Fall-Winter, 2012 Michael Sayler, Editor Finding Our Way...

A Journal of the American Baptist Ministers Council • Speaking to the Practice of MinistryVolume XXXV, No. 2

Published Periodically at Valley Forge, PA

M a g a z i n e minister

Fall-Winter, 2012

Finding Our Way in Challenging Times

Michael Sayler, Editor

There are occasions when we are prone to read a word and miss the force of it. “Challenging” is a word like that. We’re

tempted to assume it describes a difficult task, but certainly not an impossible one - maybe like climbing a flight of stairs on crutch-es. Time-consuming, but we’ll make it eventually.

In fact “challenging” means arduous, formidable, laborious. Those exiled to Babylon faced a true challenge:

For it was there that they asked us,our captors, for songs,our oppressors, for joy.“Sing to us,” they said,“one of Zion’s songs.”O how could we singthe song of the Lordon alien soil? (Ps. 137:3-4)

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In This IssueIntroducing Debora Jackson Alice Green ........................................................ 2Greetings Debora Jackson ............................................... 4 Look Closely Ross Lucas .......................................................... 6Joe Kutter - A Blessing Holly Vincent Bean .................................... 7On Bi-vocational Pastoring Tony Pappas .............................................. 9As Maine Goes Al Fletcher ........................................................ 11What Baptists Might Learn John Fisk ........................................................... 16

In this issue of Minister we acknowledge that the times are not only a’changin,’ as Dylan wrote, but also a challenge. We face them personally and communally. They come in the form of illnesses and natural disasters and mass shootings, confronting us physically and emotionally. And spiritually. Challenges arrive clothed in social and religious diversity, in political conflict, and in our discernment of the church’s role in the midst of life’s upheavals. Yet we still sing,

When darkness seems to hide His face, I rest on His unchanging grace.In every high and stormy gale, My anchor holds within the veil.On Christ the solid Rock I stand, All other ground is sinking sand; All other ground is sinking sand.

We also know that changes in the life of the church, the Ministers Council, and our denomination invite us both to honor our past and be discerning about our future. Our writers seek to address these issues.

2 Minister Magazine Fall/Winter, 2012

Introducing Debora Jackson, Executive Director of the Ministers CouncilAlice Burnette Greene

I am honored to have been asked to introduce the Rev-

erend Dr. Debora Jackson, the newly elected Executive Di-rector of the Ministers Coun-cil of the American Baptist Churches, USA. I served as chairperson of the Search Committee, and the members were Joan Burnett, Margaret Marcuson, Michael Sayler and Wesley Sun. We also received

wise counsel from Johnson Eapen, Director of Human Resource Development in the General Secretary’s office of ABC, who met regularly with us. I am delighted to share our experience of getting to know Debora and what led us to choose her for the position. In order to do that, I thought it would be good to walk through the committee’s process that resulted in her selection.

The Search Committee received a total of 19 timely responses to the position announcement. After each of us reviewed all of the applications individually, we met to rank the candidates by matching the job requirements with the information provided in the applications. Debora landed among the top six, although she was the only one of those top six who none of the committee members knew.

Here is just some of the information we learned from her application and resume: Debora had been serving as the Senior Pastor of First Baptist Church in Needham, MA since 2004, after serving as Associate Pastor there in 2003. She described herself as a motivational preacher, teacher and speaker, called to inspire action. She is a pub-lished author.

Her corporate experience includes serving as the Eastern Regional Director of Professional Services at the Sherpa Corporation, as the Managing Director of IT Consult-ing for The Avicon Group (a business strategy and IT implementation consultancy) and as the Chief Operating Officer/Chief Information Officer at SmartEnergy.com (an energy services provider). She was successful in raising millions of dollars of venture capital to support business operations.

She also had been working as an independent consultant since 2003, providing consulting services and workshops on such things as strategic planning and implementation, conflict resolution, “Immunity to Change” facilitation, “Appreciative Inquiry” facilitation and leadership develop-

ment. In this capacity, she served as a special consultant for Institutional Advancement at Andover Newton Theo-logical School, developing outreach strategies to support the fundraising and development efforts of the school. And she was a “visioning retreat leader” for the Coordinat-ing Council of Spiritual Directors International, helping the board recast its mission, vision and strategic plan for implementation.

Her education: Indiana University – Bachelor of Sci-ence, Business; Worcester Polytechnic Institute – Master of Science, Management; Worcester Polytechnic Institute – Master of Engineering, Manufacturing Engineering; Andover Newton Theological School – Master of Divinity, with honors and outstanding preaching award recipient; and Andover Newton Theological School, candidate for Doctor of Ministry, Leadership (received in May, 2012).

The Search Committee was impressed. Margaret Marcuson captured the sense of the committee at that point: “I was impressed by how capable she seemed, with the financial expertise we need yet still very spiritually grounded.”

The Search Committee then created a set of questions for the top six candidates to complete and asked each of them to send a sample preaching video or tape. We were again impressed by Debora’s responses. One thing that stood out for me was her reply to our question about her fundraising experiences. Her experience was broad: She helped to raise $15 million dollars in venture capital funding for Smart/Energy; she helped to raise $2 million for business expansion for Avicon Company; as Special Consultant to Institutional Advancement for Andover Newton, she helped that department restructure in order to realize greater success in fund development efforts; and, while serving as Pastor of First Baptist Church of Need-ham, she wrote a grant for a Transportation Ministry pilot program to help senior members get to church during the winter months.

In her response she also laid out a strategy for directing the fundraising initiative of the Ministers Council, which included, among other things: a clearly defined and well-articulated mission and vision; managing relations with donors by keeping them engaged and making a compel-ling case for their support; helping to cultivate a culture of giving within the Ministers Council; identifying strategies for fund development including annual giving, capital giving and planned giving; grant writing for current and future programs and increasing the visibility and cachet of the Ministers Council through speaking, preaching and meeting with constituents. I was most impressed with her recognition that the Ministers Council “must deliver value added programs, projects and services that make a tangible difference in the lives of those we serve.”


And Debora is a fine preacher. (Those of you who were at the Sunday service at Green Lake when the Ministers Council’s Senate met can testify to the spiritual excitement that Debora raised with her thoughtful and compelling sermon.) Based on her responses to the request for supple-mental information, Debora was chosen among the top three who would be interviewed.

Before the interviews, committee members checked the references provided by each candidate. Debora’s references were stellar. They included Dr. Priscilla Deck, the Chief Philanthropy Officer in the School for Field Studies at Andover Newton, The Executive Minister of the ABC-Massachusetts Region, Rev. Dr. Anthony Pappas; and Rev. Dr. Jeffrey D. Jones, Senior Pastor of her former church, First Baptist Church in Plymouth, MA. She was described as “high energy, collaborative but with a clear vision, en-gaging and dependable.” She was said to be a team player who empowers others and sets high standards, an excellent listener. Her calling to work with pastors and leaders was confirmed, and she was described as a “woman with a clear sense of call as a pastor to pastors.” She was further de-scribed as “eloquent, articulate, inspirational,” with commu-nication skills that are excellent, from preaching to business presentations.

Committee member Michael Sayler summed up his in-terviews with Debora’s references this way: “I can’t remem-ber hearing such a high approval rating across the board for a job candidate in any position.”

By now we were excited about meeting Debora. Our interview with her was --shall I say it again?-- impressive. One quality of Debora’s that came through most clearly from her interview was her strong sense of calling to work with pastors. Another was her capacity to open the Minis-ters Council to some new ideas and new directions, and her desire and energy to do that. For Joan Burnett, the conver-sation with Debora was key: “Debora presented a precise and well thought out twelve month plan. She has the lead-ership qualities and skill set needed to take the Ministers Council to the next level.”

