Your search within this document for 'mission' resulted in 50 matching pages.
 
1

“...Council for World Mission a global community of churches OFFICERS’ GROUP MEETING AGENDA 15 June 2009 GRT Temple Bay Mahabalipuram, India 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...”
2

“...Council for World Mission a global community of churches Officers present Rev Dr Roderick Hewitt Rev Robin Thompson Dr Mrs Pauline Sathiamurthy Elder Richard Chong Mrs Winnie Tsitsi Moderator Treasurer Deputy Moderator Deputy Moderator Deputy Moderator Staff members present Rev Dr Des van der Water Ms Marisa Dallamora General Secretary Director of Operations Apologies Mrs Sally Forgan Deputy Moderator 2...”
3

“...Council for World Mission a global community of churches Shaping the Future: A Strategy Framework for CWM Trustees June 2009...”
4

“...Contents Background Background to Strategy framework..............................4 Framework Vision........................................................8 Mission.......................................................9 Values................................................................. 10 Expressions..............................................................11 Capabilities............................................................ 12 A good occasion to reflect on our name.................................. 13 Key recommendations..................................................... 14 o Supporting Information Appendices Key questions in the strategic framework....................................16 CWM’s understanding of mission..............................................18 CWM has multiple roles in different contexts................................20 Understanding of partnership................................................21 Challenges to be addressed........................”
5

“...of a regular review of CWM’s mission and activities, it comes at a key time in the life and work of CWM. CWM has evolved significantly since its inception as the London Missionary Society, and its role, scope and scale have changed many times throughout its history. Now, is a crucial opportunity for CWM to ensure that its vision, mission and activities are aligned with what we believe God is calling us to be and to do in this world. What was proposed? It was agreed to create a strategic nine-year framework, not a strategy, that would compliment our three-year planning and review cycles. It would provide direction, scope and define the space from within which the strategy can emerge. It would seek to equip CWM with the following • A shared vision through a clear statement • An agreed Mission Statement • A set of recommended strategic goals, which can be translated into objectives and tasks for management and governance • A diversity of approaches to mission contextualised within its global...”
6

“...heard how CWM is perceived from the Pacific to the Caribbean, from Europe to East Asia, from Africa to South Asia. We heard how some churches know very little about the work and programmes of CWM, while other churches consider CWM to be an integral part of their local mission activities. We heard how CWM's activities, and identity, are not always consistent with some of its declared objectives and historical statements and, as a consequence, it is not always clear what CWM stands for, and what CWM’s mission is. We heard how some had concerns and issues with governance and management functions of CWM. But, we also heard how many churches feel that it is very important to be part of a wider, global community of believers in mission. 5...”
7

“...General Secretaries and CWM Staff. We invited their feedback and their comments - then we did much, much more. We brought the SFPG together on two occasions for special workshops, where we spent time creating, developing and producing a special framework that the Trustees Body could use to set the strategic plan for the next nine years. We asked key strategic questions concerning our vision, our mission, strategic goals, and the effect upon our governance and management structure, upon our identity. The following pages set out the key building blocks of vision, mission, values and expressions of mission that will form the foundation of the CWM Strategy. u 6...”
8

“...clear mission statement need to be founded on a clear vision for what CWM desires to see happen in the world as a result of its existence and its activities. The vision statement does not encapsulate what CWM will be or do, but the desired end result of CWM’s actions2. CWM’s vision is Christo-centric, that is CWM is committed to the realisation of the Missio Dei expressed through the uniqueness of the person and ministry of Jesus Christ. The vision is all-encompassing, specifically including all of creation without negating the importance of humanity within that. And the vision is holistic in its scope, evoking CWM’s holistic understanding of mission, including proclamation, conversion and transformation3. CWM’s vision, inspired by John 10:10, is ... “Fullness of life through Christ for all creation” The vision statement is necessarily broad and is consistent with the visions of many of our ecumenical and mission partners. CWM’s uniqueness is not in our vision, but in our mission, our values...”
9

“...CWM’s mission statement defines the purpose and objective for which it believes it is working. The mission flows from CWM’s vision statement and understanding of its role(s)4, and defines the scope and direction of its strategies and activities. CWM’s understanding of this mission has evolved over its history, and although the stated objective of CWM “to spread the knowledge of Christ throughout the world” has not been changed, how CWM has understood this objective in its mission has changed and evolved. In 1975 (in “Sharing in One World Mission”), CWM explained its purpose to be “to help churches to proclaim the glorious Gospel of the blessed God and to share resources of people, money, faith and understanding in this work and witness”, and in recent years the CWM General Secretary (2007) and the Officers Group (2008) have suggested that language that more accurately reflected CWM’s mission (in continuity with its history, but reflective of its current understanding of its mission) should...”
10

