National Strategy Rollout Revised ‘Vision in Action’ Facilitator Session (approximately 2 hours)

1. National Strategy RolloutRevised‘Vision in Action’ Facilitator Session(approximately 2 hours) 3 September 2018

2. Strategy is Vision in Action • Objectives to help each mission expression: • understand our new national strategy and the 12 strategic imperatives • develop action plans to implement FOUR of the national strategic imperatives • to share a common language to plan and implement mission at The Salvation Army

3. Our National Strategy

4. Our Vision Wherever there is hardship or injustice, Salvos will live, love and fight alongside others to transform Australia one life at a time with the love of Jesus

5. “The plans of the diligent lead to profit as surely as haste leads to poverty”. Proverbs 21:5

6. Strategic planning framework ALTs will collaborate to ensure that the local mission plans are strengthenedand enhanced. Each local plan will link directly to the 12 strategic imperatives for consistency and national alignment National Strategy Local missional plan Divisional missional plans Portfolio missional plans Missional plans will inform and provide the framework for local plans Note any new programs will require normal approval processes

7. Your role as a Salvo to lead, embed and affect change

8. Local Action Plan

9. Which strategic imperative is our focus?

10. 20minutes • Small Group Discussion • Using the flipcharts provided, consider: • What is our mission expression already doing to implement these 3 imperatives? • Which ONE of these imperatives will our mission expression focus on for the next 6-12 months? • Brainstorm THREE action plans to help us achieve this strategic imperative? • Look at the examples provided and complete one template for each pillar (see next slides) • Repeat this process for each of the four pillars. Activity

11. WE WILL TRANSFORM ACTION PLAN 1 Example actions Barriers to overcome Benefits Additional resources required Existing resources to use … … …. … • Establish agreed principles for delivering holistic mission at the local level • Provide a shared way of recognising and celebrating success • Establish integrated meetings with various expressions to address local needs • Spotlight areas of integrated, holistic mission and celebrate through websites, etc. • Set up feedback mechanisms to review the delivery of holistic mission • Establish mechanisms to share good practices with other area officers across states and nationally • Collaboratively build intentional referral pathways for people referred to a social program and/or corps • Conduct training session around ‘what does ‘holistic mission’ mean?’ • Identify areas where shared resources could be leveraged DELIVER HOLISTIC MISSION Strategic Imperative The 3 actions we will implement in 2018/2019 are: Team/Owner and timeframe Action 1 …. … 2 …. … 3 … … Local Strategic Imperative Plan

12. WE WILL TRANSFORM ACTION PLAN 1 Example actions Barriers to overcome Benefits Additional resources required Existing resources to use … … … …. • Introduce local ‘advocacy’ champions to lead the local advocacy initiative • Pilot local advocacy programs (could be in collaboration with other local organisations) • Partner with two Local Advocacy Groups, with the same values and focus • Share stories and hotspot’ ideas through various communication channels • Research into effective advocacy practices (of organisations similar to The Salvation Army) • Connect with our local social services program to leverage our united voice • Establish a local research and advocacy agenda STRENGTHEN VOICE ON NATIONAL ISSUES Strategic Imperative The 3 actions we will implement in 2018/2019 are: Team/Owner and timeframe Action 1 …. … 2 …. … 3 … … Local Strategic Imperative Plan

13. WE WILL TRANSFORM ACTION PLAN 1 Example actions Barriers to overcome Benefits Additional resources required Existing resources to use … … … …. • Build clear referral pathways for people to be referred to the corps (from Chaplaincy and Social Program Manager) • Design local activities to increase volunteer involvement in corps programs • Identify (and agree with social program leaders) on clear entry points that facilitate faith pathways for employees, volunteers and customers. • Identify and foster different (and new) faith expressions within our community • Conduct local ‘client research’ to better understand barriers to making disciples • Offer Christianity Explored (by Rico Tice) program* quarterly to help people explore Christianity. • Offer Discipleship Explored to help people grow in their walk with Jesus MAKE DISCIPLES Strategic Imperative The 3 actions we will implement in 2018/2019 are: Team/Owner and timeframe Action 1 …. … 2 …. … 3 … … * These are external resources from the UK evangelicals that have strong track record in converting people for Christ. Would need to be approved by the Army. Local Strategic Imperative Plan

