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Charting Our Path in Faith

The Salvation Army Greenville Area command

Strategic Plan 2017-2022

Table of Contents

Welcome Letter..................................................................3

A Brief History...................................................................4

Mission Statement(s).........................................................5

Vision Statement(s)............................................................6

Values Word Collage.........................................................7

Strategic Plan.................................................................8-17 Priorities, Goals, Objectives

Financial Forecast........................................................18-19

Organizational Chart........................................................20

Strategic Planning Committee(s)....................................21

With 113 years of service in the Greenville area we face two major issues. First, how best do we serve people through our aging Rutherford Street location and second, now that our wonderful Kroc Center is fully up and running with strong staff, how best do we program and market it to achieve our significant Kroc Center goals?

Bridging these issues with our strategic plan Charting Our Path in Faith has been a much needed and healthy exercise involving all of our team (Officers, Board, Councils, Staff, Volunteers and Clients). We have attempted to draw heavily from lessons we have learned and to take all issues and distill to eight Areas of Focus.

With the path now charted within, you will see we have a clean and well-lit plan to guide our services from 2017 through 2022. This is a bold and challenging plan for all, as the Greenville Area Command is making commitments to operating differently than in the past, by being more thoughtful about our scope of work, more professional, more open and engaging.

At every step along the way we have asked for God’s grace and wisdom, and we have listened and discussed accordingly. It is always amazing to see what can be accomplished in His name.

Charting Our Path in Faith is a living and flexible plan as the Area Command remains open to opportunities along the path. Thank you for your prayers and engagement as we commence; it will require each of us giving our best to achieve these benchmarks within. Without question by achieving these goals, Greater Greenville will be a healthier and better place for us to live together. Blessings,

Ginny Beach, Advisory Board Chair

Major Pete D. Costas, Jr., Area Commander

Charting Our Path in Faith

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The Salvation Army Greenville Area Command

serving greenville, pickens and oconee counties since 1904

A brief history

Local Lives Touched in 2016...

36,000+total people served

4,425 Volunteersprovided over 13,738 hours of service

219,498MEALS SERVED

Locally, 86 cents of every dollar received is invested back into the community.

The Salvation Army has been Greater Greenville's largest provider of social ministries since 1904.

1904 - 1907The Salvation Army

Officers’ living quarters and

headquarters of operation were located

on Manly Street. The first location of the tent used for services

in 1904 was located on Brown and

East Washington Street.

1908 - 1917The first building used

by The Salvation Army in Greenville was a meeting hall above a livery stable on South Laurens Street.

617 Rutherford Street was the original Women’s

Social Service location. It was called the

Women’s and Children’s Rescue Home.

417 Rutherford Street served as the Bruner

Home for orphan children from

1906 to 1949. The Salvation Army

operated the home from 1917 to 1949. TSA took ownership of the

property in 1927.

PRESENTThe Salvation Army

Greenville Area Command operates

social ministries sites across its tri-county

service area, manages 6 family stores and operates the Kroc

Center and Boys and Girls Club.

1938Greenville County’s

Salvation Army Boys and Girls Club begins as the Red Shield Boys Club.

2014The Salvation Army

Greenville Area Command doubles its operating budget

and officially assumes management of the

service sites in Pickens and Oconee County.

2011The Salvation Army

finishes the Kroc Capital Campaign and officially opens the Ray

and Joan Kroc Corps Community Center on 424

Westfield Street in Greenville to the public.

1917-1949

3,449kroc center members

486children servedthrough theboys & girls club

6salvation armyfamily stores

3,686people givenhousing, food,or energybill assistance

72men graduatedfrom the sixmonth addictionrecovery program

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The Salvation Army, an international movement, is an evangelical part of the universal Christian

Church. Its message is based on the Bible. Its ministry is motivated by the love of God.

Its mission is to preach the Gospel of Jesus Christ and to meet human need in His name

without discrimination.

The Ray & Joan Kroc Corps Community Center’s mission is to promote positive, life-changing experiences based upon Biblical values for

children and adults while strengthening families, and enriching lives of seniors through

outstanding facilities, programs and services.

The mission of The Salvation Army Boys & Girls Club is to enable all young people, especially those

who need us most, to reach their full potential as productive, caring and

responsible citizens.

Our Mission Statements

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Our Vision Statements

The 2027 Vision of the Area Command of Greenville, South Carolina is to provide effective programs to communities we serve, empowering all individuals to transform their lives through

faith in Christ.

Rutherford Street CampusIt is the vision of The Salvation Army Social Ministries Department to be a leading partner in

ensuring that no person(s) in greater Greenville is homeless, hungry or in need. These services will be provided via facilities that are efficient, safe and welcoming to all who enter.

Advisory Board GovernanceIt is the vision of The Salvation Army Advisory Board to strengthen and grow the name and regard for The

Salvation Army within the greater Greenville area through prominent and devoted board membership, active committees and board-directed, staff-coordinated events.

