Personnel Briefing Pack

April 2017

Contents

1. Introduction

2. Australia One objectives

3. Australia Territory Mission and Values

4. Vision

5. Governance & Leadership

6. Operating Model

7. Territorial Headquarters

8. Gender Equity

9. Transitioning to Australia One

10. Myth busters

11. Where do I find information about Australia One?

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1. Introduction

This pack provide information slides and associated FAQ’s primarily for the information of officers and employees. This pack should be regarded as a supplement to the May 1 2017 briefing video also posted on the Australia One website.

This pack covers the key themes of that video presentation, including information on:

• Vision,

• Governance and leadership,

• Operating model,

• Territorial Headquarters,

• Gender equity, and

• Transitioning to Australia One.

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2. Australia One Objectives

The objective of the Australia One project is to provide a structure for The Salvation Army to deliver our Mission to all Australians by having:

• Aligned vision – a clear and consistent mission strategy and mission culture across the whole of Australia, ensuring that all our efforts and resources are being used for greatest effect

• Increased innovation – improving our capacity for innovation and strategic thinking by building on the best of each territory

• United voice – the ability to speak and act with a single voice for greater impact on matters of national interest, including social justice, care for the vulnerable, and other matters of spiritual and community significance

• Stronger partnerships – the ability to build stronger national partnerships with other denominations and Christian organisations, government, news and media, business, peak bodies and other community organisations

• Better stewardship – releasing more personnel and financial resources for front line mission by reducing duplication and streamlining systems and processes

• Greater impact – a unified national strategy for solving the spiritual and social issues that affect vulnerable Australians

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3. Australia Territory Mission and Values

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The Salvation Army is a Christian movement dedicated to sharing the love of Jesus by:

Mission

Caring for people

Creating faith pathways

Building healthy communities

Working for justice

• Being there when people need us most

•We offer care and compassion as a sacred encounter with transformative potential

• Taking a holistic approach to the human condition that values spirituality

•We graciously share the Good News of Jesus and grow in faith together

• Investing ourselves in relationships that promote mutual flourishing

•We find the wholeness God intends for us in community

• Tackling the social systems that harm creation and strip away human dignity

•We join God’s work to build a fairer world where all can thrive

4. A Vision for the Army

We launched the new national Mission and Values statement in December 2016. Since then, we have been developing the new Vision for the Australia Territory.

We have designed the vision to align with the International Mission and Vision, as well as the Australia One Mission, Values and objectives.

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Wherever there is hardship or injustice,Salvos will live, love and fight

alongside othersto transform Australia one life at a time

with the Love of Jesus

Vision

The 12 Essentials are the Vision of the Army. They outline the detail behind the vision and define how The Salvation Army will realise the vision; what we need to be to achieve our vision.

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4. A Vision of the Army: The 12 Essentials

We are founded on prayer, scripture and

holiness

We are intensely focused on what we are best at

Serving God puts mission above tradition

We celebrate being part of a growing vibrant

international movement.

We own the mission therefore we commit financially to enable

delivery of our services.

We are transparent and accountable for

our actions.

We partner with others knowing that together we achieve more than alone.

We are Great Commission people – going to all

corners of Australia and beyond to make disciples.

Transformation happens through relationships –

with Jesus and in community.

Our 4 core mission expressions are woven together like a rope –interdependent and mutually reinforcing.

Our spirit is radical and pioneering

Our faith compels us to an action- oriented, self-

sacrificial love of others

We will transform

We will focus

We will pioneer

We will be accountable

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4. Vision – FAQs

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Question Response

1

Why didn’t we use one of the visions from the Southern or Eastern Salvation Army Territories?

Australia One is more than the merging of two territories. It is an opportunity for 1+1 = NEW. Having an ‘Aligned Vision’ is one of the six Australia One objectives. To become a ‘new’ Army, we need a national vision that our people in both territories have spoken into and can own as theirs; one that reflects their combined aspirations, hopes and prayers. The new national vision aligns with the international vision and reflects what we can discern of God’s vision for The Salvation Army for the whole of Australia.

2

What's the biggest difference in the Army of the future vs the Army of the present?

In consultations with hundreds of officers and employees across the Army, we heard that there are many opportunities to improve, grow and thrive. When we realise our vision, we will be more like the movement we were raised up to be and less like the organisation we’ve become. We will:

empower our people to make decisions and innovate focus on the areas of greatest need form collaborative partnerships where working with others would best deliver our

mission be transparent and accountable in our actions across all levels of the Army.

3

Why focus only on hardship or injustice, and what do you mean by that? Shouldn’t we serve everyone?

