The ongoing success of the Salvation Army Adult Rehabilitation Center (ARC) across the Western Territory has seen countless individuals recover from addictions, reconnect with families and take steps to rebuild their lives. An amazing program, the ARC aims to prepare addicts for re-entry into the community.

A recent article discussed a number of initiatives that are being implemented to build bridges between members of the Corps and graduates of the ARC. Educational workshops are currently being rolled out, teaching Officers and Soldiers about addiction, recovery and the development of constructive relationships within the Corps. It is hoped that this education will help to breakdown stereotypes and lay the foundations for ARC graduates to feel a real sense of belonging within the Corps community. As Commissioner Knaggs says, “these are our people.”

As previously stated, whilst belonging to a community is vital for recovering addicts, research shows that addicts have the best chance of long-term sobriety if they are able to secure ongoing employment and have access to a safe, sober living environment.

Within the Western Territory, studies have shown that following the initial, six-month phase of treatment at the ARC, only 10% of ARC graduates remain clean and sober after one year. However, this figure increases to 69% if graduates remain at the ARC for an additional six months, and to 86% if graduates gain steady employment and have access to a sober living environment for two years.

Apricot Consulting has been meeting with advisory board members to tackle the issue of employment for ARC alumni. A program is to be implemented that will allow for online storage of resumes, highlighting the skills and experience of ARC graduates. It is hoped that board members and the wider Corps community will also begin to think about their own personal and professional networks, and be intentional about providing introductions to prospective employers where appropriate. After all, the cornerstone of William Booth’s early strategy “In Darkest England and Way Out” emphasized “work for all”, a Salvation Army commitment that continues today.

Likewise, the Salvation Army hopes to reach out to the community about housing opportunities for ARC members once they leave the residential facility. Today’s housing market has made it particularly challenging for the Salvation Army to purchase properties for sober living purposes (however, Territorial Command is still open to this idea). A more affordable option at this time involves leasing properties through the rental market.

However, some property managers may be reluctant to lease a house for the purpose of accommodating addicts in recovery. Due to stereotyping and a lack of awareness, some may in fact believe that their investment houses will be exposed to vandalism, theft and a lack of respect for property.

In reality, proposals made by the Salvation Army to lease housing pose no threat to property owners. Indeed, landlords will know more about their tenants who have just exited the ARC program than they do the average renter. Firstly, residents are not permitted to use drugs or alcohol. Residents have established themselves as law-abiding citizens. Residents must undergo regular urinalysis and breathalyser testing and are required to work and pay for their own living expenses. Residents are also required to keep their living quarters clean and tidy and there are no pets allowed. There would be no additional costs to housing owners, as rent will still be paid in full by the Salvation Army.

With regards to rental costs, residents of each property must pay ongoing program service fees that cover the monthly rent in its entirety, making the transaction cost neutral for the Salvation Army. The reason for referring to this cost as a ‘program service fee’ rather than ‘rent’ relates to the strict rules and regulations provided by the ARC. If an individual breaches any of the program rules they may be evicted from the property by the Salvation Army. However, if direct rental transactions were made between tenants and their landlord, a landlord would be unable to evict a tenant for breaching rules outlined by the ARC program (e.g. bringing alcohol onto the property).

Each sober living facility will be assigned a resident manager to supervise the behavior of all tenants to ensure that the rules and boundaries previously enforced at the ARC continue to be upheld. These rules are designed to aid the recovery process and are strictly enforced. In the absence of the resident manager, tenants will also be held accountable to each other. Those living in sober housing will likely continue to enforce the rules set by the ARC, as the behavior of one can negatively influence the recovery of others.

Ideally, it is hoped that the Corps will be responsible for finding and developing sober living accommodation and turning it into a ‘home’. This move is likely to grow the Corps population by boosting a sense of engagement and belonging among residents who will also be encouraged become a part of the Corps community. However, it is advised that professionals from the ARC maintain control of housing supervision and regulation, as the ARC consists of trained staff who are experts in addiction and recovery and are able to easily identify problematic behaviors and scenarios.

