Written Assignment
Together with my wife, Vanessa, we are currently the Corps Officers at Horsham Corps, which incorporates the Church, Family Services and Thrift Shop. The corps was opened in 1885, relocating from its original site in Pynsent St. to the corner of Kalkee Rd. and Lynott St. in 1980. Since then, the corps has been in a continuous state of change; with the building of two Emergency Accommodation Units in 1983 and another three units ten years later, the ever expanding Thrift Shop, significant renovations to the Church building and redevelopment of the old quarters into a Ministry Centre, which houses a growing Family Services team. This team comprises of the Family Services Manager, Emergency Housing Worker, two Rural Outreach Support Workers, Court Chaplain, Receptionist, Pastoral Liaison Worker, Thrift Shop Manager, various casual domestic staff and volunteers.
Horsham is a rural city in Western Victoria with a population of approximately 14,000 people in town. It is the commercial, industrial and administrative centre of the Wimmera, providing key services to outer towns within a 100 km radius. Agriculture is the primary industry, focusing on sheep (meat, wool) and cropping – canola, grains (wheat, barley, oats), pulses (peas, beans, lentils). Although Horsham is a vibrant, growing community, it has some challenging issues that directly impact our integrated ministries.
Employment in Horsham is a real paradox; as on one hand there is a shortage of skilled workers, while on the other hand, a shortage of jobs for unskilled workers (this has been heightened by the recent drought). ‘Inward and outward migration’ are immerging as growing concerns for our community. Inward migration involves low-income earners moving in from the city looking for cheap housing, without weighing up the full impact of such a move, financially and socially. Many of these people come into Horsham or nearby towns with complex needs, facing social isolation and limited access to professional services. Outward migration is a reverse problem concerning the exodus of our young people to the city seeking employment and to take up university placements. These issues, among others, have led to an increase in homelessness, substance abuse, crime and family violence, which represent the main contributing factors for people seeking our services.
The diverse ministries of the corps are run by a combination of local officers, employees and volunteers under the direction of the Corps Officers. This has called for a very different leadership style from Vanessa and myself compared to our previous appointment where we did most things ourselves. It has required us to learn new skills and to take a proactive role in empowering and equipping our leaders and managers in their various responsibilities.
Within this ministry context, the Leadership Summit and Study Tour could not have come at a better time, nor have been more appropriate for me in this appointment. As stated in my learning goals prior to the tour, my aim was to:
- Focus more on the inner life as a spiritual leader, in the context of a busy ministry
- Become more Christ-dependent, rather than being self-reliant in ministry
- Absorb as much knowledge as I can from the experience and teaching of other leaders
- Observe and learn from a variety of helpful models of mission and ministry
- Further develop skills to empower the leaders in my Corps for mission and ministry
- Develop and implement a plan of action to apply knowledge and skills gained
The content of the Leadership Summit at Willow Creek reinforced our current NCD focus as a corps of ‘empowering leadership’ as a critical role within local church congregations. It also highlighted how often the most difficult person to manage or lead is yourself, thus emphasising the vital importance of continual spiritual formation for Christian leaders. In identifying “the difference this will make” in my own officer development and current appointment, the three sessions I highlighted provided targeted teaching in the role of empowering leaders, while the pre-summit workshop, ‘Planning for Spiritual Formation in your Church’, provided sound teaching for the spiritual development of leaders within the church.
Specific elements from these sessions are being incorporated into my preaching and leadership/staff development in the following ways:
1. SERMON SERIES
September 2003
“Planning For Spiritual Formation” – Steve Stroope
Assimilation – The Curious (Acts 2:1-13)
- Preparation of the Heart
- Proclamation of the Message
Assimilation – The Convinced (Acts 2:14-41)
- The Person of Jesus Christ
- The Prophecy of David
- The Witness of the Believers
- The Presence of the Holy Spirit
Assimilation – Contagious Contributors (Acts 2:42-47)
- Worship God (lifestyle, corporate, personal)
- Contribute to God’s Work (financial, time & talents, relational)
- Lives under God’s Word (ultimate authority)
- Impacting God’s World (personal evangelism, involvement in mission)
October 2003
“Passing The Leadership Test” - Bill Hybels
Develop a second series based on Luke 5:1-11, turning the focus from leadership to discipleship
2. FAMILY SERVICES DAY APART
30th October 2003“Five Dysfunctions of a Team” – Patrick Lencioni
- ‘Five Dysfunctions of a Team’ (Video)
- Team Assessment (Individual Survey)
- Overcoming ‘The Five Dysfunctions’ (Group Discussion)
3. CORPS LEADERSHIP WEEKEND
24th & 25th January 2004 Presentation of Leadership Summit videos in a conference centre over a weekend for all Corps leaders.
