Frequently Asked Questions.

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What is Mobilize 2.0?

Mobilize 2.0 is a transformation program, led by the Territorial Commander, that includes the creation of a vision for The Salvation Army Canada and Bermuda Territory so that we know where we are heading, and the development of a strategic plan that will help our movement get there.

The execution of the strategic plan is being led by the Chief Secretary’s office. (To find out more about the Territorial Strategy, please click here.)

What will this program accomplish?

This program has been established to ensure that the Canada and Bermuda territory is equipped with:

  1. A vision aligned strategy—the development and implementation of strategic pillars and initiatives aligned with the new territorial vision statement;
  2. A holistic mission delivery model—ensuring a consistent and shared commitment to understanding where and how we deliver mission; and
  3. Mission fit processes—ensuring processes and systems enable effective support of our mission delivery

Why do we need a vision statement, how was it created and what will it do?

The Salvation Army in Canada and Bermuda has a strong mission statement that identifies who we are and values that reflect what we look like. A vision statement provides us with the direction for where we are going, and the strategic plan will help us determine how we get there.

The vision statement is a culmination of extensive consultation throughout the territory that took place from the late 2019 to the summer of 2020. From surveys to focus groups to executive leadership discussions, over 3,000 people have spoken into the development of our new vision statement. For more detail, check out the November 2020 issue of Salvationist.

The vision statement you see today echoes the collective hopes and dreams for our movement, developed by our diverse Army of officers, employees, soldiers, volunteers, and partners:

We are an innovative partner, mobilized to share hope wherever there is hardship, building communities that are just and know the love of Jesus.

Our new vision statement will help us be better aligned and more focused in our pursuits. It is anticipated that Mobilize 2.0 will help remove barriers to effectively delivering the mission.

How does Mobilize 2.0 embrace the diversity of the territory?

In the gathering of voices through surveys, representation on working groups and participation in focus groups (noted above), there has been an intentional effort to embrace the diversity of the territory. Most significant is the degree of local and divisional autonomy to prayerfully discern what the expression of our territorial mission and vision will look like across our territory. The three-part series—Learning the Vision, Living the Vision and Leading the Vision—provides opportunity to express the diversity of the territory.

Can you elaborate on "mission-fit processess?

We want to reduce the duplication of processes and make service as simple as possible for the front line, e.g., one point of contact, one report needed. We need to make sure that we are talking to each other, so we eliminate the duplication of contacts taking place when responding to front-line needs. In short, we are committed to easier processes for the front line.

What is the difference between “mission delivery” and “mission support”? 

Mission delivery refers to our direct, front-line delivery of mission. Mission support refers to the business mission partners behind the scenes who support front-line ministry, e.g., human relations, information technology, public relations, finance, property and development/fundraising.

Why Mobilize 2.0 now during/recovering from a pandemic?

The approach that we have taken which includes building on the good work of the past and spending time united in prayer and shared Scripture as well as hearing the voices from across the territory gives confidence that we are taking the steps together that we believe God is leading us to take with him.   There is a great deal of local autonomy to consider what it means to be The Salvation Army in our local community living out a united territorial mission and achieving together a territorial vision.  The timing and the approach have taken into consideration the realities of the COVID pandemic.  When many felt it would be impossible to plan with so many uncertainties, Mobilize 2.0 provided a preparation period for all of us to be ready to plan as we begin to see the opportunities and the needs post-COVID.

How are corps or ministry units encouraged to work toward Mobilize 2.0? 

There are three steps for every local ministry unit to take together with their leadership team, or as a wider group of the corps or centre:

  1. Learning the Vision
  2. Living the Vision
  3. Leading the Vision

More information is available at

What does Mobilize 2.0 mean for my corps and community work, which has been in existence for years

Mobilize 2.0 is an opportunity, in local settings, to celebrate what has been accomplished and to step back, take stock, re-examine what we are doing, and ask, “What is effective?” and “What do we re-do?” It positions us for a deep dive into the question, “Where we go from here?” It’s an opportunity to look at the partnerships we have and can have in our communities, as well as internal partnerships with nearby corps/units. This can be accomplished through the Learning the Vision, Living the Vision and Leading the Vision workshops.

