2004 – 2006Strategy document

Published, May 2004

Part of The Salvation Army’sStrategic Framework for theUnited Kingdom Territory withthe Republic of Ireland

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CONTENTS

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Welcome Letter

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Glossary

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Response to the Strategic Framework

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The Building Blocks

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The Essentials

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Operating Framework

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APPENDICIES

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Appendix 1 The Context for ALOVE

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Appendix 2 Implementation of the Territorial Youth Strategy

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Appendix 3 New Expressions of The Salvation Army

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Appendix 4 ALOVE UK 2004-05 Deliverables

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Appendix 5 ALOVE UK 2004-05 Budget

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Appendix 6 ALOVE UK Organisational Chart

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Appendix 7 Divisional Liaison Officer Programme

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Appendix 8 Divisional Performance Management Model – PILOT

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Dear Friends and Colleagues:

Thank you for taking the time to read this document. While l acknowledge strategydocuments rarely make it into a person’s list of ‘Top 10 reads of all time’ l do hope thisstimulates your thinking and increases your understanding of ALOVE.

You maybe asking “What is ALOVE?” Hopefully in a few minutes you will understand thatthe 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, livethe life, fill the gap and turn the world the right way up. A love to live for and a love to diefor. A love big enough for any time and any place, everywhere and everyone. A lovewhich is hinted at and hungered after in every pop song, cheesy movie and teenmagazine. A love which has become mislaid amidst temporal imitations and disfiguredrepresentations. 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 dothe real deal, to give a generation back to Jesus and to give The Salvation Army to a newgeneration.

I would appreciate any thoughts, feedback or questions you may have as a result ofreading 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 RookDirector

Welcome Letter

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GlossaryThe 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 evangelismstrategy. 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 workministry.

DHQ (Divisional Headquarters) – The Salvation Army’s work across the territory is administered through 18divisional 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 accessto 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 ofyouth ministry.

NEO (New expression of The Salvation Army) - Examples include new church plants centred around youth; newyouth-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 NewingtonCauseway, 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 ofIreland.

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Response to the Strategic FrameworkIn October 2002, The Salvation Army published the Strategic Framework. This initiative called all internaldepartments within the territory to produce a coherent document by May 2004 outlining specific strategies thatdovetail 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 UKTWe will be a spirit-filled, radical, growing movement with a burning desire to lead people into a saving knowledgeof Jesus Christ, actively serve the community and fight for social justice.

Mission UKTThe Salvation Army, an international movement, is an evangelical part of the universal Christian Church. Itsmessage is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel ofJesus 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 fightfor social justice where people are oppressed and to move forward in faith as we participate in the building ofhis 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 outreachwork; maintain a consistent approach but allow a diversity of response; and build on the strengths, talents andexperience held by The Salvation Army as a corporate body and by each individual corps, centre, programme ordepartment

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The Building BlocksFollowing the research and publication of Playing with Fire and Firestarter, Commissioner Alex Hughes, TerritorialCommander for The Salvation Army in the United Kingdom and the Republic of Ireland, initiated a new strategyfor youth ministry in January 2003 (see Appendix 1 for more detail). In March 2004, this new strategy waslaunched 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 forALOVE. Commissioner Hughes’ mandate for ALOVE UK is to work with all eighteen divisions to ensure thatevery 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 youthteam. Rather than a prescription, the eighteen local expressions of ALOVE (e.g. ALOVE Anglia, ALOVE WestMidlands 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. Asdivisions explore their individual context for youth ministry and implement these four essentials, they areimplementing the essence of ALOVE.

Significant prayerful and theological reflection established specific vision and mission statements for ALOVE thattie directly into The Salvation Army national statements.

