Our commitment
We know vision and value statements are just nice words, unless we can make plans and develop rhythms that help us to put them into meaningful action. As a leadership team responsible for Apostolic care, and as Trustees of the organisation, our commitment to senior leaders, their churches and networks in the Go Global family falls into 3 broad categories:
Personal mentoring and pastoral support
Leadership development
Resourcing churches
Personal mentoring
and Pastoral support
The team providing this support is
the Go Global Apostolic team
The Go Global Apostolic team is an international group of trusted and experienced leaders from within Go Global, who help Peter Anderson outwork his Apostolic mandate across the nations. It is not a group of Apostles, or a group of leaders with ‘fivefold ministry’ gifts, though it will contain people with these gifts and calling.
Leaders are chosen from the Go Global members for roles in this team due to their track record in ministering at a high-capacity level and are appointed by the Go Global Strategic team based on current needs of the organisation as we look to achieve strength across the areas we have committed to.
The purpose of the Apostolic team
The Apostolic team are part of our formal organisational structure as outlined in our constitution which states the Apostolic team are responsible for the oversight of the churches in the ministry.
Though each church in Go Global is autonomous and responsible for the legal, financial and spiritual aspects of their own ministries, in coming into the Go Global family they are choosing to submit to the spiritual oversight and care of the Apostolic team. This act is a spiritual and relational agreement and covenant before God on both sides and carries no legal or financial obligation or responsibility from either side.
On this basis, the Apostolic team will endeavour to provide a united, mature and Spirit-filled leadership infrastructure for the Go Global ministry seeking to build spiritual and relational health across the churches and leaders.
The structure of the Apostolic team
The Apostolic team is split into five regional leadership teams which are overseen by Peter Anderson: U.K. / Europe / Asia / Pakistan and India / Africa.
Each regional leadership team will typically have two or three regional leaders who will provide relationship and support to the churches in this area, alongside Peter Anderson. This team will be known as a regional leadership team.
The function of the Apostolic team/ regional leadership teams
Each regional leadership team commits to meeting the churches in their area for planned and focussed one-to-one mentoring time every month, in addition to any emails and messages that are sent on an adhoc basis. Where Peter Anderson is not directly involved in a regional leadership team, he will aim to be present for every third meeting in a region, and available to leaders if they need.
When the regional leadership team meet with Go Global church leaders, leaders can expect a commitment in these three areas from them:
Meetings and interactions that strengthen the foundation of your peer relationship and friendship.
The regional leadership teams will serve, love and mentor leaders under their care, providing support for them, their family and their leaders (including elders and pastors).
The regional leadership teams will provide general advice and strategy to help churches to advance, and they will provide specific support with: Onboarding new churches and leaders into Go Global
Transitional support if moving over from another ministry or relational connection
Supporting the church eldership to be properly established and functioning, and support to the key leadership team/pastors as it is important to provide proper external accountability for the church.
Review the health of the church regarding spiritual milestones being achieved and alignment with the Go Global vision and values document and foundations courses.
Each regional leadership team will endeavour to be ‘on the ground’ with each church in their region once a year for a longer period of ministry and relationship forming. Peter Anderson will endeavour to be on the ground with each church in the Go Global family at least every 2 years.
wHAT WE DO IN GO GLOBAL
Leadership development
We have worked hard to develop a rich routine of peer support, spiritual encouragement, teaching and leadership development for our leaders, their churches and networks. We ask our family to engage enthusiastically with our events and content as we try to make sure it is accessible to everyone across time zones, internet connectivity levels and available technology. These are our rhythms:
We will provide a monthly Global Leadership Hub for our Senior leaders with peer support as a core element.
We will provide twice a year Global Leaders Days for our Senior leaders and their leadership teams, as an opportunity for training and building peer support networks in a ‘Hybrid’ learning environment.
We will seek to establish Global Gatherings where Senior leaders and (finances permitting) their families can have a longer period of respite, training and building peer support networks in a residential learning environment.
We will provide an online learning, equipping and apprenticeship environment for senior leaders, their churches and networks; for church planters and interns. This will be called the Global Classroom. Using an online virtual learning environment, The Global Classroom will offer a mix of free to use and paid-for content, using live teaching, hosted online teaching modules and bespoke on-demand training and apprenticeship courses.
We will establish a programme of Go Global interns in a vocational training scheme.
Resourcing churches
We have a few materially rich, and many materially poor churches in our Go Global family. We recognise the unique position we have as Trustees and as an Apostolic team in ensuring God’s provision and the generosity of our family members is distributed across our family in a way that supports the healthy spiritual and strategic growth of each family member.
We are not a rich organisation, but we aim to be radically generous with what we have. As an organisation our Trustees, Strategic and Apostolic teams discuss how best to allocate any available money to help in the areas outlined below. These three teams ensure we are legally prudent, spiritually attuned and strategically sound in our financial decisions.
In addition to a general giving fund, we will have a once-a-year large fundraising drive on Pentecost Sunday each year called the ‘Global day’.
Trustees can currently allocate funds for:
- Financial hardship amongst our senior leaders.
- Transition funds to new churches within our organisation to ensure continuity of care and stability during times of organisational disruption.
- Strategic infrastructure costs amongst the churches in our organisation that support the development and sustainability of international mission (that would otherwise be unaffordable to local churches). We have a particular focus on developing Apostolic regional hubs.
- The development and sustainability of local projects and physical infrastructure supporting the relief of poverty amongst the churches in our organisation (Support of widows, orphans or those in extreme poverty)
In addition to all the above, and in line with our core values we intend to promote and support financial empowerment amongst our leaders, their churches and networks through entrepreneurial training and business mentoring.
Content will be delivered in part through the Global Classroom teaching platform and presented by experts in the field of business and entrepreneurship. It will also be encouraged through 1:1 mentoring and support by the Apostolic team and regional leadership teams working with our regional leaders. 9
As part of this approach, we can see the future potential of setting up a separate financial program of business investment. Our intention is to financially empower our leaders, churches and networks across the world to become ‘Rivers of resource’ bringing financial self-sufficiency, and financial and long-term organisational stability.