Caring Vol. 15 No. 2 (Summer 2009)

VOL. 15, NO. 2 • SUMMER 2009

Tackling workforce challenges Fighting economic gloom in the 1920s and today

The Army: Open for business Kroc Center update

caring The holistic ministries of The Salvation Army Mission & money

by Robert Watson

The Army’s sign: Open for business 12

with contributions by the Army’s national and territorial leadership

Ethical economics

by James Pearson

A faith revival in Florida

by Pam Duckett

15 21

Tackling workforce challenges

by Kevin W. Tomson-Hooper

Fighting economic gloom in the 1920s and today

by Susan Mitchem

7 8 12 15 19 21

Friday Food Market Cultivates healthiness

by Geoffrey Lippert

38

Learning is easy

by Lafeea Watson

40 42 44

Working in The Vineyards

by Matthew Jensen Why help the Salvation army?

by Otis M. Wiles

Reserve fund holds sturdy

by Ann Woodall......................... 18 Good strategies for bad times

by Jack Anderson....................... 24 A savings lodge

by Christin Davis....................... 26 For a beer

by Martin Cooper....................... 29 Work for all

by Kirrilee Trist......................... 31 Kettles aren’t just for Christmas

by John David Alonzo................. 34 Markets challenge ARC

by Marlene Gerber and Dawn Marks........................ 45 Enabling continuous learning

by K. Kendall Mathews................ 46 Kiwi response

by Campbell Roberts.................... 47

Kroc Center update

by Don McDougald

35

MY CORNER 2 • PERSPECTIVE 3 • IN THE NEWS 4 • AND FINALLY... 48 SUMMER 2009•VOL. 15, NO. 2 DOING THE MOST GOOD

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MY CORNER

What could go wrong?

It is likely that more people experience the awful BY feeling of what it means to be poor today than at any time ROBERT in the history of our nation. Feelings of vulnerability, DOCTER powerlessness and loss, combine with the absence of

freedom. There is a perception of less control over one’s destiny, of unfairness and of failure.

Our anxiety has stimulated a loss of confidence.

We all looked at our paper money as hard cash—permanently available to us. We read the ever-increasing bottom line on our investment portfolios, printed in bold, black ink that we couldn’t miss.

Wow! We were growing wealthy. My retirement years will be delightful, we quietly murmured with a gloating smile on our face.

Very quietly and very privately we said to ourselves: “Maybe President Bush had a good idea in letting me use my own power in making my social security investments. I knew I could do a better job,” we said. “Just leave my income figures alone—I will handle my own social security. What could go wrong? Nothing! Just look at my portfolio. I’m a financial whiz kid.”

General Motors is such a safe place to invest. What could ever go wrong with socking your money there? And banks, they’ll always have money. They’ll never go “belly-up.” Not a chance.

What could go wrong?

A lot—about 40 percent of that great portfolio disappeared.

The most prevalent economic number available to us throughout the entire news day is the Dow Jones average for designated stocks in the New York Stock Exchange. Too many of us focus intensely on this number as an indication of the health of the economy. It seems to bounce all over the place—up 250 one day, down 375 the next. First, it’s not an indication of economic health. It measures all sorts of variables, some financial, some psychological, some based on old data just reported. It’s a place to buy and sell investments. Some get rich when the market goes down. Some do when the market goes up. Nobody knows for sure which way it will turn. It’s a gamble.

An aching gut Here’s a sad but true story: His job ended—not because of incompetence. He wasn’t fired. He is now unemployed because the whole firm folded. A mortgage, assumed while thinking about and planning on future income growth, now cannot be maintained on his current odd-job income.

But now with little to no income and an inability to pay the mortgage, either foreclosure or short sale seems inevitable. He’s trying to figure out how some of this government action can help him.

The wife, now back at work, simply cannot carry it alone. The pressure is on big time. The husband cannot find work in his field or anything close to his former salary. He had wanted to continue in his graduate program MY CORNER page 6

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Caring is published quarterly by The Salvation Army and seeks to: • •

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Reclaim ‘acts of mercy’ as imperatives to holiness.

Bring the Army’s ministries of evangelistic and social outreach into one holistic ministry.

Describe exemplary programs seeking to integrate the goals of the Army’s holistic ministries.

Foster innovation and the development of creative approaches to ministry.

Edify, enlighten, enrich and stimulate discussion among Salvationists involved in caring ministries.

Provide a forum for examination of critical social issues within the Army.

Report on important and relevant research in areas of holistic ministry.

Review critical contributions of scholars and writers within relevant fields of ministry.

Examine The Salvation Army as an organization in respect to its history, purpose, mission and future.

STAFF Robert Docter, Ph.D. Christin Davis Karen Gleason Buffy Lincoln Edie Jenkins

Editor-In-Chief Managing Editor Supervising Editor Associate Editor Editorial Assistant

CONTRIBUTING EDITORS Betty Israel, Major Geoffrey Allan, Major John Cheydleur, Major Kevin Tomson-Hooper Allie Niles, Major

National Headquarters Central Territory Eastern Territory Southern Territory Western Territory

LAYOUT & DESIGN Kevin Dobruck Stephen Martinez

Art Director Graphic Designer

CIRCULATION & ADVERTISING Christin Davis

562-491-8723

USA WESTERN TERRITORIAL HEADQUARTERS Commissioner Philip Swyers, Territorial Commander Colonel William Harfoot, Chief Secretary P.O. Box 22646 180 East Ocean Blvd.

Long Beach, CA 90802 562/491-8723 • Fax 562/491-8791 e-mail: caring@usw.salvationarmy.org www.caringsa.org Unless otherwise indicated, all contents copyright© 2009 by New Frontier Publications, The Salvation Army, USA Western Territory, 180 E. Ocean Blvd., Long Beach, CA 90802 USA. If requested, permission to reproduce is usually freely granted. Please contact the publisher before reproducing.

PERSPECTIVE

Our neighbors’ load I don’t think many people set out to BY CHRISTIN carry someone else’s load. Shouldering another’s weight implies hauling DAVIS something hefty, cumbersome and

inconvenient—in addition to our own.

While I’m confident that I would readily lift a burden for someone I love, I have to wonder what my natural response would be to a stranger, especially one that didn’t ask for my help.

Through the roof In Mark 2, Jesus had just returned to Capernaum, on the shore of the Sea of Galilee, after leaving Nazareth.

According to Stanislao Loffreda’s Recovering Capernaum, ruins from this old Roman town show that it was situated near one of the main highways connecting Galilee with Damascus. The largest part of a typical cobble-floored house was the courtyard, with a circular furnace made of refractory earth, grain mills and a set of stone stairs that led to the roof, constructed of light wooden beams and thatch mixed with mud.

Word spread in town that Jesus had returned home (2:1) and a large number of people came to listen to him, so many that there was no more room, even in front of the door (2:2).

Somewhere nearby, four people made a decision to carry someone else’s load. They lifted a paralyzed man onto a stretcher and carried him through the streets of Capernaum to the house where Jesus sat.

We don’t know who these four people were.

Presumably they knew the man on the stretcher, but we are not told that they are of any relation or obligation to him. It’s possible they were just neighbors who witnessed his daily pain of immobility.

We don’t know how far they walked, but when these men arrived at the home, they were too late to fit inside.

Instead of leaving or agreeing to try again later, they were undeterred and hoisted the man onto the roof.

They removed the roof above [Jesus]; and after having dug through it, they let down the mat on which the paralytic lay (2:4).

For some reason, these neighbors were driven to make sure this man sat face-to-face with Jesus. They treated him like a brother and together, they carried the man—and his burden—to Jesus, regardless of hindrances. They didn’t try to force their way in or wait

outside for a more convenient time; they dug through the roof.

When Jesus saw their faith, he said to the paralytic, “Son, your sins are forgiven” (2:5).

“I say to you, stand up, take your mat and go home.” And he stood up, and immediately took the mat and went out before all of them; so that they were all amazed and glorified God (2:11-12a).

Gaining weight In today’s economy, our loads continue to gain weight.

According to the National Bureau of Economic Research, the U.S. economy entered a recession in December 2007.

Financial stability has faltered ever since. As the subprime mortgage crisis erupted, the eventual credit crisis led to a global shock wave of bank failures, stock plummeting and market value reductions. The government continues to bail out major companies that would otherwise drown.

The U.S. Bureau of Labor Statistics reported that since the recession began, 5.1 million jobs have been lost, with almost two-thirds of the decrease occurring in the last five months. In just the first quarter of 2009, companies laid off 326,768 people, according to Forbes.

Now Americans anxiously await any sign of possible relief from the $787 billion American Recovery and Reinvestment Act of 2009.

Picking up It seems many of us could use help shouldering the load.

Love one another with brotherly affection [as members of one family], giving precedence and showing honor to one another (Romans 12:10).

We hope this issue, “Staying Afloat,” will engage people in thinking about how to be fiscally responsible without hurting our mission. The stories tell of programs throughout the country that are working to lead people through the increased burden of today’s economy.

Together, we are picking up some of the extra load and carrying our neighbors to Jesus. n Christin Davis is the managing editor of Caring.

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In the news Compiled by Karen Gleason

Online giving not so user friendly As non-profits strive to increase revenue by making giving easier, online donations via the Internet seem to be a step in the right direction. Why is it, then, that donors—rather than embracing this simpler method—refrain from using it?

A recent survey—American Express Charitable Gift Survey, prepared by the Center on Philanthropy at Indiana University—shows why. Of 1,300 donors interviewed, 27.6 percent said they were unaware of and/or couldn’t find their charity’s online donation option.

Researchers at the university call this the “information gap” and urge nonprofits to be clear and precise in their instructions for online giving.

Other reasons for not using the Web to make donations are: concerns about online security (24.4 percent), lacks Internet access (24 percent), thinks online giving is too impersonal (15.4 percent), and other reasons (8.6 percent).

From Stanford Social Innovation Review, Spring 2009 Atheist vs. Christian debate played out in bus ads Ads on city buses in Washington, D.C., and London recently revived an age-old debate.

“Why believe in God? Just be good for goodness’ sake,” reads

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an ad in D.C., sponsored by the American Humanist Association (AHA). The Center for Family Development sponsored an ad in response. “Why believe? Because I created you and I love you, for goodness’ sake—God.” Atheists claim they have no desire to evangelize; they simply want the world to know, “Hey! We’re over here.” Has it been effective? In response, 800 new members joined the AHA in December 2008.

Likewise, many Christian leaders hesitate to label the bus ads evangelistic; however, they received over 300 text responses to the pro-Christian ads.

“We are not against the atheist campaigns,” states Peter Day, manager of MEMO—a Christian organization displaying Scriptures on British public transportation since 1883. “For most people, coming to faith is a process, not a Damascus Road experience…a Scripture text seen on a bus or anywhere else can be part of their journey to faith.”

From Christianity Today, February 2009

Second Bite offers first bite In Australia, 3.28 million tons of food is thrown away annually. At the same time, 100,000 people are registered as homeless.

Russell Shields, Second Bite food program manager, is bridging that gap by collecting surplus

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food and distributing it to hungry people living on the streets. “We serve agencies and people in need by focusing on the collection of food that would otherwise go to waste,” he said.

Last year, Second Bite distributed 240 tons of surplus food to over 95 agencies and served 480,000 individual meals.

The donation of a new van earlier this year is enabling them to double those figures.

Sustainable, long-term funding is the major challenge. With agencies growing increasingly dependent on the work of Second Bite, Shields states, “It is imperative that we maintain and expand our operations for [their] benefit.”

The work is hard and the hours are long, but the dividends are priceless.

“To see the growth of what we are doing is incredibly rewarding, as are the simple things like dropping off a box of oranges to St. Mary’s. By the time you leave, you look around and everyone is holding an orange. That is enough reward for us,” Shields said.

From Australia’s War Cry, April 2009 Pakistani Christians Christians residing in Pakistan’s Swat Valley face an uncertain future. In March 2009, the national

administration surrendered governance there to Taliban forces. The region, located in the North West Frontier Province, had endured a two-year battle— the violence killed and displaced hundreds. More than 200 girls’ homes were destroyed. Sources estimate that 500 Christians remain in the area. The Taliban has promised to maintain peace.

Although many Christian families who left the area during the bombings have returned, most are afraid to attend church; they don’t believe the Taliban’s promises.

Some reports indicate that Christians in Swat Valley have lived under terror and harassment since the Taliban began taking control of the area, despite assurances of equal opportunity for the religious communities.

The Salvation Army has ministered in Pakistan since 1883. With approximately 300 active officers and fewer than 200 employees—but more than 60,000 senior soldiers, 15,000 junior soldiers and almost 12,000 adherents—The Salvation Army operates 133 corps, 560 outposts, seven institutions (e.g. hostels, children’s homes), two training/ resource centers and three schools.

