The National Advisory Board

Last week I had one of the best days of consulting in a while. I had three different encounters with three different sets of people.  I met with people committed to make a difference for the church they love, three brothers working hard to make their “American Dream” come true and non for profit and business professionals coming together to serve the underprivileged. I witness Americans at their best. Working hard to make a difference in the lives of their family and giving of themselves to improve the lives of others. It was a good day.

The senior team at the Rock Church in San Diego had a robust dialogue about how to reach more people with the Gospel of Jesus Christ. They were looking for new ways to Save, Equip and Send more people. They were willing to reinvent their already out of the box paradigm in order to reach people not only around the San Diego metropolitan area but also around the world. They were willing to venture into the unknown because that is what they do. They don’t allow anything to get in the way of their mission. They know that God is on their side guiding their every step. Their American Dream is not to chase the next big deal, no; their American Dream is to save more souls for Jesus. They know that they don’t work for man. They work for God.

At “Lucha Libre”, a local San Diego Mexican restaurant owned and operated by the Rojano brothers, the lines were long- all the way out the door and down the side walk. People were willing to wait 30 minutes to order and get their food because they know the food is worth the wait. The three brothers, who are the children of emigrant parents, have created something special for Mexican food lovers. The have lines most of the day if not all day long. Some come because they saw the restaurant on TV; others because they are in love with the food and want to get their fix. The brothers are creating jobs and inspiring others to do the same. They are not interested in being members of a welfare state or in succumbing to the stereotypes of others. They appreciate their luck and they know that their luck is directly related to their years of hard work. They are risking their hard earned capital; to put it all on the line in pursuit of their American Dream.  The American Dream. Oh Yea!

At The headquarters of The Barrio Logan College Institute, in a 60 year old building without air conditioning with an outside temperature of 80 degrees, six HR professionals volunteered  to give unselfishly of their time to help young under privileged high school and college students prepare for the work force.  These students come from one of the toughest barrios in San Diego. The students want out of their circumstances and are willing to work hard to do so.  For three hours the six volunteers answer the questions asked and the one that were not. They talked to the students about getting a professional email address; do not use susybabe@ gmail.com, change your voice mail greeting-remove the loud rap music, clean up your Face book page, prepare a resume, etc. The students listen and took notes eating and processing every word said.  It was people living the American Dream helping others to achieve theirs.

It was a good day.

I found myself choking back tears as I read NAB Member Mark Abels’ account of his first major experience with The Salvation Army. (Be sure to check it out if you haven’t yet read it on mysaboard.org.) More often than not, emotion surrounds my experiences with The Salvation Army. Mark’s memories took me back to another of my unforgettable memory . . . .

The Salvation Army enjoys an extraordinary partnership with KTVK NewsChannel 3 (BELO) in Phoenix. As the Director of Community Relations at the station for nearly two decades, I was blessed to be able to direct our station’s resources toward needs served through the Army on countless occasions. When Hurricane Pauline hit in 1997, we immediately initiated an effort with America West Airlines (now US Airways) to send goods to Acapulco three times weekly on the airlines’ only flights to the area. We avoided the bureaucratic red tape the rest of the country was experiencing; our goods were getting directly to the Army, unloaded right off the plane into trucks and then driven to the Army’s orphanage where thousands were being fed.

Our direct contact in Acapulco was Major Mike Olsen who had been sent there to lend assistance. He and I were staying in regular touch to make sure we were collecting and sending items most needed. We had already sent several thousand pounds of goods on Monday, Wednesday and Friday during the first week of response.

As my husband and I were driving to church on Sunday, I checked my voicemail and, as anticipated, Major Olsen had left me a message. Was there any way to get 500 dozen fresh corn tortillas? This was so typical of the Army to try and secure items inherent to the culture.  Amidst all the other chaos, the Army was looking to secure comfort food for their orphanage meal-time guests (all 1,000+).

