A Strategy for Mission in the Baltimore-Washington Conference
Appointment History
John Wesley, the founder of Methodism, utilized an itinerant (appointive) system of assigning pastors. It was a missional system for the purpose of spreading scriptural holiness. Wesley’s goal was to identify and deploy as many pastors as possible to grow disciples, grow congregations and start new congregations. It was very effective, particularly in America where the population was growing and mobile. The system originally paid all clergy the same salary, $100 a year. Pastors usually served a circuit - a number of churches in a defined area. Pastors traveled from church to church to share the Good News. The system depended upon the laity to form and lead weekly class meetings (small groups) where disciples worshiped, fellowshipped, studied, served and witnessed to keep the Methodist movement growing. This was the laity’s role in the first century as well, as recorded throughout the book of Acts and other New Testament Letters.
In the early years of Methodism, the itinerant system moved pastors within the first year and certainly by the second year to a new circuit. Lay leadership was the stabilizing force that kept the church growing and changing as the population grew and evolved. Often, class meetings were organized and a congregation started before a pastor was assigned. As the population began to settle and reside in a particular area, towns were established. Pastors also settled, which changed the dynamics of pastoral tenure, pay, and responsibilities. Pastors began to stay in an appointment longer, were paid more, assumed responsibility to organize small groups, lead studies, evangelize, and provide care for the sick, while the laity began to relinquish much of their ministry. This is about the same time that the Methodist Church, which had been the fastest growing denomination, began to level off in its growth. It is also the time that the denomination became heavily involved in institution building. By the early 1900’s, a little more than 100 years after the denomination started, the character and mission of the church changed from an evangelistic and social action movement to one of institution building and social action movement.
While short tenure appointments served the church well in the early part of Methodism, today’s experience indicates that short-term appointments lead to stagnation and decline. Congregations with appointments of seven or more years in which laity are called, equipped, sent, and supported to do the ministry as the early Methodist laity did, are growing disciples and congregations.
There are many issues facing the itinerant system today: matching churches and pastors so that the partnership produces fruit (Acts 2), rising housing and benefit costs, salary needs, and the wide range of types and styles of congregations. The appointment system will continue to emerge and evolve as a system to address the changing needs of congregations and pastors. Through these changes, the system’s goal is to be a dynamic vehicle for making disciples of Jesus Christ and bearing fruit (Acts 2). The Baltimore-Washington Conference is blessed with Spirit-filled pastors and laity who through the appointment system will capture the evangelistic and social action fervor of John Wesley. The conference will support and resource pastors and congregations through an emerging coaching and equipping ministry as never before so that all of the churches are fruitful congregations and each pastor is fulfilled in her/his calling.
The Baltimore-Washington Conference understanding and practice of the appointment system today has much in common with the Wesley’s vision:
- Both include every pastor and congregation being in mission to make disciples of Christ for the transformation of the world.
- Both build on the words "disciple" and "discipline," which come from the same root word that has to do with the forming of individuals and churches in a particular way (disciple making and fruit bearing).
- Both use the appointment system to itinerate pastors to spread Scriptural holiness.
- Both expect congregations and pastors to bear fruit.
- Both provide a system for "watching over one another in love".
- Both depend on pastors that have a calling to serve and congregations that are ready to be lay-ministry driven.
- Both systems emphasize dependence on God rather than place.
There are also some distinct differences:
- Early Methodism moved pastors every one to two years. Today, seven years will be the anticipated minimum and 10 or more years the norm.
- Early Methodism paid every pastor the same salary. Today, pastors receive different salaries, often based on years of experience, church size and location, gifts, and fruits.
The following material is shared with clergy and congregations to give a clearer and fuller understanding of how the bishop and district superintendents assign clergy. The entire conference is invited to pray for the ministry, congregations, pastors, and Cabinet of the Baltimore-Washington Conference.
Appointment Objectives:
1. Assign clergy to ministries to spread scriptural holiness and lead discipling leaders to engage congregations in the Discipleship Adventure and bear fruit (Acts 2).
