Looking Forward
Looking Forward
A message from Bishop Cedrick Bridgeforth previewing changes in the superintendency and the GNW Cabinet in 2025 and beyond
Greetings to you this Advent season!
I’m writing to you today on a subject that may feel off-topic, given the holiday festivities we are all participating in this month. Still, the work ahead requires me to provide an update to prepare for announcements and decisions you should begin seeing in January. I value sharing this information with you as I take seriously my commitment to being transparent about big decisions whenever appropriate and possible.
When I was assigned as your episcopal leader, I was blessed to inherit a largely formed leadership team from my predecessor, Bishop Elaine Stanovsky. This has served us well as I have endeavored to learn more about you and my role as your bishop. This team—our cabinet—has been a blessing, but no good thing lasts forever.
Over the next few years, and particularly over the next 18 months, many of these excellent leaders will be completing their terms of service, transitioning into retirement or other ministry opportunities. As they do, I hope to incorporate some of what we have learned together as we consider how best to adapt to the needs of today and tomorrow without increasing the financial burden local churches carry.
In January, I expect to announce the anticipated transitions of the district superintendents across the Oregon-Idaho and Pacific Northwest Conferences. As I do this, I plan to announce superintendency appointments that will be fixed this June, as well as in 2026 and perhaps beyond.
I am aware that this is different from how we typically do things. As I explain the new model of superintendency that we are exploring, I hope it becomes clear why it is essential to announce as many of these new superintendents as possible.
One thing we learned during our ministry priority conversations is that there is a perception, and sometimes a reality, that our connectional work is too distant at times from the ministry of our local churches. While there are different ways to address this challenge, we have settled on a model to experiment with for at least the next few years.
As superintendents roll off the cabinet, I will appoint two- to three-person superintendency teams with a three- to four-year commitment instead of replacing them with full-time superintendents. These teams will include pastoral leaders who serve halftime in the superintendency role and, most often, halftime in the local church to which they are currently appointed. They will work collaboratively within the district and beyond, with each superintendent overseeing a subdistrict that will not exceed 20 churches.
We will experiment with this superintendency team model to respond to a desire for leadership closer to the ground. Whenever possible, we will recruit these superintendents from within the sub-district that they will serve, allowing them to keep one foot in the current mission field that they already know. In addition to the benefits this may provide to the superintendency, it also allows leaders to say yes to this way of service without stepping entirely away from what they feel they have been most directly called to.
As we adapt to this new model, we will work closely with involved local churches to ensure these transitions work smoothly. With the superintendent working half-time in the local church, there should be an opportunity to add additional pastoral support when that pastor previously served full-time. We want to avoid unneeded disruption to the local church’s ministry and the pastor’s family life as we explore this new way of working. Announcing these transitions early will allow us to do this work well, providing ample opportunities for preparation and onboarding for the new superintendents.
While our understanding of what a district superintendent does can be somewhat rigid, we know that it has taken many different forms over the years. For example, in Great Britain, a circuit superintendent is expected to have pastoral responsibility for at least one local church in that circuit. While part-time superintendency is less common in the U.S., it is happening in some places, and we are already reaching out to learn what works well and what needs additional care.
Some of you may know that finding district superintendents isn’t easy. This challenge grows when your bishop has only been with you for 18 months and with an episcopal area as large as the Greater Northwest. To assist in finding possible candidates, I invited 37 leaders from across the area—roughly 1/3 elders, 1/3 other pastoral leaders, and 1/3 laity— to offer up the names of two elders in full connection who could serve in this role. I shared that I was looking for individuals who were faithful yet humble disciples of Jesus, with better-than-average administrative gifts, committed to developing lay leadership, capable of engaging conflict well, collaborative with a proven record of growing something (discipleship systems, membership, small group, etc.). I named it vital that they were not stuck in the past but committed to the church of today and the future we will create together.
I know that may sound like a daunting list, but seeing the gifts and graces that people have named in others has been amazing. Some names showed up several times, others only once or twice. I have invited many of these individuals to deeper conversations about the superintendency, where we hope to learn from each other what is working, what is needed, and whether they are interested in exploring the possibility further.
We will share more about these changes with the superintendency in January.
Beyond the expected transitions above, I want to share some additional changes to the cabinet’s composition.
I am making the director of the Circle of Indigenous Ministries, currently filled by Rev. Dr. Allen Buck, a cabinet-level position. This will help us to center the Truth-Telling Project that Rev. Buck has recently launched while also advancing our work with native people and tribes with tangible signs of engagement, repentance, and reparations.
In June, we had the opportunity to celebrate the ministry of Kristina Gonzalez, who will be retiring at the end of 2024. The work that she has been shepherding for us—equity training and innovation projects—must continue. We plan to split this work up with someone focused on continuing our work related to equity and intercultural competency. A second temporary and part-time position will focus on new ministries, directly supporting the three conference boards funding congregational development work. It is rare to find someone gifted in both of these ministry areas, and this shift returns us to what existed for years before Kristina stepped into her role as executive director two years ago.
Finally, this week, we are announcing the hiring of a new staff person who will work in pensions and human resources as part of a shared services model for the Greater Northwest Area. This emerging collaboration between the administrative offices of all three conferences will allow for more expertise and better service while utilizing existing staff funding streams. Each conference will have an opportunity to learn more about this new model when they meet in June.
As I have been encouraging you, we need to try new things to be responsive to our changing world, especially to the changes that impact how we relate to one another. We won’t get everything right the first time, but that will provide us with an opportunity to learn and adapt. While we can’t guarantee success in many of the things we might try, we can choose to be an organization that responds with curiosity and grace.