How to get 500 dozen fresh corn tortillas (donated) on a Sunday and be ready to ship on Monday morning? At this moment, a succession of God Things just kicked into motion.

As soon as we got to church, I hit the phone. Through various community efforts, I had developed a wonderful relationship with brothers Bob and Rudy Murillo, owners of Mi Ranchito tortilla chip factory in Phoenix. They had donated thousands of bags of chips for our troops during a previous effort. So think about this. It was 9 a.m. on a Sunday morning and I called the main phone line to MiRanchito. I knew they were closed, but there was no option. I didn’t have home numbers for the guys … and there were dozens of Bobs and Rudys in the phone book.

Bingo! Their 85-year-old father answered the phone. The place was closed, he just happened to be there.   Bob was out of town but he gave me Rudy’s home number. We were on our way.

I reached Rudy at home by 9:30. I learned they didn’t make tortillas on premises but he would see what he could do. We talked throughout the day as he tried to find resources to make this request a reality on a Sunday afternoon.

At 5 p.m. that day, Rudy called with his final report. He had reached his supplier at home and they would have 500 dozen fresh tortillas on their dock at 5 a.m. Monday. In the meantime, Rudy had also negotiated hundreds of pounds of refried beans … a matching donation from another of his suppliers.

I requested the pick-up for the next morning from our local Army.  And then caught up with them at America West at 5:30a Monday to process the paperwork (the tortillas were still warm).

The big bird left Phoenix a little later. Major Olsen had already dispatched a truck for the long and rugged trip to the airport to pick up the treasures.

He left me a voicemail later that I saved for months, maybe years, for as long as I could save it in our phone system. The emotion and elation in his voice still resonates in my mind today. The gratitude of the people had been overwhelming.

Major Olsen and his team were so thrilled to be able to serve fresh tortillas and beans to the people who were already devastated by this tragic circumstance.

The “Aid to Acapulco” project will always stand out as another exemplary example of the integrity of The Salvation Army in responding to disaster and other needs, the personal touch they add to every situation and the never-ending confidence and generosity earned from people and communities that trust our most beloved organization.

As I near the end of my second decade of volunteer service to The Salvation Army, I can look back on dozens of experiences that have proven the wisdom of my decision to “enlist.”  My favorite story will always be the first one, from which I learned in a very dramatic way about the power of the Army to do good.

It was August 1992, a month and year that will never be forgotten in South Florida.  That was the year of Hurricane Andrew, the fourth most powerful hurricane ever to make landfall in our country.  Andrew cut a swath of utter destruction across the Sunshine State, the effects of which are still visible in many places today.

At the time, I worked as vice president of corporate communications at Northwest Airlines.  Part of my job was to oversee the company’s charitable and community activities.  It was a challenging job, in part because, like all airlines then and now, Northwest was pretty much broke most of the time, and you can’t give away money that you don’t have. 

We compensated by being creative and using resources other than cash to help out those in need.  One of the things the company allowed me to do was to “borrow” aircraft, including the giant 747 freighters from our cargo fleet, to fly relief missions in times of need.

The need in South Florida in 1992 was tremendous and we mobilized for the task.  Securing an aircraft was easy.  Northwest provided the plane, our pilots and ground crews volunteered their time to fly the missions, and our fuel suppliers kicked in the jet fuel.  Filling the aircraft with relief supplies also was surprisingly easy.  Dozens of companies and non-profits were eager to contribute, and we quickly lined up a full load (about 250,000 pounds) of supplies ranging from medicines and medical equipment to meals to cleaning kits to portable showers. 

Then came the hard part.  The biggest challenge in any such operation is putting the materiel to good use once it leaves the plane.  It is too easy for such things to be piled up and left in a warehouse, or to disappear into the black market to be sold.  Without a tough and capable partner to receive, manage and distribute the supplies, the efforts and the gift would be wasted. 

Through mutual acquaintances, I connected with Colonel Tom Jones of The Salvation Army.  At the time, I of course knew about The Army and its Red Kettles and Harbor Lights, but I had no idea that they did disaster relief.  I described the gift we wanted to make, provided Col. Jones and The Army could handle it. 

