Key Findings
The interviews conducted by the Territorial Gender Equity Advocate in 2020 point to an unspoken but persistent culture of paternalism and patriarchy within The Salvation Army today.
A paternalistic culture is perpetuated in the way the Officer Undertakings is interpreted and implemented. Although officers willingly relinquish their autonomy to be treated like employees, the lack of an objective, consultative and transparent process for appointments makes it difficult for officers to trust that the giving of appointments is being done in a fair and equitable manner (refer to Addendum Paper entitled "The Undertakings and Paternalism.”)
Despite the Army’s egalitarian position, there is evidence that many marriages, and thereby the function of a married couple within Army leadership, are influenced by patriarchy (also referred to as “headship” or Complementarianism).4 (Refer to Addendum Paper entitled “Gender Equity: Aligning Egalitarian Theology with Practice.”) Appointments have long been determined primarily with the husband’s gifts in view, leaving women as secondary considerations. This hierarchal headship model impedes what both women and men conceive possible. What couples see, they internalize as normal and impacts both what is deemed acceptable and expected. This is consistent with Colonel Janet Munn’s findings as captured in her thesis on Theory and Practice of Gender Equity in the Salvation Army (2015). “The primary obstacle to gender equality in command appointments, according to survey comments, is the marital relationship; either the husband is unwilling for his wife to have the senior role, or the wife is unwilling to accept such a role because of her husband’s feelings or because she feels ill-equipped for it.”5
There have been times that I have knows my authority was questioned. People would pass over me and then ask my husband in the church, or would ask me and then confirm it was true by asking my husband.
Findings reveal that the organization mirrors a patriarchal model of leadership for officers. This model has also proven to perpetuate a culture of patriarchy in our congregations, making it difficult for women officers to be respected as leaders in their own right in that space.6
Several systemic concerns exist within the culture of The Salvation Army, including but not limited to, our communications and common vernacular, which perpetuate a culture of paternalism and patriarchy within The Salvation Army. Women reported communication from leadership that was directed to the husband and excluded her. Communication, reporting, policies and alphabetic listing of officer couples that repeatedly place the man in the primary place over the wife, continue to send a message that the woman is secondary and unequally valued.
Thankfully, work is already underway in this area. A recent study of Salvationist magazine and Salvationist.ca publications found that gender representation, both in authors and subject matter, was nearly 50/50. And while we recognize and applaud some simple yet vital “quick fixes” that have already occurred, such as alphabetizing names in the Territorial Dispo and on the Annual Change list, we recognize that cultural concerns go deeper than these administrative documents. Indeed, they have permeated to the very heart of corps life, where women officers far too often continue to have their authority challenged, their bodies shamed and their office spaces relegated to their quarters.
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[1] https://www.kantar.com/campaigns/reykjavik-index
[2] Interview responses: “Right now THQ doesn’t look like me, never mind the people I represent;” “I would like to see more modeling of equity from the top down;” “To have women represented in leadership is important—to see someone who looks like you, who has the same values and experiences as you—helps you to realize that it is possible to fulfill your gifting.”
[3] Motto for the The Geena Davis Institute for Gender in Media
[4] On the rare occasion a wife is to be promoted above her husband, both are consulted with the conversation being around whether the marriage is strong enough to handle this arrangement. However, in the reverse situation, this question is never asked. Interview data: “For many years, wives of officers in headquarters appointments were left without meaningful assignments and sometimes without any appointment at all.”
[5] Munn, 84.
[6] Interview data: “Congregations have often been nurtured into seeing men officers as the default leaders;” “On the front line, there is inequality—congregation members who won’t speak to me as the corps officer—only will speak with my husband;” “In entering both of my appointments since CFOT, the congregation has asked who the commanding officer would be, because I was a woman and the commanding officer has previously been a man—as a single woman this is obviously not a role I could fulfil in their imagination.”
Recommendations and Rationale
Gender Inclusivity in Publications
Culture is shaped in significant ways in the words we use and the stories we tell. As such, we recommend an intentional and consistent commitment to gender equity in all print and web materials distributed within the organization, both internally and publicly.