From Christianity Today and The Salvation Army Year Book 2009

de Baca nominated to fight trafficking In late March, U.S. President Barack Obama nominated Luis C. de Baca as Ambassador-At-Large and Director of the Office to Monitor and Combat Trafficking in Persons. De Baca is counsel to the House Judiciary Committee, on detail from the Civil Rights Division of the Justice Department where he served as chief counsel of the Human Trafficking Prosecution Unit. During the Clinton administration, he was the department’s Involuntary Servitude and Slavery Coordinator and was instrumental in developing the United States’ victim-centered approach to combating modern slavery. He graduated from Iowa State University and holds a J.D. from Michigan Law School.

De Baca received the leading honor given by the national trafficking victim service provider community, the Freedom Network’s Paul & Sheila Wellstone Award, and has been named the Michigan Law School’s Distinguished Latino Alumnus.

From a White House news release The shirt off their backs A recent survey has illuminated the importance of religious organizations to social services work. “[They] fill in the gaps” by providing needs like clothing, food,

and shelter, said Steven B. Stritt— lecturer in the School of Social Work, San Jose State University.

Stritt calculated how much faith-based organizations (FBOs) offer, revealing an estimate of $50 billion in social services distributed annually. His research included congregations, national organizations—including The Salvation Army, freestanding interfaith coalitions, in-kind donations, and the value of volunteer labor.

His database included the following organizations: • Lutheran Social Services— expenditures of $7.01 billion • Catholic Charities— expenditures of $2.58 billion • The Salvation Army— expenditures of $2.5 billion • Goodwill Industries— expenditures of $2.2 billion • Association of Jewish Family & Children’s Agencies— expenditures of $.53 billion • Habitat for Humanity— expenditures of $.18 billion “When you compile the information from all the different sources, it adds up to more than you would expect,” he said.

From “Estimating the Value of the Social Services Provided by Faith-Based Organizations in the United States” by Steven B. Stritt, Non-profit and Voluntary Sector Quarterly, #37, 2008

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MY CORNER

from page 2

at the local “U” and now he must abandon all plans.

He’s angry, let down, feeling betrayed. He had played the “game” the way it was supposed to be played. He had done everything correctly—planned carefully, implemented cautiously and precisely. He was halfway through his master’s degree leading to a state license. He had planned for the internship year, saved for it and was ready. It assumed, however, that his job would continue to be available. Now it isn’t.

He moves through his day with an aching gut, a heavy heart and big breaths that feel like silent sobs.

His problems will not be resolved with a lecture.

It’s time for him to remember that life goes on. It’s not “all over—finished—done—cooked.” I hope he begins to find his strength once again.

worry and anxiety as they look over their shoulders to protect themselves from some form of “in-coming” distress.

For all of us in helping relationships, then, we need to provide big helpings of empathy, with a side dish of genuine caring, topped off with a dessert of practical assistance—all served in a house called justice, at a table labeled mercy.

This is our action—our stereotype. These “new least” are our people. We can understand why some in this classification might be reluctant to make their problems public. We must find ways to get to know them—to be available to them—to communicate our interest in them and to express a warm desire to be helpful in any way possible.

The new least Even those as yet untouched by the economic downturn seem unable to escape a pervading sense of

n Robert Docter, Ph.D., is editor-in-chief of New Frontier Publications.

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MISSION&MONEY Why America trusts The Salvation Army We may have BY experienced a serious ROBERT downturn in the WATSON

economy, but Americans still donated a record amount to the Army’s 2008 Christmas Kettle Campaign. Why? In a period of plummeting stock values and other troubling economic indicators, why would our supporters increase their giving in the red kettles by 10 percent, to a record $130 million nationwide?

Let there be no mistake about it.

The Salvation Army is working hard in these days to “make ends meet,” particularly with the dramatic increases in the number of people in financial and spiritual crisis. But, because we never seek to take the generosity and trust of donors for granted, it is important for us to remind ourselves why people support our work.

First, it is a proven fact that most Americans are caring and generous people. They are moved when they see others in need and respond, sometimes sacrificially, to help alleviate the suffering of their neighbors.

Second, they trust the Army to use their donations as intended, to be true to our purpose, to use the maximum of every dollar for direct services to the truly needy, and to measure the outcomes of our efforts.

In short, our donors are the real “trustees” of the Army. As stakeholders, they expect us to be transparent, accountable, reliable, effective, and faithful to our mission “to preach the gospel of Jesus Christ, and to meet human needs in his name without discrimination.”

Affirmation The late Dr. Peter Drucker (1909-2005), a writer, management consultant, and self-described “social ecologist,” is widely considered the father of “modern management,” having produced 39 books and countless articles that explore how humans are organized across all sectors of society—in business, government and the nonprofit world.

He once wrote of our organization: “The Salvation Army is by far the most effective organization in the U.S. No one even comes close to it in respect to clarity of mission, ability to innovate, measurable results, dedication and putting money to maximum use.”

Such affirmation causes Salvationists to bow their heads and humbly pray, “Lord, make us worthy of such confidence and trust.”

We are grateful indeed for the wise and skillful people in these days who are qualified to analyze the problems in the economy and prescribe workable solutions. They need and deserve our prayers. In the meantime, let all Salvationists dedicate themselves anew to our integrated ministry, with “Heart To God, Hand To Man,” knowing that God will bless our sacramental service and will help us find the necessary resources to serve others in his name. n Commissioner Robert A. Watson was The Salvation Army’s U.S. national commander from 1995 to 1999.

In retirement, he is leading the planning team for the Philadelphia Ray and Joan Kroc Corps and Community Center in Pennsylvania; helping with the development of the Kroc Center in Camden, New Jersey; and organizing a state advisory board for the Army in New Jersey.

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Economic insights from our national and territorial leaders Synthesized by Christin Davis

It’s no surprise to anyone to hear that the economy is in trouble. For months we have listened to reports of crashing stock markets, rising foreclosures and staggering unemployment rates. Average Americans —Salvationists included—are concerned about this national economic emergency. We know The Salvation Army is not above these woes, as more people continue arriving at our doors for help.

To see where The Salvation Army currently stands in light of the economic situation, Caring contacted those who are intimately involved with the Army’s relationship to the problem. The responses incorporate a sample of the collective input of national and territorial leaders who represent disciplines pertinent to this topic.

Here is what they had to say: Acknowledging decline “The present worldwide economic crisis has been interestingly diagnosed largely as a ‘crisis of confidence’ as people are trusting neither their

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governments nor financial institutions,” said Commissioner Barry Swanson, Central territorial commander. “Because no one I have heard can accurately forecast the outcome, I choose to remember the words of Jeremiah 17:7-8, But blessed is the man who trusts in the Lord, whose confidence is in him. He will be like a tree planted by the water that sends out its roots by the stream. It does not fear when the heat comes; its leaves are always green. It has no worries in a year of drought and never fails to bear fruit.”

A national economic recession affects organizations, businesses and ministries— including The Salvation Army—in a serious manner, influencing the value of all Army investments, pensions, health care and operating income. Further, the earnings reduction across our society impacts the general public’s charitable giving ability as donors are experiencing their own personal loss through unexpected unemployment and a decrease in personal wealth.

At the same time the Army is experiencing tightening resources, the requests for services are increasing. Former donors are now applicants for assistance at food pantries, and they are bewildered.

Yet, the Army’s practical display of Christ’s love will continue despite any challenge, financial or not.

It is important to remember that the strength to navigate these troubled financial waters is the same as when we are in seasons of plenty. We are committed to biblical stewardship. The Army’s mission advances in seasons of great distress through an uncompromising stand to give a cup of cold water. Despite the goingout-of-business sales and foreclosures throughout the country, we are sending out a calm and hopeful word that there will be no retreat and no closure at The Salvation Army.

“For The Salvation Army, the word recession means opportunity,” said Colonel David Jeffrey, national chief secretary.

“The response to recession necessitates

adaptability. The recession means possibility.”

During these times, the Army has enormous opportunity to infuse fresh hope through our trust and dependence upon the leading of God. We have an opportunity to be the supporter, comforter and expression of care for the poor and unemployed in this country, as well as the “voice” to raise awareness of their plight. We can respond with service and support—materially, physically and spiritually. We have the privilege of bringing eternal hope in the face of despair.

Faith stimulus The Central Territory—made up of 11 states in the Midwest U.S.—convened an economic summit in January 2009 with a cross-section of Salvationists, Army employees and advisory board members to brainstorm and strategize responses to the current economy in the areas of mission and service delivery, cost containment and revenue generation.

“Shame on us as an organization if we ever become too comfortable to change our organizational lifestyle and habits in the face of the shock waves hitting our communities and people of all walks of life,” said Colonel Paul Seiler, Central Territory chief secretary. “We were reminded in the economic summit of the importance of ‘sharing the pain,’ and we will be diligent to be as responsible as possible. We have faith, but believe God calls us to be as wise as serpents and innocent as doves (Matthew 10:16).”

As a short-term response, the territory released a “Faith Stimulus Package” of $3.6 million for corps to assist newly unemployed persons throughout the Midwest.

The money will be used exclusively for families and individuals who are in crisis as a result of unemployment occurring after Oct. 1, 2008.

• $1.3 million in funding will come from community donations across

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“Shame on us as an organization if we ever become too comfortable to change our organizational lifestyle and habits in the face of the shock waves hitting our communities and people of all walks of life.”

—PAUL SEILER

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the Midwest.

• $2.3 million of the funds will come from The Salvation Army’s Central Territorial Headquarters.

• 148 Salvation Army locations in the Midwest will receive grants averaging just over $25,000.

• 41 locations will each receive a total of $18,000.

• 107 locations will each receive a total of $27,000.

Commissioner Swanson noted that the Army moved with unprecedented speed to access immediate grant money. Grants of $12,000 or $18,000 were made available, but to receive the money, half of the requested amount had to be matched by community donations. This two-for-one match allowed communities raising $9,000 to be eligible for matching funds of $18,000, giving their local Salvation Army a total of $27,000.

Thanking those who made this possible, Swanson said: “In these difficult times, people are digging deeply to help those around them. We are deeply blessed and gratified by this support.”

The territory also provided each corps with the new Freed Up Financial Living course, designed to help people make wise financial decisions and manage debt.

Maintaining investments National Headquarters has long engaged competent investment counsel to plan, monitor and manage the Army’s financial investments.

“We rely upon these professional market advisors to guide us through the morass of conflicting data and decisions,” Colonel Jeffery said. “Where prudent and possible, we have moved funds to vehicles less subject to market volatility. Where possible to maintain instruments without liquidation, we have done so.

Newly received funds are being kept in short term money market funds to maintain liquidity.”

By further decreasing the need for immediate cash, which would result in selling assets, the Army is making efforts to “wait out the storm” and reclaim the market losses.

Tracking and meeting need The Southern Territory is tracking economic impact with statistics and anecdotal experiences from field personnel. So far, the greatest increase in requests is for assistance with rent and mortgage,

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food, utilities and gasoline. For example, the area command in Mobile, Alabama, has seen dramatic increases in requests—80 percent for housing, 50 percent for food, 70 percent for gas vouchers and 90 percent for furniture. Overall, caseloads have increased 30 percent across the territory.

It is critical that The Salvation Army make every effort to connect clients with other community affiliations. The need is so large we cannot stand alone.

The National Social Services Commission recently received the support and approval of the Program Conference and the Commissioners’ Conference to initiate a national “Community Transformation Program” in all four territories in partnership with the National Business Services Alliance (NBSA), a collaboration of leading American universities dedicated to solving workforce challenges. The program will focus on empowering a community’s unemployed and underemployed with extraordinary training and reemployment solutions [See related story on page 19].

Financial accountability According to the 2008 National Annual Report, in the 2007 fiscal year, the Army spent $2.88 billion in serving people. Eighty-two cents of every dollar spent, or $2.36 billion, went toward program services.

Total public support equalled $2.01 billion, up from $1.64 billion in 2006.

With a long history of strong financial accountability, the Army’s outlook is centered on the biblical teaching that our assets belong to God and we are to be faithful stewards.

The Salvation Army holds membership in the Evangelical Council for Financial Accountability (ECFA), which maintains high standards of accountability for members. In addition, internal accountability is at a new level of awareness and urgency. Financial policies and procedures in the Army cover every facet of internal controls and standards. Every officer and employee is expected to follow these guidelines regarding business operation.

The system is characterized by: • A complex and thoroughly studied literature of accountability and fiduciary responsibility, which includes numerous manuals of operation, manuals of accountancy, orders and regulations, statements of policy, and other such

documents outlining procedural and administrative purity.

• A practiced and enforced superstructure of ethical expectation. While explained and enhanced in many of the documents noted above, the ethical foundation of Salvation Army practice is established in Scripture first, then in derivative documents.

Individual contribution A tithing Salvationist embraces the privilege to be fully engaged in the advancement of a fighting force. It is an acknowledgement that we depend on God for our everyday sustenance.

The goal of a tithe is to support the corps.

