I believe in circuits

I believe in circuits, despite what follows! Change is already happening as we manage decline and are forced to amalgamate smaller circuits which become unviable. However, I suggest the Spirit is prompting us to be more creative in our response to decline. We have a God given opportunity to make some changes that will help develop real circuit teams. I want to affirm David Clark's message about becoming a truly servant church with the leadership empowering the laity to be the mission leaders in the kingdom community However, I believe there are some practical things we can do to help facilitate a healthier environment in which churches can flourish. This is not new thinking and in this simplistic form raises more issues than it addresses. Some of the changes are:-

A dedicated (without pastoral charge of a congregation) superintendent(bishop by another name!) and paid administrator (Chief Executive if you want to use the language of business). This would mean getting rid of Districts creating about 5 big circuits in the place of each District. The superintendent and administrator would work together and be senior managers(I don't like the word 'managers', but it is a convenient term that people understand) of the circuit. Appraisal of the staff team, lay and ordained needs to be overseen by the senior managers to give accountability to the circuit.

I am aware that my critique of the present system below is not true for all circuits, but I know enough to conclude that my reflections are not unique. The suggestions that I have made above go only a little way towards answering some of the issues below, but I wanted to offer something positive towards our future.

  • Tendency towards congregationalism in a post-denominational environment
    Denominational loyalty is no longer the most significant factor in choosing a place to associate so people from many backgrounds worship at Methodist churches. Whilst this is to be celebrated, it often results in little or no understanding of the Methodist system. The circuit is therefore seen by many non-Methodists as a hindrance rather than a support.
  • Competition for resources – protective mentality
    Ministers are increasingly tied to their sections in order to enhance continuity and aid pastoral care and support. This parochialism weakens circuit identity and makes churches possessive about the resources they have. The generosity of spirit which is behind the circuit system, where the strong help the weak and the weak help the strong is lost. Churches only want the circuit when they need additional resources, and the two-way process breaks down. Ministers are sometimes torn between releasing people from responsibilities in the local church to serve the circuit and not putting them forward in order to protect the work they are most closely involved in.
  • Crisis over ministerial self-identity
    Rather than the collegiality of the ministry there is reticence to admit weakness among circuit staff. Sharing strengths can also make other ministers feel inadequate. The result is a weak bond between the leaders of the circuit further eroding its effectiveness. The lack of accountability to the circuit for ministerial self appraisal gives little leverage to improve the effectiveness of circuit staff.
  • Disillusionment with structures
    The circuit is often seen as a further drain on resources. Members can see the added bureaucracy as exacerbating the shortage of resources. This can lead to low morale amongst circuit staff and people staying in office long after they have requested to stand down or their 6 year period is ended out of a sense of loyalty and sometimes a need to be needed.
  • Dysfunction of lay/ordained teams
    Sometimes capable lay people are put off because of the incompetence of other officers on a circuit team or the perceived reluctance of that team to accept change. Through lack of training and self-awareness circuit officers can sometimes be very protective of their powerbase disabling the gifts and expertise of others.

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