2004 – 2006
Strategy document
Part of The Salvation Army’s
Strategic Framework for the
United Kingdom Territory with
the Republic of Ireland
Published, May 2004
CONTENTS
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3
Welcome Letter
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4
Glossary
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Appendix 1
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35
Divisional Performance Management Model – PILOT
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11
Divisional Liaison Officer Programme
Appendix 8
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ALOVE UK Organisational Chart
Appendix 7
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ALOVE UK 2004-05 Budget
Appendix 6
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ALOVE UK 2004-05 Deliverables
Appendix 5
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New Expressions of The Salvation Army
Appendix 4
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Implementation of the Territorial Youth Strategy
Appendix 3
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The Context for ALOVE
Appendix 2
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10
APPENDICIES
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8
Operating Framework
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7
The Essentials
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6
The Building Blocks
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5
Response to the Strategic Framework
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2
Welcome Letter
Dear Friends and Colleagues:
Thank you for taking the time to read this document. While l acknowledge strategy
documents rarely make it into a person’s list of ‘Top 10 reads of all time’ l do hope this
stimulates your thinking and increases your understanding of ALOVE.
You maybe asking “What is ALOVE?” Hopefully in a few minutes you will understand that
the new national youth strategy is ALOVE, The Salvation Army for a new generation.
In the next pages you’ll read about the strategy and consider the structure. However,
without “soul” this will be but a lifeless document. So what is the soul of ALOVE.....?
ALOVE is our attempt to live out the unconditional, gracious, saving, forgiving, serving,
compassionate, radical and audacious love of Jesus. A love that can create a planet, live
the life, fill the gap and turn the world the right way up. A love to live for and a love to die
for. A love big enough for any time and any place, everywhere and everyone. A love
which is hinted at and hungered after in every pop song, cheesy movie and teen
magazine. A love which has become mislaid amidst temporal imitations and disfigured
representations. A love which still screams salvation to a lost world.
In a world where love has become everything and nothing, ALOVE is our attempt to do
the real deal, to give a generation back to Jesus and to give The Salvation Army to a new
generation.
I would appreciate any thoughts, feedback or questions you may have as a result of
reading this document. Please contact me at ALOVE@salvationarmy.org.uk,
020 8288 1202 or visit the ALOVE website at www.salvationarmy.org.uk/ALOVE.
Russell Rook
Director
3
Glossary
The following glossary of terms applies for The Salvation Army in the United Kingdom and Republic of Ireland.
ALOVE – The Salvation Army’s ministry for young people aged over 11 years old.
DYO (Divisional Youth Officer) – Employee/officer responsible for leading the division’s youth ministry.
DC (Divisional Commander) – Officer(s) responsible for leading The Salvation Army’s ministry in the division.
DDE (Divisional Director of Evangelism) - Employee/officer responsible for leading the division’s evangelism
strategy. The DDE is line manager of the region’s DYO.
DDSW (Divisional Director for Social Work) - Employee/officer responsible for leading the division’s social work
ministry.
DHQ (Divisional Headquarters) – The Salvation Army’s work across the territory is administered through 18
divisional headquarters, each responsible for a geographic region.
DIVISION – one of 18 distinct divisions making The Salvation Army’s United Kingdom Territory.
DLO (Divisional Liaison Officer) – ALOVE UK staff member assigned to DYO and DDE to ensure effective access
to ALOVE resources.
KPI (Key Performance Indicator) – a quantifiable measure of the key results area.
KRA (Key Results Area) – a clear quantifiable and standardised measure to assess a division’s implementation of
youth ministry.
NEO (New expression of The Salvation Army) - Examples include new church plants centred around youth; new
youth-oriented initiatives reaching out to young people who are marginalized etc.
SA – The Salvation Army
TERRITORY – The Salvation Army’s UK territory includes England, Scotland, Wales and the Republic of Ireland.
The Territory is led by the Territorial Commander based at the Territorial Headquarters at 101 Newington
Causeway, London.
TERRITORIAL COMMANDER – Officer responsible for leading The Salvation Army’s ministry in the UKT
THQ (Territorial Headquarters) – The administrative headquarters for The Salvation Army’s operations in UKT.
UKT (United Kingdom Territory) – The Salvation Army serves in England, Scotland, Wales and the Republic of
Ireland.
4
Response to the Strategic Framework
In October 2002, The Salvation Army published the Strategic Framework. This initiative called all internal
departments within the territory to produce a coherent document by May 2004 outlining specific strategies that
dovetail with The Salvation Army’s national strategy for the United Kingdom and the Republic of Ireland (UKT).
This work is driven by:
Vision Statement for UKT
We will be a spirit-filled, radical, growing movement with a burning desire to lead people into a saving knowledge
of Jesus Christ, actively serve the community and fight for social justice.
Mission UKT
The Salvation Army, an international movement, is an evangelical part of the universal Christian Church. Its
message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of
Jesus Christ and meet human needs in his name without discrimination.
The Strategic Framework outlined the following beliefs:
God’s mission for The Salvation Army remains as ever to create community for those who have none, to fight
for social justice where people are oppressed and to move forward in faith as we participate in the building of
his Kingdom on earth.
Strong, clear and focused written strategies will make our national mission and vision statements a reality.
Strategies should reflect God’s will for The Salvation Army; involve all parts of our church and social outreach
work; maintain a consistent approach but allow a diversity of response; and build on the strengths, talents and
experience held by The Salvation Army as a corporate body and by each individual corps, centre, programme or
department
5
The Building Blocks
Following the research and publication of Playing with Fire and Firestarter, Commissioner Alex Hughes, Territorial
Commander for The Salvation Army in the United Kingdom and the Republic of Ireland, initiated a new strategy
for youth ministry in January 2003 (see Appendix 1 for more detail). In March 2004, this new strategy was
launched as ALOVE – The Salvation Army for a new generation.
ALOVE UK – formerly known as the Territorial Youth Ministry Unit – is The Salvation Army’s national office for
ALOVE. Commissioner Hughes’ mandate for ALOVE UK is to work with all eighteen divisions to ensure that
every young person has access to::
Regular experience of worship within a culturally engaging setting
Ongoing access to discipleship through small groups and cell life
Continual engagement in mission with peers, families and the wider community
Recurring opportunities to be involved in social action
The territorial strategy is built on eighteen divisional ALOVE strategies led by the DYO and his/her divisional youth
team. Rather than a prescription, the eighteen local expressions of ALOVE (e.g. ALOVE Anglia, ALOVE West
Midlands etc.) will be guided and shaped by the vision, mission and four essentials.