As Christians, this giving is an expression of our faith. It is critical for us to be able to say to our local communities that our members generously support the Lord’s work.

Salvationists should be involved in the formation of the corps’ congregational budget and share in regular reports of income and expenses. There should be a standing committee on the corps council to deal with the corps’ overall finances. Details for the budget should be provided at semiannual soldiers meetings.

In addition, the World Services/SelfDenial giving allows us to participate in the Great Commission of going into all the world with the gospel of Jesus Christ. We know, as American territories, how much of the world depends on our “world service” giving.

“When there is a worldwide recession, it can mean life or death to many people whose income is reduced from $2 to $1 per day,” said Lt. Colonel Mickey McLaren, Central Territory secretary for business administration. “The Salvation Army globally depends on the income that we produce here in America; if we cannot sustain that support, it will mean death for many.” The Central Territory has committed to maintaining their World Service giving totals for 2009.

Army stakeholders Though written in the Army’s 2007 national annual report, National Commander Commissioner Israel L. Gaither’s words still hold true today: “There are widening gaps in America.

There are obvious gaps of educational and economic opportunity: More than 39 million people in this great country live in poverty. Yet perhaps our most dangerous threat is a growing gap of faith, as our nation’s spiritual moorings continue to erode. Our spiritual heritage is a precious legacy. It is our primary engine of hope in America’s constant struggle to rediscover and reinvent her own basic goodness. And the Army is in the middle of that struggle.

“In the end, it is our people who make the difference. Not just our staff members, but our stakeholders: people like you. Everyone who shares our vision for transforming communities one life at a time—a commitment for doing the most good—is a stakeholder in the work and mission of The Salvation Army. And through their work, the whole nation is made better, one community at a time.” n Contributors to this piece include: Commissioner Israel L. Gaither, national commander; Colonel David Jeffrey, chief secretary (National); Commissioner Barry Swanson, territorial commander (Central); Colonel Paul Seiler, chief secretary (Central); Commissioner Lawrence Moretz, territorial commander (East); Colonel Steve Hedgren, chief secretary (East); Commissioner Maxwell Feener, territorial commander (South); Colonel Terry Griffin, chief secretary (South); Lt. Colonel Kenneth Johnson, secretary for business administration (South); Lt. Colonel Charles White, secretary for program (South); Kevin Tomson-Hooper, social services director (South); Commissioner Philip Swyers, territorial commander (West); Colonel William Harfoot, chief secretary (West); and Lt. Colonel Ron Strickland, secretary for business administration (West).

“Everyone who shares our vision for transforming communities one life at a time—a commitment for doing the most good—is a stakeholder in the work and mission of The Salvation Army.

And through their work, the whole nation is made better, one community at a time.”

—ISRAEL L. GAITHER

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ethical economics building a sustainable, generous and productive system

My economics professors BY were convincing. They had JAMES the backing of a major research PEARSON university; they wore enormous glasses; some of them had tenure.

I was a wiry undergrad in their lecture halls, a peasant to be judged by how well I could repeat their kingly proclamations. So when they told me that people—as the fundamental moving pieces of any economy—were supposed to act in their own self-interest, and that meant making as much money as possible, I trusted them, even though this ignored my deepest values.

Then I went to Nepal.

The ragged Himalayan huts and their impossibly steep, terraced farmlands where rice is coaxed out of the mythic mountains, introduced me to the suffocation of poverty and the burn of disparity. It challenged my assumptions, values and goals. When I returned to my foldout desk in the lecture hall, I found reason to question the economists. In the years since, I developed a personal economics that promotes, rather than ignores, my deepest values.

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Simplicity and productivity without generosity is only stinginess.

Quick history: How economists conquered the known world It all started with the Industrial Revolution.

Suddenly, with the development of mechanization and the mastery of cheap energy, people could make, sell, and buy a lot of “stuff.” They could do better than growing enough food and keeping a solid roof, they could attain comfort, even luxury.

The study of economics was born to document and predict how people would decide what stuff to make and what stuff to buy. As industry quickly grew into a dominant global force, the leaders of the world—kings, presidents, revolutionaries—turned to economists and their fledging social science for wisdom.

“For foul is useful and fair is not” At no time was this truer than during the greatest economic crisis in United States history—the Great Depression. The world looked to the preeminent economist of the day, John Maynard Keynes. His work inspired the New Deal and continues to shape economic policy, including the U.S. government’s approach to our current recession.

Keynes also has a deep impact on our personal economics. He was convinced that wealth was the ultimate answer to the world’s problems, that we could build a utopia in which everyone is rich, so that everyone is peaceful. Keynes said the following circa 1930: “For at least another hundred years we must pretend to ourselves and to everyone that fair is foul and foul is fair; for foul is useful and fair is not.

Avarice and usury and precaution must be our gods for a little longer still. For only they can lead us out of the tunnel of economic necessity into daylight.”

Whether he knew it or not, Keynes made a gamble here. He bet that the unprecedented wealth to be amassed through unbridled greed would eventually make people happy and good, and would make a better world. We took his advice and turned a blind eye to greed and deceit in business. It turns out that Keynes was right about greed building wealth; the last 70 years have seen more wealth created than in all of previous human history. But he was wrong about people, and he was wrong about peace.

E.F. Schumacher, another renowned British economist, wrote some 40 years after Keynes and asked questions at the heart of the problem: “How

can a system built upon greed ever lead to peace?”

“Where is the rich man who says, I have enough?”

His point is striking. Greed and money will never lead to a more peaceful world; they lead only to more greed and money.

Keynes’ dismissal of personal values proved destructive to our society, and lately even to our economy.

The greatest transcendent human virtue The foundation for my personal values comes from an answer that Jesus gave to the question, “What is the greatest commandment?” He replied that we should love God with all that we are, and that we should love our neighbors as we love ourselves.

When asked who our neighbors are, he replied with the famous parable of the Good Samaritan, in which a Samaritan man defies cultural disdain to help an injured Jewish man.

We learn through Jesus’ story that we ought to care for anyone that we have the chance to care for, and care for them as well as we do ourselves. We are to even care for an injured enemy that we happen across on a roadside. This same principle, often called the “Golden Rule,” is reiterated throughout the world in many different faith and wisdom traditions.

It is a defining characteristic of human beings that we have the capacity, if not the propensity, for such empathy.

Four principles of ethical economics My personal economics grow in the soil of these values. I have found four simple principles that help guide me, which I hope you’ll find useful as well.

1) Simplicity. Free your time, commitment, and money by limiting your personal needs and meeting them with a minimum of resources. If we ought to care for our neighbors as we do ourselves, it stands to reason that our personal economics must leave room for our neighbors. This begins with limiting how much of our resources are devoted to our own needs.

2) Productivity. Some people are tempted to let simplicity stand as an excuse for laziness. But the opposite must be true. We are used to caring only for ourselves and those closest to us, but the Golden Rule says that we ought to care for many more people.

This is going to take hard work, producing social goods that are in line with our values.

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James Pearson (right) talks with George Kilama, a trading partner in Acholi Beads.

Below: Setting up a long distance wireless network in a rural village in Nepal.

3) Generosity. Simplicity and productivity without generosity is only stinginess. Purposefully set aside time, commitment and money in order to give them to those who need them. The best way to fill a need is through your time and commitment. Give money as an act of relationship, not in lieu of it.

4) Ethicality. Even as you simplify your lifestyle you will continue to make, sell and buy things. Remember that products have a history and each transaction is a chance to care for someone. Buy products that you know are made using the highest ethical and environmental standards; organize your business so that it helps to alleviate a social ill; and do not engage in the petty deceits and compromises that are so common in business today.

Where Keynes’ prescribed greed, I choose love, and I invite you to do the same. Together we can build an economics that is sustainable and generous, ethical and productive. Rather than submitting our values to economic calculations, we can use economics as a powerful tool— one of the most powerful—for expressing and advancing our deepest values and making the world a more just and peaceful place. n James Pearson is a social entrepreneur who explores global disparity, its ills and solutions. He is the founder of Acholi Beads, a fair trade business, and is currently creating a revolutionary service to help consumers choose the most ethical products and companies. Read more at jamestravels.com.

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The Salvation Army Families in Transitional Housing (F.A.I.T.H.) facility in Sarasota, Florida

A faith revival in Florida F.A.I.T.H. teaches families money management to break the cycle of poverty For families on the verge of BY homelessness, “faith� takes on a whole PAM new meaning in Sarasota, Florida. The DUCKETT Salvation Army Families in Transitional

Housing (F.A.I.T.H.) program works with 12 families at a time that are struggling to overcome debt and achieve self-sufficiency. Established in 1996, the program exists to provide an effective and comprehensive approach to remove these families from the cycle of poverty and homelessness.

In one year, F.A.I.T.H. ensures that the families living rent-free in 12 furnished apartments find and maintain employment, develop a savings account, pay down debt, practice money management and secure housing.

Breaking the cycle Upon acceptance, residents enter into a structured

curriculum of life skills where old habits are broken and new positive skills and attitudes are built.

We are bridging the gap from homelessness to housing with a complete makeover of old habits and unstructured ineffective lifestyles. The goal for each individual is independence and self-sufficiency.

Performance objectives are built into the design of the program, emphasizing personal responsibility and accountability.

We focus on eliminating barriers to success including a lack of available sick child daycare.

Regular daycares do not accept sick children, so parents are often forced to stay home from work to care for their ill child. The F.A.I.T.H. program received a grant to cover sick child daycare at a local hospital. Residents can take their child to a doctor, then to the sick child daycare at the hospital and maintain continuity of employment.

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Incentives help motivate residents to attain performance objectives in the program related to savings, debt repair and money management. The objectives are clearly delineated and realistically achievable. Residents are recognized for reaching objectives at weekly meetings. In this manner, residents celebrate the achievement of a peer and know that they can earn similar incentives.

Making life skills automatic We are able to augment services by collaborating with many individuals, agencies and organizations to offer a variety of life skill classes in subjects such as parenting, stress management, developing positive relationships, budgeting, debt repayment, predatory lending, nutrition and healthy living.

Our intent is to expand the life skills of residents and have them practice these skills while in the program so that they become automatic. One of these skills is grocery shopping. Residents are asked to devise a weekly menu plan and develop a groceryshopping list. Once a week, everyone goes grocery shopping as a group. They are encouraged to bring coupons and are given calculators to help stay within a specified budget. Residents curb their desires for impulse buying and learn to budget. With the development of better habits, they can rise to a new level of personal freedom.

To graduate, residents must develop a minimum savings account of $3,200, pay back at least 25 percent of their debt, and learn and practice money management while working full-time and parenting children. Last year, 82 percent of our residents moved into permanent housing. Those who did not, repaired relationships with family and friends and moved in with them. The families saved an average $4,700 in 2008 and repaid on average 32 percent of personal debt.

Moving to homeownership Over time, we have become increasingly successful at moving people into homeownership through Habitat for Humanity. Homeownership is a symbol of the American dream. It embodies values of individuality, responsibility and selfreliance. It generates economic growth and turns

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Pam Duckett and Heather

what would be a rental payment into an investment.

Our homeowners demonstrate stories of hard work and dedication, moving from homelessness to homeownership in the short space of one year.

The F.A.I.T.H. program and Habitat for Humanity are perfect collaborative partners; each is a faithbased program that emphasizes steady employment, development of a strong savings account and debt repayment. Both programs recognize that homeownership provides families the greatest opportunity for stability in their future.

Building confidence Success builds confidence, which leads to empowerment and is a catalyst for life transformation.

One family at a time, F.A.I.T.H. is changing lives.

In this program, people regain dignity and selfrespect, becoming responsible parents, employees and citizens. Parents develop stability for their children, establishing a future of opportunity.

F.A.I.T.H. is reviving and strengthening our community. n Pam Duckett is the program manager for F.A.I.T.H., which received The Salvation Army’s 2009 National Social Services Award for program excellence and achievement.

Heather finds home After 13 years of using drugs, Heather moved into F.A.I.T.H. with her infant daughter Brianna, and two goals: to remain clean and be a positive influence for her young child.

Heather studied and passed the General Educational Development (GED) test—a high school diploma equivalent.

She obtained employment for the first time in her life, which allowed her to purchase health insurance, save, budget and pay bills on time.

With instruction on how to erase bad credit and negotiate debt, she paid off $13,000 in past debts.

F.A.I.T.H. taught Heather how to provide healthy, cooked meals, clean clothes and a safe environment to call home.

In time, with a steady job and money in a savings account, Heather applied to Habitat for Humanity and was accepted. Today she is a proud homeowner.

Taking skills home During her F.A.I.T.H. program graduation ceremony, Heather said, “I have learned how to live a healthy, drug-free lifestyle and assume the responsibilities of a mom. I am so very

proud of this accomplishment and am grateful to the F.A.I.T.H. program for taking the time to believe in me. You believed in me before I believed in myself, but now I know just how strong I can be.”

