(Rivers of Blessing)

STRATEGIC
PLAN
2 0 2 0 - 2 0 2 4

Whoever believes in me,

rivers of living water will
flow from within them
John 7:38

The Salvation Army

SOUTH AMERICA EAST TERRITORY
 Table Contents

01 Introduction
02 Who are we?
03 What guides us?
04 What is our Context?
05 How was this plan formulated?
06 Organizational Development
07 Territorial Development
08 Goals and strategic Guidelines
08.1 Resources
08.2 Spiritual Life
08.3 Mobilization
09 Execution and Evaluation
10.1 Strategic Actions – Resources
10.2 Strategic Actions – Spiritual Life
10.3 Strategic Actions – Mobilization
11 Appendix
 01.
Dear Officers, Soldiers and members
of our church,
When we were appointed to the South Ameri-
ca East Territory, we prayed asking for our
Lord’s guidance and for Him to show us the
right vision, so that the Salvationist people
would keep inspiring the spiritual growth and
development in each member and appoint-
ment, for God’s glory and blessing upon our
Territory.
We have already visited most of the appoint-
ments and we thank God for his faithfulness
during these 129 years. The Lord has given us
so much! We see God’s faithfulness when we
see officers, soldiers, musicians, members of
the Home League and Community Care
Ministries... all filled with love, willing to serve
and announce that Christ saves.
We also see that we have properties full of
potential which makes us dream about many
different kinds of programs that support our
01
Introduction
mission. How great is our God!
After being in other territories and their coun-
tries, we can see so many possibilities in our
Territory; so many resources to be used and to
push us to keep waving our Blood and Fire
flag. Let’s remember what its colours mean:
red, forgiveness by Jesus Christ’s blood; blue,
a holy life; yellow, the purifying fire of the Holy
Spirit. This is why we must stay MOBILIZED;
onward, Salvation Army!
Now, we would like to share with you the chal-
lenges we face; we hope we agree that there
is a lack of people being converted (which on
the contrary would give us more soldiers and
members in each area). We must remember
the commitment we signed as soldiers in
terms of evangelism and we must emphasize
the need to preach outside of our churches.
There are families being lost without knowing
Christ’s love. This is where we begin. We need to lives will be impacted and transformed in every
seek a spiritual renewal that leads us towards a corner of Argentina, Uruguay and Paraguay. We
passion for souls and the expansion of God’s are willing and committed to the mission and we
Kingdom. invite you to continue to be an active part of the
new strategies for our present and future!
This new vision is based on a key Bible verse:
“Whoever believes in me, as Scripture has said,
rivers of living water will flow from within them,”
(John 7:38). Based on this verse, we consider four
work approaches. The Lord wants us to act in
order to reach souls (evangelize) and make true
disciples of Jesus, with knees bent in constant
prayer. People who pray are sanctified; a sancti-
fied people multiply themselves and produce
resources; and resources will help us to invest in
the training of officers, local leaders and mem-
bers in each area.

Therefore, the rivers of this Territory’s three

countries come together and bless us with their
flowing waters, widening the Territory, clearing
its channel, transforming its surroundings, break-
ing structures, and giving birth to new life. The
vision “Rivers of Blessing” means “praying” so
that God’s waters may bless us and “sanctifying
ourselves” so that we may be in the streams of
the Holy Spirit’s River.

We would like to invite each one of you, from the

youngest to the oldest, to immerse yourself in
Alex y Luz Nesterenko
the “Rivers of Blessing” vision, and to be part of
Territorial Leaders
God’s plan, reaching new goals and being chal-
lenged by the Great Commission.

We will work on these four areas of focus: Prayer

/ Sanctification / Resources / Investment. These
four areas are part of the strategic plan, “Rivers of
Blessing” (PERIOS), and we hope that every
Salvationist will bring ideas to reach the goals
and to develop the local strategies. Therefore,
together we can achieve these Territorial vision
goals in the years to come.

Our desire is for our Territory to be strengthened,

to grow and that through this vision thousands of

02
 02. Who are we?

We are The Salvation Army, South America East Territory, comprised by the coun-
tries of Argentina, Uruguay and Paraguay.

