"OPERATION ENTERPRISE--Obviously a title chosen in the vernacular of our day, but in this instance directed towards local Church activities and not a military operation.

      I submit that if any aspect of our communal, life needs an operation, it is our local Church work, and that enterprise is needed to ensure a successful operation. Hence "Operation Enterprise" which is deliberately and belligerently provocative and controversial.

      One leading Australian scientist recently claimed that our rate of progress in scientific achievement is as great in a span of 10 years now as it was previously in 1,000 years, you will not wonder then that I want to speak on "Operation Enterprise," because I believe that in our social and communal activities we must meet the challenge of a new and accelerating world.

      We shall not retain nor increase our influence unless the local Church can continue as a centre and retain its influence in this changing and exciting period. Already the importance of the local Church in many areas is waning. Our own movement is on the decline. You are the men responsible, but I doubt if you have even seriously analysed the reason for our decline; and it is certain that no major remedial action has been taken.

      Let us reaffirm, right at the start, the essential and basic belief that spiritual work is the basis of the Churches of Christ movement. Anything that detracts from that, weakens the cause, however effective it may be from an organisational point of view. On the other hand, if organisation can enhance the spiritual aspect, it should be approved.

Organisation is Necessary

      I will not say at any time, nor do I believe that a better local Church administration or at bigger Church organisation is the essential or most important part of our work, but what I propose to demonstrate is that organisation is of some value; and is, indeed, inseparable from successful growth. Much of our lack of development is directly traceable to insufficient organisation and poor administrative leadership at the various levels of our Church affairs.

      This I believe is the basic cause of our retrogression. Other causes--I leave you to work out the Scriptural excuses--concern firstly the lack of zeal in our members, for we have lost the adventurous pioneering spirit. Secondly, and most importantly, the poverty of progressiveness that comes from a lack of imagination from men in key positions in the central sections of our movement; and thirdly, a lack of appreciation of the tasks confronting the men who really constitute the core of our movement, the front line men, the pastors of the local Churches.

      The great strength of the Churches of Christ movement lies in its local autonomy--that decentralisation that enlists theoretically the support of as many as possible and vests control in small units. It is democratic in concept and must remain so. It is the alternative to a centrally controlled and organised movement with its greater organisational possibilities. A centralised organisation, however, can become the plaything of groups and persons, because it encourages the urge and lust for power. In Church work as in other work "power corrupts and absolute power corrupts absolutely." Our church is not free from this.

      It seems to me that if it has a virile programme, the local Church an make the greatest contribution to our community life and well-being.

      Whilst it is generally true that the large Churches produce the biggest men, so many members in a big cause are ineffective and just followers, that, I think, it is better to have a greater proportion working, even though the full stature of the leaders is not as

outstanding. For that reason we can justify a programme for the development of the local Church. That is, we can justify an "Op eration Enterprise."

      If then we work on the assumption that organisation is merely one aspect of the work of winning souls, a cog in the machinery by which the latter is effected, we shall not fall into the error of over-stressing its importance or placing it out of perspective. Organisation is merely an adjunct of the main job and anything which over-emphasises its position does a real disservice to our main task. Nevertheless it is important that we recognise that there is a place for organisation in local Church affairs.

Revitalisation of Church Work

      The purpose of this talk is to outline local Church development; that is "Operation Enterprise," but we cannot have an army attacking on the front line unless the supply lines are maintained and the base for operation is established. Hence because you cannot have local Church development without support, I propose to outline a three phase plan, a trinity of functions, which can be put into operation at any time, the local Church portion of which covers a period of three years. I do not think we can carry out adequately the local Church work without help from the other sections. The scheme in all, embraces three sections which could, I think, within a decade revitalise the local Church of Christ work.

      Firstly, the financial potentialities of the C. B. T., which could provide all the funds necessary to meet central office requirements.

      Secondly, the development of an intelligence and research service to supply basic information to the local Church and organised in conjunction with our Men's Fellowship.

      Thirdly, a revolution at the local Church level to meet the challenge of today's living, and which is the core of "Operation Enterprise." It embraces a three year plan at this local level.

Pastor is Key Man

      It is customary in our Churches for the control to be vested in a Board of Officers, whose work is often quite spoiled by a clash of personalities, and pastors frequently despair of ever getting harmony and co-operation. This is so common, that it is hardly worth a mention, although it indicates that the Church is by no means free from the problem of personal relations. The Board, of course, relies upon the pastor, but I do not think that he can adequately organise local activities of the type required for progressive development of local affairs, in addition to doing his own work.

