A. MEETINGS AND ORGANIZATION
The General Assembly Council under the direction of its officers, President Herbert Carlock, First Vice President Judi Truitt, Second Vice President Jill Carr, Secretary Jamie Lively, and Treasurer Davis Gray, Jr., met three times since the 167th General Assembly: August 8-9, 1997; January 17-18, 1998; and April 17-18, 1998.
B. BOARD MEMBERS WHOSE TERMS EXPIRE
The General Assembly Council expresses gratitude for the service of Mrs. Joann Alexander and Mr. Major Snow. Both have been valuable and loyal members of the Council and will be missed. Mr. Snow resigned due to health reasons and Mrs. Alexander was not eligible for re-election.
C. EVALUATION OF EXECUTIVE DIRECTOR
The General Assembly Council conducted the biennial evaluation of the Executive Director on April 17, 1998.
D. COUNCIL REPRESENTATIVES TO 168TH G.A.
The President of GAC, the Rev. Herbert Carlock, will act as representative of the Council and Davis Gray, Jr., will attend as the executive director.
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 nine 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.
B. STRATEGY
FOR ACHIEVING PURPOSE
1. From the People
In 1995, the General Assembly Council began efforts to gather information from Cumberland Presbyterians in order to identify a Vision of Ministry and focus the Church on some Priority Goals. At the meeting of General Assembly that same year, church members participated in a forum out of which many visionary ideas were gleaned. In 1996 and 1997, presbyterial forums were held with the same positive results. In 1996 Cumberland Presbyterians all over the denomination participated in the FutureTrends survey. From this survey, even more important information was gathered that would continue to influence the General Assembly Council's identification and writing of the Church's Vision and Priority Goals set out to lead Cumberland Presbyterians into the 21st century.
A Vision of Ministry with three Priority Goals was presented to the 167th General Assembly for the years 2000-2010. The Vision and Priority Goals were adopted along with two new funding initiatives. These new funding initiatives along with Our United Outreach and Designated Giving will provide a sound financial base to support the Church's Vision and Priority Goals. The two new funding initiatives are designed to directly support and provide funding for Congregations and Presbyteries.
2. Vision of Ministry
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.
3. Priority Goals
Rationale: The FutureTrends survey points out that seven in ten laity and five in ten leaders do not have a background in the Cumberland Church. There are 610 churches having fewer than 100 members and 152 churches with more than 100 members. These realities imply a need both for diverse types of leadership and a common body of knowledge and skills.
Rationale: The General Assembly forum revealed a concern about the role, or lack of role, laypersons often play in their presbyteries. "How do laity fit into presbytery? Ministers run presbytery!" many participants commented. If the church's presbyteries are to be revitalized, laity must be prepared for the decision-making process and the process must be open to them. Congregations can play an important role in educating the church about the responsibility of elders as decision-makers at all judicatory bodies.
Rationale: Someone has said that the mission field is just outside the front door of the church. 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, verses elsewhere." This will require much planning and coordination in all parts of our denomination.
4. Funding Initiatives
a. Planned Giving: Rationale: Nationally, over the next decade, from three to ten trillion dollars in assets will be transferred from one generation to another. 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. This also 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.
b. Investment Loan Program: Rationale: This program is designed to increase substantially the amount of capital available for loans within the Cumberland Presbyterian Church. The FutureTrends survey identifies 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.
5. Education and Planning
Denominational boards and agency's staff have begun the process of developing strategies to support the three priority goals. Staff from the Board of Mission and Christian Education have begun to explore the opportunities for cooperative work in support of New Church Development.
Memphis Theological Seminary and the staff of the Board of Missions have begun to discuss the need for special training for New Church Development pastors and to explore how that may be accomplished.
The Commission on Ministry is planning seminars on a variety of topics to aid in the nurture of clergy. These are planned to begin in 1999 and will be held for presbyteries or other groupings.
The Board of Stewardship is working with two presbyteries and one synod to have three planned giving positions in place by January 1, 1999. They have set up a subsidiary corporation of the Board of Stewardship to manage the new investment loan program. The prospectus for the investment load program will be available by September 1998. Both of these programs, along with Our United Outreach and Designated Giving provide us a sound funding foundation to support the Vision of Ministry and Priority Goals for 2000-2010.
The Board of Missions has promoted the Vision of Ministry and priority goals through the Missionary Messenger and the March of Missions resource.
Mission Synod of the Cumberland Presbyterian Church held a conference in Marshall, Texas April 23-24, 1998, prior to a General Synod meeting, to present the Vision of Ministry and Priority Goals for 2000-2010. The Marshall Church was celebrating one-hundred and fifty years of service to God. The presentation consisted of four parts:
(1) The General Assembly Council, along with much help from denominational center board staff, prepared a computer multimedia presentation of the Vision of Ministry and priority goals designed to relate primarily to Mission Synod.
