Changing an institution that is heavily vested in “the way we have always done it” is a major challenge, especially for a pastor whose job it is to keep that institution growing and keep the members reasonably happy. The last thing a leader wants is to stir up divisive controversy that could alienate good and faithful members. But a spiritual leader must also have integrity. So if it becomes apparent that change is necessary to ensure responsible care for the poor, there is no alternative but to act. But how?
Certainly not a frontal assault. Too much damage could be inflicted on the “compassion corps” by declaring their good works toxic. A much subtler change strategy is needed. Distributing copies of Toxic Charity to key leadership (perhaps covertly) will stimulate considerable discussion. Such conversations begin working the soil. Visiting a few innovative models—best practices—being implemented elsewhere by other ministries helps to move the discussion from critique to creativity. Encourage a few key leaders to attend the Christian Community Development Association (CCDA.org) annual conference, a gathering of practitioner thought-leaders committed to assisting ministries to empower the poor. That will definitely till up some soil. It is not at all unlikely that, through a non-confrontational exploration process, interest in new methods of service will be kindled. A food co-op “buying club” model, a bartering system, a thrift store with deeply discounted basics—such ideas that have succeeded in other places can ignite the imagination, especially of entrepreneurial types.
Adding a new, complementary program is far less volatile than attempting to dismantle and replace an existing one. The “pantry” stays. At least for a time. But alongside it you may chose to offer recipients the option to join a “buying club” co-op in which members pay $3 bi-weekly and receive back 10 to 20 times that amount in groceries. Members, like share holders, have the pride of ownership, control of food selection and accountability to each other. Dignity replaces beggary, belonging replaces impersonal food lines. Like one church discovered, as co-op membership increased food lines dwindled until eventually almost no free food was distributed. It’s one idea. The point is this: transition from “doing for” the poor to “doing with” them need not be disruptive or alienating. It begins with one decisive step in the right direction.
The “pantry” may continue to function for years to come, but the shift to empowerment has begun. A door has been opened that allows church members and recipients alike to experience first-hand the differences between the pridelessness of one-way charity and the dignity of reciprocal exchange. Outcomes will eventually become obvious. Once empowerment principles take root and spread beyond the “pantry” to other areas of ministry—benevolence giving, service projects, mission trips—a paradigm of development will become the new norm.
