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“...Council for World Mission
a global community of churches
OFFICERS’ GROUP MEETING
AGENDA & INFORMATION
10-11 November 2008
Protestant Church in the Netherlands
Utrecht
Take home
the good news
Council for World Mission
Ipalo House, 32-34 Great Peter Street, London SW1P 2DB, UK
Tel: +44 20 7222 4214, Fax: +44 20 7233 1747
E-mail: council@cwmission.org
www.cwmission.org...”
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“...Committee Issues Assembly Election Procedure Review Churches of Christ in Malawi Update • Kiribati Protestant Church Presbyterian Church of India Visit Salmon Cream Verbal report Verbal report Green
08/02 OG11 08/02 OG 11.1 08/02 OG 11.2 Staffing Sub-committee Matters Staffing Issues UK Work Permit Legislation Update Verbal report Verbal report
08/02 OG12 08/02 OG12.1 08/02 OG12.2 08/02 OG 12.3 Any Other Business Churches & Trustees Responsibilities United Church in Solomon Islands CWM Theology of Mission Verbal report Red Blue
08/02 OG13 08/02 OG 10.1 Future Meetings 2008 OG Meeting, 15 Jun 2009, South India Verbal report
08/02 OG 10 Close
3...”
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“...Presbyterian Church of India Visit
RC to speak to report
Staffing Sub-committee matters
11. Staffing Matters
11.1 Staffing Issues
DvW to report on situation of concern
11.2 Work Permit Legislation Update
MD to report on investigations regarding UK entry visas and work permits
12. Any Other Business
12.1 Churches & Trustees Responsibilities
DvW to report on discussions at the General Secretaries meeting
12.2 United Church in Solomon Islands
DvW to report on situation of concern
12.3 CWM Theology of Mission
DvW to present
13. Future Meetings
13.1 OG meeting, 15 Jun 2009
14. Close
5...”
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“...5
Council for World Mission
a global community of churches
Confidential
Minutes of the
Officers’ Group
Meeting
10-11 November 2008
Utrecht, The Netherlands
Ipalo House, 32-34 Great Peter Street, London SW1P 2DB, UK
Tel: +44 (0)20 7222 4214, Fax: +44 (0)20 7233 1747 / 7222 3510
E-mail: council@cwmission.org
http://www.cwmission.org...”
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“... Conversely, the baby should not be thrown out with the bathwater
Significantly, CWM’s mandate is to empower member churches and therefore supports and enables them in the
mission to spread the knowledge of Christ. Thus any new statement should be more along the lines of ‘equipping
churches to share the knowledge of Christ throughout the world’.
Council for World Mission: What’s in a name?
The question of the charity name adequately representing why CWM exists was considered. ‘Council’ infers
meetings rather than movement and it was felt that this does not adequately represent us. KFC, previously
Kentucky Fried Chicken, had kept their identity but not the calorie rich name. Should Council for World Mission
advertise itself as CWM? 'Council' is thought of a talk-table rather than what we do. Churches for World Mission
is closer to what we represent. The acronym CWM has been established quite strongly, yet CWM still needs a
name that represents it more accurately.
Ipalo House: Right name...”
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“...APPLICATIONS FROM CWM CHURCHES / REGIONS
The Treasurer introduced the Mission Programme Support Fund (MPSF), Scholarship and Ecumenical Project funding
applications. The applications presented were considered by the Officers and approved where appropriate as per details
shown on Appendix. 1. Queries raised in the approval process included:
■ United Church in Jamaica and the Cayman Islands. Caribbean Conference of Churches (CCC) Masters Programme.
£10,000. The Moderator, who declared an interest as a representative from the Caribbean, outlined some of the
background to this application for a Masters in Theological Studies course. It was unclear whether this is a new course
or a re-branding of the Masters in Ecumenical Studies. The regional institution had questioned having the CCC who
were inside the region developing a masters programme with a Canadian institution outside of the region. The General
Secretary responded that the Mission Programme unit would have assumed that the sponsored church would...”
