In March, we asked a simple but important question: Are we who we say we are? The 2026 Territorial Values Survey gave mission partners across the Canada and Bermuda Territory an opportunity to reflect on that by sharing their lived experiences, perceptions and concerns. Now that the survey results are in, we can begin to answer that question with greater clarity.

Overall, the data tells an encouraging story.

The Salvation Army’s culture score, a benchmark metric reflecting the health and strength of our culture, is 83, out of a possible score of 100. The score is based on aligned and balanced values, as well as values that can get in the way of efforts and productivity. The global average is 55, and the industry average is 67.

This is a strong result, reflecting an aligned culture. In practical terms, this means that mission partners’ personal values, the culture they experience day-to-day in the Army, and the culture they hope to see in the future are largely moving in the same direction. The top 10 chart highlights this by identifying where values match.

*Match between all three areas.
*Match between current and desired culture values.
*Match between personal values and desired culture values. 

Personal and Current Culture

There is a strong connection between mission partners’ personal values and the values experienced in the daily culture. Values at the heart of the territory include Christ-centred, faith, accountability and caring for others. These aren’t just words. These values are visible in how mission partners serve others, support one another and live out the territorial mission. This alignment creates a stable foundation for the organization to operate from, along with a shared sense of identity and purpose among mission partners.

At the same time, the survey results highlight some areas of tension in the culture. While our territorial mission is clear, aspects of the current culture, such as rigid processes, hierarchy and limited autonomy, can make it harder for people to contribute fully to that mission. Decision-making can feel slow, limiting timely action. Communication can feel constrained, hindering knowledge sharing and planning. These areas of tension do not define the culture. However, if left unaddressed, they may lead to hesitation, reduced confidence in taking initiative and siloed efforts.  

Territorial Core Values

The survey results also provide helpful insight into how the four territorial core values (service, hope, dignity and stewardship) are experienced. Service stands out as a strong part of our current culture, even though it appears less frequently in the desired culture. This suggests service is already deeply embedded in how we operate. Dignity and hope show a similar pattern. Stewardship, however, has gained importance in the desired culture, suggesting a growing desire to focus more intentionally on this core value.

Desired Culture Values

Looking ahead, people are asking for a shift not away from the mission, but toward a way of working that better supports it.

Mission partners want to feel informed, included and able to contribute meaningfully together. There is also a strong desire to invest in people through skill-building opportunities and practical support needed to do their work well.

These requests align closely with the General’s Global Call to Action: “We envision a renewed global Salvation Army of empowered people, equipped to share the love of Christ and the transforming power of God in local communities around the world.”

We have an opportunity to turn that vision into everyday experience by reducing barriers to communication, strengthening trust and equipping mission partners.

Next Steps

There are already signs of progress. For example, the survey results indicate that the value of empowering people is already emerging in our current culture. Objectives within the territory’s existing strategy also support the kind of culture mission partners are asking for. This is a positive indication that the experience within our culture today is being heard.

It’s important to remember that we shape culture every day in how we treat one another, how we serve our communities, and how we live out our shared commitment to hope and transformation.

Over the coming months, survey results will be debriefed with territorial and divisional leadership, providing insights and recommendations tailored to each context.

Mission partners across the territory are also encouraged to review the results, discuss them with their teams or in their corps, ask questions and identify practical next steps for their setting. By reviewing the survey results and using them intentionally and strategically, we are more likely to experience a flourishing organizational culture.

The opportunity is clear: build on what is already strong, and address what is getting in the way of living out our mission. Together, our territory can continue to grow a culture with aligned values—one that we can all be proud of!

Complete results, along with a resource to guide conversations on the results, are available at salvationist.ca/valuessurvey. For further support, contact the Ethics Centre at ethics@salvationarmy.ca.

Emily MacFarlane is a consultant, management and organizational ethics, at The Salvation Army’s Ethics Centre in Winnipeg.