfulness and is permitted to evolve according to God s call. 7) The Vision, Current Presbytery Structure and GP Involvement: We are encouraged that the newly revised Manual of Operations is in agreement with these points of vision, and that committees, officers, and staff are described in the Manual of Operations to lead the presbytery forward according to these points of 7

8 vision. Also included is the level of support needed from staff. 1. Congregations are Supported and Held Accountable This ought to be done by the Worshiping Communities Committee. This is a somewhat challenging area for our presbytery. It would appear that the Worshiping Communities Committee could be significantly aided by the view and experience of a General Presbyter as to what makes a congregation successful and accountable within PC(USA). 2. Officers and Leaders are Supported and Held Accountable This is being done by the Education and Leadership Development Committee and by Committee on Ministry. It would appear that these two committees could be significantly aided by the view and experience of a General Presbyter as to what makes officers and leaders successful and accountable within PC(USA). 3. The Shepherds are Shepherded and the Leaders are Led Shepherding the shepherds: this is being done by the Associate for Pastor Care and by COM. The leaders are led: Council is doing this. The Associate for Pastoral Care is a temporary position. In our estimation Council sometimes functions well in leading the leaders, and sometimes not. 4. The Best Practices of Congregations & Leaders are Communicated and Shared This ought to be done by the Worshipping Communities Committee and by the Education and Leadership Development Committee. In our estimation, though some things are falling into place (Mackinac Musings and Elder Gatherings), we could do a lot better. 5. Its Within-Bounds Missional Priorities are Clear, If Always Slightly Evolving This ought to be done by Council. In our estimation Council is very clear on presbytery administration/order/functioning/operation, and rather good at it, but it is not so clear on mission priorities. It seems to need a leader who will continually focus and refocus the presbytery, through the council, on its mission priorities. 6. Its World Missional Priorities are Clear, If Always Slightly Evolving This ought to be done by the Committee on Mission. Level of GP support needed: LOW 8

9 7. The Particular Sensitivity to the Words, Movement, Concerns and Love of the Living God Characteristic of the Reformed Tradition is Cultivated This ought to be done by the Pastors. There is a real question about this. Do the Pastors really know what it is to teach and preach the living word of the living God? This is important; it is the treasure of the Gospel temporarily entrusted to the Reformed branch of the Church. Level of GP support needed: HIGH 8. The Spiritual Lives of Children and Youth are Prioritized in the Presbytery This ought to be done by the General Presbyter, Pastors, Camp Board, and Worshipping Communities Committee. The leaders and congregations ought to be shepherding the children and youth to the camp, for example, but this is not working so well. This probably isn t an absence-of-a-gp problem, though having one additional leader with this commitment would certainly help. Level of GP support needed: HIGH 9. The Presbytery Itself is Intentionally Stewarded in Faithfulness and is Permitted to Evolve According to God s Call This ought to be done by the Council. This has been done. It is being done. And having one more thinker/leader on board particularly one regularly connected with mid-level governance in PC(USA) would certainly help. Level of GP support needed: LOW 9