GA Report 2003

REPORT OF THE GENERAL ASSEMBLY COUNCIL

To the 173rd General Assembly of the Cumberland Presbyterian Church in session in Knoxville, Tennessee June 23-27, 2003.

I. GENERAL INFORMATION

A. MEETINGS AND ORGANIZATION

The General Assembly Council (GAC) under the direction of its officers, President Sandra Boaz, First Vice President Don Wilson, Secretary Joan Grounds, and Treasurer Davis Gray, Jr. met three times in regular session since the 172nd General Assembly.

B. BOARD MEMBERS WHOSE TERMS EXPIRE

The terms of Sandra Boaz, Joan Grounds, Tiffany McClung and Ross Reavis, Sr. expire in 2003, but they are all eligible for re-election. The term of Evelyn Brodeur expires in 2003 and, since she has served three terms, she is not eligible for re-election. The Reverend Don Wilson’s term expires in 2003 and, while eligible for re-election, Rev. Wilson has asked not to be re-elected. The Reverend Jody Hill has resigned from the General Assembly Council.

The Reverend Evelyn Brodeur, the Reverend Don Wilson and the Reverend Jody Hill have been faithful to this calling during their time of service.

C. COUNCIL REPRESENTATIVES TO 172ND GENERAL ASSEMBLY

The president, Sandra Boaz, will be the Council’s representative and Davis Gray Jr. will attend as executive director.

II. GENERAL ASSEMBLY COUNCIL ACTIVITIES

A. PURPOSE

The 165th General Assembly directed the General Assembly Council to report to future General Assemblies the Task Force Report creating the General Assembly Council in 1993, or the essence of that report in summary. The following is the purpose statement from the Bylaws which include eleven responsibilities.

Article I.B.: The purpose of the General Assembly Council shall be:

1. To identify the Cumberland Presbyterian Church’s vision for ministry and to help its General assembly boards and other agencies, synods, presbyteries, and congregations develop an understanding of their particular roles in the implementation of this ministry;

2. To be the primary long and short range planning agency for the Church, striving to assure that all segments will be working on a common mission and that duplications and gaps in the Church’s ministry will be minimized;

3. To promote the effective distribution of human and material resources in order that the various facets of the Church’s ministry be carried out in an effective and efficient manner;

4. To provide and/or insure that the General Assembly has all relevant information concerning programs, budgets, and the general work of the church in order that the General Assembly may make wise and informed decisions;

5. To unify the planning, programming/implementing, and budgeting of all General Assembly boards and other agencies for the purpose of achieving an integrated, coordinated, and prioritized Church program and to submit all such budgets to the General Assembly for approval;

6. To review the reports and coordinate the recommendations of all General Assembly boards and other agencies and to advise the General Assembly concerning such reports and recommendations in light of the Church’s prioritized program;

7. To be responsible for Our United Outreach by planning and recommending Our United Outreach income, and distributing Our United Outreach in accordance with actions and budgets of the General Assembly;

8. To have authority in management of Church Center property.

9. To participate through an active consultative role with General Assembly boards in the process of employing principal executive officers who serve on the General Assembly Council.

10. In the event the office of Stated Clerk is vacated by resignation, action or policy for General Assembly or for any other reason, the Coordinating Committee of the General Assembly Council will assume the responsibility for the oversight of the office until a Stated Clerk is elected by the General Assembly and begins work.

11. When the office of Stated Clerk is vacated, the General Assembly Council shall conduct the search for a candidate and subsequently present their nomination to the General Assembly. The Council may appoint a Search Committee which shall be composed of elected voting members of the Council.

B. STRATEGY FOR ACHIEVING PURPOSE

The primary function of the General Assembly Council is to do long range planning for the Church. In response to this, in 1997 the GAC recommended a vision of ministry and three priority goals to guide and focus the Church as it begins the twenty-first century. The GAC’s plan is and will be to continue working with denominational boards/agencies and institutions to coordinate plans and programs that support the General Assembly’s vision and priority goals. The vision and priority goals are designed to focus programs to strengthen congregations and presbyteries as they engage in ministry within their communities. The GAC is committed to strengthening our congregations and presbyteries and finding ways to celebrate the ministries they provide.

To this end Touch the Future: A New Frontier in Partnership provides a structure to support the vision of ministry and the three priority goals of the Cumberland Presbyterian Church. This structure provides for three basic elements in partnership with congregations and presbyteries to support the priority goals. These elements are: (1) a discernment process to enable congregations, presbyteries, boards & agencies and institutions in seeking God’s will for their ministries; (2) to provide funding at all levels of the Church through a church-wide comprehensive giving campaign; (3) to be very intentional in developing leadership at all levels of the Church.

1. Vision of Ministry
The vision of ministry states who we are to be as the Cumberland Presbyterian Church as a part of the body of Christ.
Biblically-based and Christ-centered,
born out of a specific sense of mission,
the Cumberland Presbyterian Church strives to be true to its heritage:
to be open to God’s reforming spirit,
to work cooperatively with the larger Body of Christ,
and to nurture the connectional bonds that make us one.
The Cumberland Presbyterian Church seeks—to be the hands and feet of Christ in witness and service to the world and above all, the Cumberland Presbyterian Church lives out the love of God to the glory of Jesus Christ.

2. Priority Goals
In August of 1998 the General Assembly Council began discussion about the priority goals and recognized there would be funding requirements at all levels of the Church as we seek to meet these goals. The GAC appointed a steering committee to develop an overall strategy for determining funding requirements at all levels of the Church. The steering committee recommended a Church wide program to be observed over the next ten years called Touch The Future, A New Frontier In Partnership. In this interim time the GAC has provided some funding and other support to boards/agencies as they reallocate their resources and develop new programs to support the General Assembly’s priority goals.

a. Recruit, educate, and nurture clergy and laity for their specific ministries.