It became clear to most of the committee members that Debora was the best qualified candidate, but we were aware that we needed to look beyond qualifications to make sure that we chose the best candidate for the position. And that was not easy to do, because there were other candidates who also were highly qualified and who we knew could do an excellent job. So we broke off our lengthy discus-sion and went our separate ways to pray and consider who would be the best candidate for the important job of providing leadership and support for the spiritual leaders of the ABC churches.

When we came back to the table, Debora was the one chosen. She was chosen not because she was the most well known or the most likely choice, but because we felt

her leadership qualifications and experience, her spiritual demeanor, and her clear sense of direction and enthusiasm would bring some new and good things to the Ministers Council. Committee member Wesley Sun sums it up well: “I thought Debora was an exceptionally strong candidate because of her background in fund development, her talent in professional ministry, and her ability to be up front and honest about the challenges and limitations that face the Ministers Council as we move forward. I believe she can reinvigorate and breathe new life into the existing Council while at the same time invite new voices and fellowship to the table.”

The Search Committee’s recommendation was approved unanimously by the Minister’s Council Executive Com-mittee and by an overwhelming majority of the Ministers Council Senate.

I hope you will continue to pray for the Ministers Coun-cil and for our new Executive Director. I hope you will also offer your time and energy when needed to help her with this work, which is crucial for our denomination. The work of the Ministers Council is the tremendously important job of helping our spiritual leaders become more effective in sharing the healing and refreshing Good News of our Savior to a broken people who are so very thirsty, and who so desperately need to hear it. We thank God for sending us Debora to lead us.

Alice Greene (formerly Davis) is the pastor of Irving Park Baptist Church, a multicultural congregation on the Northwest side of Chicago, IL. She presently serves the American Baptist Churches in the USA as previous past President of the National Ministers Council. Dr. Greene also has served as Executive Minister and Associate Pastor at Shiloh Baptist Church in Washington, DC.


Greetings Debora Jackson

It is a privilege to have this opportunity to introduce

myself to you. What would you like to know? What would be important to you? I imagine that you might ask, “Who is she?” I am an Indiana native who has spent my adult life in Massachusetts, having come here to pursue a career in soft-ware engineering. In the midst of my corporate climb, I heard

God’s call and was compelled to follow. For the past eight years, I have served as pastor of the First Baptist Church in Needham. I am also a wife and the mother of a nine-year-old son. My family and I reside in Newton, Massachusetts.

You might ask, “What led me to this role?” God put in my spirit a long time ago that I would serve His pastors. In fact, that sense of call was so strong that I initially believed that I would not pastor a local church. But it is clear to me now that my pastoral ministry was foundational for what I hope to do as Executive Director. I know the pastoral ministry. I know what it is like to feel alone and isolated in ministry with nowhere to turn except to the Lord. At the same time, I believe that I have learned how to be effective as a ministerial leader and more than anything else, I want to see others become their best as I offer to them what I have learned.

In fact, that is what is important. In my life, it has always been my desire to add value. That is a corporate euphe-mism, but it resonates for me. When I read the job descrip-tion for this position I felt as though it were written just for me. Yes, the Ministers Council was seeking a ministerial

leader – one who is ordained, who has served the church, who could work collaboratively. These are important ex-periences and they are critical. But at this juncture of our history as an organization, what is also critical is someone who has fund development experience and can help the Ministers Council meet the financial goals of sustain-ability. This position needs someone who can develop and administer programs, shepherding an idea from concept to implementation. This position needs someone who can create the compelling vision that encourages others to get on board.

This is what I do. I have led start-up organizations where I was a part of a team that raised millions of dollars to build companies. I have led teams of people to bring good ideas to fruition through system and organizational devel-opment. I have led churches and non-profit organizations to set strategic plans. I am an administrator who uses my experiences to lead and manage. Yet I am also a pastor who does all of this with a pastor’s heart, caring much more about the organization’s success and the success of those I serve instead of my own.

So with that said, you might ask, “Well, then what is it that you want to do in this role?” I’m glad you asked. I be-lieve that the Ministers Council has the potential to be the most important organization for ministerial leaders in our denomination. Where else can we connect with colleagues who intimately understand our journey? There is no other organization in our denomination that is solely focused on us as ministerial leaders. So, recognizing this vitally important role and function, I believe that the Ministers Council serves by ministering among the leaders who min-ister to us. Specifically, the Ministers Council will respond to the changing environment and challenges that we face by fostering collegiality, centeredness and competence.

The Ministers Council exists to provide collegiality, op-portunities for ministerial leaders to come together. We need that support and fellowship. We need a place where we can be ourselves with trusted colleagues: flawed, but found, full and free. Therefore, I see the Ministers Council sponsoring gatherings and forums where we can come together for the benefit of all.

I see the Ministers Council as a place where we as min-isterial leaders can realize centeredness - our own spiritual renewal and replenishment. Thus, we will sponsor spiritual retreats and prayer gatherings. I want us to have prayer conference calls and continue to use social media to pray for one another. I want to sponsor refreshment days, which are contemplative gatherings to pray, meditate, and listen for God’s voice.

Then, I see the Ministers Council as a place where we can realize greater competence. We will sponsor forums on leadership effectiveness. We will offer webinars and seminars covering topics that are important to you. We


will bring speakers who will help us more effectively live out the call that God has placed on our lives. This is my passion: leading retreats and speaking to leaders on leadership effectiveness. This is the expertise that I want to make available to you through the Ministers Council.

Presently, the program that has allowed us to do this – foster collegiality, centeredness and competence – is Together in Ministry (TIM). Over the past 10 years, 2600 ministerial leaders have participated in over 440 TIM groups. Through TIM groups, leaders have come together in community to support and learn from one another. As a result of these TIM groups, participants are more spiritually grounded, strengthened in their leader-ship, nurtured through clergy friendships, enhanced in their preaching and teaching, and more positive toward self and congregation. In short, TIM group participants realize increased effectiveness in their ministerial leader-ship. How awesome is that? But here’s the issue: the Lilly Endowment funding that financed the program has been spent. Now it’s up to us as the Ministers Council to continue this program because we recognize how valu-able it has been.

I cannot help but think of Billie Holiday singing, “God bless the Child.” She sang, “Money, you’ve got lots of friends crowding round the door. When you’re gone, spending ends, they don’t come no more.” Our TIM funding is gone and now we are in the midst of a three-year capital campaign for the continuation of the program. The Ministers Council boasts, and rightly so, that we have supported 2600 TIM group participants and sponsored programs where 3620 pastors and 1000 laypersons have benefited. If the 7220 individuals who have benefited from the TIM program would each con-tribute $111.00, we would make our revenue goal for the campaign. Are you one of those beneficiaries? Will you give $111.00 toward the program that was put in place for you?

See, this is what I also do. It’s my job to create the case for the Ministers Council and the good work that we accomplish. And through that compelling case, I want to encourage you to lend your support. The TIM pro-gram is great and I, like many of you, am a TIM alumna. But TIM is only one part of what I see the Ministers Council doing and being. If we are going to succeed in ministering among those who minister to us; if we are to be successful in fostering collegiality, centeredness and competence, then we must be self sustaining.

Thus, we will focus on membership recruitment and retention. As ministerial leaders, we want you to be dues-paying members. Have you paid your dues? If not, I in-vite you to do so right now because for your membership, the Ministers Council will add value to your ministry. Membership will have privileges because membership

will afford access to information, discounts to valued services, and connectivity to what is important to you.

We will be a self-sustaining organization because we will leverage our partnerships to help us achieve our mission. I am in conversation with people who can help us. I envision assembling a cadre of providers and trading partners who can offer expertise, sharpen our impact, and open doors to new possibilities.

