NEW SONG TOWN HALL
Sunday October 14, 2018
Sunday October 14, 2018
Below, you will find a list of the questions we discussed at our Town Hall meeting held Sunday, October 14, 2018. In addition to the thoughts contained in the document from the NLIWeekend Team, “Post Weekend FAQ,” these questions and answers are provided back to you as a point of reference for this Wednesday night’s Town Hall meeting. Should a question be raised that has already been addressed below or on the provided FAQ’s, we’ll be able to referto these documents to help insure everyone’s perspectives are heard and counted prior tovoting.
Please remember: our next Town Hall is being held on Wednesday, October 17, 2018, at 6:30pm. It will have a Dessert theme and last until 8:00pm. Childcare will be provided.
For the vote, a Called Church Conference will be held on Sunday, October 21, 2018, at 10am (which will be happening between the 2 worship services in the Worship Center). If you have any questions or concerns, please do not hesitate to send them into our Church Office; a member of our leadership will be sure to respond as soon as possible!
Contact Us!
1). Please say more about the Building Expansion (most closely relates to Innovation #5).
Plans for a building that includes significant space for Children’s Ministries has been in the works since 2009 and before. Our building routinely has too many kids in our KidsPraise!classroom, along with our youth having far too many Sr. High youth in the Pastor’s Office andYouth Box. The money for this becomes a huge concern for New Song – we cannot bank on the“If you build it, they will come” philosophy as this sometimes simply turns into “If you build it, you will be in debt” result. So the process of reviewing our options is well underway: BB&T and
SONA bank have both been contacted, as has the United Methodist Foundation. We want to enter into this arrangement in the right sequence of events, which was discussed as being theworking principle of “$1 towards debt + $1 towards new building.” We see where need for the new space is already drawn out: we have designs in-hand. What we lack is paid-down debt PLUS a pledge system that will allow for the confidence that is needed in order to move forward. Amy Leonard put forth this question, our Children’s Director, and undoubtedly speaksfor many when she lifted this question to get us started. While we discussed this particular point, other items came up, as well, including the desire to do what we CAN do NOW (help with congestion issues in the Commons by using the back Worship Center door (in and out), changing the start of the 2nd service’s worship time to 10:45am, teach the congregation to bebetter stewards of our space (move all the way through the entrances before stopping, move to the center of the aisle to allow for easier seating arrangements, etc.). The concepts reviewed in this part of the meeting were a call to be strategic about what can be done, even as we wait for the longer journey of what will be done.
2). When it comes to Innovation #2, how would the reduction of missions be handled?
This particular question generated a lot of feedback, some was hard to capture – but thevarious questions that were lifted came from a concern of “losing who we are as acongregation” and the potential for leaving various mission groups in a bad place (if cut fromthe final list of who would be served by the ministries of New Song Church). Another question started by inquiring about the Backpack Ministry – what would happen to it as it is a year-long ministry?
One of the strategic moves NLI is making is a call to focus, not to eliminate, missions. Thissection of the report was made after an observation (a year’s worth of bulletins, newsletters,publication, etc. were provided to their team). One of the comments the NLI Team made wasthat “we’ve really never had to share with a Church to curtail the missions, but in New Song’scase, it seems that so many have received a YES with funding and volunteers, that some are not able to meet their full need!” So they came up with a recommendation to help focus this resource – in no way was this Innovation seen as a “negative” – but instead, as a way to provide shape and focus. Some in the Town Hall reflected they saw this Innovation as a call for intentionality: that when we say yes to something, we make sure we give our best to that particular area, agency or ministry. Most agreed that calling for more story-telling and sharing of results from missions was a positive. We liked that there was an Award that has named NewSong’s great impact into the community – we do not want to see this become undone.
