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 Lessons Learned from the English Camps Cambodia


 2009-08-13 11:57:00  3279
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Subject: Lessons Learned from the English Camps Cambodia

                                                                                 Lee, Kap Jin

Lt Gen (Ret) ROKMC

                                                                                      Director TEPs MSO


I. Introduction

  And we know that in all things God works for the good of those who love him, who has been called according to his purpose. Romans 8:28


   The purpose of presenting this paper is to provide a perspective of the lessons learned during the English Camps for the Cambodian military units from 2005 to 2009. No initial plan can go without change. And no camp was the same. Thus every camp was different, and each camp bore its own special product according to Gods will and purpose. It has truly been Gods work.


A. MSO English Camps in General


English Camp, one of the Training and Education Programs (TEPs) of the MSO, is designed to provide a short term (mostly summer) English Language Teaching Program as a tool of bringing the gospel to military men and women, and their dependents (spouses and children) of non-English speaking countries. It has been continuing around the world since 2005 in such countries as Cambodia, Burkina Paso, Angola, Panama, Costa Rica, Colombia, the Dominican Republic and Guatemala.


Korean churches at home and abroad (in the United States, United Kingdom and Canada) have provided the main resources for sponsoring MSO English Camps. Most English camps have been combined with other related programs such as medical care, hair-cut service, or computer and leadership classes in order to bring a synergic effect on the camp. Sometimes, other programs were included, such as martial arts (Tae-kwon Do), sewing machine training, or a cooking program.


An English camp team was usually composed of two or more (sometimes up to seven) different organizations, which were internationally connected. Thus, coordination among the related organizations has been essential throughout all phases of the camp. There have been common obstacles caused by geographical distance, insufficient information, language barrier, change of situation, and the time-consuming process. Financial and logistics support were always an underlying issue.


Above all, the spiritual readiness of each participant has been one of the most important considerations of the camp. Nevertheless, each English camp has faithfully planted the seeds, and the local missionary has watered them, but God made them grow (1 Corinthians 3:6). We thank God for this grace and blessing.     


B. 05-08 English Camps Overview


  1) Y-2005

     Cambodia: 1st Brigade (Aug 1-12)


  2) Y-2006

     Cambodia: 1st Brigade (Jul 3-13)

Armor Headquarters (Jul 13-22)

     Panama: Military unit (Jul 16-25)

     Angola: Lubango Air Force Unit (Aug 2-7)

     Costa Rica: San Jose Police (Aug 7-14)


  3) Y-2007

     Cambodia: 911 Special Force Brigade (Jul 2-20)

11th Infantry Brigade (Jul 30-10 Aug)

Armor Headquarters (Aug 6-11)

       Angola: Southern Command (Jul 23-28)

       Brukina Faso: Bobo Area Command (Jul 30-Aug 11)

       Panama: Police (Aug 13-17)


    4) Y-2008

       Cambodia: Armor Headquarters (June 23-27)

                 911 Special Force Brigade (Jul 30- Aug 8)

                 Regional Force Special (Capital Defense Command) (Aug 11-15)

       Brukina Faso: 1st Army (Bobo) (June 30-Jul 11)

                     2nd Army (Kaya) (Jul 14-25)

                     Capital (Waga) (Aug 4-15)

       Colombia: Chaplain, Police & Prisoners (June 21-Jul 9)

       Dominica Rep.: Military, Police, Chaplains, Doctors (Aug 11-16)


     5) Y-2009

       Cambodia: 911 Special Force Brigade (Jul 25-31)

                  Regional Force Special (Jul 27-31)

       Burkina Faso: Bobo (June 27-Jul 11)

                     Wagadugu (Jul 13-23)

                     Waygoya (Jul 25-Aug 8)

       Guatemala: Estado Mayor De la Defensa Nacional (Aug. 3-6)


  C. Focus of the Paper


English Camps Cambodia (ECC) would be characterized as a Brigade Level Integrated Camp within the cognizance of a unit commander. Within this context, this paper will not focus on the details of the process but on the broad and fundamental picture, which includes the next four parts: Beginning, ECC Summary, Lessons Learned and Future Considerations.  



