Left to fend for myself; Social Trauma Part -2-

Most officers have wrestled with, and argued the validity of The SA as a church, while concurrently defending the movement as a social service agency (religiously motivated organization). Many in the FSAOF fellowship have spoken to the juxtaposition and the confusion it causes, and suggested that’s part of the problem in establishing effective after-care. Jeff Bassett, a “former” from the USA Eastern Territory wrote his MA thesis focusing on this . (e-mail selmoscow@aol.com for the dissertation)

Research into The Salvation Army's Dual Mission
Eastern Territory USA
Jeffery T. Bassett
Masters of Science in Organizational Leadership
Philadelphia Biblical University
April 2008


Problem Identification



The problem to be addressed within TSA’s situation will be classified as an identity crisis. Since the very first days of the denomination/organization’s beginning, there has been a constant tension of whom and what it is. The question TSA has had to ask itself has been, “Are we a church, or are we a social service organization?” This problem has led to the following areas that are affected by the answer to this question.
- Sacraments
- Funding
- Ordination
- Community perception and Member identification
- Clerical responsibilities and priorities

"Figure 1.2 shows the health, effectiveness, and freedom which will be realized when clear communication and settled identity as a mission is realized. While the research will show that there is mission ambiguity, the goal for long term effectiveness and sustainability must be to bring clarity to mission and purpose within all levels of the organization. "
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Perhaps leaders when deliberating on the aftercare necessary for those resigning as officers also wrestle with this question and find it more convenient to apply a regionally designed organisational application rather than a Christlike (Spirit led) attitude and approach. It’s clear though that there exists no approved exit strategy designed to be adopted and practiced internationally. And perhaps that’s a good thing as cultures and values differ as it applies to business practices. Nonetheless, oversight is needed to ensure that those officers contemplating resignation be provided all possible support as they face the angst experienced in leaving the security and relative comfort of a guaranteed income, furnished home, company vehicle, health provisions, retirement benefits, etc. Adding to the stress, and for many a very real trauma, is being divorced from God’s personal call to serve Him as a Salvation Army officer.

Some in our fellowship, having taken on Ministerial roles in other denominations (Church of England, Methodist Church, Baptist Church) have shared how those leaving their ministry roles in their church are treated/celebrated. And, many question the Army’s resignation statistics suggesting they are skewed and that SA resignation percentages exceed those in other (UK) denominations. I, for one, commend the Army for its openness in discussing this fact.

A white paper is being composed addressing many of the issues mentioned in this article in the hopes and expectation that a more focused exit strategy and after care programme be adopted for international applications insuring a uniformed level of care. The below, used by a major denomination might serve as a model:

Policy # 8
PROTOCOL FOR AN EXIT INTERVIEW
Background and Purpose.
The purposes of exit interviews are several and often depend largely upon the conditions
surrounding a pastor’s departure. The Exit Interview may simply provide closure and an
opportunity for celebration and blessing for the pastor, the church and the Presbytery. The Exit Interview may also serve as a kind of debriefing or unpacking of a pastor’s experience with a particular church. Authentic sharing may also provide insights related to the challenges and opportunities in a given church, as well as point to appropriate qualities of its next pastor.

Participants
I. Initially, it is suggested that pastors of congregations and certified educators (CE) be the focus of the Exit Interviews. If after six months to a year it is found feasible to extend this to Interim Pastors, Stated Supply Pastors or certain Specialized Ministry Pastors, the program will be broadened.
II. Two members of the COM (General Conference) will meet with the pastor/CE. They will meet separately with the Clerk of Session or designee of the Clerk. It is felt that more effective listening is possible with two, especially where there are concerns/problems/ hurts which need airing. The meeting with the Clerk or Designee can take place after the pastor has left. Conducting the interviews will be the sole responsibility of COM team members. The team members will determine the division of labor for the six month period (i. e. regionally, monthly) Matt: 18:16; Luke 10:1

Timing of Exit Interview
The pastor/CE and Clerk of Session should be contacted to set up the Exit Interviews as soon as possible after public announcement is made of the leave taking. It will be the responsibility of the Executive or Associate Presbyter to see that the team members are notified immediately.

Process within interviews
The pastor/CE (or Clerk) should be told that notes from the meeting will go in a folder, filed with the Presbytery and available only to the Executive Presbyter, the Associate Presbyter, the Chairman of COM, and available, where appropriate, to the liaison to the PNC.
The process of disclosure to Presbytery staff or anyone else should be defined at the beginning of the interview with the understanding that at the end of the interview the points recorded will be read back to the pastor/CE for clarification. There should be clear agreement about the information which the pastor/CE wants kept confidential and that which can be included in t he written report. Both the interviewee and t he two members of the COM interviewing team will sign off on the written report before it is filed.

Sample Questions for Interviews
Why are you leaving?
Tell me about your experience at _______________.
What did you enjoy the most?
What were your greatest challenges?
How did you grow during your ministry at ____________________
How did you take care of yourself?
What was your experience with staff relations?
What excites you about this church’s future?
What worries you about this church’s future?
What, in your view does this church need?
What do you think are the church’s expectations of its next pastor?
How did your family experience the church?
How can Presbytery best support this church?
How can the Committee on Ministry best support the next pastor?
What can we learn from you about this church or the Presbytery to increase our effectiveness?

Part 2 of 4

Dr. Sven Ljungholm
Former
USA, Sweden, Russia, Ukraine
Active soldier, SA Exeter, UK