In General Shaw Clifton's New Year 2010 Pastoral letter he writes, ... “This season of new beginnings allows us to place before the Lord also the hopes we have in our hearts concerning our daily work. Many of you reading this are Salvation Army officers making plans for the spiritual advancement of those you lead and those you serve in Christ's name. I say to you, 'May God bless those plans, those sacred ambitions for the souls of others.'There are also several hundred ‘former’ officers to whom I’m certain he’d say the very same words, that God will bless our plans as well. Many continue in our consecrated, ordained roles as pastors , teachers and shepherds, while others live out their calling in other areas of service. No matter where our vocation is lived out, and as we faithfully serve in this New Year, we are also mindful of a corporate mission as ‘former’ officers as our plans too continue to be 'sacred ambitions for the souls of others.' However, we have other urgent matters too that the Lord has placed on us, as a spiritual body; the reformation of THE SA Officer retention and resignation process- to thwart the steady departure of well-qualified, committed officers. We are concerned...
The first and key step in formulating a sucessful strategy is acknowledging that reform is necessary. One need only take a cursory look at the alarmingly high percentage of officers resigning from active service each year to recognize both the immediate and long-term negative implications.
General Shaw Clifton shared in his, “If Crosses Come”. The Officer, 2009. ‘Each year I receive the global annual statistics for officer resignations and dismissals. Those for the calendar year of 2007 show that fewer colleagues left officership than in 2006. Of approximately 16,500 active officers, 257 or 1.6% left in 2007 (274 or 1.9% in 2006).’ While there may indeed be cause for minimal optimism, the overall statistics relative to resignations are cause for very real concern, and addressing them is tantamount. Assuming the resignations remain at a percentage level of between 1.5 and 2 %, one must also remember that each departing officer often represents a significant number of years of active service; experience and commitment.
The average number of years of service represented in the FSAOF is approximately 10, or a combined 2,700 years (275 members worldwide). Further, at the current rate of departure, this represents a staggering 2,500 experienced and tested officers ‘leaving the work’ every decade.
The official reasons given for resigning were:
Domestics, marital or family: 65 (25.29 %)
Dissatisfaction, for example, appointment/remuneration: 54 (21.01) %
Misconduct: 49 (19.06) %
Unsuited for further service: 25 (9.7 %)
Transfer to another church:16 (6.23 %)
Marriage to non-officer: 15 (5.8 %)
Feeling discouraged: 14 (5.4 %)
Health issues:14 (5.4 %)
Health of spouse: 1 (.4 %)
Doctrinal issues:4 ( 1.55 %)
It's unlikely that anyone knows for certain the exact numbers of those who have resigned, it's surely in the several thousands, and perhaps it's to everyone’s advantage to keep the count private. Nonetheless, there's little doubt that the count exceeds the number of those still in active service. FSAOF members share that typically, fewer than 50% of their session mates remain in active service.
And, it must certainly cause constant consternation, concern, and cause for contemplation among SA leaders in many territories. And it must grieve God's heart to see the number of steady resignations; scores who promised a lifetime of loyalty to ‘the cross and the colours’ are departing, many leaving to serve elsewhere. While some loss is inevitable, one must question why there is such a seemingly steady flow. The above list of ‘reasons’ suggest that there is no unique or single common motivating factor, the resignations stem from a multitude of factors. Those still active tell us they're 'too busy within their own commands' to give attention to additional concerns, no matter the urgency. And for those in a position of leadership the question of officer retention appears to be far removed from the list of daily demands; 'left to the handful at the top'. What then, if anything, can and is being done to thwart the loss of present day and future officer leaders? More specifically, is there a role for the FSAOF to provide in turning the tide?
As a spiritual body nearing 300 members, the FSAOF is very concerned about the army’s future, the organization that trained us for the ministry and in the roles where we serve today. The spiritual body we represent was grounded and formed in response to a ‘call’ each of us heard, accepting our vocation in accordance with Paul’s description in Ephesians 4:11-12 (NIV) ‘It was he who gave some to be apostles, some to be prophets, some to be evangelists, and some to be pastors and teachers, to prepare God's people for works of service, so that the body of Christ may be built up’.