II. A Review of English Camps Cambodia (ECC)


1.  Beginning: Opening the Door


  The beginning story of this ministry may tell us how God conceived His plan for ECC. We had to stand before the big wall of an unknown world from the moment of our start. Our prayer knocked on the door, and He opened it - the entrance to Cambodia!


  1. Gods Plan for Sailing


The concept of the English camp was conceived during 2004 World Conference. General Lee, Pil Sup, the President of AMCF, suggested that we should find any non-English speaking country interested in an English camp. There was nobody that was able to talk about an English camp within the MSO. Prayer was the only weapon we could use. But God sent us the most experienced of partners from ACCTSNorris and Lois Webster, Paul Neu and Don Snow. They prayerfully suggested an English camp in Cambodia. This suggestion ignited us to draw an outline plan for Cambodia. When we look back on this ministry, it has truly been a God-initiated, God-provided, and God-intervened work. God launched His ship, the English Camp, and let His crew hoist the mast. God had already charted His course - the course to Cambodia.


  1. Port Calls for English Camp


By faith, Abrahamobeyed and went, even though he did not know where he was going Heb. 11:8


1)  Finding the Demand

Our first port call to Cambodia became real in January, 2005. We were introduced to the Commanding General of the 1st Brigade located at Udong on the north of Phnom Penh. The pastor who had participated in the 2004 World Conference as a Cambodian delegate led us to the base. We met the General at his residence with warm greetings. We prayed and explained the English camp and medical care program. He happily accepted our proposal. By Gods grace, our first port call to find a demand was successfully completed.


2) Finding the Supply

The supply for our first English camp came from a Korean Church in the United States. The Senior Pastor of the Binneri Church in Dallas, Texas expressed his interest to sponsor an English camp in Cambodia. We flew to Dallas and met the churchs English Ministry members.

Norris and Lois Webster, Paul Neu and Don and Jonnie Snow joined the meeting. Lois provided a two-day package of intensive classes on teaching technique based on her AELT (American English Language Training) program. Thank God that in addition to this, the ACCTS members who had joined the meeting decided to reinforce the Binneri English camp team. So, God blessed our first English camp team by organizing it internationally.


   3) Finding Other Resources:


a) Childrens Camp Team

       Due to the financial limitations of the Binneri Church, we had to find another supply resource for the childrens camp. God sent us a small short-term missionary team in Seoul. The team was composed of four faithful women who were professional English teachers in elementary and preschool classes. The right person at the right time.


     b) Medical Care Team

       The coordination and visit of the MSO medical ministry team to the Sun-Rin (Good Samaritan) Hospital made a medical missionary team available for the camp.


     c) Tae-Kwon Do (Martial Arts) Demonstration Team

       This team was supported by KOICA (Korean International Cooperation Agencies) in Cambodia. The Tae-Kwon Do instructor, who had served as the head coach of the Cambodian National Team, volunteered to support our camp.


     d) Leadership Class for Officers, prepared by the MSO


       God blessed this ministry from the beginning to be made up of multiple internationally related organizations - including a host military unit, the MSO, ACCTS, the Korean church in the USA, a domestic missionary group, and a local military missionary in Cambodia.   


 2. English Camps Cambodia (ECC) Summary


A.  Year 2005


This was our first English Camp for the 1st Brigade, Royal Cambodian Army in the Udong area. The Officers English class was run by the instructors combined from Binneri and ACCTS. The 3rd Base Missions Team from Korea ran the Childrens camp and the praise times. The Commanding General allowed us to teach the Bible class in the evening and he himself attended once in a while. Having an English camp with Bible study together was such a blessing. Leadership classes for officers were introduced to the 1st Brigade, Armor Headquarters, and the Bureau of Military Cartography. The purpose of having a leadership class at the Armor Headquarters was to survey an English camp. The Armor Commander asked me to have an English camp the following year.

The Taekwondo demonstration and friendly football match could boost the morale of the soldiers and mutual fellowship.