In her new home, Heather continues to practice the life skills she learned in F.A.I.T.H., especially when she shops. Rather than shopping for three days of food at a time, Heather plans for the month and shops for value and price. Before F.A.I.T.H., Heather said she never ate leftovers, but now she “can’t afford to throw food away.”

When she makes big purchases, Heather does careful research. She recently planned to buy a used car. At the dealership, she told the salesman what car she wanted, how much she wanted to spend and what she wanted to pay each month. After going back several times and negotiating with the salesman, she bought a car to her exact specifications.

“Heather has become an educated consumer, knows how to budget, owns a home, and is a good parent to her daughter,” said Pam Duckett, F.A.I.T.H. program manager. “She truly has become self-sufficient.”

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Reserve fund holds sturdy International Self Denial Fund allows Army to continue its work The present downturn in the world BY economy is a clear and major example ANN that The Salvation Army is in fact WOODALL affected by world events. Salvationists

and donors are experiencing a standard of living decline, investment income has dropped, and programs face added demands. The impact will be different in each of our 118 countries of operation, yet the international financing of the Army is more than just a summation of the financial activities in each country.

The appeal that became a backbone A Salvation Army bank, The Reliance Bank Limited, was created over 100 years ago and still operates today serving International Headquarters, the United Kingdom Territory and others. Around the time of its inception, an officer determined that by giving up some of his food, he could save the money and offer it to help the work of the Army among the poor. The idea grew to become the International Self Denial Fund (ISDF)—also known as World Services—that today is the backbone of our international financing.

The ISDF holds the international Salvation Army united financially. Both Salvationists and external donors contribute to the fund and the money is spent on projects for community development, including micro-finance schemes and self-help groups that have become even more vital in the present economy.

Grants from the fund provide the infrastructure that enables both the central mission and the innovative projects to be effective in so many countries.

Washing the disciples’ feet In 1990, I visited Oberammergau, Germany, where

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every 10 years villagers produce a play on the passion of Christ. Crowds flock to see this play, which lasts seven hours. Because of its length, it can emphasize truths that shorter plays and films ignore.

For me, the most powerful point in the play came when Jesus washed the feet of his disciples, as described in John 13:3-17. In this play, Jesus did not stop once he had spoken with Peter, which is often the only scene portrayed. Here, Jesus continued until each disciple’s feet were washed.

In my present role, I see this lesson as an important paradigm for the financing of the international Army and for the role of the ISDF. Because this fund exists, coupled with the Army’s fairly cautious approach to finance and investment, we can continue to fund the work of The Salvation Army in the poorest areas of the world.

Yes, income to the Army will diminish in many areas during the economic downturn and we will look for new ways of financing while making difficult decisions about expenditure. However, the most essential way in which the work will continue is one of the oldest: through the present funds held in the ISDF and through the continued sacrifice of all who share in the ideals of that early officer determined to do more. By doing this, I firmly believe that we are enabling ourselves to wash the feet of each of Jesus’ disciples. n Commissioner Ann Woodall is the international secretary for business administration at international headquarters in London, England, and the chairperson of the Reliance Bank Limited, an authorized institution under the United Kingdom’s Banking Act of 1987. See more at reliancebankltd.com.

BY KEVIN W. TOMSONHOOPER

Nearly 20 million people in the United States currently report either unor underemployed status.

To address this need, The Salvation Army is again partnering with the National Business Services Alliance (NBSA), a collaboration of leading American universities dedicated to solving workforce challenges.

The Army in the South has twice partnered with the NBSA to change lives by finding jobs. Following Hurricane Katrina, over 7,400 displaced survivors enrolled in a “Rebuilding Lives, Rebuilding Jobs” initiative to gain university-endorsed training and reemployment services. Five Adult Rehabilitation Center (ARC) locations are running a three-year pilot program to retrain residents.

Now, in the midst of current workforce trends, the National Social Services Commission recommended another NBSA collaboration to the Commissioners’ Conference, which considered and approved the development of a national “Community Transformation Program.” Based on usage in the South, the program concept is currently being refined, expanded and developed for a national initiative launch.

In its early implementation, five to 10 test cities will be identified for use of the program. Eventually, the hope is that individuals in need of job readiness training will be able to access it through a variety of Salvation Army outlets in each community including ARC beneficiaries, transitional housing facility residents, families needing case management in social service offices, parents of children attending after-school programs, Salvationists attending corps and Army employees.

Clients will be assisted in identifying career interests, validating skills, and preparing for employment—empowering

Tackling workforce challenges The Salvation Army partners with the National Business Services Alliance to find jobs DOING THE MOST GOOD

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“These are the two points of the Cab Horse Charter.

When he is down he is helped up, and while he lives he has food, shelter and work. That, although a humble standard, is at present absolutely unattainable by millions—literally by millions—of our fellow men and women in this country. Can the Cab Horse Charter be gained for human beings?

I answer, yes.”

– Founder William Booth, “Cab Horse’s Charter,” 1890

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participants to resume an active work life in a more rapid and targeted manner. This solution is supported by a technology platform and a network of collaborating post-secondary educational institutions, including Rutgers University, Sacramento State, Northern Illinois University, Louisiana State University and Weber State University.

Achieving transformation The community transformation will be executed in four stages. First, through community outreach, the NBSA will connect with un- and underemployed individuals in need of career guidance and workforce services. Potential users will be reached via Salvation Army centers to learn about the assessment, training, and certification opportunities available to them through the NBSA. Because the program is entirely online, it will be easily scalable and accessible to anyone with computer and Internet access.

Second, an assessment will be completed through NBSA’s Online Career Planning (OCP) platform.

An individual, with a minimum 10th grade reading level, will undergo a comprehensive advisor-led skills analysis through self and objective skills evaluation. The technology recommends specific job roles and certification programs that correspond to the individual’s interest and skill level.

Third, the individual completes job readiness training, a personalized, 12week online and advisor-led training program to reenter the workforce. A personal training specialist provides 10 hours of support in addition to the job

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skill certification from a collaborating university of the client’s choice.

Lastly, the NBSA system will provide job placement assistance and prepare the individual for employment throughout the program.

After completing certification, job candidates can access online help with résumé preparation, automated links to job searches and be included in the NBSA candidate database that is made available to employers.

The NBSA has identified opportunities in a wide spectrum of industries and disciplines such as airline, banking, call center, financial services, food service management, government, healthcare, homeland security, hospitality, manufacturing, retail, and technology.

One by one In the Community Transformation Program, the guiding principle is to impact one life at a time, by fundamentally addressing the issues of employment, poverty, housing, education and health care.

The challenge is in the collective approach. We need other entities within the public and private sector to join us in making an immediate impact through creative solutions, new approaches and cutting edge innovations.

Transformed, employed communities will provide hope and progress for all. n Kevin W. Tomson-Hooper, M.A., is the chairman of the National Social Services Commission and director for social services in the U.S. Southern Territory.

Hungry people stood in long lines for a bowl of soup.

BY Susan Mitchem

Fighting economic gloom in the 1920s and today

It could be argued that American society has never been so challenged as it was during the Great Depression.

On Black Tuesday—October 29, 1929—the United States began to learn just how far the world’s economy could fall. The sudden, total collapse in the stock market caused a deflation spiral. As international trade plunged, so did personal income, tax revenue, prices and profits. Unemployment reached 40 percent. Hungry people stood in long lines for a bowl of soup.

In times of strife, The Salvation Army is present and active. During the Great Depression, the Army worked to meet every increased need.

The Salvation Army’s work through the Great Depression

Facing hardship The Salvation Army encountered great challenge

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Officers were forced to be creative in stretching soup to feed as many as possible.

in the late 1920s.

In 1928, General Bramwell Booth—William Booth’s successor—was away from International Headquarters for several months due to illness.

The High Council, established in 1904 by Founder William Booth to replace a general who could no longer fulfill the duties of the office, asked him to resign. Bramwell refused. In January 1929, the High Council voted 55 to 8 to remove the 73-year-old general from office. Bramwell then took the case to court and over a month later, in February 1929, the court ruled in favor of the High Council. The council met again and elected Chief of the Staff Edward Higgins as the new Salvation Army general.

Later that year, in October 1929, the stock market crashed. Hard working officers around the world remained committed to their mission of saving souls; however, a lack of confidence and a lack of funds made the task difficult.

The Salvation Army’s income fell below what was needed to support the increase in demand for services. From 1929–1932, emergency relief costs increased 700 percent, while donations remained steady.

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The Industrial Homes (pre-Adult Rehabilitation Centers) were swamped with homeless and destitute men, forcing officers to be creative in stretching soup to feed as many people as possible and finding a place for the men to sleep, often on the floor. Many of these homes were closed to alcoholics; they were used only as soup kitchens and a free place to sleep.

The sale of used goods slowed—and almost stopped—as people no longer donated unwanted items and made do with what they had.

The Army used horses for transportation as trucks became financially out of reach. More than one officer was removed from service for purchasing a vehicle during this time.

Corps housed homeless people at night. Many officers went without pay and begged for food for themselves and the needy at their doors.

General Edward Higgins did not want “to lower the flag” anywhere, but strongly encouraged officers to curtail all expenses. Normal Salvation Army activities were either canceled or postponed, including closing the School for Officer Training (SFOT) from 1931–1932 and canceling the Commissioners’ Conference from 1934–1936. After

The Gold Dust Lodge housed 300 people a night and served 34,000 meals a week. just one day open, the Evangeline Home in Detroit, Michigan, closed as the bank holding the operating money failed and all was lost.

Revitalized efforts Despite all of the financial difficulties, evangelism continued.

The Army held a tent campaign in the summer of 1931 with 100 cadets from the Climber’s Session.

Split into nine brigades, the cadets traveled from New England to Ohio visiting people in their houses during the day and holding large meetings in tents at night. They led parades, concerts and many openair meetings under strict guidelines. Twenty rules were printed on a sheet for these cadets to follow, one of which was not to incur any debt. Though the cadets slept in various locations and bathed only when facilities were available, these young officers witnessed a zeal for God under the rented circus tents that no money could replace.

Meanwhile, in New York, the Gold Dust Lodge housed 300 people a night and served 34,000 meals a week. The Hecker Flour Company, makers of Gold Dust Flour, donated the building which welcomed 2,000 men a day. From 1931–1937, Brigadier and Mrs. Andrew Laurie served almost nine million meals and gave 25,000 haircuts.

In November 1933, the War Cry led readers on a tour of the facilities with an article by Jean Johnson, titled “Pure Gold at the Gold Dust Lodge.” Johnson described an environment with “spic and span corridors, clean beds, spotless walls and snow-white floors,” where men were treated with importance.

“No opportunity is given for mental attitudes to get run down,” she wrote, “for plentiful recreation is provided.” Teachers from the New York State Department of Education filled idle time with baseball games, chess and checkers tournaments, band concerts, and classes in English, arithmetic, bookkeeping, salesmanship and navigation.

Many of the men staying at the lodge were professional people who could no longer find work in their field, including one Harvard-educated but unemployed construction engineer called Mr. Eldridge, who believed the Gold Dust Lodge had the “best food and general care in the country.”

The National Conference of Social Work determined that the Army housed 20 percent of the

homeless during the Great Depression, more than any other social agency.

Learning from the past The Salvation Army dealt with pressing financial issues—high consumer debt, lack of growth in new industries, reduced spending and lowered production—by lowering its own spending and cutting back on expenses, but continued to serve God and those in need by doing whatever was necessary.

Today’s economy is often compared to the Great Depression. President Barack Obama even said, “We are going through the worst economic crisis since the Great Depression.”

Though the government today is more prepared to deal with financial crises and intervene when necessary, The Salvation Army is again called upon to care for people with increased need.

As the War Cry once wrote, “Every Salvationist is pledged to extend to you, during these anxious times, as always, the right hand of aid and fellowship.” n Susan Mitchem is the national archivist for The Salvation Army.

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Good strategies for bad times How to remain emotionally healthy during uncertainty

BY Americans today are experiencing

traumatic losses—people are losing JACK

jobs, homes, retirement funds and ANDERSON

financial equity. These families are

experiencing crisis.

It is easy to blame greedy executives, imprudent lending companies, poor policy makers and irresponsible investors. However, we must remember that this is not the first economic downturn in our society, and it will not be the last. Throughout history, the ebb and flow of financial prosperity is clear. In ancient days—before banks, mortgages and investments—there were times of plenty and times of famine. The wise ones, not knowing the future, were fortunate enough to store grain, other food and water for times of famine and drought.

History has witnessed periods of enormous and pervasive scarcity, including times of widespread starvation, disease and death. Although I am not a historian, I reckon—and can take solace in knowing— that our current “crisis” is rather mild when compared to such times in history.

Maintaining mental health I would like to suggest strategies for navigating the waters of financial hardship. This is not by any means an exhaustive list. For instance, I do not offer any specific advice on whether to keep a house that is upside down in its mortgage-to-value ratio. What I do hope to provide are solid methods for staying emotionally, spiritually and relationally healthy during difficult times.