Diverse expressions and contexts for these programme essentials are embraced as part of the same journey. As
divisions explore their individual context for youth ministry and implement these four essentials, they are
implementing the essence of ALOVE.
Significant prayerful and theological reflection established specific vision and mission statements for ALOVE that
tie directly into The Salvation Army national statements.
ALOVE Vision Statement
Giving a generation back to Jesus
ALOVE Mission Statement
Calling a generation to dynamic faith, radical lifestyle, adventurous mission and a fight for justice. 1
Every incarnation of ALOVE has four essentials:
Worship: Giving our lives and world back to God
Worship
Discipleship
Discipleship: Getting into Jesus and his community
Mission
Mission: Going into the world to find Jesus and point him out
Social Action
Action: Giving a voice to the voiceless
1
This statement is a rewording of the territorial mission statement for young people.
6
The Essentials
Worship
GIVING OUR LIVES AND WORLD BACK TO GOD
Whether it’s a pop concert, football match, walk through the countryside or a simple meal with friends, we all
express love or worship for the things we count worthy. ALOVE takes this fundamental principle and entwines it
with an ancient doctrine from the early church: that worship is what happens when God’s people give their world
back to God.
ALOVE intends that worship will meaningfully engage with contemporary culture. Early Salvation Army evangelism
was all about meaningfully engaging worship: what God had done for our forefathers was so great that they were
determined to give their lives back to him in worship, on street corners, in pubs, circus tents and theatres. Our
challenge is to voice that same heart through and in contemporary establishments and for each of us to discover
what it is to worship God in our own part of the world.
Discipleship
GETTING INTO JESUS AND HIS COMMUNITY
Discipleship is key to ALOVE because it mirrors the priorities of Jesus in the gospels. Jesus didn’t spend time
building churches; rather he spent his time in community, calling and training disciples. It was these disciples that
founded the church. Sharing their time and lives with Jesus and learning from him was enough to change the
world.
An ideal environment in which to build such community is often through a cell group. Cell groups are not a
strange, cultic, modern invention. Rather they echo the model of Jesus and the early church. Cells (and other
forms of discipleship) offer the chance to live in family with Jesus; to learn, to teach, to pray, to praise, to meet,
to eat, to love, to laugh, to reach our friends and change our communities.
Mission
GOING INTO THE WORLD TO FIND JESUS AND POINT HIM OUT
God is out there longing for people to come home and will go to just about any end to be reconciled with them.
For ALOVE, mission is helping others see this longing through our thoughts, words and actions. It’s showing
people just how much God already cares for them and is just waiting for reconciliation. It’s helping other people
see what God is already doing in the world and discovering him in their own lives.
Social Action
GIVING A VOICE TO THE VOICELESS
Throughout his ministry, Jesus spent time with all sorts of people from the powerful to the powerless. He listened
to those who did not have a voice and confounded the expectations and classifications of respectable society
when he did. ALOVE’s social action is working with those whom are ignored or disregarded by society today, to
ensure their voice is heard and their needs are met. It’s campaigning on key issues in our world and developing
social inclusion programmes that will nurture community, build up lives and restore relationships.
7
Operating Framework
GOALS & OBJECTIVES:
To move toward our vision statement and engage our mission statement, ALOVE UK has established a two-year
strategy with two primary operational thrusts. These two thrusts will focus on the successful implementation of
the national youth strategy in all 18 divisions, and the support of new and emerging expressions of Salvation Army
youth work (NEOs) in the territory (see Appendix 2 & 3 for detail on these thrusts). In order to develop the
potential of our young people and to enable our youth workers and leaders to be even more effective in their
existing roles (see Appendix 2 for detail on DYO/aDYO roles), it has been determined that ALOVE UK will focus its
resources on facilitating the following key deliverables:
2004–2005
18 divisions in ‘implementation’
10 new expressions of Salvation Army youth work
2005–2006
18 divisions ‘implemented’
15 new expressions of Salvation Army youth work
STRUCTURE:
ALOVE UK will achieve the measurable objectives using three internal teams:
Personal Development Team – providing a comprehensive personal development programme for young
people and a professional development programme for youth workers and voluntary youth leaders
Programme Team – developing effective opportunities for youth evangelism, discipleship, mission and social
action
Central Services and Information Team – resourcing national events, communication, and the day-to-day
operation of ALOVE UK
The ALOVE UK team is structured vertically, using these teams to capitalise on individual expertise, and
horizontally, using collaborative project teams to promote broader understanding. (see Appendix 6)
To provide effective communication, assistance and support to the implementation process, ALOVE UK has
assigned four members of the leadership team to act as divisional liaison officers. These liaison officers will seek to
provide streamlined access to ALOVE resources and personnel. (see Appendix 7)
PHILOSOPHY:
ALOVE is a movement, not a trendy image, designer logo or innovative programme.
ALOVE UK is called to support the development of The Salvation Army youth work at the local level.
Effective implementation of ALOVE will be achieved through leadership at regional and local expressions of
The Salvation Army.
ALOVE UK will provide strategic counsel and practical support within a framework of open communication
and active partnership.
8
ACCOUNTABILITY:
ALOVE UK is lined managed by the Evangelism Secretary through the Programme Service and ultimately
accountable to the Territorial Commander for delivering the national youth strategy within the approved
programme and budget framework.
ALOVE UK is accountable to the Divisional Youth Officer for professional supervision, and supporting local
implementation.
ALOVE UK is accountable to a national advisory group – to be established in 2004 – for broader strategic
direction.
EVALUATION:
ALOVE UK is committed to providing regular and useful management information to territorial and divisional
leadership. In 2004, ALOVE UK will begin a 12-month pilot of a Divisional Performance Management model (see
Appendix 8). This model is based on nine key results areas (KRAs) that ALOVE UK believes are critical to
successful implementation. These results areas are: Strategy, Worship, Discipleship, Mission, Social Action,
Leadership Development, Funding, Innovation and Involvement.
Each division will be able to tailor this balanced scorecard model by specifying their own key indicators that will
measure success. This will not require extensive administration or additional reporting responsibilities for the
divisional team and will provide the divisional team easy-to-see information as a tool to assess progress toward
implementation of the territorial youth strategy. Territorial leadership will be able to review all divisional models to
assess the overall state of the national youth strategy.
BUDGET:
ALOVE UK is committed to the development and good stewardship of an annual budget driven by the four
essentials of the national youth strategy, and annual deliverables required by The Salvation Army. ALOVE UK
believes these are crucial and necessary steps towards strong accountability for delivering on The Salvation Army
mission (see Appendix 5).