One of the concerns for New Song is that, with so many different ministries receiving approvalto be supported, we are not able to keep this many plates spinning... that is, not keep themspinning as successfully as we may intend to when first reviewing. The NLI team has suggested we take time to consider: who is most broadly helped by this ministry, who (from all of the various parts of the congregation) can help make this designated mission a true success (children, youth, young adults, newcomers, singles, couples, etc.), and how can we best lift the impact a particular receiving agency/group bring about because of their faith, etc.?
In the end, the Missions Team was reported to be the best decision-maker for these types of concerns. It was suggested to do quarterly (4) Hearts & Hands events each year, and then to do 8 other missions (1 per month) on the non-Hearts & Hands months.
Update/Clarification: the Backpack Ministry would continue as usual, for instance, as would other areas of missional outreach that have an ongoing team. What the NLI team has shared is that we would curtail the advertising to be much more focused on no more than 1 per monthto the wider congregation: “This month’s focus is ____, and we want everyone to help as we goabout these ___ number of projects to support _____.” It does not end support of otherministries; those who have a team already in place continue as normal. Those without team support are where we engage the congregation to rally around that particular cause.
One example that could be translated to almost any cause/agency was that of a school – what ifwe adopted a local school and blessed them in huge ways? Paint the teacher’s lounge,repaired/re-painted their playground, made the teacher’s breakfast, made sure the Cafeteriahad a fund for students who couldn’t afford meals, talked with the principal for a list of ways to help, offered to tutor after school, etc. In so approaching the missions/communications efforts this way, we work strategically to involve the entire congregation – we have a list whereeveryone has a way to get involved and it’s spread out over a month to draw-in small groups, those who like hands-on labor, those who like to provide gift cards, those who like to cook, etc.
In limiting the scope of how many things are being publicized, the comment was made that the NLI Team felt it important to bring the overall number down to what can be executed with excellence. We have found it helpful to ask: “in what ways might our current recipients have to be supported with a scaled-back result because we’ve said YES to too many projects?” Or that is to say, “how much more might our YES mean if we pruned our recipient’s list just a bit tomake sure all receive our very best efforts?” It was noted that there would be close to a year (2019) to develop this missions calendar and that there was a time down the road (2020) to re- prioritize and evaluate this calendar, as needed.
The last consideration that was involved in answering this question was about the Church’soverall vision and mission statements. Whatever is to be accomplished should align under
these guiding statements (currently, our vision and mission do not eliminate very much from consideration). In making these changes, what might be amended? What might allow theChurch to have a clarified “yes” or “no” in our support based upon these mission and visionstatements?
3). Could you say a little more about the transitions between services and hours of worship?
The NLI team found several who shared it’s just too congested in the Commons and Children’sHallways, along with finding a parking space. As such, they made the recommendation to workon strategies that would allow, especially new guests, to not feel as “sardined” in our spaceupon walking in for the first time. This included shifting the worship service from 10:30am to 10:45am, among others – opening up the back door of the worship center, possibly moving greeters and drink stations around (especially during favorable weather, etc.).
4). Could more be shared about our current finances?
Becky has made sure our most recently Financial Newsletter is on the website, and Sherry shared that the next edition is coming out by the end of this month (October). This newsletter has detailed information on our giving, our debt and repayment progress, and our ongoing balances – with spending and saving plans.
We have brought our overall Church debt from $1.6 million to $727,000. We have paid off the Walnut Grove house expense ($171,000), we have paid off the Revealing Christ Loan (ahead of schedule, which was $200,000), we have paid for the electronic sign at the corner of the property ($40,000), and the playground equipment ($40,000). The estimated cost of the next phase is approximately $1.3 million, which will have additional bathrooms, classrooms, administrative and lobby space.
Our next financial newsletter will be sent by the end of October with the latest quarterly billing statements.
5a). What resources do we have that will be utilized to implement these Innovations?