      He, poor man, already has to study and prepare addresses, visit members, offer counsel on marriage, financial, and all types of domestic problems.

      He is expected to keep in touch with and lead in local affairs. He is

expected to take Sunday School, organise Youth Clubs, be a counsellor, attend mid-week meetings, take Religious Instruction, raise his own family and educate them, remain good-tempered, be available at short notice for funerals and other emergencies, and sustain the whole thing with one short Church Prayer service. Frequently, I guess, he is out most nights. It simply can't be done!

      The preacher is more frequently a student and teacher, than an organiser or administrator. Rarely is he able to fulfil adequately all of the tasks that modern living demands of him, and often is not fitted to do so. Most frequently he can't even cope with the demands on his time and do all the work that is waiting to be done. He isn't even adequately rewarded in comparison with outside salaries. For example, and in very general terms: A doctor earns, say £3,000 per year plus expenses, a solicitor £2,000, a school teacher £1,150, a pastor probably £750.

      So, like the old lady, we apparently believe that if "the Lord will keep our pastor humble, we will keep him poor."

      This is the man upon whom the main task of our decentralised work falls. As a result of all the work he is expected to do, is it any wonder that some sermons of about 30 minutes, which are expected to contain the teaching necessary to sustain a man or woman for a week, are often terribly dull, badly prepared and even more badly presented? Church work suffers, there is a lack of leadership and vitality, and the whole thing tends to jog along without any sparkle at all. Quite frequently this is recognised by the preacher, and he is prepared to accept some other job, and he moves into allied fields less onerous, but better rewarded. Our Church offers any number of examples of this type of change over.

      In fact, I think, too many of our preachers, specially trained to preach, have been given administrative jobs without any regard to the fact that administrative ability is a specialist quality with which only a few are really endowed. We then lose a good preacher but don't gain a good organiser, and we lose the drive that is most important. There is no justification whatsoever for giving administrative tasks to our professional preacher, and we suffer because of it.

      I do not believe that any movement will grow and develop if the key men in the plan are paid at the lowest scale of reward in the community. I know money is not the most important issue, but status and standing and security apply to pastors as to other men. And I don't doubt their accounts each week are just as hard to meet. A job tends to be evaluated in comparison with the rewards offered in similar jobs.

      The pastor may not as an individual desire status and position, but his office is such that he should be given it for most effective results.

Essentials of Development

      I believe we must put ourselves in a position where we retain our best men in local Church work because this is front line work and we need the best. I believe also that administrators should be selected and trained specially for their tasks, not just elevated out of a professional class of pastors because the local Church job is unrewarding.

      The first essential for our plan for local Churches then, is that we recognise that the key to progress resides with the local pastor . . . and we should do all we can to elevate his status and provide him with an adequate remuneration.

      The second essential is that we make our Churches more businesslike by assisting the Board of Officers in their work and by taking from them much of the detailed work which is usually undertaken by an overworked secretary.

      Our Officers' Boards should be more analytical in their approach, and they should have a plan of operation under which they are working. It is an "operation enterprise," with emphasis upon an analytical approach and initiative in keeping abreast of the startling developments taking place in our community. There is no need for our Churches to be apologetic, on the defensive, or to continue outmoded methods and practices.

      I don't doubt, of course, that the Officers on their part are splendid fellows, they are drawn from all sections of the community, artisans, traders, salesmen, employees and employers--all with, let's hope, one thing in common, but usually without background and training in administration--a lack of which makes any constructive programme very difficult to achieve in isolated units. A goodly proportion of the Officers would, I think, be the first to admit their inability to give administrative leadership or to prepare plans that will enable the Church to keep ahead of the tremendous sociological changes that are taking place in this country at the present time. As a result, conservatism and stability are the bulwark of our movement.

      Stability of principle is a necessity, even in a changing world, but to refuse to change some fashions of our Church life, would be just as foolish as to dress men in stovepipes and women in crinolines. I think that the local Church work is still in the horse and buggy stage, and 50 years behind modern living.

      The task of the Church, its influence in its own area and its impact upon the community in general, is a matter which must be continuously under review. I am convinced that the average Board of Officers is not competent to undertake the task and, in fact, without some measuring rod of performance could not be expected to do it.

Better Business Methods

      I am advocating a reorganisation of our local Church life, without giving up the present democratic decentralised structure of the Church, or withholding from our members and the community, the spiritual guidance and the assistance which they need, and for which the Church exists.

      Today, the modern business has a board of directors who are responsible for policy, but not for matters of detail. All leading firms have their research sections, trained administrators capable of interpreting the findings of the research and intelligence divisions and applying the lessons in the interests of the firm, subject, of course, to the policy and general direction of the Board of Directors. Future planning is continuous and in some cases sales programmes for 25 years ahead are prepared and scheduled.