“We’re very grateful, and we can do the job,” Col. Jones replied.

“I appreciate that, Colonel, but please understand,” I replied.  “We’re talking about 250,000 pounds of supplies – 125 tons of stuff.  We can only be on the ground for one hour, and there is no place to store these supplies at the airport.  You have to take it all and get it off the airport and into your own warehouse in one hour.  Sure you can do that?”

“No problem,” he answered. 

Well, I thought, we’ll see.

We flew to Seattle for half of the load, stopped in Chicago for the other half and landed at Miami just as dusk was settling over Florida.  We taxied to a remote ramp at the edge of the airport and parked the aircraft to unload.  Peering out the cockpit window, I saw a sight I will never forget. 

On the road just outside of the airport fence sat a line of Salvation Army trucks, lights on and engines idling, stretching out literally farther than the eye could see.  One hour later the cargo was gone, the trucks were gone, and we were starting the engines to fly home. 

That was the night I learned to believe in The Salvation Army.  Almost twenty years later, I still believe.

Did you know that The Salvation Army was the inspiration behind the popular Christmas song, “Silver Bells”?

Well, we in Phoenix are in the throes of planning a special day around those bells … RED KETTLE DAY: Community for Change.  On Saturday, December 4, our goal is to have volunteers at all the kettles in the metro Phoenix area (includes 13 corps community centers). This should represent about 250 kettles. We are excited about the opportunity.

We are hoping that by eliminating the need to employ at least a fraction of the bell-ringers that day, we will save money while also increasing activity at the kettles. (The first Saturday in December is usually a lower-income day.)

If you have been around bell-ringing for any length of time, you likely are aware that volunteers typically raise more interest and income at the kettles than someone employed to do the same thing.

We have a wonderful case study from last year. Long-time Salvation Army friends Katie and Zach Wilkinson have worked at our Christmas Center for years. We invited them to ring bells one Saturday last year. They brought along a friend (who had a bucket of candy canes). Katie sang and Zach played his clarinet. They were at the site for four hours.

Historically, we have collected about $26 in that four-hour period at that store.

What happened when Katie and Zach came and worked their magic?? (Drum roll) A whopping $381!!

We are committed to creatively engage as many volunteer groups as possible on December 4. We are inviting REALTORS(r), schools, churches, civic organizations, non-profit youth organizations, the opportunities are endless.

The Salvation Army has an enviable position in the marketplace during the Christmas season.  Those red kettles represent a spectacular opportunity for us to bring in a new generation of supporters . . . an opportunity for families to do a “feel good” holiday activity together. . .an opportunity for volunteers from every conceivable background to join in a tradition that is known and felt throughout America.

Yes, those bells are OUR bells. Embrace them. Ring them. Encourage others to ring. It’s Christmas time in the city!

More than twenty years ago Beverly and I bought a place in the Palm Springs area where we intended to live part time while many of my business enterprises began to wind down.

But, you can only play so much golf, and bridge, then you feel the urge to get involved in your adopted community affairs, and to reach out to those less fortunate in life.

We had only minimal involvement with the Salvation Army during our earlier years living in the Bay Area, but we soon noticed a storefront operation in Cathedral City, which had the Salvation Army shield in front, and a lot of activity within.

Offers to lend a hand were immediately met with great enthusiasm, and soon I was asked to help form an advisory board and assist in making plans for the future.

We built that board from scratch. . . first just five of us and two of them were gone in a couple of months.  My wife Beverly joined, then National Advisory Board member Dick Tucker discovered our little operation and he, too, joined up.

We were off and running!

In the years that followed we helped plan and finance a new community corps center.  We bought the land, then helped out with the corps complex and in 2005 the “Dick and Beverly Davis Corps Community Center” was completed.