ALOVE Vision StatementGiving a generation back to Jesus

ALOVE Mission StatementCalling a generation to dynamic faith, radical lifestyle, adventurous mission and a fight for justice. 1

Every incarnation of ALOVE has four essentials:WorshipWorshipWorshipWorshipWorship: Giving our lives and world back to GodDiscipleshipDiscipleshipDiscipleshipDiscipleshipDiscipleship: Getting into Jesus and his communityMissionMissionMissionMissionMission: Going into the world to find Jesus and point him outSocial ActionSocial ActionSocial ActionSocial ActionSocial Action: Giving a voice to the voiceless

1 This statement is a rewording of the territorial mission statement for young people.

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The Essentials

WorshipGIVING OUR LIVES AND WORLD BACK TO GODWhether it’s a pop concert, football match, walk through the countryside or a simple meal with friends, we allexpress love or worship for the things we count worthy. ALOVE takes this fundamental principle and entwines itwith an ancient doctrine from the early church: that worship is what happens when God’s people give their worldback to God.

ALOVE intends that worship will meaningfully engage with contemporary culture. Early Salvation Army evangelismwas all about meaningfully engaging worship: what God had done for our forefathers was so great that they weredetermined to give their lives back to him in worship, on street corners, in pubs, circus tents and theatres. Ourchallenge is to voice that same heart through and in contemporary establishments and for each of us to discoverwhat it is to worship God in our own part of the world.

DiscipleshipGETTING INTO JESUS AND HIS COMMUNITYDiscipleship is key to ALOVE because it mirrors the priorities of Jesus in the gospels. Jesus didn’t spend timebuilding churches; rather he spent his time in community, calling and training disciples. It was these disciples thatfounded the church. Sharing their time and lives with Jesus and learning from him was enough to change theworld.

An ideal environment in which to build such community is often through a cell group. Cell groups are not astrange, cultic, modern invention. Rather they echo the model of Jesus and the early church. Cells (and otherforms 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.

MissionGOING INTO THE WORLD TO FIND JESUS AND POINT HIM OUTGod 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 showingpeople just how much God already cares for them and is just waiting for reconciliation. It’s helping other peoplesee what God is already doing in the world and discovering him in their own lives.

Social ActionGIVING A VOICE TO THE VOICELESSThroughout his ministry, Jesus spent time with all sorts of people from the powerful to the powerless. He listenedto those who did not have a voice and confounded the expectations and classifications of respectable societywhen he did. ALOVE’s social action is working with those whom are ignored or disregarded by society today, toensure their voice is heard and their needs are met. It’s campaigning on key issues in our world and developingsocial inclusion programmes that will nurture community, build up lives and restore relationships.

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Operating FrameworkGOALS & OBJECTIVES:To move toward our vision statement and engage our mission statement, ALOVE UK has established a two-yearstrategy with two primary operational thrusts. These two thrusts will focus on the successful implementation ofthe national youth strategy in all 18 divisions, and the support of new and emerging expressions of Salvation Armyyouth work (NEOs) in the territory (see Appendix 2 & 3 for detail on these thrusts). In order to develop thepotential of our young people and to enable our youth workers and leaders to be even more effective in theirexisting roles (see Appendix 2 for detail on DYO/aDYO roles), it has been determined that ALOVE UK will focus itsresources 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 youngpeople and a professional development programme for youth workers and voluntary youth leaders

� Programme Team – developing effective opportunities for youth evangelism, discipleship, mission and socialaction

� Central Services and Information Team – resourcing national events, communication, and the day-to-dayoperation of ALOVE UK

The ALOVE UK team is structured vertically, using these teams to capitalise on individual expertise, andhorizontally, using collaborative project teams to promote broader understanding. (see Appendix 6)

To provide effective communication, assistance and support to the implementation process, ALOVE UK hasassigned four members of the leadership team to act as divisional liaison officers. These liaison officers will seek toprovide 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.

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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 approvedprogramme and budget framework.

� ALOVE UK is accountable to the Divisional Youth Officer for professional supervision, and supporting localimplementation.

� ALOVE UK is accountable to a national advisory group – to be established in 2004 – for broader strategicdirection.

