strategy, strength and sustainability.

The Salvation ArmyAustralia Southern Territory

Strategic BuSineSS Plan2011-2015

the Salvation army enjoys a very special place in the collective conscience

of this country. throughout its 130-year history of the Salvation army has

been there for individuals, families and communities at their time of need

and crisis. The Salvation Army is known for serving the most marginalised

and disadvantaged members of our community with care, compassion, hope

and opportunity.

Our determination is to continue to provide support and care to those in need.

We operate on the front line and empower all our people to be confident and

creative in fulfilling our mission to serve the needs of the community and to

see lives transformed.

Our Strategic Business Plan 2011-2015 challenges us to continue to act boldly

in meeting the needs of those we are here to serve and to look to our strengths

in building a sustainable platform for the continued realisation of our mission.

to meet our service intentions we must look to strategy to give

us strength which will ultimately deliver sustainability.

This is an overarching strategy for our Territory which comprises Victoria,

Tasmania, South Australia, Western Australia and Northern Territory.

This strategy addresses social services, the evangelical heart, business units

and administration. Our strength will come through stronger integration. This

strategic plan affirms the importance of Corps (Churches), which must maintain

a presence of significance in the community and attract those that wish to

commit their life to Christ. The Strategic Business Plan 2015 recognises the

need for the formation of robust client centred strategies throughout the entire

organisation. This plan provides direction and guidance for the various business

functions that must work in harmony in order to achieve desired objectives.

This strategic business plan will lead to the formation of measurable goals,

focus attention, direct energies and inspire future plans. It gives us clarity in

our decision-making, focus for our work, rigour to our budget planning and

allocations, and transparency in our intent. This strategy will work to benefit the

people we serve throughout the Territory, and will inspire further confidence

among the community, corporate, government, philanthropic and regulatory

partners.

As outlined in the strategic objectives and goals summarised in this document,

The Salvation Army Australia Southern Territory is committed to achieving

service excellence.

Strategy, Strength, SustainabilityStrategic Business Plan 2015

In relation to Corps, the Territorial Executive Leadership has set the following strategic objectives:

• Restore a culture of evangelism throughout the Corps Ministry that will increase the spiritual health of a growing number of members.

• Spread the influence of the Gospel through increased Salvation Army presence in the Territory.

To achieve these objectives, we will deliver on the following goals:

• Growth of Corps 2015 - development of programmes designed to promote an evangelical culture that integrate with all Corps and the broader community.

• Performance and Goal Setting – establishment of accountability and performance measures for Corps.

In relation to Social Service Programmes, the Territorial Executive Leadership has set the following strategic objectives:

• Increase the spiritual input and awareness within Social Service Programmes to respond to holistic human needs (body, mind, soul).

• Identify and review the core business of Social Service Programmes as a foundation for territory wide service delivery models.

• Establish formalised standards of service delivery for Social Service Programmes.

To achieve these objectives, we will deliver on the following goals:

• Identify Core Competencies – develop a database of all programmes, and identify core competencies and service streams.

• Confirm Cost of Social Service Programmes – review costing methodology to ensure that all programmes are correctly costed.

• Effective Programme Delivery – develop a set of standard performance measures for Social Service Programmes and to meet reporting obligations.

• God In Our Social Service Programmes – increasing spiritual input and awareness in programmes.

• Certification Ready Standards – meet accreditation requirements and governance structures for social programmes.

CorpsSocial Service Programmes

In relation to Business Units, the Territorial Executive Leadership has set the following strategic objectives:

• Increase spiritual input and awareness in the activities of Business Units to demonstrate a holistic response to human needs (body, mind, soul).

• Adopt service models that reflect the theology of service of The Salvation Army.

To achieve these objectives, we will deliver on the following goals:

• Review Territorial Headquarters (THQ) Governance Business Units – a review of the oversight and supervision of business units in light of strategic reviews and objectives.

• Review of the operations of Employment Plus.

• Review of the operation of Salvos Stores.

AdministrationBusiness Units

In relation to Administration, the Territorial Executive Leadership has set the following strategic objectives:

• Embed ‘quality’ in the culture of Corps and Social Service Programmes to define The Salvation Army as an organisation of value and worth.

• Extend the outreach of The Salvation Army through digital communication channels and social media.

To achieve these objectives, we will deliver on the following goals:

• Effectiveness, Efficiency and Value in Administration – develop effective and efficient administrative and support structures.

• Performance Scorecard Metric – develop a scorecard to measure strategic outcomes.

• Risk Management Process – undertake a risk management review and implement a risk mitigation strategy.

• Work Force Capability Review – develop a competency/training matrix for Social Service Programmes.

• Brand and Communication Strategy – include the internet and social media in a brand communication strategy.

• Budgetary Impacts – consider the budgetary impacts in decision making.

The Strategic Business Plan 2011 – 2015 is authorised by:The Salvation Army Australia Southern TerritoryTerritorial Policy Council September 2011

the Salvation army australia Southern territory

95 - 99 Railway Road , Blackburn, Vic. 3130 Tel: 03 8878 4500

www.salvationarmy.org.au

strategy, strength and sustainability.