The General Council on Ministries (GCOM) was created by General Conference to perform defined responsibilities and oversight on behalf of the General Conference in relation to other general agencies and to perform other assigned functions as designated. The working style of the council has been based on a version of the conciliar principle on which the collective wisdom of Christian pastors, teachers and people is relied upon to guard and guide its ongoing life.
The Book of Discipline, 1992 states that the evaluation of general agencies by GCOM shall be part of the accountability relationship. The purpose for agency evaluation is to assist the agency in the process of fulfilling and supporting its ministry. The evaluation process and its results are to be reported to General Conference. (¶ 802.3). Asked by the Church to evaluate other agencies, for several quadrennia GCOM has also affirmed the importance of its own evaluation. This report describes the results of the Council's internal evaluation for the 1993-96 quadrennium.
Process and Implementation
A Model for Evaluation of the GCOM in the 1993-96 quadrennium was adopted by the full council in April 1993. It defines the operating principles, roles, and responsibilities in the process.
The process called for a GCOM evaluation panel and a Committee on Self-Evaluation. The guidelines for evaluation of GCOM contained in the model identified thirteen criteria, questions, time lines, roles, and terms. The self-evaluation survey from the previous quadrennium was reviewed and extensive revisions agreed to. Diane M. Lawrence, president of Strategic Visioning, Inc, Dayton, Ohio, was engaged as a consultant to provide external processing of the survey responses and to develop recommendations based on those responses. The sample was enlarged to be more representative of United Methodist constituencies.
Organization of the Council
The objectives and responsibilities of the GCOM are identified in ¶¶ 1005 and 1006 of The Book of Discipline, 1992. The Council was organized in such a way as to address the objectives and responsibilities within its structure. Four divisions (Conference and Connectional Issues; General Agency Relationships; Missional Emphases; and Research, Planning and Futuring) and six committees (The Advance for Christ and His Church, Elimination of Institutional Racism, Ethnic Local Church Concerns, General Secretaries Elections, Legislation, and Native American Concerns) were formed to facilitate the council's work. Executive Committee responsibilities and internal committees were also defined. Special committees and task forces have been organized to respond to particular issues as necessary.
Compliance with Social Principles
The council seeks to follow the Social Principles in its conduct by being inclusive in style of operation and in naming inclusive groups to carry out its work. All meetings are open with the exception of those relating to personnel matters. UMCom has assigned a journalist who has been present at all council and executive committee meetings. Additional press and media persons are welcomed.
The Affirmative Action Statement and Program of GCOM is reviewed annually and reported to GCOM. The Committee on Institutional Racism helps raise the council's level of sensitivity. Project Equality continues to be used as a reference for GCOM purchasing. (See also answers to specific questions which follow.)
All meetings have been held in settings conducive to persons with handicapping conditions. In those instances where situations have been discovered that need to be addressed, the council staff has worked on behalf of the council to correct the faults. The GCOM offices in Dayton are also totally accessible to persons with handicapping conditions.
A Summary Response To Questions Addressed To All Agencies Is Called For, As Well As Detailed Response To Those Points Especially Relevant To GCOM
A. What basic theological and biblical assumption are undergirding the council's work?
"We affirm the United Methodist connectional principle. We are a people of faith journeying together in connection and in covenant with one another. Connectionalism has served us well in mission and ministry and has a central place in our life together. Now we have the special opportunity to take this way of doing mission and ministry and to use it effectively in accomplishing our goals as a church. We have a unique avenue for witnessing and reaching out with the good news of salvation in Jesus Christ to the end that the world will indeed be reformed. The connectional principle should be interpreted to all our people in new and fresh ways and lifted up with enthusiasm as an effective instrument in our efforts to bring the world as we know it closer in harmony with the will and purpose of God as revealed in Jesus Christ." (¶ 112.1, .5)
In addition to our grounding in the "connection", the council has been undergirded by its understanding of the 1993-96 theme, "Celebrate and Witness: Celebrate God's Grace--Witness for Jesus Christ". The theme (803.8) provides a theological and biblical framework for the council. The phrase "Celebrate God's Grace" speaks to the basis of our relationship with God: God acts (offers); we receive (the benefits of God's grace toward us). The second phrase, "Witness for Jesus Christ," speaks to our individual and collective response to God's grace...our witness through word and deed. This biblical and theological understanding of God's grace in both the Old and New Testaments is expressed in the Mission Statement of The United Methodist Church, "Grace Upon Grace--God's Mission and Ours." It reads, in part:
"Mission is the action of the God of grace who creates out of love, who calls a covenant community, who graciously redeems and reconciles a broken and sinful people In Jesus Christ, and who through the Holy Spirit calls the Church into being as the instrument of the good news of grace to all people. Mission is also the church's response to what God has done, is doing, and will do."