EVALUATION:ALOVE UK is committed to providing regular and useful management information to territorial and divisionalleadership. In 2004, ALOVE UK will begin a 12-month pilot of a Divisional Performance Management model (seeAppendix 8). This model is based on nine key results areas (KRAs) that ALOVE UK believes are critical tosuccessful 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 willmeasure success. This will not require extensive administration or additional reporting responsibilities for thedivisional team and will provide the divisional team easy-to-see information as a tool to assess progress towardimplementation of the territorial youth strategy. Territorial leadership will be able to review all divisional models toassess 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 fouressentials of the national youth strategy, and annual deliverables required by The Salvation Army. ALOVE UKbelieves these are crucial and necessary steps towards strong accountability for delivering on The Salvation Armymission (see Appendix 5).

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APPENDICIES

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The Context for ALOVEALOVE is the identity of The Salvation Army’s new vision and strategy for ministry to young people and youngadults. 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 youngadults attending and engaging with faith. For example, the English Church Attendance Survey (and earlier EnglishChurch censuses) show that for youth under the age of 15, attendance was at 1,400,000 in 1979 compared to720,000 by 1998.

Within this climate, The Salvation Army, despite numerous hot spots of excellence in youth ministry has also seenprogressive decline in the number of young people engaged with the movement. The Salvation Army UnitedKingdom Territory Young Persons Register demonstrates a drop from approximately 120,000 in 1950 to under20,000 in the year 2000.

This general picture of decline provides a wake up call to the UK Church. It demonstrates that overall, we arefailing to meet the needs of young people and young adults in 21st Century society. ALOVE is The SalvationArmy’s response to this situation. It’s not about bumping up the numbers; it’s about expressing the heart andpassion of The Salvation Army for a new generation and equipping young people to be The Salvation Army fortheir generation.

The following quotes are taken from Salvation Army research into young peoples opinions on The Salvation Army.

“It’“It’“It’“It’“It’s got the potential at its vers got the potential at its vers got the potential at its vers got the potential at its vers got the potential at its very best to be absolutely awesome, and absolutelyy best to be absolutely awesome, and absolutelyy best to be absolutely awesome, and absolutelyy best to be absolutely awesome, and absolutelyy best to be absolutely awesome, and absolutelysublime and be absolutely what God intended it to be but at the other end of thesublime and be absolutely what God intended it to be but at the other end of thesublime and be absolutely what God intended it to be but at the other end of thesublime and be absolutely what God intended it to be but at the other end of thesublime and be absolutely what God intended it to be but at the other end of thescale its got the potential to be absolutely horrendous and it’scale its got the potential to be absolutely horrendous and it’scale its got the potential to be absolutely horrendous and it’scale its got the potential to be absolutely horrendous and it’scale its got the potential to be absolutely horrendous and it’s just so frustrating. Is just so frustrating. Is just so frustrating. Is just so frustrating. Is just so frustrating. Ithink my passion for it stems from that… frustration about what we could be… wethink my passion for it stems from that… frustration about what we could be… wethink my passion for it stems from that… frustration about what we could be… wethink my passion for it stems from that… frustration about what we could be… wethink my passion for it stems from that… frustration about what we could be… wehave a massive potential and that is ahead of us rather than behind us.”have a massive potential and that is ahead of us rather than behind us.”have a massive potential and that is ahead of us rather than behind us.”have a massive potential and that is ahead of us rather than behind us.”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‘Sometimes I don’t understand why they have so many rules.. they are a bit old‘Sometimes I don’t understand why they have so many rules.. they are a bit old‘Sometimes I don’t understand why they have so many rules.. they are a bit old‘Sometimes I don’t understand why they have so many rules.. they are a bit oldfashioned. They are trying to become modern, but they are keeping all the rulesfashioned. They are trying to become modern, but they are keeping all the rulesfashioned. They are trying to become modern, but they are keeping all the rulesfashioned. They are trying to become modern, but they are keeping all the rulesfashioned. They are trying to become modern, but they are keeping all the rulesthe same…It’the same…It’the same…It’the same…It’the same…It’s different to whenever it was set up so I don’t see why it doesn’ts different to whenever it was set up so I don’t see why it doesn’ts different to whenever it was set up so I don’t see why it doesn’ts different to whenever it was set up so I don’t see why it doesn’ts different to whenever it was set up so I don’t see why it doesn’tchange’change’change’change’change’

