I have had a look at the next section of the open letter and open reply and post my thoughts below. I am not sure this is the most important contribution, other have done a far better job of summarising the key issues, but I find it interesting to see how the specifics of the wording conveys a few hidden and not-so-hidden messages.
So, here is is - feel free to ignore!
I think I might need to go and lie down :-)
37. Authority in the church: What are the defined scope and limits of authority for leaders of individual churches and the senior leader of the movement? Are there clear boundaries for the appropriate exercising of this authority within the local church and movement?
a very good question 38. The Board/charity structure does not marry easily with the fact of being a church.
If this is the case, why was it not noticed before, perhaps during the 15 or more years the church was subsidising the school? 39. The Board has a legal obligation for the management of the charity but as a church we would recognise there are other forms of authority as well as the law.
well… yes… but…that would need a bit of clarification. Let’s read on. 40. While according to the Articles the Board technically has the authority to tell the churches what to do, in practice this would be overstepping our remit.
Woah! So they are admitting they are lying in the Articles – they have no intention to actually do what they say.
This is exactly the problem with Struthers documents including the Articles of Association and any policies. They do not believe in them! They are just bits of paper that can be overruled whenever they wish. I presume the statement “this would be overstepping our remit” refers to the board, and they are saying that to take responsibility would be overstepping their remit.
This is illegal folks – it is saying the board are not fulfilling their statutory duties. Let’s be clear here – every one of the Directors could be struck off for this.
They ARE responsible – this is the point TheGreek has made a number of times. What they are saying here is illegal and wrong. 41. There is a spiritual oversight and authority that rightly belongs to the ministers and our congregations.
What is this oversight and authority? What is the scriptural basis? Does any authority remain with the board? What parts?
If these are the people with authority, these are the people who should be on the board. That is how it works – the people who have the real authority are the people who sit on the Board that has the legal authority vested in it. 42. We want any changes or developments to be in partnership with them.
It would be normal practice to make changes through consultation and partnership, that sounds ok, but wait a minute – partnership with whom? The above paragraph refers to “the ministers and the congregations” so this is a partnership between the board, which is a legal entity and another group. What is the constitution of this other group? What are their politics and aims? If a business is taking forward proposals in consultation with the unions, the unions have a constitution, aims and policies, so people know what they are dealing with.
And it has already be said above that the minister (and the congregations??) already have oversight. Messy. 43. Certainly we should never be in the position of telling a minister or local branch what to do - unless there is serious error or a legal or financial issue.
They would not be in the position of telling a minister what to do? Really? What if they were preaching heresy – or what if their ministry was, just for example, not showing any love or fruit of the spirit? Is there not a responsibility here? This suggests there is no disciplinary policy of practice for ministers.
Any what then is the “spiritual oversight” referenced above? What does this mean if they cannot tell a minister what to do? How is this "spiritual oversight" exercised if they cannot tell people what to do? This simply does not make any sense. 44. One of our strengths is that each church context is unique and we need local insight to understand how the Board can support them in the real work - the gospel.
Interesting language about the board supporting the local church. I am not sure that is how it works in practice though.
As for strengths – hmmm.
45. How lovely would that be? To see an end to financial or structural issues and for the Board’s role to be asking each branch church how we can support them in sharing the good news? We pray for the day when that is a reality.
To claim this is all about structural and financial issues is a pack of nonsense. That is not what the main issues are. It is not what the letter asked about. Diversionary tactics. 46. While only our Articles of Association are available on paper and our current organisation isn’t written down it’s no less established because of that.
this is a key part of the problem – that the “current organisation isn’t written down” 47. Individual ministers are responsible for their own churches (some of them founded by that minister) but they remain part of a wider network, available for support, encouragement or challenge as required.
Legally, this I simply not true. 48. The Board has no desire or mandate to impose a single central structure or way of being.
so branches can chose to read from the Book of Mormon each week? What if they decide to have one-to-one meetings with young people in private? Don’t shoot the messenger here - that is what you are saying, that the board has no role in managing the branches. This is why unwritten policies do not work as it leaves open these sorts of ambiguities.
