1 Consultation

2 Introductions In groups: 1.If you do not already know everyone, please introduce yourselves 2.Share: Your knowledge of the current Territorial Strategic Mission Plan (TSMP) One personal highlight or benefit of the TSMP (if relevant) One issue you would like to see addressed in the next chapter

3 TSMP History 2005 –Original mission plan: lead by Business (Colonel John Hodge) with a resource [reduction] focus –Need to understand mission priorities before you can re- align so moved to Programme –Meeting of the 45: Two weekend retreats Regional briefings Third weekend retreat to plan launch 2006 –Launch –TSMP Working Groups: Discipleship, counter-culturalism and Streamlining [to fill in gaps] 2007 –TSMP Unleashing –Majors Andy and Yvonne Westrupp appointed as TSMP facilitators –Church Life Survey to provide comparison data

4 TSMP 2005 – Goals to To grow all Salvationists as dynamic disciples 2.To increase the number of new soldiers 3.To take significant steps towards the eradication of poverty in New Zealand, Fiji and Tonga 4.To be a streamlined, connected and mission-focused Army.

5 TSMP 2010 – Scope As plan is to the period 2010, want to launch the “next chapter” at Congress, October 2010 –Our plan for three years to 2013 –Continue the momentum of existing plan, while addressing issues Out of scope –Changing mission or mission statement

6 TSMP 2010 – Proposed Approach 1. Feedback2. Draft4. Development3. Consultation5. Launch Summary Deliverables Timeframe Tasks Survey from Salvationists / Staff Collate feedback Draft TSMP 2010 Consult on Draft TSMP 2010 Put together resources to be offered at launch Launch TSMP 2010 at Congress Sep - Oct 2009Oct – Dec 2009Feb - May 2010Feb - Oct 2010Oct 2010 Develop questionnaire Survey through web, war cry Review social mission plans Collate feedback Draft new TSMP 2010 Present / discuss at TALC Take draft TSMP far and wide seeking feedback Road show Present / discuss at TALC Develop resources Package for distribution at launch Prepare launch Congress event Questionnaire War cry Draft TSMP 2010 Required resources list Final TSMPPromised resources Congress event

7 Today’s Objectives Help you understand our proposed Territorial Strategic Mission Plan to 2013 –Proposed goals –How we will know we’re successful –How we intend to be successful Obtain your feedback –Are we on the right track –How can we improve the plan Format 1.Survey feedback – what we were told 2.Goals – what should be our goals for the next three years 3.Strategies – how should we achieve these goals 4.Your feedback

8 1. Survey Feedback

9 TSMP Survey September 2009 – Salvationists / staff invited to complete a survey (on-line survey or War Cry) 276 responses Overwhelming response was positive –94.3% agree with the statement “we should have a strategic mission plan for the next five years” –Over 90% believe we should keep or re-word the existing goals (95% for three of the four goals) Goal 1 Goal 2 Goal 3 Goal 4

10 TSMP Survey – Other Potential Goals What about other potential goals (adding another or replacing one)? –87% don’t increase the number of goals –Of those who chose to suggest a new (or replacement) goal, the most popular response was to re-state not to! –The next two choices were evangelism (7%) and leadership (2.5%) If goals are about addressing issues, what are the perceived main issues facing The Salvation Army, and are these already covered by the existing goals? –Apathy / consumerism (Goal #1) –Being relevant to modern society (Goal #1?) –Disciple-making / holiness / biblical literacy (Goal #1) –Current economic times –Leadership –Evangelism Keep the current goals – consider evangelism and leadership

11 Goal Structure – Survey + Leaders View 1.Why have goals? –Take corrective action against issues that are limiting our mission outcomes 2.Should they be measurable? –Yes – we need a clear picture of what success looks like and whether we’re achieving it –However, we want the goals to be short and memorable so this will be unpacked under the goal 3.Should we set targets? –Strong preference to not include targets in the goals (e.g. enrol 500 new soldiers each year). –Targets can be counterproductive - we want goals to be about the Kingdom of God and people, not numbers 4.Should each goal be just as relevant to everyone? (e.g. Corps attenders involved in eradicating poverty? Social services helping Salvationists grow as dynamic disciples?) –Yes - we want all goals to be relevant to all (if possible) 5.Is four the right number of goals? –Support the feedback that we do not want to increase the number of goals

12 TSMP Survey - Summary Overwhelming response is positive Strong sense that we need to continue in same direction, just address issues: –Buy-in Some survey respondents stated that the goals are not mentioned in their setting Some respondents expressed a desire to not be involved in eradicating poverty –Lack of clarity / measures Without these, we have struggled to report progress –Lack of “how to” People are unclear how we intend to achieve our goals –Lack of action The Unleashing included a lot of promises that were either happening (e.g. finance system) or have not happened (e.g. soldiership materials)

13 2. Proposed Goal Changes

14 Proposed Goals – Change? Current Goals 1.Grow all Salvationists as dynamic disciples 2.Increase the number of new soldiers 3.Take significant steps towards the eradication of poverty in New Zealand, Fiji and Tonga 4.Be a connected, streamlined and mission-focused Army More than 90% of people stated to keep or re-word the existing goals, but –Goals 1 and % suggested re-wording –Goal 2 – 24% suggested re-wording Can we improve the goals through minor changes?