We were raised up to serve those most in need. We see particular need in those people who face hardship and injustice. There are many modern and enduring causes of emotional and physical hardship and of injustice in all communities. Where hardship and injustice exist, the Army will fight alongside others to transform Australia, one life at a time.

4

When you say ‘we are intensely focused on what we are best at’, how will you chose what to focus on? Does that mean that my service may not exist?

We aspire to meet the immediate needs of all who come to us for help and that will not change. However, we must direct our resources to those activities most acutely needed, and which we can do better than others. Nationally, we plan to specialise in sector-leading practices, at scale, in a small number of fields. There will always be room for local innovation – and there will be opportunities for local expressions to meet local needs in any way that aligns with our mission, vision and policies.

4. Vision – FAQs

9

Question Response

5

When you say ‘mission above tradition’, does that mean that we will relax our traditions? Some are the bedrock of what makes us The Salvation Army!

Many of our traditions are core to our identity, our work and our success. However, that does not mean we should never change or evolve to better deliver our mission. ‘Because we have always done it that way’ is not, in itself, a compelling reason to continue. We will continually assess what we do and do not do against the mission that God has called us to fulfil.

6Will partnering mean we compromise our mission?

We are uncompromising in our commitment to our mission. Our financial and operational partnerships reflect this conviction. We do not accept funding that does not allow us to pursue our mission. We will endeavour to only be collaborative partners with those organisations that accept our Christian mission and values. We will partner with others knowing that together we will achieve more and have greater impact in the community than we could alone.

7What will be the next steps to realise new vision for the Australia Territory?

We have already started work to develop a plan to bring the vision to life. This includes: validating the vision with key external partners, identifying significant actions to demonstrate our commitment to the change required to

realise the vision, and equipping frontline leaders to mobilise their teams to realise the vision in ways that make

sense in their local areas.

5. Governance & Leadership

The bringing together of two territories creates an opportunity to design a new governance and leadership model for the Australia Territory.

Enhanced governance and management structures support the achievement of the Australia One objectives by:

• allowing more time for the Territorial Commander to focus on TSA’s vision, mission and strategy to deliver greater impact instead of being involved in more operational matters

• streamlining many existing governance and operational committees, resulting in more focus on the frontline.

The key features of our new governance model include:

• an Australia Territory Board, an Australia Territory Cabinet, a senior leadership team and a Management Council

• the Territorial Commander as the Chair of the Board and the Chief Secretary as the leader of the senior leadership team and Management Council.

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5. Australia Territory Governance Model

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Territorial Commander

(Chair)

Salvos Housing

AUE

Salvos Legal

Salvos Legal (H)

Salvos Housing

AUS

Governance Board

Existing legal entities

CabinetTerritorial Advisory Council

Audit and RiskQuality and

Safety

Board Nominations

Board Committees

Strategy office

Alternate ChairOfficer A

Territorial Leader –TPWM*

Officer D

Chief Secretary

Officer E

Deputy Chair Member A

Member B

Member C Member D Member E

Moral and Social Issues

* Spouse of the Territorial Commander has a reserved appointment on the Board when the individual has been appointed by the General in a shared leadership capacity.

5. Australia Territory Senior Leadership team

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Senior Leadership Team

Senior Leadership TeamThe Senior Leadership Team will be responsible for managing implementation and delivery of Board approved strategy and compliance with Board approved policy.

Mission SupportThis role and associated function will include support for both Corps and Social.

Mission EnterpriseA Mission Enterprise is defined as commercial entity that has dual purposes to:• deliver services which support mission expression, and• operate within a business model that is designed to deliver a surplus, which can be reinvested into The

Salvation Army.

A review of social enterprises will need to be undertaken to confirm how they will align to this leadership structure.

* Senior reserved appointments

5. Governance & Leadership – FAQs

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Question Response

1 What is the Board?The Board is the single governing authority of The Salvation Army. It is responsible for both strategy and governance. In The Salvation Army, there will only be an Australia Territory Governance Board and Boards for legal entities, such as Salvos Legal.

2 Will we still have a Cabinet?

Yes. The Cabinet oversees and recommends actions to ensure The Salvation Army is developing as a spiritual movement and acting in accordance with its mandate. The Cabinet also ensures that The Salvation Army is enhancing the knowledge and love of Jesus in the Australia community.

3 What is a Board Committee?

A committee has responsibilities delegated to it by the Board. A Board committee makes decisions and advises the Board on matters that do not require the full board, based on itsTerms of Reference. The Board retains full responsibility for the recommendations, decisions and actions of a Board committee.

