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Administrative Restructuring Progress Report

Tue 30th May 2006 4 comments

THQ-Building.jpgThe Territorial Leaders met for the past few days, May 23-26, 2006, with a primary agenda of discussing an administrative restructuring proposal. Please find the interim report issued by the Territorial Commander.

Territorial Leaders Conference
May 23 ' 26, 2006

Administrative Restructuring Progress Report

Mandate:
The Territorial Leaders Conference in June 2005 developed a mandate to look at restructuring the administration of the territory to achieve greater effectiveness in the advancement and support of ministry, and an improved stewardship of all resources.

Process:
A representative Task Force was commissioned to survey and obtain feedback for the territory to produce an administration concept proposal to meet these Goals and Outcomes.


  1. 1. An administration that responds positively to ministry unit needs for empowerment and added value to achieve mission results.

  2. 2. To create a seamless administration that eliminates duplication, clarifies roles and expectations to build a cohesive support for the mission agenda for ministry units.

  3. 3. Reduce unnecessary administration costs to free up resources for ministry growth.

  4. 4. To help all Salvation Army units to live out the core values of The Salvation Army in Canada and Bermuda.


Survey Results Summary:
Approximately 250 stakeholders completed a survey and 19 focus groups comprising of 240 Salvationists addressed the general question of 'What support services do you and your ministry unit need from headquarters?' In summary they said:

  • ' Provide a consistent relational support personally and in ministry development.

  • ' Provide expertise and knowledge in business services of finance, property, human resources, IT, etc.

  • ' Hold us accountable for mission results and not micro-manage our ministry operation.


Symposium Desire:
In addition 200 delegates to the November 2005 symposium (75% lay), and a voice of 1,000 persons told us that they desired administration that would be more supportive and empowering of their ministry.

Leadership Culture and Style:
To realize the desires and aspirations of this dialogue, leadership style and culture will have to change. It will need to become:


  • ' Participative rather than prescriptive.

  • ' Coaching and mentoring focused.

  • ' Engaging with leaders to facilitate options, solutions and ministry innovation that spring out of local gifting, opportunities and vision.

  • ' Working at all levels to develop solid and achievable ministry results with accountability for outcomes


Administrative Model Action:
To achieve the desired leadership culture identified we will:

  • ' Design and implement a training plan to develop this leadership style.

  • ' Appoint trained and equipped divisional secretaries strategically throughout the territory having a reasonable number of ministry units to be the first and primary person for ministry leadership support, coaching, and empowerment to achieve ministry results. They will be a consistent go-to person to participate in mission effectiveness.

  • ' The divisional secretaries will be supported by divisional leaders and teams that provide access to business and ministry expertise as needed.


Next steps:
Details of the proposed administration model will be shared with focus groups across the territory to ensure that the proposed administration approach meets the new leadership style

M. Christine MacMillan
Territorial Commander
May 26, 2006

Click here for PDF version of the report

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Administrative-Restructuring(9), THQ(11)

4 Responses

  1. Comment from Lorna Simard, Tue 11th Jul 2006 9:44am

    "250 stakeholders completed a survey and 19 focus groups"

    When did this happen?
    How does one hear about the survey and the focus groups before they happen?
    How were the 250 stakeholders chosen to participate in the survey?
    How were the 240 Salvationists of the 19 focus groups chosen?
    Were there lay soldiers participating in the re-structuring conference in May 23 - 26?

    Lorna Simard

  2. Comment from Editorial, Wed 12th Jul 2006 9:09am
    Link

    “250 stakeholders completed a survey and 19 focus groups”

    When did this happen?
    The survey was conducted during January 2006 and the focus groups between February and April 2006 inclusive.

    How does one hear about the survey and the focus groups before they happen?
    The survey was circulated through Divisional Headquarters with a request that all Corps Officers, Executive Directors, and one or two senior local officers along with senior program staff in Army social institutions be invited to participate. The survey was geared to Ministry Unit needs and Headquarters Officers and staff were not included.

    How were the 250 stakeholders chosen to participate in the survey?
    How were the 240 Salvationists of the 19 focus groups chosen?
    The Divisional Secretaries for Program were asked to organize one or two focus groups within their respective Division. A random cross section of officers and laity were invited from various sized ministry units. The primary focus of the groups was based around the question: "What support do you need from HQ in order to assist you in the fulfilment of your unit's mission?"

    Were there lay soldiers participating in the re-structuring conference in May 23 - 26?
    Re-structuring was a key agenda item for the Territorial Leaders' Conference held at Jackson's Point Conference Centre. Present for this annual spring event are the Divisional Leaders, Department Heads from THQ and members of the Territorial Executive team (Cabinet). There are a number of lay Salvationists who are presently serving as Department Heads and participated in the May 23 - 26 conference.

  3. Comment from James Pedlar, Wed 12th Jul 2006 11:57am

    Much of the proposal makes sense, and I think it is an improvement on our current structure, but I was disappointed that the two main issues raised by the "authority and relationships" discussion group at Symposium are not addressed in any way.

    Symposium participants asked for
    1. Grassroots involvement in decision making (more than just consultation - real involvement).
    2. Accountability in both directions and at all levels.

    This model does nothing for grassroots involvement in decision making, and also maintains our current one-way (top down) accountability structure.

    I was fortunate to be in both focus groups and mentioned this concern in the second focus group. I hope it is addressed in some way.

    James Pedlar

  4. Comment from Editorial, Thu 20th Jul 2006 2:15pm
    Link

    Thank you for the reminder of these important recommendations which were presented to the Administration at Symposium. The administrative restructuring process continues to work on details relating to boards and councils wherein key decisions are made regarding policy and operations for the territory. There is an awareness by the territorial leadership of the importance of lay participation and mutual accountability in the life of the Army in the Canada and Bermuda Territory.

    Major Jim Champ
    Assistant Chief Secretary