Today we are writing to all Salvationists; Officers, Soldiers and Adherents, to remind our community about classic Salvation Army Mission, helping to bring wholeness in body, mind and soul to those in need. By leasing investment properties and/or providing introductions to those who can, you can be engaged in the healing process of recovering addicts and help them as they journey towards a self-sufficient and drug-free life.

Current funding model/need for change

Internationally the Salvation Army operates in 125 countries, with funding predominantly coming from the Salvation Army in a small number of Western (or industrialized) nations. Eighty percent of this funding is generated by the Salvation Army in the United States. Western Territory Commander, Commissioner James Knaggs has recognized that the current model of funding for the Salvation Army is not sustainable, and that a new model is necessary for the future. With increasing emphasis on Corporate Social Responsibility (CSR) initiatives in Western society, Commissioner Knaggs is looking at an alternative model of funding, one that emphasizes corporate partnerships as the way forward.

Definition of CSR

CSR may be defined as an organizational approach whereby corporations assess and acknowledge their responsibilities relating to the environment, employees, consumers and the community. Large corporations that generate a great deal of money, assets and power have been made accountable for their impact on society, often referred to as a ‘licence to operate.’ Rather than engaging in philanthropy by simply providing financial support to community organizations and their projects (e.g. Salvation Army), organizations are becoming increasingly involved in projects that target social change and sustainability. CSR initiatives aid an organization’s mission by demonstrating compliance with the law, ethical standards and environmental legislation. Furthermore, they can generate positive public relations, increase corporate competitiveness and enhance employee engagement.

Salvation Army Brand

As a trusted organization with a high public approval rating, the Salvation Army is an attractive partner for Western companies looking to engage in CSR. Corporate leaders are becoming increasingly aware of the benefits that will come from implementing philanthropic endeavours in conjunction with the Salvation Army. This partnership promotes ‘cause-related marketing’ where there is mutual benefit for the two organizations. The Salvation Army Western Territory has also recognized the immense opportunity in partnering with first-world corporations outside of the United States.

Salvation Army and Brazil

One country that is in the midst of rapid economical growth is Brazil. Indeed, over the past few years Western companies have been flocking to Brazil and the country has cemented its place as the seventh largest economy in the world. In times of economic uncertainty for many nations, it is predicted that Brazil will increase its annual gross domestic product by 4.5 percent in the lead up to 2014 and take its place as the fifth largest economy in the world. As the next host of the soccer World Cup, over 250,000 jobs and $24 billion in investment will be generated over the next two years. Indeed, further growth is anticipated following the World Cup as Rio de Janeiro will also host the 2016 Summer Olympics. While Brazil’s recent economic success has seen 20 million people from a population of 190 million rise out of poverty into middle class, much work still needs to be done to improve human rights, labor rights, environmental rights and importantly, reduce corruption.

Government schemes targeting social inequality have been implemented to ease the contrast between rich and poor, giving high priority to discrimination, and discrepancies in salary among women and ethnic minorities. Legislation now requires large corporations to spend a minimum of 2% of profits on initiatives that aim to effect social change. This legislation also applies to Western companies who have opened offices in Brazil. As a result, opportunities for the implementation of new CSR projects over the next few years are abundant.

What has been done so far

The Salvation Army has operated in Brazil since 1922 and has extensive programs that demonstrate classic Salvation Army Corps and social services. Indeed, Brazilians have not forgotten the relief work provided by the Salvation Army for the 83,000 people left homeless following the floods that devastated the north-east in 2010.  The Salvation Army has also been recognized for assistance provided to rescue workers following the tragic plane crash at the Sao Paulo airport in 2007 that killed up to 200 people. Over the past ten years the Salvation Army has built constructive relationships throughout Brazil that has seen the successful development and functioning of thrift stores, with profits being filtered back into the community. More recently, the Salvation Army has been carrying out very valuable work, targeting extreme poverty demonstrated in Brazil’s poorest neighbourhoods known as favelas. This work certainly captures the heart of the Salvation Army and beautifully demonstrates its mission aimed at helping the poor and transforming lives.