C1. We recommend that an internal and external gender equity communications plan be developed that is clear, simple to understand and easily accessible. This comms plan and update process should include tactical updates on task force recommendations and status of action, with examples of women in leadership and developmental roles and educational content reflecting theological and practical application of gender equity.
This would include the development of a gender equity section on Salvationist.ca with frequent and ongoing posting that is engaging, is developed with women officers from across the organization from a variety of backgrounds and speaks to the needs of women officers. Without a comprehensive communication of the totality of intended change, individual actions will appear to be nothing more than “lip service” to the bigger issue.
C2. We recommend that names be listed alphabetically in all publications, including but not limited to the Annual Change list, Dispos at all levels, etc. This norm should be written into policy, where applicable.
We recognize that some of this has already been done—thank you! We must ensure this becomes the standard for all publications moving forward.
In entering both of my appointments since CFOT, the congregation has asked who the commanding officer would be, because I was a woman and the commanding officer has previously been a man. As a single woman, this is obviously not a role I could fulfil in their imagination.
C3. We recommend that Editorial continue to engage in regular diversity studies of content in national publications/websites and strive for equal gender representation in all publications.
While Editorial staff recently participated in ethical writing training, this should be made mandatory for all new hires.
We celebrate the recent findings that publications capture a gender-equitable picture of ministry. This should be formalized in a written policy, or similar, to ensure it is maintained going forward.
C4. We recommend that that the Music and Gospel Arts Department ensure that lyrics of distributed music and other arts resources are gender-inclusive as much as possible.
We recognize that gender-inclusive language may not be possible or practical for historical songs, but every effort should be made to ensure gender inclusivity be made a priority moving forward.
C5. We recommend that Territorial Management Board ensure that all policies are gender-neutral. This should be written into the language of Policy GV 01.007 for any future audit of existing policies.
Undoing the patriarchal norms of Salvation Army communications includes ensuring that any and every written policy and procedure be stripped of gender-exclusive language.
Officer Undertakings
As previously noted, the language of the Officer Undertakings, and the culture of paternalism it reinforces, is at odds with a system that promotes equity.
C6. We recommend that the Officer Undertakings be reimagined and reinterpreted in ways that will strengthen reciprocity and address the power dynamic.
C7. We recommend that, in the longer term, appeal be made for IHQ to re-evaluate and reword the Officer Undertakings, as this important document is impacting officers and the culture of The Salvation Army around the world.
If the Officer Undertakings are not re-evaluated, we will tend to lapse back to traditional patriarchal norms, which have a direct impact on equity. We acknowledge that this recommendation would need to be endorsed by International Headquarters.
C8. We recommend that the Gender Equity Advocate be given an opportunity to speak into any re-imagining or rewording of this important document.
How we understand our theology of surrender and covenant need to be examined closely. There is a strong emphasis on adhering, obeying, conforming without a deep understanding of the theology and philosophy behind these requirements.
Communication Within Internal Procedures
C9. We recommend that any policy or procedure that tethers officer personnel expenses in split appointments to the husband be changed to reflect individual costs to individual departmental budgets.
We recognize and celebrate equitable improvements that have been made at the request of the Gender Equity Advocate in recent months. That includes removal of the prior financial procedure that saw husbands as the default approvals in financial systems. However, this needs to be extended to include any policy or procedure that applies the full weight of budget items impacting each officer, although in separate appointments, to the male officer’s appointment. An equitable practice would include allowing the couple to elect the recipient or to assign it to the officer in the more senior appointment. The current practice reinforces traditional patriarchal male/female roles that consider the man the head of the household.
Section Summary
The lived reality of paternalism and patriarchy must not be allowed to continue if the mission of The Salvation Army is to succeed. Dismantling these cultural realities will help implement many strategic initiatives outlined in Mobilize 2.0. including but not limited to 3.3.3 “Implement new strategies to attract, retain and build soldiership and officership strength.”