(2) Information on models and ideas for new ministries were presented by:
(a) Rev. Clay Brown of the Board of Missions of del Cristo presbytery presented the idea of a new model for new churches in our denomination that can come out of work God has already done. He said this is the case with two new Hispanic churches in Midland and Odessa which were independent churches looking to join a denomination.
(b) Rev. Harry Chapman of the new church in Albuquerque which had its core membership from the Heights Church and support of presbytery told of how the congregation is growing and the close relationship with Heights Church.
(c) Rev. Bob Appleby of Grace Fellowship Community Church in San Francisco told of the unique mission and community they serve. His church is an outgrowth of the Chinese Church in San Francisco. He told of the requirement of nine months of training before joining the church to ensure the membership understands the community and its purpose.
(d) Rev. Lawrence Fund, pastor of the Chinese Church in San Francisco, spoke of the challenge and opportunities awaiting us in developing new congregations on the Pacific Rim.
(3) Ten small groups met to discuss what presbyteries, congregations, and individuals could do to focus on the priority goals for 2000-2010.
(4) Ideas from the small groups were combined and presented to the conference by four of the ten facilitators. There was much enthusiasm expressed by the presenting facilitators about the ideas in each category. These results will be sent to all boards of each presbytery for consideration in planning for 2000-2010.
The 1996 General Assembly requested the GAC appoint a Technology Committee to investigate ways to use technology by board and agencies to communicate better with the church. The GAC appointed the Committee in August 1996. The Technology Committee has developed a survey to determine the use of technology within boards, agencies, presbyteries, and congregations. The survey will be sent out this summer. We encourage all those receiving the survey to fill it out and respond promptly so we may know who is currently using technology.
6. Other Actions Supporting Priority Goals
The General Assembly Council appointed
a Task Force to study funding options for New Church Development (NCD).
The Task Force reported to the GAC in its April meeting and the Council
adopted the report and concurred in its recommendations.
RECOMMENDATION 1: The General Assembly Council recommends that the 168th General Assembly establish a goal of 75 new church starts for the years 2000-2010, including 50 new congregations in the United States and 25 congregations in non-US presbyteries.
The Task Force also recommended that the GAC recommend to General Assembly a church-wide funds campaign to be conducted sometime during the period 2000-2010. The goal will be at least $2 million for new church development as a part of a strategy to provide adequate funding for new churches. The GAC will be asked to appoint a task force to study all priority goals' funding needs and determine the approach for raising those funds. This will be a priority on the agenda of the GAC's August 1998 meeting.
The NCD Task Force also discussed the need to promote a call for New Church Development pastors and to provide education and training for this specialized task.
The GAC has established a Task Force to study the leadership needs of our denomination for the 21st century. The members of this Task Force will be finalized in the GAC's August 1998 meeting. Our denomination has a variety of leadership needs as suggested by these statistics on church membership versus total income. The figures are from the 1997 yearbook.
These statistics present the church with
very diverse needs for leadership. What kind of leadership and training
is needed in each section of the chart? When will churches fully recognize
women clergy? The leadership Task Force will be dealing with these questions
and other related issues. They are asked to report their findings and recommendations
to the GAC by January 2000.
The General Assembly Council has reviewed plans for the following programs of boards and agencies and submits these to the 168th General Assembly in support of the proposed Our United Outreach allocation to boards and agencies.
A. BOARD OF CHRISTIAN EDUCATION
Curriculum Development Interpretation/Promotion: Curriculum development/interpretation/promotion focuses on designing curriculum, producing curriculum resources and interpreting/promoting those where careful attention is given to: the biblical and theological perspectives; the educational approach; the scope and sequence of content to ensure age appropriateness and consistency with Cumberland Presbyterian beliefs. These high-quality curriculum resources: reflect and enrich our theology as a presbyterian and reformed church; enhance our worship; and enable all persons to grow in knowledge, faith, and in their relationship with God, Jesus Christ, the Holy Spirit, church, others, and all God's creation.
Leadership Development/Support: In this program, staff initiates, implements planning, and creates activities and resources for leader development, support, and spiritual renewal of church leaders - laity (teachers, elders, deacons, worship planners, etc.), professional church educators (including pastors), members of presbytery and synod Christian education agencies, and volunteer Christian education consultants.
Children's Ministry: This program is to enable and support those activities specifically designed to address the needs, joys and concerns of children. Children's ministry is also addressed in other program areas such as curriculum development and leader development, but these activities are specific to this age group.
Youth Ministry: This program is to enable and support those activities specifically designed to address the needs, joys and concerns of youth. The Youth Ministry Planning Council composed of young people from the Cumberland Presbyterian Church and the Cumberland Presbyterian Church in America is the group responsible for making plans in this ministry area. Youth ministry is also addressed more broadly in activities of other programs.
Adult/Family Ministry: This program is to enable and support those activities specifically designed to address the needs, joys and concerns of adults and families. Both adult and family ministries are addressed more broadly in activities of other programs.