While it was never our intention to see our name in lights, we are so very proud of the accomplishments that we have seen grow in this desert community.  In spite of its reputation for an opulent life style, much of the desert population is desperately poor, and the work we helped to found has made huge changes in the lives of these less fortunate folks.

So, I suppose the point of this whole story is simply this:

First, I firmly believe that The Salvation Army delivers “the most bang for the buck!”

Second, that The Salvation Army truly changes lives of those in greatest need.

And finally, no one should simply retire and think that one’s life work is done, no matter what your circumstance, there is always just a little more that can be accomplished through our great Army effort.

My association with the Army has spanned over 30 years, but began with a remarkable incident which continues to be my metaphor for the Army.

After some initial volunteer work, I was invited to join the local Advisory Board here in Portland.  I asked to go on a tour of some existing facilities as part of deciding whether or not to join the Board.  The local Divisional Commander, Colonel Dave Riley, took two of us on a tour.

We, the prospects, sat in the back of the car and Colonel Riley rode in the passenger seat.  While we were passing through the Skid Row area of Portland near the local Harbor Light and hearing from Dave about all the services the Army provides, we passed a circle of homeless men watching a fight between two men with broken bottles facing off.

Colonel Riley stopped his talk and told the driver to pull over.  He then walked directly between the two combatants and said a few words.  They put down the makeshift weapons, and everyone dispersed.  He got back in the car and immediately resumed his stump speech on the Army’s services without further comment on what had happened.

Finally we, the prospects, had to ask, “What just happened back there?”  He said, “Really nothing.  It is not me, it’s the uniform.  They know we are here to help and respect it.”  I did not quite buy that was the whole story, but was impressed beyond anything he could have said.

So there it is, an Army that goes in where others won’t go and solves a difficult problem and asks nothing in return, and thinks that is normal.  It is not, it is special.

Hello, MySABoard family!
 
I’m excited to finally have a chance to stop and write as a part of the MySABoard.org community.  I’m writing today to update all of you on some exciting work going on to enhance The Army’s outreach to young adults.  
First, a bit of context:  I’ve been working with the Salvation Army since 2007 when I began working as a Board liaison with the current National Advisory Board (NAB) Chairman, Rob Pace.  Since that time, I’ve had a chance to meet so many extraordinary people who, with pure hearts, dedicate so much time, energy and excellence to meet human need in the Lord’s name all around the world.  In addition to joining the NAB in April of this year, I’ve also been asked to co-chair an NAB Task Force focused on identifying ways for the Army to really engage people of my generation – the 18 – 36 year-olds across America –  who are looking for ways to have an impact in the community.
 
The Vision
 
The vision for The Salvation Army’s young adult outreach is clear:  over the next three-to-five years, we want to establish and grow a national network of service-oriented young adults who will be active in all aspects of The Salvation Army’s Mission .  The Army seeks to serve as a convening organization, bringing together young Americans from all walks of life to participate in broad opportunities for service to humanity.  From serving in times of disaster relief to participating in anti-human trafficking efforts to helping addicts see the way out of addiction, we want  The Salvation Army to become one of the most trusted avenues that young adults select for non-profit service and giving.
 
Getting Started
 
To start our work, the team at The Richards Group, an advertising and branding firm based in Dallas, conducted a series of focus groups around the country with college aged individuals and young professionals.  The focus groups revealed a lack of awareness of The Salvation Army, our mission and opportunities for engagement among the young adult population.  However, the focus groups also highlighted that young adults became increasingly more interested in The Salvation Army the more they learned about our breadth of service to America and efficiency as stewards of contributed funds.
 
Based on the research results and a desire to help develop approaches to working with young Americans that could be utilized throughout the Army, the Commissioners’ Conference approved the creation of a Youth Initiatives Task Force.  This Task Force, which includes NAB members, Army officers, staff and volunteers, is focused on identifying the best ideas for young adult engagement internally and externally to the Salvation Army.
 