Medical care by the Sun-Rin (Good Samaritan) Hospital missionary team provided medical treatment for military soldiers and their dependents. In spite of the many deficiencies, the most valuable fruit we obtained from this first camp was our own experience. We met and we felt.


B.  Year 2006


The 1st Brigade was able to continue its 2nd year camp with the same camp team, the Binneri Church from Dallas. Again, one of the ACCTS members joined the Binneri team as an instructor. The medical care team from the Sun-Rin (Good Samaritan) Hospital was sent again. This time, the Baek Suk University (BSU) Church Team from Korea joined the childrens camp and computer program. The computers for training were brought by the Binneri team and the class was run by the BSU team professors. One provided the assets while the other the manpower. The 2nd year camp became better in their team work.


The English Camp for Armor Headquarters was conducted by the Christs Love for Military Ministry (CLMM) Team from LA.

English teaching, worship, praise, and Bible study were all available at the camp. The officers English Class and the Childrens camp were held at the abandoned Armor training school. No electricity was available.  No classroom had the frame of doors and windows. Some classrooms did not even have chalkboards. But these conditions could not hinder their passion for teaching and learning. The receptiveness of the children gave us great hope. They had memorized the Lords Prayer and the Apostles Creed in Khmer during the week-long camp. The camp team and the unit command group enhanced mutual trust and friendship. The medical care for two units was able to provide a brief clinic for 1000 clients.


The most significant and productive issue we probably gained from the 2nd year camp was regarding the follow-up process and its support system. The issue of the continuity of the program came to the surface as a problem and this discussion made the camp rise to another level. Both the CLMM Team and the commander of the unit wanted to continue the camp the following year.


 Leadership classes were held for both the Armor Headquarters and the 911 Special Force Brigade. The class for the 911 SF Brigade provided another opportunity to survey the availability of an English camp for this unit. I met with the Commanding General and explained our ministry. He welcomed and promised to invite an English camp team for the following year. So another demand for a 2007 camp was set up a year in advance.


C.  Year 2007


The year 2007 had three English camps including the Armor Headquarters, the 911 Special Force Brigade, and the 11th Infantry Brigade.


CLMM sponsored her 2nd year English camp for the Armor Headquarters. This 2nd camp allowed the reunion of the team members and the students. This time the team and the students wanted to get together not just for the sake of getting together but to accomplish something. So the class became more active and dynamic. Teaching material was newly made according to the lessons learned in the previous year. The preparation of the camp team was much improved to meet every aspect of the camp. Autonomy of the camp was well practiced. Coherence of the camp team and the students could be sensed. The condition of the camp facility had not been improved, but both sides could feel a sense of momentum among them. This camp was, perhaps, one of the best camps we achieved that year.


The camp for 911 was run by the Ohana Foundation Team from San Francisco. As a professional English teaching corporation, Ohana sought to make a missionary contribution by serving with their capabilities. Team Ohana to Cambodia brought their modernized teaching materials and equipment with video system devices. However, the inconsistency of the electric power from the generator brought the possibility of damage to the sensitive   devices. Sometimes, the conventional style tailored, face-to-face teaching can be more effective than the standardized, mechanical way of teaching.


The MSO provided a 2-day package of leadership classes for the officers. The camp team enjoyed teaching and fellowshipping with the well disciplined special force officers and their children. The General invited another English camp for the following year.  


The camp for the 11th Infantry Brigade was sponsored by the BSU Church team that had participated in the 1st Brigade childrens camp the previous year. The team was reinforced by new members. The BSU Team was organized for the English class, computer program, and Childrens camp. The MSO provided a short leadership lecture. All classes went on in an orderly manner with the direct participation of the commander himself. Sanitation and medical care were provided.     


D.  Year 2008


God allowed us to have three English camps in 2008 including the Armor Headquarters (3rd year), the 911 Special Force Brigade (2nd year) and the Regional Force Special (RMS: Capital Defense Command) (1st year).


The camp for the Armor Headquarters included the English class, the Childrens camp, and oriental medical care. As a result of the three consecutive years of the camp, God allowed the team to baptize 76 persons (33 military, 43 children) who had proclaimed themselves as Christians. We thought that it was high time to change the direction of the ministry for this unit from an English camp to a continuous discipleship training program, following up with those individual Christians and raising them up.