15 Goal #1 - Grow all Salvationists as dynamic disciples Underlying issues / corrective actions: Perceived apathy among many corps attenders Need for continual focus on evangelism Need to grow our disciples in areas such as biblical literacy, personal spiritual disciplines, regardless of how dynamic Perceived issues with current goal: “All Salvationists” restricts opportunity for evangelism focus / not relevant to social services “Grow” – implies seeds that are already growing Disciples of who or what? Suggested changes: Remove “all Salvationists” and change “grow” to “make” Add “of Jesus” MAKE DYNAMIC DISCIPLES OF JESUS

16 Goal #2 - Increase the number of new soldiers Underlying issues / corrective actions: Soldiers are key to an Army –Pool for future officers –Maintain DNA Need to value the concept of soldiership Perceived issues with current goal: Focus on “new” excludes a focus on ensuring we don’t lose existing Goal is considered divisive by some Suggested changes: Remove “new” INCREASE THE NUMBER OF SOLDIERS

17 Goal #3 - Take significant steps towards the eradication of poverty in New Zealand, Fiji and Tonga? Underlying issues / corrective actions: Reducing poverty? Mobilising – every person, every centre doing what they can to live counter-culturally, show compassion for those suffering and fight for social justice Perceived issues with current goal: “New Zealand, Fiji and Tonga” restricts relevance of sexual trafficking, fair trade, most overseas mission, most child sponsorship, etc. “Take significant steps” is based around inputs (what we do) rather than outcomes (what we’ve achieved) Poverty can never be eradicated Suggested changes: Remove “in New Zealand, Fiji and Tonga” Simplify “towards the eradication of poverty” TAKE SIGNIFICANT STEPS TO ERADICATE POVERTY

18 Goal #4 - Be a connected, streamlined and mission-focused Army? Underlying issues / corrective actions: A feeling that many decision-making processes are slow and restrictive Concern about silos and a feeling that we can do better if we work together General busyness, but not always on the things that will achieve the most significant mission outcomes. BE A CONNECTED, STREAMLINED AND MISSION-FOCUSED ARMY Perceived issues with current goal: Is mission-focused more important than the others? Suggested change: Leave as it is

19 Our Goals – what do you think? 1.Make dynamic disciples of Jesus 2.Increase the number of soldiers 3.Take significant steps to eradicate poverty 4.Be a connected, stream-lined and mission-focused Army Questions: 1.Evangelism goal - has the change to goal #1 addressed this? 2.Leadership development - where should this fit: a)Under an existing goal (e.g. 1, 2 or 4) b)As a new goal c)Something that underpins the achievement of all the goals? 3.The need for Christians to be in community - is this worthy of: a)Re-wording goal #1 (e.g. create healthy Christian communities that produce dynamic disciples) b)A separate goal (e.g. “Develop networks of healthy Christian communities”) c)It’s just part of achieving Goal #1 (like improving biblical literacy)? 4.Specific to goal 3: a)Is it clear that this is not just material poverty but all forms of poverty (e.g. spiritual, social). Should it be something like poverty and injustice? b)Do you feel removing the explicit “New Zealand, Fiji and Tonga” diminishes the need for “local” action? c)Do you prefer “take significant steps towards eradicating poverty”

20 3. Strategies

21 3. Strategies To achieve our goals, we need: –Clarity over what success looks like (Vision) –Some intentional plans (the how / first steps / our strategies) What to do? –Many good ideas (and as many different opinions) –Doing everything is not practical and would overwhelm –Recognise that one size often does not fit all Our approach? –Make available resources (new or researched) Corps/centres/departments to develop their own goal plans, using what is best for them

22 Strategies - Overarching The following strategies need to apply to all goals: 1.Communication Celebrating and reporting success Highlighting things that are going well 2.Leadership development Mentoring / coaching Leadership training Promote lay leadership 3.Back winners Find examples of successes and seek to understand why they are successful Help them be more successful; use strategic mission fund These will be discussed under goal four

23 3. Strategies – Goal One Goal one - “Make dynamic disciples of Jesus” Picture of success: What is a dynamic disciple (Matthew 22:37-39 CEV): –“Love the Lord your God with all your heart, soul and mind” –“Love others as much as you love yourself” Simplified to: Love God and Love Others You can never get to a point where you love God enough, or love others enough – implies on-going movement We need to recognise that for more and more people, the discipleship journey will start and continue in non-traditional ways

24 A picture of a dynamic disciple? I believe in Jesus I worship Him I seek and follow His leading in all areas of my life I desire to see others follow Jesus too I serve others I do all I can to help the poor and oppressed Love for Others Love for God Jesus is our standard

