The Why and How of Mission Amalgamation

by Paul Culley

Principles of missionary strategy and tactics remain unchanged from the days of the apostles. We do well to remind ourselves of these by diligent review of the Scriptures. Methods, however, have changed so vastly that the greater missionary advances are now being accomplished by larger organizations and societies, rather than by individuals and small groups.

Principles of missionary strategy and tactics remain unchanged from the days of the apostles. We do well to remind ourselves of these by diligent review of the Scriptures. Methods, however, have changed so vastly that the greater missionary advances are now being accomplished by larger organizations and societies, rather than by individuals and small groups.

It has been inevitable that individuals who pioneer in a work would gather about them like-minded souls. Thus have missions been created in all parts of the world. A goodly number of the 284 missionary agencies listed in a 1966 directory have come into being in this way.

From time to time the need of coordination has resulted in various agreements of comity. Sometimes several missions have been merged into one. Too frequently has a mission or a missionary steered an independent course, unmindful of confusion and waste that could be avoided. God has called us to be members of a body, properly joined together under the control of, the one Head.

In the 1965 annual meeting of the Interdenominational Foreign Mission Association it was agreed that the time had come when various of its member missions, and possibly others, ought to wait on the Lord concerning His will in removing some of the hindrances to effective evangelism and efficient operation. The chairman’s report from the Committee of Amalgamation has shown the beginning of the study of amalgamation at a practical level of intermission discussion. It is our purpose in this article to explore some of the principles and procedures that may be involved in the progress of that study.

BIBLICAL PRINCIPLES
Scriptural principles must be recognized and accepted in every relationship.

1. God’s people are one Body. There is therefore mutual interest and responsibility. As we bear one another’s burdens, we shall be better fitted to bear our own burdens.

2. God’s people have a united responsibility for evangelizing all nations. For effective warfare, one unit dare not become isolated from its flanking units. Divide and conquer has been an effective device of the enemy from the earliest days.

3. God has given gifts to His church. These complement each other. If certain gifts are lacking in a mission, this may point to union with another body.

4. Faithfulness in stewardship is an obligation of all servants o f Christ. "Not slothful in business" (Rom. 12:11) is more than a generalization; it applies to the daily tasks of running a mission, particularly to exactness and promptness in financial obligations. A mission, through its officers, cannot escape the responsibility of a Christian to "provide for his own house." (1 Tim. 5:8 ) A mission unable to maintain scriptural standards needs to examine itself and to listen to the Lord’s voice.

5. Loss of holiness will render a mission, as well as an individual, ineffective in representing a holy God to the world.

6. "All the wall of God" (Col. 4:12 ) is the watchword o f the Christian. Amalgamation of missions will be sought only in His will.

7. The New Testament describes no pattern of organization beyond that of the local church. Emphasis is rather on the personal relation to Christ, i.e., "Christ in you," out of which flow unity, power, joy, meekness, holiness, and all the fruit of the Spirit. Thus true unity is a byproduct, not an ecumenical goal.

We may observe that biblical teaching does not indicate that any missions should amalgamate. Rather it does say to us that every mission should be willing to, if the Lord of the harvest so directs. And it says much about relationship between individuals and between missions.

METHODS OF AMALGAMATION
1. Absorption of one mission into a larger one. Historical examples: Algiers Mission Band into the North Africa Mission; Alpine Mission into the Unevangelized Fields Mission; Iran Interior Mission and the Oriental Boat Mission intoInternationalMissions.

Recognition of a need that has not been met directly is likely to be the precipitating factor in this type of amalgamation. Nothing of importance need be lost in such a merger. The name and traditions have no eternal value. We may all lie strengthened and surprised by the sudden realization that the organization of which we are part might, in God’s economy, be set aside and disappear without loss to Him.

An outstanding problem in this type of reorganization is overemphasized loyalty to old associations.

2. Union of two missions by compromise and adjustment.

This was almost effected in recent years when the Christian and Missionary Alliance and the Missionary Church Association attempted to consolidate their missionary operations, only to fail at the final referendum vote of the MCA.

The word compromise may well be avoided. One is not yielding something to another, but, rather, each is finding the will of God.

Problems to be faced include the continuing support of the constituency and the loyalty of the missionaries, if there is uncertainty regarding the will of God.

