This Strategic Plan for the Boundless Way Sangha passed at the annual meeting of the sangha at Mugendoji temple on 4 June 2011. Forty-nine voting in the affirmative, with one no, and three abstentions.
Boundless Way Zen Strategic Direction
I. Why a Strategic Direction?
In June, 2010, the Boundless Way Zen (BoWZ) Leadership Council appointed a Strategic Direction Committee to begin work on forging a strategic direction that would express a unifying vision for BoWZ’s collective activities during the next five years and which would facilitate the expected future growth of BoWZ. The purpose of the strategic direction is to give more concrete shape to the vision of our Guiding Teachers, take into account input from members of our community and help BoWZ prioritize its goals and aspirations.
The impetus for the planning process was our recognition of the opportunities and challenges currently facing BoWZ. Zen is just beginning to take shape in the West. Our organization is a living experiment. Some of its features — for example, the collaborative guidance of multiple teachers, the melding of three lineages, and lay practitioners’ substantial involvement in governance — are uncommon, or even unprecedented, in the history of Zen. We are enthusiastic about the project of, and the prospects for, developing a practice community that is firmly rooted in the ancient traditions while open to new possibilities for the Zen way as it takes its new shape in the West.
We have succeeded in transitioning from a fledgling community to a community that, at a small scale, has reached critical mass and achieved a degree of institutional and operational sophistication. Our core membership is active and committed; many of our local sanghas are thriving; the Mugendo-ji Temple has become a center for extended practice and other activities; and we have attracted favorable attention from other Zen teachers and practitioners. Both within and beyond the formal bounds of our present community, we sense a growing enthusiasm and demand for our teachers’ time and insight; opportunities for extended practice, study, social interaction, and social justice activities; and, possibly, the eventual expansion of our organization geographically.
If we are to seize these and other opportunities to advance our vision and mission, we must meet and overcome various organizational, financial, and operational challenges, including the following:
· Our current legal and governance structure is not optimized for the multiplication and flourishing of local sanghas and our practical success at integrating and supporting our existing local sanghas outside the Boston-Worcester-Providence area is mixed.
· Our finances available for everyday operations are meager.
· Some of our teachers are eager to spend all or most of their time serving and fostering the growth of our community, and the community is eager to see this happen, but we currently lack the income to compensate them adequately.
· The Mugendo-ji Temple is not ideally configured for sesshins and other large gatherings, and the organization does not own it.
· Some aspire to have a dedicated practice center in Boston, but we do not yet know how it would be paid for.
· We currently are a mostly volunteer-driven organization, and progress toward achievement of some of our ambitions is constrained (and, in some ways, supported) by this reality.
The purpose of this strategic direction is to sketch our future direction and establish an action-oriented agenda of strategic priorities for the next five years, with an eye toward overcoming the challenges and seizing the opportunities presently within our grasp. This document is intended to serve us as a directional tool. We accept that many details will have to be negotiated and addressed along the way.
II. Future Direction and Strategic Agenda
A. Future Direction
Aspirations for the future offer a vision of Boundless Way Zen as:
· a Zen school, with converging streams of practice, that has a role in the discussion and development of American Zen, and providing vibrant training programs that shape healthy and whole Zen teachers and practitioners;
· an open and flexible organization, embracing of diversity, with many teachers and abundant resources to increase Dharma activities and practice opportunities;
· a loving sangha, continuing to deepen our practice, with accessible Guiding Teachers and a consortium of small sanghas and large Affiliate Practice Groups; and
· a heartfelt and ethical example of practice, exploring how best to facilitate a living Zen that is intimate and engaged in this world of family, work and citizenship.
B. Strategic Agenda
1. Gradually alter the BoWZ institutional, membership and financial structures to emphasize the organic growth of local sanghas (in number, size and richness) and unity among them
A. Move toward a structure in which BoWZ is a school of Zen to which multiple Guiding Teachers belong and the local sanghas, or regional groups of local sanghas, are able to become legally and financially independent. This would be a gradual transition requiring several intermediate steps since BoWZ currently holds the Section 501(c)(3) exemption and will continue to require an individual membership and officer structure to satisfy the exemption and state law.
Ÿ Supporting existing local sanghas: Existing local sanghas, if they so choose, will be able to separately incorporate and obtain Section 501(c)(3) status. It is expected that if local sanghas or regional groups of sanghas incorporate, they will become BoWZ Affiliate Practice Groups. (See below for more on BoWZ Affiliate Practice Groups.) The change in structure is intended to prepare for organic growth that we sense will occur — to create a trellis, or fertile bed, for natural growth. Those existing local sanghas that choose to become BoWZ Affiliate Practice Groups will raise funds independently, manage their own finances and may own their own real estate and other property. Existing local sanghas that do not choose to become BoWZ Affiliate Practice Groups will continue to be supported financially and organizationally by BoWZ until they achieve a size that they consider to be appropriate for transitioning to BoWZ Affiliate Practice Group status. BoWZ-wide fundraising campaigns and BoWZ support to local groups and projects will continue under this hybrid model that includes dependent local sanghas and independent BoWZ Affiliate Practice Groups.