How is “Living the Vision” different than the annual corps review?

The annual corps review will continue to be a process to review/examine our ministry and effectiveness as individual corps. There will be reference in the review to the engagement with Mobilize 2.0 and the outcomes. The corps review will include Mobilize 2.0 questions that align with Living the Vision. Mobilize 2.0 provides a framework for the development of the Local Action Plan through the Leading the Vision workshop.

Where does Mobilize 2.0 go from here? What are the next steps? 

Mobilize 2.0 serves as a catalyst to move us into a new way of working. By June 2023, we will no longer be referring to Mobilize 2.0, but will continue to work through our strategy and the ongoing developments designed, approved and initiated by the Mobilize 2.0 program. The next steps will be determined by Local and Divisional Action Plans that align with the Territorial Strategic Plan.

Where should I go for more information, questions or help?

We have set up a monitored e-mail,, where you can ask questions, you can also anticipate regular updates from your territorial leaders, as well as subscribing to the Rally Call newsletter for bi-monthly updates on how Mobilize 2.0 is progressing. 

Organizing ourselves to best support and deliver mission

What is an operating model?

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.

Why did we reviewing our operating model?

We 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 recommended the most effective way to arrange roles and accountabilities to support and deliver frontline mission in what is becoming an increasingly complex environment.

How does any of this change how mission is delivered on the front line?

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 organize ourselves so that complex matters are handled by those trained to manage them and lift the burden from 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.

Will this change the hierarchical process for corps officers to get permission to make changes within their corps?

We have raised the levels of delegated authority at both the local ministry level and divisional headquarters to be more efficient in moving ministry forward while maintaining appropriate supports and systems to ensure the safe and effective delivery of a sustainable ministry. The development of the Local Action Plans, as an outcome of the Leading the Vision workshop will clarify what approvals are needed to implement the plan.

Who can I talk with to learn more about these intiatives? 

Please contact your manager with inquiries about Mobilize 2.0 and keep up to date through the Mobilize 2.0 website or send an email to the Mobilize 2.0 program inbox at

Divisional Boundaries Review

Who conducted the divisional boundaries review?

A working group chaired by the Chief Secretary and comprised of territorial and divisional representatives conducted the review, supported by our external partner Nous Group and the Mobilize 2.0 program team.

How was the divisional boundaries review being conducted?

The review was based on a set of criteria developed by the working group. The considerations of the working group were tested with representative focus groups including frontline ministry leaders from across the territory, whose input helping to ensure that planning for the future included their insight and understanding of the unique needs of their communities.

Is the territory considering merging divisions like they did in Ontario?

Yes, this review looked at how our territory is best organized divisionally to support mission delivery under our new operating model. The main task of the working group was to test the possibility of other mergers.

When will we know more about the divisional boundaries review?

The timing of any changes that may be made has not been determined.

As with any review it is not guaranteed that recommendations will go forward; however, recommendations made by the working group are being considered by the Territorial Management Board. The decision was made to hold off on moving forward with the recommendation, for the time being.

You will hear more about this through the appropriate channels when the project resumes.

Social Footprint Review

Why did we decide to review our social footprint?

Over time, the breadth of services that we offer has evolved and broadened. This intentional review of our social footprint by territorial and divisional representatives was to help us better understand whether we should focus on some services more than others. Our current territorial footprint might not be addressing the most significant or growing needs of the communities we serve.

Who conducted the social footprint review?

A working group chaired by the Social Mission Secretary and comprised of territorial and divisional representatives conducted the review. They were supported by our external partner Nous Group and the Mobilize 2.0 program team.

How was the social footprint review being conducted?

The review was based on a set of criteria developed by the working group. This criteria considered where there is social need and how well services align with our territorial mission, vision, values and strategy. The considerations of the working group were then tested with representative focus groups including frontline ministry leaders from across the territory.

When will we know more about the social footprint review?

Recommendations made by the working group were approved by the Territorial Management Board in May 2022, and are now developing a detailed design with a plan to pilot in 2023.