It is true that many of our members and leaders are feeling burnout – the NLI Weekend Teamnoted that “leaders waiting in the wings” was a concern nearly every leader brought up. Quitesimply, we need to have more persons in place who can lead the various aspects of the ministry, and not be so dependent on staff and those on existing teams. NLI has included a
directive in this regard on developing a more robust Leadership Pipeline: recruiting, training and deploying folks into existing and new needs as they arise.
Each Innovation will have a team attached to it that will be accountable to the Leadership Team, chaired by Mary Eaton. The existing NLI Team will also play a role in helping to recruit and off-ramp several of the bullet points from the report.
5b). How do we find out more information about our Church’s governance and financial status?
New Song’s website has an updated copy of the roster for each team, which also has each team member’s role. Find out more by clicking here for staff or here for leadership teams.
The best, most up-to-date information on the church’s cash flow, major expenses and income statements are available via our Quarterly Financial Newsletter
6). Several questions were asked about the voting process:
6a). Why 70% and not 51% when it comes to final approval of the report?
Pastor Chad provided the answer that 51% essentially divides the Church right down the middle and would pit 2 sides against each other. The goal is not one side vs another, but instead to build as much momentum and team support behind each innovation to insure its best opportunity at success. In a word – MOMENTUM, but even more broadly, the NLI WeekendTeam put together several months’ worth of research into our statistical reports, data, andtrends, in addition to interviews with strategic leaders and staff. The more momentum that we can build across the congregation - the better our chances of success towards these goals will be.
6b). Is there any wiggle room on the Innovations once we vote? (ex: Timelines, specific bullet points, etc.)
The information contained in the Report is a best-practice, best-guess scenario... the Team remains very reasonable and understands that certain aspects may not play out exactly as the original thoughts intended. In many cases, this work is like an experiment as opposed to a“specific set of rules that must be followed – or else.” Some of the previous NLI Churches have
shared that, in consultation with their Mentor, that they are significantly off on the timeline, for instance. While it is ideal to stay on time, go in sequence, go point-by-point, it is also reasonable to expect that we will not be able to carry every single bullet point out to the full extent of what is expressed in the report. However, the spirit of each section still remains – itwould be disingenuous to say that “we do not need to worry with what the NLI report says.”The task before us is to give each of the main ideas a sincere effort and evaluate results throughout.
So, yes, within reason, there’s definitely wiggle room and allowance for on-site interpretation in order to give the best chance for realistic success for each Innovations.
6c). What if we vote to approve, but then we find that it’s just not working (for whateverreason)?
6d). What process of ongoing evaluation and/or what resources are there in place to help insure success and to not take on too much?
Much of the previous answer applies to both of these questions, as well:
7). Where did NLI originate?
NLI is based, in part, on a process from the Louisiana Conference under the direction of Bishop Bob Farr. Their process went under the name of HCI, Healthy Church Initiative. Another process comes to us from the Ohio Conference called MCCI, Missional Church Consultative Initiative, under the direction of the Rev. Sue Nelson Kibbey. Several years ago, two Virginia Conference churches were selected to participate in the MCCI process, Great Bridge UMC and Bon Air UMC. Since that time, the Arlington and Alexandria Districts created Next Level Innovations – a process very similar to the above-mentioned MCCI and HCI. Cohort 1 began in the Fall of 2017. New Song UMC was selected to be part of Cohort 2, which began in Fall, 2017
.
8). Would the “Way Forward” Called General Conference have any impact on New Song’sinvolvement with NLI?
In essence, no. The Way Forward decision is a denominational level clarification of theologyand stance on human sexuality. There are many layers to this discussion, but NLI and “A Way Forward” are entirely separate in nature and should not be conflated.
