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Case for change

“The creation of new structures will never produce renewal in an organisation.  Renewal is instigated with a new mission, a compelling vision, and the adoption of new values. However, the change process is never ultimately achieved or solidified without the adoption of a new structure. In fact I would go further and suggest that the adoption of a new structure that is consistent with new mission, vision and values accelerates the change process. Also failure to adopt a new structure will eventually stifle the implementation of a new mission and vision.”

– Paul Borden Hit the Bullseye

 Currently, we are faced with a number of challenges regarding our administrative structure throughout the territory that have resulted in a decrease in quality of support to front-line ministry contexts. A survey of our senior leaders across the territory in early 2014 and again in early 2015 highlighted the following themes:

  • Indications that accountability and rigor in measuring performance needed to be strengthened
  • Low morale caused in part by a lack of consistency and visibility of decision making
  • Inconsistent/insufficient capabilities (especially in the area of more courageous and facilitative leadership) at all levels to effectively advance our core mission
  • General consensus that TSA is stretched beyond its current capacity and not sufficiently focused (i.e. a desire to do less and to do it better)
  • Current service delivery models often siloed and not agile enough to meet dynamic local community needs
  • Corps members increasingly less involved in front-line service delivery activities (resulting in missed opportunities both for spiritual growth/discipleship of members and the building of genuine relationships with members of the community in need)
  • A number of data sources pointing to evidence that corps attendance numbers are significantly declining
  • Repeated frustration from unclear decision making processes, including double-handling and other inefficiencies.
  • Significant financial pressures due to over-spend, reductions in giving and changing Government/community requirements

 These significant issues represent a compelling need for change.

 To address these issues, five requirements were established to frame the development of a new administrative structure for the territory.

In order for the new structure to address the current issues, it had to meet the following:

  • Highly effective spiritual formation, leadership, personnel development and accountability at every level
  • Structures designed to focus all expressions on mission priorities
  • All mission expressions more effective, empowered, equipped, connected and supported
  • Clear and achievable roles and responsibilities at every level
  • Streamlined business functions without unnecessary or duplicated processes

The agreed structural change to address the above findings will be implemented alongside a highly focused culture revival throughout the territory. The leaders of the territory are committed to embracing and driving this new culture and will be modelling behaviours representative of the values we are moving towards. 

We believe that we are being called into a new season as The Salvation Army in Australia, a time of renewal, a time of hope, and a time of increased missional vibrancy like we have never seen before. Let us come together and step forward courageously as the Holy Spirit guides us.

“Be strong and courageous. Do not be afraid; do not be discouraged, for the Lord your God will be with you wherever you go.”  Joshua 1:9 (NIV)