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“...qualified and what may be
missing for example, The reports have their own integrity and the Officers input is their response to the reports.
The General Secretary made three observations of the reports which he posed as questions:
1. To what extent can CWM live comfortably with its diversity and the ambiguities of its diversities?
2. To what extent can a single strategic mission plan pull together all the strands, streams and trajectories of a strategic
mission plan?
3. Is not the consensus emerging that CWM is a mission enabler and facilitator of both mission theology and practise and
not a mission agency nor a mission initiator, manager and director?
11...”
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“...CSITA and recourse may not be made to CWM resources in any circumstances. The power of attorney may be revoked at
any time by Council for World Mission but any revocation cannot be retrospective for existing transactions. Current named
officers:
1. Rev Moses Jayakumar - General Secretary, CSI
2. Mr T Devasahayam - Hon Treasurer CSI / CSITA
Home Leave for expatriates Wording
The Staffing Sub-Committee approved the changed wording for the policy for expatriate executive staff’s home leave
entitlement.
Review of financial limit on grants in the Common Resources Handbook
The Officers were presented with a proposal from the Exec Secretary of Finance for an increase in the current financial limit
per grant from £3,000 to £4,000 for the set of small grants, which include leadership development awards, women in
mission awards, youth in mission awards, and any other grants following similar principles. It was agreed that as the
Officers undertook that we would only deal with matters specifically...”
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“...recruitment in the UK, and is being frequently alleged by those who are
not successful in their employment applications to Christian charities. The staffing sub-committee designated the Executive
Staff and Director roles of CWM as ones for which the specification of being a practicing Christian is essential, in the
recruitment process. For example CWM may state that this is because they must be able to preach a Christian sermon at
short notice, anywhere in the world and give leadership in Christian mission. However, this may then need to appear in the
job description otherwise it could be contested that the applicant could meet the job criteria. CWM must provide legitimate
justification for the person being required to be a committed Christian.
Once staff members enter into the life of a member church in order to equip them they must be Christian. It was suggested
that wording on job descriptions should be strengthened from ‘be sympathetic to CWM aims’ to, be committed to CWM
aims'. Those fundamental...”
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“...12.3 CWM Theology of Mission
The General Secretary outlined the ten basic presuppositions underpinning CWM’s Theology and Practice of Mission
presented in the supporting paper. These were deemed as the constants that hold CWM mission together. Further work on
the subject was continuing.
2008/02 OG 13 FUTURE MEETINGS
The next meeting for Officers 15 June 2009 in Chennai, South India. This is the final meeting the current group of Officers
will serve at as each member will be completing their terms at this time.
2008/02 OG14 CLOSE
The Moderator thanked the Officers and Director of Operations for their time and contribution to CWM and closed the
meeting in prayer.
19...”
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“...‘WORK IN PROGRESS OR MISSION ACCOMPLISHED’?
GENERAL SECRETARY’S ESSAY - ISSUES RAISED
Mechanism for discussion, deliberation and decision
1. INTRODUCTION
The Officers Group meeting in November 2007 resolved that the way forward to providing
an opportunity for Trustees to engage with the issues raised by the General Secretary’s
essay, was to schedule in time for discussion at the June 2008 Trustee Body Meeting
(TBM) in Port Moresby, Papua New Guinea.
I have looked again at this route and want to suggest to the present Officers Group meeting
that given especially the time constraints we face at the Port Moresby TBM, meaningful
and far-reaching discussion would simply not be achievable, whether we aim to do it in the
regional or advisory group meetings. Moreover, in my opinion, it is in the context of the
Strategic Framework Planning process that the issues identified and questions raised in my
essay need to be most comprehensively taken on board.
In addition, the Officers Group itself has...”
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“...ISSUES IDENTIFIED - AS PER ESSAY
3.1 ‘Partnership beyond self: The ecumenical challenge’ (p. 17-19 in Essay)
CWM is committed to sharing mission personnel, financial resources and ideas in
mission with its global ecumenical/mission partners.