Ÿ Establishing new local sanghas: As new local sanghas wish to affiliate with BoWZ, BoWZ may assist them in becoming BoWZ sanghas. Each new local sangha will determine for itself when is the right time to transition to BoWZ Affiliate Practice Group status.
Ÿ Requirements for Affiliate Practice Groups: It is anticipated that Affiliate Practice Groups will be self-governed according to their own membership and leadership structure and that they will meet certain requirements respecting their organization, such as complying with state law applicable to religious organizations, adopting forms that are in harmony with BoWZ’s liturgical and practice guidelines, maintaining transparent financing and adhering to BoWZ’s code of ethics.
Ÿ Potential to create a type of BoWZ Organizational Membership: BoWZ’ membership structure may expand to allow for two classes of members: individual members as is the case under the current structure and BoWZ Affiliate Practice Group members, which could be represented on the BoWZ Leadership Council.
Ÿ Continuation of BoWZ Leadership Council: The BoWZ Leadership Council will continue to include substantial lay representation but it is expected that its duties and responsibilities will decrease as the BoWZ Affiliate Practice Groups assume responsibility for the organizational, legal and financial aspects of their functioning. Any changes to the BoWZ Leadership Council will be accomplished through bylaws amendments requiring BoWZ member approval.
Ÿ Continuing to train Dharma Teachers and Practice Leaders: The Guiding Teachers collectively will continue to authorize and provide training and guidance to Senior Dharma Teachers, Dharma Teachers and Practice Leaders. They will circulate among and support the ongoing development of each of the Affiliate Practice Groups and both new and existing local sanghas.
Ÿ Financial support for our Guiding Teachers: A BoWZ budget will include some level of financial support from the local sanghas or regional groups of local sanghas, and some suggested level of voluntary donation from Affiliate Practice Groups. Contributions will provide support for the Guiding Teachers as well as fund activities that benefit all of BoWZ, including, for example, maintaining the BoWZ website and office support for complying with state and federal legal requirements. Guidelines will be developed for dana for teacher visits to local sanghas and Affiliate Practice Groups.
2. Support the creation of an entity to acquire and improve Mugendo-ji Temple
A. Anticipated purchase and development of Mugendo-ji Temple: The Mugendo-ji Temple is the administrative office and current sesshin location for BoWZ, and it is also the site of annual membership meetings and transmission ceremonies. It is expected that a separate organization will be created to purchase the Mugendo-ji Temple, which will serve the entire BoWZ community, and to construct an addition to the Temple.
Ÿ A feasibility study for establishing an entity to acquire and improve Mugendo-ji Temple in Worcester, including the timeframe for its creation, its financing and ownership structure will be conducted.
Ÿ BoWZ support for establishing an entity to acquire and improve Mugendo-ji Temple in Worcester: BoWZ will give organizational assistance for establishing an entity to acquire and improve Mugendo-ji Temple in Worcester.
Ÿ Consideration for additional Temples: Additional temples may come into being as we expand regionally.
3. Support the establishment of a BoWZ (East) Affiliate Practice Group center in Boston
Ÿ Feasibility of establishing a BoWZ (East) Affiliate Practice Group center in Boston: The existing local and regional Boston sanghas will consider the feasibility of establishing a BoWZ (East) Affiliate Practice Group center in Boston, including the timeframe for its creation, its financing and ownership structure.
Ÿ BoWZ support for establishing a BoWZ (East) Affiliate Practice Group center in Boston: BoWZ will give organizational assistance for establishing a BoWZ (East) Affiliate Practice Group center in Boston.
4. Provide financial support for the BoWZ (East) Affiliate Practice Group center in Boston, the Mugendo-ji Temple in Worcester and other Affiliate Practice Groups
· BoWZ members will be free to contribute personally and financially to Boundless Way Zen, the Mugendo-ji Temple in Worcester, a BoWZ (East) Affiliate Practice Group center in Boston and other Affiliate Practice Groups regardless of where they reside.
5. Increase and enhance the opportunities for practice, training, and service to the organization and broader world
· Examples:
o More long and short sesshins
o More day-long and multi-day practice experiences in more locations
o Teacher and leader development activities
o Study programs
o Interaction with other Zen communities
o Social justice activities
III. Building on the Past
We believe that this five-year strategic direction honors BoWZ’s original and ongoing mission to cultivate Zen in the West through:
· Establishing and supporting local sanghas,
· Training Dharma teachers and practice leaders, and
· Providing sesshin and other intensive training opportunities.
As we move forward, we are mindful of our obligation to build upon our past and express our gratitude to our many teachers along the Great Way. In that spirit, we offer a brief history to those who will follow us:
A. Origin and Evolution
In 2005, the Zen Community of Boston and the Worcester Zen Community joined together to create Boundless Way Zen, incorporating in Massachusetts, with James Myoun Ford, Melissa Myozen Blacker and David Dae An Rynick as the Guiding Teachers.