Since 1890, we have been delivering a message of hope to the communities where
we work, because we believe that there is salvation in Christ. We are convinced that
we can do something to help the people who are suffering since we are a living
testimony of God's love, his mercy and the forgiveness of sins. We also need to form
saints for the growth of our membership.

So far, there are over two thousand five hundred1 (see appendix) Salvationists
between officers, soldiers, junior soldiers, adherents, and employees. We are locat-
ed in the main cities of all three countries of the Territory.

Argentina: CABA and Gran Buenos Aires, La Plata, Rosario, Santa Fe, Córdoba, Santiago
del Estero, Tucumán, Posadas, Resistencia, Charata, Concordia, Chacabuco, Pergamino,
San Nicolás, Mendoza, Bahía Blanca, Trelew, Tres Arroyos and Bariloche, among others.

Uruguay: Montevideo, Salto, Artigas and Paysandú, among others.

Paraguay: Asunción, San Lorenzo and Capiatá, among others.

We are an Army of Love, present in 132 coun- guidance and social assistance to everyone
tries around the world, represented in the UN, without any discrimination.
and acknowledged by Argentine evangelical
churches; we are part of FAIE and ACIERA. We
are registered with the Ministry of Foreign Affairs
and Worship as part of the founding evangelical
churches in Argentina and we preach the
gospel in a practical way by providing spiritual

03
03. What guides us?

INTERNATIONAL MISSION STATEMENT

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 needs in his name without
discrimination.

SOUTH AMERICA EAST TERRITORY’S

VISION STATEMENT

As The Salvation Army, we want to:

Share passionately God’s love to people and

practice a life of integrity and holiness.

Use our resources efficiently and transparently in

relevant, significant and self-supporting pro-
grams, according to the current needs in the
communities.

Continuously train our members and leaders

with God’s Kingdom values for the growth and
expansion of our church.

04
 ORGANIZATIONAL VALUES

INTEGRITY

Being consistent in what we say and do in the light of the Bible. “We reject all shameful
deeds and underhanded methods. We don’t try to trick anyone or distort the word of
God. We tell the truth before God, and all who are honest know this,” 2 Corinthians 4:2
(NLT).

RESPECT

Everyone deserves to be valued, heard and considered as the basis for good relation-
ships. “Love each other with genuine affection, and take delight in honouring each other,”
Romans 12:10 (NLT).

COMPASSION

We must be supportive of people in their suffering, helping to restore their dignity and
transmitting hope. “…whatever you did for one of the least of these brothers and sisters of
mine, you did for me,” Matthew 25:40 (NIV).

IMPROVEMENT

As Christians we seek constant improvement for the glory of God and the benefit of our
community. Everything we do we must do it as for the Lord, so that He may be glorified
by our work, our words and our actions. “Whatever you do, work at it with all your heart,
as working for the Lord, not for human masters… It is the Lord Christ you are serving,”
Colossians 3: 23-25 (NIV).

05
04. What is our Context?

After the analysis and diagnosis of the last strategic plan 2013/2017, including the
additional operational plan of the last year known as POA2018, the organizational
context was more clearly identified. This analysis made it possible to generate an
internal discussion with most of the leadership represented within the territory.
During this valuable and important process we have learned to better interpret the
vision promoted by the Territorial Commander, Colonel Alex Nesterenko, called
“Rivers of Blessing.”

TREE OF SHORTFALLS/PROBLEMS

FRUIT EFFECT
PROBLEM

a) Lack of new believers

b) Weak enrolment of Junior and Senior Soldiers
c) The Officer is unable to accomplish his or her job

MAIN
PROBLEM

a) There aren’t clear evangelism strategies

b) We are not working for the benefit of the community
c) Lack of commitment and comprehensive Salvationism

ROOTS
PROBLEMS

a) Ministries do not fulfil their evangelism function

and do not produce new believers
b) There is little preaching about salvation inside
and outside church
c) Lack of programmes to reach new families

The participation of the entire leadership (Territorial/Divisional/District) has been

fundamental to create an internal context of acceptance and adaptation of the RIOS
vision. And from that starting point, we have observed the external context in which
we are currently immersed at this moment in history, and have identified the ten-
dencies of the years to come.
06
 The Salvation Army, South America East Territory, is concerned about:

EXTERNAL CONTEXT:

Lack of knowledge of the SA-SAE, because we notice that people do NOT know our church, and those
who know it, are more aware of our donation pick-up program than of our evangelistic and social
expressions.