1) Accept your situation for what it is. This may sound silly and you might ask, “What choice do I have?”

That is my point: you do have a choice, especially in how you respond. However, when we open the newspaper, story after story tells of people who refuse to accept the reality of their circumstances.

One such event recently occurred in Los Angeles

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when a former money manager shot his wife, three sons and mother-in-law before claiming his own life. He could not accept the fact that he was once an affluent businessman and had been reduced to more debt than assets. The main target of acceptance is learning how to accept loss. During this time of recession, most Americans have experienced loss. For some, their losses equate to savings and perceived security. For others, the losses are more dramatic and pertain to jobs and houses. Acceptance is a mental tool that allows one to come to grips with reality, to assess the measure of loss, and in doing so, to feel more open to problem solving.

2) Stay away from self-blame. Self-blame is shameful and cripples a person from having the energy and creativity to improve his/her circumstances.

The fact is that we all could have done better at managing our finances if we had known what was around the corner. We would have spent less, saved more, not bought homes we couldn’t sustain, etc. A film by Anthony Hopkins, The Edge, asks, “Do you know why most people die in the wilderness? It’s shame.” How did I get here? How could I be so stupid? Where did I go wrong? These questions do nothing to help the situation and only promote a sense of helplessness.

3) Develop a broad perspective beyond personal circumstances. For example, this recession may in fact turn out to be a good thing from a spiritual perspective. Affluent societies can get lax on spiritual and moral values. Who needs God when your coffers are overflowing and your dinner plate is full? I don’t mean to sound cynical, but I think it is often true that we are more open to God and more dependent on his sustenance when we are going through times of struggle and hardship. We should pray that during a time like this, people will open their hearts to trusting God. 4) Unpleasant jolts in life help us re-prioritize our values. What is the value of your life based on?

Where do you find true security? We commonly use terms like “job security” and “financial independence” to describe our values. We are

finding in this turbulent time that job security can be gone in the flash of an email, and financial wealth can evaporate with the next failed business or sociopathic fund manager. Jesus encouraged us to evaluate our priorities in a succinct teaching, saying, A man’s life does not exist in the abundance of his possessions (Luke 12:15b). I interpret this to mean that we should keep a very loose grip on our material property and wealth. Then when losses occur, the foundation of our security is not shaken. Jesus encountered a man one day whose security was based on his wealth. He instructed the man to sell everything and give it to the poor.

Financial hardship helps us to clarify our “needs” from our “wants.” What is your security based on?

5) Difficult times encourage a deeper sense of Christian community. We find this throughout the New Testament, particularly in Acts. Those who have plenty share with those who have need. If you are fortunate enough to have more than you need, do not neglect the servants on the mission field, the struggling people in your community and the needs that are evident in your own corps. For encouragement in this area, I refer you to James, chapter 2.

6) Keep a positive frame of mind. If you are struggling financially right now, this is one of the most important, though perhaps most difficult, things you can do. The Bible calls this HOPE. I am not referring to blind hope, a general sense that everything will turn out okay in the end. No. I am referring to a specific kind of hope that is based on God’s love and care for you. Trust, first of all, that God knows what you are going through and what you need. Most of the great lessons of life come through times of hardship and struggle. These are times when faith is tested, priorities are re-arranged and character is built. Secondly, trust that God’s provision is sufficient for you. To paraphrase the ending verses of Matthew 6, God knows exactly what you need in life, and as you set your course to follow him, every need will be met. n Jack Anderson, Ph.D., is a psychological consultant for personnel development in the U.S. Western Territory.

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A savin Displaced families budget, save and find housing while living at Chicago’s Evangeline Booth Lodge.

BY CHRISTIN DAVIS

Homelessness doesn’t always equate to living on the streets.

When Jamal Murray, 20, and his wife Elainna, 22, learned they were having a baby, the couple moved from Chicago, Illinois, to live with Elainna’s mother in Kentucky, along with their 6-year-old daughter, Aniya Johnson.

Jamal found a job working as a security guard, which allowed the young family to move into an apartment. A few months later, Jamal lost his job. No longer able to afford living expenses and with a newborn baby, the couple returned to Chicago to live in Jamal’s aunt’s living room.

Then they moved in with his mom. After a dispute, they moved again—to Elainna’s uncle’s living room where a few other extended family members already lived.

The Murrays eventually made contact with the Department of Human Services, who called The Salvation Army on their behalf. On January 22, 2009, the family moved into the Army’s Evangeline Booth Lodge in Chicago.

“I felt like I was moving into a mansion,” said Jamal, who was malnutritioned and underweight when they arrived. “It was a surreal feeling.”

A dwelling deficit The Evangeline Booth Lodge, which opened in 1922, currently occupies a 3-story building on the Lake Michigan shore. Previously a Holiday Inn, the Brandecker family purchased the building as a gift for The Salvation Army. As a former hotel, the space allows the shelter to operate with 64 separate housing units, including bathrooms, for intact family units. Ten units are reserved for single women.

The Evangeline Booth Lodge recently completed renovations to the building facilities following seven years of

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gs lodge litigation and construction.

Director Teresa Cortas said the Evangeline Booth Lodge has one focus: “To help families attain financial stability and permanent housing.”

Though the third most populous city in the United States, Chicago has a lack of rental units, minimal affordable housing and virtually no subsidized housing. The Chicago Coalition for the Homeless found that 21,078 people are homeless on a typical night in the city. Only 22 percent—just over 4,600 people—are served in shelters.

The Joint Center for Housing Studies of Harvard University determined in 2006 that one in three U.S. households spends 30 percent or more of its income on housing, while one in seven spends 50 percent or more.

The city of Chicago lost over 71,000 rental units between 2000 and 2005, according to a 2007 Chicago Rehab Network housing fact sheet. The city stands to

lose an additional 8,000 federally subsidized units by 2010 when the contracts expire.

“Our clients have fallen on hard times in urban poverty surroundings,” Cortas said. “They are hardworking, dedicated people who simply need help to be able to sustain themselves.”

Cortas said the majority of families moving into the lodge arrive with situations similar to the Murrays—the family loses their ability to live independently and moves in with extended family for a short time. Eventually, and almost inevitably she said, they end up displaced.

At the lodge Acceptance is first come, first served. The lodge receives an average of five calls a day from potential incoming families. A phone intake worker discusses particular needs and notifies them of the lodge’s rules, including a 10 p.m. curfew. If space is available and the family agrees to the rules, they are invited in and

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SUMMER 2009 CARING PAGE 27

members over 14 are drug screened. If an individual tests positive for drugs, they are provided with rehabilitation resources.

The length of stay for a family is generally four months, though Cortas said some only stay a couple weeks. A family can exceed the limit, however, based on individual assessment.

Each family is assigned a case manager, who consistently meets with all members. Upon arrival, the case manager assesses a family’s strengths and begins setting goals. The family is connected with any eligible assistance and provided help finding jobs if necessary. The case manager also ensures that each child is in school and regularly attending; Cortas said most kids are a year behind educationally because of the family transience.

Families are expected to save 80 percent of their income while living in the lodge, to develop funds for when they move out. Case managers help the family design and manage a budget. Gradually, families begin to help pay for small necessities, such as laundry.

The lodge provides three free hot meals every day.

A health clinic is available onsite with two nurses and one doctor who provide physicals and care twice a week through Heartland Alliance.

Youth minister Kirsten Aho works to connect with the children, who comprise 70 percent of the shelter’s population.

To meet the goal for each family, case managers start looking for permanent housing immediately after a family moves in. For most, subsidized housing is found outside of Chicago—often in other states

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Director Teresa Cortas

that provide more resources for the working poor.

“We want these families to know they are not alone and are part of the greater good,” Cortas said. “So many times they have been told otherwise by society.

We know they have more to offer than they give themselves credit for.”

The simple things In late March, the Murrays moved again—into their new home in Portage, Indiana.

Jamal is now a sworn member of the United States Air Force. The family is receiving steady income from his service and is establishing their new life.

“The hardest thing about my situation is that I have a family; I have two kids and a wife to take care of and to make sure they are happy,” Jamal said.

“Staying at the lodge was humbling. Now I know that they will have the things they need while I’m gone.”

Once settled, Elainne plans to continue nursing school.

“I’m excited to have a place that my kids can come to and call home,” she said. “I don’t want my daughter to be embarrassed. I want them to play outside, and I want to cook a meal for my family.”

Like most little girls, Aniya dreams of a room with princess decorations.

“We appreciate the simple things having gone through so much,” Jamal said. “I have my family; I have what I need.” n Christin Davis is the managing editor of Caring.

For a beer Life on San Francisco’s streets I can see an alleyway across the street from my office window, where a man in his mid-40s has sat for the last two hours staring at the cement. He finally pulled a blanket over himself and seemed to be sleeping at 10 a.m. Another younger looking man set up a couple of sheets around his shopping basket, preparing his home for the day.

I’ve often worked with such people. Almost always it is a process of preparing food and blankets and setting out into the night in search of these needy people. Lately, however, I have noticed that more and more, they are seeking me out as things cost more and programs are cutting back. It used to take us three hours to hand out 200 meals, but now we run out of food in 45 minutes.

Over the past couple years, the Lighthouse Corps’ outreach ministry has grown from distributing 40 meals a week to over 1,500.

As I walked the streets of San Francisco this week

BY MARTIN COOPER

handing out meals, the difficulty of homelessness struck me.

A man deep into the homeless lifestyle declined my offer of food, saying, “No thanks, I’m not homeless.”

As I walked away, however, he called back, “Alright I’ll take your food, but I’m still not homeless; do you understand?”

So many people living on these streets desperately hold on to what little pride they may possess, even if that pride stands between who they are and who they could be.

On another cold and windy night, we had six meals left when I noticed a large black garbage bag under the freeway. It started to move as I got closer and then a man’s head emerged. We gave him food and a sleeping bag. Imagine trying to sleep in a trashbag to stay warm.

Making a trade Two weeks ago I met a 42-year-old lady, called

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SUMMER 2009 CARING PAGE 29

“D.” She was sitting on a short wall by the Bart station near the civic center and I asked if I could sit with her. We talked for some time about pieces of her life—who beat her and how long she had been on the streets.

D said she’s been drunk every day since she was 14.

I then had to ask how she affords the beer, her drink of choice. She said she trades sex for one can of beer.

She also said some of the men hit her.

I asked if I could pray with her and to my surprise she smiled, so I prayed. She cried and cried and then got up and walked away, into the darkness. I sat there a little longer and wondered to myself how a person’s life could possibly reach the point of trading sex for one can of beer.

My friend Tommy I have gotten to know three older men who sleep in the doorway of an office building. Their friendship has formed a protective bond that helps them survive on the streets. For over a year and a half, I have given these men food. They are three of the kindest men I have met.

As I approached their building one night, I noticed only two of them in the doorway. I offered to leave food for Tommy, but his two friends said the previous night Tommy went to buy popcorn for the three of them and was hit and killed by a van. Tommy was homeless and quiet. Now, he’ll be buried somewhere in a nameless plot.

It must be difficult to feel nameless to the world.

Living under the freeway On a recent night, we had distributed all but nine of our 500 meals when we went to visit a group— eight men and one woman—who live under the freeway. I’ve known this group for six months and always make a point to talk with 28-year-old Jennifer.

Though she has lived on the streets for three years, Jennifer seems so out of place in this world of homelessness.

After we left, a team member expressed concern that Jennifer might be pregnant. I revisited her the next morning to offer whatever help I could, only to

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learn that things are much worse than I expected.

Jennifer didn't want to share with me at first, but finally told me that her stomach is bloated because of cancer throughout her abdomen. She has not been to a doctor or health clinic since becoming homeless three years ago. She refused my offers of help and I sensed a battle within her to retain what little freedom she believes she has on the streets.

The best part of my job is that I get to work with people and the most painful part of my job is that I get to work with people. At times like this, I feel so helpless. I can only pray that God will help me so that I can help Jennifer.

Making a difference Our outreach team walks the local streets to hand out food every Wednesday and Friday night. Each time we exhaust our evening’s supply, it is with the knowledge that we may have missed another 200 hungry people. I often wonder if I’m making a difference as I walk street after street, distributing food and other necessary items to people in need. I think all Christians—all Salvationists—are challenged with this thought; we work hard to prepare for long days and late nights, but there are always so many more to help that we can’t reach.

As I recently walked down Mission Street in a light rain, I had about 10 meals and two sleeping bags left.

I opened the rear hatch of the van to get one out for a young man when another man in his 30s—who suffers from physical and mental problems—tried to run toward me. He was dirty, hungry and had trouble talking, but managed to ask in a slurred voice if he could have “that last sleeping bag.” I gave it to him and received a big smile in return, before he turned and headed off into the dark.