Is it not also the case that the board appoint the leaders of each branch?49. In fact we want to encourage each of our churches to develop within their own context in the way God opens to them.
I am not sure what this means. Has this worked? Have the branches had things open to them and developed? Do you examine this? Could you perhaps publish some of this so that others (including other branches) might learn from how this works? 50. Finally the church is an entirely voluntary organisation.
This is messing about with history. The church has for the last 20 years employed many people, largely in the school and bookshops. As we know, the majority of the funds have been directed to that side so to say the church is an entirely voluntary organisation has certainly not been true in the recent past.
Of course they might argue that has and is changing but - wait a minute - in paragraph 46, they said their current organisation is no less established than the Articles of Association! This is misdirection and obfuscation. They have until very recently not been anything like a voluntary organisation. If they now are, that is a very recent development, so their “current organisation” is NOT well established, it is in fact a brand new structure. 51. No person will ever be compelled or forced by another.
This is a naïve and unworkable attempt by the board to absolve itself of its legal responsibilities. 52. If someone feels this has occurred or attempted we would hope to use our newly revised policies to understand and address the issue.
This is a really important issue as it is closely aligned with how spiritual abuse occurs. There is for example a fairly recent post that asks about things like having a TV or wearing hats. The point is that the leadership are largely saying, “oh, no, that was never a rule”, but that is not good enough. Everyone who was there at the time thought it was a rule. The leaders have a responsibility for communication as well as for making up rules. If everyone thought it was a rule, then it was a rule, whether it was ever written down or not, and whether it is now denied or not. There are all sorts of social and psychological pressure that can be brought to bear. An example is the “you will be missing God’s high calling for your life” line which has been mentioned a number of times.
So you do not need people to raise new issues, they are already there. You do not need new policies, as they are basically unworkable in a coercive culture (so current members cannot make use of them) and are not applied properly once people have left (as you then disavow yourself of any responsibility).
What you need to do is seriously examine the issues that have been raised. Only that will show you what policies you need and what actions you need to take.
53. Similarly if someone is unhappy with an aspect of church life we hope that would be raised and re solved at a local level.
And what if it isn’t? There are many, many examples on this forum of people who tried to do exactly that – to resolve things at a local level, with these attempts failing miserably.
The whole point of you having a complaints policy was to deal with this sort of situation, so that people knew where they stood and how matters would be resolved if local discussions failed to move things forward. That is why organisations have things like a complaints policy and why, unlike Struthers, other organisations actually implement their policies. 54. That being said we should be mature enough to recognise that we can hold different views or opinions without these constituting by themselves grounds for offence, complaint or divisive argument.
You are joking! People on this forum regularly display maturity in the way they express their different views, and the Struthers response is to malign them form the pulpit. Childish tantrums.
In a case like the information presented about the church and school finances, it never needed to be divisive – people on this fourm explained the financial situation and the leaders of Struthers could easily have noted and responded to that information in a positive way. Instead, they took the comments as grounds for offence, and for divisive argument. See where that ended up.
This is sheer hypocrisy.
55. Accountability Structures: What mechanisms or structures are in place to address instances where a leader—whether at senior or other level—exercise s their authority inappropriately or makes demonstrably wrong decisions? Can the values and principles of our movement regarding leadership be clearly articulated, so that everyone understands what is expected of a leader? The mechanisms are simply described.
Note this is the question asked. The answer to this has largely been given above – “we do not interfere”, “ministers can do what they like”, “no person will ever be compelled or forced by another” etc. 56. Our developing policy framework will form the basis for dealing with the situations alluded to in the question.
First, you have already made it clear that you do not plan to interfere in these sorts of matters – see paragraphs 43-51. Also:
[*] You already have a policy called the complaints policy.
[*] This was used to raise complaints (see posts by Friendly Face).
[*] You ignored these and your own policy.
[*] You have said above that you do not honour your own Articles of Association but act in opposition to them.
You will therefore forgive me if I express no faith at all in your "developing policy framework".
You need to deal with this. You cannot write a new policy or new articles or new guidelines until you have recognised that failing to apply these in the past is dishonest and lacks any integrity.