4 What is an Advisory Council?An advisory council does not include directors, and therefore members do not have authority to vote on corporate matters, nor a legal fiduciary responsibility. This forum replaces the function of existing Territorial Advisory Boards.

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How is the Board and its committees different from what we have today? What stays the same and what has changed?

The major change from what we have today is that, in line with IHQ principles of good governance, we now have a clear separation between governance and management. We are going to create an Australia Territory Board. Having a new Board will support distributed authority, responsibility and liability. We will still have the same reporting relationship between the Territorial Commander and IHQ, with the mission of the Army in Australia advanced through the appointment of the Territorial Commander as Chair of the Board.

This model will help us simplify our governance model and ensure that it is fit for purpose.

5. Governance & Leadership – FAQs

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Question Response

6

How will this change mean for officers and employees involved in existing governance forums?

As we are planning to streamline many of the current governance and operational committees, this may mean that some of the committees officer and employees belong to or report to will change.

7How does the Officer Review Board and Appointment Board interact with the new Board?

Matters of candidate recruitment, appointments and Officer Review will still be managed as per our Orders and Regulations. This will be overseen by our Cabinet, instead of our Board. The Board will focus on strategic and governance issues, rather than management issues.

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This looks like a move towards secularisation of the Army. What checks are there in place to make sure that doesn’t happen? How will ecclesiastical issues be addressed in this governance model?

The model has a number of checks and balances to ensure The Salvation Army does not become a secular social-services provider, including: one third of our independent members on the Board must be Salvationists (defined

as Soldiers for this purpose) and all must be Christian the Cabinet’s primary purpose is to monitor and ensure our spiritual health and

enhance the knowledge and love of Jesus in the Australian community two new positions on the Cabinet and senior leadership team including a Secretary

for Spiritual Life and a Secretary for Mission Support who will both play important roles in connecting all our program work to our core mission of sharing the love of Jesus in Australia.

9When will the model be implemented?

With the high level governance model approved, we will shortly commence work on detailed design of the governance model and an associated transition plan. The model will need to be operational by 1 January 2019 when we are operating as a National Territory.

6. Operating Model

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An Operating Model represents how an organisation structures its functions in order to deliver its services.

A driving strategic objective of the Operating Model design has been to achieve holistic mission delivery

• The high-level operating model promotes the delivery of holistic mission by combining unifying Corps and Social Programs into one function.

• This enables God inspired delivery of effective mission in the communities in which the Australia Territory serves and helps to bring our unique differentiator of ‘holistic mission’ to life.

The Operating Model will be made up of two layers:

• Territorial Leadership:

o key functions include Mission Enterprises; Mission Support (including Women’s Ministries); Business Support; Personnel and Communications; and Mission Delivery; Divisional Leaders will be part of the Territorial Leadership Team.

o responsible for implementing the direction, policies and strategies for all functions of The Australia Territory. Territorial Leadership will also provide oversight and performance management of local leaders.

• Local Mission Delivery:

o functions will be empowered to deliver holistic mission through connected Corps and Social Programs

o will deliver the mission in line with the strategy and standards set by Territorial Leadership and best practice

o will be led by Area Officers who will be their relevant Divisional Leader’s representative

o will receive leadership and support from the Territorial Mission Support

It is important to note that Mission Support and Mission Delivery includes both Corps and Social.

6. Operating Model

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The Operating Model has three key features:

• Holistic mission delivery - promotes the delivery of holistic mission by unifying Corps and Social Programs into one function. This enables God inspired delivery of effective mission in the communities in which the Australia Territory serves.

• Expert leadership - fosters specialist knowledge and shares this expertise between Territorial and local leaders though the Mission Support team and its Centre of Excellence and Innovation (CEI) (e.g. defining and enforcing quality standards, sharing best practice, intellectual property, training, and leading advocacy and national tenders).

• Centrally coordinated support services, geographically dispersed – delivers quality and efficiencies by centrally coordinating mission and business support services at the Territorial level.

Social program practitioners will be supported by both their local Area Officer and the Mission Support team:

• In addition to the support and leadership social program practitioners will receive from their local Area Officer, they will also receive support from the Mission Support team (which includes Social Program specialists)

• The Mission Support team (including, Corps and Social specialists) will provide specialist knowledge and expertise to Territorial and Local leaders and practitioners (e.g. defining and enforcing quality standards, sharing best practice, intellectual property, training, and leading advocacy and national tenders).

• This team will be well resourced, fit-for-purpose and responsible for ensuring that the Army delivers best practice and is meeting external (e.g. government) and community stakeholder expectations.

It is important to note that we have not made decisions regarding detailed design of the Operating Model.