11-year-old male

‘The Salvation Army has created a culture separate from other churches let‘The Salvation Army has created a culture separate from other churches let‘The Salvation Army has created a culture separate from other churches let‘The Salvation Army has created a culture separate from other churches let‘The Salvation Army has created a culture separate from other churches letamongst society in general.’amongst society in general.’amongst society in general.’amongst society in general.’amongst society in general.’

25-year-old male

‘A lot of The Salvation Army has young people that have grown up in it. [The‘A lot of The Salvation Army has young people that have grown up in it. [The‘A lot of The Salvation Army has young people that have grown up in it. [The‘A lot of The Salvation Army has young people that have grown up in it. [The‘A lot of The Salvation Army has young people that have grown up in it. [TheSalvation Army] should try and build something up that involves people that don’tSalvation Army] should try and build something up that involves people that don’tSalvation Army] should try and build something up that involves people that don’tSalvation Army] should try and build something up that involves people that don’tSalvation Army] should try and build something up that involves people that don’tgo to The Salvation Armygo to The Salvation Armygo to The Salvation Armygo to The Salvation Armygo to The Salvation Army. They should also have something where you don’t have. They should also have something where you don’t have. They should also have something where you don’t have. They should also have something where you don’t have. They should also have something where you don’t haveto be in uniform to be included. … a singing choir where you don’t have to be into be in uniform to be included. … a singing choir where you don’t have to be into be in uniform to be included. … a singing choir where you don’t have to be into be in uniform to be included. … a singing choir where you don’t have to be into be in uniform to be included. … a singing choir where you don’t have to be inuniform at all.uniform at all.uniform at all.uniform at all.uniform at all.

16-year-old female

Appendix 1

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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 towin the world for God.

� To see far greater numbers of young people coming into a personal relationship with Jesus Christ andcommitting 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

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Appendix 2

Implementation of the Territorial Youth StrategyImplementation is the process of realising the territorial mandate for youth work at the local level. Onceimplemented, a division will be focusing on developing young people and delivering its youth strategy on the fouressentials of worship, discipleship, mission and social action. Before starting the implementation process, it isimportant that a division understands what deliverables are expected from them, and what support they canexpect from ALOVE UK and their ALOVE UK divisional liaison officer.

EXPECTATIONS OF A DIVISION IN IMPLEMENTATIONIt 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 IMPLEMENTATIONALOVE 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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VISIT #1 (at DHQ)Division completes assessment, and commits to timetable andminimum expectations of implementation status. Strategy templateis sent after visit in preparation for visit #2

VISIT #2 (at DHQ)DYO presents written divisional youth strategy draft within contextof current operations, hotspots, existing or potential new expressionof The Salvation Army youth work.

VISIT #3 (at ALOVE UK)DYO spends a Thursday at ALOVE UK for prayer, feedback onareas of progress, refinement, resources etc for divisional strategydocument.

VISIT #4 (at DHQ)DYO presents written divisional youth strategy to DHQ StrategyBoard for approval.

VISIT #5 (at DHQ)Evaluate and review strategy, results and progress.

