1.1 Our Christian faith pathways result in robust and authentic discipleship

• A discipleship framework pilot is being conducted across the territory with diverse groups. When launched, this will provide a roadmap to grow our church (Corps) membership and influence in communities.
  
  
• A common language (Christ-centered, Others-focused) and approach has been formalized and is being embedded in the resources we create for our websites and through our communications.

1.2 Our ministry units are places of holiness and spiritual vibrancy

• The Corps Mission Department website was updated on Salvationist.ca to serve as the central place where all mission partners can easily access a breadth of useful resources to grow their expertise and ministries.
  
  
• A reimagined approach to local leadership advisory councils (Pastoral Care Councils) was developed in our corps context. The new administrative tool on the Corps Mission website will help corps leverage the value of these councils.

• We are equipping our officers (clergy) with training and support through the Learning Pathways program that was leveraged from International Headquarters to deepen our outreach, ministry and service within our communities.

2.1 Driven by Christian love and principles, we are a welcoming movement for all

• Work on officer gender equity is well underway to use the competencies of our officers in the most effective way.
  
  
• We have taken action to build a new centre of expertise focused on better enabling us to attract and retain workforce talent. 

2.2 Our HR systems equip people to best deliver and support mission

• This year has realized a large investment in our people systems, support channels and the expertise we bring to better serve our talent.  A new Human Relations model to service our people has been designed. It is intended to be simple for our frontline staff to access through a central team either by phone or email for enhanced and accessible support. 

2.3 Our culture encourages innovation that enables a strong, sustainable, growing movement

• A framework, entitled LEADS, was built to shape and define what leadership looks like across the territory. It is well established in our performance management and capability development practices. Many cohorts have completed the diverse leadership training programs which have been continuously expanded to meet the many needs of our teams. In addition, partnerships have been developed with universities and Harvard Mentor Management to grow the breadth of the programs and the content as we equip leaders with skills, behaviours, abilities and knowledge to lead in the transformation of our ministries and communities.
  
  
• The Candidates Department (officer/clergy recruitment) is committed to helping individuals realize their potential and call to full-time ministry as Salvation Army officers. The department has developed a new strategy which is coming to life across the territory through the divisional team members. An active calendar of events will continue to bring people together to explore their calling.

3.1 Internal processes support mission

• A centralized and formalized communications function was created to simplify, streamline and improve communication flow across the territory amongst mission support and delivery teams.
  
  
• Centralization of operational support teams has sparked collaboration across departments creating increased efficiency.
  
  
• Ways to improve collaboration across the frontline delivery teams such as regional integration forums and communities of practices have been introduced successfully across the territory. This builds horizontal connections and improves awareness, cross-collaboration and information flow. Our communities at the centre of our mission as we deliver our services together.

3.2 Strategic partnerships serve mission

• We have executed on a strategy of best practices in supported engagement that has been validated through the donor target achievements.
  
  
• We have created a simplified way to manage contributions by leveraging dashboards.
  
  
• We have enhanced government engagement and built strategic partnerships, which will also increase donation income.
  
  
• A national Public Affairs strategy was developed, and a national team was established, bringing increased capabilities.
  
  
• The team established enhanced government relationship approaches aligned with The Salvation Army (TSA) priorities to bring TSA to the government tables based on strengthened relationships and increased awareness of our capabilities. The impact has been seen already with all levels of government.

3.3 We pursue knowledge and understanding of spiritual and social issues to develop solutions, ideas and thought leadership

• An enhanced public research capability was built through the creation of a team of experienced analysts and researchers.
  
  
• This team informs and strengthens our public policy position on social issues.
  
  
• We collaborate with key external partners on key social issues such as food insecurity, poverty, and lack of housing support.
  
  
• We are seen as thought leaders and can respond quickly to public policy and influence government bodies to shape policy.

4.1 Our personal and corporate lives of faith are transforming influences in our communities

• A tool is being piloted to assist our corps ministry units in understanding and navigating local needs. Training on assessment and engagement was launched to equip our ministry units with the skills to be a transformational influence in our communities.  

4.2 The focusing of ministry efforts places us where we are most needed and can be most effective

• A performance framework to measure the key impacts our services are delivering, has been established and will be leveraged by the mission department at a strategic level to ensure we are optimizing the efficiency and effectiveness of our services.
  
  
• The social services programs we provide across the territory were assessed to understand our social footprint and define which social programs are considered priority and which are considered supporting services. This will help guide future strategic decisions about the services we provide and where we build partnerships.
  
  
• Work has begun to review our corps structure with a view to ensure we are set up in a way to influence our communities. This work will continue through 2025.

4.3 Our mission delivery and support models strengthen our ministry expressions’ ability to focus on effective, holistic mission impact

• All operational support functions were centralized into Territorial Headquarters (THQ) while maintaining a geographically serving delivery model to enable enhanced mission effectiveness. (i.e., Property, Finance, Translation, IT, Human Relations, Public Affairs, Public Relations, Development.)
  
  
• The social mission ministry units are midway through the process of centralizing to be divisionally serving and territorially led. In parallel, the social mission team is enhancing the way they provide expertise and support across the territory to these social mission ministry units.
  
  
• The information technology roadmap is well underway with an implementation of a Human Capital management system in the Spring 2025. Infrastructure, operational improvements and data management work is in progress and will build a strong and secure foundation for our data and systems. There are several pilots being conducted to bring more functionality such as streamlined volunteer management to our frontline teams. These will be followed by territory wide implementations in late 2025 and 2026. The modernization of the technology platforms and enhanced capabilities will improve data transparencies for decision making, bring operational efficiencies and streamlined client service, improve security and deliver an integrated technology landscape.
  
  
• The property department has enhanced their processes, built a regionally serving structure to better support ministry units and increased expertise to serve the territory. There are multiple strategies to manage our property investment and leverage partnerships such as Canadian Mortgage and Housing Corporation (CMHC) to the best extent.