9
APPENDICIES
10
Appendix 1
The Context for ALOVE
ALOVE is the identity of The Salvation Army’s new vision and strategy for ministry to young people and young
adults. It is the name and visual representation of The Salvation Army’s commitment to a new generation.
Research shows that the UK church in general has seen rapid decline in the number of young people and young
adults attending and engaging with faith. For example, the English Church Attendance Survey (and earlier English
Church censuses) show that for youth under the age of 15, attendance was at 1,400,000 in 1979 compared to
720,000 by 1998.
Within this climate, The Salvation Army, despite numerous hot spots of excellence in youth ministry has also seen
progressive decline in the number of young people engaged with the movement. The Salvation Army United
Kingdom Territory Young Persons Register demonstrates a drop from approximately 120,000 in 1950 to under
20,000 in the year 2000.
This general picture of decline provides a wake up call to the UK Church. It demonstrates that overall, we are
failing to meet the needs of young people and young adults in 21st Century society. ALOVE is The Salvation
Army’s response to this situation. It’s not about bumping up the numbers; it’s about expressing the heart and
passion of The Salvation Army for a new generation and equipping young people to be The Salvation Army for
their generation.
The following quotes are taken from Salvation Army research into young peoples opinions on The Salvation Army.
“It’
s got the potential at its ver
“It’s
veryy best to be absolutely awesome, and absolutely
sublime and be absolutely what God intended it to be but at the other end of the
scale its got the potential to be absolutely horrendous and it’
s just so frustrating. I
it’s
think my passion for it stems from that… frustration about what we could be… we
have a massive potential and that is ahead of us rather than behind us.”
25-year-old male
‘Sometimes I don’t understand why they have so many rules.. they are a bit old
fashioned. They are trying to become modern, but they are keeping all the rules
the same…It’
s different to whenever it was set up so I don’t see why it doesn’t
same…It’s
change’
11-year-old male
‘The Salvation Army has created a culture separate from other churches let
amongst society in general.’
25-year-old male
‘A lot of The Salvation Army has young people that have grown up in it. [The
Salvation Army] should try and build something up that involves people that don’t
go to The Salvation Army
Army.. They should also have something where you don’t have
to be in uniform to be included. … a singing choir where you don’t have to be in
uniform at all.
16-year-old female
11
1
What are the desired outcomes of the ALOVE strategy?
To raise up the present generation of young Salvationists as a missionary force, equipped and empowered to
win the world for God.
To see far greater numbers of young people coming into a personal relationship with Jesus Christ and
committing themselves to a life of holiness and discipleship.
To see far greater numbers of young people engaged in Christian mission, incorporating worship, evangelism,
prayer, compassion, community service, advocacy and justice.
To establish a new vision and excitement among young people in the UK Territory.
To develop far greater numbers of trained and committed leaders.
To see far greater numbers of young people being trained and developed for leadership.
To create new models of Salvation Army worship and mission for and with young people.
To give far greater opportunities for young people to be nurtured and discipled in their faith.
To provide an enhanced energy and vitality in corps life, with young people acting as a catalyst for change,
growth and renewal.
To engage meaningfully with marginalised and socially excluded young people in the UK, and advocate for
young people who have no family or community support.
To transform and renew local communities affected by deprivation among young people.
To address the drop out rate of young people severing their ties with The Salvation Army by giving them
radical new opportunities to find and develop their faith.
What research did you do for the creation of the sub-brand, ALOVE?
The Salvation Army undertook all sorts of research that shaped the creation of a sub-brand. Questionnaires,
interviews and research groups were held as follows:
Divisional Youth Officers Conference, May 2003
Roots, May 2003
Dream Days: Granton and Falkirk, Summer 2003
Youth Ministry Unit, Summer 2003
Online survey – ongoing.
Market Research Groups around the UK.
For a copy of the findings, email: janet.miles@salvationarmy.org.uk
12
Appendix 2
Implementation of the Territorial Youth Strategy
Implementation is the process of realising the territorial mandate for youth work at the local level. Once
implemented, a division will be focusing on developing young people and delivering its youth strategy on the four
essentials of worship, discipleship, mission and social action. Before starting the implementation process, it is
important that a division understands what deliverables are expected from them, and what support they can
expect from ALOVE UK and their ALOVE UK divisional liaison officer.
EXPECTATIONS OF A DIVISION IN IMPLEMENTATION
It is expected that a division will deliver the following in the first 12 months of implementation:
Leadership
Divisional youth leadership team in place
Trained Divisional Youth Officer or associate Divisional Youth Officer in a training programme
Recruit and develop young leaders through the Bursary and Timothy programmes
Essentials
Written divisional youth strategy for delivering four essentials within three months of implementation
Identify models of good youth work practice and develop a strategy to deliver them
Communication
Written divisional communication strategy within nine months of implementation
Communicate youth work and hotspot strategies in the division
Resources
Assessment of impact on resources e.g. financial, personnel, programme etc.
Develop resource strategy to address needs
ALOVE UK’S COMMITMENT TO DIVISIONS IN IMPLEMENTATION
ALOVE UK is expected to deliver the following to support Divisions in implementation:
Programme Team
Develop cell leaders and a foundation for external partnerships
Support DHQ in the development of hotspots and new youth work expressions
Develop territorial events and support divisional summer schools
Liase with DDSW and DYO regarding social inclusion strategy and practices
Support the identification and implementation of social advocacy responses
Personal Development Team
Develop training programme and leadership resources for DYO
Identify DYO with DC and Director of ALOVE
Support Bursary and Timothy recruitment and placement in programmes in divisions
Develop leadership and vocational streams in divisional summer schools
Central Services and Information Team
Support development of specific divisional communications strategy
Develop profile, publicity, communication, web and brand resources for DYO
Develop discipleship and worship resources
Support the development and evaluation of divisional youth strategy
Explore funding opportunities
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IMPLEMENTATION SCHEDULE
Initial Consult
Day visit @ DHQ
Day visit @ ALOVE UK
DHQ Strategy Board
DHQ Strategy Board
(present draft strategy)
(strategy day & feedback)
(present refined strategy)
(present refined strategy)
VISIT #2
VISIT #3
VISIT #4
VISIT #5
VISIT #1
Jan-04 Northern
NW & London Cent
Anglia
Feb-04
E Mid & W Mid
LSE & Cent N
Mar-04
Northern
E Scot
Apr-04
Southern & SW
LNE & NW
May-04
Ireland
Jun-04
N Scot & Cent S
Yorkshire; E Mid
Jul-04
W Mid; Northern; W Scot
Aug-04
Southern; L Cent;
Sep-04
SW; S&M Wales
Anglia & LSE
Oct-04
Ireland; N Scot; Cent S
W Scot & Cent N
Anglia & LSE
Nov-04
E Scot & Yorkshire
W Scot & Cent N
Dec-04
LNE
E Scot & Yorkshire
Jan-05
NW & L Cent
LNE
Feb-05
E Mid; W Mid; S&M Wales NW & L Cent
Mar-05
Northern
E Mid; W Mid; S&M Wales
Apr-05
Southern & SW
Northern
May-05
Ireland; N Scot; Cent S
Southern & SW
Ireland; N Scot; Cent S
Jun-05
VISIT #1 (at DHQ)
Division completes assessment, and commits to timetable and
minimum expectations of implementation status. Strategy template
is sent after visit in preparation for visit #2
VISIT #2 (at DHQ)
DYO presents written divisional youth strategy draft within context
of current operations, hotspots, existing or potential new expression
of The Salvation Army youth work.
