New York Conference Leaders Respond to Group's Call for Accountability on Racism Report

Special to United Methodist Insight

Editor's note: The following letter was forwarded to United Methodist Insight by a member of the ad hoc Action and Accountability group that seeks to publicize a consultant's report on racism in the New York Annual Conference. Read the original article here.

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January 17, 2024

To: Pastors & Lay Leaders of the New York Annual Conference

From: Bishop Thomas J. Bickerton, Resident Bishop

Rev. Elizabeth Abel, Long Island West District Superintendent & 

Chairperson of the Pathways to Anti-Racism Task Force

Mr. Les Johnson, Steering Committee/Advisory member of the Pathways to Anti-Racism Task Force 

Rev. Doris K. Dalton, Director of Connectional Ministries 

Dear Friends,

This letter is being shared in response to a call for accountability and action regarding the ongoing work of the New York Annual Conference in dismantling racism. We recognize that the scope of this work from the Pathways to Anti-Racism Task Force has not been shared broadly. We want to take this opportunity to do so. The purpose of this letter is to provide accurate and transparent information and issue a call to move forward in this important work. 

Creating a Pathways to Anti-Racism Task Force 

From May through December 2020, there were several events and factors that brought United Methodists throughout the Annual Conference together to participate in group conversations centered on how the New York Annual Conference might take more intentional and deliberate steps to deal with the various issues of systemic racism in our local churches and to create an anti-racist Annual Conference.  

The results of these initial conversations led to Bishop Bickerton’s announcement on December 7, 2020 of the beginning of a broad initiative to dismantle racism in the New York Annual Conference.  As a result, the “Pathways to Anti-Racism Task Force” (PAR Task Force) was organized and met for the first time on February 1, 2021.  

Black leaders from throughout the Annual Conference were invited to be part of the PAR Task Force, including representatives assigned from Black Methodists for Church Renewal (BMCR) and the Conference Committee on Religion and Race (CCORR). The Chair of the PAR Task Force was Rev. Dr. Denise Smartt Sears, who was the Dean of the Cabinet at the time and later became the Director of Connectional Ministries. 

The Role of the Bishop

The Resident Bishop is responsible for the order and life of our work here in the NYAC. 

As part of this expectation, our Conference has been consistently called into this work of anti-racism and our bishop has regularly and willingly acknowledged that much of the work must be done in a manner that allows Black people to identify the issues, brainstorm on solutions, and ensure they are remediated and implemented with integrity and sensitivity.

Consequently, conversations took place about the role of the bishop in this work in the initial meetings of the PAR Task Force.  It was mutually acknowledged that the work of the PAR Task Force could be adversely affected by the ongoing presence and involvement of a white male in a position of authority.  

It was proposed that the bishop participate in the task force meetings as an active listener but only speak when asked to or given permission.  The bishop agreed to this approach as the executive sponsor of the Task Force and as an active listener and learner, but had no direct influence on the conversations and decisions made by the task force.

The Unfolding Work of the PAR Task Force

The PAR Task Force initially met bi-monthly (exclusive of the summer months) for the purpose of developing an objectives document and determine the work in front of them.  

In April 2021, the PAR Task Force retained Rev. Dr. Gary Simpson (lead pastor of Concord Baptist Church of Christ in Brooklyn and an Associate Professor of Homiletics at Drew Theological Seminary) to center our work and cut through some of the issues that members were unable to resolve without objective intervention.  

Under the leadership of Rev. Dr. Simpson and PAR Task Force Chairperson, Rev. Dr. Smartt Sears, the Task Force members worked on building trust, re-directing emphasis, setting goals, and addressing ongoing sustainability factors.  Rev. Dr. Simpson completed his work with the Task Force in December 2021.