Current Status: The following are new initiatives in support of this priority goal.
Camp Directors Conference: The Board of Christian Education held its second Camp Directors Conference in March 2002. The first one was held in 2000 with twenty eight persons representing thirteen presbyteries and in 2002 there were twenty persons representing seven presbyteries. The next conference is scheduled for 2004.

Elder Training Miniversity: Twenty-one miniversities were held under the direction of the Board of Christian Education throughout the denomination in January and February, 2003. Over 1,150 people attended an event. The largest event was in Nashville with 166 people and the smallest in Tampa with 11 people. It is hoped that as these events become a standard in presbyteries and that in the coming years elders will claim their equal role with clergy as decision makers in all judicatory bodies. For more detailed information see the Report of the Board of Christian Education.

Elders as Communion Celebrants: The Board of Christian Education planned and held a conference on Wednesday, January 29, 2003, for members of Committees on Ministry. This conference followed the Ministers’ Conference in McKenzie, Tennessee. The conference equipped presbytery Committees on the Ministry to fulfill their calling to train elders to serve as celebrants for the Lord’s Supper in their respective congregations.

North American Conference on Christian Philanthropy: This conference meets every two years, and the Board of Stewardship for the past two meetings in Louisville, Kentucky, and Nashville, Tennessee, has invited and paid expenses for a total of fifty clergy & laity to attend. These conferences provide continuing education about endowments, planned giving and capital gifts. Sessions are held for leaders in congregations, institutions and denominational staff. The next conference is in 2004 in St. Louis, Missouri.

Church Planter Training Program: The GAC funded the development of a curriculum to aid in the development of persons to provide the leadership for NCD’s. The Board of Missions staff with assistance from an Alban Institute consultant has developed a Manual for Church Planters. The Board of Missions has held two training events, one for three days and one for five days. The Board is continuing to evaluate this resource and the training events. The Board will continue to develop designs to provide for flexibility to be used in a variety of settings (week long, weekend, MTS, PAS, etc.).

CLERGY COMPENSATION SURVEY, SPRING, 2003 All Cumberland Presbyterian churches were sent a questionnaire with the annual report form mailing from the Office of the General Assembly late in 2002 for this clergy compensation study. Data was received from 376 churches, up 12% from the 336 churches who responded in 2001. The responses (with the number responding in 2001 given in parentheses) came from the following presbyteries: Grace 18 (18), Cullman 3 (4), Hope 7 (4), Robert Donnell 10 (9), Arkansas 37 (31), Tenn/GA 10 (13), East Tenn 32 (27), Cumberland 42 (41),Covenant 18 (19), Missouri 9 (8), North Central 18 (16), Choctaw 4 (2), Red River 21 (17), Columbia 18 (15), Murfreesboro 20 (20), Nashville 28 (22), Trinity 18 (18), Del Cristo 5 (4), West Tennessee 58 (48). The annual “compensation” listed in the tables below includes:

a) cash salary;

b) other forms of cash compensation such as allowances for housing/furniture/utilities, car/travel expense, retirement plan contributions, additional salary to help pay self-employment taxes, medical/life/disability/malpractice insurance, professional expenses for continuing education/books/clothing/etc.; and

c) fair rental value of a manse plus any utility costs of a manse which are paid by the church.

BY CHURCH INCOME

BY MEMBERS

Clergy Compensation has been raised as important information for churches and presbyteries throughout the Church and in the Leadership Task Force.

b. Revitalize and equip congregations and presbyteries to fulfill the mission (vision) of the church.

Rationale: One element of Touch The Future, A New Frontier In Partnership calls for each level of the Cumberland Presbyterian Church to enter into a discernment process to seek God’s will for its ministries. This program was assigned to the Board of Stewardship, Foundations, and Benefits (BOSFB) which has reallocated some of its human and financial resources for support. The BOSFB has assigned the Reverend Elinor Brown as director of the program. The steering committee authorized a part time position to work with Rev. Brown on the discernment process and Mr. Darren Kennemer, a Memphis Theology Seminary student, has been employed.

(i). Discernment Process

Current Status: The Discernment Process was implemented in 2000 with the training of thirteen Vision Bearers. They then met with each state side presbytery and denomination board/agency and presented the concept, and asked each entity to prepare for the discernment process by appointing a Task Force. Each entity was asked to send the names of Task Force members to Ms. Brown who would provide materials and assign someone to work with each Task Force as they prepare to implement the process. To date people have been trained, as Vision Enablers, to lead boards, presbyteries, and congregations through the discernment process. There will be additional Vision Enablers trained over the next three years to have enough available to work with all of our congregations, presbyteries, and denomination boards. We also plan to provide periodic area seminars for those who have been trained.

A discernment process may or may not lead to a Capital Campaign but from the FutureTrends survey we know there were a number of churches who had identified Capital needs. Therefore, in May of 2000, as a part of Touch The Future, A New Frontier In Partnership, we offered a Capital Campaign School using Holliman Associates as leaders. Seventeen people attended this school. We are currently in the discussion stage of determining if we should provide extensive training for persons in the Cumberland Presbyterian Church to provide Capital Campaign support to our churches or presbyteries.

This program is off to a very good start and has the potential, if utilized, to more focus our attention to God’s will for our faith communities. There are two discernment process events planned for 2003, one in May and one in October. We have asked that all denominational executives and their program staffs attend one of these events. For more in depth reporting on Touch The Future, A New Frontier In Partnership, refer to the Board of Stewardship, Foundations, and Benefits report, to the General Assembly.

(ii). Planned Giving

Rationale: In the FutureTrends survey analysis, Dr. Reginald Bibby states that the survey has documented widespread receptivity to planned giving programs, but an alarming level of unawareness of their nature and range, and that this has to change quickly. Planned giving programs represent a very significant source of revenue for the church, but they need to be given extremely high priority, and pursued with urgency.