Family StoresThe Salvation Army Family Stores in the Greenville Area Command will generate funds to help The Salvation

Army achieve its mission and influence positively the communities in which it operates.

Boys and Girls ClubThe Salvation Army Boys and Girls Club, with a robust Advisory Council and

operational budget, will provide excellent curriculum and programming to youth who are most at-risk in Greenville County and operate its programming from a number of Boys and Girls Club sites

throughout the County.

Community Relations and DevelopmentWorking with the various departments and services within The Salvation Army Greenville Area Command,

the Community Relations and Development Department will make The Salvation Army one of the area’s leading human service agencies for community engagement and donor support.

Ray and Joan Kroc Corps Community CenterIt is the vision of the Ray and Joan Kroc Corps Community Center to be the premiere

community center in Greenville County, where all feel welcome, encouraged and supported to reach their full potential through effective and relevant programming and missional outreach.

Pickens CountyThe Salvation Army of Pickens County, working with a vibrant Advisory Council, will stabilize, transition and support neighbors living within the margins of poverty and provide emergency

disaster services, as needed, within the County.

Oconee CountyThe Salvation Army of Oconee County, working with an acclaimed Advisory Council, will increase its services and visibility so that it is one of the most recognized and valued human service agencies operating within the

community.

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trauma informed

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christ centered

excellence

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crisisrecognize the moment

being good at what we do

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educate and lead

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love to the leastsupport

Strategic Priority 1 - Rutherford Street CampusWith the focus over the last 10 years on establishing the Kroc Center, attention to the Rutherford campus took a back seat. Now with the Kroc established, the Area Command is preparing to address social ministries programming and the historic and aging facilities.

Goal 1 – The Salvation Army Greenville Area Command will develop effective staffing models for CSRC, Emergency Shelters and all Social Ministries Positions.

Strategic Objectives Lead Year Target to Achieve1. Develop standardizations for all services: intake process, room assignments, bed assignments, HMIS tracking

Lts. Keaton, Lauren Stephens. FY18 Establish Output and Outcome goals for all campus programs.

2. Re-implement ‘Step In, Step Out’ guidelines for the men’s residential rehab program (CSRC) and use it contiguous with residential written standards

Lts. Keaton, Lauren Stephens. FY18 Implemented by October 1.

3. Restructure staffing and develop official staff models for full time and part time employees.

Lts. Keaton, Lauren Stephens, Shannon Elrod.

FY18 Proposed plan by October 1.

4. Budget all positions with fair, competitive wages. Lts. Keaton, Lauren Stephens, Shannon Elrod.

FY18 Proposed Budget by October 1.

5. Develop work therapy program with benchmarks for CSRC beneficiaries.

Lts. Keaton, Lauren Stephens, Mike Brogden, Andy Zima.

FY19 To be added to Output and Outcome goals.

Goal 2 – The Salvation Army Greenville Area Command will address overall safety, security and accountability of residential services.

Strategic Objectives Lead Year Target to Achieve1. Ensure that all individuals in contact with minors have Safe from Harm training and a background check performed.

Lt. Amanda Keaton, Lauren Stephens, Shannon Elrod

FY18 Implement by May 30.

2. Restructure and increase monitor staff for Rutherford Street campus

Lts. Keaton, Lauren Stephens, and Shannon Elrod.

FY18 Second Shift Monitors (2)

3. Install alarms and video cameras Andy Zima FY18 Proposed Schematic by August 30.4. Increase use of Breathalyzer tests Lts. Keaton, Lauren Stephens. FY18 Implement by May 30.5. Install metal doors with alarms at shelter entries. Andy Zima FY18 Implement by July 31.6. Develop and Coordinate Campus Redevelopment Plan. Rachel Wilkes, Shannon Elrod,

Major Costas, Lauren StephensFY18 Schedule first Coordinating

Meeting by November 20177. Create “check points” for all access points onto Campus. Architectural Design, Lauren

StephensFY19 Implement by March 30

8. Schedule risk management inspections Lts. Keaton, Lauren Stephens, Andy Zima

FY19 Schedule by March 30

Goal 3 – The Salvation Army Greenville Area Command will accommodate space for growth in the Rutherford Street Corps programs.

Strategic Objectives Lead Year Target to Achieve1. Invite Advisory Board, Women’s Auxiliary, and Echelon members to help fill vacancies in volunteer leadership posi-tions.