Extreme poverty, because as part of our DNA we are sensitive to human needs. In the communities
where we are working (neighbourhoods, towns and cities) poverty rates are very high.

Growing social deprivation, because of a lack of a safe place to rest, lack of education (illiteracy) and
lack of opportunities to strengthen the formal education of children; loss of moral values and respect;
difficulty in obtaining all daily meals; and not being able to find trustworthy places to receive counsel-
ling and advice. These, among others, are the deficiencies we observe.

The loss of hope, because many young people do not find a direction and a vocation for their lives and
they become what we call “ni-ni” (neither students - nor workers; this is a Spanish expression); adding
to the loneliness of the elderly who do not find spaces for support and recreation.

Gender violence, because unfortunately gender equality is still a utopia for many people; the interna-
tional SA has established a very clear position from its beginning.

Social justice, because welfare becomes the palliative of a symptom that is not denounced, since the
values of the kingdom are pushed aside by political and personal interests.

INTERNAL CONTEXT:

The absence of a ‘sense of belonging’ among active participants. A lack of opportunities for a true
discipleship which would allow members to acquire knowledge and apply basic doctrinal truths; the
lack of activities that regularly and systematically offer Bible studies for the members.

The lack of quantitative growth, as a result of the absence of evangelism in all its facets.

The lack of motivation in a large part of the leaders due to the absence of dialogue on many diverse
issues related to leadership and pastoral care, adding to unrealistic personal expectations that often
produce frustrations. The lack of follow-up in different programmatic and management areas.

The lack of local leadership opportunities in congregations; Local Officers for each area of the
church have still not been identified.

Building problems, due to the lack of preventive and systematic maintenance.

Difficulties in planning and monitoring transversely all areas of leadership at all levels, and even
locally within the appointments (local churches or social programs).

For this reason we have decided to focus our actions and take special interest in
reaching an adequate level of organizational development, according to the chal-
lenges proposed in part in this document.
07
 05. How was this plan formulated?

The representative group of Officers of the South America East territory including Majors
Elder and Roxana Dinardi, Majors Leonardo and Evangelina Fernández, Majors Osvaldo
and Priscila Corazza, Majors Hugo and Luján Ramos, Major Miguel Ferreyra, Majors David
and Gladys Barrios, Majors Eduardo and Andrea Baigorria, Majors Roberto and María
Juárez, Majors Pablo and Estela Nicolasa, Majors Rafael and Karina Giusti, Lieutenant
Coronels Edgar and Sara Chagas, and Coronels Alex and Luz Nesterenko, has worked for
the last twelve months in all of the stages of the construction of this Strategic Plan for the
next five years. This extensive work began with an ample diagnostic that involved a review
of our historical reality and an analysis of our contexts. The work continued with the
forming of a declaration that expresses the vision of the future for the Salvation Army in
Argentina, Uruguay and Paraguay. A definition of the values that we want to have as a
reference on this journey, and the identification of strategic areas and their objectives for
the development of the Salvationist work in these three countries was also included.

As a result of this participatory work, under the direction of Mrs Silvia Arn2 (see appendix)
we created the plan on which we established the strategic actions related to each area of
the work.

Most of our actions are geared towards giving attention to the context mentioned partially
in the previous point. We are determined to give attention to and follow-up with Officers,
Soldiers, Junior Soldiers, Musicians and other artists, members of Community Care
Ministries, Employees and Adherents, among other participants and friends of the
Salvationist work. It is expected that this intervention will enable access to the tools
needed to meet the challenges.

06. Organizational Development

We need to reach other people through the gospel and we need to rediscover the existing
opportunities at our fingertips. For this reason we are determined to work on strengthening
our capacity to respond to the problems of our internal context, so that we can move
forward to address the external problems identified.

We have decided to empower the Divisions/Districts by granting them a budget to

coordinate actions with the appointments under their area of influence. Additionally, we
have decided to strengthen their administrative structures, but at the same time, it is
necessary to strengthen the culture of planning and to be more efficient in the design,
implementation, monitoring and evaluation of the RIOS Strategic Plan, the operational
plans of each appointment.

