New Opportunities

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Written May 2018

 
If South Africa, 1994 presented us with immense challenges, there were also great opportunities. It was for all a time of dramatic change. Some revel in the excitement of change; most of us seem to prefer the status quo. 
 
For one thing, freedom of movement brought with it changes in the social fabric of congregations. But the priorities of a government intent on pursuing a 'reconstruction and development plan' also forced us back to the drawing board for social service programmes. 
 
In the dying days of its rule, the outgoing government had allocated significant grants. One enabled the redevelopment of an eventide home; another was the upgrading of a residential centre for alcohol and drug rehabilitation; the third was set aside for HIV/AIDS. But early in the life of the new government it became clear that subsidy of residential care would be reduced. A long term Salvation Army emphasis on homelessness was under threat. Doors were closing. Even windows would have to be boarded up.
 
The advice of the National Advisory Board was clear: undertake a strategic review, examine core business and go from there. Did this sound familiar to someone with many years of association with TLM? Allowing the process to unfold with a blend of leadership and participation was challenging in itself. The words to John on the island of Patmos were encouraging: 'I know your deeds.... I know that you have little strength, yet you have kept my word and have not denied my name.'
 
We reached consensus as new priorities emerged. Now we had to take the steps to move ahead. '.... See, I have placed before you an open door that no one can shut.' The plans of man were matched by the grace of God! 
 
The Salvation Army was among the first to respond to the care of children orphaned by the AIDS epidemic. But what about the grant from the previous government laying unused? Once again we built on models developed elsewhere from working with leprosy. Home-based care, spearheaded by the Women's Ministry Department emerged. My wife, Margaret, was in her element. She was applying her background in social work, her experience in women's development and strong commitment to family life. The door opened. She walked through it, taking others in her team with her. 
 
The Family Health Programme she started may have changed its name, and been scaled down in time. Times have changed yet again, and successors need to look for other doors to open.