Lts. Keaton, CRD Dept. FY18 Develop needed positions and job descriptions by July 2017

2. Expand seating capacity of Campus Chapel Architectural Design. FY20 Include in Campus Redevelopment Plan.

Goal 4 – The Salvation Army Greenville Area Command will develop an operational plan for Emergency Disaster Services.Strategic Objectives Lead Year Target to Achieve

1. Recruit Director or appoint responsibility specifically to an existing Staff Member.

Shannon Elrod FY18 Propose Job description and budget impact by July 2017

2. Schedule periodic volunteer training sessions for EDS. Becky Clement FY19 Obtain DHQ training Schedule and notify volunteers, by October 2017

3. Nurture relationships with County Emergency Management Directors and other Emergency Disaster Agencies

EDS Coordinator FY19 To be scheduled by EDS Coordinatorgo

4. Participate in local EMS plans, drills and responses. EDS Coordinator FY19 To be scheduled by EDS Coordinator

5. Participate in Salvation Army Divisional and Territorial Training conferences.

EDS Coordinator FY19 To be scheduled by EDSCoordinator

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Strategic Priority 2 – Advisory Board GovernanceThe Advisory Board is ready to take the next step in its role in governance. With a professional and supportive staff, the Advisory

Board is aiming to strengthen its membership and activate its committees. Then, with the Board providing strong leadership and the Committees working closely with Staff, the Area Command will be aligned to maximize talents and capabilities and achieve at the

highest level.

Goal 1 – The Salvation Army Greenville Area Command will increase Advisory Board strength and commitment. Strategic Objectives Lead Year Target to Achieve

1. Complete thorough board assessments to identify gaps and fields not represented

Ben Crider, Board Chair and Major Costas

Immediate and Ongoing

1. Reaching in to Greenville in a deeper, more intentional manner will garner more community support. 2. Recruit board members in the areas of Marketing/PR, who are involved in local churches and/or community volunteers for professional organizations.

2. Advisory Board member to serve as liaison to Pickens and Oconee Councils

Board Chair to select and ask candidate(s)


Will keep the Advisory Board aware of any concerns or successes these councils are experiencing and will show solidarity throughout the Command.

3. “Bless and Release” non-active board members Advisory Board and leadership staff

September 2017

Frees up 3 board vacancies

4. Re-establish committees, train committee chairs and enforce committee membership and regularity of meeting schedule

Board Chair, Area Commander and Committee Chair

September 2017

1. Regular committee meetings established will result in more awareness of certain areas of the Command.2. Active committees will report at Advisory Board meetings.

5. Create new board member packet Director of Operations with approval of Board Chair and Area Commander

September 2017

Materials included will be: Board Roster, Mission Statement, Strategic Plan, Board meeting calendar, job description and glossary of TSA terminology and acronyms.

6. Create formal board orientation and onboarding process Board Chair and Nominating Committee Chair

September 2017

1. New Advisory Board mem-bers will be inducted at the first board meeting they attend.2. A formal Board Orientation will be offered each September, annually. Orientation will be mandatory for all new members and open to any existing mem-bers wanting a refresher course.

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Strategic Priority 3 - Family StoresThe Area Command is making a commitment to systematically revamp its Family Stores by hiring and training more effectively,

managing the Stores smarter, renovating, upgrading and marketing. A positive difference is already being recognized.

Goal 1 – The Salvation Army Greenville Area Command Family Store will maximize net earnings to provide funds for programs.Strategic Objectives Lead Year Target to Achieve

1. Increase Overall Customer Experience Family Store Director and Staff Immediate and Ongoing

1. Customers will be greeted by welcoming and professional staff as well as a clean and inviting store display 2. Rack cards on H racks in every store

2. Increase Quality and Quantity of Donations Family Store Director and Staff FY19 1. Stores that maintain good product and produce revenue2. Product agreements with local retail companies3. Increased drop-box locations; begin with Kroc Tennis Center

3. New Display of Product Family Store Managers and Staff FY19 Clothing will be sorted by size as well as color

Goal 2 – The Salvation Army Greenville Area Command Family Stores will develop a strong marketing plan.Strategic Objectives Lead Year Target to Achieve

1. Ensure that all Family Store locations have a strong online presence

Family Store Director and CRD Staff

FY18 All store locations will be easily accessible to the public for drop-offs, pick-ups and in-store shopping

2. Develop Integrated Communications and Development Calendar

Family Store Director and CRD Staff

FY20 A functional, comprehensive calendar will give the Family Store department a macro perspective and plan for marketing the store for both purchase and donation of product and how the service supports the overall mission

3. Create Family Store internship program Family Store Director and CRD Staff

FY21 Utilize interns for communications, marketing and social media

Goal 3 – The Salvation Army Greenville Area Command Family Stores will develop a strong training and professional development process for staff and beneficiaries.