2. Assign clergy to ministries for the opportunity and privilege to faithfully serve a congregation for at least seven years, with the norm being 10 to 20 years. From time to time, because a situation warrants, some clergy will be appointed for less than seven years (interims) so that the congregation/ministry can be better prepared to engage in the Discipleship Adventure and bear fruit, or if there is an urgent and critical mission need.
3. Reappoint a maximum of 10 to 14 percent of the clergy a year. This will mean that for each retirement, up to three appointments will be made. Previously, the average was five to six appointments for each retirement.
Appointment Understanding
The appointment process is based on the understanding that every pastor wants to serve and do well, and every congregation wants to faithfully serve God by making disciples to change individuals, the church, the community and the world. Pastors of the Baltimore-Washington Conference have repeatedly demonstrated their commitment and willingness to serve for the cause of Christ. Congregations have also demonstrated their passion to be the body of Christ. Given this set of understandings, the appointment process is based on these additional understandings:
1. Appointments are made to:
a. Serve God by building up the body of Christ and transforming the world.
b. Spread scriptural holiness (personal faith and social change).
c. Engage congregations in the Discipleship Adventure to bear fruit (Acts 2).
2. Appointments are:
a. A calling – appointments are based on an individual’s gifts, graces and demonstrated ability to lead and disciple a congregation as well as a congregation’s gifts, grace and demonstrated ability to receive a called leader and to be disciples of Jesus Christ who make new disciples.
b. An opportunity – appointments are an opportunity for clergypersons and congregations to serve and be equipped for making and engaging disciples in the Adventure.
c. An earned privilege – appointments are an honor and privilege for clergy and congregations that are earned by engaging in the Discipleship Adventure and bearing fruit.
3. The Cabinet will prayerfully consider the gifts and grace of each clergyperson and congregation individually and will make appointments based on maximizing the spreading of scriptural holiness through a particular pastor and congregation. The Cabinet commits to and will work toward insuring that urban, suburban and rural churches are given equal attention, and that clergywomen and clergy of color will be given equal opportunity to excel in all ministry settings.
4. The Cabinet will consider appointments based on a pastor’s and a congregation’s track record for engaging in the Discipleship Adventure and bearing fruit (Acts 2).
5. Pastors will be supported to excel in growing disciples and congregations where they are appointed. The bishop and district superintendents will work with congregations to help grow pastoral compensation where there is fruit rather than moving pastors for salary advancement. Where there is fruit, superintendents will work with staff parish relations committees to provide greater salary increases.
6. Most pastors are equipping their congregations to bear fruit. The conference commits to assist all clergy to excel in their ministry. On occasion, a pastor will consistently be unable to lead a congregation to make and engage disciples in the Adventure and bear fruit. The conference will work with clergy to develop better skills. If fruitfulness does not occur, the conference will assist that clergyperson to identify and pursue a different ministry or calling, or the conference will work with the Board of Ordained Ministry to identify the appropriate status for the clergyperson.
7. Most congregations respond well to clergy leadership by working with clergy to make and engage disciples. From time to time, a church will consistently be unable to effectively envision a new future based on community realities, work successfully with pastors, or effectively engage in the Discipleship Adventure and bear fruit. In these rare situations, congregations will be realigned with another church to become a campus of another congregation, merged or closed.
Key Accountabilities for Lead and Associate Pastors and Deacons Serving Congregations:
1. Lead the congregation in spreading scriptural holiness through worship and teaching so that people: respond to God’s calling; make and engage disciples in changing lives, the church, the community and the world as evidenced by people being introduced to faith in Jesus Christ; deepen their relationship with God; welcome all people; become more involved in ministry; and experience God’s abundant life.
