1. Strategic Planning Process
The Salvation Army Kentucky & Tennessee Division

2. Topics The THQ process to conduct a feasibility study
How is the “Why” included in the study and finished product
The Key Performance Indicators of the study

3. The study/plan must address all aspects of The Salvation Army’s expression of ministry in the community
While of value on its own, The Salvation Army requires a strategic plans as prerequisites to conducting a capital campaign
There is not a requirement that a firm be hired to conduct the study but it is advised for complex commands
If the focus is a capital campaign, a Mission Planning Study needs to be conducted first
There are key performance indicators for the process and product
Overview

4. The “WHY”
In any strategic planning effort, the Army is given an opportunity to step back to review the broader picture and designate focused priorities for the years to come. 
We understandably engage secular firms who specialize in guiding non-profit organizations through this process, support the effort with well-intentioned community leaders and put together a plan that does not always include our evangelistic outreach, denominational growth, discipleship efforts and Christ-centered priorities.  Instead, we often focus on the business (finances, property, etc.), services to the community (social service, seasonal, etc.) and fund development. 

5. The “WHY”
As a result, our spiritual focus diminishes or is relegated to the “corps” (church) members to consider
Often, we don’t invest the same time, energy or finances into the development of our spiritual efforts and, as a result, risk straying from our initial “WHY” when we declare our priorities

6. The “WHY”
To include the “WHY” we have a new approach in our engagement of firms who help us with strategic planning. 

7. The “Why” Factor
Social Services:
Identify and evaluate clear and objective expressions unique to the Army’s mission within all programs and services.

8. Corps Community Centers
The “Why” Factor
Corps Community Centers

9. The “Why” Factor
Identify and evaluate the impact and effectiveness of Corps programs through the community.
Assess the direct iteration and the collaboration of the Corps with social services programs of the command.
Identify Corps opportunities for objective spiritual expressions of the Army’s mission beyond the traditional worship experiences.

10. Donor Awareness of our Mission
The “Why” Factor
Donor Awareness of our Mission
Provide an indication regarding the level of donor awareness as pertains specifically to the mission of The Salvation Army. These indications should be beyond mere services and common understanding of services.

11. Advisory Organizations and Key Volunteers
The “Why” Factor
Advisory Organizations and Key Volunteers

12. The “Why” Factor
Provide an assessment of their level of understanding of The Salvation Army’s mission.
Determine the impression of this constituency in regard to the missional alignment of the Army’s service in the community.
Identify their level of engagement as ambassadors of the mission of the Army and determine a means by which this can expand and become more effective.
When the final plan is submitted, the process and results will be assessed based on Key Performance Indicators, I want to share them with you so it is clear what has been determined, with the input of our 9 Divisional Directors of Development, to be necessary to produce a solid effort and complete plan.

13. Strategic Plan KPIs Strategic Components:
A Mission Planning Study has been completed
The Commanding Officer will participate fully in the planning process
The Advisory Board members will serve on the planning committee and be active
There will be Corps representation on the planning committee
It is an option to involve an outside partner in the planning process
It is not required that a consultant be hired to lead the planning process if the DDD or a local volunteer can deliver the KPIs. For complex operations it is highly recommended a consultant be retained.

14. Strategic Plan KPIs Pre-Planning Process:
A RFP was sent to vendors from the approved THQ list and at least three vendors were considered – if a vendor conducts the process
Evaluating the past performance of strategic planning consultants and volunteer involvement was included in the review
Proposal included a timeline proposing engagement duration
Engagement costs are all inclusive with a stated not to exceed amount clearly indicated
Vendor has a history of on-time and on-budget delivery

15. Strategic Plan KPIs
Proposal clearly states they will Involve corps officer and advisory board leadership The proposal will document the plan for and illustrate involvement of key stakeholder groups in the process Sustained, consistent Salvation Army leadership including the advisory board and Corps Council presence during the planning process is in the proposal The consultant contract is processed through DFB and then THQ CRD

16. Strategic Plan KPIs
Measuring the validity and feasibility of strategic planning recommendations:
Plan identifies top 3 to 5 high level goals that are being addressed in the plan and that align with both the MPS recommendations and the local vision.
The plan lists clear action steps with owners of each step identified, put on a timeline and lists resources needed for each step
Utilize SMART (specific, measurable, action-oriented, and timely) goals and objectives to focus on specific plans that cover the program, property and financial base recommendations in the Mission Planning Study.
The plan includes a specific continuity plan for regular review on progress and updating the plan as needed with Advisory Board members, Officers, Corps representation and leaderships staff of the command being highly involved
Projects an estimate of the human, physical and financial resources needed and when they are needed per the plan timeline
Those are the KPIs. If a command decides to hire a consultant, there is process to follow.

17. Consultant Approval Process
The consultant contract is reviewed by the board and the minutes need to reflect approval
The Minutes need to reflect the funding source and the amount
A Bidder disclosure sheet is completed
The Contract, Minutes and Bidder disclosure are process through TSAMM for DFB approval, THQ CRD approval and then TFC approval
THQ CRD will notify the Division of the TFC decision.

18. Final Plan Approval Process
The consultant presents the plan to the planning committee for review, comment and approval
Once accepted the Advisory Board reviews, comments and approves the plan
The approved plan and board minutes are processed through TSAMM to THQ where it will be assigned to CRD
THQ CRD reviews the plan, sends comments to the Division, if any, and the Territorial Community Relations and Development Secretary approves the plan
The Assistant CRD Secretary will notify the Division of the approval
Approval of the plan does not approve projects in the plan that need approval.

19. THE END
THANK YOU!