Current Status: This program has been placed under the Board of Stewardship, Foundations, and Benefits. The GAC began to provide for funding through OUO in the year 1998 with a line item of $30,000 per year. The Board of Stewardship has reallocated funds of $15,000 per year to this program for a total of $45,000 which began in year 2000. The GAC is very excited about the short and long range benefits of this program for congregations and presbyteries.

There are currently four Planned Giving Coordinator positions with the following employed currently: Mike Gallagher, in Cumberland Presbytery; Carolyn Harmon, for the presbyteries of East Tennessee and Tennessee Georgia; Carroll Miller, for the presbyteries of Trinity and Red River, and Nadara Jones for presbyteries of Tennessee Synod.

For more in depth information on Planned Giving plans refer to the Board of Stewardship, Foundations, and Benefits report to General Assembly.

(iii). Investment Loan

Rationale: This program is designed to increase substantially the amount of capital available for loans within the Cumberland Presbyterian Church. The FutureTrends survey identified capital needs over the next ten years to range from $57 to $97 million for existing churches. New church developments over this same period of time will likely require an additional $30 million. Based on the experience of other denominations we expect $50 million or more to be invested over time. The motivation for investors is Mission and the strengthening of our church in response to God’s call---even though the return on investment will be less than could be realized with a pure dollar motivation. This program will pay out to investors an amount equal to or greater than the average CD rate of area banks. Funds will be loaned to churches or presbyteries based on a two point spread above the amount paid to investors. This program was assigned to the Board of Stewardship, Foundations, and Benefits. Current Status: The Board of Stewardship operates this program through a Subsidiary Corporation and adopted a charter to operate this program. We had a long delay in getting our tax exempt status from the IRS, but now we have the charter and bylaws approved and the prospectus completed. The BOSFB merged the Cash Funds Management Program and assets into the Investment Loan Program as of January 1, 2002. The Investment Loan Program as of January 1, 2003, had approximately $11,553,000 in assets.

We have filed with Kentucky and Tennessee and have received approval to offer the prospectus to persons who belong to the Cumberland Presbyterian Church. We will be offering the prospectus in Tennessee, Texas, Kentucky, and New Mexico. While this program will help existing congregations in obtaining loans, it will also benefit NCD’s and therefore support two of the priority goals. For more about this program see BOSFB report to General Assembly.

c. Establish New Congregations

Rationale: In his analysis of the FutureTrends survey, Dr. Reginald Bibby concludes, “There is considerable support for the establishment of new churches, with a strong preference for these churches being created in the United States, versus elsewhere.” This will require much planning and coordination in all parts of our denomination.

Current Status: A constitutional change was adopted by presbyteries in 2000 and ratified by the 171st General Assembly. The interpretation and constitutional change has allowed provisional Korean churches to begin assimilation into the Tennessee Georgia Presbytery. There are NCD projects underway in other presbyteries. For further information on NCD’s refer to the Board of Missions report.

3. Leadership Task Force

In 1998 GAC appointed a task force to study the leadership needs of the denomination at all levels of the Church. This task force of ten people was made up of laity and clergy from small, medium, and large churches. The GAC received their report, containing twenty-seven recommendations, and referred them to denominational boards/agencies for study and program development. Some of the areas covered by the Leadership Task Force are:

a. Committees on the Ministry Training, Orientation, Operation, and Organization

The Task Force believes presbyterial Committees on the Ministry need some level of training and orientation as to their roll and responsibility to the larger Church. While ordination and care of ordained clergy is a responsibility given to presbyteries, there must be some Church wide guide lines and training of members of these committees. Once a person is ordained to Word and Sacrament they can serve in any presbytery. Therefore, each presbytery has a responsibility to consider the larger Church. It was observed that some presbyteries have gone to two committees, one for care of ordained clergy and one for nurture and care of candidates. This seems to be working well for those presbyteries. This area has been assigned to the Commission on Ministry and the GAC has provided funding for an initial meeting of the chairs of the State side presbyterial Committees on Ministry.

b. Preparation and Nurture of Candidates

Many candidates say they only have contact with their committee once each year. There appears to be little or no communication between the committee and the seminary about student status or needs. Some presbyteries provide assessment analysis to help candidates understand their strengths and weaknesses while others provide nothing. The Task Force did not find anyone helping candidates understand their spiritual gifts. The Task Force believes both of these are essential to help candidates preparing for ordination and to fulfill their calling as a pastor. This was assigned to the Commission on Ministry.

c. Support and Care of Ordained Clergy and Families

With those presbyteries where the responsibility is with a separate committee, there appears to be better support. But even these are not yet very proactive when clergy have problems with a church. Presbyteries are continuing to send clergy to another presbytery without helping them find the root problems and getting help. This is assigned to the Commission on Ministry.

d. Clergy Compensation

Presbyterial boards of missions do not provide enough help to clergy or congregations when a pastor moves into their bounds. Compensation is a major concern for both entities and presbyteries have the authority and responsibility to review everything before approving the call. The Board of Stewardship began compiling salary compensation data in the Spring of 2001. This data is updated each year and included in the GAC report to the General Assembly. This information should help boards of missions, clergy and congregations when considering contracts.

e. Elder Education and Training

The Task Force believes there is a critical need to provide some consistent education and training across the Church for elders. Elders share equally with clergy in their responsibility to the congregation, presbytery, and General Assembly, but are not prepared adequately to participate as equals. This must change for the Church to better fulfill its purpose. This was assigned to the Board of Christian Education.

f. The Ordination Process

The Task Force believes the Church needs to examine the ordination to Word and Sacrament including its understanding of the call, the stigmas associated with becoming a candidate and then dropping out, the education requirements as it pertains to MTS and PAS, and persons desiring recognition through calls to other ministries. Each of these areas was discussed by the Task Force and GAC and referred to the Commission on Ministry. Currently there are more candidates enrolled in the PAS program than in MTS. But our Constitution clearly states PAS should be the exception. The Church needs to reconcile this situation. The GAC has provided funding for the Commission on Ministry to proceed with a Task Force to do this study.

g. An Understanding Throughout the Church Leadership of the Call

The Task Force had before it study papers written by the Committee on Theology and Social Concerns, works by Dr. Morris Pepper and Dr. John Ed Gardner, and by Dr. Dawn De Vries of Union Theological Seminary in Richmond, Virginia. The Task Force believes the Church would benefit greatly if study guides were prepared for all levels of leadership. We are a called people, but how do we understand the concept of God’s call.

