Progress (Autumn 2017)

IHQ-ProgRes@salvationarmy.org

AUTUMN 2017 // ISSUE 18

A NEWS UPDATE FROM THE PROGRAMME RESOURCES DEPARTMENT AT IHQ

Commissioner Charles Swansbury 1

Programme Resources

That’s all folks!

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International Development Services

Renewing hope and belief International Emergency Services

Building resilience

7 Communications New foundations

8 International

Health Services

That’s all folks!

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INTERNATIONAL SECRETARY FOR PROGRAMME RESOURCES

In-service education is key

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orky Pig is an animated cartoon character in the Warner Brothers Looney Tunes and Merrie Melodies series of cartoons, from what is known as the golden age of American animation, memorable for his signature sign-off at the end of each of the 153 episodes in which he features with the words, ‘Th-th-th-that’s all folks!’

As my wife and I conclude our active officership at the end of 2017, having completed more than 34 years’ service and with me having had 11 appointments – three of which have been at International Headquarters (IHQ) – I might be forgiven for signing off with, ‘That’s all folks!’ But I would be wrong on two counts: Firstly, in

terms of my Officer’s Covenant which, by the inclusion of the words ‘All my days’, is not time- or appointment-limited; and secondly, because the mission of the Army in all the places I have been privileged to serve has and will, God willing, continue long after I have moved on. And no more so than here within the Programme Resources Department at IHQ. Since the appointment has now been announced, I am able to relate that my successor will be Commissioner Birgitte Brekke-Clifton, an officer of considerable experience and passion, well capable of ensuring the work accomplished in future by the team is taken CONTINUED ON PAGE 2

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3 3CONTINUED FROM PAGE 1 to new heights, depths and breadths. May God bless her future endeavours.

I rather liked the symbolic example I inherited when my wife and I had responsibility for the Army’s work in Ghana, where a print of the country’s flag had been formed into a cardboard cylinder, shaped rather like a baton used in a relay race. As each territorial commander was installed they were symbolically handed the baton of responsibility for the work of the Army within the country, and

‘Our work and ministry is part of a continuum, passed on as we relinquish that responsibility and move elsewhere’

at the farewell meeting the baton was ceremonially handed back to be passed on to the succeeding leader. This helped to reinforce the idea that our work and ministry is part of a continuum, passed on as we relinquish that responsibility and move elsewhere. (It was also a reminder to ‘let go’ and leave the issues of that office behind to someone else!)

Two examples from the Bible remind me of the consequence of those who didn’t pass on their responsibilities and those who did. In Judges 2:10 the writer reflects that after all those who had entered the Promised Land had died, there arose another generation after them who did not know the Lord or the work which he had done. Obviously those who first entered the Promised Land failed to pass on their experience and faith; not surprising then that the ensuing years were ones of

confusion and a lack of purpose. Contrast that with the Apostle Paul, in writing to the church at Corinth (1 Corinthians 15:3), who stated confidently that he had passed on of first importance that which he had received – that Christ had died for our sins according to the Scriptures. There is no doubting his priorities and focus!

In that I will, in a very short time, pass on to Commissioner Birgitte the opportunities and privileges of my present responsibility, I do so with a quote from the 1970s Christian musical The Witness, written by Jimmy and Carol Owens, where the narrator ends the Crucifixion scene with the words, ‘We thought that was the end. But it was only the beginning!’

May God generously inspire and bless this new beginning.

International Development Services (IDS) Stanford Muzavazi

PROJECTS DEPARTMENT SOUTHERN AFRICA TERRITORY

Renewing hope and belief Youth Empowerment Project

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he long-term goal of the ongoing three-year Youth Empowerment Project is to contribute positively towards the socio-economic transformation of unemployed and outof-school youths, who need support. The intention is to equip them with knowledge, resources and skills for development, as described below.

In year one, the focus is on establishing youth groups and providing them with training in entrepreneurship and business management. Workshops encourage participants to complete home assignments which feed into further theoretical and practical workshops involving community activities.

The first year builds teamwork and partnerships so that when participants implement their income generating activities (IGAs) in the second year, students know how to work together

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effectively, resolve differences and run sustainable, profitable businesses.

In year two, as the young people benefit from their IGAs, they give something back to the community.

Using group discussions, they are challenged to innovate action for change.

Participants receive training in leadership development, facilitation and community capacity building, and are challenged to run community activities addressing specific issues. This serves as an entry point into the wider youth community.

In year three, IGAs are established as sources of income for the youth groups and community initiatives continue.

The new component in this year is the establishment of provincial/divisional youth forums, and a regional youth network, wherein representatives from each group meet to discuss experiences, the goal being to address identified issues through interviewing youths in target areas. This serves as a platform for local youth to have a community voice.