VISIT #3 (at ALOVE UK)
DYO spends a Thursday at ALOVE UK for prayer, feedback on
areas of progress, refinement, resources etc for divisional strategy
document.
VISIT #4 (at DHQ)
DYO presents written divisional youth strategy to DHQ Strategy
Board for approval.
VISIT #5 (at DHQ)
Evaluate and review strategy, results and progress.
(Circumstances may lead to schedule changes)
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DIVISIONAL YOUTH STRATEGY TEMPLATE
As part of the implementation process for The Salvation Army UKT’s strategy for youth ministry, each division is
required to produce a written document outlining its divisional strategy for youth ministry. ALOVE UK’s primary
objective for 2004 is to support all 18 divisions in implementing this new strategy and assist DYO’s to ‘flesh’ it out
within the divisional context.
A number of DYO’s have asked for assistance in building and articulating their divisional youth strategy. In
response, and with some valuable input from Alastair Jones, the following template has been designed as a
resource you may wish to use. With sufficient research, reflection and input from a number of your key
constituents, this simple strategy document outline will provide:
Strategic direction for all divisional youth work
Focus toward key strategic areas e.g. leadership, four essentials of SA youth ministry, communication,
evaluation etc
Justification for directing your time, energy and resources
An evaluation tool by which you can measure the progress of the strategy
The template assumes that the local research, analysis, reflection and strategic direction for youth ministry in
your division have already been completed. Simply filling in a template does not guarantee the content is
strategic! It is hoped that this document will help you articulate your strategy, or highlight a need for additional
support. In conjunction with divisional leadership, ALOVE UK is here to help you achieve both.
The template’s reference to “team” is deliberate. A key element of the Territorial Commander’s new strategy for
youth ministry is the need for team approach to strategic leadership. A small divisional team of leaders – officer,
employee and/or lay – should underpin and guide a successful strategy for divisional youth ministry. If you lack a
clear and coherent divisional youth team, that could be one of your first strategic deliverables under ‘Leadership’.
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2
DIVISION NAME YOUTH STRATEGY
2004 –2005
ALOVE Mission Statement
Calling a generation to dynamic faith, radical lifestyles, adventurous mission and a fight for justice.
CONTEXT
What do you regard as the three key concerns/issues for young people in your Division? Why?
Concerns:
Concern #1
Concern #2
Concern #3
What are three recent successes or models of good practice that you want do build upon in your
division? Why?
Successes:
Success #1
Success #2
Success #3
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2
Strategic deliverable
(from previous section)
LEADERSHIP
How are you going to
identify and develop
leadership for the
divisional youth
strategy? (Divisional
youth team, Bursary
and Timothy, your
own professional
development etc?)
Establish Divisional
Youth Team
Action steps
a) To identify and develop
youth leaders across the
division
1. Identify skill requirement
for team and establish
working criteria
1. Establish skill and
criteria matrix in May
’04
b) To broaden leadership
responsibility and
enhance skill-base
available to division
2. Meet with Divisional,
corps, local and external
leaders to recruit 4
members
2. Meet leaders in June/
July ’04
3. Assign the
implementation and
development of
elements of strategy to
new team
Identify and develop
12 young ‘leaders’ in
division
Timeline
& Measurement
Purpose
a) Build pool of ‘leadership
potential’
b) To identify candidates
for Timothy and Bursary
programmes
1. Communicate with corps
about Timothy and
Bursary programmes,
and ask to identify
potential young people
2. Organise ALOVE staff to
visit division and meet
with corps leaders to
help recruit
3. Ask ALOVE to hold a
youth leader training day
in division
3. Invite 4 people to join
youth team leaders in
August
4. First meeting Sept ’04,
and provide minutes to
DDE
1. Create ‘potential young
leader’ list by June ’04
and target with specific
info.
2. ‘Life choice’ element in
summer school July ’04
to promote Timothy/
Bursary
3. Organise ALOVE visits
in Sept/Oct ’04 and YL
training Nov
WORSHIP
How is your team
going to provide
young people regular
experience of worship
with a culturally
engaging setting?
DISCIPLESHIP
How is your team
going to provide
young people ongoing access to
discipleship through
small groups and cell
life?
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2
Strategic deliverable
(from previous section)
Purpose
Action steps
Timeline
& Measurement
MISSION
How is your team
going to provide
young people
continual engagement
in mission with peers,
families and the wider
community?
SOCIAL ACTION
How is your team
going to provide
young people
recurring
opportunities to be
involved in social
action?
INNOVATION
How is your team
going to encourage
and support
innovative new
expressions of youth
work in your division?
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2
Strategic deliverable
(from previous section)
Purpose
Action steps
Timeline
& Measurement
COMMUNICATION
How is your team
going to
communicate the
divisional youth
strategy, events and
programmes to youth
leaders and young
people in your
division?
FUNDING
How is your team
going to work with
divisional leadership
to assess current
funding and look at
future funding of youth
work in your division?
EVALUATION
How is your team
going to evaluate the
effectiveness of this
strategy in enhancing
youth ministry in your
division?
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2
DIVISIONAL YOUTH OFFICER JOB DESCRIPTION
REPORTS TO: Divisional Director for Evangelism
ACCOUNTABILITY:
To the Divisional Director for Evangelism and ultimately to the Divisional Commander for the provision of
Divisional youth programmes and activities.
To the Director of ALOVE for personal development and professional supervision, and for the implementation
of the Territorial Youth strategy at Divisional level.
To the Divisional Director for Evangelism, and ultimately to the Divisional Commander, for the implementation,
training and maintenance of “Safe and Sound” policy and practice for every aspect of youth and related
activities.