Strategic Objectives Lead Year Target to Achieve1. Standardized training program for new employees

Area Commander and Family Store Director

FY18 1. Written training manual for new employees 2. Trainings to be conducted on a regular basis 3. Intercompany competitions and celebrations when goals are set and attained (study bonus plan in Hickory, NC)

2. Develop training program for beneficiaries in the CSRC program.

Area Commander, Corps Officer, Family Store Director and Social Ministries Director

FY19 Written training manual for CSRC program participants with benchmarks and goals clearly defined

3. Increase Driver Staffing Area Commander and Family Store Director

FY20 Increase weekly pickups and warehouse deliveries to various store locations

4. Implement “Undercover Shopper” Program Area Commander, Family Store Director and Executive Advisory Committee

FY20 Improve customer service at each store site

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Strategic Priority 4 - The Salvation Army Boys and Girls ClubThe Salvation Army Boys and Girls Club has so much untapped potential to serve and yet the challenge is to grow smartly and not

outstrip its ability to build partnerships and to properly fund and market.

Goal 1 – The Salvation Army Boys and Girls Club will increase programs and services to youth who need us most.Strategic Objectives Lead Year Target to Achieve

1. Partner with Title I Schools (14 elementary schools at 8,000 students and 3 middle schools at 2,000 students) to provide Smart Centers.

Program Committee FY18 4 Smart Centers per year over the next four years.

2. Partner with Junior Toast Master or similar groups to provide public speaking workshops

Program CommitteeLinda Kelly - lead

FY18 Jr. Interns summer 2019Toast Masters fall 2019

3. Develop services for teens (internships, junior staff) Program CommitteeLogan Cunningham

FY18 Summer Interns 2019Fall Teen Programs 2019

Goal 2 – The Salvation Army Boys and Girls Club will increase donor support and develop an annual fundraising plan.Strategic Objectives Lead Year Target to Achieve

1. Improve Board/Council commitment for responsibility and for giving

Club Director &Council Chair

FY18 100% participation each year.

2. Develop more sponsors at special events and at an annual meeting

Special Events Committee FY18 Double the sponsors for 2018 Super Hero 5K Race

3. Examine “Child Scholarships” (school year scholarship and summer scholarships)

Logan Cunningham & Chief Accountant

FY18 Develop an appropriate budget line item amount.

4. Work with United Way to make presentations to UW Pace Setters

Club Director & Council Chair FY18 Create “speakers bureau” from Council to serve for this year’s campaign.

5. Improve Communications “Telling Our Story” Council CRD Com. & CRD Dept. FY18 Prepare print and social media tools for Council.

6. Develop fundraising plans 2 years in advance Council & CRD Dept. FY18 Create CRD Calendar and chart of work

7. Partner w local high school “Spirit Funds” Council CRD Com. FY18 One school per year.8. Update SA B&GC promotional video Chelsia Spivey FY19 Create new promo video9. Create an Alumni Association Club Director FY19 Hold organization mtg. Winter of

2019

Goal 3 – The Salvation Army Boys and Girls Club will develop a stronger Advisory Council.Strategic Objectives Lead Year Target to Achieve

1. Create & Engage Board Development Committee (Council Evaluations, increase membership with strategy, fill all vacancies, Hold Council Orientation, “bless and release” non-active members)

Council Chair &Club Director


Appoint Committee —2017First Orientation – May 2017Fill Roster by 9-30-17

2. All Council Members “Safe From Harm Trained.” Club Director FY18 First Training by May 303. All Council Committees functioning Council Chair & Club

DirectorFY18 Appoint all Committees &

Committee Chairs by Oct 2018

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Strategic Priority 5 - Community Relations and DevelopmentThe challenge to move into a capital campaign must be balanced with recognition that establishing a much improved annual giving

program and strengthening relationships with donors and the Greenville community must take precedence.

Goal 1 - The Salvation Army Greenville Area Command will increase presence and awareness of mission and services.Strategic Objectives Lead Year Target to Achieve

1. Initiate Area Command Staff Meetings Area Commander Immediate and Ongoing

Monthly staff meetings to encourage awareness and discussions, internally

2. Partner with local churches to encourage localized giving and service projects

CRD and select Advisory Board and Auxiliary Group members

FY18 Increased volunteerism and donated items for Family Store resale

3. Increase opportunities for volunteers CRD and Area Command Department Heads

FY18 Establish and update an ongoing list of needs with associated costs, if applicable

4. Continue to localize TSA website CRD – Special Events and Marketing Coordinator

FY18 Continue adding a “local” footprint to the salvationarmygreenville.org website; Add staff in a “Behind the Shield” tab

5. Create a “storybook” CRD and Social Ministries Department

FY19 An anthology of “success stories” within the Social Ministries Department in both written and digital format

6. Create Speakers Bureau CRD FY19 Increased network of TSA advocates and speaking engagements/presentations

7. Create marketing budget that supports current integrated communications and marketing calendar (to include Kroc, BGC, Pickens, Oconee and Family Store)

CRD and lead personnel from other areas needing an integrated calendar

FY19 Increased community awareness and support in each service area (TSA General, Kroc, BGC, Pickens, Oconee and Family Store)

8. Provide continued support services to auxiliary groups (Women’s Auxiliary, Echelon, 614 Men’s Club, etc.)

CRD FY20 Communications and Development Calendars for each entity as well as branded marketing materials

9. Create internship program CRD – Volunteer and Development Coordinator

FY21 Each designated site will have a writ-ten internship program packet with appointed staff overseer; Volunteer Coordinator will cultivate relationship with local colleges to appoint seasonal and/or long range interns

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Goal 2 – The Salvation Army Greenville Area Command will increase direct and indirect contributions, special event revenue and grant support.