Your battle is our battle...
END PART ONE
Dr. Sven LjungholmFormer USA East
Active Soldier, Exeter Temple UKT
11 comments:
Sven,
A very well written and thoughtful article. Your writing makes me ponder a bit about what it is that can be done about the loss of many officers.
I think one area that needs improvement from my point of view is better communication and follow up. As we know many have left officership and have returned. That would be an interesting statistic. Also the reason for returning would be helpful.
USA East former
Thank you- part two will speak specifically to the importance of communication and follow up, or as most often referred to as "after-care" in the 'formers' forum.
I will also share more about how we formers can be a vital resource.
Blessings !
Sven your article leaves us with much room for thought. I often turn to your blog because I find it inspirational, informative and inclusive, even though I am an active Officer. There are many times when I find your articles speak to right where I am, challenge my heart and mind and at times have helped spur me on in my ministry, so thank you.
I am a single Officer, having served all my Officership (over thirty years) alone. My appointments have been vast and various. Corps appointments, DHQ and the ITC as it was. There have been times of absolute certainty of 'Just where He needs me my Lord has placed me' there have however, been other times when I have felt like a square peg in a round hole and I have been left hanging on by the skin of my teeth. More often than not Sundays have been an absolute delight and I have known deep joy and satisfaction in ministry. However, I have also experienced times when I have had to force myself to go to the Army, the sense of 'you have to go ... you're the Officer' and I have come away with the song in my mind: 'Tell me why I don't like Sundays' (Boontown Rats). In one Division the DC and his wife would ring every Officer on the Monday morning to see how they were and how their Sunday had been. As Officers we knew this was genuine concern and interest and I felt free to be able to tell the truth, not colour the situation or say what I thought they wanted to hear. When they farewelled and were followed by new DC's they picked up on this ministry and followed it through for a few weeks before they decided they 'hadn't got the time to do this' and passed it on to other members of the DHQ Officer team. Somehow, it lost something of its sense of ministry and it was as if became a 'job' something else to do before they got on with the rest of the week. They would ring on a rota basis so you could work out who would be calling which week. This would determine whether I would answer the phone or not I knew who was really interested and who wasn't.
What is it that makes some Officers resign and others at times grit their teeth and carry on? I don't know. But I do know and believe that genuine pastoral support makes a world of difference, this I believe to be the same both within Officership and to 'formers'. In the UK all Officers have been encouraged to untertake a training course 'Everyone Counts', it was known as 'Lab 1'. The course gives us reasons and resources to visit ex Salvationists, listen to their pain and hopefully and prayerfully through love and genuine interest people will return. I put this teaching into practice in my present appointment and it has been wonderful to see numerous people return to the Corps after many years away. Have we / TSA not got a similar responsibility to care / love formers not necessarily in a bid for them to return but in gratitude for all they are and all they have done in the name of TSA. And then maybe, just maybe we have a part in the healing process and possibly the restoration process. To keep Officers I think we have to face up to the responsibility of genuine pastoral care, make this some people's sole responsibility and ministry, not just as the present pastoral care team works at present. We need a fence at the top of the cliff, not an ambulance at the bottom.
Active UKT
My husband and I resigned after 11 years in 5 appointments, to plant our own church. Two years on we have a small but vibrant fellowship; we both have full time jobs in addition to our church responsibilities; upkeep, cleaning, repairs, and bills for one thing or another, a steady list. We love the independence, but we sure wish someone had spelled out just what we'd face. Sven, there's no question but that your thoughts could have real positive outcomes if the SA acts on them. I also appreciate what you said about the officer comraderie. One thing I miss in our new ministry is the possibility to participate in retreats. I always found them inspiring and helped me grow spiritually. We can't afford them just yet.
I look forward to reading the next installment.
Former but active in a new ministry
USA
While I agree that aftercare is needed, what about "beforecare"? What could have made a difference? Is it possible to create a culture where concerns can be brought to the table before it's too late? I wonder what percentage of the officers who leave might have been able to stay if something had been different? Is there room for a shifting of the balance between the needs of the Army and the needs of the officer?
