Direct resources to mission

Note: Lt. Colonel Kurt Burger, secretary for business administration, presented the results of group discussions based on Strategic Priority #6: Direct Resources to Mission.

How do we increase the Army’s exposure as a vital faith-based community organization?

PROBLEM STATEMENT:

Within the faith community, the Army is not fully understood as a faith-based organization. As a result, there are resources that remain untapped.

GOAL:

Build awareness within the faith-based community to increase available resources.

ACTION STEPS:

• * Establish a baseline of support within the faith community as a measuring tool.
• * Contact denominational leaders and network with faith-based organizations.
• * Link with other denominational web sites.
• * Use of Christian mailing list to help promote organization.
• * Develop a promotional campaign targeted towards the faith-based community. This should include ads in Christian periodicals, issue-based media pieces, and promotional materials for local use (videos, bulletins, inserts, flyers).

PROBLEM STATEMENT:

How do we determine which functions are best served at which level? How do we demonstrate making the Army’s ministry a priority in the allocation of resources at all levels?

GOAL:

Review and assess administrative functions to enable (form must follow function) our system(s) to operate more effectively and determine who best should “do the job” by September 2003.

ACTION STEPS:

• Analyze where/how we spend our resources.

• Each functional level will determine and make structural adjustments in order to live within boundary of tithe (10%).

• Identify which mission functions are essential and make an allocation for them.

• Allocate HR according to our declared mission priorities.

• Answer this question: “Does the job require an officer/employee?”

• Identify issues of redundancy.

• Refine/simplify decision-making.

• Assess/understand corps needs.

• Assess qualification of personnel to handle functions as part of accounting.

• Establish approval authorities and live/operate by them.

• Process all decision through missions grid: Does it fit? Work? Help? Hinder?

PROBLEM STATEMENT:

How do we strengthen local stewardship in the context of the larger corporate SA?

GOAL:

We will by 2004, have officers and employees with a better understanding of local stewardship in context of the larger corporate SA.

ACTION STEPS:

• Help officers and employees recognize and use Policies & Procedures as a tool.

• Better training in the Policies & Procedures during recruitment and training at SFOT.

• Emphasize value of connectedness: More open sharing of corporate problems/issues between administration (THQ/DHQ) and the field officers/employees.

• Re-affirm and re-state what is allowed within the context of Policy & Procedures.

PROBLEM STATEMENT:

How do we focus on living within our means in the context of existing deficits and increasing needs while enhancing our mission, purpose and faith?

GOAL:

We will have 80% of all units operating within the black by 2005.

ACTION STEPS:

• Increase income.

• Tithing plan.

• Incentive plan.

• Oral presentation of budgets ­ corps to DFC, division to THQ, department heads to DFC/TFC, THQ to TEC.

• Evaluate non-performing progress debt-reduction plan.

• Six-month budget review.

• Identify duplication and economy of scale.

• Flat cash allowance.

• Decrease payroll/staffing/officers and employees.

• Reduction of services.

PROBLEM STATEMENT:

How do we create/nurture a stronger linkage between the fund development department/personnel with the program/service provider personnel in order to maximize the fund-raising potential.

GOAL:

We will, in 2005, increase fundraising for programs by percentage yet to be determined.

ACTION STEPS:

• Increase interdepartmental communication/meetings; development department representative serve on DFC and/or DPC.

• Program personnel to be part of development strategy meetings.

• Program and development personnel dialogue on budget planning.

• Guarantee a percentage of new monies will increase the budget of existing programs.

• Direct 10% of development department energy/resources to non-metro corps and programs.

• Pilot project: In selected corps/programs, test the following “new ways of working.”

• Development department personnel meet with individual program coordinators on a regular basis (quarterly, monthly, semi-annually).

• Public relations efforts to include testimonials of program clients.

• Invite donors to be part of program committees.

• Development of department support of/for individual programs (permit/facilitate resource).

PROBLEM STATEMENT:

How do we best increase allocable income in times of increasing economic uncertainty?

GOAL:

Increase allocable income resulting in a net gain of 5% in the next two years.

ACTION STEPS:

• Perform a PR test-centralized campaign, increasing awareness and focus on tangible giving (World Vision).

• Reconsider regionalized appeals and Internet fundraising.

• Develop a more economical administrative structure considering downsizing and consolidation.

• Expand to other Christian markets, volunteer, increase and share ideas.