25 3. Strategies – Goal One What might things look like if we’re succeeding? Every corps/centre has a plan for helping people decide to follow Jesus, and are living out that plan Through this, people are deciding to follow Jesus Our disciples are increasing in their love for God: –They have taken responsibility for their personal spiritual growth by making personal spiritual disciplines a key part of their lives and meet regularly with at least one other Christian –They are attempting to live a life of holiness and are increasing their biblical literacy They are increasing in their love for others: –They are practicing hospitality –They use their gifts to serve others –They share the reason for their faith with others –They engage with the social issues of the day (goal 3)

26 3. Strategies – Goal One Help people to go deep with God: 2.Spiritual disciplines 3.Mentors / spiritual partners for accountability 4.Teaching on holiness based on spiritual life commission 1.Evangelism Plan – every corps and centre has a plan as to how they will help people to discover Jesus 7.Prayer (e.g. 24-7) 5.Hospitality (less programme, more relationships) 6.Training (sharing faith, spiritual gifts, living counter-culturally) Others? Pastoral care system Small groups Christian religious education in schools NCD Love for Others Love for God Jesus is our standard

27 3. Strategies – Goal One ARE WE ON THE RIGHT TRACK?

28 3. Strategies – Goal Two Goal two - “To increase the number of soldiers” Picture of success: –All officers and soldiers speak highly of the soldier’s covenant and its impact on their life –Existing soldiers are taking their covenant seriously, and are doing their best to live its counter-cultural lifestyle –Those soldiers that are not taking their covenant seriously are followed up on and encouraged to re- engage As a result: –We enrol more soldiers each year than we remove –We see an ever-increasing number of soldiers being enrolled –We see an ever-decreasing number of soldiers being removed (ignoring transfers and promoted to glory)

29 3. Strategies – Goal Two Main Strategies: 1.Update our soldiership material (as promised) 2.Follow proven processes that work: recruits rolls, pastoral care councils, transfers, preparation classes) 3.Provide teaching resources on the articles of war 4.Hold soldiership renewal days 5.Promote the concept of soldiership to children and youth (junior soldiers, tribe, youth bible studies) 6.Provide a tool for the electronic management of rolls Obviously making dynamic disciples is also key to our strategy for this goal

30 3. Strategies – Goal Two ARE WE ON THE RIGHT TRACK?

31 3. Strategies – Goal Three Goal three – Take significant steps to eradicate poverty Picture of success: Every person in every centre is taking ever-more personally significant actions to eradicate poverty There is an ever-increasing awareness of justice issues and practical steps to address them Every corps, centre and department is involved in some form of social justice action Some Salvationists have taken the lead and are doing something great to eradicate poverty The territory has adopted particular poverty issues for which they are working to eradicate

32 3. Strategies – Goal Three Main Strategies: 1.Awareness and education: –A call to action for everyone –Explain poverty is not just financial –Answer “what can I do?” –Promote what we already do –Provide the Biblical and theological basis for the goal –Encourage closer working between corps and centres 2.Provide an easy way to find out about poverty and how to get involved (website with current projects) 3.Territorial issue: seek to address a small number of larger societal issues as territory-wide initiatives 4.Raise awareness of societal issues (e.g. documentary, DVDs, In Touch) 5.All corps/centres/departments to be involved in at least one poverty project. Help them identify local issues

33 3. Strategies – Goal Three ARE WE ON THE RIGHT TRACK?

34 3. Strategies – Goal Four Goal four – Be a streamlined, connected and mission-focused Army Picture of success: Mission-focused –A culture of doing whatever it takes to achieve our mission (and nothing else) –Every corps, centre and department knows how they help achieve our mission, and review/adapt everything they do constantly –A culture of innovation and risk-taking –If things aren’t working, we ask why and take steps to make them work (or stop them) Connected –All officers, staff and Salvationists are well-informed about the direction of the Salvation Army, key decisions that affect them, success stories and areas of concern –At all levels, there is a culture of people looking to work together to achieve synergies for mission –People know where to go to get help Streamlined –Proposals and new ideas are well thought out, well presented and so are readily accepted –Decisions are made quickly –Technology and support services continue to improve our organisational efficiency

35 3. Strategies – Goal Four Main Strategies: 1.Leadership development Mentoring / coaching strategy – encourage every leader to meet with their team one on one While leadership styles are personal, identify the skills we want leaders to have and provide training and resources for use at divisional and local levels Promote lay leadership 2.Extend mission plans to all centres/departments. Encourage risk-taking while pruning things that aren’t working 3.Communication –Make use of new technologies (e.g. regular webcasts / DVDs, blogs, Facebook, Twitter) –Report successes (up and down) 4.Whole of Army: work together (regional gatherings; focus groups; extend intranet; video conferencing) 5.Process improvement (seek improvements to key decision making processes) 6.Organisation health check (for THQ/DHQ) 7.New IT systems to seek further processing improvements (e.g. property management, corps pastoral care system, child safety management)

36 3. Strategies – Goal Four ARE WE ON THE RIGHT TRACK?

37 4. Feedback

38 Consultation