We will be a self-sustaining organization through annual giving. We have to fund our organization so that we have the resources to do the work that will make a difference in our ministries. In addition to the capital campaign for TIM, we need a program of annual giving through which you can support the furtherance of the Ministers Council. We also need a program of planned giving where you can support the continuation of the Ministers Council through your wills and estates. No one succeeds in ministry alone, and speaking personally, I am forever indebted to the pastors who made a way for me in ministry. The best way for me to repay that debt is to pay it forward, helping those who are coming behind me. I invite you to do the same.

So, this is who I am. I have shared many things about myself and my hopes, but it boils down to simply being a child of God who wants to do what God has called me to do. I am called to help you as a leader to be your best. I look forward to having your support in that endeavor.

The Reverend Dr. Debora Jackson is the Executive Direc-tor of the Ministers Council, ABCUSA. Prior to her ap-pointment, Dr. Jackson served as the Senior Pastor of the First Baptist Church in Needham. She holds a Doctorate in Ministry from Andover Newton Theological School. Dr. Jackson resides in Newton, MA with her husband, James Thomas, and their son.


Look CloselyRoss Lucas

Jesus warns about those who don’t practice what they

preach. I confess guilt. At times I am one of those who encour-age followers of Christ to have a regular time of personal prayer and then fail to maintain my own personal prayer time. I truly believe that regular time for personal prayer is important, more than important, vital, for a healthy life in Christ. Yet, I find

that I often neglect my own personal prayer time. Personal prayer is where I stand before God in naked

honesty. It is a time where I take off all the trappings I hide behind. It is a time for me to set aside the clerical garb made not with cloth but with images, expectations and roles. That clerical covering may keep others from knowing me but the more damaging fact is that it keeps me from knowing me. This is not a new or unusual problem. Paul wrote about the person who looks in a mirror and then forgets what he or she looks like. I can hide so completely behind the trappings of the office that I not only forget what I look like; I fail to see who I am in the first place.

Jesus pointed out two people who went to God in prayer. One was a tax collector who could only say “God be merci-ful to me a sinner.” The other was a religious man who prayed giving thanks that he was not an adulterer, that he was not worshiping idols and that he was a regular tither. I suspect the reason the religious man didn’t find forgiveness was not related to the things he said. He may, indeed, have been totally faithful to his wife. He may, indeed, have been clear about what forms idolatry could take and avoided any worship of those idols. He might have passed the most stringent of audits in terms of his tithe. Yet, despite that, he had not seen who he was, only what he did.

It may be hard for those of us who serve as ministers to maintain a personal prayer life because prayer is a part of the job. I find that I regularly pray for the sick in my congregation. I regularly pray in worship services and at other meetings of the church. At prayer meetings I am ex-pected to set the example in prayer and to make sure all the important things are prayed for. However, prayer in these settings is not the same as personal prayer.

Since prayer is so much a part of my job I lose sight of the unique privilege that is prayer. It can become a function of the office. Things can come up which distract me from a regular personal prayer time. Often the distraction to personal prayer is “prayer” -- that job-related prayer I spoke

of before. I sit down to pray and remember someone who is in the hospital, or someone going through a divorce, and those things take precedence. Intercessory prayer is impor-tant but it can distract me from personal prayer.

I will have trouble maintaining a regular prayer life if I am not aware of who I am. Awareness of who I am apart from the role of pastor is essential. As I honestly look at myself, it is not only easier to maintain a regular personal prayer life; I am driven to do so.

To adjure those who are ministers of the gospel to pray regularly is preaching to the choir. I invite you to dare to really look at yourself. The more closely you look, the easier it will become to run regularly to the throne of grace.

Ross T. Lucas, M.Div., Ph.D. is an ordained American Bap-tist clergyman and has served as pastor to churches related to the ABC/USA for more than 20 years, including 7 years with Kiowa Indian churches under the Board of National Minis-tries. He is now working as a consultant with organizations and churches who are dealing with acute or chronic conflict. He is also doing intentional interim work with churches in the American Baptist church of Michigan. Ross currently serves as President of the Ministers Council of the American Baptist Churches of Michigan. (This is one of a series of articles offered by the Ministers Council Senate Committee on Spiritual & Personal Wholeness - ed.)


the grant, Joe assisted in the very successful implementa-tion of the program. In the ten years since then, TIM has created and sustained 448 collegial covenantal groups across the country. TIM group members attest to the re-sults: the mutual support and learning that occurs in these groups fosters clergy health—both physical and spiritual—and greatly enhances the ministry they are able to do in their churches. In Joe’s words, “Together in Ministry has done more to encourage personal well-being and vocational effectiveness than any other single endeavor that I have known in more than 40 years in ministry.“

In 2008, when Kate Harvey Jacobs retired from her ten-ure as Executive Director, Joe was named Acting Executive Director and, later, Executive Director. He resigned from his last pastorate and worked full time for the Ministers Council. It was understood that Joe’s term would not be a long one; his own retirement was on the horizon. Im-minent retirement, however, did not stop him from leading the Ministers Council forward in significant ways. Joe felt a call to this ministry and he fulfilled that call with all the dedication and love he brought to his pastorates.

Ten years of experience with the TIM program did more than benefit the individuals in the TIM groups. The Ministers Council itself experienced renewed energy and purpose. As the Ministers Council leadership took stock of TIM’s success, a new articulation of its own mission took shape. Joe knew the importance of communicating that mission and he did so enthusiastically every chance he got. In his final report to Senate in August, Joe did not miss an opportunity to state the mission again. He said, “During the past four years, we have expressed our mission in this way: ‘We covenant together to deepen our spirituality and to enhance our capacity as leaders in Christ’s church.’ The three words that give us focus are community, spiritual-ity and leadership.” Everyone listening to him could have echoed those three words in unison. He had taught us well. Everyone listening also knew that these were not just words to Joe. They guided him every day and gave pow-erful focus and direction to the Ministers Council under Joe’s leadership. Joe’s skill at strengthening the Ministers Council by focusing on its primary purpose forms a key part of his legacy.

During his four years as Executive Director, Joe did not shrink from the tough organizational realities that Minis-ters Council faced. The years of conflict within ABCUSA had dramatically reduced membership and, with that, membership dues. The generous Lilly grants that sup-ported the TIM program could not go on indefinitely. In a broader view, American Baptist ministry itself was (and continues to be) challenged by a complex and changing culture. Individual ministers and their churches experience unforeseen changes and pressures. Combined, these chal-lenges threatened Ministers Council’s future even as the urgent need for its unique ministry became more evident.

Joe Kutter: A Blessing Unto Future GenerationsBy Holly Vincent Bean

In August of 2012, meeting at Green Lake, the Ministers

Council Senate honored Joe Kutter on the occasion of his re-tirement. Tributes and thanks filled the air. Joe’s quarter cen-tury of service to the Ministers Council during a time of great change gave everyone plenty to remember and celebrate. Among his tributes was a certif-

icate from Ministers Council declaring Joe’s service to be of “surpassing distinction” and predicting it would “con-tinue to be a blessing unto future generations.” American Baptists across the country who have known and worked with Joe would say “Amen!” to that.

During his four decades in ministry Joe pastored church-es in New Jersey, Michigan and Kansas. For the majority of those years he also shared his leadership talents with the Ministers Council. During the 1990’s, when the Ministers Council moved from MMBB to the Board of Educational Ministries, Joe served on a steering committee to address the changes involved. His earlier experience as editor of Minister magazine, as an Executive Committee member, and with the Pastor-to-Pastor Project equipped him for this organizational change. Later in the 1990’s, Joe became the President of the Michigan Ministers Council and, as a Senator, continued to attend annual Senate meetings at Green Lake. When the call to a new pastorate took Joe to Kansas in 1998, he became active in the Central Region Ministers Council and soon became its President. Joe was then elected to be the President of the National Ministers Council and he served in that role from 2002 through 2005. As the immediate Past President from 2006 to 2008, he continued to meet with the Executive Committee and remained deeply involved in National Ministers Council matters.