Cumberland Presbyterian Resource Center: CPRC provides a location for walk-in, telephone, FAX, and mail orders; consultant services; distribution of curriculum resources; and church furnishings and supplies.
B. COMMISSION ON THE MINISTRY
Pastoral Care: To provide pastoral care for clergy/clergy families.
Clergy Development: To provide a variety of seminars for clergy nurture and to plan for the annual ministers conference.
C. CUMBERLAND PRESBYTERIAN CHILDREN'S HOME
Development Program: Build mutual service relationships with supporters to ensure resources for services needed.
Residential Child Care: Provide basic care for up to 32 children who need out of home placement.
Support Services: Provide counseling, health, post-high school, and family support services for residents and alumni.
D. HISTORICAL FOUNDATION
Acquire and Preserve Church History, Cumberland Presbyterian Church and Cumberland Presbyterian Church in America: This program provides a service oriented depository and research center to house valuable records so that the collected Cumberland Presbyterian witness can be permanently preserved to benefit future generations of our own denomination as well as the Christian Church as a whole. It also provides a learning center where clergy and laity further their knowledge of our denomination as well as a research center to all people who seek information related to Cumberland Presbyterian Churches.
Promote Historical Awareness and Appreciation: To increase awareness among Cumberland Presbyterians and others of our rich heritage and the prominent historical position of the Cumberland Presbyterian Church fostering the growth of appreciation for generations of Cumberland Presbyterian contributions to Christian witness.
Historical Site Administration and Support:
To promote the registration, preservation, and denominational awareness
of sites important to the history of the mission of the Cumberland Presbyterian
Church and to promote research into the history of said sites.
E. BOARD OF MISSIONS
Evangelism/missions Services: Serving congregations by enabling them (1) to grow in awareness of the biblical theology and imperatives for evangelism/missions, (2) to identify local, national, and international evangelism/missions frontiers, and (3) to develop and implement effective evangelism/missions strategies and programs.
Humanitarian Service and Justice Ministries: To provide resources and opportunities for Cumberland Presbyterians to feed the hungry, house the poor, clothe the naked, bind the wounded, lift the downtrodden, share talents, and work against all forces that oppress and hold captive individuals and societies.
New Church Development and Church Redevelopment Partnership: To extend the gospel in the USA by establishing new congregations and to enable qualifying established congregations to develop an effective growth and evangelism strategy for achieving quantitative and qualitative growth through a commitment to an approved and supervised redevelopment plan.
Special Services: To provide special services for the church-at-large, including some G. A. boards, agencies, and institutions.
International Missions: To extend the gospel of Jesus Christ and the ministries of the Cumberland Presbyterian Church to people of other cultures and in nations outside the USA, encouraging, initiating, coordinating, and supervising field programs in terms of evangelism, new church development, church development, and other means of Christian witness, including, when necessary, enlisting, employing, training, and deploying personnel.
Cumberland Presbyterian Women (CPW): Enabling C. P. women to create opportunities for Christian enrichment, to provide awareness of involvement and service in the mission of Jesus Christ, and to work for the worldwide outreach of the Church.
F. OFFICE OF THE GENERAL ASSEMBLY
Administration and Support for General Assembly: To provide organizational and administrative support for the General Assembly so that organizational life and mission may be effective.
General Assembly Records and Publications: To record/edit and publish official General Assembly documents.
Commissions and Committees: To fulfill specified functions on behalf of the General Assembly.
Office of the Cumberland Presbyterian: In that we are a one, holy, catholic and apostolic church, the purpose of the Office of The Cumberland Presbyterian shall be to promote the peace, love and unity of all God's children and to faithfully be a witness, by means of open and effective communication through The Cumberland Presbyterian and "This Week" to the Gospel of Jesus Christ.
G. BOARD OF STEWARDSHIP, FOUNDATION, AND BENEFITS
Christian Stewardship Education and Promotion: To nurture in all Cumberland Presbyterians a holistic understanding of Christian stewardship under the guidance of and in accordance with the statement on Christian Stewardship in the Confession of Faith for Cumberland Presbyterians (Sections 6:10-14) which begins with the acknowledgment that all of life and creation is a trust from God, to be used for God's glory and service.
Financial Foundation Development and Management: To secure a firm financial undergirding for the ongoing ministry of congregations and the agencies of presbyteries, synods, and the General Assembly as they bear witness to the saving love of God, the grace of our Lord Jesus Christ, and the fellowship and communion of the Holy Spirit.
Employee Benefits Administration and Research: To support the lay and ordained employees of the Cumberland Presbyterian Church as they venture to be faithful under the call of Christ and the church to the daily demands of providing leadership to congregations and church agencies who are the incarnation of the Body of Christ, the family of God at work in the world.
H. BETHEL COLLEGE
Undergraduate Instruction: Educate those seeking bachelor's degree.
Graduate Instruction: To educate teachers at master's level.