Strategic Objectives Lead Year Target to Achieve1. Great Plains and Interchange “integration” CRD and Finance Immediate

and OngoingUnderstanding of both database reports, so that revenue statements are streamlined and understood properly

2. Current Donor Cultivation and Appreciation Project

CRD and Advisory Board Immediate and Ongoing

1. Board members and staff to call donors on a monthly basis2. Use Wealth Engine to build strategic prospect cultivation and long range donor plans

3. Create Gift Range Chart CRD FY18 Create pyramid of giving, analyze the balance or lack thereof and address any issues

4. Virtual Merchant Mobile Accounts CRD and Finance FY18 Establish VM accounts for Area Command and remaining auxiliary groups so that mobile payments/donations can be processed for clean bookkeeping

5. Create a major gifts officer position and/or other relevant development position

CRD, Advisory Board, Operations and Area Commander

FY18 Position will help capture new donors and cultivate donor relationships, establish family store contracts with retail stores, etc.

6. Create Yearly Demographic Charts CRD and Social Ministries Department

FY19 Yearly demographic analysis within each service so that information shared is up to date and relevant (particularly as it pertains to grant requests)

7. Create lapsed donor project CRD FY19 Campaign that will re-activate a percentage of lapsed donors

8. Establish new donor project CRD FY19 Campaign that captures and retains new constituents

9. Establish and grow Real Estate for Rehabilitation program

CRD and Family Stores FY19 Partnerships with local real estate agents and agencies to increase store donations

10. Digital pick-up programs for Family Stores CRD and Family Store FY19 Streamlined online presence for Family Stores so that constituents can easily arrange pick up dates/times for product; Creation of a digital application to achieve this

11. Establishment of Capital Campaign Planning Committee

CRD, Advisory Board, Operations and Area Commander

FY19 Capital Campaign Planning Committee will conduct feasibility study and set campaign goals for new social ministries campus design

12. Create annual flagship event CRD and Advisory Board FY21 Flagship event that is recognized and supported by the community, branded as Salvation Army and generates a large portion of annual revenue

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Strategic Priority 6 - The Salvation Army Ray and Joan Kroc Corps Community CenterNow that Kroc Center viability is established and professional staff are in place, the Center is ready to promote its compelling com-

munity role and to brand and market its exciting programs.

Goal 1 – The Salvation Army Ray and Joan Kroc Corps Community Center will be the premiere Community Center where all feel welcome in Greenville County.

Strategic Objectives Lead Year Target to Achieve1. Publicize on a large scale the Kroc Mission Statement

Senior Kroc Officer, Kroc Executive Director and leadership team


TSA employees and the community need to be familiar with the specific mission statement of the Kroc and how it cor-relates to TSA’s macro mission of “doing the most good”

2. Establish “spirit of excellence” in customer delivery model



Change current macro staff culture of “doing what is easiest”

3. Continue to create and manage Kroc-led programming

Area Commander, Senior Kroc Officer, Kroc Executive Director and leader-ship staff


Kroc Center of Greenville will only offer programming that is run by Kroc staffing – no leasing agreements for programming

4. Increase monthly program revenue Senior Kroc Officer, Kroc Executive Director and leadership team


A self-sufficient Kroc Center and healthy endowment fund

5. Write Vision Statement Senior Kroc Officer, Kroc Executive Director and leadership team

September 2017

Kroc Center needs a localized vision statement that will guide and direct programming and operations

6. Reorganize current organizational staff flow chart


September 2017

Clearly delineated staff positions and a clearly defined chain of command

7. Analyze success according to membership revenue rather than membership units


October 2017 Maximize revenue outcome with Kroc Center membership

8. Develop Integrated Marketing Plan Senior Kroc Officer, Kroc Executive Director and leadership team

FY18 A functional, comprehensive calendar will give the Kroc Center and its respective departments a macro perspective and plan for marketing its various programs and how they support the overall mission

9. Analyze square footage of current program sites Senior Kroc Officer, Kroc Executive Director and leadership team

FY18 Maximum efficiency usage for each program offered

10. Create official staff orientation and onboarding process


FY18 Competent staff who feel empowered to engage and interact with members

11. Engage Advisory Board to help determine priorities


FY18 A Kroc Center whose programs and operations are led and supported by the advisory board and its members

12. Add an Adult League Coordinator position Senior Kroc Officer, Kroc Executive Director and leadership team

FY18 A position created specifically for the management and growth of the Kroc Adult League program

13. Identify additional parking site and build Area Commander, Senior Kroc Officer, Kroc Executive Director and leader-ship staff