In February, 2019, the denomination’s Called General Conference will take place where 1,000representatives from all over the world will convene to discuss the platform the United Methodist Church takes on issues surrounding human sexuality. The current statement in the Book of Discipline states, “Homosexuality is incompatible with Christian teaching.” Thisstatement has been attacked from many/all sides – from conservatives to progressives and beyond. Some feel it needs to be more restrictive, some feel it needs to be more tolerant. From there, the issues of same-sex attraction and inclusion will also be discussed, including clergy presiding at same-gender weddings, whether or not a congregation can elect to hold a same-gender wedding ceremony in their facility, whether or not self-avowing and/or practicing homosexuals are permitted to be clergy in full connection, etc. There are many directions thisconversation will go... all will take a goodly amount of time to clarify.
Ultimately: nothing will happen overnight. All things with a denomination this large take time to sort through. The other thought that was shared was to remember that the work of the local church continues... when better for the Church to find her voice and share a vision of Christ-
likeness with the world than when we arrive at a crossroads over a topic such as this? It has happened before: Methodists were opposed to slavery long before it became a contender in the national news. Methodists were also among the first to Ordain and Consecrate female clergy. Change has not always been easy, but by sticking to the text and joining together over being driven apart, the point is that the Church’s witness has proclaimed hope even whenunder duress.
Lastly, the best thing a local church can do during certain times of conflict is to remember to...breathe! Breathing and focusing become some of the soul’s greatest needs, and it’s what weneed to concentrate on doing. While all may seem chaotic or swirling around our denominational headlines, we press on – we aim to be Christ’s ambassadors and not get swept up in the calls for schism or division. To become even clearer about whom God has made us tobe “for such a time as this” is one of our most sacred opportunities.
At the end of the day, it’s not our task to be sidetracked, but to become all the more aware of God’s leadership and our journey onward that we are to claim (even in times of uncertainty on any particular issue).
Again, please remember that our next Town Hall is being held on Wednesday, October 17, 2018, at 6:30pm. It will have a Dessert theme and last until 8:00pm. Childcare will be provided.
Please remember: our next Town Hall is being held on Wednesday, October 17, 2018, at 6:30pm. It will have a Dessert theme and last until 8:00pm. Childcare will be provided.
For the vote, a Called Church Conference will be held on Sunday, October 21, 2018, at 10am (which will be happening between the 2 worship services in the Worship Center). If you have any questions or concerns, please do not hesitate to send them into our Church Office; a member of our leadership will be sure to respond as soon as possible!
Contact Us!
1). Please say more about the Building Expansion (most closely relates to Innovation #5).
Plans for a building that includes significant space for Children’s Ministries has been in the works since 2009 and before. Our building routinely has too many kids in our KidsPraise!classroom, along with our youth having far too many Sr. High youth in the Pastor’s Office andYouth Box. The money for this becomes a huge concern for New Song – we cannot bank on the“If you build it, they will come” philosophy as this sometimes simply turns into “If you build it, you will be in debt” result. So the process of reviewing our options is well underway: BB&T and
SONA bank have both been contacted, as has the United Methodist Foundation. We want to enter into this arrangement in the right sequence of events, which was discussed as being theworking principle of “$1 towards debt + $1 towards new building.” We see where need for the new space is already drawn out: we have designs in-hand. What we lack is paid-down debt PLUS a pledge system that will allow for the confidence that is needed in order to move forward. Amy Leonard put forth this question, our Children’s Director, and undoubtedly speaksfor many when she lifted this question to get us started. While we discussed this particular point, other items came up, as well, including the desire to do what we CAN do NOW (help with congestion issues in the Commons by using the back Worship Center door (in and out), changing the start of the 2nd service’s worship time to 10:45am, teach the congregation to bebetter stewards of our space (move all the way through the entrances before stopping, move to the center of the aisle to allow for easier seating arrangements, etc.). The concepts reviewed in this part of the meeting were a call to be strategic about what can be done, even as we wait for the longer journey of what will be done.
2). When it comes to Innovation #2, how would the reduction of missions be handled?