III. TOUCH THE FUTURE COMPREHENSIVE GIVING CAMPAIGN

A. BACKGROUND

From 1995-1997 the General Assembly Council was engaged in a discernment process seeking God’s will for the Cumberland Presbyterian Church. Based on our belief that God speaks clearer through the Covenant Community,

Confession of Faith 1.17 God’s providence embraces the whole world, but is especially evident in the creation of the Church, the covenant community. Through patient discipline, God guides this chosen community in her mission of witness and service in the world.,

we gathered input from the Church in a variety of settings and methods. In 1995 the GAC held a forum at the General Assembly which engaged 500 leaders, in 1996 we appointed a task force to study funding options, presbyteries held forums in 1996 and 1997, and we engaged Dr. Reginald Bibby in 1996 to provide a survey to help understand what our Church community believed was important for them as disciples and for the Church and its institutions. Through this gathering of information, study and prayer, the GAC recommended a Vision of Ministry and three Priority Goals to the 1997 General Assembly as its emphasis for the first decade of the 21st Century. The 1997 General Assembly approved the Vision of Ministry and the three Priority Goals for the Church.

In 1997 after General Assembly the GAC Appointed an NCD task force to study that Priority Goal. The task force reported to GAC in April of 1998. From that report the GAC recommended to the 1998 General Assembly a goal of 75 New Church starts by 2010. The task force also identified the need of $2 Million dollars at the General Assembly level to provide funds to presbyteries in support of this goal. This $2 Million in no way will fund the entire cost of 75 NCD starts.

In August 1998 the GAC appointed a steering committee to develop a strategy to determine funding needs at all levels of the Church as we focus on the Vision of Ministry and three Priority Goals. To this end, Touch the Future: A New Frontier in Partnership was developed. to provide a structure to support congregations, presbyteries, boards/agencies and institutions as they seek to discern God’s will for them and to provide resources to carry out that will.

Touch the Future: A New Frontier in Partnership is a process which has three basic elements to support congregations, presbyteries, boards/agencies and institutions. As mentioned in II B. above, these elements are, (1) a discernment process, (2) funding through a Church-wide giving campaign, and (3) intentionality in developing leadership at all levels of the Church.

The 1999 General Assembly authorized the Board of Stewardship to make a loan to the General Assembly Council, not to exceed $400,000 at any one time, to cover up front expenses of the campaign, all expenses (and the loan) to be repaid from the proceeds of the campaign. Since the 1999 General Assembly, the GAC has been planning for a campaign. The General Assembly also adopted a plan for Cumberland Presbyterian New Church Development 2000-2010 which called for a Church wide campaign (see 1999 GA Minutes, pp. 103-19).

In the fall of 1999 the steering committee, in conjunction with Mr. Roger Ricketts, developed a formal curriculum and training process to lead congregations, presbyteries, boards/agencies and institutions through discernment of God’s will for their covenant communities. This overall discernment process was introduced to boards/agencies, institutions and presbyteries in 2000 by Vision Bearers. Then in 2001 a special service and presentation was made at the General Assembly in Odessa, Texas. Those persons being trained to lead these communities of faith through the discernment process are called Vision Enablers. As of May 1, 2003, we have trained 96 people as Vision Enablers and there are two events scheduled for 2003 with about 30 people registered for each event.

In preparation for the Comprehensive Giving Campaign the GAC reported to the 2002 General Assembly that it had authorized the Coordinating Committee (this is a standing committee of the GAC consisting of all board/agency and institution executives and the executive of the GAC) to do another survey and feasibility study. Dr. Reginald Bibby worked with the Coordinating Committee to develop the survey instrument. Mr. Roger Ricketts worked with the Coordinating Committee to identify major Cumberland Presbyterian donors. This was a very comprehensive survey targeting primarily the active membership of the Church. The survey covered four major areas: (1) Congregational Characteristics, (2) Personal Participation in Church Life, (3) The Role of the Denomination and (4) Financial Participation in Church Life. Dr. Bibby has also included a survey conclusion (following this section) where he summarizes each area and then gives his opinion as to what the survey means for Ministry, Resources and the Future. This survey has been distributed to each commissioner, youth advisory delegate and board/agency representative to the 2003 General Assembly.

There were 120 major donors identified by board/agency executives to receive the survey. Forty of these major donors were selected for personal visits by Mr. Roger Ricketts (1) to determine the level of understanding of the three priority goals of the denomination, (2) to determine the viability of a proposed Church wide campaign for endowment and capital projects for congregations, presbyteries, denominational boards, agencies & institutions, (3) to test the dollar goal amount for the proposed campaign, and (4) to identify potential leadership gifts for the campaign. Some of the findings from these personal visits were: eighty-six percent of those interviewed were familiar with or aware of the three priority goals of the denomination; two thirds of those interviewed were aware or were not surprised that a campaign was being planned; ninety-six percent of those interviewed would support a denomination-wide campaign for endowment of programs; eighty-six percent selected goals from $15 million to $30 million; only six of those interviewed would suggest a dollar figure without specific programs defined. The results from these interviews are further verified in the results from the Future Trends 2002 survey by Dr. Reginald Bibby. The following is the Conclusion section extracted from the Future Trends 2002 survey.