FY19 1. Biggest issue of Kroc Center location.2. Need to contract with local engineering and architectural agencies to identify and build appropriate, additional parking units.3. Work with the City to capitalize on West Greenville City Park plans

14. Add a Marketing Professional position Senior Kroc Officer, Kroc Executive Director and leadership team

FY19 Kroc Center program materials that are branded and strategically marketed throughout the calendar year

15. Work with Area Command CRD for donor development

Senior Kroc Officer, Kroc Executive Director and CRD Department

FY20 An individual donor-driven campaign to build the Kroc Center’s overall constituency support and specifically its scholarship fund

16. Expand facilities (specifically tennis) Area Commander, Senior Kroc Officer, Kroc Executive Director and leader-ship staff

FY21 Manage membership growth and capitalize on success of Kroc Tennis Center

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Strategic Priority 7 - Pickens CountyThe Area Command is making a commitment to rebuild the Pickens County Service Center, starting with placing a new Director

and rebuilding the Advisory Council.

Goal 1 – The Salvation Army in Pickens County will increase its presence and awareness throughout the County.Strategic Objectives Lead Year Target to Achieve

1. Hire Service Center Director Area Commander and HR May 2017 Service Center Director will increase awareness, programming and support within Pickens County

2. Build External Relationships Pickens County Staff and Advisory Council

Immediate andOngoing

Attend Chamber events, Civitan meetings, church and nonprofit agency roundtables, schools, etc.; Goal is to attend 3 events/month

3. Establish local media contacts Pickens County Staff and Area Command CRD Staff, as needed

Immediate andOngoing

Enhanced relationship/reputation with local and regional community.

4. Increase speaking events Pickens County Staff Immediate andOngoing

Increase number of speaking engagements by 2% each year

5. Develop Local Marketing Materials Pickens County Staff and Area Command CRD Staff, as needed

FY18 Pickens County will have localized materials – digital and print – to share with constituencies, at presentations, symposiums, etc.

6. Develop Integrated Communications and Development Calendar

Pickens County Staff and Area Command CRD Staff, as needed

FY19 A functional, comprehensive calendar will give Pickens County staff a macro perspective and plan for all communications to the community, events, etc. so that the message will be consistent and the events planned well in advance.

7. Cultivate Third Party Fundraisers Pickens County Staff and Advi-sory Council

FY19 & FY20 Expand community awareness and grow constituency support while not adding labor and cost to a small staff; goal is 2 per year

8. Develop an Annual Event Pickens County Staff and Area Command CRD Staff, as needed

FY20 Pickens County will have a flagship event for awareness and fundraising.

9. Develop Volunteer Service Projects Pickens County Staff and Area Command CRD Staff, as needed

FY20 A core group of volunteers to assist within the Cycle of Hope Program, serve during emergency disaster services and with the Angel Tree and Red Kettle Program.

10. Develop Internship Program Pickens County Staff and Area Command Staff, as needed

FY22 A written, adaptable internship program packet with appointed staff overseer; Service Center Director will cultivate relationship with local colleges and/or high schools

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Goal 2 – The Salvation Army in Pickens County will develop services that are specific to the needs of the community.Strategic Objectives Lead Year Target to Achieve

1. Meet with Dream Center personnel Service Center Director and Advisory Council

May 2017 Establish relationship and potential partnership

2. Rapport with other Service Providers Pickens County Staff and Advisory Council


Strong relationships among the human service providers and a clear understanding of how Cycle of Hope fits in the community.

3. Develop Presentation of Service Delivery Model Service Center Director FY18 A well planned and defined Cycle of Hope Program

4. New Office/Program Space Service Center Director, Area Command and Advisory Council

FY18 A visible space that can accommodate administrative needs as well as program services.

5. Vehicle for Pickens County Pickens County Staff and Area Command

FY18 A large, transport vehicle for the Cycle of Hope Program.

6. Develop Emergency Disaster Program Pickens County Staff, Area Command and Advisory Council

FY19 An emergency disaster program for Pickens County that uses local volunteers and resources.

7. Operate Cycle of Hope Program Pickens County Staff FY19 A branded, Salvation Army program unique to the service model in Pickens County

8. Analyze and Revise Annual Budget Service Center Director, Area Command and Advisory Council

FY19 A comprehensive budget that reflects the change in operations and accommodates the program growth.

Goal 3 – The Salvation Army in Pickens County will strengthen its Advisory CouncilStrategic Objectives Lead Year Target to Achieve

1. Evaluation of Current Advisory Council Service Center Director Immediate and Ongoing

Identity demographics and professional fields represented.

2. Develop a Formal Board Orientation Service Center Director and Area Command

September 2017 A full, onboarding process for current and new advisory council members.

