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WHEN CHURCHES JOIN

Appendix B: Learning from a Study of Five Co-operating Partnerships

Cooperating Congregations, by G.A.C. Waldkoenig and W.O. Avery, (Alban Institute 1999) is a record of five Case Studies of co-operating congregations in America. Whilst only one of the Case Studies in this volume is ecumenical in composition, the conclusions remain salient for Co-operating Ecumenical Partnerships.

The following is a précis of Chapter 6. 'Conclusion: Key Features of Co-operative Ministry' (pp. 188 - 201).

1. A Viable Mission Posture

A Co-operating Congregation is distinguished as a mission, and as such has different characteristics from a collection of congregations. Community needs within the local area become the basis for the co-operative arrangement, with its central focus mission. This results in commitment, participation and ownership by lay people, and congregations no longer engrossed in struggling for institutional survival.

2. Empowerment for Lay Ministry

When lay people catch the vision of the co-operative arrangement their understanding of the Church is expanded. The structure of the co-operative invites participation by the members and 'the priesthood of all believers' becomes a reality. They no longer expect personal chaplaincy from clergy, but rather that clergy be resource people.

3. Community Service and Development Ministries

Co-operatives are in a better position to gauge the needs of an area than congregations or individuals, and to develop services for the unmet needs more effectively than otherwise. They also can empower people from the community beyond the congregations.

4. Adaptive Responses to Changing Circumstances

A feature of co-operatives is their flexibility, a strength which enables the structure to change as necessary and to be open to new development.
Co-operatives are also fragile, as participants step out into the future in faith. Nevertheless they do have a future, which participants believe in.
Co-operatives are also fragile because:
- of distances, which may lead to 'sub-clustering';
- they may become another layer of activity on top of congregational ministries, the load falling on the few who carry it for the rest;
'From a general lack of ownership to active resistance, the pull of individual congregational survival and competition seems to be attractive, even in situations where an exciting and practical option is right at people's fingertips.' (p. 192)
- co-operatives are not a guarantee for the survival of small congregations.

5. Financial Partnerships

Co-operatives foster financial partnerships which are healthy but they do not dispense with budgetary challenges. Nor are operating costs reduced but the frame of reference is larger than mere survival. The limited resources of small congregations can be pooled in order to accomplish mission tasks together, even if the finance comes largely from one partner and the effort from another. Case studies demonstrate that significant resources from outside the local area are needed for the co-operative to operate, nevertheless, 'where you have interesting, helpful programs going on, the money follows'. (p. 194) Co-operatives also offer opportunities for other more affluent congregations to assist them in their mission, resulting in a new community built up by the joint action of local people and those from further away. (See 2 Corinthians 8 - 9)

6. Longer Tenure for Clergy

With the staff of a co-operative offering mutual care and support, along with a broader range of ministry activities and effectiveness within the community, clergy tenure is more satisfying and longer than normally found in financially troubled, small congregations.

7. Commitment to Place

Co-operatives assert the value of belonging to a particular place. They are based on the value and assets of a local place and there provide a positive impact on the community. Through the co-operative, community 'renewal could come from the inside, by the ancient rule of neighbourliness, by the love of precious things, and by the wish to be at home. ... One revived rural community would be ... more encouraging than all the government ... programs of the last 50 years.'
(Wendell Berry quoted on p. 196).

Co-operative parishes move the community forward towards social justice and neighbourly care.

8. Governance

People need some time to adapt to change and develop a sense of ownership of the co-operative. However, '..[a]s long as congregations in a co-operative receive equal numbers of votes, and as long as the coalition does not dictate internal congregational matters, people accommodate the necessary commitment to ... a central co-ordinating system.' (p. 196)
There are rarely problems when decisions are brought back to local congregations for ratification, especially when council representatives are trusted and there is a wish to avoid additional meetings.

9. Director is Key

The key to successful co-operative partnerships is an exceptional, gifted leader. What makes a good leader? When you see it, you recognise it!

There are a number of characteristics observed in good leaders:
1. They articulate a Biblically faithful vision and inspire others to undertake risks for that vision.
2. They hold a deep, contagious faith rooted in God and are responsible stewards of God's world. They deepen others' faith so they, too, become God's disciples, growing as Christians and as leaders themselves.
3. They empower others without 'micromanaging' everything.
4. They have good interpersonal skills, have an open mind, are good listeners and communicators, and can convert an idea into reality.
5. They are energetic, persevering, hard workers and self starters, committed to and prepared to invest themselves in the long-term ministry of the place.

Therefore the director needs to be chosen very carefully. Without creative leadership, the coalition, fragile and complex as it is, will not flourish.

10. One Pastor per Church

A narrow sense of ownership over the minister dissipates when the vision extends beyond one particular congregation.

11. Witness to Outside Groups

Not only should the mission be directed at the unchurched, the mission must also be directed to church people; a mix of outreach and 'in-reach' to other Christians and congregations who can be enriched by the experience. These will include neighbouring larger congregations, twinned congregations, visitors, tourists, work parties, theological students and lecturers, field education interns, and church officials for whom the co-operative can serve as a model.

12. Co-operative Ministry is Essential for Future

In the future co-operative partnerships will have a strategic role.
'Those who are called to pastoral ministry in the rural, inner city and small church situations will need to be informed about the nature and possibilities of co-operative ministry.' (p. 200)
And potential ministers to co-operative ministries will need to be questioned during negotiations as to their commitment to its co-operative nature.

The co-operative is also a suitable mission strategy for large congregations, enriching the life of congregations and enabling their local mission activities to have a broader and more positive impact.

For co-operatives, denominational permission and encouragement are imperatives, as well as changes to "call" processes so that they can attract and support bright, experienced clergy to co-operative parish mission fields.

Waldkoenig and Avery conclude:
'Co-operatives effectively live the connection of faith and good works for the sake of their neighbours ... raising an authentic theological voice on community outreach .. and social service. ... [They] should broadcast the theological significance of their innovative ecclesiology .. [whose] implications ... would be a gift to the whole church.' (p.201)

Co-operatives are pioneers of the Church's changing forms.