JoAnn
USA East Active
Thank you JoAnn, "beforecare" is indeed a critical component relative to the retention factor. Active UKT speaks to this as well, ' We need a fence at the top of the cliff, not an ambulance at the bottom.' This recommendation is dealt with in the post being added tomorrow, part -2- of the article, and more specifically in part -3-, to be added later this week.
With regard to a shifting of balances, from my perspective, having served in 7 different territories/regions/divisions in 4 countries, and with command responsibilities in one (Ukraine/Moldova), balances "shift" in direct accordance with need. Leaders move the goalposts and change the rules to suit the command and/or officer.
The FSAOF feels very strongly that dialogue ought to be established between those contemplating resignation and representative 'formers', (same territory) the fence "gatekeepers", to warn those contemplating an exit as to what awaits them when reaching the bottom.
Thanks for this, Sven! Somewhere along the line I'd like to see the reasoning on not following up on formers from a purely financial standpoint. When you consider all the money invested in training officers, I just don't get it. If you had purchased a really expensive vehicle and it suddenly quit, would you say, "Oh I'm too busy to find out why. Let's just replace it."
Well said, Cheryl !
A few ad hoc observations; perhaps they will kick-start a series of articles ?!
Employee recruitment and retention are increasingly critical priorities particularly as TSA's ambitions, vision and commitments expand beyond our traditional roles. New tasks and challenges demand ever increasing sophisticated officer and civilian employee qualifications.
Many SA officers qualify to assume non-traditional officer roles.
Abolish the regulations pertaining to the transfer of officers to civilian employee roles (invaluable resource), including the policy of NOT re-instating officers who divorce for a proscribed period of remorse-reassessment-reconciliation) (?) (does anyone really know what the regulations are- or is it simply a case of compromising; "who you know" and one's "SA genealogy" ?)
Conduct and share Case Studies: Why Good Officers Leave, beginning in year One of Training, and use at Councils for discussion
As always, more management and sensitivity training needed...
The decision to leave often comes down to listening and respecting the opinions of one’s troops; personal pride.
Be proactive and create strategies to improve the organization's ability to carefully retain, rehire (as civilian employees) and develop its most valuable asset: Its officer-people.
Change can't be controlled but it can be managed. TSA's future is best protected when the changes are in the hands of, and led by qualified officers and former officers, committed to a shared mission !
"Your battle is our battle..."
What awaited me after "Leaving" was so much better than staying and facing constant friction and disapproval. Too late for me as I face the final years of my life but what I hear on this Forum from younger ones who have left or forced out dismays me. I say this to the Higher ups. If you want to still have a SA Church from which you are going to draw a pension you better do something. How about sabaticals or counseling when one encounters problems. Coming to some kind of agreement so they can stay in their vocation
Former USA EAST
It is nice to know the fellowship exist and with the internet we are able to share. My parents were army officers and at the time of departure it was very displeasing, being at morning time at the Corps and at evening at the sidewalk with our belongings. Afterwards another officer had pity on us and allowed us to stay at his home.
Although my father´s solely fault on the whole issue, we were also 5 small kids with them, so handling should have been better for family sake.
I came to despise everything that had to do with religion and with the Salvation Army, but our Savior had mercy on me and called me when I was in the darkest place to serve Him and lead me to the Army I despised.
So many years after, I am a Regional Commander, facing challenges and one of those is officers leaving; I personally make sure people are treated fairly and I do every effort to retain them in the ranks. I see the kids, I talk to parents, I focus on justice and future.I am happy to say that some couples returned and are doing great.
I just want God to be glorified and on the last day no the be ashamed of being told of having the opportunity of doing something right and I did not.
I believe we have to be responsible for our doings, but in the middle of that we must be compassionate also and see all the sides of each story. That is my history and I thank God for having patience on me and for giving me the chance of loving him and serving Him in this marvelously imperfect Army.
as a corp member, it is so very hard to adjust to new officeres every 2-3 years. Our youth just get to know the officers, the very fact that they can confide in them and bang they are gone. This has beene expressed openly by our youth. This is not they way to retain them or to have future officers if the youth see this as how things are run. We are not a small corp, by no means, but future officers can come from these kids who see this as a neg. in the Army.
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