Academic Support: To administer and support undergraduate and graduate programs.
Student Services: To support students in their college activities.
General Administration: Operation of College.
Auxiliary Programs: Provide housing and food for students.
Special Programs: To serve the church and community.
I. MEMPHIS THEOLOGICAL SEMINARY
Academic Education and training of persons for lay ministry and preparation for ordained pastors
Student Nurturing and Care
Faculty Nurturing and Care
Program of Alternate Studies
Community Service
Support for Alumni/ae
Seminary 2000
A. The 167th General Assembly referred Recommendation 1 and 2 of Report number two of the Committee on Program Agencies to the General Assembly Council (p. 312, GA minutes). Recommendation 2 was also referred to the permanent Committee on Theology and Social Concerns. The General Assembly Council conferred with the Committee on Theology and Social Concerns and submit the following report and recommendations (the following excerpt is from the Board of Stewardship's Report to the 1997 General Assembly):
The 1996 General Assembly directed the Board of Stewardship "to develop a plan for the provision and distribution of financial aid to women and men who decide to carry an unwanted pregnancy to full term and their children, that it be funded by an allocation of Our United Outreach moneys, and that the Board of Stewardship report its plan to the 1997 General Assembly." (1996 General Assembly Minutes, p. 302)
This directive came after a long discussion
and deliberation of the issues concerning unwanted pregnancies and the statement
which was passed by that General Assembly. The statement included phrases
such as "the Church has not addressed this critical issue in a redemptive
way...," "those facing unwanted pregnancies "should receive
support, love acceptance and counsel...," "men who respond with
indifference must be confronted with their responsibilities...," and
"the church must support emotionally, financially, and spiritually
women and men who decide to carry an unwanted pregnancy to full term."
(1996 General Assembly Minutes, p. 314) These phrases were those specifically
considered by the Board of Stewardship when looking for guidance to develop
a plan in accordance with the General Assembly directive. With these thoughts
in mind and the spirit of intent of the General Assembly to make such a
directive, the Board of Stewardship submits the following plan for financial
aid to women and men who decide to carry an unwanted pregnancy to full term
and their children.
The General Assembly Council has reviewed the directive to the Board of Stewardship by the 166th General Assembly and the referral of the 167th General Assembly to the General Assembly Council. We believe the Board of Stewardship acted in a responsible way in its research of the situation, rationale, and recommendations, therefore we submit the following proposal for your consideration.
The establishing of Our United Outreach came out of a need to gratefully respond to God in a united fashion. The funds and ministries of Our United Outreach were to be an extension of the mission that the local congregation was already doing. The ministries funded by Our United Outreach were meant to neither usurp the power of local and presbyterial ministries, nor otherwise duplicate programs already in place within each community.
The General Assembly Council, while acknowledging the need for financial aid for women and men carrying unwanted pregnancies to full term as a national concern, feels this aid would best be an outreach ministry of each local church and its community agencies.
In today's world, the cost of having a baby (hospital and doctor visit costs) and caring for it in its first year of life (nursery set-up, clothing, diapers, and food costs) is more than $10,000. (The figure of approximately $8,000-9,000 dollars for hospital, doctor visits, and six-week check and release was obtained from Birthright of Memphis, a pro-life organization. The other cost for the first year of life is at best a conservative estimate.) This cost will differ according to availability of insurance and the emotional and physical needs of the parents and child. If aid to those women and men who are carrying unwanted pregnancies to term was an outreach ministry of a particular local church, there could be personal attention given to each case and evaluation by the pastor or a ministry team could be made on a case by case basis matching the extent of the financial aid with the need of a particular individual. Questions such as "Do these parents (perhaps a member of our congregation) need insurance only? Do they need shelter? Clothing?" could best be answered by the local congregation. If such a ministry was administered on a presbyterial or denominational level, there would have to be many general guidelines developed and considered to help determine who would get what funds. This would in essence mean that for such a specific, personal issue such as whether or not to carry a baby to term, it would not be handled either specifically nor personally. Where these women, men and their needs may be reasonably well determined by a local congregation, they and their needs cannot ever be adequately known by a denominational administrator.
In addition to the issue of personal knowledge of these needs, a local congregation would be able to administer this type of aid by adding this task to a volunteer ministry team already charged with outreach programs in their community; for this ministry to be done on a denominational level would mean adding staff to one of the boards or agencies already in place to administer such a program. Considering the fact that there are already numerous community and national organizations dealing with this issue, it would seem to duplicate efforts to develop a national program of our own that would not be as well equipped as these organizations.
Another consideration in this issue is the reputation of community and national organizations dealing with crisis pregnancy counseling and aid. It may be assumed that most communities have organizations that do crisis pregnancy counseling: administering pregnancy tests; counseling with individuals about their options; discussing the costs of carrying an unwanted pregnancy to term; offering insurance opportunities; helping with rent, utilities, etc. so individuals will not become homeless upon making a decision to carry the unwanted pregnancy to term; emotional counseling and offering options with regards to putting a child up for adoption. (Again, this list was gleaned from Birthright of Memphis as the services they offer their clients.) What is not so easy to assume is the overall quality of these organizations from one area to another.