RESPONSIBILITIES:
At Divisional level:
o Implements the UK Territory mission statement for youth and young people, with particular emphasis on
spiritual ministry, through leadership of youth events such as worship gatherings, rallies and prayer
meetings.
o Develops & implements Divisional Youth programme to meet local youth needs, ensuring best fit with
existing children’s ministry
o Ensures that Divisional youth ministry is encouraged, developed and resourced in line with the Territorial
Youth aims and objectives.
o Creates and develops new Division-wide mission, worship, discipleship and social action initiatives,
including the “practitioner” oversight of at least one ongoing youth project, equivalent to 8 hours per week.
o Promotes best practice by facilitating appropriate specialist training for all those associated with Youth
Ministry.
o Co-ordinates, mentors, empowers and enables members of the Divisional Youth Ministry team.
o Promotes best practice in respect of the “Safe and Sound” programme to ensure compliance to the
highest standard at all times.
o Develops relationships and partnerships with other external organisations.
o May act as a mentor to lesser experienced Divisional Youth Officers and / or Associate Divisional Youth
Officers.
At Corps level:
o Supports young people in the development of their own ministry and encourages Corps to receive and
nurture that potential.
o Provides education to Corps to promote a greater awareness of youth culture and cultural trends.
o Provides consultancy to Corps in support of the review and strategic development of their local youth
ministry.
o Assists with setting performance standards and appraisal measurements for Corps youth workers.
o Co-ordinates, mentors, empowers and enables Corps Youth Workers.
With Youth leaders:
o Recruits, trains and deploys appropriate resources to aid youth work development around the Division.
o Mentors, empowers and enables youth leaders in the areas of evangelism, nurture, worship and social
action amongst young people.
With Young people:
o Enables young people to experience the family of God in broader contexts through creative events and
residential opportunities.
o Acts as mentor to young people of the Division.
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2
KEY INTERNAL CONTACTS:
Divisional Director for Evangelism.
Divisional Commander.
Other DHQ staff.
Members of ALOVE UK.
Corps Officers.
Corps Youth workers.
Young people of the Division.
Other Division Youth / Children’s Officers and youth workers.
EXTERNAL RELATIONSHIPS:
Other church leaders / youth leaders.
Local government bodies.
Other voluntary youth organisations.
MANAGERIAL RESPONSIBILITY:
Divisional Youth Ministry team members.
Corps youth workers.
EXPERIENCE / SKILL REQUIREMENTS:
Appropriate professional youth leader qualification at Diploma level e.g. Oasis Youth Ministry or Centre for
Youth Ministry.
Professional experience to include a range of differing youth work styles and models and the implementation
of youth mission and discipleship programmes.
Leadership and youth ministry experience from local Corps / church.
In-depth knowledge of relevant legislation.
Experience within / knowledge of The Salvation Army.
Proven leadership, organisational, creative and analytical qualities.
Ability to build relationships with strong communications and motivational skills.
Mature Christian with a passion and vision for youth ministry.
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2
Associate Divisional Youth Officer Job Description
REPOR
TS TO: DIVISIONAL DIRECTOR FOR EVANGELISM
REPORTS
ACCOUNTABILITY:
To the Divisional Director for Evangelism and ultimately to the Divisional Commander for the provision of
Divisional youth programmes and activities.
To the Director of ALOVE for personal development and professional supervision, and for the implementation
of the Territorial Youth strategy at Divisional level.
To the Divisional Director for Evangelism, and ultimately to the Divisional Commander, for the implementation,
training and maintenance of “Safe and Sound” policy and practice for every aspect of youth and related
activities.
RESPONSIBILITIES:
At Divisional level:
o Supports the implementation of the UK Territory mission statement for youth and young people, with
particular emphasis on spiritual ministry, through leadership of youth events such as worship gatherings,
rallies and prayer meetings.
o Develops and implements a Divisional Youth programme in accordance with local youth needs, ensuring
best fit with existing children’s ministry.
o Ensures that Divisional youth ministry is encouraged, developed and resourced in line with the Territorial
Youth aims and objectives.
o Supports the creation and development of new Division-wide mission and worship initiatives, including
“practitioner” involvement in at least one ongoing youth project, equivalent to 8 hours per week.
o Promotes best practice in respect of the “Safe and Sound” programme to ensure compliance to the
highest standard at all times.
o Develops relationships and partnerships with other external organisations.
o May receive mentoring from more experienced Divisional Youth Officers.
At Corps level:
o Supports young people in the development of their own ministry and encourages Corps to receive and
nurture that potential.
o Provides education to Corps to promote a greater awareness of youth culture and cultural trends.
o Provides advice to Corps in support of the review and strategic development of their local youth ministry.
With Youth leaders:
o Assists in the recruitment, training and deployment of appropriate resources to aid youth work
development around the Division.
With Young people:
o Enables young people to experience the family of God in broader contexts through creative events and
residential opportunities.
KEY INTERNAL CONTACTS:
Divisional Director for Evangelism.
Other DHQ staff.
Members of ALOVE UK.
Corps Officers.
Corps Youth workers.
Young people of the Division.
Other Division Youth / Children’s Officers and youth workers.
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2
EXTERNAL RELATIONSHIPS:
Other church leaders / youth leaders.
Local government bodies.
Other voluntary youth organisations.
MANAGERIAL RESPONSIBILITY:
Corps youth workers.
EXPERIENCE / SKILL REQUIREMENTS:
Should have attained, or be working towards an appropriate professional youth leader qualification at Diploma
level e.g. Oasis Youth Ministry or Centre for Youth Ministry.
Professional experience to include a range of differing youth work styles and models and the implementation
of youth mission and discipleship programmes.
Leadership and youth ministry experience from local Corps / church.
In-depth knowledge of relevant legislation.
Experience within / knowledge of The Salvation Army.
Proven leadership, organisational, creative and analytical qualities.
Ability to build relationships with strong communications and motivational skills.
Mature Christian with a passion and vision for youth ministry.
23
Appendix 3
New Expressions of The Salvation Army
A New Expression of The Salvation Army youth work (NEO) is not one particular mould, but rather a sign of
innovation where there is a youth focus and local social action initiatives for young people in the community. As
an integral part of the ALOVE strategy, a NEO could be a youth church plant, a social action project targeting
young people, a youth congregation or some other representation of young people working with the local youth
culture etc. Essentially the common threads are incarnation, mission and team work.