B. FUTURE TRENDS 2002 SURVEY CONCLUSION

1. The Situation in Summary

A good survey will be in touch with reality, confirming some things that are well-known. It should also provide us with information about issues and questions where the answers are not clear. In addition, it should provide some surprises. Confirmation, information, stimulation: Cumberland Presbyterian readers should have all three responses to the findings of this new church-wide survey.

Congregational characteristics. Cumberland Presbyterian churches tend to be somewhat older and smaller with slightly older age structures than those of other American denominations as a whole. Almost 75% of CP churches were founded more than fifty years ago, compared to just over 60% of other denominationallyaffiliated congregations. Some 80% of Cumberland churches have 150 or fewer active participants, and 30% have 50 or fewer; nation-wide, the two figures are around 65% and 25%. People over the age of 65 comprise at least 40% of the congregation in almost five in ten Cumberland churches, compared to only three in ten other Protestant congregations. CP churches also differ somewhat from other churches in the U.S. in the proportion of their pastors who either have been with their congregations for shorter periods of time or longer periods of time.

However, the proportion of Cumberland churches founded since the early 1980s is similar to that of other denominations, offering the prospect of the denomination as a whole experiencing an increase in younger individuals and younger families that may have an impact on its demographic patterns. In addition, although Cumberland Presbyterians remain fairly racially and culturally homogeneous, greater diversity can be seen in the increased presence of Asian Americans, women, and divorced individuals, especially in larger churches. Although congregations are willing to attempt to do a number of things by way of ministry, their size and ensuing resources limit many to carrying out worship, Sunday School, and fellowship basics, in contrast to the diversified ministries of larger churches.

Personal participation in Church life. People who are actively involved in the Cumberland Presbyterian Church exhibit deep commitment to the faith and church that extends, in most cases, back to childhood. Nine in ten attended services on a weekly basis when they were growing up, frequently accompanied by their parents. Close to five in ten were raised in CPC homes with close to another three in ten coming from other Mainline denominations; most of the remaining two in ten have had evangelical Protestant backgrounds. Their widespread loyalty to the Cumberland Presbyterian Church can be seen in the fact that 85% have been with the denomination for more than ten years, almost 60% for more than thirty years; the corresponding figures for laity specifically are around 80% and 55% respectively. Most endorse traditional Christian beliefs, engage in private devotions, and feel they experience God’s presence. Beyond regular service attendance, Cumberland Presbyterians are typically actively involved in their local churches and, in the case of many, their denomination. They maintain that their faith and their involvement are enriching their lives, and they look to the church for ministry to themselves and their families.

The Role of the Denomination. For most, the starting place for church commitment is the local church. It then extends for many to the denomination and for a majority to local presbyteries as well. No less than around 90% of leaders and 85% of active laity maintain “being Cumberland Presbyterian” is important to them. All but a small number think they are reasonably familiar with what goes in to being “CP.” That said, large numbers readily acknowledge that they do not have a very high level of awareness of the ministries being carried out. Such unfamiliarity frequently extends beyond average laity to leaders as well — despite the fact people in both categories feel they receive sufficient information about what the Church is doing.

Cumberland Presbyterians place foremost importance on their local churches, and tend to look to the denomination for two things: resources for ministry and the effective carrying out of some key activities on their behalf. These activities include clergy training and assistance, new church development, the preservation of denominational beliefs, history and culture, and lay educational opportunities.

In assessing their denomination, Cumberland Presbyterians indicate that they have a high level of satisfaction overall with how the CPC is currently serving individuals and congregations. None of the denominational entities are seen as unimportant by as many as 20% of respondents. They reaffirm the ongoing importance, for example, of Memphis Theological Seminary and Bethel College, the Board of Christian Education, and the Children’s Home, and give very high ratings to the denomination’s leaders, emphases, various programs, and divisions. Two asterisks: to the extent dissatisfaction with the Church that does exist, it is most commonly found among a minority of ministers; it needs to be addressed. Second, the importance of the Touch the Future initiative is questioned by three in ten people. However, its ministry goals are solidly endorsed, suggesting leaders and laity need be much better informed of the nature of the initiative.

Financial participation in Church life. Cumberland Presbyterians who are active in their congregations assume that commitment to God and the Church has financial implications. Almost all see giving as returning to God what has been entrusted to them. Some 80% maintain that an important facet of local church involvement is “contributing financially” and back up what they say by giving to their churches regularly. Close to seven in ten tithe, including about 55% of active laity. Virtually all congregations contribute to denominational ministries through Our United Outreach and responses to special appeals. Beyond contributing because of their beliefs, Cumberland Presbyterians are motivated to give at the local church level primarily by awareness of financial needs, ongoing church expenses, believing the expenditures are worthwhile and credible, and — of course — their financial situations. Most are extremely satisfied with how funds are being spent locally.

With respect to denominational giving, the worthwhile/credible combination is crucial, whereby they believe what’s involved warrants their money and they have confidence in how the funds will be used. And again, their financial situation is a key variable. These factors tend to hold for both individuals and congregations. Generally speaking, people are happy with distributing funds to various ministries through Our United Outreach yet, at the same time, some six in ten feel the ministries themselves might be better served by people being able to both contribute to them through OUO and by giving to them directly. Most people are “very” to “fairly” satisfied with how their money is spent at the presbytery level as well as by the Cumberland Presbyterian Church as a whole, if not as unreservedly so as they are with their local churches.

Of considerable importance, laity and leaders see some ministries of the CPC as financially healthier than others — their local churches and the Children’s Home, for example, versus their presbyteries, MTS, and especially Bethel College. Yet, that doesn’t mean that a need necessarily translates into a funding priority. Instead, the pecking order of funding priorities both in general principal and on a personal level starts with their local churches, which is far and away number 1. After that, priority rankings take the form of the three priority goals of the Touch the Future Initiative, followed in order by the Children’s Home, MTS, their presbyteries, and Bethel College.