The camp for the 911 Special Force Brigade was held by the Young Nak Church Team from LA. The team provided an English class and led worship and praise. The childrens camp was run by the local missionary staff members. Medical care and medicine support for the unit aid station helped them provide medical treatment. Through this camp, God gave us a wonderful gift. One General officer received Jesus Christ. His son had become a Christian during our first year of the camp.


The Camp for the RMS (Regional Force Special: Capital Defense Command) was sponsored by the Central Military Chapel Team from Seoul, Korea. It was the first time that a Korean military church had sent an English camp team for a foreign military unit. The team members were composed of sons and daughters from the military families of the church. The team was reinforced by local computer ministry members. The main efforts of the camp team focused on the English class, computer, and the childrens camp.

In the RMS unit, there were some good Christian officers. Those Christian officers were able to establish an inner circle for running the camp. In conjunction with the regular English teaching, Bible study and personal evangelism was practiced during the last part of the camp. The rank status of this unit was relatively high compared to the regular infantry unit. We assumed this rank system would hinder the teaching of the class by younger instructors. But surprisingly, they handled the class well with confidence. The response of the older students was very perceptive. During this camp, Colonel C who had participated in the MEO (Military Evangelism Observation) Program in Korea played a major role as a main point of contact to communicate with the unit. Coordination went smoothly. Again the fellowship in Jesus did its work. 


E.  Year 2009


 God gave us two English camps for 2009.

  The camp for the 911 Special Force Brigade was held by the Everyday Church Team from LA. The Officers English camp, the Childrens camp, and two separate times of medical care from different medical teams were provided. Although this was the third consecutive year of the camp, the sponsoring camp team had been changed every year. We will review the post effect of this style of camp in our follow-up process. However, as a result of the previous two camps, God had given us a good Christian family who has led Bible study and worship.


The camp for the Regional Force Special was held by the Seo-San Presbyterian Church Team. Along with its own medical team, the Seo-San PC Team provided officers with an English class, childrens camp and medical care.

Significantly, a Senior Officers Class was opened. During the previous years camp, we found that most of the senior officers seemed to be somewhat reluctant or shy about being mingled with their younger officers in the same classroom. Considering their rank and mission, a specially designed 3-day package of teaching material was brought in for these higher ranking officers in English and Khmer. The main focus of the teaching included International Relations and (Christian-based) military leadership along with good fellowship.  


3. Lessons Learned


A.  Prayer


To man belong the plans of the heart, but from the Lord comes the reply of the tongue     Proverbs 16:1


      Like any other ministry, prayer in the Spirit has been a part of our daily walk to make the camp available. The deeper the process went, the more the prayer requests multiplied. We experienced the power of prayer through His divine answers to our prayers. We also experienced that its one thing to believe in such power but another thing to practice it. Pray and plan should be kept at every moment. Having prayer partners as intercessors was the most certain supporting force for the camp teams. We thank our prayer partners and each sponsoring church of a team for their most powerful prayer support.


B.  Understanding the Host Nations Situation


      Understanding the situation of the host nation related to the camp must be the door of entrance. Although the law of the Cambodian government guaranteed freedom of religion, we were aware of contemporary restrictions or law enforcement on certain religious activities. Two years ago, when their national election was coming, the government announced the restriction of Christian evangelical activities in an open area. Traditionally, more than 85% of Buddhism has always been a dominating power of the country, and policy makers need to be sensitive to any anti-Buddhism activities, particularly of those Christian missionary activities aimed at converting. In this respect, our meeting with the Minister of Religion was very helpful. It was an opportunity, not only to understand the policy of the Cambodian government, but also to develop a relationship with the chief official by explaining our activities in Cambodia. Understanding the restriction of religious activities in a sovereign state is important and it is no exception for Cambodia.    


    C. Understanding the Military Situation


1)  The Influence of a Commander

A commanders intention to receive an English camp could be a starting point to influence the remainder of the whole process. 