In one community there may be a national organization that best meets the needs of women and men who are in this crisis situation. In another community, a local organization sponsored ecumenically by all the local churches in the area may be the entity with whom a local Cumberland Presbyterian church feels most comfortable working to meet the needs of these women and men in crisis. Local congregations could easily do specific research on the best option in their community. Because they have this first hand knowledge, it seems natural and judicial for local Cumberland Presbyterian churches to make decisions concerning which organizations to work through. Again, at the presbyterial and denominational levels, there would be much less possibility for financial aid to go to the best organization for a particular woman in a particular situation. There would be no way to take on the responsibility of researching all possibilities in all areas where a Cumberland Presbyterian church is located, at least without a full-time person on staff to do so. It would simply be a "best guess" scenario.
Because a local congregation may know the women and men in crisis and their needs personally and can better evaluate the cost of the financial aid needed for particular cases,
Because the administration of this financial aid can best be added as a ministry of a local church with a volunteer ministry team staff rather than a full-time person on the presbyterial or denomination level, and
Because a particular congregation has
the knowledge of the best available option with regard to community
organizations dealing with crisis pregnancy aid and counseling, the General
Assembly Council recommends:
RECOMMENDATION 2: That local Cumberland
Presbyterian churches be encouraged to support the best available organizations
in their communities dealing with crisis pregnancy counseling. The following
options are given as examples of how your local church could provide supplemental
funds to aid local community organizations.
Option 1: By setting up a local church
reserve fund called a "Crisis Pregnancy Aid Fund" with its primary
purpose to aid women and men, who decide to carry an unwanted pregnancy
to full term, and their children. Each local session, in setting up such
a fund, could draft its own guidelines and criteria for receiving such financial
aid. These funds could be placed in a Cash Fund's Management account with
the Board of Stewardship until such a time as the church has need of the
funds. This would insure that the reserve fund will earn interest until
the funds are needed.
Option 2: By setting up a congregational
endowment fund called "The [name of the particular church] Crisis Pregnancy
Aid Fund" with its primary purpose to aid women and men who decide
to carry an unwanted pregnancy to full term and their children. Each local
session, in setting up such a fund, could draft its own guidelines and criteria
for receiving such financial aid. These funds could be placed in the Cumberland
Presbyterian Endowment Program as a permanent endowment for this purpose
and the income from such a fund could be used for financial aid. This would
insure that the endowment will grow and earn income until the funds are
needed.
RECOMMENDATION 3: That the issues of
women and men facing the problems of unwanted pregnancies "receiving
support, love, acceptance and counsel from pastors, counselors, physicians
and Christian friends," "that men who respond with indifference
must be confronted with their responsibility," "that the church
must support emotionally, financially, and spiritually women and men who
decide to carry an unwanted pregnancy to full term," "that the
church must serve as a therapeutic community..." be addressed concretely
by each congregation, that they take seriously the actions that they have
passed and that they continue to seek the ever-changing and everlasting
truth that God continues to show us in our ever-changing world.
B. The 167th General Assembly
referred Recommendation 15 of the Committee on Judiciary to the General
Assembly Council (p. 315, GA minutes). The General Assembly Council makes
the following recommendations:
RECOMMENDATION 4: That General Regulation
F.1.h. be deleted because it seems unnecessary.
RECOMMENDATION 5: The General Assembly
Council recommends that the use of Commission and Committee remain as part
of the General Assembly structure with the following guidelines for each
term: a committee will be appointed to study and research an issue or situation,
and recommend courses of action but will not be given the authority to carry
out that action until after it has reported back to the appointing body;
a commission can be created to study, research, manage an area of responsibility,
employ staff if required, and act upon results from study or research without
reporting back to the appointing body. Normally neither a committee nor
a commission would seek to be incorporated but would be included in the
appointing body's status.
A. JOINT COMMITTEE ON AMENDMENTS
The 167th General Assembly referred Recommendation 10 of the report of the Commission on the Ministry (p. 323, GA minutes) to the Joint committee on Amendments to prepare amendments to the Confession of Faith and the Constitution for presentation to the 168th General Assembly. Because of a financial problem in the Cumberland Presbyterian Church in America, boards and committees were asked to cancel meetings until their General Assembly could meet in 1998. Therefore there is no amendment ready for the 168th Assembly. It seems to the GAC that some provision should be made to allow such amendments to be drafted if one party cannot fulfill its responsibility. It also seems that the section in the Constitution 11.3 should have the same provision for changes to the Confession of Faith as section 11.4 which allows one denomination to make a change to the Constitution and that change applies only to that denomination. The GAC calls this to the attention of the Program Planning Committee of the 168th General Assembly.