However, much work still needs to be done to improve living conditions; providing safe shelter, access to food, clean water and sanitation. Due to societal problems, Westerner’s travelling to Brazil to conduct business are often placed in unsafe environments where there is a risk to the safety of individuals and their families.

What will be done in the coming months

Over the coming months, the Salvation Army Western Territory will be connecting Western businesses with offices in Brazil with the Salvation Army in Brazil to implement initiatives aimed at helping the Salvation Army’s work in Brazil. Projects will aim to reduce homelessness and domestic violence, and improve opportunities for education and employment. The Salvation Army understands that CSR initiatives need to be conducted with sensitivity, respect for the Brazilian culture and awareness of community values. Over time, it is hoped that the Salvation Army in Brazil will become self-sufficient by attracting corporate partners. As a result, increased financial support will help the Salvation Army to secure an effective funding model at the international level, and continue to improve the social welfare of people living in Brazil, and throughout the world.

The Salvation Army injects in excess of $150 million into Adult Rehabilitation Centers (ARC) across the Western Territory every year. Experienced professionals and Officers work with individuals from all walks of life to help them recover from their addictions and prepare for re-entry into the community. Within the Western Territory, 7500 men and women are admitted to the ARC each year with around 2500 (30%) of these members graduating, or “completing” at the end of the six-month program.

Studies have shown that following the initial, six-month phase of treatment at the ARC, only 10% of that 2500 (30%) remain clean and sober after one year. However, this figure increases to 69% if alumni remain at the ARC for an additional six months, and to 86% if alumni remain connected to the ARC for two years. The US national average rate of sobriety one year following time at a mainstream rehabilitation program is only 10-11%. By comparison, completion of the ARC program in its entirety certainly provides a more optimistic, long-term outlook for addicts.

An 86% success rate for addicts, clean and sober after two years is certainly encouraging. However, this figure does not transpire simply due to the dedication and time commitment made by ARC alumni. Indeed, ARC alumni have the best chance at long-term recovery if they remain actively connected to the Corps and to the wider community. This connection needs to be meaningful, where positive, healthy relationships are formed and where ARC alumni feel a real sense of belonging within the Corps community. In addition, the 86% success rate is aided by the latter stages of the ARC program, where alumni have the opportunity to move into sober living accommodations and a focus on employment ensues.

As a result of Commissioner Knaggs’ harvest initiatives over the past 18 months, a number of intentional programs have been set up between the ARC and the Corps. Participating ARCs currently include Anaheim, Hawaii, Pasadena, Phoenix, Portland and San Diego. These ARCs have provided positive feedback regarding integration initiatives, and have reported increasing numbers of ARC alumni attending service at the Corps.

The Salvation Army Western Territory has employed the services of Apricot Consulting to develop an education plan for Officers and Soldiers that will teach additional Corps communities about the ARC, addictions and the recovery process. The aim is to help breakdown some of the stigma attached to ARC members and create a positive platform for the initiation of constructive relationships.

Specifically, the education plan will provide an overview of the ARC program with an emphasis on the nature of addiction and recovery. Workshops will explore ways to help integrate members of the ARC into the Corps, and investigate challenges that come from building new relationships with individuals who are focused on their own recovery.  In a practical sense, Corps members will have the chance to discuss their concerns, explore and breakdown stereotypes and learn about how to assist in the recovery process. It is hoped that following the roll out of this education plan, members at the Corps will have developed a clear understanding of the ARC program and feel positive about their role in the recovery process of individuals who are in need of love, support and acceptance as they journey towards a clean, sober and independent life.

We recently wrote a blog post about Creating Shared Value (CSV) and Corporate Social Responsibility (CSR) and the differences between the two concepts. We received some interesting feedback from Adam McSwain about this post, highlighting the company Patagonia for their outstanding efforts with CSR/CSV.

Patagonia has a positive attitude towards social and environmental responsibility and has a plethora of information about their continuing efforts in all aspects of their business.

Not long after receiving this feedback, The Guardian Sustainable Business had an article discussing B Corps and how they are redefining business for the 21st Century.

This concept is great – if you don’t know about B Corps or Benefit Corporations check them out – over 620 companies across 15 countries have signed up with them.