(Circumstances may lead to schedule changes)

IMPLEMENTATION SCHEDULE

Day visit @ DHQ(present draft strategy)(present draft strategy)(present draft strategy)(present draft strategy)(present draft strategy)

VISIT #2

NW & London Cent

E Mid & W Mid

Northern

Southern & SW

Ireland

N Scot & Cent S

Day visit @ ALOVE UK(strategy day & feedback)(strategy day & feedback)(strategy day & feedback)(strategy day & feedback)(strategy day & feedback)

VISIT #3

Anglia

LSE & Cent N

E Scot

LNE & NW

Yorkshire; E Mid

W Mid; Northern; W Scot

Southern; L Cent;

SW; S&M Wales

Ireland; N Scot; Cent S

DHQ Strategy Board(present refined strategy)(present refined strategy)(present refined strategy)(present refined strategy)(present refined strategy)

VISIT #4

Anglia & LSE

W Scot & Cent N

E Scot & Yorkshire

LNE

NW & L Cent

E Mid; W Mid; S&M Wales

Northern

Southern & SW

Ireland; N Scot; Cent S

DHQ Strategy Board(present refined strategy)(present refined strategy)(present refined strategy)(present refined strategy)(present refined strategy)

VISIT #5

Anglia & LSE

W Scot & Cent N

E Scot & Yorkshire

LNE

NW & L Cent

E Mid; W Mid; S&M Wales

Northern

Southern & SW

Ireland; N Scot; Cent S

Initial Consult

VISIT #1

NorthernJan-04

Feb-04

Mar-04

Apr-04

May-04

Jun-04

Jul-04

Aug-04

Sep-04

Oct-04

Nov-04

Dec-04

Jan-05

Feb-05

Mar-05

Apr-05

May-05

Jun-05

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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 isrequired to produce a written document outlining its divisional strategy for youth ministry. ALOVE UK’s primaryobjective for 2004 is to support all 18 divisions in implementing this new strategy and assist DYO’s to ‘flesh’ it outwithin the divisional context.

A number of DYO’s have asked for assistance in building and articulating their divisional youth strategy. Inresponse, and with some valuable input from Alastair Jones, the following template has been designed as aresource you may wish to use. With sufficient research, reflection and input from a number of your keyconstituents, 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 inyour division have already been completed. Simply filling in a template does not guarantee the content isstrategic! It is hoped that this document will help you articulate your strategy, or highlight a need for additionalsupport. 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 foryouth 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 aclear and coherent divisional youth team, that could be one of your first strategic deliverables under ‘Leadership’.

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DIVISION NAME YOUTH STRATEGY2004 –2005

ALOVE Mission StatementCalling 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 yourdivision? Why?

Successes:

� Success #1

� Success #2

� Success #3

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2

Strategic deliverable(from previous section)

LEADERSHIPHow are you going toidentify and developleadership for thedivisional youthstrategy? (Divisionalyouth team, Bursaryand Timothy, yourown professionaldevelopment etc?)

Establish DivisionalYouth Team

a) To identify and developyouth leaders across thedivision

b) To broaden leadershipresponsibility andenhance skill-baseavailable to division

1. Identify skill requirementfor team and establishworking criteria

2. Meet with Divisional,corps, local and externalleaders to recruit 4members

3. Assign theimplementation anddevelopment ofelements of strategy tonew team

1. Establish skill andcriteria matrix in May’04

2. Meet leaders in June/July ’04

3. Invite 4 people to joinyouth team leaders inAugust

4. First meeting Sept ’04,and provide minutes toDDE

Identify and develop12 young ‘leaders’ indivision

a) Build pool of ‘leadershippotential’

b) To identify candidatesfor Timothy and Bursaryprogrammes

1. Communicate with corpsabout Timothy andBursary programmes,and ask to identifypotential young people

2. Organise ALOVE staff tovisit division and meetwith corps leaders tohelp recruit

3. Ask ALOVE to hold ayouth leader training dayin division

1. Create ‘potential youngleader’ list by June ’04and target with specificinfo.

2. ‘Life choice’ element insummer school July ’04to promote Timothy/Bursary

3. Organise ALOVE visitsin Sept/Oct ’04 and YLtraining Nov

WORSHIPHow is your teamgoing to provideyoung people regularexperience of worshipwith a culturallyengaging setting?

DISCIPLESHIPHow is your teamgoing to provideyoung people on-going access todiscipleship throughsmall groups and celllife?

