feeding the Hog PART -3-

Possible Solutions

Foundational to any solution is the need to establish credible and open lines of communication. It will be necessary to educate those in leadership of the benefits of open dialogue. A greater confidence must be placed in the integrity and ability to receive information by officers. The organization should work with the assumption that its officers are prepared and able to engage in dialogue that currently does not include them. The topics of discussion can range from future appointments to inclusion in organizational direction and implementation of programs and services.

The following suggestions are offered as more specific solutions.

1. Provide tiered sabbaticals allowing officers adequate time to remain healthy, continue education, and provide a way of rewarding and honoring faithfulness. This idea was introduced by General John Gowans, and given to the territories for implementation. Unfortunately no visible progress has been seen causing most to assume that it will not happen. A comprehensive approach beginning with small achievable goals can make this idea a reality. The Salvation Army has resources that can be invested as well as conference centers strategically located around the country that may be able to accommodate this.

2. Leadership work to restructure the rank system and give tangible importance and authority to the Corps Officer. General Gowans attempted to make these changes but the changes that were made did not seem to accomplish the stated goals. There must be deeper change than an officer’s rank to make the kind of impact necessary. The change must address organizational culture, affecting the relationship between Corps and Headquarters. Much is said of how the Corps is the most important ministry in the Army. This can become reality when there is seamless transition from the highest level of administration into the field offices. It will further be realized as resources now used for administrivia are again released to the local operations for ministry. It is becoming increasingly difficult to find local resources to maintain the most basic services to the community while staff and employees continue to grow at headquarters. This adds to the vicious cycle of why many officers prefer headquarters to the Corps.

3. Be intentional and deliberate about improving every officer’s sense of ownership within the organization. This can be accomplished by simple but effective planning including but not limited to:

1. Open, honest and frank discussion about future appointments
2. Involvement in long range planning
3. Involvement in corporate vision planning
4. International missions trips for all officers

Conclusion

It should be noted of the organization’s attempt to deal with this problem throughout the years. This exercise was helpful to see, as well as be reminded of the Army’s basic desire and commitment to care for its officers. There have been many steps taken to provide officers with the tools needed to keep healthy and motivated. Perhaps the greatest need is to properly train the leadership to identify those who are struggling and have the information of where to get the needed help.

The Salvation Army is not perfect, and many of the issues outlined continue to be real unmet needs of its officers. There are many resources available for those who are struggling. Many of the solutions attempted by past progressive leaders have great validity. The Army should revisit the ideas presented by those considered “radical” and allow for a proper vetting process with all interested officers invited to participate.



Jeffery T. Bassett
Former
USA East
Jeffery Bassett Jeffery is the Founding Pastor of Living Water Church Ministries. He has a BS in Bible and MS in Organizational Leadership from Philadelphia Biblical University where he teaches as an adjunct professor. Jeffery is employed full time by the Ocean Grove Camp Meeting Association where he serves as the Director of Development.
Living Water Church Ministries
Wall, NJ
pastor@livingwaterchurchministries.org