Between the mid-1990’s and 2008, the Ministers Coun-cil experienced considerable change and some turbulence owing to denominational conflicts that deeply affected its life. Though the organization’s leadership was severely tested, it was also a time that gave rise to creative oppor-tunities. The “Together in Ministry” (TIM) program grew out of that time.

When Joe first became President of the National Min-isters Council in 2002, the TIM program had begun with a grant from the Lilly Endowment. Working closely with Executive Director Kate Harvey Jacobs, who had obtained


Joe worked with the Senate and its leadership to address the difficulties. Membership dues were raised for the first time in decades. A capital campaign—the first one ever in the 77-year history of Ministers Council—was launched to raise funds that would enable TIM to continue without the Lilly grants. By-laws changes strengthened the roles played by Ministers Council leaders. As Joe encouraged initiatives to strengthen structure, membership and rev-enues, he reminded us all that securing resources for Min-isters Council was only a means to achieving its mission. He also knew that the fruits of his labor would be known after he had retired. Joe has been clear-eyed and selfless in his attention to the Ministers Council’s organizational needs and this leaves another important piece of his legacy for those who follow him.

I became acquainted with Joe Kutter around the time of my own retirement from the staff of MMBB. Having represented MMBB at Senate meetings for a couple of years just before my retirement, I was invited to continue on Senate because of work I was doing for the office of American Baptist Women in Ministry. I was welcomed from the start by Joe’s warmth and friendliness. Whether talking with Senators individually or presenting ideas to the Senate as a whole, his self-effacing cheerfulness always lightened the meeting. Alice Greene was President of Ministers Council at that time and she worked closely with Joe on the Executive Committee. She says, “One of the many things I appreciate about Joe is his sense of humor. In the different leadership roles he held with the Ministers Council, his pleasant, relaxed and joyful ap-proach to the business at hand helped to keep the meet-ings amiable even when we were dealing with difficult issues. He is an outstanding leader and wise counselor.”

Despite his buoyancy, Joe’s serious commitment to Ministers Council, an expression of his deep Christian faith, is always clear. From time to time, Joe has character-ized himself as “a Barnabas.” Certainly Joe’s leadership gifts have much in common with the apostle who led the early church at Antioch and accompanied Paul in missions to the Gentile world. Joe once said that Barnabas’ name means “son of encouragement.” In this way, perhaps more than others, Barnabas has inspired Joe to find joy in travel-ing with and encouraging others in their ministry. The beautiful prayers for ministers that Joe wrote and posted on Facebook every week conveyed his deeply felt connec-tion with those who accepted the call to ministry. A little research reveals that Barnabas was not the apostle’s origi-nal name; he was called Barnabas because of his powerful preaching. His original name was “Joseph.”

In the last four years Joe worked very closely with Jeff Savage, who served as President of Ministers Council from 2010 to 2012. Joe’s respect for and friendship with Jeff during those years greatly enriched the life of Ministers Council. Here are Jeff ’s words of appreciation for Joe. “Joe

Kutter’s service with the Ministers Council was shaped by his own experiential knowledge of the pastor’s heart and the unique nature of the called life. In practical terms, this meant that, for Joe, keeping his ministerial colleagues together in ministry was intensely personal, fundamentally spiritual, and deeply relational. The effect of this unique ministry, made real through presence, story, and prayer, has been a renewal of hope through the healing of relationships among colleagues. “

As Ministers Council moves into a new season with Debora Jackson as its new Executive Director, may the treasure of Joe’s legacy inspire and strengthen us for the journey.

Holly Vincent Bean retired in 2010 from 23 years of service with The Ministers and Missionaries Benefit Board (MMBB) working in the administration of benefits and in education and communication. Holly now serves as the Convener of the American Baptist Women in Ministry Advisory Team and as a member of the Executive Committee of the Ministers Council. She was ordained in 1989 by Judson Memorial Church in New York, where she continues to be an active member of the congre-gation.


ties and needs, but it is a major dynamic to address in the short term.

What might it feel like to participate in a congrega-tion with a bi-vocational pastor? There would be more pastoral knowledge of the workplace and so more confi-dence among the laity. There would be more reasonable expectations of the pastor and more sharing of ministry. There would be a greater sense of ownership regarding the well-being of the congregation. Leaders would have to learn to work things out and develop high trust and con-flict response skills for long term health. Everyone would have an active contribution to make, and an opportunity to shine as well as receive. Actually, it sounds like a pretty good congregation to be a part of !Training

American Baptists have struggled over the last two centuries to raise our training standard so that we would have, as other mainline denominations had, an “educated clergy.” By and large, this push has been successful and it is now normative for persons to have a college education and three years of seminary, a Master of Divinity, in order to have a nationally recognized ordination. And overall, this has been a good thing. Many seminary graduates will wax eloquent about the value seminary had for them, stretching their minds, informing them, broadening perspectives, etc. And I for one do not think there is any value to be found in an “ignorant clergy”!

Yet there are two other factors that need to be brought to bear upon this discussion. The first is, does seminary actually prepare its graduates for hands-on pastoring or is it more of a ticket to on the job training? All the clergy that I can recall commenting on the value of seminary have said it was more the latter. This is so for some good and structural reasons. Seminaries are typically formed on the academic model, allowing for greater likelihood of ac-creditation. Secondly, the motivation of the students is less to develop high practitioner skills. And thirdly, the breadth of situations encountered while pastoring encompasses a lifetime. Granting all of this, it would still appear that a practice-oriented training approach could yield significant fruit.

The second factor is economic. College is very expensive, about $50,000 per year at a private college, about $30,000 at a state school, and going up as you read this! Most persons cannot afford this without student loans. Then add seminary costs, and students graduate with $25,000 aver-age seminary indebtedness plus their undergraduate loans!! If a student had only $50,000 in student loans at 6% for 10 years, a monthly payment of $518 or $6200 per year would be required. Thus such seminary graduates only want to take a full time position with full time pay, and the increas-ing number of part time situations go unfilled. Or they are filled by someone “off the streets.”

On Bi-vocational PastoringTony Pappas

At a recent meting of the Board of the American

Baptist Churches of Mas-sachusetts (TABCOM), one director asked, “What is the percentage of our churches with a bi-vocational pastor?” We did some tallying and found out that 107 churches had (at least) one full time pastor, while 117 congregations did not or could not offer a minimum full time

compensation package. (The status of the remaining churches was not known.) So the majority (52%) of ABC congregations in Massachusetts have a bi-vocational pastor!

52% and growing! Why is that? The critical factor is, of course, finances. As long established churches decrease in attendance and participation, their finances get tighter and tighter. So after the mission budget, the pastoral compensation is the next to shrink! A second factor is different church-culture expectations. In newer, ethnic congregations bi-vocationalism is more normative. A third, small but growing, factor is the goal of pastoring in face to face, small scale relational groupings, for little or no pastoral compensation. All three of these factors are increasing in scope. This leads to the conclusion that bi-vocational pastors will become an increasing part of our congregational landscape.