      I think we may assume that in some regards a commercial company and the Church have much in common administratively. I have already proposed that we must have an intelligence and research section. No Church work, however well planned, can effectively operate without assistance from this section. This is important.

      In very brief terms the work of this section would be exploratory but its lessons would be available to the local Churches. I do not consider that really effective local Church work can be carried on unless this intelligence section is developed. Some problems which the Church intelligence service

would have to examine such matters as the record of our Church historically, and the facts of its achievements as a guide to our local Church work. In everyday business this is called Market Research.

      We must enquire as to the areas in which the development has been continuous, fruitful and substantial. In what areas has it been less happy and successful? At what rate have the inner and industrial suburbs for example, developed in comparison with the more middle class areas? How effectively is the Church developing in new residential areas? Does this development compare with other denominations favourably or otherwise?

      If we are to work to make the most effective impact within local communities we must know where the organisation is functioning most effectively. How carefully are Church functions planned? What are examples of good planning that might fruitfully be copied with or without modifications by sections of the brotherhood not now employing them? What does a critical examination of the Church's administrative activities reveal? Are the problems facing the leaders of our movement appreciated by the members of the brotherhood? Does the brotherhood opinion get channelled effectively to the leadership and find expression in higher policy? Can we operate a "home service patrol" to pioneer the work in sparsely settled areas, and in general, what developmental plans should be followed, say for the next decade or two? What part does psychiatry and psychology play in our ministry of healing, and how is a liaison between the medical profession and the ministry to be effected--and so on with many other aspects which each of you could mention.

      I consider that the research projects and the intelligence section could be organised quite simply. Specific facts are wanted which, when obtained, will lead to the building up of an accurate picture on which discussion and policy making can be based.

      No doubt, any decisions reached will he interpreted in different ways in different areas, but that is no weakness. On the contrary, it will enable the Church to exert real and dynamic leadership on the one hand, whilst on the other, the basic democratic structure is in no way weakened.

      It is significant that the Church of England has recently decided to set up an information bureau. Doubtless other Churches have already established such an organisation. A recent article in the Melbourne press reads as follows:

Church Bureau of Information

      "Canberra: The Anglican Men's Movement today set up a research and information bureau for the Anglican Church of Canberra.

      "The Conference, which concluded today, decided to set up the bureau to keep the Church's work before the public. The general secretary of the Anglican Men's Movement, Mr. T. W. Pye, said the bureau could be extremely helpful in putting its words into action.

      "'The Church,' he said, 'could not merely be content to talk to people, but had to show by its actions that there was much it could do for the modern world'."

      In the case of the local Church, a complete reorganisation of functions seems to me to be essential, and for that our plan and purpose has to be outlined clearly. We must define our objects, and our sphere of influence, and determine how we can make the greatest impact.

      Our objects are clear--to bear witness of a Saviour and to enrich the spiritual life of the Church. Our sphere of influence is just as clear-it is the population in the area in which we are located.

Basic Plan Must Be Simple

      The plan must be simple in operation so that all may understand it, but its objectives must be defined so that all the parts click into place.

      I submit that the basic aims of the local Church are as follows:

      (a) To improve the spirituality of the Church.

      (b) To promote to the maximum the teaching of the Church.

      (c) Consciously to promote leadership from the outstanding youth of the Church.

      (d) To increase the influence and the numbers of followers in the area it serves.

      (e) To meet the basic social needs of the members.

      (f) By the use of an intelligence service encourage maximum uniform growth amongst the local Churches.

      (g) Build the Church finances so that it can be progressive both locally and externally.

      To carry out this work the local Church must be vital and energetic, with tasks assigned as widely as possible between its members and utilising the individuals of the local Church, but with adequate administrative guidance and direction.

      The spiritual oversight must of course reside with the Board of Officers, but the pastor as the key pivot of our scheme, must have assistance in the form of a youth leader and campaign director and, I think, office help is needed to keep the work fully co-ordinated.

      In the case of the smaller Churches, some combination of areas may be possible and, of course, in the early stages some combination of functions where specialisation, for many reasons cannot be carried too far.

      This plan, of course, is not complete.--I can only give a skeleton of one in the first place, but it can be completed with the assistance of those who want to make it work. It goes without saying that no plan will work unless those who operate it believe in it. There must be real enthusiasm and real courage.