In order to support the development of NEOs throughout the territory, ALOVE UK is committed to deliver the
following:
Programme Team
Develop NEO feasibility questionnaire
Create NEO consultants team
Create NEO strategy document
Leadership development strategy in partnership with Personal Development team
Develop territorial community of planters
Create NEO conference and develop training opportunities
Support social inclusion programme development
Identify funding and partnership opportunities
Personal Development Team
Develop and communicate job descriptions, recommend pay grades and career plan for leaders and workers
Development of volunteers role and contract
Consultants work agreement and conditions completed
Identify and secure participants for Bursary and Timothy programme
Market NEO opportunities in range of leadership development programmes
Leadership development strategy in partnership with Programme team
Central Services and Information Team
Provide communication, publicity and marketing support
Profile in SA and non-SA publications
Support through consultation and profile for NEO within territory
Provide theological support
Facilitate international recruitment
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Appendix 4
ALOVE UK 2004-05 Deliverables
APRIL 2004
JANUARY 2005
13 Divisions in implementation
6 NEOs
18 Divisions in implementation
8 NEOs
SEPTEMBER 2004
APRIL 2005
18 Divisions in implementation
8 NEOs
18 Divisions in implementation
10 NEOs
These deliverables will not be achieved through the individual efforts of the three main teams of ALOVE UK, but
rather a collaborative approach to supporting divisions. The teams overlap theoretically and practically.
Personal
Development
Programme
Central Service
& Information
Personal Development Team – providing a comprehensive personal development programme for young
people and a professional development programme for youth workers and voluntary youth leaders
Programme Team – developing effective opportunities for youth evangelism, discipleship, mission and social
action
Central Services and Information Team – resourcing national events, communication, and the day-to-day
operation of ALOVE UK
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4
PROGRAMME TEAM GUIDE 2004–2005
NEW EXPRESSIONS OF SALVATION ARMY YOUTH WORK (NEO)
In support of NEO, ALOVE UK is committed to the following:
1. National recruitment of team leaders, full-timers and volunteers
2. Supporting team leaders
3. Developing training options for teams
4. Advocacy at THQ level
5. Creating mission resources
6. Developing partnerships and national and local level
7. Consultancy to a local NEO for strategy development
8. Developing a territorial community of planters
9. Developing prayer support for each individual NEO
NEO team:
The provision for NEO oversight at ALOVE UK is Andrew Grinnell. In addition, a number of specialists have been
recruited on a short-term basis (e.g. one day a month) in support of this work. Responsibilities will vary dependent
on the level of time they are able to offer and their own skills and gifts.
The NEO team will meet at least twice a year to develop the strategy
Two prayer days and an overnight retreat will be organised each year for NEO leaders and workers. The
purpose will be to encourage, support and receive teaching and training.
An important role for ALOVE UK is to clear the way for further opportunities through open and regular
communication with DCs, DDEs, Church Growth Unit, Evangelism Secretary and Secretary for Programme.
The following is a brief action plan as to how the course of the next year will be navigated. Included within this is
an inventory of all the personnel and resource needs for current and potential NEOs.
NEO inventory:
It is important that a full inventory is carried out for all potential NEOs, including personnel and budgetary needs.
With respect to NEOs currently in operation, and potential NEOs that divisions are proposing or preparing for, a
total of 87 people are needed – 9 leaders, 25 salaried workers and 52 volunteers
CELL
In support of the development of cell groups as part of the discipleship essential, ALOVE UK will resource
in the following ways:
Cell Leaders: The development of training programmes including a youth cell stream at the SA Cell
Conference in Nottingham. The development of a cell leaders training manual, outlining how to start and lead
a cell group
Cell Resources: The development of a discipleship curriculum for cells, and the production of web-based cell
outlines
Consultation: Working with DYOs in developing cell strategies within divisions
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4
SOCIAL ACTION
The ALOVE UK programme team is committed to supporting divisions and corps engage young people in social
action – which is both advocacy and inclusion:
Social Advocacy - identify factors that exclude young people from participation in education, employment or
housing and engage Salvationist youth in social and political action to agitate for change. Many young people in
The Salvation Army youth are not in a position to work face-to-face with socially excluded young people, but are
passionate about the needs of their disadvantaged peers and would be committed to advocating on their behalf.
Social Inclusion - develop programmes that build genuine inclusion opportunities for young people, and also
provide innovative responses to provide a foundation for major expansions of work with marginalised young
people.
Social Action priorities:
ALOVE UK has identified six essential priority areas for social action in 2004-05:
1. Lifeschools – an emerging model of supporting young people who are at risk of not completing their
education
illages – a concept developed to support young people who have no adequate family, peer or
2. Virtual V
Villages
community support
3. NEOs – supporting the teams involved in building new expressions of ministry, particularly where they reach
out to young people who have been marginalised
4. Supporting Divisions – providing support to all 18 Divisions as they respond to the needs of socially excluded
youth
5. Social Advocacy Projects – assisting in the identification and implementation of projects where Salvation
Army youth can advocate on behalf of those on the margins
6. Resourcing the Future – developing a range of training and employment pathways to engage Salvation Army
young people in youth and community work. To ensure a pool of committed young people involved in our
holistic mission
Building a programme base
In working with Divisions to develop an achievable way forward in planning and implementing work with socially
excluded young people, it has been decided to focus initially on sites where there is both identified need and
some existing capacity.
After consulting with Divisional teams, the locations outlined below have been identified as initial sites for building
social inclusion responses:
Nottingham Arnold – East Midlands Division
Manchester Openshaw – Central North Division
Granton – East Scotland Division
Bradford Holmewood – Yorkshire Division
Oldham Fitton Hill – Central North Division
Easterhouse – West Scotland Division
Aston – West Midlands Division
Poplar – London Central Division
Beeston – Yorkshire Division
Rochdale – Central North Division
Harlow – London North East Division
27
4
Visits to these programmes over the past three months have confirmed their desire, capacity and potential to
develop new initiatives focused on socially excluded young people. They are all committed to engaging with
excluded youth and have already identified areas of need in their community. Common issues are:
The need to re-connect young people to education
Support for young people leaving care or residential treatment programs
Accessible drug de-tox and counselling
Preparation for employment
Affordable sport and recreation opportunities
Secure and affordable housing
Safe places to go with friends
As priority areas for the UK government, with careful local planning, effective consultation with young people and
collaborative approaches to working with other agencies, we have the capacity to build appropriate responses to
these issues. The primary role of ALOVE in this process is to assist Divisions in developing local plans, assessing
programs, reporting on outcomes, liaising with funding bodies and training staff in good social inclusion
approaches.
