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...”
|
|