      I suggest that each year of a three year plan be developed by a division into periods of three months in order to measure results. Each quarter should see an intensification of effort, but centre around some special feature developed during that period. The same month each year should be used for such features as lend themselves to repetition. As far as possible the same theme should operate in all of our Churches at, the same time.

      Just in case the prospect is a bit frightening to some of the less adventurous, I don't suggest that every Church should embark upon a three year plan immediately. I do, however, suggest that two or three pilot attempts be made so that within 12 months the benefits can be assessed and the course plotted for the next 12 months, with other Churches then taking part.

      Let us look at the main aspects of our plan for the pilot schemes taking the first three points, viz.: spirituality, teaching, youth leadership. These sections are so obviously the prime tasks that they merit the special attention of the pastor working with a selected committee under general policy direction of the board of officers.

      I don't want to get involved in too much detail, but I want to emphasise the importance of having a plan and a programme. You will see the pattern of the work for this committee to undertake if, I suggest, that amongst other things and over a period of time, say three years, it tackles the following: Improved Church music and Church

services; a general meeting of members for briefing in the purpose of the plan, so that they see the pattern; a mission for members; a back to Church month; a youth month; first review of activities; an old people's month; every man a job, every woman a job; a mission to Malvern or Melbourne or Mansfield; a family week--what the Church means to the home; visitation plan; stewardship campaign; analysis of results. Each of you could, of course, add some suggestion to these.

      The selection of training of lads is a specialist's job, and should, I suggest, be undertaken by the pastor himself, who under the scheme proposed, should have more time to undertake this most important of all tasks. There is nothing I could say which could do justice to the urgency and importance of this aspect.

      The next three points namely: the influence of the Church; the social needs of members; the intelligence service, are really aspects of Church public relations.

      I think that our Church has become divorced from the daily life of the community--as well as from our members, whereas I suggest that we could make a greater impact if it were an integral part of the community, with its doors open and its staff available for consultation all day and perhaps at night too. We have become a one-day-a-week movement and as a result we are dying. It has been said elsewhere that the Church has become a spiritual club with a private chaplain and no impact upon the community.

      I well remember going through a Roman Catholic Church in a little Mexican village on the outskirts of Albuquerque in New Mexico. That little Church was clearly a part of the village. It was situated in the centre of the village, and the work of the villagers went on all around it.

      I couldn't attempt, of course, to judge the spirituality of the area, but I have never been so impressed as with the fact that the life of that area was inseparable from the Church.

      In most of the areas, in which we operate, there is little connection between the community and the Church. As a result, our influence is confined to a dwindling few, and they are mostly the result of family ties and nothing else.

Church Bureau

      To meet all of these needs, an office should be provided in every local Church with secretarial assistance and it should be established as soon as possible. I think that the work of the office is basically a job in public relations. I would prefer to call it the "Malvern or Camberwell or Footscray or Ballarat, Churches of Christ bureau." Its task becomes advisory with much of the material supplied from the Intelligence and Research centre, although much of it is local in character.

      The Bureau (for lack of a better name) is intended to be the advisory centre, the visitation planning and service centre for the people in the area, who either have no direct Church affiliation or who desire to benefit from the service made available. The work that the Bureau could undertake in addition to the ordinary Church chores would vary with local conditions' and the men concerned, but a few of its tasks of a general nature would include:

A Service to Juniors

      Information as to training for courses of study and work; scholarships available in all sections; how to be vocationally advised. The object should be to encourage the youth of the Church to train for leadership and for service in areas of greatest need in Australia and elsewhere.

A Service to Old Folk

      To advise on: social benefits available; charitable benefits; employment prospects; to advise or to arrange visitation of elderly folk and have assistance arranged; to develop, if possible, a home nursing service or link up with established services.

      The Bureau must establish an effective

Liaison with Local Organisations

      It should meet with local Chambers of Commerce; associate with sports groups; associate with the Over 50's Association; associate with the Rotary Clubs; take active part and leadership in the Ministers' Fraternal; associate with the United Nations' Group and other similar types of jobs which would become apparent as the office or bureau gets into its stride.

      The appointment of a Campaign Director is an essential part of a progressive plan. His work in conjunction with the pastor and the spiritual committee and with the office is to take over much of the detailed work in regard to representation in local affairs, develop the youth activities, assist in the leadership campaign and actively, and with the help of the pastor, take a leading part and really organise the Religious Instruction work in the State Schools.

      I have a copy of a three year plan in greater detail but it would be out of place to mention that here. Alongside the development of the local Church three year plan and indeed an essential part of it, must go the progress of the intelligence service of the Men's Fellowship. This is a matter of major importance but the details of that scheme are simple and straight forward and can be explained at any time.