In November 2021, the task force completed a document recommending goals and objectives to move the New York Conference towards becoming an anti-racist conference.  These goals—originally rooted in the work of BMCR and outlined in their letter to the NYAC on June 29, 2020—included: a) Structural Changes needed in the New York Annual Conference, b) Pay and housing equity for clergy, and c) Increased awareness and representative education in the Annual Conference itself and among our churches.  Three specific work groups were created to address these goals: a) Accountability, b) Reparations, and c) Education/Resourcing.  A steering committee was assigned to coordinate the work of these work groups.  

In February 2022, the Final Pathways Document to becoming an Anti-Racist Conference was shared by representatives of the task force with the Cabinet.  One of the Task Force’s early initiatives was in 2022, giving fourteen grants totaling $235,350 to Black membership churches to address safety and security issues in their parsonages. 

Retaining An Outside DEI Consultant

To build an implementation strategy across the three major areas of the Pathways Document, one objective was to hire a “Diversity, Equity, Inclusion Consultant” who would work in consultation with the Director of Connectional Ministries in order to address the areas identified.  Individuals were interviewed as well as three consulting firms.  In May 2022, “Thought Partner Solutions” (TPS) was contracted by the Annual Conference to do this work.

From the outset, the contractual agreement with TPS was to outfit the Task Force with a pathway for areas of emphasis as well as tools needed to move forward.  The contract clearly states this as a “GPS” partnership: Guide the organization in its journey, Process with the PAR Task Force, and Strategize for implementation and support.

The process that was to be engaged involved three phases of work.  Phase One was to undertake an assessment of the organization, including surveys, exploratory conversations, and observation of organizational dynamics. While there was a multi-year approach proposed in two additional phases over multiple years, only the first phase was contracted.

The contractual agreement with TPS stated that this initial phase would not be seen as an assessment of the entire Annual Conference but a tool that would provide a roadmap for the PAR Task Force to begin the larger work of implementing an intentional plan of action.

Because of the sensitivity of the engagement necessary to gain this assessment, the TPS work was intended to remain an internal document only, and not a public one where persons could be harmed by the vulnerability necessary to share their feelings openly.

Success of the Work

The engagement with TPS did result in a deeper understanding of the scope of this work, the need for a more committed approach to the engagement of our people, and some foundational understandings of the feelings of the limited number of people that participated.  The work also produced a series of recommended steps moving forward that would assist us determining the next phase of the task force’s implementation.

Failures of the Work

The success of the TPS proposal not only depended upon the consultants following through with the stated objectives, but the Annual Conference providing access to key leaders, cabinet & staff, and coordinating the specifics of the proposal.  The intent was to interview these persons and to host focus groups for understanding and assessment.

As a result of factors in part driven by the Covid and post-Covid climate as well as recovery and sustainability issues facing the Annual Conference, the focus groups did not have the participation needed to make a comprehensive analysis.  Less than twenty persons attended the focus group meetings.  The inability of TPS in delivering their stated objectives resulted in part from our inability to mobilize people for the work and ensure that obstacles would be removed to allow TPS to deliver their strategic transformational plan.  

Within the staff of the Annual Conference, significant tensions emerged, in part because of difficulty in resuming post-Covid in-person work in the building and in part by trust issues among staff who endured turnover resulting from retirements, layoffs, and new appointments in the Conference Office all while still reacclimating from the Pandemic.

To mitigate concerns and stress that a survey during these unpredictable times would likely create, the DCM reached an agreement with the staff that if they would agree to participate, the results of their participation would be held in confidence, would not be used as a vehicle for personal critique, and would only be used as a foundation for building staff awareness and relationship-building moving forward. As of January 2024, one-third of those persons involved in the assessment are no longer a part of the Conference Staff.  

The results of this phase of the work may reveal some broad stroke understandings. However, the approach and makeup of the Conference Staff has significantly changed since 2022 and cannot be used as a gauge of the current climate within the office of the New York Annual Conference.

TPS was only able to engage in twenty-nine interviews of cabinet, staff, and key leaders.  This serious deficiency made the task of fulfilling Phase One of the work extremely difficult.  