This particular question generated a lot of feedback, some was hard to capture – but thevarious questions that were lifted came from a concern of “losing who we are as acongregation” and the potential for leaving various mission groups in a bad place (if cut fromthe final list of who would be served by the ministries of New Song Church). Another question started by inquiring about the Backpack Ministry – what would happen to it as it is a year-long ministry?
One of the strategic moves NLI is making is a call to focus, not to eliminate, missions. Thissection of the report was made after an observation (a year’s worth of bulletins, newsletters,publication, etc. were provided to their team). One of the comments the NLI Team made wasthat “we’ve really never had to share with a Church to curtail the missions, but in New Song’scase, it seems that so many have received a YES with funding and volunteers, that some are not able to meet their full need!” So they came up with a recommendation to help focus this resource – in no way was this Innovation seen as a “negative” – but instead, as a way to provide shape and focus. Some in the Town Hall reflected they saw this Innovation as a call for intentionality: that when we say yes to something, we make sure we give our best to that particular area, agency or ministry. Most agreed that calling for more story-telling and sharing of results from missions was a positive. We liked that there was an Award that has named NewSong’s great impact into the community – we do not want to see this become undone.
One of the concerns for New Song is that, with so many different ministries receiving approvalto be supported, we are not able to keep this many plates spinning... that is, not keep themspinning as successfully as we may intend to when first reviewing. The NLI team has suggested we take time to consider: who is most broadly helped by this ministry, who (from all of the various parts of the congregation) can help make this designated mission a true success (children, youth, young adults, newcomers, singles, couples, etc.), and how can we best lift the impact a particular receiving agency/group bring about because of their faith, etc.?
In the end, the Missions Team was reported to be the best decision-maker for these types of concerns. It was suggested to do quarterly (4) Hearts & Hands events each year, and then to do 8 other missions (1 per month) on the non-Hearts & Hands months.
Update/Clarification: the Backpack Ministry would continue as usual, for instance, as would other areas of missional outreach that have an ongoing team. What the NLI team has shared is that we would curtail the advertising to be much more focused on no more than 1 per monthto the wider congregation: “This month’s focus is ____, and we want everyone to help as we goabout these ___ number of projects to support _____.” It does not end support of otherministries; those who have a team already in place continue as normal. Those without team support are where we engage the congregation to rally around that particular cause.
One example that could be translated to almost any cause/agency was that of a school – what ifwe adopted a local school and blessed them in huge ways? Paint the teacher’s lounge,repaired/re-painted their playground, made the teacher’s breakfast, made sure the Cafeteriahad a fund for students who couldn’t afford meals, talked with the principal for a list of ways to help, offered to tutor after school, etc. In so approaching the missions/communications efforts this way, we work strategically to involve the entire congregation – we have a list whereeveryone has a way to get involved and it’s spread out over a month to draw-in small groups, those who like hands-on labor, those who like to provide gift cards, those who like to cook, etc.
In limiting the scope of how many things are being publicized, the comment was made that the NLI Team felt it important to bring the overall number down to what can be executed with excellence. We have found it helpful to ask: “in what ways might our current recipients have to be supported with a scaled-back result because we’ve said YES to too many projects?” Or that is to say, “how much more might our YES mean if we pruned our recipient’s list just a bit tomake sure all receive our very best efforts?” It was noted that there would be close to a year (2019) to develop this missions calendar and that there was a time down the road (2020) to re- prioritize and evaluate this calendar, as needed.
The last consideration that was involved in answering this question was about the Church’soverall vision and mission statements. Whatever is to be accomplished should align under
these guiding statements (currently, our vision and mission do not eliminate very much from consideration). In making these changes, what might be amended? What might allow theChurch to have a clarified “yes” or “no” in our support based upon these mission and visionstatements?
3). Could you say a little more about the transitions between services and hours of worship?
The NLI team found several who shared it’s just too congested in the Commons and Children’sHallways, along with finding a parking space. As such, they made the recommendation to workon strategies that would allow, especially new guests, to not feel as “sardined” in our spaceupon walking in for the first time. This included shifting the worship service from 10:30am to 10:45am, among others – opening up the back door of the worship center, possibly moving greeters and drink stations around (especially during favorable weather, etc.).