3. Grow Membership Service Center Director FY21 A strong advisory council will increase to a total of 21 members; goal is to add 3 members each year (currently have 5)

4. Students to serve as temporary board council members

Service Center Director and Advisory Council

FY22 Students engaged in the process of nonprofit management.

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Strategic Priority 8 - Oconee CountyOver the next three years the Oconee County Corps will conduct community outreach and strengthen partnerships throughout the

county so that it can begin to strengthen operations in Seneca.

Goal 1 – The Salvation Army in Oconee County will strengthen advisory council membershipStrategic Objectives Lead Year Target to Achieve

1. Recruit Board Development Committee (nominat-ing committee)

Corps Officer and Council Chair

FY18 Name Committee Chair and 3 members, hold scheduled mtgs.

2. Recruit young business professionals Development Committee FY18 Twenty New Members –Four new members a year.

3. Structure the Council according to Salvation Army manual guidelines

Corps Officer and Council Chair

FY18 Schedule and Conduct Board Orientation Sessions

Goal 2 – The Salvation Army in Oconee County will strengthen community relations with other agenciesStrategic Objectives Lead Year Target to Achieve

1. Create a directory of social service agencies with contact information

Corps Officers FY18 Create a digital document that can be easily updated

2. Attend local inter-agency meetings Corps Officers FY18 Schedule events in advance and keep the appointments.

3. Visit local agencies to meet with their directors and staff

Corps Officers FY18 & FY19 Schedule appointments with agency leadership and keep appointments. At least one a month.

Goal 3 – The Salvation Army in Oconee County will create a vehicle replacement fund and contribute to it on a monthly basisStrategic Objectives Lead Year Target to Achieve

1. Initial deposit of $5,000 to DHQ. Corps Officer & Chief Accountant

FY17 Prior to closing FY 2017

2. Ongoing contributions of $1,000 a month. Corps Officer & Chief Accountant

FY18 thru FY22 Set up monthly allocation process.

Goal 4 – The Salvation Army in Oconee County will relocate Corps and Social Services back to SenecaStrategic Objectives Lead Year Target to Achieve

1. Appoint Relocation Committee Corps Officer and Council Chair

FY19 Identify potential sites for relocating Corps operations in Seneca.

2. Engage Realty Company or Property Owner Corps Officers FY19 Submit Completed Property Proposal to DHQ.

3. Make the move Corps Officer, Staff, and Advisory Council

FY19 Develop moving schedule and coordinate the transition.

17

Proposed Operational Expenses

Objective Fiscal Year Fiscal Implication

Chart Reference

Hire Service Center Director (PICKENS) May 2017 *30,000 Pickens County – Goal 1 – Objective 1Page 15

Maintenance and Upkeep of Vehicle for Pickens County

FY18 3,500 Pickens County – Goal 2 – Objective 5Page 16

Obtain new Office & Program Space (PICKENS) FY18 *10,000 Pickens County – Goal 2 – Objective 4Page 16

Restructure and Increase Monitor Staff for CSRC, Men’s Shelter and Women and Children’s Shelter

FY18 100,000 Rutherford Street Campus - Goal 2 - Objective 2; Page 8(to include two additional full-time Resident Advocates

amd a Men’s Shelter Monitor)

Install Alarms and Video Cameras (417 Rutherford Street)

FY18 3,500 Rutherford Street Campus - Goal 2 - Objective 3; Page 8

Install Metal Doors with Alarms at Shelter Entries FY18 5,200 Rutherford Street Campus - Goal 2 - Objective 5; Page 8

Participate in Salvation Army Divisional and Territorial training conferences

FY19 500 Rutherford Street Campus - Goal 4 - Objective 5; Page 8

Ray and Joan Kroc Corps Community Center StaffHires

FY19 69,000 Kroc Center - Goal 1 - Objective 12 & 14Page 14

Family Store Staff Hires FY20 52,000 Family Store - Goal 3 - Objective 3Page 10

Develop Integrated Communications and Development Calendars

Refer to Various Chart

References

50,000Kroc – Goal 1 –Objective 8; Family Stores – Goal 2 –

Objective 2; Pickens – Goal 1 – Objective 6; CRD – Goal 1 – Objective 7; Pages 10,12,14,15

*Net IncreaseTOTAL TARGET INVESTMENT 343,700

Proposed Capital Expenses

Objective Fiscal Year Fiscal Implication

Chart Reference

Develop and Coordinate Campus Redevelopment Plan

FY18 10,000 Rutherford Street Campus - Goal 2 - Objective 6Page 8

Vehicle for Pickens County FY18 19,000 Pickens County – Goal 2 – Objective 5Page 16

Identify additional parking space site and build FY19 TBD Kroc Center - Goal 1 - Objectiver 13Page 14

Expand Tennis Center FY21 TBD Kroc Center - Goal 1 - Objective 16Page 14

*Rutherford Street Redevelopment TBD 5,226,978

Expand Seating Capacity of Campus Chapel TBD TBD Rutherford Street Campus - Goal 3 - Objective 2; Page 8