It is a privilege for me to serve in this ministry and I believe I have made a difference for people like D, Tommy, Jennifer and the man who now has a sleeping bag to keep him warm at night. I will continue to make friends on these streets. n Captain Martin Cooper is the executive director of the Harbor Light Center in San Francisco, California.

work for all Employment Plus helps unemployed Australians find jobs

BY KIRRILEE TRIST

Australians young and old, of Aboriginal, European, Asian and Islander descent, visit 80 Salvation Army Employment Plus offices throughout Australia each day seeking job-search assistance.

In the busy city of Sydney, Karen Ma greets jobseekers at the Burwood office. An eclectic group of office-workers, actors, artists and factory-workers sit clustered around tables in an office overlooking the train line, circling job ads and using free phones and Internet access to apply for work. Ma speaks fluent Cantonese and helps many ChineseAustralian jobseekers find vacancies in Chinese small businesses, or corrects the small grammatical errors that blunt the effectiveness of their résumés.

A homeless, mentally ill man, called “the Colonel,” presented Ma with a bunch of flowers.

“A year ago, many of the people we had using the service were like the Colonel, with very serious personal barriers to employment,” Ma said after the

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SUMMER 2009 CARING PAGE 31

“In Australia, The Salvation Army has always gravitated toward

man left. “Now there are people in here who have never been unemployed before.”

Soothing the ripples “When William Booth identified ‘work for all’ as a critical need, he was absolutely right,” said Major John Simmonds, Employment Plus CEO. “Unemployment obviously affects an individual’s financial situation, but it also often undermines self-esteem, strains relationships, places pressure on families and even faith.

“In Australia, The Salvation Army has always gravitated toward initiatives to help the unemployed support themselves, largely because of the ‘rippleeffect’ we see in the whole person and on people around them,” Simmonds said. “Employment Plus was formed in 1998 out of the desire to help those most affected in this way.”

The organization works under a complex government contract that provides funding to help the long-term unemployed. It is tailored to suit each geographic area.

Localized approach In Geraldton, an isolated, historic beachside town in Western Australia, Kevin Robartson manages a team of business liaison consultants who search for employers in need of staff, then set up interviews

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with jobseekers, helping address logistical problems for both sides. One recent initiative helped 10 people find work in the local abattoir [slaughterhouse] outside the town.

This township—ringed by hundreds of miles of sun-bleached plains, sprawling farms and rich mineral deposits—once prospered under the mining boom but now suffers as commodity prices plummet, workers are laid off and local stores are earning less.

“It’s not glamorous work and there are very early starts, so the employer was having trouble finding reliable workers,” Robartson said. “We had a bunch of guys who desperately wanted jobs and didn’t mind that it was a meat works, but they didn’t have vehicle licenses or couldn’t afford to get out there.”

Employment Plus accessed funding to hire a bus.

Everyday at 5 a.m., the bus picks each worker up from his or her home and drops the group off at work. At the end of the day, the workers are returned home.

“They all get to work on time, the employer is delighted and the workers have a stable, decent income to feed their families,” Robartson said.

Addressing severe unemployment In Woorabinda, along a long, red-dirt road dotted with eucalyptus trees and wandering wildlife, lone Employment Plus staffer Laurelle Cotton works in

initiatives to help the unemployed suppor t themselves...”

the tiny Aboriginal community of 900 people, 600 of whom are under 25.

The town has a terribly scarred past. Founded in 1927, it began as a poorly sanitized government camp where Aboriginal people from 17 tribes were forced to settle. In 1942, hundreds more people were trucked in and an insidious range of social problems —substance abuse, sickness and violence—took hold. Over the decades of liberation that followed, the community gradually “pulled itself up by its bootstraps,” Employment Plus’s Terry Kelleher said.

Today, the town council is determined to provide opportunities for its young people.

“The unemployment rate in Woorabinda is 96 percent,” Kelleher said, “so we were very keen to work here, but I felt that it had to be at the invitation of the elders. There is a deep distrust of organizations coming in to ‘help’ because so many well-meaning people, including The Salvation Army, have accidentally done damage in the past.

“Then Aunty Rose [a community elder] spoke to me, and said, ‘We can forgive the past. If you can give our young people a future, we want you here.’”

Cotton works out of a room near the town’s petrol station and post office, both of which are open only four hours a day. Knowing that many people were too shy to visit an office, she and Kelleher decided to structure services differently. Cotton now meets

people at their houses or even under trees.

Employment Plus collaborated with mining companies committed to employing local Aboriginal people and designed a training and work experience course preparing 10 citizens of Woorabinda to drive dump trucks in coal mines. It encompasses everything from the dietary habits needed to work 12-hour shifts to driving practice on simulators, rather than the massive $8 million trucks used on the mine site.

Nine of the 10 participants have been hired, and the program is now being used at other mines.

The office in Woorabinda just entered its third year of operation, having placed 150 people into work.

“We are very blessed,” Simmonds said. “When you meet someone who needs a job, you know you’re providing something that will benefit them in many ways. It’s a small piece of the puzzle in making a difference, but it’s often a vital one.” n Kirrilee Trist is the marketing and communications manager for The Salvation Army Employment Plus in Australia.

Photos by Jim Lounsbury and Charlie Huskey

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SUMMER 2009 CARING PAGE 33

Kettles aren’t just for Christmas “Give Hope” kettle campaign collects change year-round in Texas The saying “things move a little BY slower in West Texas” holds new JOHN DAVID meaning now that I reside in Abilene, ALONZO Texas. With a population of about

115,000, our town is dwarfed in comparison to more familiar cities like Dallas, three hours away. Yet, The Salvation Army has been part of this area for over 100 years, through its changes from cattle-shipping prairie town to a metropolis amid the plains and tumbleweeds.

The economic struggles reported nationwide seemed to miss our city. When the housing market and auto industry started to crumble, they stayed strong in Abilene. When businesses closed nationwide, new businesses opened here.

When the unemployment rate rose nationally, Abilene’s remained 40 percent less than the national average. I thought the scare of an uncertain economic future would pass us by.

Gold kettles counteract economy During the 2008 Christmas campaign, however, we realized things would be different. Kettle totals were falling short compared to the prior year. Struggling to find volunteers and employees to man the kettles, I dug a few gold mini-kettles out of storage to use for the remainder of our kettle season. I appealed to small local and larger national businesses to allow us to place the kettles on counters throughout the city. For the most part, businesses accepted the mini-kettles because they did not have to be manned and did not include a ringing bell.

Despite our better efforts, the kettle campaign total remained below that of 2007.

Supplementing donations By this time, news stations throughout the country were covering national businesses going bankrupt and other signs of crisis. I began thinking of ways to supplement our donations shortfall; the last thing we want to do during times of economic struggle is cut back on social service programs.

In Abilene, we have a Corps Salvage and Rehabilitation Center program (CSRC), an overnight shelter, a transitional housing program, a family store, and a kitchen that serves three free meals a day to the public. We’ve observed a rise in the number of guests that are taking advantage of our free meals. Our average monthly grocery bill is $8,330, which allows us to provide as many as 5,200

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meals a month.

We needed something straightforward, cost effective and attractive to gain the support of residents in our community.

Our plan—“Give Hope: 365 days a year”—would use the gold mini-kettles year-round. The name for the campaign seemed to fit because it’s what the community does when they drop in their donations: They give hope to the men and women in our programs; they give hope to the public who dine with us on a daily basis; they give hope to struggling families who need assistance with rent and utilities.

Small but working I visited many businesses to share the year-round idea but without much success. Most liked the idea, but could not participate due to strict corporate policies. We then contacted local media outlets to strike up enthusiasm with smaller independent businesses and it worked.

The “Give Hope” year-round kettle campaign began in January 2009 with gold mini-kettles in several local businesses including restaurants, tire shops and feed stores. The business owners enjoy the fact that it is a small, quiet and simple way to give back to the community that supports their business. They are open year-round and people shop year-round, so having a kettle out year-round makes sense.

So far, each of the kettles collects a monthly average of roughly $50. The dollar amount seems small in comparison to our Christmas kettle numbers, but it adds up.

The simplicity of “Give Hope” is what I love most about it. Any form of community awareness—large or small—can help. This campaign is working proof. n John David Alonzo is the business manager at the Abilene, Texas, corps.

K roc

C enter

U pdate

The newest Kroc center opened in May 2009 in Coeur d’Alene, Idaho.

Catching up to the dream Building Joan Kroc’s vision throughout the United States BY DON McDOUGALD

Five years after Joan Kroc bequeathed her residual estate of roughly $1.8 billion, The Salvation Army is working throughout the country to complete 29 community centers in her name, five of which are currently open.

Kroc—wife of the late McDonald’s founder Ray Kroc—left her estate in the Army’s name for the specific purpose of developing community centers in underserved communities.

The total bequest was divided equally among the Army’s four U.S. territories with half of the funds allocated for specific capital expenditures for Kroc Centers. The other half is held in a restricted endowment for operating expenses incurred at each of the newly constructed centers. The expectation is that the endowment will cover 50 to 65 percent of the operating expenses and the local community will provide the balance of support.

In keeping with the bequest, a Ray and Joan Kroc Corps Community Center is defined as a “state-of-the-art facility with programs that provide

children, individuals and families with character and confidence-building educational, recreational, arts, and spiritual activities that provide hope and change in an underserved community.” Kroc wanted the activities to help individuals form a set of core values that foster good citizenship, positive self-esteem, high achievement and spiritual enlightenment.

In 1998, Mrs. Kroc donated $90 million to construct the first Ray and Joan Kroc Corps Community Center in her hometown of San Diego, California. Completed in 2002, the 12-acre San Diego Kroc Center is the flagship model for subsequent centers. In just over a year, the center had a membership of over 6,000 individuals. In 2003, the San Diego center opened its performing arts theater, featuring Tony Bennett in concert.

“The Salvation Army is an integral part of the world community,” Kroc, who visited the San Diego center often, once said, “and its presence in San Diego has allowed me the privilege and opportunity to be involved with these extraordinary people of integrity and strength.”

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Progress continues The implementation of Kroc’s dream for lifechanging community centers continues today.

Five centers are currently open: San Diego, California (2002); San Francisco, California (2008); Atlanta, Georgia (2008); Ashland, Ohio (2009); and Coeur d’Alene, Idaho (2009). The remaining locations are expected to open by 2011, though several centers are currently in the initial stages of development.

The 29 Kroc Centers are planned for the four territories as follows: CENTRAL • Chicago, Ill. • Grand Rapids, Mich.

• Green Bay, Wis. EAST • Ashland, Ohio+ • Massena, N.Y. • Boston, Mass.

• Guayama, Puerto Rico SOUTH • Atlanta, Ga.+ • Augusta, Ga. • Biloxi, Miss.

• Charlotte, N.C. • Greenville, S.C.

• Omaha, Neb.* • South Bend, Ind.

• • • • • • • •

Camden, N.J. Dayton, Ohio* Philadelphia, Pa. Staten Island, N.Y. Kerrville, Texas* Louisville, Ky. Memphis, Tenn.

Tidewater, Va.

WEST • Coeur d’Alene, Idaho+ • Salem, Ore.* • Honolulu, Hawaii • San Diego, Calif.+ • Long Beach, Calif.

• Phoenix, Ariz.

• San Francisco, Calif.+ +Now open * Under construction

Central Territory The Omaha, Nebraska, Kroc Center is more than halfway built; it is scheduled to open in fall 2009. The 120,000 sq. ft. center, located on 15 acres, will include a large aquatics complex and outdoor festival plaza for performance events.

In Grand Rapids, Michigan, ground breaking is planned for October 2009, ahead of the scheduled opening in 2010. The 82,000 sq. ft. center will be located on 32 acres, providing tremendous

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opportunities for outdoor activities.

Fundraising continues in South Bend, Indiana; Green Bay, Wisconsin; and Chicago, Illinois.

Eastern Territory The Ashland, Ohio, center, 40,145 sq. ft. on eight acres of land, was the first to open in this territory in April 2009.

In Dayton, Ohio, construction is underway for a Kroc Center on a 17-and-a-half acre site. A preexisting mansion on this property will be the focal point of the campus. This center’s design is unusual in that it contains multiple buildings, forming a campus environment. The opening is scheduled for May 2010.

Construction will soon begin in Boston, Massachusetts, which required acquisition of nearly 60 separate parcels of land in order to create the 104,000 sq. ft. center, and in Guayama, Puerto Rico, which will be a 111,080-sq. ft. facility opening in 2011.

Fundraising continues in Camden, New Jersey; Massena, New York; Philadelphia, Pennsylvania; and Staten Island, New York.

Southern Territory In Georgia, the Atlanta Kroc Center was dedicated and opened in October 2008. The staff continues to develop programs and increase personnel in an effort to reach a level of full operation. Recently, the center hosted the Julius “Dr. J” Erving Biddy Basketball Tournament, featuring the Hall of Famer.

A groundbreaking ceremony took place in February 2009 at the site of the Kerrville, Texas, Kroc Center. Construction drawings are in the final stages in preparation for full construction to begin in the fall.