3. Creation of a new mission. Some of the most creative thinking in IFMA has followed this alternative.

(a) Factors involved in its implementation: (1) pooling resources of several missions, (2) uniting the leadership, (3) streamlining business methods, (4) unifying headquarters, (5) coordinating field organizations and operations, and (6) writing an "ideal" constitution.

(b) In a practical analysis, problems to be faced include: (1) Members of a mission will not desire the change of name and relationship. (2) Churches and donors will hesitate to continue their support. (3) Selection of leadership in the new organization will result in retirement or reassignment of some present leaders. (4) Some present office locations will be abandoned. The loss in local contacts could be serious, if not guarded against. (5) Differing ideas on organization and policy will need to be resolved. (6) Centralized leadership gives a more conspicuous target for Satanic attacks, disturbing a larger portion of the Lord’s work.

(c) Despite the problems that will appear great, a mission may determine that God is directing toward amalgamation, with advantages of economy in personnel and services, and strengthening the fields, which consist of: (1) Improvement of literature. (2) Coordinated deputational schedules. (3) More effective recruitment of candidates and improved training facilities. (4) Higher percentage of income available for overseas use. (5) Improved supervision of field activities. (6) Unified approach to the churches on the field (7) Better provision for missionary children’s education. (8) Better provision for superannuated missionaries. (9) Flexibility of assignment, if political unrest or war should close a field (10) Enrichment of fellowship of missionaries, through their contact with other fields. (11) Renewal of worldwide emphasis, as a byproduct of organizational studies. (12) Decreased cost of office operation.

4. Confederation o f a number o f existing missionary societies. The advantages desired in amalgamation may also be sought in this device which is not uncommon among organizations in the business world. Modern office procedures for communication and for handling of funds make possible the sharing of facilities among several organizations. This suggests a broad spectrum of services which are required by all missions, including various phases of government relations, travel requirements, publications, candidate procedures, and accounting.

Each mission must, of course, maintain an intimate relation with its constituency. It would appear feasible to maintain the identity of the mission, and its basic organization, and also to take advantage of specialized services. A service cooperative, governed by a board representing all cooperating missions, is not a novel idea.

It might behopedthatcooperationofmissions might be extended into the deputational program. Many churches and schools would welcome this simplification of programming missionary visitors. As mutual confidence and acquaintance increase, a considerable amount of candidate processing could be done in common. One may even envision unified supervision of field activities, with consequent strengthening and enlargement of world-wide vision among the missionaries.

Problems to be faced in adopting this method would include: (1) A personal relation with donors could be lost. (2) A tendency to favor one or another mission in administering the cooperative work could destroy confidence. (3) One mission in disfavor with a government may bring others into disfavor. (4) Some readjustment of headquarters facilities will be required.

CRITERIA FOR NEED OF AMALGAMATION
How can a mission become aware of a need that might point to amalgamation as the will of God in meeting that need?

1. Physical facilities. Inability to obtain suitable quarters or equipment, or to care for them adequately, may lead to realization of a call for amalgamation.

2. Organization. Ineffective candidate procedures, both discovery of recruits and weaknesses in orientation and training, may sound the alarm in calling for a change. Still more critical would be matters of field organization, in assignment, supervision, distribution of funds, and in strategic planning.

3. Fiscal procedures. Among missions there are great differences in financial policy. All, however, need to be uniformly prompt in receipting, careful in accounting, and wise in handling of funds. There is no part of a mission which is more vulnerable than its business office. The need for strengthening in this department may properly suggest amalgamation with a mission that is blessed with an experienced business staff. Legal responsibilities likewise call for specialized training, particularly in familiarity with government regulations.

4. Efficiency. The cost of promotional and administration work calls for frequent review. One mark of efficiency may be found in minimizing the cost of such overhead expenses.

A general comparison of four groups of missions according to size shows a tendency toward greater home expenditures in small missions. Among the IFMA missions, available statistics of overseas appropriations appeared comparable in twenty-three cases, as follows:

Statistics are for 1965, as reported in Missionary Research Library’s North American Protestant Foreign Mission Agencies, July 1966.

