Stuff in the ‘The Salvation Army’ Category
Leadership Spotlight: Julie Facion of The Salvation Army
KEES loves shining a light on the nonprofit leaders who power the missions we all care about. This month, we’re spotlighting Candidate Placement Julie Facion, Donor Relations Director with The Salvation Army – Western Division, located in Cedar Rapids, IA. Julie has spent nearly three and a half decades in the nonprofit sector, the last nine of them with The Salvation Army. Julie’s insights on relationship-driven fundraising are well worth the read.
Thank you, Julie, for your willingness to let us highlight you, your leadership, and your commitment to The Salvation Army!
Why The Salvation Army, and why 2017?
Julie’s career began with a local nonprofit serving homeless women and providing literacy and education services, and over the years she moved into executive leadership roles, working with local, national, and international organizations. By the time she worked with KEES in 2017 and eventually joined The Salvation Army, she had already spent about 26 years in the nonprofit sector.
“I saw The Salvation Army as an opportunity to bring that experience together with an organization whose mission has such a strong impact on the community,” Julie said. “It felt like a natural next step in my career.”
Defining Moments of the Past Nine Years
When asked about the highlights of her tenure, Julie didn’t hesitate to point to the moments that tested (and proved) The Salvation Army’s role in crisis response.
“COVID and the Eastern Iowa derecho were defining moments because we saw how quickly community needs could change and how important The Salvation Army’s disaster response is to community recovery,” she said.
She also points to a major fundraising win: securing the funds for two Emergency Disaster Services vehicles, one in Cedar Rapids and one in Dubuque. Julie shared, “Knowing those vehicles will strengthen our ability to respond to disasters and serve communities for years to come makes that accomplishment especially meaningful.”
And through it all, the relationships remain at the center.
“Building long-term relationships with donors and seeing their generosity directly impact people in our community has been one of the most rewarding parts of my career.”
How Major Gift Fundraising Has Changed
“After 35 years in the nonprofit field, I’ve seen fundraising become much more strategic and relationship driven. Donors today want to understand the impact of their investment and feel connected to the solution. Technology and data have also changed how we identify and communicate with donors. But one thing hasn’t changed: people give to people and causes they believe in. Technology can support the relationship, but it can’t replace trust and authenticity.”
Advice for the Next Generation of Fundraisers
For professionals entering fundraising or major gifts work, Julie’s advice is refreshingly simple and rooted in listening.
“Learn the whole organization—not just fundraising,” she states. “Understand the programs and services, the people you serve, and the challenges you’re trying to solve. And learn to listen. Don’t walk into a donor meeting thinking about what you want to ask for. Find out what matters to the donor and where that connects with your mission. Most importantly, be authentic. Relationships take time, and trust is the foundation of major gift fundraising.”
Looking ahead to the Christmas Season
As the busiest time of year approaches, Julie is gearing up for what she calls an incredibly busy but rewarding season. Nationally, The Salvation Army provided holiday assistance to more than 2.5 million people and families last year, including more than a million children through Angel Tree. To learn more about the iconic Salvation Army red kettle campaign or to donate, please visit here.
“For me, working across Eastern Iowa and supporting eight communities, Christmas is especially busy,” Julie said. “I’m working with donors, volunteers, and community partners to make sure families and children have the food, gifts, and support they need during the holidays. It’s a huge community effort, and that’s what makes it so rewarding.”
But she’s careful to point out that the need doesn’t stop when the season ends.
“The Salvation Army’s work doesn’t end at Christmas. The needs in these communities are year-round, and we’re there to help whenever people need us.”
In addition to her full-time role with The Salvation Army, Julie finds time to be an active member of the Affordable Housing Commission in Cedar Rapids, a leader within the Cedar Rapids Noon Lions Club, and a member of the Association of Fundraising Professionals. She is also a dedicated volunteer with Big Brothers Big Sisters, where she has been matched with her “Little,” Ruby, for nearly three years. Julie and Ruby were matched when Ruby was eight years old.
Julie, thank you for sharing your story and your wisdom with us. Your dedication to The Salvation Army and to the donors and communities you serve is a powerful example of what mission-driven leadership looks like.
Interested in building a mission-driven fundraising team like Julie’s? Contact KEES to learn how we help nonprofits find exceptional leaders.
Leadership, Calling, and the Future of Mission-Driven Talent
A Conversation with Major (Dr.) Terry Masango, Training Principal, The Salvation Army College for Officer Training at Crestmont, The Salvation Army USA Western Territory.
In recognition of the recent National Salvation Army Week, KEES spoke with Major Terry Masango of The Salvation Army about leadership, hiring, mentorship, and the evolving future of mission-driven talent. His reflections highlight hiring, leadership development, and the evolving future of nonprofit talent.