Purpose Action steps Timeline& Measurement

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Strategic deliverable(from previous section)

MISSIONHow is your teamgoing to provideyoung peoplecontinual engagementin mission with peers,families and the widercommunity?

SOCIAL ACTIONHow is your teamgoing to provideyoung peoplerecurringopportunities to beinvolved in socialaction?

INNOVATIONHow is your teamgoing to encourageand supportinnovative newexpressions of youthwork in your division?

Purpose Action steps Timeline& Measurement

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Strategic deliverable(from previous section)

COMMUNICATIONHow is your teamgoing tocommunicate thedivisional youthstrategy, events andprogrammes to youthleaders and youngpeople in yourdivision?

FUNDINGHow is your teamgoing to work withdivisional leadershipto assess currentfunding and look atfuture funding of youthwork in your division?

EVALUATIONHow is your teamgoing to evaluate theeffectiveness of thisstrategy in enhancingyouth ministry in yourdivision?

Purpose Action steps Timeline& Measurement

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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 relatedactivities.

RESPONSIBILITIES:� At Divisional level:

o Implements the UK Territory mission statement for youth and young people, with particular emphasis onspiritual ministry, through leadership of youth events such as worship gatherings, rallies and prayermeetings.

o Develops & implements Divisional Youth programme to meet local youth needs, ensuring best fit withexisting children’s ministry

o Ensures that Divisional youth ministry is encouraged, developed and resourced in line with the TerritorialYouth 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 YouthMinistry.

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 andnurture 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 andresidential opportunities.

o Acts as mentor to young people of the Division.

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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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Associate Divisional Youth Officer Job DescriptionREPORREPORREPORREPORREPORTS TO: TS TO: TS TO: TS TO: TS 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 relatedactivities.

RESPONSIBILITIES:� At Divisional level:

o Supports the implementation of the UK Territory mission statement for youth and young people, withparticular 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, ensuringbest fit with existing children’s ministry.

o Ensures that Divisional youth ministry is encouraged, developed and resourced in line with the TerritorialYouth 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 thehighest 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 andresidential 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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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.

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New Expressions of The Salvation ArmyA New Expression of The Salvation Army youth work (NEO) is not one particular mould, but rather a sign ofinnovation where there is a youth focus and local social action initiatives for young people in the community. Asan integral part of the ALOVE strategy, a NEO could be a youth church plant, a social action project targetingyoung people, a youth congregation or some other representation of young people working with the local youthculture 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 thefollowing:

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

Appendix 3

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ALOVE UK 2004-05 Deliverables

APRIL 2004 JANUARY 200513 Divisions in implementation 18 Divisions in implementation6 NEOs 8 NEOs

SEPTEMBER 2004 APRIL 200518 Divisions in implementation 18 Divisions in implementation8 NEOs 10 NEOs

These deliverables will not be achieved through the individual efforts of the three main teams of ALOVE UK, butrather a collaborative approach to supporting divisions. The teams overlap theoretically and practically.

Appendix 4

� Personal Development Team – providing a comprehensive personal development programme for youngpeople and a professional development programme for youth workers and voluntary youth leaders

� Programme Team – developing effective opportunities for youth evangelism, discipleship, mission and socialaction

� Central Services and Information Team – resourcing national events, communication, and the day-to-dayoperation of ALOVE UK

ProgrammePersonal

Development

Central Service& Information

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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 volunteers2. Supporting team leaders3. Developing training options for teams4. Advocacy at THQ level5. Creating mission resources6. Developing partnerships and national and local level7. Consultancy to a local NEO for strategy development8. Developing a territorial community of planters9. 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 beenrecruited on a short-term basis (e.g. one day a month) in support of this work. Responsibilities will vary dependenton 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 isan 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, atotal 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 resourcein the following ways:� Cell Leaders:Cell Leaders:Cell Leaders:Cell Leaders: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 leada cell group

� Cell Resources:Cell Resources:Cell Resources:Cell Resources:Cell Resources: The development of a discipleship curriculum for cells, and the production of web-based celloutlines