(Will discuss with D.C. the possibility of inviting other corps leaders within our region, pending copyright requirements)
4. PERSONAL DEVELOPMENT
27th -29th October 2003 Attending a ‘Silent Spiritual Retreat’ led by Major Frank Daniels
CURRENT
Continuing to review CD’s of Leadership Summit purchased from Willow Creek, to consolidate teaching in my own heart and mind. I have been paying specific attention to the sessions outlined in my ‘Summary Article’ as well as “The Leader’s Edge” by Bill Hybels. In this session, Hybels asserts that “there are no higher stakes in leadership than in the church”, and asks five confronting leadership questions that addresses our focus, growth, problems, self-evaluation and heart for people.
The Study Tour component of the trip gave opportunities for us to observe models of ‘Integrated Ministry’ in the United Kingdom Territory. We explored four very different corps, in terms of demographics, yet similar in their goal to provide a holistic ministry to their respective communities, through the integration of various expressions of Salvationism. Each corps was at different stages in this endeavour, giving us valuable insight into the ‘process’ of achieving a successful integrated model.
At the end of each day, the members of our study group shared notes and insights, which were brought together to provide a snapshot of each corps we visited. The following summaries are a compilation of the observations from Captain Robert Evans, Major Andrew Craib and Captain Peter Walker.
1. WINTON CORPS, BOURNEMOUTH
Visited on 12th August 2003
Officers:
- Majors David & Judith Bennett (on exchange from New Zealand in 3rd year)
Staffing:
- Restaurant Manager - 35 hrs/wk, plus 8 additional staff (full time & part time)
- Thrift Shop Manager
- Driver / pick up persons (2 paid staff)
- A total of 18 paid staff (mix of Christian and Non-Christian)
- Approximately 100 volunteers
Community Service Program: “The Place Next Door”
- Restaurant open breakfast through to lunch, Monday – Saturday, 10.00 am – 2.30 pm
- Thrift Shops – One on-site and the other a shop front on main road
- Men’s and Women’s hair dressing
- Foot Care program (Podiatry)
- Assisted Bathing program (Tues - Wed) by a retired nurse. Target group are the elderly & disabled, attracting about 8 clients per week
- Mother and Toddler group 2 days per week
- Parenting Courses – over a 9 week block (crèche provided by volunteers)
- Friendship Club (over 60’s)
- Stroke Club (for those recovering from stroke)
- All programs are self funded by the Corps
Worship Community:
- Average Sunday Worship attendance of 250-260
- Brass Band of 35 members
- Conduct an outreach program at the pier on Sunday evenings through summer
- Community Christmas Carol Service in local auditorium (1800 attendance)
- Singing Group
- Timbrel Brigade
Other Weekday Program:
History:
- Building purchased 13 years ago, previously an ice cream factory. Recent extensive renovations have been carried out, allowing for congruency and connecting of all buildings. This was primarily enabled by a bequest of £400,000 being allocated to the Corps.
Leadership Structure:
- Adopted a new leadership model which was prepared by a local officer, with a major focus on empowering leadership to drive the plans and mission of the Corps
- Succession planning is a concern, as the Corps would like to maintain a continuance of mission, when there is a change of Officers (as they near the completion of a three year exchange from New Zealand). The need for succession planning was also expressed for future local officer positions.
- The Corps still needs to recruit appropriate personnel for leading the Youth Program.
Other:
- Good use of multimedia throughout the Centre (in worship service and during the week), advertising corps program and worship
- Corps is involved in overseas missions – actively engaged in missions projects
- Goal to move those connected to the Centre through weekly programs to engage in the worshipping community
- Corps has a number of Alpha courses running simultaneously, targeting different groups
2. PORTSMOUTH CITADEL CORPS, PORTSMOUTH
Visited on 13th August 2003
Officers:
- Major Carol Lockhart & Assistant Officer
Staffing:
- 33 paid staff in total - £55,000 per month in wages
- Centre Director
- Thrift Shop Manager
- Good Neighbours Program Manager
- Catering Manager (also oversights Portsmouth North Corps)
- Nursery Manager - Child Care Centre (10-12 employed staff)
- Approximately 100 volunteers
Community Service Program: “The Haven”
- Programs are heavily subsidised by community grants, local government etc.
- Nursery Program (Child Care Centre)
- Good neighbours program (visitation, shopping, home repairs, etc.)