As we move into detailed design, we will work closely with Social and Corps personnel across both Territories to co-design the details of the design, leveraging their learnings and experience to inform the detailed design.

6. Operating Model – Functional Overview

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Hard reporting line Soft reporting lineLocal support partners(where appropriate)

Territorial Leadership Functions

Chief Secretary

CorpsSocial

ProgramsMission Support

Mission Delivery (Areas)

Mission Support

Business Support

Business Support

‘Local’ Mission Expression Functions

Mission Delivery (Divisions)

Personnel

Personnel

Mission Enterprises

Territorial Commander

Communications

Communications

Mission Enterprises

Management Council

Governance Board

Territorial Leader –Territorial President for

Women’s Ministries

Territorial Secretary for Women’s Ministries

Note: Detail design will include the a review of the appropriateness of reporting lines

6. Operating Model – FAQs

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Question Response

1

What does ‘central

coordination’ for

Mission and Business

Support functions

mean for existing

personnel based at

Divisional

Headquarters?

Under the high level model, the Divisional Secretary serving as a 2IC, roles responsible for Women’s Ministries, Youth & Children, Corps and Social Program as part of the wider territorial teams will be based at divisions. There will be a reduction in mission and business support staff based at divisional level but the extent of these changes will not be known until detailed design is completed later this year. Support functions will be coordinated at the Territorial level and delivered in part through partners at the Local Mission Delivery level, where appropriate.

2

Who will be held

accountable for Social

Program objectives?

The model delegates greater authority to the Local Mission Delivery function than they currently have, which will empower the Local Mission Delivery Teams to make more decisions closer to the ground and deliver services which meet the specific needs of their communities. Local Corps Officers and Social Program Leaders (through their Area Officer, and the Mission Support team) will be directly accountable to Territorial Mission Delivery Leadership for delivering these outcomes.

3How do Mission Enterprises fit into the new model?

Mission Enterprises (formerly known as Social Enterprises) will operate as a separate function, which will enable them to fulfil both their social and commercial requirements. They will report directly to Territorial Leadership and will be managed centrally. Mission Enterprises will use the centrally coordinated support services provided by the Territorial level where it makes sense, rather than their necessarily have their own support services.

4

What are some changes in the model that will foster innovation?

Local Mission Delivery has greater freedom and support to innovate and try new things, drawing on the expertise and resources from Territorial Mission Support to focus on what works for their specific area. Territorial Mission Support will also be responsible for developing good practice or new ways of operating which will provide input into Territorial standards.

5When does the model take effect?

We will soon enter a detailed planning phase to confirm what parts of the operating model will commence detailed design and when. This will mean that there will be a phased implementation of the operating model. The expectation is that the move to the new operating model will be largely in place by 1 January 2019.

6. Operating Model – FAQs

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Question Response

6How will the detailed design phase work?

We will co-design with Corps and Social stakeholders across both Territories to leverage learnings and experience. This will include interviews, focus sessions and workshops. We will collectively work together to ensure that the strengths of the model are realised and that any potential challenges of the model are addressed with appropriate mitigations in place.

7What will the Area

Officer role do?

The Area Officer will be responsible for ensuring successful Mission Delivery across Corps and social expressions. We appreciate the need to have some flexibility to ensure that Area Officers have appropriate qualifications and experience to oversee the Corps and program scope of their area.

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How will Social Program

practitioners be

supported under this

model?

In addition to the support and leadership social program practitioners will receive from their local Area Officer, they will also receive support from the Mission Support team (which will include Social Program specialists).

The Mission Support team (including, Corps and Social specialists) will provide specialist knowledge and expertise to Territorial and Local leaders and practitioners (e.g. defining and enforcing quality standards, sharing best practice, intellectual property, training, and leading advocacy and national tenders). This team will be well resourced, fit-for-purpose and responsible for ensuring that the Army delivers best practice and is meeting external (e.g. government) and community stakeholder expectations.

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There may be funding

and compliance

implications of the

model. How will this be

accounted for?

We understand that during detailed design we will need to work with our program teams to ensure that the features of the model when planned for and implemented do not compromise our ability to comply with best practice standards and compliance requirements.

7. Territorial Headquarters – FAQs

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Question Response

1

When will the National Cabinet be relocating to the new TerritorialHeadquarters?

This decision has not been made yet, but we expect that this will be some months away.

2Will any building immediately close as a result of this decision?

There are no plans to close any building immediately. However, we will look at ways to ensure that we are only using the space we need.

3

Will all staff currently

residing in the selected

Territorial Headquarters be

guaranteed ongoing roles?

Not necessarily. As we move into detailed design for each department we will work through:• the functions and roles required,• where they will be located, and• what supporting capability and capacity is required.