And Patagonia was the first to sign up in California and their annual revenue of outdoor sports apparel top $600m, making them the largest company to sign as a B Corp.

At its most basic, companies sign up and become certified through standards set out by B Corp including social and environmental performance, accountability and transparency working towards one unified goal – redefining success in business.

Patagonia produced a video explaining the careful methods they go to in the path of every material that is used in making their products. It is also great to see they are aware the work they do now can still grow and improve.

Campaigns such as Common Threads Initiative, assists customers by reducing what they buy, repairing it instead of chucking it, re-using or passing onto other and finally recycling. Their mission is to have a world ‘where we only take what nature can replace’.

What this represents is the changing of how many companies are running their everyday work and making social and environmental responsibility as a priority in every decision made as a company. It goes beyond ‘doing it for the sake of doing it’ and this is about creating value for many more outlets than the organisation itself.

It is such a positive movement and if more companies come on board and change the way they go about their business – it could potentially alter the world.

This concept is illustrated in the work Apricot Consulting is presently doing with North Melbourne Football Club. To develop a CSR strategy that positions the club as a leaders on the global scale we are creating a program which connects the club with its surrounding community, building a relationship where both the club and the community it is part of become strong and vibrant together.

When the community strives, so does the club and vice versa.

Along with being an AFL Field umpire and passionate sports fan and writer, Stefan Grun is a leadership development consultant specialising in the areas of effective communication, organisational development and culture change programs. With almost two decades experience in elite business and sporting environments, Stefan is passionate about transferring and sharing the lessons from one field to the other.

Previously posted on www.openforum.com.au

Row, row, row your boat gently down the stream. Never up.

Can’t we all learn from this? Not just about kayaking, but about so many things in life. Particularly when it comes to harnessing the position on corporate social responsibility in your organisation.

I recently found a great piece on TriplePundit, where they discussed the business around corporate social responsibility in major sporting events and the impact they can have globally.

They used this equation: BUSINESS = SPORT + ENTERTAINMENT with PHILANTHROPY, CSR and GREENING as side shows…to one where: BUSINESS = SPORT + ENTERTAINMENT + SUSTAINABILITY – which really sums up how we should be looking at this.

Gone are the days of patting the sick child on the head in hospital for a good photo opportunity – now, we can be part of establishing a better life for that child and many more in the same situation.

Or instead of writing a cheque for a village in Africa, go and see what they are really dealing with and get your hands dirty in the process.

At Apricot, we are continuing our work with the North Melbourne Football Club, creating a sensational CSR program that will differentiate them from the other clubs and ultimately, become leaders of the pack.

North Melbourne community embodies a wide variety of cultures, ethnicities and backgrounds. The work Apricot will do with the Kangaroos will tie them closer to the immediate community.

Joining up the recent partnership with World Vision to the community, both in North Melbourne and potentially Africa as well, will be vital to embracing The Kangaroos as game changers and begin to set them on the path for a huge program.

What we have discovered over the course of creating these programs for clients is about the massive affect it can have, locally, nationally and globally. With the right tools, knowledge and passion – it can really save lives.

The journey with CSR in sport is not one that has been broadcasted and is not commonly associated together, but significant impact they have already on the public makes CSR so much easier.

In a report funded by the UEFA Research Grant Program, Dr Geoff Walters and Richard Tacon discuss corporate social responsibility in European football and how CSR has not been reported on in the sporting industry in general until recently.

The role of sport in society has become more prominent and as sport organisations have become increasingly influential members of the global community. The concerns of transparency and accountability evident within the corporate world have transferred to sport. This has led some to suggest that sport organisations cannot ignore CSR and that they have to implement it. 

Sport organisations have, over the last few decades, engaged with various CSR imperatives, including philanthropy, community involvement and both youth educational activities and health initiatives.

Much of the research they have done led them to compiling seven key aspects to utilising CSR in a sporting organisation.

