To: Zenwest members, associates, patrons, and donors

 

From: Eshu Osho, Zenwest Board, and members of the Zenwest strategic planning group

 

Dear friends and supporters of Zenwest,

 

In our global community, locally, and within our Sangha, the past 3 years have been filled with change. We are writing to talk with you about the changes we have been discussing over the past eight months as part of the 2017 strategic planning process.

 

Some of you are already familiar with Zenwest’s current model, while for others this is new information. To ensure that everyone has access to the background information to help you understand the history and context for our proposed changes, we have included as an appendix to this letter an overview of the developments in Zenwest that led to the current model, written by Eshu Osho who provides his perspective from 22 years of practicing with Zenwest and 13 years as Abbot.

 

The model that Zenwest has been operating under since 2005 served Zenwest well for many years. Unfortunately, as a result of multiple factors (discussed in detail in the Appendix) we have come to the difficult conclusion that under the current circumstances the strategic model we have been running is not sustainable, and Zenwest needs to make significant changes going forward.

 

Our collective recommendation is that Zenwest undergo a transition over the next 12 months to:

(a) gradually phase out financial compensation for Eshu Osho,

(b) undertake a review of all aspects of our programming, and

(c) engage in deep community discussions to determine how to go forward in revitalizing and renewing our community.

 

These are very significant, serious changes that we are suggesting and we need to know whether the sangha is supportive of this proposed direction.

 

We want to be clear that the recommendation to end Eshu Osho’s employment with Zenwest is in no way a comment on Eshu’s performance as Abbot. Rather it is a reflection that our membership has shrunk (as discussed in the Appendix) and it is no longer financially sustainable to support a paid position.

 

Throughout the extended and at times painful discussions that led to this recommendation, we have held two core principles: First, that we are responsible to treat all of the Zenwest relationships with integrity and care. This includes the relationships between Zenwest and Eshu Osho and the Martin family, between sangha members, and relationships with external bodies such as the University of Victoria Multifaith Services where we have a chaplaincy. Second, we all remain committed to Zen practice and creating spaces for people to practice in community. However, it is unclear at this time what that might look like. We see the need to create space for organizational transformation, where we individually and collectively deeply consider what we want to do, what brings us joy, and how we want to practice.

 

What we are proposing for the next year is a three-phase transition.

 

Phase 1: June-September 2017

Eshu Osho continue to work 0.4 FTE at Zenwest (the current arrangement). All Sunday and Tuesday practice opportunities remain the same. Begin community discussions about the future of Zenwest.

 

Phase 2: October 2017-March 2018

Eliminate cash salary from Eshu Osho’s compensation arrangement. Zenwest will continue to provide a residence and amenities to the Abbot and his family at the temple in Sooke as compensation for Eshu’s continuing work (hours to be negotiated between Eshu and the Zenwest Board). Sunday and Tuesday sits will continue. Continue community discussions about the future of Zenwest.

 

Phase 3: April-June 2018

All compensation will be eliminated from the relationship between Eshu Osho and Zenwest, and Eshu Osho will cease to be an employee of Zenwest Buddhist Society. This is conceptualized as a “pause” to allow our sangha and Eshu to reflect and consider what we want going forward. It is not yet clear what member-led practice opportunities might continue to be available during this time, this will depend in part on the community discussions in earlier phases.

 

It is our hope that this staged withdrawal arrangement will allow both Eshu Osho and the members and board of Zenwest Buddhist Society time to explore, plan, and prepare financially and organizationally for what will be a major transformation of how the future of Zenwest will unfold.

 

Further, it is our hope that this staged arrangement will alleviate the financial demands of Zenwest without creating catastrophic financial hardship for Eshu Osho and his family; Eshu has been employed and served our Sangha as our Abbot and teacher for the past 13 years, and his family has been very generous in sharing their home space as a temple.

 

The direction set out above can only be undertaken if members, associates, patrons and donors are willing to support this transition, both in principle and financially. It is our intention to continue to provide practice opportunities until April 2018 and we hope that members and associates will remain actively engaged in Zenwest and continue to provide financial support through dues in this period. We will also need to continue to hold quarterly fundraising drives in addition to dues, to allow for a gradual transition for Eshu Osho and his family. At this time we anticipate that the fundraising targets will be $6,000 in June, $5,500 in September, and $2,550 in December. Fundraising after this time depends on what the community decides to do together.

 

Although we don't yet know what form this will take, we are clear that we want to continue to practice Zen in community. To determine what this will look like requires our collective wisdom and creativity. As you have been a participant and contributor to this community, we would like to extend an invitation to you to participate in the conversation and exploration of how Zenwest will be moving forward into the future.

 

To facilitate these discussions, and also give an opportunity for people to ask questions and talk about this letter, we will be holding in-person and online meetings, including the following:

• An in-person member get-together Wednesday June 28, hosted by Kozan, Seishin, and Yushin. This will kick off a series of monthly potlucks open to anyone interested in the future of Zenwest who wants to share ideas in community.
• One-to-one video chat between Eshu Osho and Distance members.
• An online Zoom meeting open to all associates, and people who have completed the online Orientation course, facilitated by Eshu Osho.
• A facilitated discussion at the Tuesday night Zen open house, coordinated by Rev. Soshin.

 

Additionally, members, associates, and supporters can email Eshu Osho or any of the Board members or other Strategic Planning participants to discuss this letter and clarify any issues of concern. Contact information is included below.

 

We very much value and appreciate your support, and look forward to hearing your ideas and comments.

 

Sincerely,

 

Eshu Osho, Abbot, Zenwest Buddhist Society, eshu@zenwest.ca

Rev. Hoyu Tommi Boulter, Chair, Zenwest Buddhist Society, reverendhoyu@shaw.ca

Rev. Soshin Ruth McMurchy, Treasurer, Zenwest Buddhist Society, ramcmurchy@gmail.com

Rev. Doshu Lars Rogers, Secretary, Zenwest Buddhist Society, doshu@zenwest.ca

Joshua Goldberg, Strategic Planning participant, jgoldberg@shaw.ca

Seishin Susanne Ledingham, Strategic Planning participant, sledingham@gmail.com

Kozan Nori Nishigaya, Strategic Planning participant, anishi@gmail.com

Yushin Charles Rose, Strategic Planning participant, charles@roseware.com

 

 

 

APPENDIX: HISTORY AND CONTEXT

By Eshu Osho, Abbot, Zenwest

 

In 2004, a strategic planning group that included the Zenwest board of directors, a group of members who had committed to being a part of the planning process, and the Zenwest Abbot together created a plan and vision for how Zenwest would grow into the future - and out of this plan and vision, a model was created.

 

Two key features of this plan were:

1. Maintenance of a stable and consistent practice space appropriate for all levels of Zen training.
2. The full-time employment of Abbot and teacher Eshu Osho.

 

We believed that the best way to ensure the stability of the community, its programs, and the consistency of teaching was by employing a skilled professional who can have these goals as their primary focus, and having an appropriate place to do Zen practice.

 

This planning group also fully recognized that the costs of committing to supporting a full-time employee and practice space were significant, and several models of membership were suggested and considered, such as:

1. A straightforward business model in which the cost of membership was based on the expenses divided by the membership.
2. A donor model, in which there are no membership dues, but rather we would ask for donations and hope that enough came it to pay for expenses.

 

As a group we felt that the first model would likely be more exclusive than