“...3 C WM’s oroanisatii nnal values uiidi vaiuvs The definition and projection of values is important in reinforcing the role and mission of CWM. CWM does already have organisational values, observable in the way it operates and articulates itself and its activities, but these values are not clearly documented, reinforced and communicated in such a way as to affect the understanding and operation of CWM. CWM’s values are aspirational, describing both the way CWM does work and the way CWM desires to work (both a now and a not yet). CWM’s values are relevant both to how members within CWM should relate to one another, and how the organisation of CWM (including the Secretariat, Assembly, and other functions) should operate. CWM’s organisational values are: • Justice in relationships8, • Mutuality, equality and inter-dependence9, • Generosity of spirit, and • Unity in diversity, as we respond to the transformative work of the Holy Spirit. 8 Justice in relationships necessarily requires honesty...”
11

“...4. CWM’s expressions of its mission CWM’s mission statement necessarily needs to be expanded and explained as to how this mission will be expressed in its activities and actions. These expressions define the scope and shape of how CWM’s mission is delivered, how CWM’s role is fulfilled, and how CWM works towards realising its vision. CWM’s strategy will emerge from within these expressions, and the strategy will expand and explain the relevant expressions, identifying which challenges they face10 and which challenges deserve the highest priority11, what methods they employ12, and what actions and activities are required. to mutually challenge, encourage, and equip churches to share in God's mission" 10 A selection of the challenges have been identified as part of the Strategic Framework process, and are included in the Appendix. 11A process for prioritising different focus areas has been included in the Appendix. 12 An initial assessment of the implementation methods currently used by CWM...”
12

“...on our name... Questions are often raised both internally and externally around the appropriateness of the name “Council for World Mission”. Is CWM actually a council? Is the scope and scale of an organisation with such a name consistent with CWM's actual scope? However we answer these questions, CWM is largely the phrase used throughout the organisation to articulate itself (especially in non-English language contexts), it has recognition throughout its community and more widely. A suggestion to retain the acronym, CWM, but change what the initials stand for (eg “Churches for World Mission) is artificial and unnecessary. A more useful and straightforward response is, while retaining our present name, to use “CWM” in all our communications (just as we do now) and to attach to it a more accurate descriptive phrase. “CWM - a partnership of churches in mission” is an appropriate way of describing ourselves internally and externally. Legal issues need to be checked with regards to this subtle...”
13

“...recommendations The following key recommendations have been made by the Strategic Framework Planning Group to the Trustees: 1. Adopt the Strategic Framework building blocks of vision, mission, values and expressions of mission, which will form the foundation of the CWM Strategy 2. Undertake a Strategic Planning process to begin in June 2009, building on the Strategic Framework and delivering the CWM Strategy for 2010-1917 3. Institute a review of CWM’s governance arrangements, by accepting (or amending) the draft Terms of Reference 4. Accept the need for a management review, to be launched on adoption of the Strategy and completion of the Governance review (ie June 2010) 5. Form a working group to review the location of the CWM Secretariat 6. Adopt the revised byline for the CWM (“CWM - a partnership of churches in mission") A series of other actions was identified as part of the Strategic Framework process. These have been passed to the Secretariat for their further consideration. These are included...”
14

“...not yet), and inspirational (it should motivate CWM and spur it on to greater work). 2. What is CWM’s role? Within the vision, is CWM a donor, actor, or enabler of this vision? CWM’s role describes the part that CWM plays within that vision. The realisation of CWM’s vision is not dependent upon CWM alone, and the “role” describes the part(s) that CWM plays in working towards making that vision a reality. 3. What is CWM’s mission? What is the mission statement that defines CWM’s objective? CWM's mission describes the purpose and objective for which it is working. The mission statement is descriptive of the scope of work CWM engages in, the purpose for which that work is undertaken, and the people with whom or for whom that work is done. 4. What are CWM’s values? kJ What are the defining principles and characteristics of the way CWM works? The values of CWM describe the principles and characteristics of how CWM works, the culture and organisational style of CWM, and the underlying ways in which...”
15