OK, so what might we do about this? Let us consider five dimensions of this issue: legitimacy, training, re-organizing, congregational dynamics, and future implica-tions.Legitimacy

Is there a normative pastoral role in the New Testa-ment? In our culture and experience? Relative to cur-rent and future realities? In the Bible spiritual leaders kept body and soul together by fishing, tending sheep or weaving tents. The expectation of a full time salary pack-age was unheard of. In the last century the concept of the worker-priest or the otherwise-employed pastor has been superseded by the full time pastoral role. With the ascendancy of full time compensated pastor has come a myriad of benefits and problems. To my mind one of the most vexing negatives is the lowered self-esteem of, and attributed second class status to, the bi-vocational clergy. This feeling of inferiority among many bi-vocationals cannot be justified Biblically nor in light of future reali-


Thus was born the TABCOM School of Ministry to pro-vide a basic, hands-on equipping for persons willing to take a part time ministry situation. The School aims to provide practical, interactive, applied training opportunities.

Currently, there are 14 participants in the 3 year pro-gram of the school. We hope to have our first graduates in December of 2014!

Re-organizingDenominations have grown accustomed to functioning

with the participation of full time clergy and retired or non-working laity. Thus meetings can be face to face, mid-week, and mid-day. The presence of an increasing number of bi-vocational pastors offers the opportunity, nay the necessity, of re-thinking this logistical pattern. Meetings may need to be reduced in number and duration, relocated to evenings and weekends, and conducted utilizing media channels. Also, limiting to one the number of denomi-national roles any one person can play may open up our family life to a broader constituency! Further, a different consciousness may need to emerge. Rather than asking how can we run our administrative apparatus, maybe we should be asking how can we resource and support our bi-voca-tional pastors and congregations.

The presence of a full time pastor or pastoral staff chang-es the dynamic of a congregation and certainly its members’ expectations. Bi-vocational pastors work best with con-gregations that embody congregational bi-vocationalism in function and the corresponding ethos. In their article entitled, “The Bivocational Congregation,” [Congregations magazine, Winter 2009] authors Pappas, Pease and Fara-melli argue that high functioning bi-vocational congrega-tions have distinct characteristics. Among these character-istics are:

• quality team functioning• high commitment to their immediate locality• high commitment to being a missional presence in

that place• a willingness to risk their existence in an effort to

serve• seeing their form as a full expression of the Body of

Christ• an openness to evolve and a trust in God’s sustaining

presence.If this analysis is substantially correct, then congregations

transitioning into bi-vocationalism will have many adjust-ments to make and may need support and wisdom from their denominational family.

Future ImplicationsIs the trend toward bi-vocationalism, both pastoral and

congregational, a sure sign of decline OR is it an indica-tion that God is re-shaping us for a different tomorrow? I

choose to believe the latter. I can foresee congregations less building-dependent, and those with buildings sharing with multiple other congregations and/or utilizing their space extensively for mission activities. I can see pastors working at jobs in other arenas giving guidance and shepherding to small cells of deeply committed Christians, pastors without deep educational debt, with basic, affordable equipping and with life-long learning as part of their regimen! I can see congregations getting their hands dirty ministering at the front edge of need. Somehow I can see “the hands and feet of Christ” more clearly in this context.

Rev. Dr. Anthony Pappas stepped into new shoes in April, 2005 when he was called by The American Baptist Churches of Massachusetts as its executive minister after having served since 1995 as the region’s Old Colony area minister. Prior to that, he pastored the Harbor Church of Block Island, Rhode Island for 20 years. It was in that setting that his call to en-courage small churches was born. Since that time, he has worked in many ways to help small churches find renewal and grow in their ministry and mission. A graduate of Yale College, Pappas received his Master’s Degree from Yale Divinity School and his Doctorate from Pittsburgh Theological Seminary.


“As Maine goes, so goes the nation…”Al Fletcher

For many folks living in Maine the above quote is a mantra. It is the way in which Maine folks have

historically seen themselves. Maine isn’t a trend setter. Maine is a truth teller. Our experience shapes our under-standing and thereby shapes the surrounding culture. Our learnings are passed along, our insights are shared, and our findings freely given.

Being from away, I can only state that a Maine perspec-tive is unique. I am blessed to serve and live among such a people. My hope is that while our experience will be unique to Maine, your region will be able to benefit from our reality. My hunch is that like Maine, so goes the na-tion.

It is in this light I offer our experience. As a region, we are thankful for the prayers of our partners, for their support and encouragement during a stressful season of ministry, and for their counsel to trust in the faithfulness of a God who loved us and gave Himself to us in Christ Jesus.The Myth of Institutions

Like most folks, the American Baptist Churches of Maine (ABCOM) have grown accustomed to institutions and their place in our life and ministry. ABCOM is an institution. As an institution it will always seek to man-age the status quo. Change and conflict are displaced by a calm assurance that “all will be well.” Any institution worth its salt will provide that basic assurance. This is one of the reasons that people place trust in institutions.

Every institution has its own mythology. “All is well” is not unique to the American Baptist Churches of Maine. The “Maine mythology” has distinctive traits. Its major characteristics are as follows:Always has been, therefore always will be

The American Baptist Churches of Maine began as a mission worthy of support in 1804. The Maine Baptist Missionary Society, in a movement of independence that followed the separation of Maine from Massachusetts, became its own distinct agency. While there have been periods of growth and decline, of prosperity and adversity, the last hundred years have been relatively prosperous. Churches have seen their “golden years” and many churches have members who can remember those years and the fruits of their labors.

Those same churches also remember the growth years of the American Baptist Churches of Maine, years of pros-perity, accumulation, and plenty. Things change, but not institutions. As ABCOM has been, it will always be. It is a symbol of stability, a beacon of hope that all is well in

the world. Little did we know that symbolism was about to change.Has an endless supply of monies

The American Baptist Churches of Maine, after the post World War II era, enjoyed a season of incredible prosper-ity. Church membership rose significantly. Churches increased the size of their facilities, their budget, and their membership. Members of our churches also found prosperity as the American middle-class began to pros-per. With growth in local churches, the American Baptist Churches of Maine prospered. This age was marked by a “joining” mentality. Institutions prospered.

As ABCOM prospered, there was no need to “tell the story.” ABCOM was the story. It was worthy of support because that’s what American Baptists do. ABCOM was “our” organization and that alone was reason to support it. ABCOM was our brand, our label that distinguished us from all others. Money flowed.

It is hard for myths to die. ABCOM is still viewed as “wealthy” but our operating budget today is less than the operating budgets of some of our churches. We have cut staff, budgets, and buildings because of fiscal realities. We are not prosperous. We are trying to be faithful.A clearly defined mission that is owned by its constituency

The mythology of institutions includes the presumption that everyone knows why they exist. No one asks about mission. An institution’s mission is understood. ABCOM is what ABCOM is and does what ABCOM does. Ev-eryone knows the mission of ABCOM until someone asks what ABCOM is and what ABCOM does. Once asked, no one knows. Regions are peculiar institutions. It is hard to understand a mission that is all-encompassing, and harder still to define what it is and what it does.

It is easier to give financially to a specific cause, a clearly defined mission. Institutions, like ABCOM, give the ap-pearance that money given is determined by the needs of the institution and not by the interests of the giver. While ABCOM rigorously maintains the ethics of donor intent, donors seeking to direct a gift find it difficult to see an in-stitution as the best means to accomplish their aims. Give directly is the new “saw.” Appearances aside, regions are dedicated to further the local church’s mission and individ-ual and/or local church financial gifts are directed accord-ing to their specifications and wishes. ABCOM does not assess administrative fees to specific gifts given. The local church directs to the region and gifts are sent accordingly. Basically all institutions are alike – one size fits all

Without education, all institutions are thought to be alike. Each organization appears to be set up according to basic principles. Boards do the work of boards, committees function as committees and staff work accordingly. While


the terminology is similar to other institutional language, how ABCOM functions is unique to ABCOM. Regional entities function differently from each other. Many re-gional governance systems take considerable insight and acumen to discern their proper function and role. If a regional governance system is treated like all others, chaos ensues as people try to solve regionally unique problems us-ing methods and practices designed for businesses or other non-profit agencies. Money is the measurement of “success”

ABCOM is an American institution. Financial success is a standard measurement in our culture of success. If you are successful, your financial wherewithal increases. Many local churches have bought into our money culture. If the church finds its finances drying up, the church equates its current reality as failure. How could a church not be blessed by God if it was doing what God wanted them to do?