Initially, we welcome 45 direct beneficiaries from three rural communities, including those unable to complete further education or find employment opportunities, who then attend workshops and identify business ideas. They then spend a week volunteering at an established

‘There is already evidence of renewed hope and belief in the young people who thought they would never achieve anything in life’

Top and middle: team-building games are a key part of the programme; above: a proud participant shows her certificate; below left: the picture that speaks a thousand words – relationship, fun and transformaton

business working in a similar field to that represented by their idea, enabling them to understand something of the demands of their intended business.

In the second year, the young people identify and negotiate for land in their local communities in order to establish business premises. Negotiations are done through local community leaders supportive of the idea. Basic start-up equipment is procured through the help of the project, enabling operations to commence.

Following this, leadership and community engagement workshops proactively engage with issues affecting local communities. 4 4 3

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At the time of writing, only the first year has been completed, so it is perhaps premature to comment on any long-term results, but there is already evidence of renewed hope and belief in the young people who, prior to start-up, thought they would never achieve anything in life.

Even at this early stage, the project has created a platform for previously

disheartened young people to engage with community leaders and share their personal experiences and aspirations. Community leaders are supportive, because they identify with the issues of unemployment and limited opportunities. Consequently, three groups have acquired land at reduced cost and with relative ease, thanks to the goodwill of local leaders.

Were we to repeat the project, we would probably base it in one province as opposed to having one group in each province as this could create more opportunity to share experiences and encourage each other.

The Southern Africa Territory is grateful to the Norway Territory for supporting this project

International Emergency Services (IES) Major Alison Thompson Coordinator, International Emergency Services

Building resilience Responding to Cyclone Dineo aftermath

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he province of Inhambane in the south of Mozambique was greatly affected by strong winds and heavy rainfall during February 2017 due to Cyclone Dineo. Major impacts included loss of power lines, trees uprooted, roads damaged, crops destroyed, and the destruction of houses and roofs of many buildings, including schools and hospitals.

The provincial government estimated that more than 652,650 people were affected.

Based on the impact and preliminary needs, the government requested tarpaulin for affected households, large tents for schools and hospitals, food assistance, household kits and water purification supplies. There was also need of assistance with seeds for the second agricultural season.

As part of a coordinated response with local government and other agencies providing food and non-food support, the Mozambique Territory, along with a small International Emergency Services (IES) team implemented a rapid-response food relief programme in four areas of Inhambane – South, Rural, Central and Maxixe. Up to two months’ essential food supplies of flour, rice, cooking oil, beans, sugar and salt were distributed to more than 800 families. In addition, baby meal packs were provided for infants in accordance with minimum standards

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Maxixe distribution centre – returning home with essential supplies

‘The programme alleviated the immediate hunger of families as they sought to recover from the cyclone and rebuild their lives’ People affected by Cyclone Dineo are registered prior to the distribution of food

on food and nutrition. As well as being culturally appropriate, this helped to sustain life with dignity for the affected people.

Beneficiaries were identified with the support of local government and community leaders with more than 80

additional people, defined as particularly vulnerable due to physical disability or chronic disease, also being in receipt of support.

In terms of outcomes, the programme alleviated the immediate hunger of families as they sought to recover from the cyclone

and rebuild their lives. With the need to source food for their families in order to survive no longer the main priority, they could focus on repairing homes and reestablishing livelihoods. This project is not a long-term solution for all the needs of the affected communities, but provides some essential resources to assist people in their recovery from the crisis, enabling them to

plan for their future with assistance from the government and other local agencies.

With the provision of Mozambique Ministry of Health approved baby meal, education was also provided for mothers on how to prepare the baby food supplement for their children between the ages of six months and three years in order to ensure a balanced diet for proper growth and development.

The emergency response activities promoted the ideals of the United Nations Sustainable Development Goal 2 of zero hunger: end hunger, achieve food security and improved nutrition and promote sustainable agriculture.

They also met the following core humanitarian standards for communities and people affected by crisis:

• • • • • •

receive assistance appropriate and relevant to their needs; have access to the assistance they need at the right time; are not negatively affected by, and are more prepared, resilient and less at-risk as a result of, humanitarian action; receive coordinated, complementary assistance; receive the assistance they require from competent and well-managed staff and volunteers; and expect that organisations assisting them are managing resources effectively, efficiently and ethically.

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Communications Section – Literary 4 4The use of trained IES personnel,

particularly local Salvation Army staff and well-briefed volunteers, provided positive opportunities for building relationships which can outlast the crisis relief period. Community involvement can be developed for ongoing mutual benefit and support, building resilience and strengthening future disaster preparedness.

