Disciples Home Missions
The Vision Team Report on the Future Directions for Disciples Home Missions
Adopted by the DHM Board of Directors
November 9, 2001
Process Summary
The Board of Disciples Home Missions, at its meeting
November 2000, authorized a study process to discern a vision
and mission for the direction of its ministry. The Executive
Committee appointed a Vision Team that was comprised to reflect
the diversity of the Church. It was of mixed race and gender
and consisted of lay and clergy. There were two members each
from the HM Board, HM Staff, partners of congregations, regions
and general ministries. The General Minister and President,
the HM Chairperson, the HM Interim President and consultants
serving as ex officio were also members of the Team. The Team
members were: Carla Aday~ Former HM Board Member, Kansas City,
Missouri; Billye P. Bridges~HM Staff; Jim Brooks~HM Staff; Raymond
E. Brown~HM Interim President; William H. Edwards~Associate
General Minister and Vice President; Richard L. Hamm~General
Minister and President; Rex Horne~HM Board Chairperson, Wilson,
North Carolina; Dennis L. Landon~Division of Higher Education
President, St. Louis, Missouri; James L Powell (Internal Consultant),
Church Extension President; Judith E. Ridlen~Clergy, St. Louis,
Missouri; Patricia Tucker Spier~Division of Overseas Ministries
President; Patsie Sweeden~ Regional Minister, Kansas; Richard
Tumblin~HM Board, Knoxville, Tennessee; and, Dennis Williams~
Regional Minister, Arizona. The Team's task was to guide the
study process. The Board also provided the services of an External
Consultant, Rose S. Miller. Homeland Ministries provided the
services of Jennie King, Corporate Secretary, who served as
the Team's Recording Secretary.
The purpose of the visioning process was to: confirm core values,
name the mission and describe the vision for Homeland Ministries,
articulate priorities for moving into the vision, including
matters relating to leadership, partnership, organization and
doing mission. The Vision Team was charged with a threefold
task:
- devise and implement a method for gaining input and feedback
from all partners throughout the church (including ecumenical)
regarding their experience with Homeland Ministries, in the
past, present and future;
- collate and summarize the data collected from the process;
and
- report the findings and make recommendations to the Board,
at its November 2001 meeting. The recommendations would serve
as the basis for rethinking leadership, mission, core values,
organization, and partnerships. They would also inform future
plans of action and implementation.
The Vision Team had its initial meeting February 2001 to begin
charting its course. The aim of the meeting was to provide time
for the Team to gain a firm grasp of the task and to get to
know each other as colleagues to enable a covenantal community.
A major task of the meeting was to develop a preliminary mission
statement and intended core values for Homeland Ministries,
to be used in the interview process.
In order to work more expeditiously, the Vision Team was organized
in March 2001, by the Internal and External Consultants, to
accomplish the multiple tasks that lay ahead. These two subcommittees
were formed: The Liaison Committee and The Data Collection Committee.
They were delegated separate tasks and responsibilities, but
remained fully collaborative and accountable to each other and
to the Vision Team as a whole.
Members of the Liaison Committee were: Carla Aday (Committee
Chair), Billye P. Bridges, Dennis L. Landon, Dennis Williams,
Richard Tumblin, with Jim Powell (Internal Consultant), facilitating
their work. The Committee was responsible for interfacing directly
with the Homeland Ministries Board and Staff; it paid attention
to all concerns of the Board and Staff during the visioning
process. The Committee also participated in the Board's meeting
in May 2001, providing an update of the Vision Team's work and
outlining examples of the kind of recommendations which would
be brought to the Board in November 2001. It was also responsible
for receiving the Data Collection Committee's draft report and
helped review and refine it in preparation for its presentation
to the Board on behalf of the full Team. The Internal Consultant
met regularly with Homeland Ministries staff to give updates,
receive feedback, and help staff articulate current core values.
The members of the Data Collection Committee were: Jim Brooks,
William H. Edwards (Committee Chair), Rex Horne, Judith Ridlen,
Patsie Sweeden and Patricia Tucker Spier. The Committee was
responsible for all matters concerning Homeland Ministries constituents.