B. PERMANENT NOMINATING COMMITTEE
The GAC recognizes the difficult task the nomination committee has in trying to fill vacancies for boards and agencies of the General Assembly. We are concerned by the small number of persons who are in the pool from which the nominating committee has to draw nominees. We believe that there are many persons within the Cumberland Presbyterian Church who can and will serve on boards and agencies. We encourage pastors, clerks, presbyteries, and executives to submit names and data sheets on persons whom they believe may serve effectively. This should be done throughout the year to ensure the pool of nominees is sufficient prior to the committee meeting in March.
We are aware of the effort of the committee
to look for nominees in presbyteries not currently represented, especially
in regard to vacancies on the GAC. We would note that the GAC bylaws did
not intend that each presbytery be represented, and, in fact, they cannot
since the number of presbyteries has increased. We understand and value
the intent to have a broad representation of the church on boards and agencies.
However, geographic location was never meant to be the qualifying criteria
alone.
RECOMMENDATION 6: The GAC recommends
that every person elected to the Council be allowed the possibility of fulfilling
three terms, regardless of their geographic location. We believe such practice
will aid continuity and effective participation.
C. PERMANENT JUDICIARY COMMITTEE
The GAC expresses its support of recommendations 1, 2, and 3 in the Permanent Judiciary Committee's report to the 168th General Assembly regarding procedures for handling emergencies, such as the resignation of a commission's membership.
D. COMMISSION ON THE CUMBERLAND PRESBYTERIAN
The GAC has reviewed the Commission's
report to the 168th General Assembly and regrets the felt need
of members to resign. We think the recommendation of the Permanent Committee
on Judiciary clears up how such an emergency will be handled when it occurs.
The GAC calls attention to the last sentence of the last paragraph after
the committee's recommendation 3, which states, "We advocate that in
appointing commissions, judicatories should draw up exact guidelines of
responsibility." The Council therefore makes the following recommendation:
RECOMMENDATION 7: The GAC recommends
that the General Assembly delay appointing members to the Commission of
the Cumberland Presbyterian for one year and appoint a special committee
to: (1) Define the purpose of the Cumberland Presbyterian; (2) Develop exact
guidelines and responsibilities of the Commission; (3) Determine the criteria
and number of members needed on the Commission; (4) Define the role of editor
of the Cumberland Presbyterian.
RECOMMENDATION 8: The GAC recommends
that the Editor of the Cumberland Presbyterian continue to report
to the Stated Clerk of the General Assembly until the special committee
on the Cumberland Presbyterian has completed its assignment.
The Cumberland Presbyterian finished this past year in good financial condition as it has for the past two years. This is due in part to the GAC in 1995 setting up a separate line-item in the OUO budget to repay a debt of $29,892 to the Board of Stewardship. The GAC also established an increased OUO allocation to $125,000, guaranteed, for the year 1995 to aid in cash flow problems the Cumberland Presbyterian had been experiencing. These two actions, along with the changes made by the editor in printing and mailing the magazine, have allowed the Cumberland Presbyterian to end 1997 with a total net asset position of $65,172.
E. MODERATOR'S REPORT
The Moderator's Report raises two operational issues for the General Assembly Council: (1) The Moderator recommends the addition of the past moderator to the GAC for another year. This was recommended by Rev. Don Alexander in 1994 but he spoke against the recommendation at the 1994 General Assembly because of the added cost and he would not be traveling the church to listen for needs to input to the GAC. We believe these two reasons are still valid and recommend this request not be approved. (2) The moderator recommends that executives of boards and agencies be only advisory members and not full voting members. This is a change in the GAC's bylaws which were hammered out over a three-year period. Following is the statement from the GAC:
Following a full and candid discussion, General Assembly Council members voted unanimously to petition the General Assembly to maintain the current status of church agency executives as fully participatory and voting members of the council. Each of the agency executives individually requested and were granted permission to abstain from that vote.
We understand the concerns of some, that those who are agency executives could carry undue power on the council. The council membership has been sensitive to that concern from its formation. After five years in operation, we have found the following to be the realities:
(1) The council must have the benefits of knowledge and on the job experience that only executives have for the council to make informed decisions on issues relating to the full range of programs of the church and its various boards, committees, and commissions.
(2) Each executive renders and individual vote and often their individual votes reflect both sides of an issue. On some occasions, executives have voted to support causes which required the sacrifice of the executive's more narrow interest. The General Assembly Council is the only forum in which various agency executives come together to deal face-to-face with the total program of the church.
(3) Council members who are part-time "volunteers" come from all across the church and from their various other duties. They are greatly served by the Coordinating Committee, which is composed of all agency executives. This committee is routinely given assignments by the council to study, do research, and propose recommendations to the council. Around that committee table, they discuss and come to some collective recommendations concerning the well-being of the church at large.