Major Angela Strickland EDITOR, THE SALVATION ARMY YEAR BOOK

NEW foundations Welcoming our new editor IES team members briefing food distribution volunteers

Photos from other responses by International Emergency Services Left: Hurricane Irma – food relief for families from Barbuda

Below: providing supplies to earthquake-affected communities in Mexico City Bottom: Mexico earthquake – a visit to a devastated community

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t is my great honour and privilege to be appointed as Editor of The Salvation Army Year Book and to be part of such a dedicated Communications team at International Headquarters. I hope to build on the excellent foundations left by the editors before me, and will endeavour to leave things, as my father-in-law would say, ‘better than I found them’.

Derek, my husband-to-be, introduced me to The Salvation Army at the age of 17 – attending church was a stipulation of his parents for anyone he wanted to date! I accepted the challenge and soon also accepted Christ as Saviour. Following our marriage in 1997, we entered officer training in 1998 and were commissioned with the Forward 2000 Session. We now have two children, Nathan (13) and Serena (11).

We have served in two corps (church) and two divisional headquarters’ appointments, most recently spending eight years in the Southwest Division of the USA Western Territory, where I was Divisional Women’s Ministries Secretary and Derek was Divisional Secretary for Business. I revelled in organising women’s conferences, training leaders and encouraging the women that God placed in my path.

When approached about a possible international move, we prayed and spoke with our families. Considering potential challenges and adjustments, as with previous appointments, we felt confident in our individual callings. The move to IHQ and to London brings many new things.

Travel by train, unusual food, varying culture and new people, but Jeremiah 17:7 assures me, ‘But blessed is the man who trusts in the Lord, whose confidence is in him.’ As a family, we are trusting God to provide, to watch over us and to direct our footsteps.

‘The move to IHQ and to London brings many new things.’

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International Health Services Major Joan Gibson

INTERNATIONAL HEALTH SERVICES COORDINATOR

In-service education is KEY Reducing Neonatal Morbidity and Mortality

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ne of the aims of International Health Services is to provide in-service education to health professionals in our hospitals and clinics around the world. As I tour our centres, I observe that generally this is carried out in quite an informal setting, but occasionally territories arrange for me to meet larger groups so that I can provide a more formal type of training, which is always a great delight for me.

One such training course took place in May of this year, when I was grateful to the leadership of the Ghana Territory who provided an opportunity for me to conduct a day’s training with 25 midwives.

Attendees represented midwives from nine health facilities around the country, with their experience ranging from just one year to 35 years, but the thing they had in

‘The thing they had in common was the desire to learn more about how they could better assist their clients’

common was the desire to learn more about how they could better assist their clients.

During the early part of the day we discussed the advantages of kangaroo carrying to the newborn, especially premature infants, and then everyone had opportunity to practise implementing it.

By the end of the session, everyone felt confident and ready to go back to their centres to implement the programme.

We then looked at how to conduct an emergency breech delivery, which could occur in any of our centres.

Later in the day, the midwives were given instruction on how to manage shoulder dystocia – an obstetrical emergency where the head of the baby has been delivered but the body refuses to appear with the use of normal mechanisms.

On my previous visit to Ghana, some of the midwives had indicated that they didn’t feel confident in managing this problem, but during the session everyone listened attentively and then, with the use of baby dolls, they were able to practise several mechanisms to help release the shoulder and allow for the safe delivery of the baby.

To my surprise, when I arrived at the Urban Aid Clinic two weeks later, where they had 339 deliveries last year, I was greeted by some very proud and happy midwives who explained how they had been able to successfully manage a shoulder dystocia using some of the information they had received during the training course. Without the quick action of these midwives, there had been the possibility

of another Ghanaian child being born suffering from severe brain damage due to lack of oxygen.

International Health Services looks forward to many more opportunities to provide in-service education, especially related to obstetrical emergences, in other countries around the world. In having confident and competent staff in this area, we will be contributing towards the third United Nations Sustainable Development Goal of good health and well-being by reducing morbidity and mortality in mothers and their newborns who seek assistance at our facilities.

Clockwise from left: midwives demonstrating how to manage a shoulder dystocia; a midwife teaching a mother kangaroo care for a very small baby; a group of Ghanaian midwives playing a game on shoulder dystocia EDITOR Colonel Lisbeth Welander EDITOR-IN-CHIEF Major Martin Gossauer DESIGN AND ARTWORK Berni Georges PROGRAMME RESOURCES The Salvation Army International Headquarters 101 Queen Victoria Street, London EC4V 4EH, United Kingdom Tel: [44] (0)20 7332 0101; email: IHQ-ProgRes@salvationarmy.org FOUNDER William Booth GENERAL André Cox

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