“...CWM adopts to realise its mission. It describes (at a high-level) the different methods, means and tactics CWM uses to work towards its vision and mission. 6. What capabilities does CWM need? What internal and external abilities and functions (eg management, governance) realise the strategy and the vision? CWM’s capabilities are the internal and external abilities and functions (eg management, governance) that are needed for CWM to pursue its strategies and realise its mission. Capabilities can include assets (tangible and intangible), resources, people, processes, and functions. These key strategic questions are not explored in isolation, but together define the strategy for CWM. CWM’s vision, role, mission and values drive its strategy, and the strategy, values and capabilities define the required actions and activities for CWM. The process is not as neat and linear as the diagram (above) implies, but rather is flexible, iterative, interactive and at sometimes circular. The process does...”
16

“...CWM’s understanding of “mission”18 CWM acknowledges that its members come to this issue from diverse perspectives, experiences, and contexts, a diversity which implies the need to listen to these different understandings of mission, and why those understandings are relevant in particular local contexts. This diversity is not a weakness, but a strength as CWM seeks to understand and be involved in God’s mission in the world. CWM takes as a point of departure the ecclesiological position articulated by Emil Brunner, namely that the ‘the church exists by mission as fire exists by burning’, affirming hereby that the locus of the church’s missional identity and vocation is that of worshipping the Triune God - Creator, Redeemer and Sustainer. The understanding here is of worship not merely as one of the activities of the church but as a disposition towards God, in whose mission to the world the church is called to share. Worship and mission are therefore inextricably bound together, with the...”
17

“...Since 1999, CWM has adopted the “five marks of mission” model which is widely used within global ecumenical and mission circles. This theological perspective includes a holistic understanding of mission, and has always included the essential aspect of proclamation and evangelism. CWM has recognised that at times this aspect has not received the emphasis that it deserves, and will ensure that: • CWM’s articulation of mission always and explicitly refers to proclamation and evangelism (as indeed was the case in some earlier documents) • CWM will explore ways to ensure that all five faces of mission are given equal emphasis within the breadth of its actions and activities, eg CWM will shape an audit to confirm that this is the case both in current and planned activities. 19...”
18

“...CWM has multiple roles in different contexts The role that CWM has historically played in mission has changed over the years, and now CWM plays different roles in different contexts. The role of CWM is also different depending on which aspect of “CWM” is being referred to. The global mission partnership is (amongst other things) a mission enabler, an ambassador (on behalf of our member bodies), a resource to our member bodies and the wider church, and a space for mission thinking and doing. Our governance structure (primarily embodied in our trustees) is a guardian of our vision and mission, the strategic director of CWM, a resource for missiology, policy, integrity, unity and vision. Our management (Ipalo House) is a facilitator of mission, a custodian and steward, an implementer, and a resource to and servant of CWM and the member bodies. Our member bodies are partners and actors in mission, and are resources to one another and to the wider church. Other phrases and motifs have value...”
19

“...Challenges to be addressed (within the expressions of CWM’s mission) Although the strategy is to be defined by the Trustees, certain key challenges are clear, some of which include19: Building life-giving community • Recultivate a sense of partnership within CWM • Deepen relationships20 • Put justice at the heart of our faith Eguipping for mission • Stimulate contextual and flexible responses to mission • Undertake research (internally and externally) • Review and focus our programmes on what churches need, and on what delivers results • Identify and develop strategic leadership (eg to enhance their capacity and ability to cope with change, to move beyond maintenance and into mission) Seeking renewal and transformation • Explore ways to stimulate and resource renewal in the churches • Empower agents of change • Develop missional congregations u Sharing common resources • Deepen passion for belonging (ownership, sharing, transparency of process) • Develop people sharing (ie increase quality...”
20

“...A • Ensure cost-effectiveness of everything we do (meetings, programmes, etc) Engaging with the world (with other churches, with global issues, with the environment) • Deepen partnerships with ecumenical organisations21 (primarily qualitatively rather than quantitatively or financially) • Work with other organisations for common cause (eg NGOs, CBOs, government, etc) • Exercise a prophetic witness in the wider community (eg the diversity of members’ perspectives on mission gives CWM a unique voice on both social justice and evangelism) 21 CWM's partnerships should continue to be explored within the context of co-operation rather than duplication, seeking to identify who can best respond to which issue or challenge, rather than all seeking to do everything. 23...”