A commander (Flag Officer) of a unit (Brigade level) usually exercises his command authority to invite a foreign NGO to operate on his base, although permission from the higher headquarters is also essential. Technically speaking, the initiating point of an English camp might be the time of command approval (either orally or documentarily).

A personal relationship with the commander is paramount, but you should not use that relationship for influencing other officers within the base in order to facilitate your camp. Respect for the working level of authority must be always kept. If you misuse this, you could create a serious problem for the camp.

The commanders consent (in silence) to worship and Bible study as regular parts of the camp program is truly a blessing. Under this supporting atmosphere, most military men and women and their children of the camp can be open to the teaching of gospel. In general, the interaction of hunger for teaching and learning can make a camp alive.   


2)  Role of Individual Military Christians in the Base

         Individual military Christians in the unit were very useful assets. They were able to raise an inner-circle to move other people around them. Their contribution to worship and Bible study was very helpful. In most cases, they became not only good helpers for the camp but also major co-workers for subsequent follow-up programs.


          One faithful Colonel, who had participated in the MEO (Military Evangelism Observation) program in Korea, was appointed as the project officer for the English Camp in his unit last year. He played a key role in assisting the camp by providing a main channel of communication between the camp team and his unit.


In the 911 SF Brigade, one flag officer and his family have worship every Sunday. Those individual military Christians who have received Jesus through English Camp should be trained as future military Christian leaders.


3)  Interest of a Host Unit vs. Camp Team

         The ways of seeing the camp between host unit and camp team may be different. While the host unit commander may consider more the physical and tangible needs of the camp, the camp team will consider more the spiritual and intangible needs. In order to fill this gap, medical care, computer class, football match, fellowship, financial support for snacks and utilities (use of generator and so on), and social activities with the command group can be practiced as useful programs.

 Seek the other persons interest should be remembered at all times. However, in order to deal with this challenge, you must set your do and dont principles and let them know that you will be doing your job on that standard. A camp leader must be flexible to meet this sort of situation. Any conflict occurring between the unit and the camp team should be solved prayerfully and faithfully.


      4) Personal Assignment of Military Soldiers

        It is interesting to find that the most of soldiers, once assigned to a unit, including the commander of that unit, are rare to be transferred to other unit. They usually live in their military base with their family for many years. The base has become their permanent place not only for working but for living. This environment could create a favorable condition for establishing a long-run relationship with the same people. If a consistent follow-up program could be conducted, this relationship will be greatly strengthened.


D. Finding Resources


1)  Finding Supply

       The effort in finding supply resources both at home and abroad requires a time-consuming process until a decision can be made. The oversea visits of Gen Lee P. S., and the MSO staff to the Korean churches or interested agencies in USA, Canada and UK, were effectively utilized to collect information regarding the supply. Domestically, it has been revealed that quite a number of potential churches and organizations are capable of holding an English camp. For example, Baek Suk University Church participated in English Camp Cambodia for two consecutive years from 2006 to 2007. However, it is rare to find a church that wants to send its camp team to the same unit consecutively. This may cause the changing of partners every year. So prayer becomes even more important to fix the supply for the demand in a timely manner.


2)  Finding Demand

        Before the commencement of the camp, we usually ask the unit commander whether he wants a camp for the next year or not. If so, then a letter of invitation for the next year would be given before departure. The most ideal case is if a mutual agreement between the hosting unit commander and the sponsoring team leader can be made for the following years camp. However, a team leader should not decide this unless the authority is delegated by its church. Therefore, we usually obtain the demand side invitation first, and then review the supply part to connect. Once in a while, the political and military situation of the host nation may cause a last minute change. For example, when an emergency situation calls for the deployment of the host unit troops, you will need to change your camp program by readjusting the date of execution or changing the host unit. In the year of the 2009 English camp, the boundary dispute between Cambodia and Thailand actually caused the deployment of troops to the boundary defense region and the ministry of those English camp teams had to be readjusted.


F.  Organizing the Camp


 When the Supply and Demand sides are visualized, the next step is in the process of organizing the camp. We have found that the role of each related organization or individual should be clearly defined as whos for what. Heres an example of what weve been practicing for the last 5 years.