B. What goals have been set for the Disciplinary responsibilities and how have they been fulfilled?
"The purpose of the council, as part of the total mission of the Church, is to facilitate the Church's program life as determined by the General Conference. The council's task is to encourage, coordinate, and support the general agencies as they serve on behalf of the denomination (¶ 1004).
To fulfill this, the council follows Disciplinary mandates including four objectives (¶ 1005) and twenty-six responsibilities (¶ 1006). The four objectives are:
1. To study missional needs and propose priorities of the general church; and, when necessary, adjust emphasis between sessions of the General Conference.
2. To establish the processes and relationships pertaining to the coordination and funding of the ministries and program emphases of denomination through its general agencies and to minimize unnecessary overlapping or conflicting approaches to the local church and the annual conferences.
3. To enhance the effectiveness of our total ministries by reviewing and evaluating the performances of the general program agencies and their responsiveness to the needs of the local churches and annual conferences
4. To facilitate informed decisions at all levels of the church by engaging in research and planning in cooperation with the general agencies and the annual conferences.
In addition, the council responds to specific assignments from the General Conference (thirty-two in the 1993-96 quadrennium).
C. What are the new responsibilities assigned to the council by the 1992 General Conference and how will they be addressed? How do these assignments impact the council's priorities?
The thirty-two items specifically assigned to the GCOM by the General Conference were assigned to one of the council's divisions for study, research, and recommendation. These recommendations appear in various reports to the General Conference. (See responses to Question E for partial listing).
D. What ongoing process does the council have to vision, plan, implement, and evaluate its program ministry?
At the beginning of the quadrennium, the council developed and adopted (1) a Reference Manual (containing Disciplinary legislation concerning the GCOM and General Conference assignments to GCOM, (2) an Internal Structure Document (laying out the council's component structure...plenary, division, committees, task forces and work groups ...through which the council works and listing the responsibilities of each), and (3) Models (plans for accomplishing the work of each component structure). These documents are referred to regularly by council leadership (elected and staff) as tools for planning, implementing, and evaluating.
Also, the full council and the executive committee spent time considering the council's vision, roles, and work style.
E. What are the council's priorities? What accomplishments can be shared? What are the factors that contributed to their achievement? What program areas are in need of improvement and what is being done to address these needs? How does the council deal with emerging issues and concerns?
The council's priorities are set by the Discipline and by General Conference referral.
Along with accomplishing regularly assigned functions and events, the council has undertaken the Connectional Issues Study, Strengthening the Black Church for the 21st Century, and the Study on Mission and Ministry in Alaska; has developed a higher level of sensitivity to the central conferences and sought to increase participation of central conference GCOM members; has been attentive to issues of inclusivity; and has sought to educate itself and be attentive to emerging issues and programs such as the Shalom Initiative. Training for new District Superintendents and Annual Conference CCOM staff has been well received. An identified need is for better communication/interpretation regarding the work of the council and resources provided by the council.
The large volume of work is accomplished because of (1) excellent organization (see D above), (2) a high level of staff commitment and flexibility, and (3) a high level of commitment by council members who regard themselves as working members.
Emerging issues and concerns are addressed primarily through the Division of Research, Planning, and Futuring. Using a variety of internal and external research tools (including SUMO--Survey of United Methodist Opinion), the division identifies issues, assesses responses, and makes recommendations to the council and appropriate bodies within the church. If issues arise that must be acted upon between meetings of the full council, they are considered by the executive committee and recommended to the full council.