Faithfulness is a different measure. The lack of funds is perhaps God’s way of provoking the need for change. Without financial support, you can’t keep doing the same things in the same way. ABCOM needed to change.Dealing with reality

ABCOM is facing a multifaceted problem. There is a major shift happening within our culture. The dynamics are huge. Change is constant. In the past, ABCOM had sufficient time to adjust and adapt. Time was a friend. In our current reality, time isn’t friendly.

In order to better understand the changes that ABCOM needed to address, it was important to place the following behaviors in place:Perception is reality

In 2009, in a rather abrupt manner, ABCOM realized that the unrestricted funds that the Board had been us-ing to sustain the status quo were virtually depleted. The Finance Committee of ABCOM had urged the ABCOM Board for years to stop spending down the unrestricted portion of the portfolio. Our Treasurer advised the Board for over ten years that within three years, ABCOM would be out of money. From the Board’s perspective, the changes associated with their admonition was fraught with unpleasant realities. Part of the mythology, “All will be well,” continued. It was my hope that our Board was right and that by continuing to provide a quality service-based ministry, our financial reality would improve. As a staff, we worked harder. The recession exacerbated our tenuous situ-ation and the Board was forced to lay off the entire staff. The pain associated with maintaining the status quo was tremendous.

The perception of our churches was that all of ABCOM’s endowed funds had been spent, that there was incompe-

tence at every level of the organization and that there was also a callousness regarding the letting go of ABCOM staff. It was perceived that ABCOM hid the financial realties from its constituencies. Perception is reality.

It has been difficult to lay out the actual events, deci-sions, warnings, and wrestling to our constituency. The reality is that our constituency had been kept informed of ABCOM’s financial situation. However, the realities of spending down the unrestricted portion of the portfolio were interpreted as the dissolution and demise of AB-COM. The reality is that ABCOM still had an endowed portfolio. ABCOM retained its restricted endowment in its investment portfolio. Many of the restricted funds within the ABCOM portfolio were, and are, restricted by the ABCOM Board. The reality is that ABCOM is oper-ating within its budget and has not withdrawn any monies from its portfolio since 2009. The reality is that ABCOM Board passed an investment policy limiting the Board from building up a large unrestricted fund.

It has taken enormous energy to rebuild trust. The Board is committed to “doing the right things.” It is a work that remains in process. Be transparent

Constant change is impossible to manage completely. Information is a tool to shape perception by reality. AB-COM determined that information needed to be avail-able to our constituency. At first, it was difficult to release information. The history, knowledge, and background for decision-making was often viewed as the property of the ABCOM Board. Early on in the process, the Board determined that Board problems were our constituency’s problems. Information needed to be shared.Be deliberate in naming the problem

The blame game is not unique to the American Baptist Churches of Maine. Every institution that goes through change wants to be able to solve the problem, fixing it as soon as possible. One problem of constant change is that it is difficult to name the problem. The ABCOM Board wisely determined to look deeply and extensively at the root of their current reality rather than quickly propose solutions to apparent problems.

The ABCOM Board also protected its staff. It owned the reality that the changes that ABCOM faced were not staff driven. Attempting to maintain the status quo in the midst of constant change was a reality that needed to change.

Financially, ABCOM had to reduce staff. But staff was viewed as a resource. The ABCOM Board reluctantly reduced staff and grieved for having to do so. Own your responsibility

The ABCOM Board, at its Annual Meeting in October 2009, owned its responsibility. It was the Board’s decision


to seek to maintain the status quo. It was the Board’s deci-sion to hold on to staff for as long as possible. It was the Board’s decision to support budget shortfalls with undesig-nated funds while the financial support from local churches decreased in proportion to the financial need presented in the annual budget. It was difficult for the ABCOM Board to grasp the reality and enormity of change needed and the impact it would have on the American Baptist Churches of Maine, but they owned their responsibility.

As Executive Minister of the American Baptist Church-es of Maine, I shared in the decision-making as well. Against reality, I hoped to maintain for as long as possible the status quo. I too experienced the fearful reality of change and feared the impact it would have on our mis-sion. Even in the midst of the reality of change, I chose to believe our own mythology, trusting that somehow it would all be made right in the end. Listen carefully and deeply

The ABCOM Board determined early in the process of transition that it would be critical to listen. The Board ap-pointed in each association an individual who was charged with the responsibility of communicating to the Board the concerns, fears, frustrations, and hurts of the churches, and to provide from the Board information and answers to the questions coming from our churches.

The Board met frequently and its officers openly ad-dressed issues and concerns through a variety of infor-mational means: emails, postings, association meetings, gatherings, etc. Each format allowed for greater commu-nication. Board members representing their constituencies also provided a vital link in the communication network being established. Staff was tasked with the responsibility to listen and to share information broadly.

Through the efforts of the Board, ABCOM was able to listen carefully and deeply to our constituency. This dynam-ic shift continues to shape the function of the Board and ultimately the ABCOM.Remain hopefully determined

The ABCOM Board chose to be hopefully determined in the midst of change. At times, the enormity of change was overwhelming. Good folks second-guessed and doubted a future. However, those same folks never lost a faith that God was leading and that in God’s great economy, wisdom and counsel, provision was taking place. God had a pre-ferred future for ABCOM and ABCOM needed to discern together that future. Bracing for a Future – Restoring Covenant

The institution known as ABCOM has been set free from maintaining the status quo. We tried and failed. There is no need to repeat failure. Once free, the ABCOM Board changed its focus from management to mission.

Discernment replaced decision making as the primary work of the Board. God is again moving among us.Call to Identity

The American Baptist Churches of Maine are a cov-enanting people. True to our history and heritage, the Churches that comprise ABCOM voluntarily cooperate to further the cause of our Divine Redeemer. Because of the voluntary nature of our cooperation, covenants shape who we are, what God is calling us to be, and who God is call-ing us to serve. In covenants, it is assumed that covenant partners are communities of faith empowered by the Holy Spirit to live as witnesses and agents of God’s love and justice in the world.

ABCOM is being called to examine the nature of our covenants and the agreements contained, whether written or not, therein. In covenant, partners entering into agree-ment freely define and determine before God and with each other the nature of their life together. Clearly defined covenants allow all parties to know who they are, what they are to be and do. The problem facing ABCOM is the ignorance and apathy of partners concerning their historic covenants. ABCOM is asking the age old question, “Can these dry bones live?”