        1) MSO takes overall responsibility. Its functions may include recruiting, planning, coordinating, supporting and participating.

          However, the key role of the MSO is to be a bridge between the host military unit (Demand) and the sponsoring organization (Supply).


       2) The Local Missionary provides himself as a field director for this ministry in the capacity of the MSO-associated missionary in Cambodia. His functions may include finding (mostly Demand, partially Supply), connecting, coordinating, supporting and evaluating for ECC. He is the key person from the beginning to the end in the field. He is the jump starter to spark the initial stage of planning by getting the confirmation of the host unit commander. He is the main point of contact for both host unit and camp team when a connection is made. He is the chief coordinator on the spot for all phases of the camp. He collects information from the camp team and the host unit for evaluating the camp already conducted. He is responsible for conducting multiple follow-up programs after the English camps. He also has the field staff function of finding new demand and supply, and to provide staff recommendations for future English camps.  


3)    The Sponsoring Organization (church) has, in the past, prepared for the camp in close coordination with the MSO and the local missionary in Cambodia. Usually the required amount of coordination and preparation increases when a team is new. A MSO staff visit to the sponsoring organization may expedite its planning and preparation process.


4) When a planning process becomes mature, the function of the cooperation among multi-organizations is delegated to the local missionary for direct contact. The principle of decentralized execution under centralized control may be useful to let this stage of ministry go smoothly. The MSO just monitors the ongoing situation and interferes only when necessary. The cross-continental nature of the participating organizations frequently requires a time-consuming planning process. Each organization may have a different policy, a different decision-making process, a different fiscal year, and a different time zone. Be prepared to go with plan B in case of an emergency situation which may change the plan of camp as a whole.


G.  Conducting the Camp


1)   Understanding the Culture

Holding a proper ceremony is very important to the Cambodian military. So an Opening and Closing ceremony of an English camp must be held formally, because it is with foreign guests. It usually takes an extended time (for one to two hours). Camp team members may not be familiar with this. Therefore, it is appropriate to explain this to them before they attend the ceremony.

A Certificate of Completion is given to each participant in the closing ceremony. This paper is usually prepared by the sponsoring church or the MSO. As a rule of thumb, the space for Commanders signature must be located at the center, just above the signatures of sponsoring organizations. This will probably not be a subject of contention, but it is better to simply follow it. Every officer-in-charge of an English camp is chosen and appointed by the commander with great concern.


2)  Daily Camp

The daily schedule for movement, class hour preparation, teaching, fellowship activity, team meeting, and meal and transportation should be checked thoroughly in advance. Daily classes usually do not exceed 5 hours. Handling a class hour has varied from teacher to teacher. In most cases, an experienced team can prepare better teaching methods and materials from the lessons learned previously. Team meetings can be effectively utilized for daily critique and preparation. 


3)  Fellowship

Fellowship is like lubricant that helps run a camp smoothly. Most of the fellowship can be established in regular classroom settings. Each class teacher must play a role as a key actor in developing good fellowship with his/her students. By the end of the camp, you may see differing levels of fellowship forming from class to class depending on a teacher. 

Besides the classroom, a camp team may lead various fellowship activities including sports, recreation, outing, hair-cutting service, medical care, and so on. Camp teams may also host luncheons or dinners for the command group of the unit. Pursuing a long-term fellowship may be preferable. You may send greeting cards for Christmas, Easter Day or for a special occasion such as the unit commanders birthday.         


H.  Continuity


Maintaining the continuity brings not only deeper relationships between the team and the host unit but also produces abundant spiritual fruit from the camp.

The case of the CLMM team is a good example. The team members devotionally committed themselves to the camp with sincere love and care. Each class, less than 20, became a real team with their teacher. It seems that mutual trust had grown during the three consecutive years of meeting. Feedback was made for teaching and fellowship for the following years camp. Teachers prayed for their students by calling them out by name. The preparation from the United States was unbelievably thorough. Even crayons, drawing papers, cookies, and candy bars for the children had crossed the ocean. They were willing to pay the price. And God blessed the team with the abundant grace to baptize 76 soldiers and children after three years of commitment.

