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Identify our Core Values: What I Learned in Meetings

Last Friday afternoon (continuing until noon on Saturday) I participated in a fascinating meeting that has remained on my mind and be lodged in my prayer life. (The previous 5 days were spent meeting as a part of the Council of Bishops (COB) in Columbus, Ohio.) I am still not sure what the name of the group I was meeting with is. The gathering consisted of the President of the Council of Bishops, the General Secretaries of the various United Methodist general church commissions and agencies, the Presidents (Chairs of the agency or commission’s board) of those agencies (some of whom are bishops), the four Focus Area lead bishops (I hold the position for “New People in New Places and the Transformation of Existing Congregations – commonly referred to as Path1), and leadership from the Connectional Table. The purpose of the meeting was to examine potential reduction/realignment of general church agencies; coordinate budgeting and finances; examine the impact of the global nature of the church related to our current and possible future structures. That is a lot to engage in! Thirty or so dedicated and committed people wrestled hard with preliminary considerations of this huge task. I was impressed with the dedication and seriousness with which the group went about its work. One of the issues that surfaced is the relationship of the Four Areas of Focus (Leadership, New Places for New People and Transformation of Existing Congregations, Poverty, and Eradication of Killer Diseases) with the disciplinary mandates. Disciplinary Mandates are those items that The Discipline of the United Methodist Church mandates (orders) that the general agencies engage in. I had the privilege of visiting with Erin Hawkins, General Secretary for The Commission on Religion and Race, at a break and she conveyed to me that her agency had some 34 or 35 disciplinary mandates. Hers is one of the smaller agencies. It doesn’t take a genius to know that we have vastly over legislated the church’s work. How does the existing “to do” list converge with our missional priorities? Discernment of convergence (Holy Spirit driven!) is a major task before us! We are far from agreement on this most basic commitment. What we could agree upon is our mission. The United Methodist Church exists to “make disciples of Jesus Christ for the transformation of the world.” We had ready agreement that mission should drive are alignment and budget. From that came the necessary corollary that we should align and budget in a manner that is outcome based. In other words, what alignment will best produce the outcomes we are after in “making disciples of Jesus Christ for the transformation of the world?” The huge question that drives off such a conviction of mission and determination to be outcome driven is: what are our shared core values and what are the outcomes we should measure? So, if you have read this far, here is where you come in. I would like feedback on 1) what four or five core values should drive this mission process, and 2) what are the key outcomes we should be seeking. I want hear what you think. Please, short concise answers to 1) what four or five core values should drive this mission process, and 2) what are the key outcomes we should be seeking? If you can’t put it on a postcard, it is too long. I promise to read all ideas but, due to other time restrictions, will not be able to respond to any individual. Instead, I will share group feedback with you in a later blog. Thanks for the help!