Strategic local planning
ALOVE UK is committed to support these programmes by offering:
a seminar to explore a range of community planning tools
help in developing a strategic plan for engaging with socially excluded youth in their local community
assistance in implementing and adjusting the agreed local strategic plan as well as measuring outcomes
regular access to on-going professional development opportunities, collaboratively identified by the project and
Division
collaboration to identify and develop sustainable funding options in conjunction with the Division and ALOVE
UK
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4
PERSONAL DEVELOPMENT TEAM GUIDE 2004–2005
PERSONAL DEVELOPMENT
Timothy:
Complete review of Timothy programme i.e., cost, components, recruitment and maximising Timothy
availability and placement
Target: 25 Timothy placements in 2004-05
Stop Gap:
Outsource programme administration to Oasis, and minimise overhead cost to The Salvation Army.
Target: 1 team of 8 for 4-6week overseas trip in summer 2004
Short Term UK:
Suspend. Encourage and resource local mission programmes at divisional/corps level
Student’s Fellowship:
Review existing programme
Target: Identify five opportunities to explore new models of student fellowship
YOUTH WORKER DEVELOPMENT
Student Bursaries:
Continue evolution of the youth worker bursary programme
Comprehensive review of application and selection process
Target: 25 Bursary placements in 2004-05
Divisional/Corps Programmes:
Complete territorial inventory of youth workers
Raise professional standards for youth workers in territory
YOUTH LEADER DEVELOPMENT
Volunteer Youth Leaders:
Introduce new programme for Corps Youth Secretary selection and commissioning
Introduce and roll-out Oasis Training programme for all voluntary youth leaders
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4
CENTRAL SERVICES & INFORMATION TEAM GUIDE 2004–2005
CENTRAL SERVICES
1. To develop strategic and forward thinking leadership
Maintain oversight responsibility for ALOVE UK strategy, its implementation, monitoring and evaluation on a
quarterly basis
Support and resource ALOVE UK Leadership Team (LT) to make informed and calculated decisions
through monthly meetings and regular communication
Formulate written parameters and expectations for Interim Advisory Board, for review by LT and territorial
leadership for approval by 06/04
Oversee creation of Interim Advisory Board and its operation by 01/05
2. To ensure effective and smooth daily operation of ALOVE UK team and facility
Provide administrative oversight for ALOVE UK office, personnel and related issues
Manage basic personnel functions, staff appraisals and development plans
Oversee “team life” through weekly prayers, quarterly team appreciation days, bi-annual team retreats
Oversee upkeep and development of ALOVE UK facilities and resources
3. To maximize budget impact on mission and ensure fiscal stewardship
Oversee execution of 2004-05 expenditure within approved budget parameters
Liaise with staff to review and ensure compliance with finance department on budget and spending issues
Develop 2005-06 budget in conjunction with LT based on mission and overall strategy, but shaped by
national and organizational considerations
4. To ensure effective support of divisional implementation
Oversee Divisional Liaison Officer programme and ensure DYOs have the necessary support and access
to ALOVE resources
Work with DLOs and DYOs to ensure written youth strategy documents for all divisions by 03/05, and
process through divisional strategy boards
Develop and implement timetable to ensure all DYOs have at least four strategy-focused visits with ALOVE
UK team
5. To develop new funding opportunities for national youth strategy
Work with THQ fundraising and other constituents to identify possible public and private funding entities
and individuals
Develop strategy to match Salvation Army needs and these funding opportunities
Coordinate effective solicitation of funders with THQ fundraising through personal and grant-based
requests
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4
INFORMATION & COMMUNICATION
1. Resource and equip DYO’s to communicate and build ALOVE in their region
Support DYO’s in developing a communications strategy in line with broader youth ministry strategy
Encourage DYO’s in communicating ALOVE to local youth leaders and young people, through regional
events, summer schools, etc
Provide DYO’s with brand design guidelines and where budget permits, design support
Liaise with DYO’s in finding ALOVE stories that show how ALOVE is being lived out
Ensure DYO’s have necessary cell resources for local youth leaders will need for youth ministry
2. Resource and equip local youth leaders - via the DYO - to communicate and build ALOVE in their locality
Majority of resources will be available through DYO, but the following direct support/liaison will be provided:
Resource requests
Brand guideline clarification
Coverage of local stories and news
Communication support where requested and in conjunction with DYO
3. Envision and resource young people to be The Salvation Army for a new generation
Develop database that segments the market into age groups, interest groups, locality etc in order to best
tailor resources
Regular email and postal updates on ALOVE news, events and resources
Work with Adam Bonner and Andrew Grinnell to shape cell resources and other materials to support
young people in their discipleship communities
Develop web site that is: multi-layered and brings content relevant to different age groups; has divisional
and local pages; encourages interactivity
4. Educate and envision broader Salvation Army about ALOVE, its mission and vision
Regular updates and representation through email, SA events (e.g. Roots), internal publications, SA web
site, ALOVE web site, etc.
Regular communication with External Relations Department over areas of relevance
5. Highlight new expressions of Salvation Army youth ministry
Liaise with Divisional Liaison Officers and DYO on developments for NEO and social action projects in order
to give appropriate news in internal press
Profile future social action campaigns
Liaise with ALOVE Life team on profiling work in internal press
6. Promote awareness and engagement with ALOVE’s vision through youth-related events
In conjunction with Shocking/Studio 1 teams, find helpful ways for young people to engage with ALOVE
Use Territorial Youth Rally to further express ALOVE
Research the feasibility of moving towards regional ALOVE events.
Seek opportunities to work with existing divisional events to promote engagement with ALOVE – e.g.
Summer Schools and Youth Councils
7. Resource and equip ALOVE UK team to communicate and build ALOVE
Support team in developing a coherent communications strategy across all ALOVE UK teams
Train team members to communicate ALOVE at divisional and local meetings and events
Provide team with brand design guidelines and support
Liaise with team in finding stories that show how ALOVE is being lived out
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Appendix 5
ALOVE 2004–2005 Budget
The 2004–2005 ALOVE budget has been built specifically around achieving the two key deliverables – 18
divisions in ‘implementation’ and 15 new expressions of The Salvation Army youth work.
The £1.15 million expenditure is allocated in the following manner:
Front Line Resources
Salaries & Benefits
Administrative Expenses
Printing & Promotion
Travel and General
£ 534,520 (46%)
£ 479,087 (38%)
£ 112,315 (10%)
£ 35,000 ( 3%)
£ 39,750 ( 3%)
Examples of frontline resources are the Timothy and Bursary programme, youth worker training, conferences,
territorial events, social action projects, mission, worship and evangelism resources etc.
