One final comment on TILC, perchance anyone out there is interested. I note that somewhere on the agenda, the leader of a developed and developing territory will be presenting a paper on the subject, “Financing My Territory.”
If I were presenting the paper, speaking as one previously with the responsibility of financing an extremely affluent developed territory in the U.S. of A., it would be very short, sweet and to the point, and go something like this:
“This TC had very little to do with it. Credit goes to those grass roots, entrepreneurial officers and soldiers who paved the way, laying the foundation (unsung, mostly forgotten hero’s), and, secondarily, to those who are presently in the trenches, likewise setting the pace for future generations (The local Corps is where the action is). The short answer is, “Compassion in Action.” All I had to do was chair the Corporate Board Meeting every Tuesday morning and affix my signature to the proliferating stream of wills, bequests and legacies flowing in unceasingly and unendingly, all because of the goodwill generated at
street level.” Alas, the substance of my presentation, if I were making it.
Izzie Gaither in a recent NHQ newsletter put it this way:
(The findings of) A just-released collaborative study by Cone, Inc and Intangible Business:
1. The Salvation Army is the top-ranked nonprofit for responding to domestic social needs.
2.The Army ranks second behind the American Cancer Society in overall “brand image.”
3. Our overall brand ‘value’ is estimated at $4.7 billion.
4. The report speculates that much of the success of the power of our brand results from the iconic ‘Red Kettle.’
“The power of our name, presence and voice in America is a direct result of the leadership of every officer, and the impact of tens of thousands of Salvationist Soldiers and volunteers who are determined that our service in the name of Christ will make the difference for people and places touched by our ministries.”
Oh, almost forgot, I also had something to do with the distribution of earnings on those investments. After my first year in the chair, the Secretary for Business Administration knocked on my door and said, “Last year, the earnings on our portfolio totaled $100 million. What do you want to do with it?” After picking myself up off the floor, brushing myself off, I said, “Give it back to those responsible for raising it!” Thus we distributed a majority chunk of the earnings back to the corps for program expansion purposes.
And interestingly enough, as I write, the following snapshot appears in Reader’s Digest “Best of America” issue, July 2009:
"In an era when bankers are being vilified as scoundrels, Leonard Abess stands out. Rather than keep the $60 million dollar profit from the sale of City National Bank of Florida, founded by his father in 1946, he gave it away."
"All 399 employees, along with 72 retirees, received bonuses based on how long they’d worked at the bank. Many got more than $100,000. Abess said, 'I owned the bank, but there were 400-plus people doing the work. I felt they were owners too.'”
“In an era of unprecedented affluence when…” would be the beginning of my closing statement. I’ll let TILC leaders representing developed territories complete the paragraph.
JN