It was in charge of the interviewing process, collecting and
synthesizing all data obtained through the interviews, and writing
the draft report.
The Data Collection Committee established a goal of at least
100 sources from which to obtain information. It developed a
structure for gathering information which entailed the use of
individual one-on-one interviews, group and telephone interviews,
regular mail and e-mail responses.
The Team prepared for its work by participating in a brief
data collection training session designed by the External Consultant.
The session was intended to groom the Team's skills as interviewers.
Members of the Liaison Committee led a similar training session
for the Board at its meeting in May 2001. Board members were
asked to help in the data collection process. They conducted
interviews that were convenient for them to arrange. The interview
questionnaire focused on issues of mission, vision, and aspects
of HM's ministry. (See attached)
Targeted groupings for the interviews included: The Executive
Committee of the National Convocation; the Executive Committee
of College of Regional Ministers; Regional Staff; Homeland Ministries
Staff; HM's Anti-racism Team; Executive Committee of the National
Hispanic Commission; Executive Committee of NAPAD; Homeland
Ministries Board of Directors; General Church Cabinet; Moderators
of the General Assembly; General Board; Ecumenical Partners,
and BMF-giving churches.
The Data Collection Committee, together with the consultants,
met in June to review and synthesize the data collected from
the above sources. The following pages describe the themes derived
from the interviews. These themes are issues that received the
greatest response in the interviews. Quotes from interviews
are used to highlight issues reflected by the themes. They also
represent the myriad of voices that contributed their thoughts
and ideas..
Major Themes From Gathered Data
1. Relationships and Partnerships need to be enhanced and strengthened.
Division of Homeland Ministries must work out its relationship
with Regions and how Regions and Disciples Home Missions
carry out their missions in cooperation.
People talk about the 'golden days' of The UCMS and the
home and state mission conferences, but nostalgia aside, more
of a partnership/resourcing relationship with the regions would
be helpful.
DHM needs partnerships with racial/ethnic constituencies
under the umbrella of a new structure. New people often get
into the church and never really learn how the local church
works both by itself and in relationship with other churches.
We need to develop an awareness of how we try to work through
the larger church. It would be good if we could develop some
way for us that we would really understand the core missions,
model servanthood, and covenantal relationship.
Hispanic Ministries does not have a relationship to DHM.
There was an intentional pulling away of resources for Hispanic
Ministries when the Central Pastoral Office for Hispanics was
established.
There is an overall consensus that HM's quality of relationships
is weak and needs strengthening. Homeland Ministries has had
to be broadly focused in its relationships and has not had highly
focused priorities. However, there needs to be more emphasis
placed on reaching out to regions, constituency groups, congregations,
general units, and ecumenical partnerships.
The relationships with regions are strained due to perceptions
about HM's style of relating; which include: its tendency toward
unilateral decision making; overlapping programs with regions
and lack of clarity of mission. There's also a sense that programs
are forced on regions to implement. However, there are a number
of ministries, such as: Kid to Kids, Disciples Volunteering,
African American Educational Ministries and Black Ministries,
which affirm and enhance the community and are very much appreciated.
Yet, there is a perceived climate of suspicion, a spirit of
protection among the constituency groups. Trust needs to be
rebuilt. In some cases, groups have been in competition with
one another for resources. The originating purpose of empowerment
of constituencies has suffered from this loss of trust and has
created a climate of protectionism.
Congregations experience a perfunctory relationship with Homeland
Ministries. They know where to get some of the resources produced
by Homeland Ministries, but, beyond that, there is unfamiliarity
with most of HM's programs and ministries. While a particular
staff person may be known due to services provided, that does
not translate into a sense of connection with Homeland Ministries.
This is due largely to poor communications, lack of trust, lack
of unifying identity, and HM's perceived paternalistic approach.
Partners feel these factors rule out desire for collaboration.
There is a commitment to several Ecumenical Partnerships and
Homeland Ministries has a deep desire for covenantal relationships
with them. However, Disciple's identity often gets watered down
or lost in these relationships when it has to compromise. As
a result, the relationships then become less sustainable.
General Ministries tend to be supportive of each other in their
work. Yet, their relationship with one another is sometimes
characterized by rivalry, mistrust, and lack of clarity of mission.
