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0000038025 00000 n trailer << /Size 33 /Root 1 0 R /Info 5 0 R /ID[<0a09d986879d98ce53c5147b28ffb059><0a09d986879d98ce53c5147b28ffb059>] >> startxref 39156 %%EOF Direct resources to mission | Caring Magazine

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Direct resources to mission

February 8, 2003
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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.

 

 

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