We believe the examination of covenants can bring new life. However, unless there is a willingness to engage in covenant with each other and with God, historic agree-ments will have little meaning or relevance. ABCOM’s forefathers knew the benefit of working in voluntary co-operation by covenant. The nature of covenant establishes boundaries and encourages cooperation and unity that goes beyond preference. The responsibility for keeping covenant rests with each partner entering into covenant. Keeping covenant is the privilege and responsibility that belongs uniquely to the partner entering into covenant.Call to Mission

The American Baptist Churches of Maine enter into covenant to accomplish mission. The member congrega-tions of the American Baptist Churches of Maine, con-fessing the Lordship and Saviorhood of Jesus Christ and in obedience to their call to Mission, namely to participate in the reconciling work of God through Jesus Christ, covenant to:Bear witness to the Gospel of Jesus Christ in the world

ABCOM has benefited from the work of Dr. Jeffery Johnson, who again challenged our churches to use their natural giftedness and style to bear witness to the Gospel. Got Style encourages the church as a body to be evange-listic. Evangelism is often relegated to individuals. Local churches can be evangelistic as they serve cooperatively with each other.Assist each other in preparing members for mission to meet


spiritual and physical needs The ABCUSA’s emphasis on being a missional church

has been helpful. Through this emphasis, churches com-prising ABCOM are learning again how to serve their community. Examining the needs and concerns of a community allows the local church in that community to find “opportunities” to bring Christ’s influence into a given setting. Extend their influence through expanded program ministries and through good stewardship of ABCOM financial resources

As a region, the American Baptist Churches of Maine determined in their Annual Meeting in October 2009 to strengthen the mission of churches in association. It was determined that the American Baptist Churches of Maine would seek to strengthen the mission of local churches by recognizing their voluntary cooperation in groups of congregations within specified geographic boundaries. Seek improved relationship with other churches and community agencies

ABCOM is learning how to live and minister in con-stant change. The ABCOM Board accepted the invita-tion from ABCUSA to journey with other regions in a process of discernment, learning how to navigate ministry challenges for which we do not yet have an answer. As ABCOM local churches live into the future, relationships with other churches and community agencies provide the resources, opportunities, and learnings necessary to be relevant in mission.Revitalize associations

The difficulty of revitalizing associations is tremendous. The responsibility for revitalization rests with each local church willing to voluntarily enter into covenant. This is difficult work, especially in a culture that emphasizes indi-viduality. The role of the region is to encourage, persuade, and cajole local churches to participate, not to dictate their participation. Local churches are free to define the nature of their participation.

Within ABCOM there are eleven associations. Each association has a its own covenant. As associations are learning what cooperation in covenant means, they engage in mission. In essence, the associations are directing the work of the ABCOM. Identification of need and new mission endeavors begins within an association. If an as-sociation believes that its work is of significance to other associations in ABCOM, the association, through its board representative, brings the proposal to the ABCOM Board for consideration.

For example, Bill and Fran Atchison felt called to a unique ministry in a local YMCA. Their calling was shared with the Kennebec Association. The Kennebec Association determined to support their work and felt that

their mission would be worthy of greater support. A proposal was sent to the ABCOM Board through the Kennebec Association’s representative and, through a process of discernment, ABCOM commissioned the Atchisons as our missionaries to the YMCA.Facing Challenges

Challenges facing ABCOM are significant. Current financial realities show shrinking dollars and budgetary constraints. ABCOM is faced with discerning God’s call. ABCOM knows that it doesn’t have the dollars to do what it once did. For some folks, this means scarcity. ABCOM is holding to the profound belief that God is a generous God who provides sufficiently for our needs. Moving from scarcity to sufficiency means a radical reorienting of ABCOM’s mission.

ABCOM’s financial future rests on the churches that comprise its membership. Local churches in association determine the nature of ABCOM’s mission and service. In essence, ABCOM serves a role determined and sup-ported by local churches. ABCOM has chosen to serve as a mission worthy of support as determined by the provision of local churches in an age characterized by “case statements.” Bearing Witness

ABCOM’s future rests in its willingness to value the voluntary cooperation of its historic mission. Maine is largely unchurched. In essence, Maine is a large mission field. Local churches are facing dwindling numbers and finances. Ministry done in a traditional manner is expensive. Churches are facing a crisis of volunteers due to an aging population and family time constraints. As local churches work through these dynamics, changes will continue to shape their mission. Making Disciples

Perhaps the greatest challenge facing local churches is to make disciples. Membership is an American phe-nomenon. Christ’s mandate for the church is to make disciples, not merely collect members. Membership and discipleship are not the same. Discipleship demands a radical reordering of priorities for communities of faith and those comprising them.Region

ABCOM is an association of associations. Churches belong to an association, and through that association belong to ABCOM. As some associations flounder, new questions are being raised: What are the expecta-tions of an association within ABCOM? Are geo-graphical boundaries still relevant for associations? How many local churches constitute an association? What procedures are in place to deal with defunct associa-


tions? How is association viability determined and by whom?Bottom Up

The ABCOM Board is working hard to change our culture. Our Region is in the midst of renewal and change as we discover what God has called us to do. The Board consciously is encouraging the following shifts: From To

Business Ministry and missionHierarchy NetworkingLegalistic decision making Spiritual discernment

and consensusServing the structure Structure serving the

missionOccasional changes Ongoing changeIsolation CommunitySurvival Sharing ideasStatus quo Expecting the unex-

pectedClub mentality Increasing the reign of

GodReligiosity SpiritualityMembership DiscipleshipEach of these cultural indicators requires tremendous

energy and care. It is easy to fall back into established patterns and old habits. The ABCOM Board is diligent-ly at work transforming our culture. The role of Execu-tive Minister is dramatically changing. Recovering disci-pleship and servanthood are organizational challenges. If they are not met there is no future. The ABCOM Board has determined to move away from business models and secular non-profit practices to regain our historic com-mitment to Christian community - one that advances the cause of our divine Redeemer.Today

The American Baptist Churches of Maine is living in the present. As Judson is often quoted, “The future is as bright as the promises of God.” Claiming those prom-ises today is an act of faith. Tomorrow is never a guar-antee. For ABCOM, the mythology assures a tomor-row. But God’s assurance is for today’s bread. If we are learning anything, we are learning how to trust God each day for His generous provision. “As Maine goes so goes the Nation”

For churches and regions facing similar circumstances, it is our hope that what is offered in this paper will be of

benefit. Our prayer is that God’s leading presence will embolden you to make the hard decisions needed to step out in the certainty of faith.

Dr. Al Fletcher is the Executive Minister, American Bap-tist Churches of Maine. Prior to his appointment he served American Baptist churches in Maine and Massachusetts. He is a graduate of Gordon Conwell Teological Seminary.

O Lord, give me wisdom. I dare not take a step without You. When I cannot see all of the way forward help me to trust that You will whisper in my heart or in my ear calling me back when I might step to right or left of what You intend for me. When there are snares for my feet, help me to find the way through, and continue with a rejoicing heart to the end.

Aidan Readings, in Celtic Daily Prayer. New York: Northum-bria Community, 2002, p. 527.


What Baptists Might Learn from the Rule of Benedict - A Personal PerspectiveJohn Fisk

One of the deepest needs of human beings in all

traditions, ethnicities and cul-tures is the need for authentic community. I believe a com-munity which provides mean-ing, friendship, support and access to God is what people are looking for when they visit our churches. I have always found the monastic tradition very helpful in matters of prayer

and community. The foundational document that governs the formation of community in monasteries is the Rule of Benedict.

Even though the Rule is a sixth century document, which seems at bit out of touch at first glance, I have found it is one of the most helpful spiritual guides of all. Some-thing that has worked well to nurture Christian commu-nity in monasteries for 1500 years surely has something to teach us today. The Benedictine monk John Main wrote, “Monks have organized their lives with an utterly clear priority.” This priority is a commitment to a spiritual view of life, so that God is the center of the community, and to a tried and true pattern of life together, with a routine of daily prayer, liturgy, service and work, and a commitment to humility, hospitality and respect and love. Not many communities, even churches, are organized around this set of priorities.