It is clear that the giving potential of Cumberland Presbyterians has not been realized. First, with respect to regular giving, close to one in ten of these active laity and leaders acknowledged that they could have given more to the Church in 2002 than they did in 2001: three in ten respondents said they could have given up to 10% more, and close to one in ten over 10% more. Second, survey respondents solidly endorse planned giving and endowments, but large numbers of active laity in particular indicate they have limited familiarity with these programs. Nonetheless, appreciable numbers of laity and leaders alike indicate that they either are already contributing or are receptive to doing so.

Third, regarding additional giving, when asked pointedly to estimate the range of an additional gift they would consider making over a three-year period if the need was demonstrated, about 70% of these active Cumberland Presbyterians were willing to provide a projection. Some 40% said that they felt they could give at least $500 and the remaining 30% between $500 and $3,000 — including 5% who suggested they could contribute anywhere from $5,000 to more than $250,000.

2. What It All Means for Ministry, Resources, and the Future

These survey findings point to a denomination that continues to demonstrate considerable vitality and tenacity — traits that do not come by accident. Many an observer would have expected that the members and offspring of that small Presbyterian breakaway group born in Dickson County, Tennessee, in 1810 would have been gradually absorbed by larger bodies. Such is the fate of most splinter efforts. Ironically, when its membership grew to around 200,000 members around the time of its one hundredth anniversary, the Cumberland Presbyterian Church almost disappeared in 1906 when it voted in favor of merger with the forerunner of the Presbyterian Church (USA). Those who dissented wanted the CPC to continue. Today the denomination lives on with close to 800 churches and more than 80,000 members — someone miraculously not swallowed up by other groups, notably Presbyterians, even though Cumberland Presbyterian congregations number only one-tenth of the PCUSA’s 11,000 churches and its members just one-thirtieth of the PCUSA’s approximate 2.5 million members.

Two centuries of survival indicate that the Cumberland Presbyterian Church is here to stay. In market terms, the CPC is a small but long-established regional religious company, centered in the southeast with outlets in a number of other states and abroad. Some 85% of its members are found in five states — Tennessee, Kentucky, Texas, Alabama, and Arkansas. In addition, its diaspora and recent immigrants have founded congregations in about fifteen additional states, while missionaries have established congregations in countries including Colombia, Hong Kong, Japan, and Liberia.

Those brief historical and contemporary facts are raised by the sociologist who sees them as important to understanding something of the denominational loyalty that characterizes Cumberland Presbyterians, and the willingness with which so many are prepared to contribute more money to the denomination. But the survey findings point to a number of provisos on the financial front.

a. First, Cumberland Presbyterians have to be shown that the need is there, that the expenditure is worthwhile, and that the funds are going to be used well. After all, no one has any intention of throwing their money away.

b. Second, for most people, the local congregation comes first. A logical deduction is that if funds are going to be earmarked for the denomination, people want to know what’s in it for their local congregations. They have told us that they are looking for the denomination for help in the form of resources. They also expect the denomination to carry out ministry on their behalf. Consequently, a major dimension of defining something as worthwhile is seeing what benefits it has for local congregational ministry.

c. Third, not all causes are equal. Cumberland Presbyterians have their personal “top ten lists.” Financial urgency on the part of a given entity does not necessarily constitute financial urgency in their individual cases. As readers know well, what creates passion for one person will be greeted by apathy by another. A major task will be finding those good fits between financial need and willing donor.

d. Fourth, avenues of additional giving are clearly diverse. Some think in terms of increasing their annual giving. Others are also open to making additional, above-and-beyond contributions to the Church. In the latter case, people are variously receptive to such possibilities as pledging a given amount of money over time, participating in planned giving programs, and contributing to endowments. Currently, a serious limitation documented by the survey is that large numbers of laity in particular are unfamiliar with giving options; that needs to change. People obviously will choose different giving pathways; they need to have access to a wide range. And that includes letting them use VISA!

The laity and leaders who have participated in this survey are not only committed. They also are enthused about the potential for good ministry both locally and denominationally. In recent years, one in three of them have seen their congregations grow in size, while another one in three have seen their churches remain about the same; only about one in three people have seen the size of their congregations shrink. Beyond sheer numbers, there is a widely-reported sense that things are changing for the better in the form of growing culture and social diversity. New Korean and Hispanic congregations, for example, are becoming part of the denomination in places like New York, New Jersey, and Maryland, as well as the south. New church development is seeing new congregations coming into being in both the United States and elsewhere. In many congregations, the social composition of churches has been changing, highlighted by growing numbers of young people and women in leadership positions.

Given the willingness on the part of Cumberland Presbyterians to give more money to ministry and the general upbeat outlook that appears to be characterizing so many of those most involved in the Church, what seems to be needed now are some clear-cut goals that are in touch with what laity and leaders value most about ministry.

As “an outsider” looking on, I have been taken by the superb timing of the denomination’s effort to introduce and implement your Touch the Future initiative.

e. The goal of revitalizing and equipping congregations, along with presbyteries, to fulfill the mission of the church clearly resonates with congregationally-minded laity and ministers.

f. The emphasis on recruiting, educating, and nurturing clergy and laity for specific ministries also is consistent with the desire of laity to have the denomination both provide resources and carry out important tasks on their behalf.

g. The third goal of establishing new congregations, if emphasized along with revitalizing and equipping existing congregations, can only help to stimulate morale and contribute to greater social and cultural diversity, as well as eventually add to the human and financial resources of the Church.

As the survey shows, Cumberland Presbyterians strongly endorse all three objectives. These are goals that are consistent with what they say they regard as purposeful, goals that they indicate are worthy of their time and financial support. If the three goals of the Touch the Future initiative can be clearly operationalized in terms of spelling out to people some of the specific ways in which they are being pursued, the survey findings suggest that significant numbers will respond financially. The survey also shows that as of late 2002 and early 2003, there is limited awareness of the initiative; presumably that will soon change.