As a crucial and necessary step towards open accountability for delivering The Salvation Army mission, the
allocation of the 2004–2005 ALOVE budget, including salaries, in support of the four essentials has been
estimated as:
16% Worship
45% Discipleship
21% Mission
18% Social Action
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Appendix 6
ALOVE Organisational Chart
33
Appendix 7
Divisional Liason Officer Programme
The purpose of an ALOVE UK divisional liaison officer (DLO) is to assist in the divisional implementation of the
territorial youth strategy. The Director of ALOVE is still responsible for the professional supervision of divisional
youth officers, however the DLO will provide another point of contact for ALOVE UK in addition to the
responsibilities outlined below.
Territorial:
While all DLO’s are subject matter experts – programme, social action, personal development etc - and will give
professional leadership in this area of expertise, they will function as a team to assist the territory. All DLO’s are
line managed by the Director of ALOVE.
Divisional:
Division’s can expect the following from DLO’s:
Portal contact point to support easy access with ALOVE UK
Support in setting and refining the divisional youth strategy
Advice and resources for implementing programmes
Support in developing a comprehensive communication plan
Creating criteria for evaluating and monitoring local activities to achieve the divisional strategy
At least four visits per year. Two DLO visits to division, DYO visit to ALOVE UK office, ALOVE UK leadership
visit to division
DLO roles and responsibilities will be reviewed every six months.
Divisional Liaison assignments
David Eldridge:
Central North, Ireland, London Central, London North East, London South East, North Western, North Scotland,
Northern
Andrew Grinnell:
East Midlands, East Scotland, South & Mid Wales, West Midlands, West Scotland, Yorkshire
Andrew Barton:
Anglia, Central South, South Western, Southern
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Appendix 8
Divisional Performance Management Model – PILOT
Author: David Rice, 09 February 2004
1. Context
The Salvation Army UK risk management programme has identified a lack of emphasis on management of
performance and relevant and timely management information.
Lack of accountability is generally a well understood and accepted issue.
The external and regulatory environment is one of increasing pressure for accountability, performance &
transparent outcome reports
2. Performance management objectives
To help drive a line-management culture of accountability for agreement and achievement of strategic and
business level objectives.
To provide relevant and timely management information.
3. ALOVE pilot project objectives
To increase understanding of ALOVE strategy amongst divisions and senior management
To drive the implementation of ALOVE strategy.
To increase the level of ‘action’ flowing from the ALOVE strategy
4. Pilot time frame
Nine months from 1st April 2004 i.e. to provide information for three quarters from the start-date base line.
5. Project philosophy
Performance measurement and management is concerned with the demonstrable achievement of mission
and must be set in the context of mission, vision, and strategic goals and objectives.
Measures can only be indicators of performance and do not tell the whole story.
The agreement of performance objectives is a process of mutual agreement.
We do not gather information about performance without reflecting results back in the context of an agreed
peer group.
The process must be simple to understand and implement.
The management of performance can be about stopping doing certain things as well as increasing emphasis
on others.
9. Methodology
ALOVE will agree key results areas (KRAs) with divisions which will comprise the ‘Essentials’ of worship,
evangelism, discipleship and social action, a number of support goals and an outcome measure. Ideally the
KRAs will be standard across the Territory.
One of more key performance indicators (KPIs) will be agreed for each KRA. There may be a degree of
variance in KPIs between Divisions
A performance target will be negotiated and agreed with each division for each KRA based on an agreed
base line and on a quarterly basis.
Peer group feedback will be provided to divisions, ideally intra-net based.
Summary management information will be provided to senior management on a quarterly basis.
Simple technology will be employed in support. The model will be presented using Excel radar diagrams.
10. ALOVE KRAs
Strategy
Worship
Discipleship
Mission
Social Action
Leadership Development
Funding
Innovation
Involvement
35
8
DIVISIONAL PERFORMANCE MANAGEMENT MODEL
Following an organization-wide risk assessment by David Rice in 2003, the lack of performance/outcome
management was identified as a major operational risk for The Salvation Army UK. In a move to address this
issue, ALOVE has partnered with David Rice to develop and pilot a 12-month balance scorecard-based
performance management model.
The performance management template will provide both divisional and territorial leadership with a snapshot of
how well the divisional implementation of the national youth strategy is going. The template measures nine key
results areas (KRA) on which to assess progress. Each divisional team will have an initial consultation with the
ALOVE team to establish specific key performance indicators (KPI) which will measure these KRAs from their
local context. ALOVE will collate and provide quarterly performance management and spider web diagrams to
both territorial and divisional leadership. This is not a ‘statistics’ gathering exercise, but rather a way in which to
measure and qualify progress and mission focus.
36
8
DIVISIONAL PERFORMANCE MANAGEMENT – ALOVE
KPI (measures)
ACTUAL
KRA
TARGET
XYZ DIVISION – 2004 – Q1
DATA
Strategy
Written divisional youth strategy1
% 100 100
Worship Events
Culturally relevant worship experiences per month2
#
5
6
Discipleship
Cell/small groups per month3
#
8
16
Mission
Mission opportunities per month4
#
7
4
Social Action
Social action projects5
#
3
2
Leadership Development
Divisional youth team and DYO/aDYO in training
% 100 100
Funding
Divisional budget devoted to youth work
%
15
20
Innovation
New expressions/hotspots6
#
2
4
Involvement
Youth headcount
# 250 275
1
This strategy should be developed by the DYO within the
context of the territory’s four essentials of youth ministry,
endorsed by ALOVE, presented and supported by divisional
strategy board, and communicated as part of the larger
divisional communication plan.
2
Culturally relevant worship does not assume one musical
form, but rather worship built on relationships with young
people who live in a society with a mix of complex cultural
expressions. Worship must enable young people to meet with
God without religious pretence or restrained conformity.
3
Cell/small groups give a sense of belonging with a close-knit
community, among peers with similar needs and interests,
designed to provide young people with a context to relate to
God, to each other and to the world.
4
Mission is for young people in the church to cross the
cultural divide and point people to Jesus through service and
relationships e.g. youth alpha, summer missions etc.
5
Social action includes both social advocacy (advocating on
behalf of disadvantaged/excluded young people e.g.
education, employment, housing and other social/political
issues) and social inclusion (developing programmes that build
genuine inclusion opportunities for young people e.g schools
exclusion work).
6
Examples of new expressions/hotspots are new church
plants centred around youth, new youth-oriented initiatives
reaching out to young people who are marginalized.
37
www.salvationarmy.org.uk/alove
ALOVE UK
21 Crown Lane
Morden
Surrey
SM4 5BY
Tel
+44 (0)20 8288 1202
Fax +44 (0)20 8542 7089
Email alove@salvationarmy.org.uk