- 2 Thrift Shops (1 on-site and 1 in-town centre). The shop in town centre includes a furniture service which contributes considerably to financing the programs (also repair of furniture for re-sale)
- Café open 6 days per week, including breakfast and lunch
- ‘Meals on Wheels’ program (privately run and funded by the Corps)
- Luncheon Club (subsidised nutritional meals)
- Hair Dressing program
- Parents and Toddler group
Worshiping Community:
- Very traditional Corps (including strong sections of Band & Songsters)
- Opened by Catherine Booth when Army was still Christian Mission (No. 12 Corps)
- Recently commenced a Contemporary Group
- Attendance of about 130
History:
- Naval Port – a very transient community
- Corps situated in poorest area of town (category 4 area, according to government classification), but are highly respected by local authorities for the ministry and services they provide
- Good links with Portsmouth North Corps who are now having a regular attendance of about 35
- Extension of property undertaken due to request by City Council to expand their Nursery Program (Child Care Centre). A grant of £400,000 was given for the project
- Strong links established between parents from ‘Parents & Toddlers’ group with the church, study groups, any many dedications have been conducted
- A very successful camp was conducted for the parents and toddlers
- Many people integrating into the Corps from their community programs over the past couple of years
- Lives are being transformed – some people are now talking about and exploring membership. 1 soldier enrolled (recovering alcoholic)
Future:
- Previous facilities used for Nursery Program will be reutilised to extend youth ministries and services, counselling services, and other health services
- Moving towards a Pastoral Care Team – all people cared for including CO’s
Other:
- CO’s have important roll with staff and programs through support and chaplaincy
- Links with Catherine Booth House (management responsible to DHQ and program is Salvation Army funded)
- CO on Advisory Board providing chaplaincy and links with Corps through shared facilities
3. REGENT HALL CORPS, CENTRAL LONDON
Visited on 14th August 2003
Officers: - Majors Alan & Alison Burns
Staffing:
- 30 paid staff (all Christians)
- Centre Manager
- 1 part time and 2 full time Project Workers
- 6-8 Café workers
- 2 Bookshop staff
- Various administration and domestic staff
- Minimal use of volunteers
Community Service Program:
- Café open to the public (main shopping strip in Europe)
- Drop in centre for the Homeless
- Give out sleeping bags, provide counselling, referrals and other assistance
- Goal of establishing a separate worship service for the homeless (allowing for the huge cultural/class gap with existing congregation)
- Chaplain for the Homeless Centre, situated adjacent to Corps, is actually appointed to the Corps to assist with linking people from the community program
Worshiping Community:
- Present Sunday program:
- 10.00 am - Open Air Meeting
- 11.00 am - Worship Service (250 attendance)
- BYO Lunch in 3 canteens in centre (rooms on upper floors) providing cooking/heating facilities (150 attend)
- 2.00 pm - Open Air Meeting (during shopping hours)
- 3.00 pm - Gospel Praise Meeting (Salvation Message)
- Sunday transformed into a family atmosphere
- Café church service developed, once a month for 1 hour, which is based on a model from St John’s Church in Sydney (set up the hall with table and chairs – every table to have 2 vacant chairs for new people, creating a pub atmosphere, relaxed and free style). Excellent musicians who are exceptionally creative, use a variety of means to communicate the Gospel message
- Heavy emphasis upon discipleship (process taking 6 – 7 months)
- Several Alpha Courses (students, homeless, regular, day time)
- Life Worth Living Program (developed from Alpha course and based on Philippians)
- Home Groups
- Commitment to growing healthy families – people to be involved in no more than 2 time slots in addition to Sunday attendance
History:
- Located near busy Oxford Street (termed Europe’s busiest shopping Street)
- Inner City Corps, in the past was opened one day per week with all day involvement on the Sunday (12 hours), 3 services and 3 open-air meetings (entrenched tradition). Following the final service they locked and chained big iron gates on the Sunday evening, not to be opened again till the following Sunday. As a result, all except one family left the Corps. Average journeying time to church is about 45 minutes.
- “Reinvented” itself over past 6 years (major change came 4 years ago with the Café opening), which followed the realisation, as with many other major (large) Corps in the area, they had got stuck in a rut and were diminishing.
- Negotiated a change process over 1½ year’s to redevelop their Sunday Program (this included a professional survey and analysis). They encountered some stiff resistance from a small group (including some older officers in the Corps). This process created a climate whereby further changes would become possible. Throughout the process the people were “loved to death”. Many of the local leaders were committed to the process and to the need for change to take place. Although they were cautious about this, they were still committed to the task. At times it got “wobbly and almost fell apart”, except for the attention to support them through it by the CO’s. The CO’s focus was upon the leadership team and having them own the vision, this enabled the process to ease through.