• As far as sharingymances is concerned CWM has decided to cap its
commitment to a maximum of 7.5% of its annual income. Is the principle of
7.5% (which represents a significant scaling down from the amounts
shared before 2003) an authentic reflection of the nature ofCWM’s
ecumenical commitment?
• As far as sharing personnel in mission is concerned the level of sharing is a
very small percentage (not more than 5%) compared to the sharing of
personnel within the CWM family. Should the status quo be maintained or
should CWM actively seek to increase ecumenical cooperation on this
score?
• As far as sharing ideas in mission is concerned there is regular and free-
flow of ideas between CWM and its partners? But again, is this the way the
organisation would...”
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“...I k
colonialism. The 1970’s (in which CWM was born) and the present era calls for
mission engagement and evangelisation using contextual language and symbols.
• To what extent does terminology such as ‘to share experiences of Christ
beyond all boundaries’ (rather than ‘to spread the knowledge of Christ
throughout the world’) as a contemporary mission statement capture the
spirit of the language of our time?
3.5 ‘Council for World Mission: What’s in a name?’ (p.22)
When established in 1977 the new organisation decided on the name ‘Council for
World Mission’. The choosing of such a name at the time is to be understood, given
the paradigm changes which came with the transition from the old era to the new of
‘world mission’.
• To what extent does the name ‘Council for World Mission’fit (or
otherwise) into the ecumenical and mission community environment of
today? And does the name clearly convey the organisation’s essence and
reason for existence?
3.6 ‘Ipalo House: right name but wrong address...”
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“...Caribbean
GCU
UCJCI MSP - Renewal and Transformation of the UCJCI (MPS/FB32/897) - £159,498 Caribbean Conference of Churches Masters program - Theology in Caribbean Context (EP/FB32/904) - £10,000
East Asia
GPM Mr Michael Koh Beng Chye (SA/FB52/909) - £19,509
HKCCCC MSP - Tin Shui Wai project (MPS/FB51/898) - £130,000
PCK Palgum-Do Rehabilitation Facility (EP/FB56/905) - £10,000 Rev Choi Sang Do (SA/FB56/910) - £12,000
PCM
PCS
PCT MSP - 21st Century Taiwan Mission Project (MPS/FB54/899) - £149,036
Europe
CF MSP - Growing Disciples (MPS/FB02/900) £221,000
PCN
PCW
URC
UWI
Pacific
CCCAS
CCCS MPSF2 de-designation - Youth Programme, Capacity Building, & Support for Ministers (MPS/FB61/842) - £49,464 Mrs Sendra Susana Liufau (SA/FB61/911) - £25,000
CUNZ MPSF2 - Building Families for Life, balance (MPS/FB63/901) - £46,343
EKT Rev Alefaio Honolulu (SA/FB67/912) - £23,108
KPC Rev Enoka Reete (SA/FB65/913) -...”
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“...Mission Support Programme November 2008
File Ref: MPS/FB32/897
Name of church/organisation: Person making the application/status:
United Church in Jamaica and the Cayman Islands (UCJCI) Rev Dr Collin Cowan, General Secretary
Name of programe: Programme of Renewal and Transformation for the UCJCI (MSP)
Date of application: 14 July 2008 Date when assistance is needed: December 2008
Total cost of programme: $294,131 USD Indicative £ equivalent: £159,498 Amount requested from CWM: $294,131 USD Indicative £ equivalent: £159,498
Exchange rate: 1.8441 (22/9/08 Financial Times) MSP budget: £182,052
Other contributions:
Evaluation of MPSF-2 (Received 15/7/08)
UCJCI’s MPSF-2 was thematically structured around six mission priorities:
1. Leadership development
2. Mission outreach
3. Aftercare ministry
4. Care and trauma training
5. Mission resource development
6. Worship renewal initiatives
Individual projects were assed by the following criteria: status (whether they were accomplished or not);...”
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“...Lessons learnt
• Ongoing dialogue and proper documentation for transparency
• Lack of resources is a major constraint for effective ministry and mission engagement
• Congregational projects are more successful than centralised project. Centralised projects need a
project manager and wide scale support from congregations. Participation - need for
congregational involvement in the design of mission plan and mission priorities.