4

Will all Territorial

Headquarter staff be

located at the Territorial

Headquarters location?

No. While the presumption is that all major mission and business support functions will be primarily based at Territorial Headquarters, some functions and roles will be based in other locations.

5

What does the Territorial Headquarters decision mean for our property commitments?

We will need to commence detailed planning on our property requirements in Melbourne and Sydney. We have no plans to exit any building immediately, but this does not mean that we will continue to occupy an entire building.

7. Territorial Headquarters – FAQs

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Question Response

6

What support is available to

officers and employees

through this process?

Officers and employees should consult with their manager in the first instance if you have

any questions or concerns. Other support available includes HR Consultants/Business

Partners, Personnel Department, Employee Assistance Program (EAP) and Chaplaincy.

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Will there redundancies

following theses

announcements?

The creation of a unified Australia Territory will result in organisational changes including the

size, location and composition of teams. This will naturally include a reduction in our

workforce. Planning of the roadmap will provide a timeframe of when each department will

be reviewed. The initial roadmap will be completed by July and shared once finalised.

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Will there be an impact to

people’s day-to-day

activities?

It is essential that the vital mission of The Salvation Army continues throughout the transition

to a unified Territory. Day to day activities have moved from ‘business as usual’ to ‘business

in transition’. This means that changes to current activities will only occur after careful

planning, engagement and communication.

8. Gender Equity

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1. Advocate for Women’s Equity

• Australia National Leadership will appoint an Advocate responsible for Women’s Equity.

2. Women’s Equity Committee

• The Australia Territory governance structure includes a Women’s Equity Committee.• This committee will be chosen by the Advocate for Women’s Equity in consultation with the Chief

Secretary.• Women and men will be represented in a 50:50 ratio and the committee would include both

internal and external members.• The CS and Advocate for Women’s Equity will be standing members. It would preferably be

chaired by an external member.• Terms of reference will be developed with the proposal that the first term focus on the issues of

women officers in The Salvation Army and then be reviewed annually thereafter.

3. Gender Equity Strategies

• The Advocate for Women’s Equity will work with the Committee and under the direction of the CS to develop and implement strategies to achieve the goals of gender equity.

4. Replacement of Divisional default appointments with merit-based appointments

• All officers to be considered individually in appointment proposals while recognising the opportunities for shared ministry in the case of married officers.

• IHQ have indicated a willingness to receive proposals in matters of appointments for married couples where one may be proposed to be a divisional commander. The proposal of an appointment for the spouse will recognise the gifts and skills of the officer and the needs of the movement.

9. Transitioning to an Australia Territory

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2016

• National Leadership

oversee National

Development; and

• Chief Secretaries lead their

respective territories,

under overall national

leadership of the National

Commander

• National Leadership give

direct oversight of the

Eastern and Southern

territories

• National Leadership

provides leadership to a

single operating entity

(recognising that the

Australian fiscal year

commences 1 July)

• National Leadership

provides oversight to

the Australia Territory

(final coordination of

single entity

requirements)

2017

Transitional leadership stages will be implemented through the 2017 to 2019 period, to ensure effective internal governance and decision making while moving towards a National Territory. There will be three transitional leadership stages through this period, as outlined below.

Current State and Transitional Leadership Stages for Australia One

2018 2019Leadership Transition

Details of Transitional Leadership

10. Myth busters

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Myth Fact

1

The announcement on 1 May will inform people as to whether they have a job.

The announcement of 1 May does not signify any specific decisions or outcomes in relation to what roles will be required for the future.

2

Roles not located in the new Territorial Headquarters will be made redundant.

The detailed organisation structure and design of the new Territorial Headquarters functions and their locations has not been determined yet. The timetable for designing the new structure is a work in progress, with the initial roadmap scheduled to be available in July this year.

3

The current Territorial Headquarters in the city not selected as the new Australia Territory Headquarters location will close.

We will need to commence detailed planning on our property requirements in Melbourne and Sydney. We have no plans to exit any building in the foreseeable future. This does not mean that we will continue to occupy an entire building.

11. Where do I find information about Australia One?

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The Australia One project will communicate with all personnel via the following channels:

• Australia One website

• Others magazine – website and printed magazine

• Change forums

• Face-to-face meetings

• Newsletters

• FAQs

• Myth busters

• Australia One email inbox:• AustraliaOne@aus.salvationarmy.org (South) • AustraliaOne@aue.salvationarmy.org (East)

There will also be support available through:

• HR, EAP – links to online and F2F contacts

• Officers – Personnel Department (AUE), Pastoral Care Unit (AUS)