A culture of autonomy within the Christian Church (Disciples
of Christ) undermines HM's ability to collaborate. This may
be an ingrained feature of Disciples who staunchly believe in
their freedom and independence and fear being controlled. Homeland
Ministries has a reputation for moving unilaterally in its relationships,
asking for input, and then doing what it wants. When this occurs,
it contributes to feelings of mistrust and a sense of being
unaccountable. This threatens potential partnerships.
2. Leadership Development
Identify and incubate leadership early. Offer hands-on experience.
We just don't have enough financial strength to get the
leadership we need.
I would also like to see DHM staff committed to leadership
development and modeling the importance of being a life long
learner!
We must have great leadership training if we are to survive.
It needs to be a part of every seminary curriculum!
The need for Leadership Development is indicated in all areas
of church life. Homeland Ministries has reduced capacity to
lead in this area. Search and Call, for instance, is seen as
a perfunctory operation primarily involved in paper shuffling.
The decline in HM's ability to take up this task has an adverse
impact on the calling to ministry. Pastors are besieged with
frustrations; the lack of attention in this area has serious
impact on their lives. The shortage of pastors will be keenly
felt by the year 2020 when nearly two-thirds Disciple clergy
will have retired. There is urgent need to recruit and to develop
clergy and lay to start new congregations and revitalize current
ones. Many see Homeland Ministries as the logical unit to lead
and coordinate this church-wide priority and effort.
3. Congregational Vitality
I would like things to be happening in congregations because
DHM is creating the opportunity for them to happen.... local
churches catching fire because DHM is on fire.
Congregational vitality assumes an educational component
within the church; if not, that's a weak area of the mission.
Help us as churches find ways to create a desire for commitment
among our members.
I would like to see DHM promote congregational outreach
to groups such as those who are poor and those with disabilities,
and other groups not part of the church.
Congregational Vitality has to do with being whole, connected
with the Spirit, and visionary. Congregations are mission outposts
for the church of Christ. There cannot be vitality without leadership
and many churches struggle because they have no vision or mission.
There needs to be a coordinated network of support and resources
to help congregations become vital in their ministries of worship,
discipleship, outreach, evangelism and witness. Many of the
persons interviewed felt that Homeland Ministries could lead
and coordinate in this church-wide priority and effort.
4. Organizational Excellence
DHM has a damaged reputation and image that must be intentionally
rebuilt.
Partner to get more done and more efficiently. Be the forerunner
for demonstrating new forms of ministry.
Our system isn't set up to promote team ethos; suggest we
give more attention to this.
Develop a unified approach to communicating the work of
DHM, rather than having each staff person plan, market, and
communicate their own program.
Organizational Excellence suggests that Homeland Ministries
must address the challenge of how to be a church organization
in the midst of the postmodern world. As an organization, Homeland
Ministries must clarify its mission and discern what God is
calling it to be in order to address the issue of excellence.
“What does it mean to be a “healthy organization committed
to excellence?
Like all organizations, for Homeland Ministries to survive
and make progress, it must continuously address the demand of
its changing external environment without forsaking the evolving
needs of its internal life. Currently there is controversy about
how well it is doing. The outside environment (constituency
groups, congregations, regions, ecumenical and global partnerships,
etc.) has mixed reviews about HM's effectiveness.
Inside Homeland Ministries there are concerns about the quality
of how the organization's goals and objectives are accomplished.
Staff, for instance, question whether the impact of their work
and ministry is helping the church grow in significant and meaningful
ways. They worry that their ideas, passions, and concerns are
not in sync with the aims of the Board and that the “disconnect
that exists between them is a difficult one to broach.
The day-to-day operations and procedures at HM's offices raise
questions for concern:
- Is the organizational culture conducive to a healthy intellectual
and emotional work environment? Is the organizational infrastructure
optimal?
- Is the use of technology sufficiently advanced and innovative
to support quality work and products? HM's ability to commit
to excellence will, in large part, be determined by where
it stands on questions such as these and what steps are taken
to improve the organization structure, ethos, and spirit.