2. Recruit, organize, develop, supervise and lead a team of salaried and/or volunteer staff and disciple leaders to call, equip, send and support disciples as evidenced by: 1) growing worship – two percent attendance growth or the percentage of the community growth plus two additional percent a year; 2) disciples experiencing deeper relationships with God and with one another; 3) increased participation in small group learning experiences; 4) 90 percent of the worshipping congregation are called, equipped and engaged in community and congregational ministry; 5) church members are sharing their faith with the unchurched so that there is one confession or reaffirmation of faith per 25 worshipers each year and, in most instances, some of the confessions of faith are to be youth and young adults; 6) property is well maintained for ministry; 7) increased financial giving to support ministry in the congregation and around the world which also includes paying 100 percent of apportionments; and 8) the congregation is better equipped to work through challenging issues and conflict.
3. Resource the church council and leadership (associate pastors and deacons with the groups they have responsibility for) so that they have adequate information to evaluate ministry and identify strategies for full engagement in the Discipleship Adventure.
4. Lead the congregation to be a visible witness in the community and world through ministries of mercy and justice.
5. Organize and deploy salaried staff and lay disciples to assist the pastor to provide quality pastoral care for the sick, bereaved and those that need support so that there is consistent and quality pastoral care within the congregation.
6. Organize the church so that all administrative functions are carried out on time and with excellence so that administration does not limit or create a barrier for full engagement in the Discipleship Adventure.
Key Accountabilities for those in extension ministries will be as negotiated with the hiring ministry and shall include evidence of the spreading scriptural holiness and discipling others for engagement in the Discipleship Adventure.
Key Accountabilities for Congregations:
1. Work cooperatively and in collaboration with clergy and staff as well as provide adequate support systems (encouragement, trained discipling leaders, time off each week, good compensation, and renewal leave) so that scriptural holiness is spread.
2. Laity enthusiastically share in the ministry as evidenced by: 1) growing worship – two percent attendance growth or the percentage of the community growth plus two additional percent a year; 2) disciples experiencing deeper relationships with God and with one another; 3) increased participation in small group learning experiences; 4) 90 percent of the worshipping congregation are called, equipped and engaged in community and congregational ministry; 5) church members are sharing their faith with the unchurched so that there is one confession or reaffirmation of faith per 25 worshipers each year and, in most instances, some of the confessions of faith are to be youth and young adults; 6) property is well maintained for ministry; 7) increased financial giving to support ministry in the congregation and around the world which also includes paying 100 percent of apportionments; and 8) the congregation is works through challenging issues and conflict through healthy means.
3. Laity enthusiastically receive and accept new disciples from the community and lead and carry out the Discipleship Adventure.
4. Laity serve the community and the congregation is a visible witness in the community and world through ministries of mercy and justice.
5. Laity in collaboration with the pastor provide quality pastoral care for the sick, bereaved and those that need support.
6. Administrative functions are carried out on time and with excellence so that administration does not limit or create a barrier for full engagement in the Discipleship Adventure.
Appointment Policies
1. All clergy will be appointed with the expectation that they will serve seven or more years in the same ministry unless it is an interim appointment, with the norm being 10-20 years.
2. Appointments will be based on:
a. A pastor’s willingness, passion, ability (see key accountabilities above), and track record to engage a congregation in the Discipleship Adventure and bear Acts 2 fruit.
b. A congregation’s willingness, passion, ability (ability to envision God’s calling for the future, collaborate with pastoral leadership, work through conflict, accept and develop new disciples, and engage with the community in ministry), and track record to engage in the Discipleship Adventure and bear Acts 2 fruit.
c. The gifts, discipleship needs, and personal needs of a congregation, community, pastor and the conference. Personal needs of clergy will be considered as they are listed yearly on the appointment advisory form.
d. Consultation will be sought by the district superintendent with the pastor and congregation through the staff parish relations committee about present and future needs based on the Discipleship Adventure. This consultation will include yearly written evaluations of the pastor and congregation, clergy appointment advisory form, a profile of the congregation and clergy, and a conversation with the pastor and the congregation. The written evaluation and appointment advisory form will be completed/updated yearly in October or November and submitted to the district superintendent by December 15. Churches may request an appointment change when there have been three consecutive poor performance evaluations (see Baltimore-Washington Conference evaluation form. In appointments where there are poor performance evaluations of the pastor or congregation, a new evaluation is to be completed every four months and filed with the district superintendent. All evaluations will include specific expectations and areas for growth accompanied by clear action steps to build on the strengths and address growth areas. Evaluations of the pastor and/or congregation will continue until the pastor improves or is reassigned. or the congregation improves, or is realigned and/or merged, closed or made part of a campus of a discipling congregation.