Once the Task Force was created and populated, a survey was created to query Army officers, staff and volunteers to learn more about successes and challenges in the Army’s current young adult outreach.  More than 700 Army officers, staff and volunteers participated in the survey, which was distributed within the territories by the Army’s representatives on the Youth Task Force.   
 
Analysis of the results from this survey is currently underway, but we are both encouraged by the successes we’ve learned about and even more focused on leveraging the extraordinary scale of the organization to engage more young Americans.   In areas of success, the Task Force plans to codify the best practices exhibited and share these effective techniques throughout the Army.  In areas of challenge, we want to closely study why efforts have not succeeded to help enhance the potential for success in future initiatives.  After identifying the Army’s extraordinary youth outreach models, the Task Force may, based on input and guidance from the Commisioners’ Conference, propose conducting pilot programs in one or more test markets.  The goal is to identify and refine strategies that will be replicable within the broader Salvation Army community.   
 
In addition to learning from what the Army already does well internally, we also plan to study successful engagement approaches employed by other organizations that have high visibility among young adults (e.g., Habitat for Humanity, Susan G. Komen for the Cure).  
 
The Team
 
I’m particularly pleased to report that the Commissioners’ Conference approved the creation of a position to entirely focus on young adult outreach.  For doing this, I can’t thank the Commissioners’ Conference enough for their vision and commitment to helping move this initiative forward.  Captain Rob Reardon has been appointed to this newly-created role and recently started his work.   He will play a central role in coordinating with each of the territories and helping all of us plot the path forward. 
 
I also can’t talk about young adult initiatives without also mentioning the great vision and passion of my fellow NAB members, Sally Harris and Pastor Miles McPherson, who are actively involved in this project.  With an extraordinary blend of experience and creativity, both Sally and Pastor Miles are truly NAB members “for such a time as this”.
 
Finally (but definitely not least), we are so happy to have Mary Theroux, the Chairperson of the NAB Committee overseeing the young adult initiative, helping to guide us (and provide much -needed structure) along the way.
 
Final Thoughts
So, I’ll stop here in terms of the update for now.  I’ll use the MySABoard.org site as an avenue to keep this community updated on our progress.   As we move forward on this important initiative, we welcome your comments, advice and prayers.  We’ll need them all!  I’m truly honored to have the opportunity to work on such an exciting project! 
 
The best is yet to come,
Jason R. Howard
Proverbs 16:9

When I attended the NAOC in Pasadena to attend the banquet where Joan Kroc was honored for her first generous gift to The Salvation Army, I was awed by the dedicated Army officers and members of boards from around the country who were in attendance.   A first class program was presented to an audience of 2,000 people who were sitting at full attention.  

Mrs. Kroc expressed her belief in the works of the Army and told how she considered The Salvation Army was best qualified to manage the Ray & Joan Kroc Corps Community Center located in San Diego, the first of many centers to follow. 

The San Diego Community Center officially opened in 2002.  Fortunately, Mrs. Kroc lived to celebrate its opening prior to her untimely death of brain cancer in 2003.  The Salvation Army was beneficiary of $1.6 billion from her estate.  Additional Kroc Centers are being built around the United States as a result of her generosity.

I served as Chairman of the Advisory Board for the Sierra del Mar Division during the planning and building of the first Kroc Center and I was honored to have known Mrs. Kroc and her family and to be a part of her significant contribution to the history of The Salvation Army. It was a memorable moment for me to be in attendance at the NAOC and witness the glorious celebration of Joan’s gift. When speaking with Joan about an opportunity to publicly thank her, she replied, “The kids are my thanks.”  Such is the legend of this wonderfully kind and generous woman.

NAOC has been a big part of my Salvation Army life since I first joined the National Advisory Board. The first one I attended was in Minneapolis. The NAOC moment of that conference was the keynote speech of Paul Harvey. I had never heard a speech that adequately described the significance of The Salvation Army in the world.  Paul Harvey delivered an inspired speech, an historical moment of glory.

But that was not “my” NAOC moment.

