A word of caution to ministers in charge of local fields is desirable in regard to settlement of interdenominational difficulties. The interests involved are so much larger than the local church that the initiative must be taken by the district superintendent, always in the fullest consultation with the resident bishop, or the proper State, synodical, or other representative of the other denominations concerned. In a number of cases local initiative in this matter has resulted not only in defeating the end sought but has created embarrassing situations between the supervisory representatives of the denominations. If a local situation needs adjustment, the matter should be gone over fully with those responsible for church administration, and it is believed that in most cases such adjustment can be made satisfactorily. The experience of those in the Methodist Episcopal Church who have tried to bring about adjustments by the method suggested has been that in most cases other groups are ready to come to an agreement.
If other groups refuse to make adjustments, then the denomination making the advances has no other alternative than that of caring for its own obligations as adequately as possible and with every resource that can be made available. But no blame can attach to this policy after effort has been made to cooperate with other groups and these efforts have failed.
After communities have been allocated for leadership to one or another of the denominations, then the problem of a united program by all denominations remains to be solved. Unless this end is attained, then rural churches must continue to work largely alone, each in its own community without relation to the program of neighboring churches or communities. Unless there is coordination between the churches, then we shall continue to witness the spectacle of the three interdenominational branches of the church, the Sunday School Association, and the Christian Associations, each moving in its own self-chosen direction, each raising an independent budget, and each establishing county organizations without reference to the interests of the other; and none of the three doing anything to encourage the organization of county groups of the churches as such. The time has arrived when the church as such should take the lead in bringing about interdenominational cooperation for community service under its own auspices and in the most inclusive way.
For many reasons the county offers the best basis for this type of organization. It is the most permanent political unit, next to the State or the incorporated town or city. Social progress finds the closest opportunity for cooperation with economic and political agencies in the county. The following proposal for a County Christian Association, supported out of the budgets of local cooperating churches, has been worked out:
Suggested Program for County Rural Christian Association or Federation of Churches[1]
- 1a. Proposal for County Christian Association or Church Federation.
- 1b. Board of Directors.
- 1c. County Council chosen by each cooperating denomination on basis of membership.
- 2c. Election or appointment of denominational representatives to be left to each denomination.
- 3c. Selection of county secretary.
- 2b. Duties of county secretary.
- 1c. Survey—Follow up what interchurch county office has done.
- 1d. Location of all churches.
- 2d. Residence of pastors.
- 3d. Community boundaries.
- 2c. Organize county religious movements as:
- 1d. Evangelistic drive.
- 2d. Membership rally.
- 3d. Go-to-church campaigns.
- 4d. Religious worship in the home.
- 5d. Common programs with reference to moral and spiritual problems.
- 6d. Other religious movements.
- 3c. Interchurch adjustments.
- 1d. Act as secretary of Committee on Adjustments—provide office for interchurch activities.
- 2d. Depository for interchurch religious information.
- 3d. Follow-up plans made as result of interchurch survey, including:
- 4c. Social and recreational.
- 1d. County field days.
- 2d. Cooperation in organizing boys' and girls' clubs in Sunday school or otherwise.
- 4d. Direct social and recreational activities.
- 5d. Assisting in selection and training leaders for church and community service.
- 5c. Religious education.
- 1d. Recruiting membership campaigns.
- 2d. Perform all functions now expected of volunteer county Sunday school secretary.
- 3d. Assist in analysis of Sunday school methods and organization in local churches in organizing for larger service.
- 4d. Week-day religious instruction plans.
- 6c. Social service activities to be encouraged:
- 1d. County free library.
- 2d. County hospital and nursing program.
- 3d. Adequate provision for dependents, defectives, delinquents.
- 4d. Securing desired State public service.
- 5d. Health and sanitation campaign.
- 6d. County Farm bureaus.
- 7c. Cooperation with other agencies. In general, give moral support to agencies doing effective work in the fields mentioned in (6c).
- 8c. Act as bureau of advice with reference to appeals for charitable purposes.
- 9c. Religious publicity.
- 1c. Survey—Follow up what interchurch county office has done.
- 3b. Budget.
- 1c. Estimated Salary of Secretary$3,000
Travel400
Office rent300
Equipment 200
Stenographer 750
Publicity 40
———
$5,050 - 2c. How to raise.
- 1d. Estimate amount that should come from each cooperating church. Ask each church to assume its share on a three-year guarantee.
- 2d. Make list of special givers who may become a private source.
- 3d. Communicate with respective missionary boards for aid in carrying balance of budget until such time as it can be brought to self-support.
- 1c. Estimated Salary of Secretary$3,000
- 1b. Board of Directors.
[1] Prepared in Collaboration with C. J. Hewett, Garrett Biblical Institute, Evanston, Ill.
This form of organization has many advantages, among which are:
1. It coordinates all the religious forces of Protestantism, for a common community service.