However, not every team has been able to achieve that same result. In fact, it is rare to see one specific team sent to the same unit with a long-term vision. So obtaining continuity for a camp through a specific camp team may require extra effort by the MSO to attract a sponsoring church or organization. As an alternate option for continuity, we have tried to fix the demander (host unit) and marry up with any available supplier for the year. This option has, in fact, been applied to ECC. Maintaining continuity of the camp may be the hardest task of this ministry.     


I.   Follow-Up


Some fell on rocky places, where it did not have much soil. It sprang up quickly, because the soil was shallow. Matthew 13: 5


The Follow-up program has been another challenge of this ministry. No one would be satisfied with a week-long English class once a year. A conducted camp should provide itself as a catalyst for subsequent follow-up. Before they cool down, somebody needs to reach out and touch them to keep them abreast of their past learning, and to continue the relationship.

We have found that the local missionary should visit at least every other week. The focus of the follow-up should be to lift up local Christians and to make them mature. However, getting appropriate financial support is a foundation for carrying out this ministry.

CMLL has provided continuous support for follow-up since its camp in Cambodia. Although the limited support may be a problem, we need to continue the march for this ministry.


J.   The Fruit of Follow-up: Discipleship Training


A follow-up program can touch the Christian remnants of the English camp. We invited those remnants to the MSO sponsored Discipleship Training (Cornelius Meeting) program.

This program is held one or two times a year. Most of the participants are leaders of local Christian activities. The training is focused on IBS (Inductive Bible Study) and CP (Conversational Prayer) according to the AMCF Manual.  Encouragement, spiritual lifting up, and fellowship are essential.  A 12-year old girl whom we met in 2005 at the Childrens camp has since become a 16-year old lady, who now assists the leading of a childrens class at the base. She participated in our Discipleship Training program with other adult officers this February. We thank God for His great work.  


K.  Security


Security is paramount. In this respect, the strongest point of this ministry ought to be security because the camp is carrying on under the protection of the host unit commander within his base. The invitation of the host unit may guarantee the freedom of your activities within the base. However, off-base security must be considered at all times. We do not encourage night time outings for the camp team. Orientation of detailed security measures to all members of the team is essential. If you need to return to the hotel at night by a rented car, and the route situation doesnt guarantee safe driving, you may ask an escort officer or NCO with your team to handle any accident on the way. You must cancel the camp program if any security problem is expected.  


4. Future Considerations  


There are four considerations that we would like to think about for future camps.

First we have to consider how to maintain the optimum number of English camps per year. This implies cultivating a new supply and demand.  

   Second we have to improve a stable supporting system for the follow-up program. This support should come from those camp sponsoring churches or organizations.

        Third we had better consider developing another pattern of English camp. For the last five years we have focused on Unit (Brigade) Level Integrated English Camp within the cognizance of a commander.

In addition to the current style of camp, we may consider developing an English camp for Off-base Non-organic Groups of Military men and women with their dependents sponsored by a relatively small camp team.

Fourth, we may consider establishing a standing English Camp team within the MSO organization.      



III. Conclusion


  Since this is still an ongoing program, it may be too early to conclude the result of the English Camps Cambodia. From 2005 to 2009, a total of 11 English Camps were held in the 6 different military units with the support of 30 internationally and domestically related organizations. Those team participants, from teens to the elderly in their sixties and beyond, all came from different occupations and places. Some came with their spouses or children. Some came with their church partners. They came and worked all together for one purpose. When they reached the playground of the camp, some had never met before, and one didnt even know the identity of their neighbor player. But they had formed a team as friendly forces in the name of Jesus Christ. The Captain of the Team was Jesus. So this camp was truly His work. So we give all the glory to Him.


  In conclusion, the following confession may be a summary of the lessons that we learned from English Camps Cambodia.


We do not know where the Ship ECC will be going in the Year 2010.

But we are very confident that He will lead our sail indeed.

Our only response will be Aye, aye, Sir, and then we will turn

the steering wheel to keep the directed course and speed!





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