Plans for the Greenville, South Carolina, and Memphis, Tennessee, projects are in the last stages of schematic design. Both centers are close to fully endowed by the communities.

Fundraising, designing and planning continues in Augusta, Georgia; Biloxi, Mississippi; Tidewater, Virginia; Louisville, Kentucky; and Charlotte, North Carolina.

Western Territory The Kroc Center in San Diego, California, is nearing its seventh anniversary of transforming lives

inside its “Doorway to Opportunity.” Thousands of people are involved in the myriad of available programs.

The most remarkable stories are those of the communities that have formed within this center. A worshipping congregation of 130 people concerned about their local community formed a nucleus to reach out to members of the Kroc Center; the AquaDux swim group raised more than $30,000 in 2008 to support the Kroc Center scholarship fund; the Saints Hockey program consistently raises enough money to keep an expensive sport accessible; and the Kroc Kids theater group has completed 12 productions and is now planning a mission trip to Africa.

In 2008, the Kroc Center in San Francisco, California, opened in the heart of the dark Tenderloin area. Administrator Major George Rocheleau recently drew bystanders to an important ceremony— the first basketball thrown through the newly installed hoops. This Kroc Center court is the largest in the neighborhood and will be an outlet for some of the 3,500 children who live in the surrounding community.

In May 2009, the Coeur d’Alene Kroc Center site was opened in Idaho. A cross is positioned on the exterior of the chapel; at its installation, workers paused to pray that the cross and this center would become a beacon of hope.

The Salem, Oregon, Kroc Center is scheduled for dedication in September 2009. The massive center will be located next to a public park with lakes, walking trails, and boating. The center includes a gymnasium, Olympic-sized pool and recreation pool, and a 300-seat worship center.

The planned Kroc Centers in Honolulu, Hawaii, and Phoenix, Arizona, are close to reaching the fundraising goal and preparing to begin construction by the end of 2009. In Honolulu, the center will be adjacent to the University of Hawaii, a grade school and hundreds of new housing units. The Long Beach, California, project is making progress with its capital campaign. n Lt. Colonel Don McDougald is the assistant to the chief secretary in the U.S. Western Territory.

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SUMMER 2009 CARING PAGE 37

Friday Food Market cultivates healthiness Shopping nutritiously at San Francisco’s Railton Place

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Deep in San Francisco’s Tenderloin BY district—a squalid 57 square blocks of geoffrey poverty, homelessness and crime that also LIPPERT houses the city’s highest concentration of

children (approximately 3,500), immigrants, single room occupancy (SRO) hotels, liquor stores, prostitutes and strip clubs—The Salvation Army opened the Ray and Joan Kroc Corps Community Center and Railton Place in July 2008.

The eight-story, 135,380 sq. ft. facility focuses on corps activities as well as educational and recreational programming. Adjacent to the San Francisco Kroc Center is Railton Place, a separately funded 110-unit, transitional and permanent residence program for individuals who cannot afford housing of their own. Of these units, 27 are for youth between the ages of 18-24 who have “aged out” of the foster care system. Another 83 units are available to chronically homeless adults and veterans.

In January 2009, Railton Place Director Ron Harris and Administrator Major Dawn Rocheleau introduced

“You get to see people you don’t normally see during the week, which really builds a sense of community,” said John Christianson, a dedicated volunteer since the program began.

a Friday Food Market with the help of the San Francisco Food Bank.

Marketing sustenance Twice a month, lead case manager Karin Mullen visits the city’s food bank to hand select enough food to provide for the 60 to 80 people who attend the Friday Food Market for free groceries.

“I was inspired to help participants save money by spending less on food,” Mullen said. “I wanted to give my clients an opportunity to learn to work together, as well as be a part of a positive community building experience.”

Managed and operated primarily by 20 volunteer residents of Railton Place, Friday Food Market is designed to provide participants with an opportunity to learn a wide range of life skills, including nutrition, food handling and time management. It also enables participants to collaborate and interact with one another.

Expressing service The food market is open to residents every other Friday for 90 minutes. Volunteers organize the groceries into food groups and arrange the food in an assembly line fashion. When the doors open, roughly 80 people are efficiently served.

Foods offered include: breads, grains, cereal, lunchmeat, canned foods, sauces and snacks. The Railton Place life skills coordinator prepares an easyto-use collection of recipes for participants to take when they reach the end of the line. With these recipes, residents learn how to properly prepare the food provided, promoting healthy eating habits.

“I am eating better now because I have foods I normally can’t afford to buy,” said Mary Messer, a veteran and committed volunteer.

“I appreciate the willingness of the volunteers and I like the fact people care, that they put this together for us,” said Pedro Benavides, a student who lives in the transitional program for former foster care youth in Railton Place. “I can use my money for other things than food, which really helps me.”

Though the bi-monthly program centers on free food, it is also a chance for people to socialize and create lasting friendships. For others, it may be the only reason to leave their apartment.

“This program makes me more tolerant being around people,” said Christianson, who suffers from depression.

“This gets me out so I won’t be isolated.”

Mindful of the wide range of people who attend, the Friday Food Market creates a welcoming and safe setting for people to feel comfortable getting food.

“I believe our basic purpose here is to be of service,” Messer said. “This food market is a small but valuable expression of service.” n Geoffrey Lippert is a case manager for adults in recovery at Railton Place in San Francisco, California.

Photos by Amy Keene

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SUMMER 2009 CARING PAGE 39

LEARNING IS In Atlanta, Georgia, The Salvation Army is helping women like April Hood—a 25-year-old mother of three— empower themselves through education.

Hood passed the General Educational Development (GED) test through the Atlanta Kroc Center’s newly expanded Family Literacy Program.

“The Salvation Army Family Literacy Program is about building family relationships and helping to create educational goals,” said Dr. Kim Darryl Kelly, coordinator for the Family Literacy Program. Kelly oversees the program’s eight components: family dinner, parent and teacher time, parent and children time, enrichment classes, adult literacy, pre-GED and GED classes, and the “Reaching Out to Read” monthly event.

“All of the components are geared toward encouraging the family to work together as a unit, and empowering the parents to help educate their children by educating themselves.”

In partnership with the Atlanta Public School System,

BY LAFEEA WATSON

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easy this three-tiered, nightly course on reading, writing, social studies and other general requirements has expanded from 30 to 60 adult students since moving into a newly constructed facility in Atlanta’s Pittsburgh neighborhood.

Propelling ahead Hood dropped out of school in 10th grade and has struggled ever since.

“Two of my children are disabled—my oldest son has epilepsy and my other son is autistic,” Hood said. “I am married and I have been helping to take care of my family by working fast-food jobs and at the airport. Now my sons are older and I want more for me; I need to show them that it is never too late to help yourself.”

Hood attended a GED program for students who

The Atlanta Family Literacy Program shows families how

wish to earn a high school equivalency diploma. Upon completing the examination, each student receives a certificate that allows them to pursue higher education or improved employment opportunities.

“Twenty-five students, ages 17 and up, have received a GED since the program started three years ago,” Kelly said. “Our students’ skill-sets range from those who can barely read to those who just need a refresher course before they take the equivalency exams.”

A novel accomplishment Upon entering the program, students are pre-tested to determine their placement in the Adult Literacy, pre-GED or GED level of the program. Students then

attend Monday through Thursday courses taught by Kelly and four paid and volunteer teachers from Atlanta public schools and The Salvation Army.

“This program isn’t just about making students come to a class,” Kelly said. “The literacy program provides the people of this struggling community a safe environment where they can learn to read or develop writing and mathematical skills. This course is all about building self-esteem so our students can move into higher education and help their children with their homework.”

Participants also engage in development activities including a family dinner time where the family eats a free hot meal together at the corps; a parent and teacher time that equips parents with new ways to encourage their child’s positive behavior at home, school and in the

community; and “Reaching Out to Read,” which affords all involved a chance to read or be read to by community volunteers.

“We also provide games, entertainment, free books and support from our local library with borrowed books and application forms for library cards,” Kelly said. “Our motto is, ‘Learning is easy, and we will show you how.’”

Having obtained a GED, Hood now aims to achieve a degree in early childhood education so she can help autistic children like her son. Kelly is helping her connect with colleges.

“I know the GED program has already changed my life,” Hood said. “Before arriving at The Salvation Army, I never tried to read anything I didn’t have to. One of my teachers said to pick up whatever we could—a book, magazine, or anything lying around¾and try to read it. So far, I’ve finished two books, am reading a third and read magazines all the time.” n Lafeea Watson is the communications manager for the Metro Atlanta Area Command in Atlanta, Georgia.

Photos by Kim Kelly

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SUMMER 2009 CARING PAGE 41

working in the vineyards Let’s

make

it

BY MATTHEW JENSEN

a

Son, go and work in the vineyard today (Matthew 21:28).

No eloquent sermons, graduatelevel exegesis or utterances from the wisest among us can take away from the sheer thunderous magnitude of God’s simple command for us to reach out to a dying world.

Our mission statement in The Salvation Army proclaims the chief aim of spreading the gospel above all else. Our history proves that this is an Army that does all it can to compel people to come into the kingdom of God (Luke 14:23). Never with condemnation or signs on the corner telling the world to “Repent or Go To Hell,” but always in the “boldness” (Proverbs 28:1) of loving, nondiscriminating, Christ-like relationships have we set

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pr i o r i t y ourselves apart as true witnesses for Jesus around the world.

Cultural immersion The term “relational ministry” is often heard tossed about in conversation, but many of us still walk away without a clear idea of what it actually is. I have learned by experience about this type of ministry, and feel it is essential to move forward as The Salvation Army.

Over the past six years, my wife and I have created and led relational ministries with the homeless and addicted in Los Angeles’ Skid Row, as well as with the transvestite prostitute and drug cultures of downtown Hollywood.

Recently, we became corps assistants at the

Compton Corps in Southern California. Needless to say, we have started new relational ministries here; my wife leads a prostitution outreach and I lead a gang outreach.

The plan is always biblical and simple: Go out to the targeted community on a regular basis and become immersed in the culture—observe, listen and learn. Second, while adapting to what that culture more readily receives, make friends and earn the right to speak. These friendships eventually lead to discussions of the meaning of life, religion and the idea of hope.

A blueprint from Compton This community is riddled with a church on nearly every corner; each is filled with congregants and pastors who are unanimously tired of burying their sons and daughters due to gang violence.

After praying about this would-be ministry, we made an appointment with the local sheriff and gang unit to hear expert opinions on the situation.

This unit works tirelessly to ease the suffering, but admitted all they can do is arrest the criminals and put them in jail for a short time before they are released again. They shared safety precautions and what to look out for, as well as the name of the most dangerous park in Compton where most of the gang rivalries, fights and arrests take place.

I believe the Army’s intervention is the answer to the prayers of a hurting community and that relational ministry is the most powerful weapon, second only to getting on our knees and proclaiming God’s greatness and our weakness.

I assembled a team of ex-gang members, leaders and shot callers who are now sold out for Christ and we set out the first Saturday to walk around and observe. I have learned that a few days of examination are beneficial to learn each society’s nuances. What happened shocked me. In just three hours, we engaged in over 20 conversations with people who received us better than anticipated.

Now every Saturday, this team goes to the park and deliberately infiltrates the culture. We aim to make friends with the youth and adults involved in the local gang culture. If a large group is playing basketball, we’ll play with them. If they are sitting and talking, we sit down with them. We do whatever we can to adapt, make friends, build trust and share Christ. We

desire to show these gangs the hope that we have in Jesus. Once we have their initial acceptance, we can share why we are there and invite them to the corps.

Why we were created In the dirty, depressed streets of Skid Row, in the dark alleys of Hollywood, and now even in the most dangerous parts of Compton, we have seen first-hand that building relationships with those outside of our walls is a ministry that needs to be embraced by everyone.

My wife and I have personally seen that in this type of ministry the “laborers are few” (Matthew 9:37). Because of this, I’ve experienced depression, frustration and even times of anger towards my fellow brothers and sisters for their lack of action. However, the more I learn and mature as a Christian, the more I can understand that this type of ministry can be plain scary to those who are not used to it. Many think they are not called to do this, which was my response when God placed it on my heart to start my first ministry on the streets of Skid Row. When I initially walked out on those streets, I saw the needles on the ground, the looks from dealers and the broken glass in the gutters. Then I met someone, and it all became human. The threatening atmosphere dimmed, and I saw a flickering candle of loneliness, hopelessness and desperation within the eyes of those whom God calls us to love in his name.

I am no one special, simply a fellow soldier. Yet, I know that if you engage in relational ministries, the Holy Spirit will guide you as he did me. When we consciously make an effort to build relationships with those who are classified as the worst in our society, the presence of Christ is revealed through our hands.

It is in times like these that he reminds us why this Army was created in the first place.