5. Mission and Values
There is a lack of spiritual life descriptions all the way
through the paper. There should be first of all, the desire
to help people walk with Jesus and have a deeper spiritual walk.
There's no mention at all about evangelism. If we mean that
in new congregations and congregational vitality, then say it!
Where is the passion? Are we willing to 'die for' these
intended core values? What gets you out of bed in the morning?
These intended core values seem humanistic not even an implied
relationship to God, the Church or Jesus Christ.
The word 'responding' means reactive; let's consider 'witnessing'
because we should reach out to win people for Christ.
Mission statement does not say why we do what we do...'responding'
is not adequate to express the 'why'.
Where are evangelism, worship and spiritual life?
Anything specifically Christian about your work?
Where's the relationship with God?
I see no language about promotion of a broad sense of diversity
that I would hope to see become more intentional, not only gender,
race, culture, but also ability, gifts, and other characteristics
of people.
The above comments were the major concerns raised in response
to the proposed Mission Statement and Intended Core Values.
Spirituality and evangelism were noticeably absent, yet they
are the ingredients for which members of the congregation find
most passion and excitement. The omission of spirituality and
evangelism possibly exacerbates the disconnect the congregations
feel with Homeland Ministries. Christians are constantly seeking
how to do evangelism: win souls. The fact spirituality and evangelism
were missing, raises at least two questions. One question is
based on the following adage: Keep 'head & heart'. Don't
want all my religion in my head 'cause if I lose my mind, I
have lost my religion. “Has Homeland Ministries kept its
head and lost its heart? The second question is: “If congregations,
regions, and Homeland Ministries are not speaking the same language,
then who are they in relationship to one another? Is a partnership
possible?
There is ambiguity about what to expect regarding diversity.
The desire is to have Homeland Ministries be intentional about
the inclusion and valuing of all groups and differences. It
is important to stay mindful of the history of inclusivity in
the church; it began with movements, i.e., racial/ethnic groups,
women's groups, etc. In the process of Homeland Ministries discerning
its mission, it is important to consider what movements could
emerge in the 21st century.
Vision Team Recommendations
After distillation of all the data gathered, prayer, Biblical
reflection, and thorough discussion, the Vision Team makes the
following recommendation, beginning with a proposed mission
statement and core values.
• Mission Statement
Homeland Ministries commits to connecting people to the life-changing
love of God by developing partnerships throughout the Christian
Church (Disciples of Christ) that strengthen congregations
and leaders to make a difference in the world by revealing
the light of Christ.
• Core Values Relationships
Integrity and Honesty Christlike Service Stewards of Time,
Gifts, Resources Accountability to God, One Another and Those
We Serve Justice
Note: The core values are incomplete in as much as they
originated only with staff and need to incorporate the DHM Board
of Directors' understanding of values, so that there can be
complete ownership and accuracy. It is anticipated that the
Core Values will be named by the May 2002 Board meeting.
Priorities and Strategies
The Vision Team recommends that Homeland Ministries carry out
this mission, focusing on two priorities:
• Leadership Development
• Congregational Life and Vitality
Further, the Vision Team recommends a few key strategies for
addressing these priorities, as follows:
• Leadership Development
In partnership with the regions and the General Commission
on Ministry, Homeland Ministries should re engineer and expand
the Search and Call function into a highly visible and effective
office.
In partnership with related church bodies, Homeland Ministries
should establish strategies for the identification, recruitment,
care and nurture of ordained and licensed ministers.
In partnership with related church bodies, Homeland Ministries
should review and enhance strategies for ministries to and with
youth and young adults.
In partnership with related church bodies, Homeland Ministries
should evaluate and enhance functions related to chaplaincy
and other specialized ministries.
In partnership with related church bodies, Homeland Ministries
should equip lay leaders (elders, teachers, etc.).
• Congregational Life and Vitality
Work collaboratively with regions, other general units, and
racial/ethnic groups to invite congregations to articulate their
mission and priorities and begin (or continue) acting on those
plans.
Work collaboratively to mobilize our many constituencies and
congregations to increase vitality as congregations reach out
in witness and service.
• In General:
- Conduct a ministry analysis to assess ministries in light
of priorities to determine what is to be done or not and how
it will be done, given the new mission and priorities.