- Major Alison was previously a Soldier of the Corps – it is believed that this assisted in the process of change as she had some credibility – being one of them, while being a part of the change process
- The major question was asked, “What kind of church does God want here?”
Future:
- Developing home groups at present – goal of every member involved in a small home group
- Intentional placement of people in these groups, as well as basing them on locality (all to have their own pastor, reporting to the recruiting sergeant)
Other:
- Good use of multimedia
- Centre open 7 days per week to serve the community
- Good community use of buildings, main auditorium and meeting rooms. Program guide of local community events integrated in Corps events calendar.
4. CAMBRIDGE HEATH CORPS, EAST END OF LONDON
Visited on 15th August 2003
Officers: - Major Pamela Smith & Major Dot Crosswell
- Major Pam Smith has been in the appointment for the past 12 months, recently returning from Russia (1992 – 2001). Her husband ill and she has 2 children aged 12 years old and 6 years old
- Previous officer was in appointment for the past 20 years and adopted an officer led approach, resulting in no Corps Council or Leadership Team
- Assistant officer, Major Dot Crosswell, was only appointed in past six weeks (due to husbands illness)
Staffing:
- Community Restaurant staff
- Volunteers operate the Thrift Shop with supervision from CO’s
Community Service Program:
- Extensive community programs
- Thrift Shop (run with volunteers)
- Community Restaurant (run with paid staff) – opened to the public for about £2 & 50 pence per meal (housing benefit and other government staff utilise this for meals as well, demonstrating strong community acceptance and support)
- Luncheon Club, for over 60 year olds, who pay a joining fee of 7 pound per year and receive subsidised meals at £2 pounds each
- Shower for use of homeless persons, also access to clean clothing
- ‘Meals on wheels’ program provided to 2-3 local centres and some individuals
- A room also established for computer training and internet access – under utilised at this time due to other free access available in the community
- Other Social Programs located locally include, Booth House Hostel (homeless men), Hopetown Hostel (homeless women – closing for demolition and rebuilding to commence soon), where there is an attempt to link people from these centres to the Corps. The Chaplain to these centres has become the CSM for the Corps and brings people with her to the worship services
Worshiping Community:
- Sunday Worship 3.00 pm (30-60 attendance) and 6.00 pm (20-25 attendance)
- Corps comprises mainly older people
- Generally song book use, no multimedia or modern resources
History:
- Corps situated in the East End of London close to The Salvation Army’s beginnings. This is a poor area with a very high crime rate.
- Traditionally been known as the Corps with the “BIG” band (in numbers and quality), and people travelled from great distances to belong to the band; which is presently small, with about 8 people travelling in from out of town. Later starts due to people travelling from outside of the community.
- CO’s have been trying an “evolution approach” rather than a “revolution approach” to bring about the change that is necessary (and acceptance of change)
- Though not favourably located on the main street, they are on a bus route enabling people to visit the Centre for assistance and to utilise the restaurant
Future:
- Challenge is to make the Corps relevant to the local community (a “community” church v’s people travelling in as has been the history) and the growing acceptance of the people within the Corps to own this vision
- Big need is to change the leadership culture and to develop local leaders
- Need to evolve to be a local ministry to the East End of London
- Corps still to develop clear goals and objectives
Other:
- Officers of the East End District are coming together for prayer support regularly
I found the Study Tour an immensely valuable experience, as we caught a glimpse of the broader ministry of the Army, and the shared vision between two Territories to “go and make disciples of all nations”. The four corps we visited allowed me to better understand my own ministry at an integrated site, by seeing the successes and failures, frustrations and joys, support and opposition through the experiences of other Officers at different stages of the journey. There were elements of their respective ministries that both affirmed and challenged me as I reflected on my own ministry context.
My learning was further enhanced by the opportunity to share the experience with some terrific officers in our study group who brought with them their own unique, yet familiar experiences. The time we spent traveling between the corps allowed us to dissect what we had learnt from each location and to discuss openly how it related to our individual appointments.
It is difficult to fully capture on paper all that I have learnt and gained from the Leadership Summit and Study Tour, yet I can say that it is an experience that will continue to play an important role in my development as an Officer. I am fortunate to have a corps that shares the desire to grow and develop in their own Christian walk and to effectively reach out to our community. The Corps Council have been open and receptive to what I have brought back from my tour and eagerly await further opportunities to learn from my experience abroad.
I would like to express my sincere appreciation to The Salvation Army for significantly investing in my leadership development by granting me this unique opportunity.