Now it’s time for the world to start associating The Salvation Army with social services and with the almighty, all-loving, and all-forgiving name of Jesus Christ whom we do it all for. n Matt Jensen is the corps assistant at the Compton Corps in California with his wife, Vanessa. The Jensens will enter the College for Officer Training as part of the 2009– 2011 Ambassadors of Holiness Session of cadets.

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Why help The Salvation Army?

“It is the business of every citizen to give to its service fund.”

The following excerpt originally appeared as an editorial on the front page of the Los Angeles Times on May 20, 1920, during a time when The Salvation Army struggled to raise funds. Wiles, a staff writer for the Times, urged the public to donate.

In the name of the thousands of poor and needy to whom its unostentatious ministrations mean literally the breath of life, an appeal is made today to the citizens of Los Angeles to contribute generously to the Home Service Fund of The Salvation Army.

It is not an optional charity, to respond to according as one feels charitably inclined or not—it is as much real duty and actual business of every citizen to give to this fund as to pay his taxes. For the failure of the present campaign for funds would mean real disaster to the community through the bitter suffering it would bring to the poor—the charges of the people. Every dollar that goes to The Salvation Army probably does the work of four, computed on the basis of the average efficiency of a dollar given to charity. So if you give at all, give to The Salvation Army and get four times the results. This is not random charity—it is good, hardheaded business.

The Army’s financial campaign, launched here 10 days ago to raise funds to carry on its work for the next year, was to have ended today but as Brigadier C. R. Boyd—a Southern California divisional officer—stated yesterday, only one-fourth of the city’s quota of $141,190 has been raised, so the 10 teams of prominent businessmen will continue on their rounds of the city and The Salvation Army lassies will

BY OTIS M. WILES

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continue to sell homemade doughnuts at 12 booths on the intersections of the downtown streets.

Little has been said about what the money is needed for. When the public really appreciates why the funds are asked, Brigadier Boyd is certain that the dollars will come rolling into the treasury.

The money is needed to maintain the various Salvation Army institutions here—the comfortable working girls’ home on Grand Avenue, to keep open the doors to the ex-servicemen’s home on Main Street, to provide beds for laboring men in three Salvation Army hotels.

It is needed to care for the unfortunate girls and homeless babes at the Rescue Maternity Home, to feed destitute families, to provide hundreds of tubercular children with milk. And knowing that The Salvation Army is going to get the full quota, even if it is a trifle tardy, the girl in blue bonnet sings as cheerfully as before. She is not disheartened, even though three-quarters of the fund is still lacking, for The Salvation Army is the one institution that can never be discouraged in its undertakings.

Brigadier Boyd wants Los Angeles to know that The Salvation Army is not a wartime organization.

It is a peacetime organization and the campaign for funds, now being waged, is to provide the means for alleviating the sufferings of the destitute.

With the maintenance of all these worthy institutions upon its shoulders, The Salvation Army refuses to worry over the lack of an enthusiastic response for it feels the response is only a little tardy. n Otis M. Wiles was a Los Angeles Times feature writer from 1917 to 1922.

Markets challenge ARC and provide growth Though donations are lower, Family Thrift Stores are thriving BY MARLENE GERBER AND DAWN MARKS

More people are shopping at Salvation Army Family Stores than ever before as families seek new ways to stretch their budgets.

In the U.S. Western Territory, sales at Adult Rehabilitation Center (ARC) operated stores have increased 8 percent so far this year. Paradoxically, scheduled donation pick-ups are down 12.9 percent, leaving centers scrambling to keep up inventory to meet the increased demand for products.

Vehicle donations and sales, long a significant source of revenue, are also affected—donations are down 30 percent from last year. Buying habits have also changed as a surprising number of RV and motor homes are now sold for dwelling rather than for recreation.

The Pemberton family in San Diego, California, for example, found a 28-foot motor home from The Salvation Army vehicle donation program to house the couple and their two children.

"Where else could a family find housing for $650 a month?" asked the mother, Tanya Pemberton.

Several college students have also bought RVs to call home.

"It's gratifying to see these vehicles recycled for other purposes and find new life," said Captain Grady Brown, administrator at the San Diego ARC. "After all, finding new life is what the Army’s ARC program is all about."

The operation The whole ARC operation—recycling donated, reusable goods for sale in family stores, as well as donated vehicle sales—exists solely to support the Adult Rehabilitation Centers. Men and women afflicted with alcoholism and drug addictions come to these centers and are housed, fed and clothed for a minimum of six months while participating in a life-changing rehabilitation program of counseling, 12-step meetings, work therapy, spiritual guidance and support services for job placement. The goal is to change lives, heal the sick

and needy, and return these men and women to society as healthy, productive members.

Obtaining work Finding employment is particularly challenging today for ARC graduates, many of whom are trying to overcome a history of addiction, homelessness and limited education. Thus, the re-entry phase of the ARC program is crucial to success.

Graduates may stay at the center an additional three to six months to learn about career planning, employment strategies and work on developing job skills. They are encouraged to interview for jobs while still connected to the ARC program. Unfortunately, this job search period is now proving to be insufficient for graduates to find employment.

Avery Chamlis, director of rehabilitation at the ARC in Riverside, California, noted that the average job search time for graduates of the Riverside ARC dramatically increased in September 2008. Previously, it took graduates a few weeks to find outside employment.

It is now a three to four month minimum process, and for many graduates, it’s taking much longer to find a job.

Many jobs used to be available in Riverside in construction, RV manufacturing, modular unit manufacturing and stone and cement work. According to Chamlis, these industries are no longer hiring and two major RV manufacturers in the area went out of business.

The personal and societal disasters of addictions are no less urgent than other emergencies, for which The Salvation Army stands on the front line. As these men and women continue to look for jobs in today’s economic climate, the Army will be there to assist and encourage their efforts. n Dawn Marks is a public relations consultant for the Western Territory’s Adult Rehabilitation Centers Command and Marlene Gerber is a public relations consultant for the Adult Rehabilitation Center in San Diego, California.

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Enabling continuous learning An educational partnership in Missouri Just as each of us has one body with many members, and these members do not all have the same function, so in Christ we who are many form one body, and each member belongs to all the others (Romans 12:4-5).

Partnering is a vital part of meeting need in Missouri. We provide better human services when we team with like-minded agencies whose chief goal is to aid in the development of God’s creation. No longer can we be the only leading agency serving the socioeconomically depressed citizens of our communities.

Our clients need as many resources as possible as the economy continues to impact their financial stability.

For this reason, The Salvation Army and Lincoln University joined to create The Salvation Army Human Services Certificate Program as an opportunity for students to discuss faith, leadership and wellness aspects of their services while earning continuing education credits. The first group of nine students completed the class in March 2009.

By partnering an accredited school of higher learning with the Army’s social services in Jefferson City, Missouri, leaders from both organizations hope the program will strengthen service to clients throughout the community and cultivate leadership.

“Lincoln University is always looking for ways to reach out to the community,” said Kathy Pabst, director of continuing education at Lincoln

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University. “This was a perfect opportunity to work with a non-profit that reaches so many people and impacts Jefferson City in a huge way.”

The key to growth During three, three-hour courses, students learn standard first aid and CPR, professional standards of working, and the role that faith plays in social work and human services.

Participant Major John Flanagan said, “This type of arrangement and the curricula are just what we need to continue our life-long learning process.”

Classes are held at the Center of Hope shelter to give the students a chance to see first hand the social service ministry of The Salvation Army.

Lincoln University’s continuing education department grants students 1.2 hours of continuing education units and issues a certificate.

“This program is a model for other social service organizations to follow for employee and volunteer training,” Pabst said. “Education is the key to future growth and success and The Salvation Army is leading the way by providing this training opportunity.” n Major K. Kendall Mathews is the regional coordinator for The Salvation Army in Columbia and Jefferson City, Missouri.

Kiwi response In New Zealand, Army focuses on advocating care and inspiring reciprocity The Salvation Army in New Zealand BY releases an annual State of the Nation CAMPBELL report—a “progress report card”— ROBERTS on a range of social issues including

housing, work and incomes, crime and punishment, and social hazards. This year’s report (available online at salvationarmy.org.nz/socialpolicy) outlines a mix of social progress. Some indicators show improvement; others display a disheartening deterioration.

The challenge for the Army in New Zealand, as in any country, is to face this economic crisis head on and wrest opportunity out of the crisis.

We recently enhanced our support for the elderly, launching a pilot program of volunteer-based friendship, chaplaincy and low-level practical support. An investment of $20 million over a number of years will also provide attractive, environmentally sustainable and modern housing for this segment of society.

Expansion is also planned in childhood education, hospice care, employment training, addictions and HomeCare services. This will require new community partners to work with us and discover creative ways of doing more with less.

Assert gratitude The language of the current global economic crisis often speaks of what we don’t have—tangible money to control, grasp, keep, protect and save. Conversations are less often heard about what we already have, of gratitude and what we can redistribute or share.

What if we were to rediscover the practice of hospitality, the practice of sharing our dinner tables with others, the practice of sharing what we traditionally label our own and private? What difference could that make to the communities with which we live and mix?

Reinvest in reciprocity We need to explore and reinvest in policies of reciprocity, to move our energies and practices from “doing good work for the people” to “doing the good work of the people and with the people.” In this time

when people are questioning their life’s purpose in the midst of economic struggles, we have to help the communities we are connected to feel and see that they can contribute to something good.

What could this reciprocity look like? It could mean that clients of an employment training program are invited to help Salvationists establish and sustain community gardens. Clients of our food pantries could be invited to volunteer their time in community projects. Our congregations could be invited to leave the corps building on Sunday and partner with clients of our accommodation centers to beautify the neighborhood.

If handled carefully, reciprocity can increase the dignity of individuals and strengthen community connectivity.

Yes, the external environment is challenging and demanding. But it need not defeat us; rather, in this environment we can find a new spirit and faith, new ingenuity and creativity, new self-belief and energy. If we can do this at this critical point of global history, The Salvation Army will become a catalyst to create stronger communities as birthplaces of new meaning, new opportunity, new faith and new hope. n Major Campbell Roberts is the national director for The Salvation Army’s social services, social policy and parliamentary relations in New Zealand.

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AND FINALLY...

Trust not in the function of the economy; trust in God I am not an economist, nor a finance BY guru of any description. My experience WILLIAM with The Salvation Army is not in the HARFOOT finance arena, yet through my service

I have learned to operate on a few simple economic principles: show up to work every day, live within your means and save for the future.

How does a non-economist chief secretary view the current economic situation and how is our territory facing these new pressures?

First, the current economic situation must be understood within a framework or context.

Economics is a function of God’s created order.

Planting and harvesting, producing and consuming, trading goods and services all seem to be a part of God’s design; there seems to be an ebb and flow to it all. Even in the Genesis garden, prior to the fall of Adam and Eve, the human family was commanded to work and guard the garden as part of life.

In the patriarchal stories of Genesis, we are also introduced to years of plenty and years of famine.

Life is seldom consistently plentiful, neither for the community at large nor for the individual.

Another easy biblical economic observation recognizes that wealth is not evil, yet neither is wealth the end goal in life. From the Bible we know God as a being of endless resources. For every animal of the forest is mine, and the cattle on a thousand hills (Psalm 50:10).

God is wealthy! Thus, wealth alone is not evil.

However, wealth can be misused and financial success can be worshipped as an ultimate focus of living.

Let me also add that poverty is usually not the goal in life. In some cases, poverty may be chosen over financial success as a means to some greater good. It is not God’s design that those who are at the apex of his creation suffer from the lack of basic food and shelter. Salvation Army officers and soldiers understand this principle. We work to not only provide for the basic needs of people, but many Salvation Army programs empower participants to become productive and self-supporting.

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Aware, focused and responding So what about the current economy—what is the Army doing to manage during this volatile time?

First, we are neither responding to problems with panic, nor are we in denial. We are, after all, a people of faith. Our trust is in God, not in a government, nor in private sector institutions.

We are implementing the skill of living within our means. We are watching income and regularly revising budgets based upon real income. We affirm our traditions to live simply, keeping expenses below income. We are aware that debt negatively impacts future programs and services. Overall thus far, income remains steady.

The Salvation Army is focused on new mission opportunities. At every level, we plan and work to increase resources to programs and services most central to our mission. This is a moment to bring grace and hope alongside those experiencing loss.

This is a moment for lean overhead and strong service.

The Army is engaged in ongoing conversation with leaders and key staff. The current economy is not a problem that the national commander, territorial commanders and chief secretaries must solve. It is an environment in which the entire leadership team of the nation and each territory has to function and generate solutions.

Genesis 50:20 is certainly one of the Bible’s memorable verses. Upon reuniting with his brothers, Joseph said to them, You intended to harm me, but God intended it for good to accomplish what is now being done, the saving of many lives.

While the downward turn in the current economy is hurtful and dangerous, we trust that God will use even these hard times for the salvation of many, the maturing of Salvationists and continued meaningful service to those who are hurting. n Colonel William Harfoot is the chief secretary in the U.S. Western Territory.

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