Finances

      The last point of the seven point programme relates to the finances for such a scheme as I have outlined and need not frighten anyone. I believe that the religious revival, for which so many of you have prayed long and earnestly, is already with us. Our task is therefore urgent and we must actively campaign towards a goal, which organisationally has never as yet been developed by the individual Churches acting in concert in our brotherhood.

      I estimate that the financial position of the average Church for, each 100 members could be approximately as follows--

Income:
100 persons at £20 per year based on average private       income of £400 and 5% paid to the Church.	£2000
Expenses:
30% of income for outside purposes--say	600
General overhead expenses.	600
	------
	1200
Balance available for salaries.	800
	------

      Therefore it should be possible to arrange for a single Church or a combination of Churches to follow a pattern as follows--

      Church or Churches with 200 members at say 120 families:

Salaries available	£1,600
which could pay the equivalent of:
1 Preacher	£1,100
1 Office assistant	£500

      300 members at say 180 families:

Salaries available	£2,400
1 Preacher	£1,100
1 Office assistant	£500
1 Campaign director	£800

      I consider that these estimates are low and could be increased by at least 50% as the plan developed,

which would enable salaries to be paid:

£1,500 to the preacher
£600 to the office assistant
£1,000 to the campaign director
£100 expense allowances.

      This is what the Wells Organisation call a permanent high standard of giving.

      Two or three Churches could combine as follows:

Combined membership, say 400 members at 240 families:
Total available for salaries 2 Preachers say	£3200
1 Office assistant, part time	350
1 Campaign director	750

The Place of the Secretary

      I think no review of local Church work would be complete without some consideration of the activities of the Secretary and his place in the changes that are proposed. At present the Secretary is usually an excellent and popular member of the Church. He is keen and hard working. His efficiency varies according to the demands his daily vocation makes upon him. He not unusually carries most of his records in an attache case, writes his letters in long hand, and is not infrequently drawn from a section of the community not normally engaged in organisational activities.

      I have nothing but admiration for the Secretary and his untiring efforts and zeal, but I suggest that much of his work could be more suitably undertaken by a staff under the general direction of the pastor.

      There will always be a place for the Secretary. I think his job remains but, instead of all the burdensome details and chores which, he now undertakes, he could fill a more important task as in following up the plan of operation and leading the Church in many of the activities and the campaigns of its plan. His job becomes a much more important one and much more productive because he could have assistance in the time absorbing details of a job that has grown up in recent years, but which we have endeavoured to carry on in the same manner as did our forbears. He is the major link between the Board of officers and the administrative section including pastor, office and campaign director.

C. B. T. is Important

      I have purposely refrained from mentioning the C. B. T. in detail, because I didn't want to raise any controversial side issues, but I must add that in my view the C. B. T. offers financial opportunity to encourage local activity of a type second to none.

      The interminable arguments associated with that programme in the last 10 years, would in civil affairs justify a Commission to determine and report upon the

      causes of delay. I think our brotherhood has suffered as a result.

Let's Be Constructive

      It goes without saying that I have no brief for this plan as such. I put it forward in the hope that it will stimulate thought, permit a pilot scheme with two or three local Churches and make possible a start with an intelligence service which, of course, is an essential pre-requisite to any plan. I have to deal with so many plans and so many campaigns that I know the perfect scheme does not exist. Doubtless we shall find that the older members will not want a plan, because as we get older we don't want to change in our habits or our ways. Some smooth individuals who only want to develop their own schemes, will say "oh yes, it is a good scheme but . . ." and non-thinking, mentally dishonest persons will oppose all suggestions of progress whatever they may be. These attitudes are probably inseparable from human activities and Church work, and they won't disturb me one bit. We must, however, be prepared, especially the younger men in our midst, to look at any proposal honestly and logically and out of the multitude of honest counsellors will come the best scheme for the future of our movement and brotherhood. Perhaps we should echo the words of Gamaliel--suggest that if an organised plan be of men it will come to nought, but if it be of God we cannot fail.

      It seems to me that we badly need an "operation enterprise" in our Church organisation, centring around our local pastors but giving them the help and guidance they need in their front line work.

      Perhaps some such basis as I have outlined will prove to be such.

      STANLEY M. GILMOUR is a Bachelor of Commerce, and Secretary of The Victorian Employers' Federation, is in membership with the church at Gardiner, Vic., and Treasurer of the Christian Building Trust. Recognising the need for employment of people over fifty years of age, Mr. Gilmour concerned himself in this important necessity for the welfare of the community and industry, and is founder and President of the Over Fifties' Association.