3. Pastors and congregations may ask for reconsideration of an introduced appointment based on missional issues (pastor’s or congregation’s ability to spread scriptural holiness, make and engage disciples in the Adventure and bear fruit). The following will not be taken into consideration: race, class, educational achievement of a pastor or congregation as well as the location and size of a congregation. Only the pastor’s or congregation’s ability to disciple or a character issue that will inhibit the ability to disciple or personal issues as outlined on the pastoral advisory form will be taken into consideration. A pastor or Staff Parish Relations Committee Chairperson may ask for reconsideration by sending an e-mail to the district superintendent within 36 hours of the appointment being introduced. The e-mail should identify why this appointment will inhibit making and engaging disciples in the Adventure and bearing fruit. The personal needs of pastors are important to the superintendent and bishop, and all personal issues are to be shared with the superintendent through the pastoral advisory form by December 15 of each year. Discipleship and personal concerns will be reviewed by the bishop and the superintendent in every appointment. The bishop, based on reflections and prayer by the pastor, the staff parish relations committee and the superintendents, will make the final decision based on all information as it relates to the spreading of scriptural holiness, making of and engaging disciples in the Adventure, bearing fruit, and personal needs. These are difficult decisions that keep in creative tension God’s movement through a pastor, a congregation and the conference.
4. All appointments begin on the date set by the bishop.
5. The bishop also is responsible for aligning charges (forming circuits, cooperative ministries and campus ministries).
6. On occasion the pastor, staff parish relations committee and district superintendent recommend that the pastor be moved because the appointment has not born fruit. When the pastor is identified as unable to effectively lead the congregation, the pastor, district superintendent and bishop will meet to understand why there must be a move, the expectations for future performance and the likelihood of being appointed in the future. When it is determined that the congregation is blocking effective ministry, the bishop and district superintendent will meet with key church leadership to understand why there must be a move, expectations of the church for the future and the likelihood of a future appointment.
7. The cabinet will work to ensure pay and appointment equity for clergy of color and clergy women.
8. Only pastors that request a move will be considered for reassignment unless there is a missionally critical and urgent need.
9. Pastors that request a new assignment and have served six or less years will likely be considered for an appointment that is lateral or has less responsibility and salary. District superintendents will advocate for periodic significant salary increases for pastors that stay more than seven years. Generally, as pastors move, they receive a significant salary increase. This will help to compensate pastors that commit to bear fruit in one location over a period of time.
10. In rare instances when a pastor is difficult to assign because of a poor track record, he/she will meet with the superintendent and bishop to discuss issues and expectations.
11. The appointment system is built on clear and direct communication and collegiality. It is important that churches and pastors communicate clearly and directly their vision, hopes, needs and concerns. Pastors and congregations are to speak directly with their superintendent about appointment issues. Sometimes a pastor or congregation may feel more comfortable sharing with another district superintendent because of a unique or special relationship they have had with the superintendent in the past. The Cabinet wants to insure that it has accurate information and depends on the supervising district superintendent’s evaluation. A supervising superintendent’s ministry is undermined when a pastor or congregation speaks with another superintendent about their appointment situation. If a pastor or congregation speaks with a district superintendent from another district about an appointment matter, the superintendent will refer you to the supervising superintendent.