The Final Audit Report that was issued by TPS listed these failures as key understandings for the limited nature of their report:  

1) Limited data availability posed challenges in being able to create a complete picture of the organization’s landscape,

2) Limited opportunity to gain perspectives through interviews and focus groups, and

3) Time constraints that have limited the depth of examination of all aspects of the organization’s diversity climate.

In addition, there were breakdowns in communication between TPS and the PAR Task Force.  The PAR Task Force was not made aware of all aspects of their work as well as the need to more actively participate in the assessment work of TPS.

These failures on multiple levels meant that the Final Audit Report from TPS was not able to achieve the “GPS” functions previously stated.  They did, however, provide a list of thirty-two (32) recommended steps that could be used to create that roadmap.  These recommendations were published completely in an Executive Summary sent to the Annual Conference in November 2023.

Because of the mutual agreements reached with the conference staff and the highly sensitive nature of those specific conversations, those aspects of the report were not to be publicized in order to maintain confidentiality, mutual respect, and not cause harm to individuals who willingly offered themselves to the process.  In addition, the reflections of only twenty-nine (29) persons should not be seen as a comprehensive reflection of the climate within the Annual Conference itself.  These findings can, however, be used to create a foundation upon which to do a more accurate and reliable assessment of the Annual Conference’s leadership (including committee leaders, staff, cabinet, lay and clergy). 

It is our belief that we must consider ways to build upon this assessment phase to get a more current and accurate understanding of our leaders and the Annual Conference as a whole.

Misrepresentations of the Work

On November 21, 2023, a group from within the Annual Conference issued a call for accountability and action to address the work of the PAR Task Force and the TPS Final Audit Report. We have made many attempts to initiate a conversation with this group to engage in prayer, deep listening, sharing of concerns, clarifying misinformation, and mutually discerning how we move forward in this critical work.  At present, these persons have repeatedly declined these invitations and have, instead, continued to engage in unhelpful rhetoric, publicly share inaccurate reports based on misinformation, and organize meetings that promote those inaccuracies. There has been no demonstrated willingness yet to accept our invitations to sit down, talk to gain clarity, and work collaboratively toward a goal that we mutually share: addressing systemic racism and dismantling racism within the New York Annual Conference.

We continue to invite and call upon these persons to agree to have conversations together in the spirit of Isaiah 1:18, Matthew 18:15-20, Ephesians 4, and the words of John Wesley when he said, “Though we do not think alike, may we not love alike?  May we not be of one heart, though we are not of one opinion?  Without all doubt, we may.  Herein all the children of God may unite.”

In the group’s call for accountability and action, and in subsequent pieces written by this group, there have been inaccuracies and misrepresentations as well as unfair judgements and accusations:

An assertion has been made that the bishop has been “too busy” to engage in this work, cancelled meetings, ignored requests to reschedule meetings, and has refused to release the TPS Final Audit Report.   

The effort to coordinate calendars was complicated by the bishop’s schedule in being both the resident bishop and the President of the Council of Bishops.  However, there were two meetings requested by TPS that were rescheduled and honored with updates and conversations provided.  There was a spirit of collegiality and cooperation expressed by TPS when those conversations happened.

The engagement of TPS and the subsequent final report was a part of a contractual arrangement between the legal representative of the New York Annual Conference and TPS.  This signed agreement acknowledges this arrangement in the signed contract.  The TPS Final Audit Report, as stated above, was never intended to be released.  Specifically, the decision to publicize the thirty-two general recommendations and not publicize the results of the interviews was not made by the bishop’s office as is alleged, but by the authors of this letter as a result of the stated limitations and deficiencies in the report itself. As stated above, the TPS work contractually agreed to only provide a roadmap for the PAR Task Force to engage in the next phase of their work, not to breach the sensitive work of gaining insights from people who otherwise may be harmed.

The statement has been made that the Pathways to Anti-Racism Task Force has been dissolved.  

