Territorial structure update

Consulting and implementing

Lieut-Colonel Dean Pallant presents the October update on the work of the Structure Co-ordination and Design Group

IN September, the Structure Coordination and Design Group (SCDG) reached a key milestone on the journey towards its desired outcomes of transformation, integration and streamlining. All this work is focused on achieving our vision of ‘fullness of life for all with Jesus’ and we’re pleased to be able to report good progress this month. The past two years’ work culminated in the publication of the group’s Findings and Proposals Report. (You can download the report and read an article explaining it at salvationist.org.uk/ strengtheningourfuture.)

Thank you to those who have been in touch to follow up with comments on the report. A number of people have asked about concerns they raised during the listening phase that weren’t resolved in the report. This was an interim report and most of the hard work of implementation lies ahead. However, several projects are under way:

NEXT STEPS

The impact of the proposed new divisions and boundaries included in the SCDG report is being consulted upon with divisional employees and we’re grateful to the teams for their feedback so far.

Significant work is under way responding to information gathered during the listening and design phases of the project. The 14 divisional commanders who will lead the new divisions have been announced in Salvationist (15 October) and they, along with current divisional leaders, are involved in intensive discussions to ensure the right people are in place so that local mission units are appropriately supported. THQ leaders and their teams are also addressing the issues raised by the Divisional Design Groups (DDGs), forums, survey and other leadership discussions.

Several projects have been initiated as a direct result and to tackle some underlying issues. Much of this work is part of change programmes that will take time to complete. Others are smaller and can be completed quickly.

All issues are being tracked until the close of the Structure Co-ordination and Design Project and progress is reported to Cabinet. Issues will be closed when either a satisfactory solution has been provided – it’s agreed that, from a compliance point of view, no change is possible – or Cabinet agrees a solution is impracticable or not justifiable.

When the project concludes, a mechanism for continuous improvement will be implemented so that local mission expressions can continue to raise concerns over processes that inhibit mission flourishing.

WHAT EARLY IMPROVEMENTS HAVE BEEN MADE?

One of the SCDG’s primary objectives was ‘streamlining’ – our processes need to be as effective, efficient, well understood, easy to follow and require as little an investment in time as necessary to allow for the important focus on mission. For example:

Swift payment of invoices

Long lead-times for paying invoices at corps level was raised as problematic. Accounts Payable has instigated a number of organisational changes and contact arrangements to improve timeliness and effective escalation – timeliness is being monitored. Also, for corps, invoices that do not relate to national contracts will now be treated as having 14-day payment terms rather than the previous 30-day default, reducing the time lag between submission and payment and resulting in fewer queries to corps officers by suppliers.

Reducing ad-hoc data requests

The Chief Secretary’s Office has instigated a new management data project to reduce ad-hoc requests for data from local mission centres to ensure an appropriate need for any data that is collected. A more systemised management system, currently in development, will deliver key data monthly in a consistent way, readily available and easily understood to support decision-making at various points in The Salvation Army. This work is closely linked to the new OurHub project, which is in the early stages of development but should be complete by the end of 2023.

Easier licensing of Army buildings

DDGs highlighted that the decision processes for licensing Army buildings can be complex and slow. A significant change has been made to the Licensing Policy (Policy BA14) which covers the use of Army properties by external bodies and individuals. In many situations the whole process can now be accomplished by the corps officer, making the decision fast and empowering local expressions to take decisions. There are only a few specific scenarios that require further approval due to the level of risk they bring. THQ’s desire is to delegate greater authority, so that people are released to get on with delivering mission and see people and communities flourish.

WHAT CAN YOU DO NOW?

We’re always keen to hear from you so please continue to raise any concerns or ideas that you have with us by emailing transformation@salvationarmy.org.uk. We’re learning and adapting as we move forward on this journey of continuous learning and improvement – your feedback is key.

We’ve been grateful for your support throughout this process and ask that you continue to support everyone involved in this work with prayers. Please pray for the Spirit’s leading in decisions about people. It’s all too easy to hurt people in times of change. Let’s pray for wisdom, grace and sensitivity to ensure God’s will is heard and done.

LIEUT-COLONEL DEAN PALLANT

Secretary for Communications THQ