Those are the new building blocks of the Presbyterian Mission Agency Board’s internal structure – and will be the format around which the board’s next meeting Sept. 13-16 in Louisville will be structured. The Presbyterian Mission Agency Board’s executive committee, which is meeting in Chicago July 27-29, spent time on July 27 discussing how the new teams and committees will be used.
The full board approved the new structure and new way of doing business at its meeting last April.
These teams are envisioned to be short-term and strategically-focused. The topics the first group of teams are to consider are expected to be:
- Power & privilege;
- Coordination of the Presbyterian Mission Agency (PMA) with the Office of the General Assembly;
- Overhead costs;
- Next steps for the Young Adult Volunteer program;
- How the competencies of PCUSA World Mission might be used to assist domestic mission efforts;
- The role of print in the PMA’s communications strategy;
- Strategic next steps for the 1001 New Worshipping Communities initiative;
- How to help mid councils and congregations live in to the idea of a fully inclusive church represented in the Belhar Confession from South Africa.
The ministerial teams, with about five or six board members each, generally will be smaller than the board’s administrative committees. Each team will have a staff resource person, but not dedicated administrative support. Because the teams will not use parliamentary procedure (operating instead by consensus), detailed minutes will not be required. However, the team’s progress and decisions will be recorded and shared with board leadership.
Given the short-term nature of the team model, it is expected that teams will only meet face-to-face during board meetings (in addition to monthly conference calls). Each committee will provide a final written report to the board.
Two most recent organizational, management initiatives of the PMA, has been the “1001”, and everything surrounding its own internal audit, review at the last GA. In both cases the nexus of the PMA-OGA has been marked by gross incompetency, reflexive defense methodologies and circling the wagons, stove piping, and echo chamber thinking. People and employee management boarding on the criminal, and that is still being played out. The organization has been scandalized and discredited. The only stake holders whom the organization pays attention too are its own sycophants and those whose paychecks are directly tied to the entity. Again one can hold meetings, open and closed door, makes no difference. The same disease of institutional rot that effects all things Louisville effects them as well. Move along, no real new ground or story here.