James was ordained as a Soto Zen priest by and received Dharma Transmission from Jiyu Kennett Roshi. Kennett Roshi was the founder of Shasta Abbey and the Order of Buddhist Contemplatives. James later studied and received Inka Shomei (full Dharma Transmission) from John Tarrant Roshi, founder of the Pacific Zen Institute. John is a Dharma heir of Robert Aitken Roshi, the founder of the Diamond Sangha. Aitken Roshi is a Dharma heir of Koun Yamada Roshi of the Sanbo Kyodan lineage.
Melissa is an ordained Soto Zen Priest, and has received Dharma Transmission and Inka Shomei from James Myoun Ford Roshi, with whom she has studied since 2001.
David has received Inga and full Dharma Transmission from Zen Master George Bo Mun Bowman, with whom he began studying in 1991. George is the founder of Single Flower Sangha, and has received full Dharma Transmission from the Korean Rinzai Master Seung Sahn Soen-sa, the founder of the Kwan Um School of Zen. Since 1977 George has been studying with the Japanese Rinzai master, Kyozan Joshu Sasaki Roshi, the Founder and Abbot of Rinzai-Ji.
Because of their lineage histories and Zen training, James, Melissa and David combine traditional Soto and Rinzai traditions in innovative ways, teaching koan practice in the Sanbo Kyodan tradition, breath awareness, various mindfulness practices, inquiry into the moment and Shikantaza or choiceless awareness.
In August 2009, David and Melissa purchased a building located at 1030 Pleasant St. in Worcester, MA to provide space for BoWZ sesshin and more frequent group meditation and training activities.
During the years prior to January, 2011, Boundless Way Zen established and supported nine local sanghas; ordained three Soto Zen priests; trained nine Dharma Teachers and Practice Leaders; conducted 32 sesshin or meditation retreats; and provided opportunities for individuals to meet, train, and engage with others in the practice of Zen Buddhism.
B. Existing Organization and Resources
All activities of BoWZ presently occur under the umbrella of a single 501(c)(3) entity. Individuals may become members of the organization, and we currently have approximately 77 members. The number of people affiliated with the organization in some fashion is considerably higher. The BoWZ directory now contains contact information for 142 people.
Our Guiding Teachers, who comprise the organization’s Teachers Council, work collaboratively to foster and guide our practice community. A Leadership Council, in collaboration with the Guiding Teachers, is responsible for establishing and maintaining BoWZ as an institution. It approves the budget, defines membership, and otherwise develops and governs the formal institutional structures of the community.
Local sanghas make the practice of Zen available to people as part of their daily lives. There currently are eight local sanghas spread across three states (Connecticut, Rhode Island, and Massachusetts). We also have a close relationship with a sangha in Toledo, Ohio, that currently is not formally part of BoWZ. Our Guiding Teachers designate and train Practice Leaders, Dharma Teachers and Senior Dharma Teachers who lead the activities of the local sanghas.
BoWZ presently is supported primarily by sesshin fees and donations. Revenue for 2009 was approximately $59,000, and revenue for 2010 was approximately $84,000. BoWZ currently has liquid assets of approximately $28,000 and tangible assets valued at approximately $7,000. The 1030 Pleasant Street property in Worcester currently is owned by Guiding Teachers Melissa Blacker and David Rynick and is leased by the organization for use as the BoWZ Temple (Mugendo-ji).
IV. Concluding Summary
The process for developing this strategic direction began in June, 2010. A Strategic Direction Committee interviewed the Guiding Teachers and developed a questionnaire that it circulated to the Leadership Council, Senior Dharma Teachers, Dharma Teachers and Practice Leaders for their input. The Committee distilled 40 pages of responses to that questionnaire, which included areas of broad consensus, to develop the specific proposals presented in this document. The Strategic Direction Committee provided multiple opportunities for the Guiding Teachers Council, the Leadership Council, Senior Dharma Teachers, Dharma Teachers and Practice Leaders to review, discuss and provide feedback on these proposals. It produced successive drafts of the strategic direction to respond to that feedback and further refine the proposals included in this document. The document will next be presented to the BoWZ members for their review and will be further refined in response to their comments before it is formally presented to the BoWZ membership for approval at the annual membership meeting.
In summary, in order to advance our vision and mission, this Strategic Direction addresses the organizational, financial, and operational challenges facing our community by directing that we pursue the following activities over a five-year period beginning with the fiscal year starting July 1, 2011:
· Move toward a structure in which BoWZ is a school of Zen to which multiple Guiding Teachers belong;
· Assist the local sanghas, or regional groups of sanghas, that desire legal and financial independence to become BoWZ Affiliate Practice Groups and continue to provide financial and organizational support to existing and new local sanghas;
· Support the creation of a separate entity to purchase the Mugendo-ji Temple and build an addition to make it more suitable than it already is for sesshins and other intensive practice experiences;
· Support the establishment a BoWZ (East) Affiliate Practice Group center in Boston;
· Provide financial support for the BoWZ (East) Affiliate Practice Group center in Boston, the Mugendo-ji Temple in Worcester and other Affiliate Practice Groups;
· Increase and enhance the opportunities for practice, training, and service to the organization and broader world.
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