1. The popularity and global reach of sport can ensure that sport CSR has mass media distribution and communication power. That is, the prominence of sport within the media helps to promote and communicate CSR activities to a wide audience.
2. Sport CSR has youth appeal: children are more likely to engage in a CSR program if it is attached to a sport organization or a sports personality.
3. Sport CSR can be used to deliver positive health impacts through programs and initiatives designed around physical exercise.
4. Sport CSR will invariably involve group participation and therefore aid social interaction.
5. This can also lead to cultural understanding and integration.
6. Particular sport activities may lead to enhanced environmental and sustainability awareness.
7. Finally, participating in sport CSR activities can also provide immediate gratification benefits.

With these in mind, the process of creating a stand-out CSR program for the North Melbourne Kangaroos will be a challenge, but we are ready to get our hands dirty for this and potentially change some lives.

Chairman of Ford Motor Company, William Ford Jr. once said, “social obligation is much bigger than supporting worthy causes. It includes anything that impacts people and the quality of their lives.”

Corporate Social Responsibility (CSR) is what is changing those impacts and the quality of people’s lives. It is now being used more and more in the heart of the business strategy. This includes its HR strategies, marketing strategies as well as the thinking behind investor relations.

There are still sceptics, there will always be – but the changes and significance of having a CSR program implemented for many organisations globally, is huge. The variation of transparency on environmental and social commitments, waste management (not just physical waste but power etc) all the way to employee engagement to bringing about massive social change is what makes CSR sexy.

There are points which CSR covers across the board that affect daily running and optimally the strength of companies. To start off with CSR is important for human resources (HR). Why? And who says so? Some HR Managers would argue they already do plenty towards CSR in the company such as employee wellbeing and volunteer programs, so what makes sustainability any different?

To attract and retain the best employees, organisations have to be the best. Employees are very conscious of their own employee brand. They don’t want that “damaged “by a tainted organisation or company brand. The best organisations today are those that are innovative, fun, safe and are impacting the world in a way beyond themselves.

So what about employee engagement and retention? Surely that is a basic connection between CSR and HR?

Without happy and encouraged employees, you struggle to find a happy, fulfilling workplace. The CSR programs and initiatives set up have a huge role in both how staff feel about the company and its schemes and also, whether it is portrayed through staff productivity.

This is particularly apparent for new graduates heading into the workforce who are now on the lookout for these sustainable, transparent organisations. Many are even willing to take a cut in pay, for a company that would encourage volunteering and have a positive environmental footprint. A stat from Harvard Business Review in 2011, stated that –

“88.3% of graduating MBA students said they would take pay cut to work for firms that have ethical business practices, and the average amount they’d forgo is $8,087, according to a survey of 759 students in North America and Europe.”

NetImpact also recently completed a study across all generations, and found many of the ‘new generation’ millenialls expect to make an impact through their work.

This brings out a new trend called ‘impact careers’ – which is simple terms means making positive social/environmental differences through one’s work.  A motion not commonly associated with previous generations of workers.

Generation Y, particularly those with a college education, have been taught throughout their lives to think globally. They are instilled with feelings of becoming a world citizen. This is particularly enforced by technology such as the internet, social networking and increased global mobility.

But although the internal dealings are important, the stakeholders and external interests cannot be forgotten either.

Investors are constantly putting up their money behind organisations that participate in ethical behaviour in their business practices.

Particularly areas such as alcohol, tobacco, gambling or weapons manufacturing are typically avoided – unlike what was reported in Jakarta Post last month reporting tobacco firms targeting minors via CSR programs!

For the most successful and effective corporations, CSR is now a major consideration of overall strategic planning. It affects many aspects of the corporation’s life: its people, consumers, suppliers and investors – prime example of the BP oil spill in 2010 in the Gulf Coast. Now three years on, BP has spent around $150 million into promotions to help recover the region – with a very large positive impact being made on residents and local businesses.

As many organisations do not yet get this concept, implementing these practices will ensure responsible and socially aware corporations are ahead of the curve in HR strategies, marketing strategies as well the relationships with investors and will be around for the long haul. Knowledge is no longer power; responsibility is.

Working with local, national and international sports teams is a dream of many organisations as part of their corporate social responsibility schemes – but what about the sports teams themselves?