5. Church relations. To every mission is given a ministry to churches. The apostolic example of reporting to the brethren at Antioch suggests the responsibility of every missionary to give an accounting of his time on the field. Beyond this, however, is the ministry of the Word which is the privilege of all the representatives of the mission. Counselingandteaching in schools are a tremendously importantoutreach.

The specialized services of literature represent an outstanding responsibility. In all ofthese relations, as well as the dutiful acknowledgement of contributions, any recognized weakness may call for strengthening through joining forces with another mission.

6. Spiritual life. No person or group is exempt from the repeated searching of the Holy Spirit. Is the mission, through its leadership, sensitive to God’s voice? Is there a consistent dependence upon supernatural guidance and wisdom? Does prayer have the primary place in the operation of the mission? Recognition of spiritual weakness will be a call to self-examination and may lead to new ways and new faces, as the Holy Spirit is allowed to cleanse and direct.

7. Personnel relations. It needs only to be recalled, that the gifts of theSpirit include administration or government. This spiritual ministry is not to be confused with a worldly approach to administrative responsibility, although there is much parallelism in principle and procedure. A distinct call of God should be expected in preparing a person for this type of work.

In particular, the supervision of missionaries on the field calls for pastoral and administrative gifts. Any deficiency in morale, in confidence, in prayer fellowship among missionaries must be recognized quickly. Any situation of hardship calls for relief as well as sympathy, whether of illness, of isolation, or lack of support. Not only the supervisor of a work, but especially the policy-makers have grave responsibility in matters relating to support. The provision for a child’s education, particularly if it involves separation from parents, can be so meager that the child is tempted to steal. Likewise the care of superannuated dare not be neglected.

As we examine our own mission does God speak to us of the need of wider counsel, and of combining personnel and operations with another? A mission of larger size and longer experience is less likely to be lacking in personnel or in equipment; its greater danger may be in the loss of sensitivity to the voice of God.

8. Cost o f missionary operations, according to size. The following table suggests that the smaller missions have not been able to achieve the economy of larger missions in cost per missionary.

Statistics of 40 IFMA missions were studied. Four groups were separated according to size, for a comparison of the cost of operating the missions of each size group. Certain missions were excluded from the study, which were obviously not comparable because of greater emphasis upon the special ministries of literature or radio, and the consequent higher costs. Other factors (institutional work, for example,) could well be considered in a more detailed analysis, but it appears that the types of missions in each group are sufficiently varied to warrant this general comparison.

Statistics are from IFMA records for 1965. Seven missions are not included, whose work is heavily weighted in cost of literature, radio, and recordings.

PRACTICAL. PROCEDURES
If amalgamation comes by creating a new mission, the following may be a wise schedule:

1. Preparation through prayer. Several smaller missions, totaling a field force of several hundred, to determine that the Lord would be pleased for them to study the possibility of amalgamation; representatives of each to be appointed for prayer and discussion.

2. Informal conferences, to determine general objectives and to study representative constitutions.

3. Organizing commission, comprised of mission representatives plus other experienced administrators, who will select a coordinator or secretary, to serve for one year and who will adopt a document as a basis of procedure.

4. Decision by each mission regarding amalgamation, having consulted its membership, within six months.

5. Periodic consultation of coordinator with probable leaders in the new organization.

6. New united mission to be formalized at a specific date. If the less complete type of amalgamation be adopted (a confederation) each metropolitan area would confer regarding creation of a service cooperative to offer one or more of the following services:

1. Business procedures: bookkeeping, banking, receipting, transmission of funds, insurance.

2. Travel: reservations, tickets, purchasing, packing, shipping, receiving.

3. Government relations: taxes, social security, passports and visas.

4. Publications: periodical magazine, prayer fellowship, staff bulletin.

5. Candidate program: counseling in churches, conferences, schools, and by correspondence, helping inquirers to find the will of God; preliminary processes of application; possible cooperation in orientation and training programs.

6. If physical facilities can be shared by the missions there may be considerable cooperation in use of equipment and in a missionary residence. A central records office could be a considerable boon.

Personnel involved in such cooperative interests will need to keep their loyalty strongly directed to the Lord Himself, rather than to any one organization.

Copyright © 1968 Evangelism and Missions Information Service (EMIS). All rights reserved. Not to be reproduced or copied in any form without written permission from EMIS.

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