Some of you may remember that, in my summary report of the 1996 survey, I concluded by reminding you that “the relatively fixed size and fixed financial resources of the Cumberland Presbyterian Church means that it will face limitations as it attempts to minister.” I added, “There’s no reason, however, why the Church...cannot be known as a denomination that does fewer things extremely well.”

I am not so glib as to recant seven years later. As a well-established “little denomination” complete with highly committed people, you are capable of doing a number of things extremely well. My research and that of others shows that many North Americans are receptive to greater involvement with groups that are able to touch their lives with effective ministry. With a clear vision of what you want to accomplish and the willing support of a significant number of highly committed people, you are “well-positioned” to do a number of things very well — to genuinely “touch the future.”

To the extent you succeed, it will make for quite the two-hundredth anniversary celebration in 2010...and well beyond.

C. THE INITIAL WORKING PLAN

The results from the Future Trends 2002 survey and the personal interviews project a very positive outlook about the Cumberland Presbyterian Church from its active membership. These results show that a majority of active members are willing to commit additional funding to programs that provide support and resources for local congregations. The results also show a strong commitment by active members to the three Priority Goals of the denomination.

The following is the initial working plan for the Touch the Future Comprehensive Giving Campaign (2003 to 2006).

Touch the Future

A comprehensive giving campaign (2003 to 2006).

This campaign plan incorporates the following assumptions:

1. The campaign will invite virtually every individual and family in the Cumberland Presbyterian Church to make a pledge to the campaign.

2. It will encourage gifts and pledges to help endow and fund programs for local congregations, presbyteries, denominational priorities, boards/agencies and institutions.

3. Our goal is the participation of over 25,000 active members in the giving of pledges and gifts. This figure is to reflect the total number of individuals who give, including all members of families who pledge under a family name.

4. Every option to give will be employed during the campaign: gifts and pledges of cash, transfer of stocks and securities and Planned Gifts: charitable trusts, annuities, bequests, real estate and personal property.

5. All calls on individuals will be conducted in the highest spirit of Christian love and respect.

6. No Cumberland Presbyterian church or congregation will be assigned a “fair share” pledge. The focus of the campaign will be on individual gifts and pledges from Cumberland Presbyterians.

7. All campaign pledges are to be above and beyond any individual pledge to an annual congregational budget and in addition to any pledge that is designated for OUO.

8. Gifts at every level of the Cumberland Presbyterian denomination will be celebrated as they help to Touch the Future of the Church through its local congregations, presbyteries, denominational boards and agencies, and institutions.

D. THE CONCEPTUAL PLAN

The campaign will incorporate two phases with each unfolding separately but simultaneously. For effective management of the campaign, the denomination will be divided into eight regions and Campaign Coordinators have been retained to manage the daily work of the campaign in each particular region.

1. Organization

The chart reproduced on the following page outlines the organizational structure of the Touch the Future Comprehensive giving campaign:

2. Phases

Phase I: This phase will begin with two training events for Region Coordinators and board/agency executives in July and August of 2003. This phase will continue as major donors are identified and invited to contribute first gifts to existing or planned programs in their region, congregation, presbytery or within the denomination.

Phase II: This phase will begin in the spring of 2004 after several regional events are held. The format of these events will be Friday-Saturday at churches or other appropriate locations within the region. Also during this phase Vision Enablers will be available to assist congregations and presbyteries as they seek God’s will for their ministries and define resources required to carry out their ministries. After these regional events (which include congregations and presbyteries seeking God’s will) Cumberland Presbyterians will be invited to make campaign pledges through congregational visits, seminars, rallies, dinner events, one on one calls and other activities in each congregation of the region. These will occur from June 1, 2004, through December 31, 2006.

This Comprehensive Giving Campaign is unlike any other campaign held within the Church. The GAC is dedicated to helping congregations and presbyteries raise funds for their ministries while also holding up those programs that provide resources and services to the larger Church. Individuals will designate their gifts to the program they choose–at either the congregational, presbytery or denominational level. Also if a congregation or presbytery is planning a building program to carry out their ministry, the Campaign Director will help in planning and then provide resources to carry out that plan. As congregations and presbyteries are strengthened the whole Church needs to rejoice and celebrate.

As a part of Touch the Future: A New Frontier in Partnership, the GAC will promote the celebration of congregational and presbyterial ministries throughout this decade in a variety of ways (videos, presentations, newsletters, Missionary Messenger, The Cumberland Presbyterian magazine, Touch the Future Newsletter).

E. BUDGET

The following budget has been developed to support the work of the campaign:

Budget
Touch the Future Comprehensive Giving Campaign
(2003–2006)

Director of Touch the Future Comprehensive Giving Campaign	$198,000
Campaign Coordinator (Memphis Campaign Office) ($12,500 annually = 4 years)	$50,000
Communications Professional Fees (The assumption is 3 days work per month x 12 months x 4 years or $85hr x 8hrs x 3days x 12months x 4 years)	$198,000
Campaign Presentation Materials Brochures, Videos, Pledge Cards, (All Communication materials) Travel, meals and lodging	$172,000
Regional Coordinators (stipend)	$292,200
Campaign events, meetings	$ 30,000
Training Events	$ 15,000
Contingencies	$ 7,500
Office Supplies	$ 7,500
Postage (UPS, FedEx)	$ 55,500
Electronic service: (Phone, email, Internet, Fax)	$ 5,000
	$1,013,820

F. GOAL

In a traditional campaign you would establish a goal and then try to get major gifts pledged before the beginning date. However this is not a traditional campaign. The only goal we have at this juncture is the participation of 25,000 active members in the giving of pledges and gifts. While denominational boards/agencies, institutions and some congregations and presbyteries have defined dollar goals for endowments and capital, many will not have. Therefore as we work within each Region, goals will be established by churches and presbyteries and promoted within that Region. During Regional and congregational meetings we will be providing information about planned giving, endowments and capital gifts. Also as mentioned earlier, if a church or presbytery has a need for a specific campaign we will provide assistance in the planning and training.