� Consultation:Consultation:Consultation:Consultation:Consultation: Working with DYOs in developing cell strategies within divisions

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SOCIAL ACTION

The ALOVE UK programme team is committed to supporting divisions and corps engage young people in socialaction – which is both advocacy and inclusion:

Social AdvocacySocial AdvocacySocial AdvocacySocial AdvocacySocial Advocacy - identify factors that exclude young people from participation in education, employment orhousing and engage Salvationist youth in social and political action to agitate for change. Many young people inThe Salvation Army youth are not in a position to work face-to-face with socially excluded young people, but arepassionate about the needs of their disadvantaged peers and would be committed to advocating on their behalf.

Social Inclusion Social Inclusion Social Inclusion Social Inclusion Social Inclusion - develop programmes that build genuine inclusion opportunities for young people, and alsoprovide innovative responses to provide a foundation for major expansions of work with marginalised youngpeople.

Social Action priorities:ALOVE UK has identified six essential priority areas for social action in 2004-05:1. Lifeschools Lifeschools Lifeschools Lifeschools Lifeschools – an emerging model of supporting young people who are at risk of not completing their

education2. VVVVVirtual Virtual Virtual Virtual Virtual Villagesillagesillagesillagesillages – a concept developed to support young people who have no adequate family, peer or

community support3. NEOs NEOs NEOs NEOs NEOs – supporting the teams involved in building new expressions of ministry, particularly where they reach

out to young people who have been marginalised4. Supporting DivisionsSupporting DivisionsSupporting DivisionsSupporting DivisionsSupporting Divisions – providing support to all 18 Divisions as they respond to the needs of socially excluded

youth5. Social Advocacy ProjectsSocial Advocacy ProjectsSocial Advocacy ProjectsSocial Advocacy ProjectsSocial Advocacy Projects – assisting in the identification and implementation of projects where Salvation

Army youth can advocate on behalf of those on the margins6. Resourcing the Future Resourcing the Future Resourcing the Future Resourcing the Future 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 ourholistic mission

Building a programme baseIn working with Divisions to develop an achievable way forward in planning and implementing work with sociallyexcluded young people, it has been decided to focus initially on sites where there is both identified need andsome existing capacity.

After consulting with Divisional teams, the locations outlined below have been identified as initial sites for buildingsocial 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

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Visits to these programmes over the past three months have confirmed their desire, capacity and potential todevelop new initiatives focused on socially excluded young people. They are all committed to engaging withexcluded 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 andcollaborative approaches to working with other agencies, we have the capacity to build appropriate responses tothese issues. The primary role of ALOVE in this process is to assist Divisions in developing local plans, assessingprograms, reporting on outcomes, liaising with funding bodies and training staff in good social inclusionapproaches.

Strategic local planningALOVE 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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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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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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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 localityMajority 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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ALOVE 2004–2005 BudgetThe 2004–2005 ALOVE budget has been built specifically around achieving the two key deliverables – 18divisions 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 £ 534,520 (46%)Salaries & Benefits £ 479,087 (38%)Administrative Expenses £ 112,315 (10%)Printing & Promotion £ 35,000 ( 3%)Travel and General £ 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, theallocation of the 2004–2005 ALOVE budget, including salaries, in support of the four essentials has beenestimated as:

16% Worship45% Discipleship21% Mission18% Social Action

Appendix 5

33

Appendix 6

ALOVE Organisational Chart

34

Divisional Liason Officer ProgrammeThe purpose of an ALOVE UK divisional liaison officer (DLO) is to assist in the divisional implementation of theterritorial youth strategy. The Director of ALOVE is still responsible for the professional supervision of divisionalyouth officers, however the DLO will provide another point of contact for ALOVE UK in addition to theresponsibilities outlined below.

Territorial:While all DLO’s are subject matter experts – programme, social action, personal development etc - and will giveprofessional leadership in this area of expertise, they will function as a team to assist the territory. All DLO’s areline 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 leadershipvisit to division

DLO roles and responsibilities will be reviewed every six months.