Mine came at the next NAOC, in Pasadena, California, where I served as co chair. I need to give some background. At the time of NAOC Pasadena, I had served as a member of the Manhattan Advisory Board for a long time. As a member, then chairman, I had suffered every time I would talk about the Army and my listener would respond “I had no idea.” It made me crazy. It still does. This is the largest charity in America, God’s army in over a hundred countries around the world and most people are clueless beyond the bells, the trucks, the thrift stores.

I was on fire to do something, to tell the story. I read and read the history and wrote a script for a documentary film, “Salvation Army 101”. What I learned changed me forever.  When William Booth says “I wanted God Almighty to have all there was of William Booth”, I have been challenged ever since.

The world premiere of “Salvation Army 101” took place in the Pasadena Civic Auditorium. It was the opening plenary session. I was seated between my husband Fred, and my Mother, Ruth Altshuler who is one of only four life members of the National Advisory Board. The entire row behind us had the General and all the Commissioners. The lights went out. My image appeared on the screen.

I dedicated the film to the person who has inspired all the good that I try to do in my life, my Mother. That was part A of “my moment”. Part B, was when I saw the tears in the faces of some of the Commissioners and heard the words “You told our story, better than we do.”

With photos, footage and letters generously offered from everyone, everywhere, I assembled a collage of images, a patchwork of borrowed work set to my script. In some cases, I had half of what I needed. I had beautiful photographs of the Slum Sisters, but nothing of the slums where they worked. I had nothing of the San Francisco earthquake. For these, I went to the Photo Archives at the Library of Congress. I was fascinated at how many images are needed. The eye does its work quickly, it does not linger.

It is my great honor to serve as the Chairman of the National Advisory Board (NAB) of The Salvation Army in America.  A major focus of the NAB during my tenure has been on the development of a long-range strategic plan.  As I meet with the Army’s advisory boards and officer personnel in Divisions around the country, I am struck by how many of you are also undertaking or contemplating a similar exercise.  My theory is that the external environment has been changing so rapidly that we are all in a bit of “catch-up” mode.  

As we complete the NAB strategic planning process, we plan to share specific highlights with the broader Salvation Army community.  I am excited by many of the transformative plans that have being discussed and are being implemented.  I think you will be too.  Given that so many of you seem to be thinking about long-range strategy, I thought you might find a summary of our PROCESS and some related OBSERVATIONS helpful.

STRATEGIC PLANNING PROCESS

I assumed my role as NAB chair over three years ago.  I was, and still am, humbled by this sacred honor.   Commissioners Israel (“Izzy”) and Eva Gaither became our National Leaders at about the same time.  Those of you who know the Gaithers will understand that I have been extremely blessed to serve alongside them.  One of the first things I did as Chair was to meet with Izzy and Eva.  We discussed our mutual belief that it was appropriate to step-back and think strategically about The Salvation Army in America in light of the dynamic external environment.  The Gaithers were coming home after serving as the Second in Command worldwide for the Army. It was evident from our conversation that they were troubled by some of the societal changes they sensed upon their return.  They were also very clear that they saw a significant role for the NAB.   Within the Army, leaders rely on their boards to varying degrees.  I was encouraged that the Gaithers and the other members of the Commissioners Conference were actively desiring to deepen the NAB/Commissioners Conference Partnership.

We are very fortunate to have Mr. Bobby Lyle as an NAB member.  Bobby is a great friend of the Army nationally and in Dallas.  Despite enormous demands on his time, Bobby agreed to lead a strategic planning initiative.  He possesses a great combination of business expertise and training/leadership in strategic planning processes.  His appreciation for the need to balance the practical with the theoretical has greatly enhanced our efforts.  