- Focus primary assignment of staff to facilitate networks
with regions and other partners to respond to needs of congregations
and leaders.
- Because congregational vitality and leader development are
whole church priorities (see attached mission statement of
the Christian Church (Disciples of Christ)), Homeland Ministries
should call regions and other partners to also consider re
configurations of their ministries in light of these whole
church priorities and look for ways to release their expertise
to the use of the whole church.
- Homeland Ministries should establish new covenants with
constituent groups around HM's mission and priorities and
the respective callings of those groups.
- Homeland Ministries should establish ministry teams comprised
of HM staff, regional and congregational leaders with passion
and skills in areas of need, called together and networked
(facilitated by) Homeland Ministries.
Implications of Priorities and Strategies
• Deploy staff into connection with clusters of regions
to provide network and collaborative resources for congregational
mission and planning.
• Revise staffing arrangements with constituencies, such
as women, men, National Convocation, Hispanic Ministries, NAPAD,
etc. (This will call for some covenanting and recovenanting
with constituency groups and might include some shifting of
staffing, as the ministry analysis might also suggest.)
• Understand that public witness to the gospel's call
to proclaim and do justice among people and nations must inhabit
and motivate all of the priorities and methodologies. Note:
While the Vision Team did not have enough time to work through
all the Implications of Priorities and Strategies, these three
were recurrent topics throughout the process that the Vision
Team felt important to name.
Based upon this mission and vision for Homeland Ministries,
the Vision Team recommends the following Qualities
in its Next President:
Someone with a proven track record in the following competencies
and characteristics:
- Ability to live in a fluid environment
– flexibility
– creativity
– adaptability
- Integrity and trust with the denomination
– is a Disciple
- Leadership, management, administrative experience
– visionary
– pastoral
– inclusive
– conflict resolution
- Deep spirituality
- Good communication skills
– listening
– written
– technology
– relational
– speaking
- Collaborative
– advisory committee
- Ability to ensure intentional connection of Board and Staff
– to provide collegiality
– to have a common sense of purpose
The Vision Team recommends that Homeland Ministries' Partners
be communicated with in the following ways:
• Homeland Ministries Staff
Share the Board's action immediately following the November
Board meeting (at the November 13 staff meeting). Monthly updates
as appropriate.
• Denominational and Ecumenical Partners
News Release following HM Board's action.
• Regions
News Release regarding recommendations. Updated information
on Search and Call, as available. Letter to all Regions and
Areas outlining the decisions made by Homeland Ministries and
the desire to collaborate on implementation of the mission and
vision, including Search and Call, Office of Ministry, and Congregational
Life and Vitality. Seek time to share in person – Update
at the Team Leadership Conference and the College of Regional
Ministers.
• General Cabinet
Letter to all General Ministry Presidents and other members of the
General Cabinet, outlining the decisions made and the desire
for collaboration, as appropriate. Face-to-face updates at General
Cabinet meetings.
• Constituency Groups
Letter to each constituency group, asking for an opportunity
for a face-to-face meeting to begin the planning for collaboration
and covenanting (or re covenanting).
Recommended Time Line
November 2001
- Homeland Ministries Board approves recommendations
- Homeland Ministries Staff is notified immediately of Board's
decisions
- Search and Call Search Committee finalizes job description
and establishes process to fill position
by March 2002
- Interim President begins ministry analysis process to assess
ministries in light of priorities (preparing for new president)
— finish by May 2002
- Homeland Ministries Board establishes process for Presidential
Search (include on the Search Committee a regional minister
as a sign of partnership)
— to fill by September 2002
- Contact all partners with information about HM's priorities/processes
- Formulate a press release about HM's priorities/processes
- Vision Team receives updates following both the staff review
and HM Board's decisions
March 2002
- New Search and Call staff person meets with Regional Ministers
and General Commission on the Ministry for common understandings
and work plan formulation for the Office of Ministry
May 2002
- Homeland Ministries Board Meeting
— to receive update/results of the ministry analysis
process
- Finalize Core Values
September 2002
- New President begins
- Priorities begin to get implemented
