Former executive director Nancy Curtis brought an important historical perspective on opening night, reminding more than 1,300 participants that WMU has always lived on the edge and had to overcome considerable opposition from the Convention’s male leadership before it could even begin.“WMU has always been and will always be about missions,” Curtis said. Women controlled very few resources in the late nineteenth century, but they established “Cent Societies” to support missions, contributing pennies from the “butter and egg” money they were generally allowed to keep.
"WMU has always lived on the edge because that’s where the lonely, the lost and the hurting are," Curtis said – "and where the missionaries are." Baptist churches cannot do without what WMU does for missions, she said. “Nobody does it better.”
As WMU has sought to carry out its mission, “it has never been easy,” Curtis said. In 1877, the Foreign Mission Board asked women in every state to organize mission societies. Mattie Heck of Raleigh organized a number of societies who raised more than $300 for missions, but at the next BSC meeting – where women were not allowed to speak – the male messengers acted to quash the movement.
Ten years later, again at the request of the Foreign Mission Board, Mattie Heck’s daughter Fannie – then just 24 years old, accepted the challenge of leadership, and recruited Sally Bailey, the 16-year-old daughter of Biblical Recorder editor Josiah Bailey, as her assistant. By the end of the year they had organized 71 mission societies and raised more than $1,000 for missions, a large sum at the time.
Despite their success, when representatives from the states gathered to establish the national WMU organization in1888, Heck attended but had been instructed not to join on behalf of North Carolina. Some men expressed fears that if WMU was allowed to raise money, the women might end up taking over. One noted that the women prayed as if everything depended on God, but worked as if everything depended on them.
WMU-NC was allowed to join the national group two years later, but the women and their efforts were frequently ridiculed, Curtis said. “It has never been easy.”
While supporting missions despite the obstacles, “WMU has always been a minority organization,” Curtis said – “but an overwhelming minority.” Even among women in most churches, WMU members are in a minority, she said, “a zealous, committed, faithful few” who do the work year in and year out.
“Adversity has been a friend that has made us stronger,” Curtis said. “WMU has been indomitable because of its passion for missions.”
More than once, WMU women have sacrificially given to bail out national and state convention ministries. “You have been remarkable,” Curtis said, “but still face apathy, opposition, even ridicule.”
“Some think we no longer need WMU,” she said, “that some other women’s program can take our place.”
“No one can take the place of WMU,” she said, asking what other organization has established worldwide networks for prayer, communicates missionary needs, trains all age groups in missions, raises billions for the cause of missions, and helps members to grow spiritually.
“If not WMU, who?” she asked again. “There’s not anybody.”

2 comments:
As best I can tell, here's how it went down.
1. WMU, leery of the emerging BSC leadership, took steps to protect the autonomy it believed it had always possessed. Those steps included changes in the language of the WMU bylaws to which the BSC leadership objected.
2. BSC leadership decided to assert a right to review WMU hiring decisions on the merits, rather than simply ratifying WMU board decisions regarding employment.
3. WMU refused to permit what they perceived as an intrusion on their autonomy.
4. BSC leadership argued that the review was necessary because WMU employees were technically BSC employees. WMU resolved this conflict by having its employees resign their BSC positions, and by setting up its own payroll and benefits system.
5. BSC leadership responded by saying that, if WMU employees weren't BSC employees, they could not work in the BSC building, due to liability issues. (Really? Can an organization not rent space to another without assuming liability for the tenant's employees?)
6. WMU resolved this conflict by agreeing to find and pay for its own office space outside the Baptist building.
7. BSC leadership then decided that, if WMU employees weren't convention employees, and if they weren't working in the Baptist building, then WMU couldn't be in the NC Mission Offering. (Really? What about the 80 associations that receive a share of the NCMO?)
8. WMU resolved this conflict by promoting a revived Heck-Jones offering.
9. BSC leadership responded by creating a women's ministry study group, and by ignoring WMU-NC as much as possible.
For all the world, it seems to me like a great big game of "chicken", with the BSC leadership certain that, at every step, the WMU would blink, and then, being surprised when they didn't.
If I missed a step, or something else important, let me know.
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