Vision for Mission

The Queensland Synod’s Vision for Mission has identified key areas where there needs to be culture shift.

Primarily there needs to be a shift toward entrepreneurial endeavours that are not reliant on the traditional models of funding. This means closer partnerships with community needs that can attract community funding. This has been a model trialled in the past such as in church based neighbourhood centres that tend to become isolated from the life of the local congregation. The new model will need to clearly own and state that the purpose for the endeavour is rooted in the faith of the Church and expressed as such. We need to reclaim what we are on about as a church – the claims of the Gospel need to be brought to all expressions of mission.

Any mission development needs to be honest about its intention to introduce people to the saving work of Jesus Christ and authentic in the basis by which it provides its service to the community. The mission project needs to own its values and clearly portray them through the words and actions.

Secondly there needs to be a greater shift toward radical investment on behalf of congregations into their local mission. Sacrificial giving of finances and time need to elevated as a cultural norm among UCA congregations, and this needs to be rewarded and celebrated in presbyteries and Synod so that bench marks are established across the Synod.

Thirdly congregations, presbyteries and the Synod need to seek out and recruit champions to mission endeavours. A culture of self denial for the Kingdom of God needs to be promoted and celebrated. There should be incentives offered to encourage the development of this culture, incentives that clearly state the value the UCA puts on those who are willing to have a go and take some risks.

Fourthly polices and governance of the UCA have to allow for greater autonomy in mission endeavour by the congregations and faith communities. The establishments of placements needs to reflect more the culture of risky mission, allowing for more flexibility in the type of placements required. This might look like a greater investment in unpaid community ministry and the recognition of those who are doing the work but who are often invisible to the wider church. Recognition and support go along way to empowerment.

Craig Mischewski