Sporting Organisations can be a major driving force for change especially in youth issues such as childhood obesity, academic failure, violence and teen pregnancy. Familiar sport stars and their teams can have an enormous impact on not just their fans, but many people or situations across the globe.

And it doesn’t stop there. Using CSR for sports teams can also combat concerns with the environment, sustainability and other emerging social issues.

FC Barcelona is one team that clearly steps up for their efforts with CSR. A not-for-profit club is owned by their members and paying an annual fee allows them to elect members to the board, headed by a president.

Their motto is ‘més que un club’ – meaning ‘more than a club’. And they stick to this. The work they do on the field is competitive and exciting, but the work they do off is just as good.

The FC Barcelona created ‘The FC Barcelona Foundation’ in 1994 and it was established to use sport as the backbone for promoting education and the positive values of sport.

The Foundation has been an endless source of participation in numerous social, cultural and sporting activities organised through the club. Players and coaching staff also donate 0.5 per cent of their wages to the Foundation.

‘FC Barcelona Foundation’ and Pies Descalzos Foundation (Columbian charity founded by pop star Shakira in 1997) are working together on the ‘Football for youth development and a healthy life’ project which includes the construction of sporting and recreational areas of Cartagena (Columbia) and Miami.

It is to benefit children most vulnerable in Columbia and Hispanic community in the U.S who are at risk of social exclusion.

Their work has been picked up globally and they have partnered with many different charities to conquer different world issues.

Work with the Bill and Melinda Gates Foundation has been used to begin the eradication of polio, connections with UNICEF which began in 2006, using projects to fight AIDS.

There are also organisations that are utilising the sports industry to improve their environmental impact. Natural Resources Defense Council (NRDC) is America’s most effective environmental action group and they started work with NFL’s Philadelphia Eagles in 2004 for their ‘Go Green’ efforts. Since then MLB, NBA, NHL, NFL, MLS and USTA have jumped on board to action their efforts too.

It has a web-based resource that helps teams what areas of work are available in their region to pursue environmentally superior operations and supply chain options. From their website they state, “One of the many ways NRDC has been helping stadiums and arenas reduce environmental impacts is by commissioning energy, waste, and water efficiency audits — many of which result in significant cost savings.”

Apricot Consulting, who has extensive experience in working with elite Sporting organisations in Australia (Australian Football League and Australian Cricket), has recently been appointed by the North Melbourne Kangaroos to work with them on their corporate social responsibility strategies.

Over the coming months we will be working closely with the Kangaroos Board, CEO and Senior Managers to critically analyse all elements of the current CSR program and to help design a world class strategy. These discussions will provide deeper insight into potential operations of what CSR programs could achieve and a future vision for the Kangaroos. It will also lead to bringing about major social change as a result of the engagement of Sport.

Areas of work will also cover employee, fan, media and player engagement, marketplace perceptions, commercial partnerships and game development initiatives.

As things progress Apricot will keep thorough updates of our work and progress via Twitter, Facebook and the website.

Starbucks’ CEO Howard Schultz isn’t afraid to describe the “crisis of leadership” he sees in Washington. In August, Shultz controversially urged fellow CEOs to boycott campaign contributions and instead focus on creating jobs. “We need to literally put our feet in the shoes of the American people. They’re not worried about ideology,” he explained in a recent interview with CBS news anchor Scott Pelley. “They’re worried about schools for their kids, jobs, housing. This is a problem that is not based on partisanship. This is based on citizenship.”

Schultz’s point of view resonates at a time when the nationalunemployment rate is at 9.1%, and the underemployment rate, at 16.2%. Americans are facing tough times and a frustrating dearth of leadership in Washington.

Shultz is a CEO who has embraced corporate responsibility as his company has grown. More than ten years ago, Starbucks entered a partnership with TransFair USA, where the coffee giant agreed to market Fair Trade Certified coffee in more than 2,000 retail locations across the United States. In 2009, Starbucks agreed to double its purchases to 40 million pounds, making it the largest purchaser of fair trade coffee in the world. More recently, Schultz refused to cut health benefits for his employees, even as the company restructured.

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