Benedict says that the purpose of the Rule is “to establish a school for the Lord’s service.” It provides guidance about several things we hear little about today: the priority of community over the individual; the importance of humil-ity and obedience; the need for daily discipline in prayer, sacred reading and silence; and the primacy of Christ’s love and compassion in all things. Katherine Howard sums up the central message of the Rule: “God is present and active in our world and in each of us, always waiting for our awareness and response… Only when we … become firmly grounded in the Divine presence can we make the decisions and take the action that is truly good for us, our families, nations and earth.” (Praying With Benedict, p. 29)

The Rule has to be adapted for life outside the monas-tery, but the basic principles are clear. I am to follow daily prayer and meditation (at least in the morning and hope-fully the evening as well), and to honor and enjoy the Sab-bath. I am to follow the way of humility as a servant in my family life, my church life and the various levels of com-

munity wherein I participate. Closely related is the way of obedience to the will of God, as it is made known to me through God’s living word and through family members, church members, teachers - and not just those in author-ity, but also through “the least of these my brothers and sisters.” I am to spend as much time listening as talking, and to cultivate habits of silence. I am to practice hospital-ity and generosity, and be a good steward of all God has entrusted to me, including the beautiful earth. I am to seek ways to live more justly and compassionately.

Since little of this may be accomplished by my own ef-fort, I need the support offered by others and the constant encouragement of the Spirit, who lives within me and within the Christian community. Monastic communities are a support because they offer a wisdom by which Chris-tians have lived for 1500 years. By way of practical help there are several books about what the Rule of Benedict offers people outside the walls of monasteries: Living With Contradiction (1997) by Esther de Waal; A Spirituality for the 21st Century: the Rule of Benedict (2010) and Monas-tery of the Heart (2011) by Joan Chittister; Praying With Benedict (1996) by Katherine Howard; and “Monastery Without Walls”, The Letters of John Main, edited by Lau-rence Freeman (2006). There is also a very good on-line resource from Joan Chittister, Monasteries of the Heart, http://www.monasteriesoftheheart.org .A TIM Group Perspective

I am part of a Together In Ministry group that meets monthly at Canonicus Camp and Conference Center, Exeter, R. I. We have been reading and discussing the Rule of Benedict for several months and we have discussed how the Rule of Benedict might inform a typical Baptist Church covenant. “Obedience” is a fundamental Benedic-tine expectation with which many Protestants have trouble.

Our TIM group shared a concern that “obedience” might mean slavish adherence to persons in authority. For women especially the word might carry an offensive his-tory. The chapters on obedience in Howard’s book, Pray-ing With Benedict (chapter 7) and in Chittister’s book, A Spirituality for the 21st Century (chapter 7) were helpful in understanding obedience as commitment to God’s will, not to human servitude. The phrase “obedience to Christ” was present in the church covenant we selected for study, but only in terms of the individual’s daily life, not in terms of the congregation’s life. We thought adding the words (in bold italics) “to obey and serve Christ in the fellowship of this congregation” would be a good thing.

Does the Baptist belief in soul liberty work against higher expectations in a church covenant? Not at all: freedom is not an excuse for license. We are set free to willingly follow and obey Christ. Church covenants are not legalistic documents, but rather expressions of hoped-for behavior consistent with Christian community. Setting


expectations high in the Christian life is consistent with the way of Jesus Christ, and not counter to the idea of soul liberty. And all must be balanced by love and compassion for our weaknesses.

The TIM group thought it would be good to add the fol-lowing phrases to the sample covenant we were reviewing. They would work in most church covenants: To act with humility at all times

Benedict stresses humility as much as obedience. See the Rule of Benedict, chapter 7, for the twelve steps of humility, a mind-blowing exercise for most of us today.We shall be faithful in praise and worship, show reverence for God, attend to the word of God in scripture and be good stewards of all God has entrusted to us

As Protestant worship has become more “informal” it has also become less aware of God’s presence. There has been a corresponding lack of priority given to corporate worship. The Rule sounds quite extreme by comparison. Praying the hours includes from five to seven times of prayer in the chapel daily! Benedict also says we should be silent before and after the liturgy out of respect for our brothers/sisters who wish to remain in silent prayer. That would be a wel-come replacement for the socializing that happens in most Baptist church sanctuaries before and after worship.We shall try to keep daily times of prayer, scripture reading and silence so that we might better attend to the presence of Christ in our lives

How many Baptist church covenants include anything about daily spiritual disciplines? Yet this is the heart of the Rule of Benedict. The Rule is a school in the Lord’s service and scripture reading, prayer, singing and silence are the basic daily exercises.

In the covenant we studied there was emphasis on hospitality and compassion, which we highly commend. Stability, another Benedictine value, is a very difficult issue for churches, because the transience of most people today is accepted and expected. This trend towards transience (identified in Robert Bellah’s book, Habits of the Heart) is a big challenge to the work of the church today. Stability has to do with building long-term relationships, the golden face-to-face friendships from the days before Facebook.

Our TIM group would like to encourage pastors to review their own spiritual life in light of the Rule. The next step would be for pastors and church leaders to review their church covenants in the same light. They might ask whether their church covenant deepens community life in God, the way the Rule does. The same books mentioned above would be helpful in such study and discussion. We believe that pastors and congregations might learn from

and benefit from the monastic tradition. True community is what people long for, and Benedict teaches us it may only be found in God.

Rev. Dr. John Fisk, Attleboro, Massachusetts, is active in retirement (after 33 years of pastoral ministry) doing guest preaching, retreat work, leading a weekly Christian medita-tion group, as well as participating in the Commission on Ordained Ministry for Massachusetts and a TIM covenant group in Rhode Island. He completed a D. Min degree at Andover-Newton Theological School in 1987, with a focus on adult spiritual development. Here he writes in collaboration with the Spiritual Formation in the Senior Years Together-In-Ministry Group, meeting monthly at Canonicus Camp and Conference Center, American Baptist Churches of RI. Mem-bers: Donna Maggi, Carlos Mooney, Shirley Fortin, Diane Litterick, Charles Haines, Janet MacGray, and Gary Harris.


Published periodically as a forum for issues and events that pertain to ministry as practiced by ministerial leaders of the American Baptist Churches

USAEditor: Michael Sayler

Associate Editor: Sue SechristPublisher: The

Ministers Council Communications CommitteeContact:

The Ministers CouncilPO Box 851

Valley Forge, PA 19482-0851 Phone: 1 • 800 • 222-3872 ext 2333, 2334

Fax: 610 • 768-2066

ministers council

membershipYou are eligible for membership if you are either

• ordained • commissioned • a lay professional or

• a student in seminary • eligible for inclusion in the

Directory of Professional Church Leaders of the American Baptist Churches USA andserving an American Baptist Church

or auxilliary organization• paying dues through a constituent council or to the

National Office of the Ministers Council

Join the Ministers Council through your local constitu-ent council. Contact information is posted on the web

at www.ministerscouncil.org under the “Who We Are”

link. mission

The Ministers Council is the professional association of ministerial leaders within the American Baptist

Churches USA. We are working together to:

• Connect colleagues through Together in Ministry groups and Communities of Practice

• Establish and maintain professional and ethical standards of the Christian ministry

• Give support to the members of this body and be an advocate for them in their professional relations

• Resource ministry through our web site at www.ministerscouncil.org

• Interpret the appropriate roles of professional min-isterial leadership to the constituent parts of our denomination, and to our local American Baptist Churches

• Encourage the recruitment and nurture of candi-dates for the various church vocations

• Provide a means of expression and debate by members of this body on issues that affect the pro-fessional ministerial leadership of the American Baptist Churches USA

• Cooperate with the appropriate units of the American Baptist Churches USA in matters of mu-tual interest and concern, including recruitment, placement, compensation, continuing education, and counseling

M a g a z i n eminister

Signed letters and comments are welcome, and may be used for publication. Send to [email protected] Please include your

return and email addresses in any correspondence.

Fall-Winter, 2012 Michael Sayler, Editor Finding Our Way...

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