(4) It is important to consider the relationships of authority, responsibility, and accountability. Each council member, elected members at large as well as agency executives who are members by virtue of their offices, come to the council with only one inherent authority: The authority of their own individual vote. There are 18 elected members and only 9 who are agency executives. Our experience has shown that the 18 elected members guard their personal authority of vote very closely.
(5) By their vote, each member, including
executives, must go on public record and thereby share in the responsibility
for the total work of the council. Without that authority, no member could
be held accountable for their participation in the council.
RECOMMENDATION 9: We respectfully recommend
that the General Assembly affirm the current status of agency executives
as fully voting, participating, responsible, and accountable members of
the General Assembly Council.
A. OUR UNITED OUTREACH
RECOMMENDATION 10: That the 1999 Our
United Outreach goal be set at $2,827,100.
RECOMMENDATION 11: That the 1999 Our United Outreach allocation for boards and agencies be as follows:
Board of Christian Education $ 255,000
Board of Missions 690,000
Board of Stewardship, Foundation and Benefits 268,557
Commission on Ministry 78,250
The Cumberland Presbyterian 90,854
General Assembly Office 170,000
Historical Foundation 56,000
Commissions & Committees 19,000
Bethel College* 306,685
Cumberland Presbyterian Children's Home 80,000
Memphis Theological Seminary 224,000
Planned Giving 30,000
General Assembly Council 134,900
Total $ 2,403,246
* Denotes a guarantee
Rationale: In prior years the total goal was allocated to boards and agencies on a percentage basis. In the past few years the actual distribution of Our United Outreach receipts was significantly short of the amount allocated. Also, there is an amount received at the end of the year that is not available to the boards and agencies until the beginning of the next year. The General Assembly Council policy is to allocate 85 percent of the goal to boards and agencies for program budgeting. 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 Goals for the Twenty-first Century.
* Any deficit of the allocated amount of Our United Outreach would be shared proportionately by boards and agencies not receiving guaranteed funding.
VII. AUDITS
We feel better about the financial condition
of the Cumberland Presbyterian Church since the Council was formed. The
Church has seen three years of continued growth in Our United Outreach.
All boards and agencies ended the 1997 year with net incomes, no agencies
of the General Assembly had a deficit fund balance and the contingency was
restored to the funding level deemed to be adequate. Both the retirement
fund and the endowment fund had good growth from both dividend and interest
income and capital gains last year. While we are not where we want to be,
the church has made progress in funding the agencies of the church. The
Audit Committee members are Wes Brantley, Joann Alexander, and Sarah Barron.
Audit Committee Report, Part 1
January 16, 1998
1. Reaffirmed earlier telephone vote to authorize Davis Gray to sign the audit engagement letters for the audit of the Agencies of the CP Center for the year ending in 1997, 1998, and 1999 with Founts and Morgan CPA's.
2. Reviewed the Audit of Memphis Theology Seminary.
The auditor's opinion was unqualified on the financial statements and there was no instance of noncompliance on the federal program. There were no reportable conditions on the internal controls and no violations of laws and regulations.
Total assets including endowments, increased by $573,000 to $7,772,000. Total liabilities increased by $45,000 and net assets increased by $528,000.
The endowment fund increased by $568,500 to a total of $5,050,000. Because the increase is greater than cash provided by operations, the Seminary borrowed a net of $61,000 and used $12,000 of its existing cash to pay for operating activities. Included in the borrowing was $96,000 to finance the purchase of property on Union Avenue.
The Audit Committee is still concerned about the continued cash flow problem and hope it will be addressed soon.
3. Bethel College
We reviewed the tentative draft of the financial statements of Bethel College for the year ended July 31, 1997. Total assets increased by $2,795,000, liabilities increased by $1,854,000 and net assets increased by $1,041,000. Approximately $700,000 of the increase in assets and liabilities was the reconstitution of an endowment.
During the year the college completed the restructuring of its debt as set out in the GA minutes (pp. 198-200). This restructuring included approximately $650,000 is funds for cash flow.
The statement of activities shows a decrease
in revenue of approximately $200,000. Included in revenues were unrealized
losses on securities of approximately $415,000. Tuition and fees were up
by $220,000 and income from the degree completion program was $230,000.
Expenses decreased $421,000, making a net change in assets of $549,000 before
the effort of an accounting change. This was $491,000 making a total change
in net assets of $1,040,000. Private gifts, grants and contracts and investment
income is approximately 29% of revenues. Because of the restructuring, investment
income will decrease. Therefore, we see a continued need for sizable unrestricted
gifts to the college for the foreseeable future.
