Springdale Corps, Newfoundland, sings the praises of the new mission board model.

We are living in times of extraordinary change in all aspects of life and ministry in The Salvation Army worldwide. For this reason, the Canada and Bermuda Territory is exploring a new method of corps leadership to help us achieve our mission today. Like Samson in the biblical story, we can no longer expect to “go out as at other times” to fight the battle (see Judges 16:20 KJV).

For many years the corps council was the method of local governance and leadership. The council was under the control of the “commanding officer” and was comprised of long-standing, commissioned local officers. The degree of consultation and dialogue depended almost entirely on the personal leadership style of the corps officer.

In recent years, more corps have embraced the new administrative model or “mission board,” which utilizes a more interactive style of corps leadership. Springdale was primed and ready for the new mission board concept in 2003, when it was first implemented by former corps officers Majors Gary and Glenys Butt. According to the current corps officers, Majors Gerald and Doreen Lacey, it is proving to be an excellent form of team leadership.

Recently, I surveyed members of the mission board to get their reaction to the new model:

1. Does this new mission board provide a better leadership structure to your corps?
All respondents were convinced that the new mission board is proving to be a much better method, pointing out the added values of better ownership and representation from a wider cross-section of ministries within the congregation. It frees up corps officers to be more focused on their pastoral ministry.

2. What has been the most significant difference from the old corps council model?
Most local officers mentioned “ownership,” while others pointed out keener interest and better attendance by the congregation at the corps’ annual meeting with good interaction on reports given. Also, ministry job descriptions are much more clearly defined. Another member pointed out the value of having separate smaller committees handling matters of business, pastoral and corps programming rather than one large body of leaders. The new model is less cumbersome and matters are more promptly and efficiently addressed.

3. Have there been any challenges in finding people to take on the specific roles and responsibilities?
As the demographics change in our communities there will always be challenges in finding and retaining the best people for each role. It usually depends on the size of congregation. For smaller corps it is a challenge not to count on the same people for too many leadership roles. In some congregations situated in “aging” communities, it is difficult to get young leaders. The business administration chair is the most difficult to fill due to the skill set required for fiscal management and accounting.

4. Has the congregation expressed its opinion on this new mission board model?
They are quite pleased with the operation and effectiveness of the new model. In fact, if a decision was made to change back to the former corps council model we would have strong opposition from some members. This is no surprise, considering the board’s innovative efforts at regular communication with the congregation.

5. Was the congregation well informed of the proposed change from the corps council to the new mission board?
Members of the former corps council were involved in informing and preparing the congregation for the transition to the new mission board. Opportunities for dialogue with the congregation were provided during the transition process. With the increased attendance at the annual (congregational) meetings, a move toward more frequent open meetings would be much appreciated.

6. Has there been a review or evaluation of the effectiveness of the new board?
No formal review has been established, but regular informal evaluation and interaction has been applied, with clear indications that our leaders and the congregation are pleased with the effectiveness of the new mission board. Members of the board and the corps officers have an open and amicable working relationship.

While this new model has been implemented mainly by the larger corps in the division, some modified versions are also being introduced in some of our smaller corps. A new day requires new leadership models to match the current ministry challenges. Gifted local leaders need to be recruited, mentored, equipped and engaged for the work of the Kingdom today.
by Major Junior Hynes, Divisional Commander, Newfoundland and Labrador West Division