G. RECOMMENDATION

RECOMMENDATION 1: That the 173rd General Assembly encourage every congregation and presbytery to participate in the Touch the Future Comprehensive Giving Campaign in 2003–2006.

IV. OUR UNITED OUTREACH

A. OUR UNITED OUTREACH STATISTICS

In 1985 the General Assembly adopted a new plan for OUO, requesting that each congregation give 10% of its total income to support denominational board/agency programs. Since 1985 the General Assembly has continually affirmed this plan and has directed presbyteries to work with their congregations to promote OUO.

Since 1994 OUO has ranged from 5.1%-5.8% of total giving reported by congregations. In the 2002 yearbook this percentage is 5.5. The following charts and tables show OUO income history from 1996 through 2002, and OUO giving for year 2001 by percent by presbytery. In the 0-1% there are 307 churches and many of these give 0%. The overseas presbyteries and Choctaw give at a different percent and give at the presbytery level and are not included in the pie chart or percent table by presbytery.

If all state side congregations had given 10% in the year 2002, OUO from churches would have been $4,561,895. If this could be achieved we would have ample funds to support our expanding New Church Development and assist presbyteries and congregations in the nurture of clergy and laity for their ministries.

B. Our United Outreach

Based on General Assembly’s continual affirmation of congregations giving 10% of their income to Our United Outreach and their directive for presbyteries to work with congregations to promote Our United Outreach the General Assembly Council points out that the potential for 2004, based on total income of 2002, should be $4,476,233 for state side presbyteries and $85,662 for overseas presbyteries giving a total of $4,561,895. The General Assembly Council therefore believes that $4,561,895 should be our goal for 2004.

RECOMMENDATION 2: That the 2004 allocation of Our United Outreach for boards and agencies be as follows.

¹ This is a new line item approved by the General Assembly.
² This is for re-payment of the loan to CPRC because of the curriculum problem with Bible Quest.
³ This is proposed for one year. The GAC has appointed a committee to look at the Center property and determine what needs to be done to improve the facilities and determine options to finance these improvements.

The General Assembly Council has adopted the following rules for distribution of Our United Outreach amounts over or under the proposed allocation to boards and agencies.

One half of any Our United Outreach amount over that allocated would be distributed proportionately to boards and agencies. Those which have guarantees would not share in overage.
One half of any Our United Outreach amount over that allocated would be distributed to a fund to support the Priority Goal of establishing new congregations for the years 2000 to 2010.
Any deficit of the allocated amount of Our United Outreach would be shared proportionately by boards and agencies not receiving guaranteed funding.

If all our churches would give their full 10% in 2004 based on the above formulas for distribution of overage, New Church Development would receive $940,141. This would allow our NCD program to continue to move at its current pace.

V. AUDITS

Audits for all boards/agencies and institutions have been done by professional accounting firms and filed with the Stated Clerk’s office. These are available to Commissioners as needed. The only exception is the Commission on Ministry which is not required to have an audit because their budget is less $125,000. However, now that the offices of the Commission on Ministry are located at the denominational center, they are on the same system as other boards/agencies and beginning in 2003 will be part of the Center audit.

VI. CHURCH CALENDAR 2003-2004

July 2003
12 Program of Alternate Studies Graduation
12-16 Program of Alternate Studies Summer Extension School
13-18 Cumberland Presbyterian Youth Conference
31-8/2 Christian Education Consultant Training Event

August 2003
3 Church Paper Sunday
24 Quarterly Missions Emphasis
31-9/28 Christian Education Season

September 2003
14 Senior Adult Day
21 Christian Service Recognition Sunday
21 International Day of Prayer and Action for Human Habitat
30 Our United Outreach Quarterly Report

October 2003
1 - 31 Clergy Appreciation Month
5 Worldwide Communion Sunday
12 World Order and Peace Sunday
19 Clergy Appreciation Sunday
26 Native American Sunday

November 2003
Any Sunday Love Loaf Offering
Any Sunday Commitment Sunday
2 Bethel College Day
2 Stewardship Day
9 Day of Prayer for People with AIDS and Other Life-Threatening Illnesses
9-12 Christian Education Conference
16 Bible Sunday
23 Quarterly Missions Emphasis
30-12/24 Advent

December 2003
Any Sunday Gift to the King Offering (11/30-12/24)
25 Christmas Day/Christmastide (through Jan.6)
31 Our United Outreach year end report

January 2004
6 Epiphany
19-21 Minister’s Conference

February 2004
1 Denomination Sunday
1 Historical Foundation Offering
15 Youth Sunday
22 Quarterly Missions Emphasis
25 Ash Wednesday
25-4/11 Lent-Easter

March 2004
5 World Day of Prayer (Church Women United)
11-12 Camp Directors’ Event
31 Our United Outreach Quarterly Report

April 2004
4 Palm/Passion Sunday
4 One Great Hour of Sharing
8 Maundy Thursday
9 Good Friday
11 Easter
11 March of Missions begins - Easter to Pentecost (through May 30)
19-25 National Farm Worker Week
Any Sunday Offering for New Church Development

May 2004
2 Seminary Sunday
2-9 Family Week
3-10 Planned Gift Emphasis
7 May Fellowship Day (Church Women United)
16 Children’s Home Sunday
24 Quarterly Missions Emphasis
30 Pentecost
30 Offering for Presbyterian Council on Chaplains and Military Personnel
30 World Mission Day

June 2004
13 Children’s Sunday
21-25 General Assembly
22-24 Cumberland Presbyterian Women’s Ministry Convention
30 Our United Outreach Quarterly Report

Respectfully submitted,
Sandra Boaz, President
Davis Gray Jr., Executive Director

gac@cumberland.org

Last Updated: October 14, 2003