• Mission projects should reflect church’s mission priorities
De-desiqnation of MPSF-2 - Hurricane Relief and Hymn book project
The damage and destruction caused by Hurricane Ivan in 2004 had a major effect on UCJCI’s capacity to
carry out MPSF-2 as originally planned. Consequently, UCJCI was forced to reconsider its mission
priorities and it decided to reallocate a portion of MPSF-2 funds to hurricane relief, in addition to spending
the £10k Solidarity and Action grant that CWM had sent. At the Caribbean Roundtable in January 08,
UCJCI accepted responsibility for not...”
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“...Strengthen the capacity of the Regional Mission Councils so they can provide strategic support to
congregations
• Empower the Central Mission Council to be more responsive and supportive to the needs of the
Regional Mission Council
3. Beneficiaries (target audiences)
• Ministers and lay leaders of UCJCI
• Ministers in training for ministry in UCJCI
• Members and potential members of UCJCI
• Target groups within UCJCI membership - youth fellowship, young adult action movement, men’s
fellowship, women’s fellowship
• Retired ministers of UCJCI
• Leaders of the Regional Mission Councils
• Synod administration
• Central Mission Council of UCJCI
• Mass media
• General public
4. Projects
A. Equipping of Regional Mission Councils to provide support for congregations in their mission
Each Regional Mission Council (RMC) will be required to develop an operational/mission budget which
will be approved and funded by the Finance Committee of the Central Mission Council. The Regional
Deputy General Secretaries...”
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“...ministry objectives
• Recommending coordination of similar programmes (replication) among other congregations
• Carrying out scheduled reviews of the programmes in Congregations
• Seeing to the implementation of Synodical Prgramme
• The financial oversight of the council
• The training of personnel and implementation of programmes
• The employment and supervision of the staff of council
The RMC’s will be organised as follows: Southern Regional Mission Council; Western Mission Council;
North-Eastern Mission Council; and the Cayman Regional Mission Council. The UCJCI plan to keep the
RDGS in post beyond the MSP period and will takeover the personnel costs.
Budget:
Personnel costs for three regional DGS: $83,773 USD
B. Managing Change
‘Managing Change’ (MC) will be the main focus of the implementation stage of MSP. MC refers to ‘the
managing of changes in a planned and managed or systematic fashion’. The aim is to effectively
implement the new methods and systems which characterise the process...”
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“...5. Evaluation strategy for MSP
The Central Mission Council will be responsible for the ongoing evaluation of congregations and the
Regional Mission Councils based on the following indicators: spiritual, numerical and financial. Evaluation
of the Central Mission Council will be carried out by an external facilitator.
PMG Comments:
UCJCI are applying fortheir MSP in two phases with (if this application is approved) £22,554 remaining
for the second phase of their MSP. The project management group (PMG) were impressed with the
amount of planning (five year process) that been invested in the UCJCI MSP process and recommend
that the application proceed to the Officers meeting in November 2008.
There is a remaining minor question which we are following up but it is not significant enough to stop the
application: UCJCI have been asked to clarify what was happening over the hymnbook as the net cost
was so high - were current & future sale proceeds of the book being set off against the costs, or...”
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“...agreed to establish a new revised post of Mission Support Worker on a half time basis for three years effective from September 2007. This post builds upon the work already established, particularly in the area of encouraging fresh expressions of church, and includes a further emphasis to relate to ‘older generation’ groups within CF fellowships. Following an open application process Bob Franklyn has been appointed to this role. From 2009 funding for post will be covered by the CF. B. Seeds for New Growth Fund (£90,000) The Federation for many years has operated a Ministry and Mission Fund. This fund is contributed to exclusively by the churches and raises £44,000 per annum, which is used in supporting ministry and mission projects for CF churches. It is from this fund (40% currently) that CF make their annual contribution to CWM Global. Seeds for New Growth element of our Mission Programme enabled an additional £90,000 to be available for new mission projects and initiatives amongst our churches...”
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