14. Which strategic imperative is our focus?

15. 20minutes • Small Group Discussion • Using the flipcharts provided, consider: • What is our mission expression already doing to implement these 3 imperatives? • Which ONE of these imperatives will our mission expression focus on for the next 12 months? • Brainstorm THREE action plans to help us achieve this strategic imperative? • Look at the examples provided and complete one template for each pillar (see next slides) • Repeat this process for each of the four pillars. Activity

16. WE WILL FOCUS ACTION PLAN 2 Example actions Barriers to overcome Benefits Additional resources required Existing resources to use … … … …. • Arrange for a guest speaker to come share their Christian journey • Spotlight areas of Christian growth via a website, newsletter, etc • Research, develop and share case studies of other successful movements • Build online presence and/or refresh our local language as a Christian movement • Openly invite employees and volunteers to attend corps services or other activities • Conduct a Christianity Explored course. • Create opportunities for prayer gatherings • Identify (and agree with social programs leader) local entry points that foster spiritual growth and exploration of the Christian faith • Design and deliver spiritual retreat FOSTER CHRISTIAN SPIRITUALITY Strategic Imperative The 3 actions we will implement in 2018/2019 are: Team/Owner and timeframe Action 1 …. … 2 …. … 3 … … Local Strategic Imperative Plan

17. WE WILL FOCUS ACTION PLAN 2 Example actions Barriers to overcome Benefits Additional resources required Existing resources to use … … … …. • Select one local core social program to focus efforts towards that achieves the greatest mission impact • Research best-practice growth for core programs • Partner or collaborate with other local social services to build programs • Establish local measures to track success of our local core social program • Agree on pathway for those vulnerable people who seek services that the Salvation Army will no longer provide FOCUS OUR EFFORTS Strategic Imperative The 3 actions we will implement in 2018/2019 are: Team/Owner and timeframe Action 1 …. … 2 …. … 3 … … Local Strategic Imperative Plan

18. WE WILL FOCUS ACTION PLAN 2 Example actions Barriers to overcome Benefits Additional resources required Existing resources to use … … … …. • Develop a support network for developing leaders (either through forums, meetings or informal portal discussions) • Establish formal training and coaching activities for the local level • Introduce / establish individual development plans (if not already existing) • Introduce leadership buddies/ mentors within the local area leadership team • Conduct training session on having courageous conversations • Support emerging and current leaders to access development opportunities outside the Army BUILD LEADERSHIP CAPABILITY Strategic Imperative The 3 actions we will implement in 2018/2019 are: Team/Owner and timeframe Action 1 …. … 2 …. … 3 … … Local Strategic Imperative Plan

19. Which strategic imperative is our focus?

20. 20minutes • Small Group Discussion • Using the flipcharts provided, consider: • What is our mission expression already doing to implement these 3 imperatives? • Which ONE of these imperatives will our mission expression focus on for the next 12 months? • Brainstorm THREE action plans to help us achieve this strategic imperative? • Look at the examples provided and complete one template for each pillar (see next slides) • Repeat this process for each of the four pillars. Activity

21. WE WILL PIONEER ACTION PLAN 3 Example actions Barriers to overcome Benefits Additional resources required Existing resources to use … … … …. • Host an ‘idea’ competition, with the winner to pilot idea in the local community • Research and understand where innovation is being done in competitor corps and social programs • Spotlight ‘hotspot’ areas via innovation blog, website, newsletter, etc. • Arrange for a guest speaker to come share their innovation story • Pose a question to the staff/officers of your area to help solve, to improve services • Develop a local innovation sub-hub to share ideas and to connect with national innovation hub ENCOURAGE INNOVATION Strategic Imperative The 3 actions we will implement in 2018/2019 are: Team/Owner and timeframe Action 1 …. … 2 …. … 3 … … Local Strategic Imperative Plan