Beginning July 1, Major Terry Masango will officially assume the role of Territorial Program Secretary for The Salvation Army USA Western Territory, with the rank of Lt. Colonel.
1. What initially drew you to The Salvation Army, and how has your perspective evolved?
His story begins with a legacy. He is a fifth-generation Salvationist raised in a family deeply rooted in The Salvation Army. His early life in Zimbabwe and exposure to the movement’s global presence shaped his identity long before leadership felt like a vocation. Although he once aspired to become a medical doctor, his path shifted through Salvation Army education and a relocation to Spokane.
His first appointment in Renton, WA, confirmed his calling through hands-on service in food banks and community programs. His later partnership with KEES came at a critical time in 2021, when he served as Divisional Secretary for Business. During a period marked by workforce shortages and hiring challenges, partnering with KEES became an important part of maintaining leadership continuity. “We needed the help. It was a time when people were reluctant to enter the workforce, and demand was extremely high. Engaging KEES was very important for us.”
(Pictured Majors Terry and Rutendo Masango)
2. What qualities matter most when hiring mission-driven leaders?
For Masango, character outweighs credentials, as he prioritizes integrity, values alignment, reliability, consistency, and a genuine willingness to serve.
Technical skills can be taught, but values cannot. One interview question he often uses is, “Why are people poor?” The answer reveals worldview, empathy, and approach to serving others.
3. What workforce trends are you seeing?
He sees a generation driven by purpose over pay, with younger professionals seeking meaningful work that creates visible impact. People are looking for meaningful work, not just a paycheck.
At the same time, he observes growing pressure across multiple levels of leadership. Artificial intelligence continues to be a major challenge, not only for younger workers but also for senior leaders, who are asking whether they can keep pace with change and remain effective in an evolving environment. Many senior leaders are also wrestling with broader economic concerns, including retirement readiness, investment decisions, and increased attention to benefits such as 401(k) structures and matching programs, topics that were not as central to conversations just a few years ago.
He also notes that AI is reshaping education and formation. Students are increasingly challenged in areas such as writing and critical thinking, which is leading educators to rethink outcomes and assignments. In response, there is a growing shift toward in-class learning, collaborative work, and alternative assessments that better measure understanding and reduce overreliance on long-form take-home writing.
4. How has mentorship shaped your leadership?
Mentorship is intentional and shared. Rather than relying on one mentor, he builds an “advisory board” that includes a retired Salvation Army leader, external mentors, and younger leaders he also mentors, creating ongoing learning in both directions.
5. What stands out as a key accomplishment?
He highlights both personal and professional milestones. On a personal level, he reflects on initially wanting to become a medical doctor. That path did not unfold traditionally, but after coming to the United States and being supported by The Salvation Army, he was able to complete his AA, BA, Master’s Degree, and Doctoral Degree. “To me, it’s one of those personal accomplishments that I was still able to become a doctor. My family and my background don’t line up with where I ended up. My parents didn’t own a home. I had the drive to do this. I wanted to be a doctor, and I am today.” He also reflects on how closely his work connects to lived experience, having experienced poverty and homelessness growing up in Zimbabwe, which informs his leadership today.
Professionally, he points to a $42–62 million Pasadena project that integrated a multi-story facility, a food distribution center, and 65 units of affordable housing.
6. What advice do you give emerging leaders?
His advice is to find a mentor early, practice patience with yourself and others, protect yourself from burnout, and define your “true north.” He recalls a moment of physical exhaustion that reinforced the importance of rest and boundaries. He adds, “My faith is my true north. It keeps me grounded. I read the Bible. I go to church. Find out what that is for you. Don’t just go with the wind wherever it takes you. Have your true north.”
Closing Reflection & Future of Talent
Major Terry Masango’s reflections point to a consistent theme. Mission-driven organizations are strengthened when they expand opportunity, address unconscious bias, and invest in potential. He emphasizes that individuals are often overlooked not for a lack of ability, but for a lack of opportunity. He reflects, “People gave me opportunities based on potential, not what I had already done, and then I was able to prove what I could do.”
He also highlights his doctoral research on female leadership within The Salvation Army, underscoring the importance of widening access, strengthening equitable pathways, and ensuring leadership better reflects the communities it serves. He notes, “In Fortune 500 companies, the number of female leaders remains low,” and expresses a desire to see that number increase while also creating more opportunities for women in leadership roles.
These insights reflect the realities facing mission-driven organizations today, including change, complexity, and the need for values-based leadership that develops people as intentionally as it directs mission.
At KEES, these conversations reflect the importance of thoughtful partnership in strengthening nonprofit leadership pipelines and supporting organizations like The Salvation Army as they navigate growth, change, and long-term mission sustainability.
To learn more about The Salvation Army USA Western Territory, visit: The Salvation Army