Divisional Liaison assignments

David Eldridge:David Eldridge:David Eldridge:David Eldridge:David Eldridge:Central North, Ireland, London Central, London North East, London South East, North Western, North Scotland,Northern

Andrew Grinnell:Andrew Grinnell:Andrew Grinnell:Andrew Grinnell:Andrew Grinnell:East Midlands, East Scotland, South & Mid Wales, West Midlands, West Scotland, Yorkshire

Andrew Barton:Andrew Barton:Andrew Barton:Andrew Barton:Andrew Barton:Anglia, Central South, South Western, Southern

Appendix 7

35

Appendix 8

Divisional Performance Management Model – PILOTAuthor: 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 frameNine 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 theKRAs will be standard across the Territory.

�One of more key performance indicators (KPIs) will be agreed for each KRA. There may be a degree ofvariance in KPIs between Divisions

� A performance target will be negotiated and agreed with each division for each KRA based on an agreedbase 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

36

DIVISIONAL PERFORMANCE MANAGEMENT MODEL

Following an organization-wide risk assessment by David Rice in 2003, the lack of performance/outcomemanagement was identified as a major operational risk for The Salvation Army UK. In a move to address thisissue, ALOVE has partnered with David Rice to develop and pilot a 12-month balance scorecard-basedperformance management model.

The performance management template will provide both divisional and territorial leadership with a snapshot ofhow well the divisional implementation of the national youth strategy is going. The template measures nine keyresults areas (KRA) on which to assess progress. Each divisional team will have an initial consultation with theALOVE team to establish specific key performance indicators (KPI) which will measure these KRAs from theirlocal context. ALOVE will collate and provide quarterly performance management and spider web diagrams toboth territorial and divisional leadership. This is not a ‘statistics’ gathering exercise, but rather a way in which tomeasure and qualify progress and mission focus.

8

37

DIVISIONAL PERFORMANCE MANAGEMENT – ALOVEXYZ DIVISION – 2004 – Q1DATA

1 This strategy should be developed by the DYO within thecontext of the territory’s four essentials of youth ministry,endorsed by ALOVE, presented and supported by divisionalstrategy board, and communicated as part of the largerdivisional communication plan.

2 Culturally relevant worship does not assume one musicalform, but rather worship built on relationships with youngpeople who live in a society with a mix of complex culturalexpressions. Worship must enable young people to meet withGod without religious pretence or restrained conformity.

3 Cell/small groups give a sense of belonging with a close-knitcommunity, among peers with similar needs and interests,designed to provide young people with a context to relate toGod, to each other and to the world.

4 Mission is for young people in the church to cross thecultural divide and point people to Jesus through service andrelationships e.g. youth alpha, summer missions etc.

5 Social action includes both social advocacy (advocating onbehalf of disadvantaged/excluded young people e.g.education, employment, housing and other social/politicalissues) andandandandand social inclusion (developing programmes that buildgenuine inclusion opportunities for young people e.g schoolsexclusion work).

6 Examples of new expressions/hotspots are new churchplants centred around youth, new youth-oriented initiativesreaching out to young people who are marginalized.

8

Strategy

Worship Events

Discipleship

Mission

Social Action

Leadership Development

Funding

Innovation

Involvement

Written divisional youth strategy1

Culturally relevant worship experiences per month2

Cell/small groups per month3

Mission opportunities per month4

Social action projects5

Divisional youth team and DYO/aDYO in training

Divisional budget devoted to youth work

New expressions/hotspots6

Youth headcount

%

#

#

#

#

%

%

#

#

100

5

8

7

3

100

15

2

250

100

6

16

4

2

100

20

4

275

KRA KPI (measures) TAR

GE

T

AC

TUA

L

ALOVE UK21 Crown LaneMordenSurreySM4 5BY

Tel +44 (0)20 8288 1202Fax +44 (0)20 8542 7089Email alove@salvationarmy.org.uk

www.salvationarmy.org.uk/alove