Every organization needs an operating model to help it function properly. It is how an organization is structured to deliver on its operations. The operating model for The Salvation Army identifies how we are organized to deliver and support mission.

We have heard from many in our Army that our structures and processes often get in the way of delivering mission. Our review of these structures and processes will recommend the most effective way to arrange roles and accountabilities to support and deliver frontline mission in what is becoming an increasingly complex environment.

The work that the territory is doing to develop a new operating model is two-fold. A high-level operating model is just that — high-level. It is the overall framework that outlines the principles and foundation for the new operating model. While the high-level model looks at the key elements that are critical to deliver and support mission most effectively, the detailed design narrows in on functions and roles. The detailed design specifically looks at how those roles and functions are organized to ensure we are effective and optimally efficient.

Working groups focused on mission support and mission delivery are chaired by the Secretaries for Business Administration and Mission respectively, and comprised of territorial and divisional representatives who are conducting these two reviews. Both working groups are being supported by an external partner Nous Group (who facilitated the review of our high-level operating model) and the Mobilize 2.0 program team.

All support services will be considered in the detail design phase. While a centrally coordinated model is the desired state, the final and best model may still have some decentralized services. Centrally coordinated services will still have roles spread across the territory to be close to the geography they serve.

It is inevitable that some changes in roles will need to occur under the new operating model. As the detail design work progresses, the nature of these changes will become clear. Any and all changes that result from this work will adhere to fair process and, once known, managers will be communicating with their people about any changes.

As this phase unfolds and the detail design takes shape, updates will be provided to you by your manager. We will also continue to communicate Mobilize 2.0 updates through The Rally Call newsletter and through Mobilize 2.0 town halls or community rallies.

Please contact your manager with inquiries about Mobilize 2.0. You can also talk to your change manager, keep up to date through the Mobilize 2.0 website or send an email to the Mobilize 2.0 program inbox at mobilize@salvationarmy.ca.

When looking back at the original recommendations from the complexity study and economic model review (2019-2020), the ask from our Army is clear: We need to lift burden and reduce complexity on the front line of ministry. Putting the proper supports in place, carving a focused path to our vision, and cleaning up our reporting structures are necessary to accomplish this. We want our people to spend less time concerned with administrative distractions so that they can focus on delivering mission in their communities. This is the ultimate goal of Mobilize 2.0: inspire for mission, position for growth. Organizing ourselves better means that the communities we serve will flourish as a result of people working well together behind the scenes.

Choosing a different direction for our Army would inevitably require steering away from the current path, so yes, it is possible that these changes will result in roles impacted. At this point, given where we are in the review stage, we don't have answers about what that might look like. Any potential changes to roles will not be actioned until recommendations from the working groups have been approved, nor until careful, detailed implementation planning of those recommendations is complete.