A REVIEW - Challenges to The High Council 2013

Challenges to The High Council

This is a momentous time.

You have gathered from around the world to elect a new General for the Salvation Army. For some of you, this is your first High Council. Others of you have participated before. Some of you have family backgrounds of several generations of Salvationists, some of you are the first in your family to belong to The Salvation Army.  You are of different genders, races, and nationalities.

Yet, for all the diversity represented, there is a commonality that supersedes all else – a love for God and for The Salvation Army.

The issues that face The Salvation Army today are unlike any others that previous High Councils have faced. The world is a different place than what it was when General William Booth started the Christian Mission. It is different than what it was when Evangeline Booth wrapper herself in the flag in front of a hissing crowd. It is even different than what it was when Generals Gowans and Larsson were in office.

The world today expects a level of behaviors from leadership that is markedly different than expectations in days past; expectations in the workplace, the marketplace, the government and in the church. And if the behaviors do not meet the expectations, the repercussions are inevitable.

These expectations all condense down into one simple but deep concept – accountability.

Accountability is necessary. It is fundamental. And it is missing in the leadership of The Salvation Army.

At one time, The Salvation Army was considered above reproach. No one, Salvationist or otherwise could comprehend of The Salvation Army acting in unscrupulous, contrary or evil ways. But now? Now it is easy pickings. The media blasts The Salvation Army and the populace is shocked. And the once-good name of The Salvation Army takes another ding, another scrape.

Where has the leadership of The Salvation Army fallen short?

It is one thing to maintain confidentiality about certain matters. But the secrecy and lack of transparency by the leadership of The Salvation Army at all levels, from the General down, is troubling. Platitudes no longer work. Blindly saluting the flag and marching forward no longer work. Your officers, your soldiers, your adherents, and your donors – they expect the leadership to be upfront and forthright about issues. Honest answers are needed. Explanations are expected. Where transparency lacks, distrust grows.

Consistency is another place where the leadership of The Salvation Army has not led well. Yes, we are a church, but we must also operate with a fair and consistent set of standards for all. The policies and procedures for one must apply to all, and where there are exceptions, they must have documentation for the exceptions also.  We understand that there are legal requirements specific to the differing locations where The Salvation Army operates which may cause variations in the content and application of the policies and procedures, but the underlying principle must be maintained. For too long, capricious leaders have denied benefits, support and proper procedures to those that have displeased them personally. The accountability has not been there to keep the leadership in line.

The Salvation Army consists of not only those who would wear the red on their shoulders.  It would be a mistake indeed to think that it is only the officers who make The Salvation Army what it is. The lack of respect for the soldiers, adherents, employees, volunteers and advisory board members is becoming epidemic. No officer should mistreat, demean, dismiss, degrade or otherwise debase any non-officer. The leadership is accountable to take action when reports of such actions are received. Sadly, too many times, the leadership locks-step and huddles into the red-epaulet club.

The world is changing, and while Christ calls us to be in the world but not of the world, we are accountable to reach the world. And to reach the world, The Salvation Army needs to be culturally relevant. In many ways, there have been forays into relevance – most often on the technological side of things.  This is good, but it is not enough. Our leadership must learn that, like Jesus, we need to sit with the tax collectors and the prostitutes, the riff-raff and the downtrodden.  Not many of those people were found in the temple.  Allow the vision to expand.  We should not hold on to the icons of our past so tightly that we cannot grasp the new.

Accountability also means that when there is an issue that must be addressed, then the leadership steps up and addresses it – not with platitudes or well-crafted press releases that use many words to say nothing – but with well-reasoned, scripturally-sound responses. Will all of the stands be popular? No. In fact, many may be quite unpopular. But Christ did not call us to be popular – He called us to be salt and light.

Financially, the leadership must become accountable to the soldiers and to those who donate monies and materials. This accountability must be provided by means of external accounting and auditing firms. No longer is our internal accounting and auditing sufficient to answer questions. We must bring in external auditing to address our financial accountability.

As you seek God’s guidance and direction, you are individually accountable to ask the hard questions, those that get to the true character of the next General. We will only be as good as our leadership. And if our leadership fails us, then The Salvation Army will soon cease to exist as the powerful force for God and for good that it once was.

Jolinda Cooper

Former Officer, 
USA South