UCC Diaconal History

New Order :  Old Problems

The new United Church, formed in 1925, saw the creation of a new United Church Deaconess Order, with approximately 125 members.  All the Methodist Deaconesses and a large majority of the Presbyterian Deaconesses joined. (The Order of Presbyterian Deaconesses was sustained by the continuing Presbyterians.)

Winnifred Thomas, formerly the Principal of the Methodist School became the Secretary of the new Order. (Jean MacDonald, the Presbyterian Principal continued on with the United Church Training School).  The potential for the work of Deaconesses generated enthusiasm, reflected in official church rhetoric.  But not too far under the surface there were real difficulties.  In her trip west to visit Deaconesses and other women workers in 1927, Winnifred Thomas noted:

Many questions arose regarding the personal life of the workers.  So many are doing far more than their strength allows.  Cannot some guidance be given as regards hours, free time, etc?  Many are cut off from social life, and not only those in isolated places; through lack of ordinary human thoughtfulness others in large centres are quite as lonely.  Some are “square pegs in round holes”.  While much thought is given to this matter, even greater care must be taken to study the special gifts and preferences of each so that so far as possible each is placed where she can give her largest service.

This report is in keeping with information gathered by the Methodists when in 1922, twenty-six of the forty-three active Deaconesses brought to the General Conference their claim that Deaconess work was “steadily losing ground”, even when compared to secular professions for women, and did not occupy the prominent place in the church’s life that it should. They even suggested the Order be disbanded if the concerns were not addressed. The Order did not end even though the conditions did not markedly improve, although the minimum salary was raised to $780.00.

Following up on Winnifred’s observations, in 1927 the United Church undertook a study on the whole question of trained women workers. This was to be the first of many studies conducted on the role of “non-ordained professionals”.  The details vary, and the context for the investigation shifts somewhat over time as the role of women in society begins to be liberated, but in essence each study achieves the same results.  The importance of the work, especially in social service and education is noted, the caliber of the education, with its integration of theory, theology and practical skill development is lauded, and the need, indeed increased need, for diaconal ministry into the future is proclaimed.  The reports also inevitably reveal that the workers are often exploited, with low pay and insecure working conditions, the church either doesn’t know about the potential or consistently undervalues the work, and the perception of the women as temporary, transient workers prevails, partially because with the disjoining rule and the cultural norm of married women leaving the work force there was some truth to the observation.  Even in the earliest reports sexism is identified (even though the language is less explicit) as a concern.  But the solutions suggested usually do not address the systemic issues.  Rather, the plans for action are superficial.  There is always a call for more publicity: “could we get an article in The Guardian, The New Outlook, The Observer?” depending on the decade.  The workers are encouraged to buck up, work without complaint so that their modeling will be noticed and result in change.  The courses at the Training School are adjusted, more of this, less of that, the admission requirements are raised, or lowered, sometimes both simultaneously, and, relationships with the “male” schools are courted and promoted; all in an effort to gain credibility.  Some improvements are made for the women over the years, but it isn’t until well into the second half of the 20^th century that significant change occurs.

Two Decades of Change

In 1960, the rule requiring women to leave the Order when they married was repealed.  It took a long time for it to be full eradicated but it marks the beginning of 20 years of transition.  On the energy of the 2^nd wave of modern feminism dramatic shifts occur.  Men are allowed to enter what has been renamed Covenant College and a new category of “Certified Churchman” is created.  Don Reid is the first male graduate.  The newspaper article (see picture) in which the women reenact the curriculum requirement to learn to pour tea, portrays the power of sexism and patriarchy, but the satirical edge to this also demonstrates the opposing power of reformation that was emerging.  It is also interesting to note that in 1963 the Toronto Star carried the graduation as a news story.  Twenty years later that did not happen, indicative of the shift in relationship between the churches and the general culture.

In 1962 women’s work in the United Church is redesigned.  The Woman’s Missionary Society is folded and its work and assets are merged into the mission structure of the United Church.  Thirty three WMS workers join the Deaconess Order that year, most with a hope it would gain them more security.  Two years later Deaconesses become members of Presbytery, a long desired move enabling women to participate in the decision making directly affecting them.  However, this means the end of the Deaconess Order as it was known.  The Committee on the Deaconess Order and Women Workers ends, as does the staff position devoted to the work.

Spurred by a drastic decline in students, especially for the Anglicans, and the rising interest in ecumenism, Covenant College becomes the bi-denominational Centre for Christian Studies in 1969.  The influence of new Adult Education methodologies results in a significant redesign of the curriculum.  A shift toward a more liberal politicalized theology appears.  Women are seeking ordination in significant numbers for the first time in history and new questions, and threats, about women in ministry are voiced. The old theology of diaconal service as “anything but ministry” is challenged with a widened appreciation for the diversity of ministry and an interest in equality rather than hierarchy. With the burgeoning awareness of the power of language the terms Deaconess and Certified Churchman become problematic.  The backdrop context is dynamic for a series of reports, specialized meetings and debates. By 1982 the church arrives at these decisions:  The United Church has one order of ministry, with two equal but different streams, The Diaconal Ministry of Education, Service and Pastoral Care and the Ordained Ministry of Word, Sacrament and Pastoral Care.  Diaconal ministry has the same minimum pay scale, is a lifelong vocation, open to women and men, and people commissioned to this category are to be Diaconal Ministers.

The End of Christedom makes way for something new

By the mid 1990s no one can ignore the signs of the times.  Christendom is not only dead, it is being fossilized.  Church membership is shrinking, and aging, as is the leadership.  Financial resources are fewer and an attitude of survival and a theology of scarcity mean that the resources are inwardly directed and conservatively invested.  Ministries are closed, including many that might have employed diaconal ministers.  The Committee on Diaconal Ministry and the staff position are two losses, and while other church bodies are to assume some of the work, it gets lost.  (Sound familiar!) Grief is a predominant feature on the church’s landscape and it affects the diaconal community too.

The church however, is not without hope and energy, peaking out around the margins sometimes, and bravely making its way toward the structures of power and decision making.  Ministry studies and reflection on the needs of the church consistently point to the need for leadership that is: adaptive, enabling and empowering, focused on nurturing the gifts of lay people, and, able to facilitate a meeting of the gifts of church members with the needs in the world.  The church also recognizes that leaders need strong skills in integrating theology with action and desire this as a priority in the training.  Diaconal ministry, and the preparation for diaconal ministry are an obvious fit with the perceived needs of the church and the diaconal community is faithfully responding.