F. How has the council met/been responsive to the Social Principles?
The Social Principles are among the basic Disciplinary guidelines which the council holds before itself in the fulfillment of its assignments and its life together. The council is also charged with reviewing the concurrence of general program agencies with the Social Principles.
G. What fiscal control does the council have to keep costs within the budget? What is the impact on budget constraints or social problems such as timely and adequate availability of funds on GCOM's ability to meet its responsibilities?
The staff, division/committee chairs, and the executive committee regularly review the budget and make adjustments as necessary. The council carried out all obligations and referrals from the General Conference even though its requests for additional funds (particularly for the Connectional Issues Study) was turned down, requiring use of reserve funds.
H. How has inclusiveness in program development and implementation been affirmed as it relates to age, race, national origin, gender, theological perspective, global perspective, ecumenical, and handicapping condition?
Inclusiveness has been an important criteria in the selection of council leadership and members of divisions, committees, and task forces. At the end of each meeting of each component group, an instrument developed by the Committee to Eliminate Institutional Racism is used to help (self) monitor inclusive behavior. In each plenary session, an observer comments on the group's degree of inclusiveness in content and behavior. These practices, along with interaction among council members, have contributed to the council's sensitivity. An interpreter and computer-assisted note taking are provided to facilitate the participation of a member of the council who is deaf.
I. How has the council engaged in conversation and work with those groups identified as major constituencies (e.g. conference counterparts)? What are the results of the consultation? How could consultation be improved? What kinds of inquiries does the agency receive and how does the council respond?
The council maintains conversation and relationship with a variety of groups. Staff liaisons are assigned to general agencies and to jurisdictions to help insure open communications. Each annual conference has a member on GCOM. There are representatives from each general board, commission, and from the other two councils. There are also permanent observers from ethnic caucuses. In general, this results in good communication with constituencies. In a few cases, members either do not involve themselves fully in the work of the council and/or do not report adequately to their "sending body," resulting in less than adequate communication.
Numerous inquiries and requests for information come to the GCOM office. In most cases, staff responds by phone, fax, or mail. Surveys indicate an extremely high level of satisfaction among those who contact GCOM for information.
J. In what ways are organization, staffing structures and personnel practices appropriate to the accomplishment of the mission of the council?
Staff members are assigned primary responsibilities for specific council groups and work closely with the elected leadership of each group. However, staff are viewed as knowledgeable generalists regarding the council's work and are approachable, available, and responsive to all members of the council. Support staff are held in high regard and affirmed for their significant role in supporting the work of the council.
K. In what ways has the council implemented the quadrennial theme "Celebrate and Witness: Witness for Jesus Christ?"
As described in "A" above, the theme provided a theological framework to the council's work. A manual of ideas containing background material and specific ideas for implementing the theme was developed and distributed. Resources made available through UMCommunications include a Devotional Booklet to which United Methodists around the world contributed. A new mug and promotional items developed in the last quadrennium were made available. Extensive promotion was limited by budget constraints.
L. How are the concerns of the Ethnic Local Church being incorporated within the ongoing life of the council and its program?
The Ethnic Local Church Concerns Committee was organized within the internal structure of GCOM as directed by General Conference. It has met regularly to keep the vision of incorporation of ELCC before the church, provide a forum for dialogue with all entities of the church, and develop recommendations. Regular reports to the executive committee and the full council have educated the council and supported the commitment to coordinate the church's efforts to incorporate the contributions and concerns of the Ethnic Local Church into programs, budgets, agendas, and resources.
M. How is the council attempting to foster communication with the local church and its needs?
Virtually, all council members and staff are active participants in local congregations and bring that local perspective to the council's work. In addition, whenever possible, council agendas provide for worship and/or dialogue with local congregations in the area of meeting sites.
A primary channel for GCOM's communication with local churches is through its regular contact with annual conference COM directors. GCOM supports them in their direct work with local churches, thus providing a link with the General Church. In addition, GCOM is often contacted by local congregations and seeks to be responsive to their requests.
Although indirect, all the work of the council serves the local church. The council's Disciplinary responsibility related to provision of resources, assistance to conference councils, training, and research/planning functions can be especially important to the local church. Beyond that, council staff and members are highly responsive on a personal basis to requests from local churches and individual church members.