4). Could more be shared about our current finances?
Becky has made sure our most recently Financial Newsletter is on the website, and Sherry shared that the next edition is coming out by the end of this month (October). This newsletter has detailed information on our giving, our debt and repayment progress, and our ongoing balances – with spending and saving plans.
We have brought our overall Church debt from $1.6 million to $727,000. We have paid off the Walnut Grove house expense ($171,000), we have paid off the Revealing Christ Loan (ahead of schedule, which was $200,000), we have paid for the electronic sign at the corner of the property ($40,000), and the playground equipment ($40,000). The estimated cost of the next phase is approximately $1.3 million, which will have additional bathrooms, classrooms, administrative and lobby space.
Our next financial newsletter will be sent by the end of October with the latest quarterly billing statements.
5a). What resources do we have that will be utilized to implement these Innovations?
It is true that many of our members and leaders are feeling burnout – the NLI Weekend Teamnoted that “leaders waiting in the wings” was a concern nearly every leader brought up. Quitesimply, we need to have more persons in place who can lead the various aspects of the ministry, and not be so dependent on staff and those on existing teams. NLI has included a
directive in this regard on developing a more robust Leadership Pipeline: recruiting, training and deploying folks into existing and new needs as they arise.
Each Innovation will have a team attached to it that will be accountable to the Leadership Team, chaired by Mary Eaton. The existing NLI Team will also play a role in helping to recruit and off-ramp several of the bullet points from the report.
5b). How do we find out more information about our Church’s governance and financial status?
New Song’s website has an updated copy of the roster for each team, which also has each team member’s role. Find out more by clicking here for staff or here for leadership teams.
The best, most up-to-date information on the church’s cash flow, major expenses and income statements are available via our Quarterly Financial Newsletter
6). Several questions were asked about the voting process:
6a). Why 70% and not 51% when it comes to final approval of the report?
Pastor Chad provided the answer that 51% essentially divides the Church right down the middle and would pit 2 sides against each other. The goal is not one side vs another, but instead to build as much momentum and team support behind each innovation to insure its best opportunity at success. In a word – MOMENTUM, but even more broadly, the NLI WeekendTeam put together several months’ worth of research into our statistical reports, data, andtrends, in addition to interviews with strategic leaders and staff. The more momentum that we can build across the congregation - the better our chances of success towards these goals will be.
6b). Is there any wiggle room on the Innovations once we vote? (ex: Timelines, specific bullet points, etc.)
The information contained in the Report is a best-practice, best-guess scenario... the Team remains very reasonable and understands that certain aspects may not play out exactly as the original thoughts intended. In many cases, this work is like an experiment as opposed to a“specific set of rules that must be followed – or else.” Some of the previous NLI Churches have
shared that, in consultation with their Mentor, that they are significantly off on the timeline, for instance. While it is ideal to stay on time, go in sequence, go point-by-point, it is also reasonable to expect that we will not be able to carry every single bullet point out to the full extent of what is expressed in the report. However, the spirit of each section still remains – itwould be disingenuous to say that “we do not need to worry with what the NLI report says.”The task before us is to give each of the main ideas a sincere effort and evaluate results throughout.
So, yes, within reason, there’s definitely wiggle room and allowance for on-site interpretation in order to give the best chance for realistic success for each Innovations.
6c). What if we vote to approve, but then we find that it’s just not working (for whateverreason)?
6d). What process of ongoing evaluation and/or what resources are there in place to help insure success and to not take on too much?
Much of the previous answer applies to both of these questions, as well:
- - There is a Mentor assigned to the process who checks in each month with our clergy, staff and leaders.
- - By checking in frequently, the opportunity for coaching and/or course correction is available along the way.