12. The Cabinet’s primary objective is to receive accurate information in a setting that helps everyone share directly and clearly. In some unique situations, women may feel more comfortable with a woman present; or someone may feel more comfortable if a person of their race is present. Therefore, it may be appropriate for the pastor or congregation to ask that another district superintendent or person be present to ensure their vision, hopes, needs and concerns are heard accurately. District superintendents are open to a pastor or congregation’s need and concern for another person to be present and will work to fulfill these requests. If a pastor or congregation would like another superintendent present they should request this of the bishop by e-mail or letter. Pastors and congregations are also welcome to request to see their profile to ensure information is recorded accurately.
13. All pastors seeking retirement, extension ministry, appointment to attend school, or any other change in status are to write a letter to their superintendent with a copy to the bishop by December 31. If an extension ministry or appointment to attend school has not been confirmed by this time, pastors are to indicate that she/he is pursuing another status.
Appointment Process
1. Superintendents, by January 5, identify all pastors in which the pastor, congregation and district superintendent are recommending a move and set up individual meetings with the bishop, pastor and district superintendent to establish future performance expectations.
2. Superintendents identify all open congregations (retirement or pastor leaving the congregation for any other reason) on her/his district by January 10 and prepare a church profile. Church profiles will be developed through Focal Point and charge conference reports and include:
a. Statistics from the last three appointments for confessions of faith, worship attendance, apportionment payment, missional giving, and percentage of worshipers engaged in ministry.
b. Number of church members, setting, and potential for attracting and discipling.
c. Pastor’s salary and benefits.
d. Written description of the church based on the congregation’s written profile.
3. Superintendents identify by January 10 all pastors that have served seven or more years and indicate which pastors should not be moved and why.
4. Superintendents prepare a pastoral profile by January 10 for pastors that are to be considered for moves. The profile includes:
a. Statistics from the last three appointments for confessions of faith, worship attendance, apportionment payment, missional giving, and percentage of worshipers engaged in ministry.
b. Indication of the type of setting the pastor is most effective in and the pastor’s potential for attracting new disciples, engaging disciples in the Adventure and bearing fruit.
c. Present pastoral salary and benefits.
d. Written description based on the pastor’s written profile which includes ministry and personal needs.
5. Superintendents individually meet with the bishop by January 30 to review all open congregations and pastors to be considered for a move.
6. The Cabinet gathers for an appointment retreat by second week of February to pray for all the churches and pastors, and review all information.
7. Between February and April, the Cabinet identifies and sets appointments.
a. The Cabinet begins the process by identifying open churches and grouping them by ministry context or missional need or salary. The Cabinet works with one grouping at a time by identifying potential pastors for each appointment. In addition to reviewing the written profiles, considerable prayer and discussion is given to each church and pastor being considered.
b. The Cabinet prioritizes the top three candidates and the bishop selects the final candidate.
c. The superintendent notifies the pastor of the opportunity to serve in a new setting and the pastor is given up to 48 hours to request reconsideration. If reconsideration is not requested, a meeting is arranged through the superintendent with the staff parish relations committee to meet the bishop’s new appointment and have the opportunity to become better acquainted with the pastor and understand the bishop’s rational for the appointment.
d. If there is no request for reconsideration, the district superintendent meets with the church the pastor will be leaving to share that the pastor will be moving. The Sunday following this meeting, the appointment is announced in both congregations. The appointment is also announced through the Baltimore-Washington Conference Web site and e-mailed to the conference e-mail list by the Tuesday following the announcement in the congregations.
8. If a parsonage is involved, within a week of the announced appointment change, representatives from property/trustees and staff parish relations are to tour the parsonage and identify all necessary work, upgrading and decorating to be done by the arrival of the new pastor and to prepare a plan and time line. The planned repairs and remodeling is to be submitted to the district superintendent within two weeks of the appointment’s announcement to the congregation.
9. The staff parish relations committee and other appropriate church members are to plan an appropriate farewell for the out-going pastor that celebrates and gives thanks to God for his/her ministry, and a reception for the in-coming pastor that celebrates and gives thanks to God for her/his ministry.
10. Each pastor that is moving is to attend the conference-sponsored transition workshop.
