We should never wish for hurricanes, tornadoes, earthquakes, floods, fires and other disasters. Yet when they happen, it is a great time to show our very best as a fellowship of congregations fused together as an association.
It is a time to serve others without seeking praise, to find willing volunteers we did not know were available and to demonstrate how a multi-dimensional denominational system can focus on individuals, families, congregations and the Church’s mission all at the same time.
It is a time when associations are not at the top of the command structure but are an equal partner in collaboration.
The current hurricane season provides these opportunities to show compassion. In the spirit of this column about associations, let’s focus on how our multidimensional denomination can engage in command and collaboration rather than command and control.
Essential process
A clear authority process is mandatory during the response to disasters. An effective communication system must exist. Chaos in response to disasters — even with good intentions — becomes a secondary disaster.
Trained and equipped volunteers who are appropriately deployed are of tremendous assistance. Untrained volunteers who see a need in front of them are also immediately helpful, save lives and rescue people and should not be discounted. Yet in the long term, more formal systems will produce better results.
The system of various hat colors — yellow, blue, white — worn by disaster team members reflects training and assigned leadership roles. It is a simple and effective visible communication system for coordinated response.
Emotionally-driven compassion launches many people into action. Resources are thrown at the relief efforts. Some resources are wonderful and greatly needed. Others are not so great and create problems.
Following appropriate assessment, resources should be focused on the most critical needs where assistance will have the greatest impact. Supply lines that back up on-the-scene relief efforts must be put into place as soon as possible.
When wise and thoughtful communication is in place, disasters can create situations of great collaboration. This is particularly true when local people understand the obvious needs. Redemptive actions can take place out of in-depth knowledge of needs not visible to outside people doing assessment and resource placement.
This happened to me during the Hurricane Hugo response in South Carolina in 1989. While taking a shift leading the statewide command center, I received word of one of many feeding units headed to our state.
They had a general idea about where they would set up in Charleston. While working to get an official word from the government coordinator, I suggested a specific place.
The parking lot of an inner-city church in Charleston was my suggestion. I knew the situation. I consulted with the association. They agreed.
It was in a community of modest-income families and small houses without power or water due to hurricane damage.
The inner-city church was one with white church members in what had transitioned to a Black community. It had recently reached an agreement to sell its building to a Black congregation, and the current congregation would relocate.
The church had been ineffective in reaching the community. How could they be otherwise? They would not allow a Black person in their building except to make a delivery and then leave immediately.
They lost the right to claim they were a Christian ministry within that community.
Serving side by side
Over the next 30 days more than 50,000 meals were served to community residents. Volunteers from the white church and from the Black church entering the community served side by side.
Redemption happened.
The Black congregation had an average attendance of about 100. The sanctuary of the church seated 500.
Because of the compassionate service to the community, the attendance was more than 500 when the Black church held its first Sunday service in the new-to-them church building.
This would not have happened with only command or only collaboration. It took both. The affirmation of the grassroots understanding of in-depth ministry affirmed the role of the association.
A command structure makes the effort efficient. A collaboration posture makes it more broadly effective.
EDITOR’S NOTE — George Bullard spent 45 years in denominational ministry. He served on the staff of three associations, was a key staff person working with associations in two state conventions and served on the association missions division staff of the former Home Mission Board of the SBC. He retired in June 2022 as director of Columbia Metro Baptist Association in South Carolina. He has led strategic planning processes in more than 100 associations and has written extensively in this area. Bullard now serves as a strategic thinking mentor for Christian leaders through his ForthTelling Innovation ministry and a correspondent for The Baptist Paper.
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