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St Francis Magazine Vol 8, No 2 | April 2012 ii. acknowledged the trauma: the leader must acknowledge the event and be proactive in finding out how the worker is coping iii. stayed in the region: first level of evacuation was to another country in the region and not directly home, because it enabled workers to stay where they felt closest to loving and supportive relationships iv. spoken words of wisdom in love: the carefully chosen words of a leader can be critical in facilitating positive change v. developing a theology of risk and suffering: in conjunction with good screening processes, candidates were required to include a statement on their theology of risk and suffering vi. fostered a sense of duty: with many workers who have stayed referring to their upbringing that forced discipline and a sense of duty, mission leaders must consider how to identify and nurture a sense of duty in mission candidates vii. affirm the call: understanding the way people speak of God’s call to mission today there is a need for a firm sense of call from the beginning, one that has been tested 24 . 6.1 Establishing the foundation At what cost? The foundation on which policies, practices and guidelines are build needs to be a developed theology of risk and suffering, one that the mission agency has worked through in the context of its partnerships. This theology must be clearly articulated, affirmed and taught so that other stakeholders 24 ibid: 2-­‐4 171