- - This also provides a proven method at evaluating and strategizing how to bring about the results. The Mentor also gives tips to provide for proper delegation and breaking apart the various pieces of the puzzle to help insure no one person is over-burdened.
- - Underneath this entire effort is, of course, prayer, along with the support and guidance of the Leadership Team.
- - Our current NLI Team will be self-dividing to have representation on each of these efforts for each Innovation, along with opening a recruiting process to include as manyfrom the congregation as possible... when asked, “Who’s going to lead these Innovation efforts?” – the answer is a resounding YOU! (All of us!)
6e). What if we vote to not proceed?
As the NLI Team shared, we’d lose the assistance and partnership with the District andConference. We’d still have the report to base any decisions upon (to focus on what aligns with our understanding of the needs, etc.). Although there is no “penalty” per se, there is the
7). Where did NLI originate?
NLI is based, in part, on a process from the Louisiana Conference under the direction of Bishop Bob Farr. Their process went under the name of HCI, Healthy Church Initiative. Another process comes to us from the Ohio Conference called MCCI, Missional Church Consultative Initiative, under the direction of the Rev. Sue Nelson Kibbey. Several years ago, two Virginia Conference churches were selected to participate in the MCCI process, Great Bridge UMC and Bon Air UMC. Since that time, the Arlington and Alexandria Districts created Next Level Innovations – a process very similar to the above-mentioned MCCI and HCI. Cohort 1 began in the Fall of 2017. New Song UMC was selected to be part of Cohort 2, which began in Fall, 2017
.
8). Would the “Way Forward” Called General Conference have any impact on New Song’sinvolvement with NLI?
In essence, no. The Way Forward decision is a denominational level clarification of theologyand stance on human sexuality. There are many layers to this discussion, but NLI and “A Way Forward” are entirely separate in nature and should not be conflated.
In February, 2019, the denomination’s Called General Conference will take place where 1,000representatives from all over the world will convene to discuss the platform the United Methodist Church takes on issues surrounding human sexuality. The current statement in the Book of Discipline states, “Homosexuality is incompatible with Christian teaching.” Thisstatement has been attacked from many/all sides – from conservatives to progressives and beyond. Some feel it needs to be more restrictive, some feel it needs to be more tolerant. From there, the issues of same-sex attraction and inclusion will also be discussed, including clergy presiding at same-gender weddings, whether or not a congregation can elect to hold a same-gender wedding ceremony in their facility, whether or not self-avowing and/or practicing homosexuals are permitted to be clergy in full connection, etc. There are many directions thisconversation will go... all will take a goodly amount of time to clarify.
Ultimately: nothing will happen overnight. All things with a denomination this large take time to sort through. The other thought that was shared was to remember that the work of the local church continues... when better for the Church to find her voice and share a vision of Christ-
likeness with the world than when we arrive at a crossroads over a topic such as this? It has happened before: Methodists were opposed to slavery long before it became a contender in the national news. Methodists were also among the first to Ordain and Consecrate female clergy. Change has not always been easy, but by sticking to the text and joining together over being driven apart, the point is that the Church’s witness has proclaimed hope even whenunder duress.
Lastly, the best thing a local church can do during certain times of conflict is to remember to...breathe! Breathing and focusing become some of the soul’s greatest needs, and it’s what weneed to concentrate on doing. While all may seem chaotic or swirling around our denominational headlines, we press on – we aim to be Christ’s ambassadors and not get swept up in the calls for schism or division. To become even clearer about whom God has made us tobe “for such a time as this” is one of our most sacred opportunities.
At the end of the day, it’s not our task to be sidetracked, but to become all the more aware of God’s leadership and our journey onward that we are to claim (even in times of uncertainty on any particular issue).
Again, please remember that our next Town Hall is being held on Wednesday, October 17, 2018, at 6:30pm. It will have a Dessert theme and last until 8:00pm. Childcare will be provided.