Izzy, Bobby and I spent a lot of upfront time discussing the planning strategy to ensure alignment on the entire process.  We then met with the Commissioners Conference and ultimately the entire NAB.  Bobby explained his planning model and shared many lessons from past experiences.  ”Strategic planning is messy. . . “we will be remodeling our house while we are living in it” were but two of his many accurate predictions.  Despite his warnings, we were all convinced that the process could be transformative.  We were passionate in our desire to assist The Salvation Army in America in the brand promise of Doing the Most Good.  We locked arms and dove headfirst into the deep end.

We formed an ad-hoc strategic planning committee consisting of representatives of the Commissioners Conference and the NAB.  We made sure we had at least one representative from each one of our four standing committees of the NAB as well as two Territorial Commanders.  This ad-hoc committee would serve as facilitators.  We decided that it would be more effective if each Committee drafted their respective part of the strategic plan versus having one overall author developing the document.  This decision had clear pros and cons.  The major “pro” was that the standing Committees (which are made up of both Army personnel and NAB members) would have greater implementation ownership of the plan once it was finalized.  The principal “con” was that the document would be drafted by many different authors and would likely be fairly disjointed. We were also asking a lot of our volunteers to have to physically write the document.  If I had to do it over again, I might recommend a “hybrid” approach.

Our strategic planning horizon was to cover five years.  The planning model began with the Mission Statement of the International Salvation Army.   We then asked Commissioner Gaither to create a vision statement for The Salvation Army in the United States.  Izzy expended a great deal of thought preparing the first draft of this document.  It was to represent his and Eva’s hope for the Army in America.  He organized his thoughts around several key “pillars”.  This draft was then revised by Izzy following a review with the NAB. The final document was then approved by the Commissioners Conference.    After the Vision Statement, we progressed through Goals to Objectives to Strategies.   This progression from the big picture down to the detail was logical and generally worked well.  As we got into the more granular, implementation-oriented “strategies,” each committee was asked to quantify key projections such as expected revenues and expenses related to the action under consideration and the implementation resources required.

At our most recent NAB meeting in Minneapolis, we celebrated the completion of the first version of our long-range strategic plan.  We are still fine-tuning and probably always will be.  However, it is exciting to see the implementation phase of the process starting to take hold.  This whole process took almost a year longer than I had expected.  It was indeed messy.  While much of our work still lies ahead, I am convinced that the impact of this major undertaking will be quite significant.  I predict a lot of lives will be changed as a result.

MY OBSERVATIONS

1. It is critical for any Salvation Army entity that desires to undertake a strategic plan to have strong alignment with their respective counter-part within the Army.  Change is hard.  This is particularly true at any organization as established and successful as The Salvation Army.  I would never recommend undertaking a strategic planning process if Army leadership is not equally committed and driving it.

2. We are advisory, not supervisory, boards.  We must approach a strategic planning exercise with a servant’s heart.  It is a lot harder to implement a plan than to create it.  At times, I have had to simply respect the judgment of the people who are ultimately accountable.  

3. Discuss everything upfront.  Agree on the “vision” for your respective Territory, Division or Field Unit.  Agree on what you are trying to accomplish together.  Agree on the process.  It is probably cliché, but time spent upfront will pay major dividends down the road.

4.  Managing change is generally harder within non-profits.  Manage your (and your fellow board members) expectations accordingly.  

5.  Is there someone within your board or staff that is truly qualified to lead your effort?  Don’t settle!  The process is too important and intensive to launch without the key pieces in place.  Consider getting outside help to facilitate your process if need be.  However don’t just turn the keys over to an outside expert.  Who is going to actually write everything down and control the pen?  It is a lot of work!  

6.  The simple process of strategic planning will pay huge dividends.  It will allow you a safe framework to have the needed discussions about the future.  

7.  Prayer is vital.  I am convinced that God has anointed The Salvation Army due to our passion to serve the marginalized and to proclaim his Gospel.   At certain junctures in our process, I feared that frustrations and obstacles might derail our whole process and be a major setback to our organization for years to come.  At key times, I definitely felt God’s direct hand over the process.  Be faithful.  He will provide!  

 Thank you for your service to The Salvation Army,

Rob