This is not true.  Under the leadership of the new Chairperson, Rev. Elizabeth Abel, the team is being reorganized for the next portion of its work.  There are learnings from the past three years and plans to begin implementing.  This work will be continuing.

The assumption has been made that the TPS Final Audit Report is free to be shared to third parties.  

This is untrue. When an outside consultancy is entrusted to work with a client, those who entered into the contract with the consulting group are the only ones who have the right to share the report to third parties, not unauthorized third parties who have appropriately or inappropriately gained access to the report.  To do so is not only unethical, but also a serious breach of the NYAC’s contractual relationship that has caused significant harm to those who reached a mutually agreed upon understanding of confidentiality. 

Places of Intersection and Agreement

There are places where the writers of this letter agree with the assessments of this Ad Hoc group.  

Like them, we agree that there are significant obstacles to achieving this work and the goal of creating an anti-racist Annual Conference:

1. We agree that there is a significant lack of commitment to change or to even enter into the difficult conversations related to the matters of racism within our system and within our local churches.  

1. We agree that there is an urgent need to develop effective leadership. Under the guidance of our Director of Connectional Ministries, the Connectional Ministries Vision Table (CMVT) has been reorganized and empowered.  The work of our various committees, boards and agencies have been populated with both new and re-engaged leaders.  The work of holding pastors accountable has been reemphasized in and through the Cooperative Parish system.  This need to develop effective leaders is key to any success.

1. We agree that there is significant work to be done to identify and embrace institutional racism within our Annual Conference.

1. We agree that there is a critical need to examine issues of supremacist power dynamics that favor certain groups or individuals within the Annual Conference.

1. We agree that there is a lack of trust and a toxicity in the culture.  We believe that the current unwillingness of concerned persons to meet with the leadership of the Annual Conference only furthers that lack of trust and toxicity.  It will require the bold step of willingly engaging in the difficult conversations in order to take the next steps of holding forums, listening sessions, focus groups, and projecting a unified approach to addressing the issues we are facing.

How Do We Move Forward?

The current approach by this group is focused on calling people “out,” which creates disunity and chaos in the body.  This focus on past mistakes, perceived actions, unfair allegations, and past mistakes does not help us address the roadmap for future discernment and implementation of this essential work. 

We call upon all of us to a posture that calls people “in,” which creates a culture of welcome, mutual discernment, and collaboration.  This is not a time to project disunity in the body of Christ or in the ministry of the Annual Conference to a people already weary and looking to all of our leadership for level headed guidance, support, and understanding during a time when so much is uncertain for our Connection.  If we do, the hard work of dismantling racism will once again get lost and deemphasized as yet another illustration of disunity that cannot be thoughtfully addressed and resolved.  

We acknowledge that there have been multiple mistakes in attempting to address racism over the years. We also embrace the need to be disciplined in a posture of life-long learning.  We know as well that circumstances like Covid, disaffiliation, and sustainability have diverted our attention in recent years.  Yet, we also acknowledge that this is critical work that demands our best selves, work that unites and does not alienate, work that invites and does not exclude.  

The recommendations from the TPS group as well as the goals established by the Pathways to Anti-Racism Task Force provide a way for us to do this work with purpose and integrity.  

Might we look forward instead of backward?  May we address tough issues with a sense of thoughtful redress that takes into account our roles as leaders of the body of Christ with a sense of care and compassion for all the NYAC United Methodists who are watching things unfold with hopeful expectancy? And may we seek the guidance of the Holy Spirit to enable us to take the risk to forgive, to love, and to work together?

This is our necessity in these times.

It is our hope, and this is our prayer.

Bishop Thomas J. Bickerton, Resident Bishop

Rev. Elizabeth Abel, Long Island West District Superintendent & Chairperson of the Pathways to Anti-Racism Task Force

Mr. Les Johnson, Steering Committee/advisory member of the Pathways to Anti-Racism Task Force 

Rev. Doris K. Dalton, Director of Connectional Ministries