TOTAL TARGET INVESTMENT 5,255,978

18

*Campus Redevelopment Plan - 417 Rutherford Street

PHASE 1 Demo Green House 18,500PHASE 1 Build Men’s Shelter 686,000PHASE 1 Build Gazebo 60,500PHASE 1 Clearing, Site Work, Utilities 35,500PHASE 1 Sidewalks 4,985

SUBTOTAL 805,485PHASE 2 Demo Existing Admin/Women’s

Building98,500

PHASE 2 Build Women’s Shelter 658,000PHASE 2 Build Social Services Building 629,000PHASE 2 Clearing, Site Work, Utilities 155,000PHASE 2 Curb and Gutter 10,680PHASE 2 Asphalt 18,623PHASE 2 Patio and Sidewalks 28,448PHASE 2 Playground and Fencing 45,000

SUBTOTAL 1,643,251PHASE 3 Demo Existing Dining Room 52,288PHASE 3 Demo Rear Portion of Church 60,592PHASE 3 Demo Portion of Old Thrift Store 90,000PHASE 3 Build Dining, Rec and Education

Building2,165,000

PHASE 3 Build Addition to Church 157,000PHASE 3 Brick Fascia to Warehouse 19,500PHASE 3 Curb and Gutter 15,750PHASE 3 Asphalt 38,153PHASE 3 Patios and Sidewalk 34,959PHASE 3 Clearing, Site Work, Utilities 145,000

SUBTOTAL 2,778,242TOTAL 5,226,978

19

The Salvation Arm

y Greenville A

rea Com

mand

Organizational C

hart 2017Territorial H

eadquarters (Atlanta)

Divisional H

eadquarters (Charlotte)

Greenville SC

Area C

omm

andC

omm

anding Offi

cersO

fficers Pete and C

athy Costas

Greenville SC

Area C

omm

andA

dvisory BoardG

inny Beach, Chair

Adm

inistration

Shannon Elrod, Operations D

irector

Tykia Geer, H

uman Resources D

irector

Andy Zim

a, Facilities Director

Alex Pracht, Inform

ation Technology Manager

Donna Brow

n, Chief A

ccountant

Lauren Stephens, Social Ministries D

irector

Rachel Wilkes, C

omm

unity Relations & D

evelopment D

irector

Lt. Josh Keaton, C

orps Offi

cerLt. A

manda K

eaton, Corps O

fficer

Major Leona O

’Bryant, Senior Kroc O

fficer

Steve Cook, Executive D

irectorLt. Randull Tiller, C

orps Offi

cerLt. A

pril Tiller, Corps O

fficer

Mike Burdine, Executive D

irector

Michael Brogden, D

irector

Jim A

bbott, Service Center D

irectorM

ajor Grady Pearson, C

orps Offi

cerM

ajor Shelly Pearson, Corps O

fficer

Rutherford Corps

Kroc C

enterK

roc Corps

Boys & G

irls Club

Family Store

Oconee C

ountyPickens C

ountyO

conee Advisory C

ouncilPickens A

dvisory Council

BGC

Advisory C

ouncil

Auxiliary G

roups

Wom

en’s Auxiliary

Echelon

Major C

athy Costas, liaison

SAW

A C

oordinator, staff liaisonRachel W

ilkes, staff liaison

20

the salvation army greenville Area command

Strategic Planning committee

Major Pete D. Costas, Jr., Area Commander Shannon Elrod, Operations Director Rachel Wilkes, Community Relations & Development Director Ginny Beach, Advisory Board Chair Ben Crider, Membership Committee Chair Earle Harding, Former Board Chairman

Strategic Priority 1 - Rutherford Campus Strategic Priority 6- Ray & Joan Kroc Lauren Stephens Corps Community Center Lt. Amanda Keaton Steve Cook Lt. Joshua Keaton Major Leona O’Bryant Judge William Catoe Lt. April Tiller Matt Good Lt. Randull Tiller Graham Proffitt, III Lance Byars Adam Cook Strategic Priority 2 - Board Governance Matt Good Shannon Elrod Ginny Beach Strategic Priority 7 - Pickens County Judge William Catoe Jim Abbott Brenda Duncan Strategic Priority 3 - Family Stores Dr. Stewart Bauknight Michael Brogden Susan Gasque Melanie Taylor Donald Lundquist Adam Cook Ruth Rice Earle Harding Butch Womack Jim Stovall Strategic Priority 8 - Oconee County Strategic Priority 4 - Boys and Girls Club Major Pete Costas Major Pete Costas Major Grady Pearson Major Leona O’Bryant Major Shelly Pearson Mike Burdine Chuck Ford Strategic Priority 5 - CRD Becky Clement Chelsia Spivey Rachel Wilkes Ben Crider Shawn Kinard

21

charting our path in faith - the salvation army · pdf filecharting our path in faith ......

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