GCOM Internal Evaluation
As a part of the quadrennial self-evaluation required of all agencies, GCOM conducted a survey of GCOM constituency groups in spring 1995. Nine hundred fifty-one surveys were mailed to all active United Methodist bishops, general secretaries and principal administrative personnel of all general agencies, a sampling of 1992 General Conference delegates, all annual conference council directors, council on ministries chairs, and lay leaders in the U.S. and Puerto Rico, all central conference members of general agencies and additional leaders, the four national ethnic caucuses, other groups and special task forces established by GCOM, and official observers at GCOM meetings.
Most participants in the survey are aware of the General Council on Ministries, but there is little understanding of its role in the life of the Church. Part of this may be due to GCOM's charge to encourage, coordinate and support the general agencies, which removes the GCOM from direct contact with the "people in the pews". Most respondents have worked with a GCOM staff member during the past 3 years and more than half remembered calling the GCOM Office. Respondents report great satisfaction with the attention and service they receive when contacting the office.
Respondents hold a variety of opinions about GCOM's role in establishing themes, missional priorities, and special programs. Approximately equal groups expressed satisfaction, dissatisfaction, or lack of understanding about the current process used to establish them.
GCOM is credited with effectively coordinating and funding various ministries and programs in the Church. More than half of the respondents believe that the GCOM should continue in the role of coordinator. Half of the respondents want the GCOM to continue to coordinate the programs and funding required to incorporate the Ethnic Local Church concerns into the life of the church.
Two-thirds of the respondents feel that GCOM is the correct agency to conduct the evaluation of the general program agencies. The effect of the review and evaluation function on the effectiveness of the general program agencies is not clear to a majority of respondents.
GCOM is engaged in effective research and planning, and most find that research helpful and relevant. Although the current efforts are well received, there is limited support for expanding those responsibilities.
There is wide acknowledgment of the effectiveness of GCOM's training of district superintendents and conference council directors.
The Advance Committee received a very positive evaluation, and there is extensive appreciation for its work.
Respondents expressed varied perception of GCOM's effectiveness in reviewing the Church's mission, ministry and connectional structures for its work into the 21st century. GCOM members and conference council directors were most complimentary of the Council's effectiveness, while members of general agencies and GCOM constituency groups were least complimentary.
There is no consensus on whether or not GCOM should continue to elect the general secretaries of the general program agencies.
For some respondents, the GCOM is an important source of service and information to the agencies within the church. These people are likely to have had personal contact with GCOM staff members and are complimentary of the services they have received. Others view GCOM as an unnecessary layer of bureaucracy.
One-to-one interviews were conducted by members of the Committee on Self-Evaluation with GCOM executive staff members in summer/fall of 1995. Those conversations reflected areas of general agreement.
Consultant's Recommendations
Diane Lawrence of Strategic Visioning, Inc. made four strategic recommendations to GCOM to increase awareness and understanding of its role and function within the Church:
1. GCOM must act to help people within the Church clearly understand its role and function. I suggest the focus of this effort be to educate the Church community about the reasons why GCOM has certain responsibilities. It would also be a good idea for GCOM to call attention to its successful attempts to limit bureaucracy and assist others meet the needs of "the people in the pews."
2. The most positive influence on perceptions of the GCOM is personal contact with members of its staff. It is important that all staff members be aware of this influence and that every opportunity is taken to be a visible presence in the life of the Church.
3. A quarterly newsletter from GCOM may provide a vehicle to inform not only the people who took part in this study, but those who work at the level of the local churches. This publication should include specific information about how GCOM is working in The United Methodist Church and include personal profiles of staff members.
4. The strong support from members of racial and ethnic minorities is invaluable. The visibility of the GCOM among those people can provide new avenues for understanding. Since the feelings from this population is already quite positive, it is an area where GCOM may facilitate cooperation and change without encountering the "turf battles" evident in other areas. Work with local ethnic churches should be included in the newsletter.
General Conference Webmaster: Susan Brumbaugh
PETS Creator: John Brawn
Petition Text: 21691-GJ-NonDis-O
1996 United Methodist General Conference