22. WE WILL PIONEER ACTION PLAN 3 Example actions Barriers to overcome Benefits Additional resources required Existing resources to use … …. … …. • Identify the trends and needs of the local area based on the area profile • Research and identify potential community partners • Establish a local community engagement plan for identified community partners • Agree on common messages to communicate to local government and local businesses • Review and identify local social programs/ services, aligned to the values of the Salvation Army. • Where current successful partnerships are in place, identify what makes them work and replicate GROW PARTNERSHIPS Strategic Imperative The 3 actions we will implement in 2018/2019 are: Team/Owner and timeframe Action 1 …. … 2 …. … 3 … … Local Strategic Imperative Plan

23. WE WILL PIONEER ACTION PLAN 3 Example actions Barriers to overcome Benefits Additional resources required Existing resources to use … … … …. • Identify opportunities for talented Salvos to step into leadership positions • Shadowing and/or secondment opportunities • Socialise and embed the national capability framework for young, upcoming leaders • Allocate leadership responsibility for strategic initiative actions (as part of this National Strategy launch) • Training in key areas for next generation leaders to lead in areas including mission/planting, new expressions • Ensure young voices are represented in all forums and activities by inviting a representative to sit in meetings • Opportunities for part time ministry? • Include an agenda item with each weekly / monthly meeting to review sustainability progress and actions CREATE SUSTAINABLE LEADERSHIP Strategic Imperative The 3 actions we will implement in 2018/2019 are: Team/Owner and timeframe Action 1 …. … 2 …. … 3 … … Local Strategic Imperative Plan

24. Which strategic imperative is our focus?

25. 20minutes • Small Group Discussion • Using the flipcharts provided, consider: • What is our mission expression already doing to implement these 3 imperatives? • Which ONE of these imperatives will our mission expression focus on for the next 12 months? • Brainstorm THREE action plans to help us achieve this strategic imperative? • Look at the examples provided and complete one template for each pillar (see next slides) • Repeat this process for each of the four pillars. Activity

26. WE WILL BE ACCOUNTABLE ACTION PLAN 4 Example actions Barriers to overcome Benefits Additional resources required Existing resources to use … … … …. • Identify measures of success for the local culture • Establish open, transparent feedback mechanisms from our people (corps, employees and volunteers) • Activities designed to encourage collaboration between employees, corps, and volunteers • Continue vision building and strategy events within our local areas • Introduce a rewards and recognition program for those who are contributing to renewing our culture – reward for behaviours or initiatives • Implement a small scale culture survey (2-3 questions) to develop baseline measure and determine areas for improvement • Introduce a mechanism to hold leaders to account for modelling culture RENEW CULTURE Strategic Imperative The 3 actions we will implement in 2018/2019 are: Team/Owner and timeframe Action 1 …. … 2 …. … 3 … … Local Strategic Imperative Plan

27. WE WILL BE ACCOUNTABLE ACTION PLAN 4 Example actions Barriers to overcome Benefits Additional resources required Existing resources to use … … … …. • Training on ‘Demystifying measurement?’ –to explain why we need it, how we can do it, what can be done with the data • Identify ‘measurement champions’ who can drive measurement activities and provide support and guidance • Identify locally relevant KPI aligned to local and national objectives • Establish a local performance dashboard • Establish shared goals and measures of success • Establish monthly reporting on local performance ENHANCE MEASUREMENT Strategic Imperative The 3 actions we will implement in 2018/2019 are: Team/Owner and timeframe Action 1 …. … 2 …. … 3 … … Local Strategic Imperative Plan

28. WE WILL BE ACCOUNTABLE ACTION PLAN 4 Example actions Barriers to overcome Benefits Additional resources required Existing resources to use … … … …. • Hold training sessions to uplift financial capabilities • Identify areas to reduce expenditure and costs • Analyse best performing mission expressions to identify opportunities for translating or applying to other programs • Pilot a new program, campaign or initiative • Pose a question to the staff/officers of your area to help solve, to improve financial performance • Research, develop and share case studies of other successful organisations IMPROVE STEWARDSHIP & SUSTAINABILITY Strategic Imperative The 3 actions we will implement in 2018/2019 are: Team/Owner and timeframe Action 1 …. … 2 …. … 3 … … Local Strategic Imperative Plan

29. As leaders, your people look to you for direction. What you say or do has a real impact on their perceptions and behaviours.You will need to communicate the national strategy in an engaging way so that every Salvo is clear on why we are investing in rolling out the strategy.

30. Next steps

31. What else do you need to support you in this journey?