Audit Committee Report, Part 2
April 18,1998
1. Commission on the Ministry
We reviewed the financial statement prepared by the Commission on Ministry. Receipts totaled $71,462 and expenditures totaled $73,456. The Commission had cash in the amount of $17,332 at December 31,1997
2. Children's Home
We reviewed the audited financial statement of the Children's Home as of September 30, 1997. The Home received an unqualified auditors' opinion on the financial statements. It was a good year financially for the Home. The operating fund had $59,775 more in revenue than it paid out Expenditures were in line with the previous year. The Home sold the property across the street for $162,929. With this cash, the Home was able to purchase some equipment ($44,525) and increase its operating cash reserves. The Home had $750,834 in additional contributions and investment income that was added to long investments. Total Net Assets increased for the year by $802,000.
3. We have reviewed the preliminary financial statements of the Historical Foundation. Both income and expenses were more than their budget. Total expenses were $81,972 which included $10,427 in equipment purchases. The net asset of the unrestricted and temporarily restricted was $43,999 as December 31,1997. The permanent restricted had a net increase of $79,891 bringing the total to $558,704.
4. We reviewed the preliminary financial statements for The Agencies of the Cumberland Presbyterian Church. It was a good year financially for the Agencies. Most of the funds did have good increases in fund balances. This increase was a result of a decrease in expenditures and high returns on investment The returns on investments were very good last year and the endowments and retirement funds had large increases in fund balances. Three funds did have declines.
The Building and Maintenance Fund decline was attributed to depreciation. Included in this fund is a note payable of $425,165 which has remained about the same since we have been reviewing these financial statements. We are concerned that little has been done to reduce the debt.
The CP Resource Center had a loss of $43,997 This was attributed (1) the UPS strike (2) the cost of the new catalog and (3) purchase of equipment. The resource center expenses equipment when purchased.
The insurance program experienced a $580,228 loss. This has almost eliminated the premium stabilization fund that had been built up over several years. The Board of Stewardship is working on this problem.
Total assets of the Agencies increased by $l0,847,471 to a total of $84,443,839. Total net assets increased $9,471,784 to $63,833,522.
Income in the unrestricted and temporarily was about the same as last year, $6,279,895. If you take out the insurance program which saw about $655,000 increase in claims paid, expenditures actually declined by about $106,000.
Income to the permanently restricted
accounts was about $15,000,000 compared to $9,200,000 last year with gains
on investments accounting for $4,000,000 of the change.
July 1998
4-10 Cumberland Presbyterian Youth Conference
6-17 Memphis Theological Seminary, Doctor of Ministry Term
6-24 Memphis Theological Seminary, Summer Term
11-25 Program of Alternate Studies
21-26 Presbyterian Youth Triennium
29-31 Christian Education Consultant
Training Event
August 1998
27-28 Memphis Theological Seminary, Fall Registration
24-25 Bethel College, Fall Registration
MTS Convocation
23 Quarterly Missions Emphasis
30-9/27 Christian Education Season
September 1998
14-16 Board of Missions Evangelism Conference
20 Christian Service Recognition Sunday
20 International Day of Prayer and Action for Human Habitat
30 Quarterly Our United Outreach Report
October 1998
4 World Communion Sunday
11 Church Paper Sunday
13-15 Lecture Week, MTS
25 All Presbyterian Fellowship Sunday
25 Native American Sunday
25 Reformation Sunday
November 1998
any Sunday Love Loaf Offering
any Sunday Commitment Sunday
1 Bethel College Day
1 All Saints Day
6 World Community Day
8 Day of Prayer for People with AIDS and Other Incurable Diseases
8 Stewardship Day
14 Bethel College Homecoming
14 Inquirer's Day-MTS
15 Bible Sunday
17-20 Christian Education Conference
22 Quarterly Missions Emphasis
29-12/24 Advent
December 1998
any Sunday Gift to the King Offering
25 Christmas Day/Christmastide (through Jan.6)
31 Our United Outreach, year end report
January 1999
4-15 MTS, Doctor of Ministry Term
6 Epiphany
4-5 Bethel College, Spring Registration
17-24 Week of Prayer for Christian Unity
26 Memphis Theological Seminary, Spring
Semester begins
February 1999
7 Denomination Sunday
14-20 Brotherhood/Sisterhood Week
17 Ash Wednesday/beginning of Lent
28 Quarterly Missions Emphasis
March 1999
5 World Day of Prayer
16-17 Ingram Lectures, MTS
28 Palm Sunday
28 One Great Hour of Sharing
31 Our United Outreach Quarterly Report
April 1999
1 Maundy Thursday
2 Good Friday
4 Easter
4 March of Missions begins (through May 23)
18-24 National Farm Worker Week
25 Seminary Sunday
May 1999
1 May Fellowship Day (Church Women United)
2 Bethel College Commencement
2-9 Family Week
15 Memphis Theological Seminary Graduation
16 Children's Home Sunday
16 Rural Life Sunday
23 Quarterly Missions Emphasis
23 Pentecost
23 World Missions Day
June 1999
7-25 Memphis Theological Seminary, Summer Term
13 Children's Sunday
22-24 CPW Convention, Chattanooga, TN
21-25 General Assembly, Chattanooga, TN
30 Our United Outreach Quarterly Report