The availability of tools, the training of HR, attention to properties, among others, are issues
that have to transcend our Territorial borders to reach, as we said before, transversally all
appointments. At the same time, we have to improve significantly our statistical and
reporting systems (an online system will be created) in order to achieve adequate
knowledge management that strengthens both decision making and accountability,
aiming for the international goal of the implementation of the new governance system.

08
 07. Territorial Development

Growth opportunities are being identified but we have to break away from the
established paradigms that say that the Territorial Headquarters takes all the
initiative.

We all understand that in Uruguay and Paraguay there is still much more room for
development and at the same time, Argentina needs to redesign its geographical
map based on the adequacy of programs, the adequacy of spaces, the
detachment of some properties and the incorporation of others.

We are convinced that we need to increase, improve and apply the management
of the development of opportunities, optimizing our local capacity for financial
development and mobilizing resources to fulfil the planned activities.

08. Goals and Strategic Guidelines

As a result of the diagnosis made by the team composed of the Territorial

leadership and middle management, the South America East Territory of the
Salvation Army will work on the following strategic guidelines:

RESOURCES
SPIRITUAL LIFE
MOBILIZATION

These strategic guidelines are aligned with the four work approaches mentioned
in the RIOS vision:

RESOURCES / INVESTMENT / / PRAYER / SANCTIFICATION

Now, we will expand on each one of the strategic guidelines, with their respective
strategic goals, specific objectives and prioritized themes.

09
08.1
The SA-SAE strategic goal focused on resources is:
STRENGTHEN, ADAPT AND INCREASE RESOURCES
This will be achieved by using resources
oriented to the integral progress of the
mission in a sustainable and transparent way.
The specific goals are:
Motivate and promote the
development of people and their
abilities.
Adapt the properties and vehicles
in an integral way to the
functionality of the programs and
activities.
Manage the tools of technological
innovation.
Promote internal and external
actions which will increase
financial resources in a sustainable
way.
Resources
These specific objectives will be addressed
by prioritizing the following themes:
Human resources trained for the realiza-
tion of institutional purposes;
Properties and vehicles appropriate to
the programs developed therein;
Updated technological tools;
Necessary financial resources so that the
appointments achieve economic sustai-
nability.
Because we understand that the current
SA-SAE financial, building, technological and
human resources are not sufficient enough to
carry out the mission.
10
 08.2 Spiritual Life

The SA-SAE strategic goal focused on the spiritual life is:

REVITALIZE AND RESTORE THE SPIRITUAL QUALITY OF THE

TERRITORY BY PROMOTING REVIVAL

This will be achieved with commitment, living These specific objectives will be addressed
in holiness and integrity, and with a conti- by prioritizing the following themes:
nuous discipleship according to the values of
the gospel. Prayer life;

Integral Discipleship;
The specific objectives are:

Genuine Life of Holiness.

Promote prayer in order to

invigorate the spiritual life of the
Because we understand that these themes
territory.
call us to be prepared for battle with the
Promote discipleship for the urgency of now, and stimulate fervent
quantitative and qualitative growth spirituality.
of our members.

Live a genuine life of holiness

oriented towards making a spiritual
impact through our ministries.

11
08.3 Mobilization

The SA-SAE strategic goal focused on mobilization is:

IDENTIFY OPPORTUNITIES TO BE PRESENT, ANNOUNCING THE

VALUES OF THE KINGDOM OF GOD, SUSTAINING OUR ACTIONS
OVER TIME

This will be achieved by being visible, by These specific objectives will be addres-
passionately sharing God's love with all sed by prioritizing the following themes:
people, by being integrated into the commu-
nity to reach our neighbours through the Expansion of programs;
gospel, and by being involved in social issues.
Integral evangelism according to
needs;
The specific aims are:
Growth consolidation;

Create and build new works in a Visibility and impact.

strategic way3 (see appendix),
adapting to current problems.
Emphasize integral evangelism4
(see appendix) for the
transformation of people.
Work dynamically on structures
and adapt to changes.
Because we recognize the importance of
the active participation of each person in
order to reach his or her maximum poten-
tial, while being sensitive to existing
concerns, to generate a positive impact in
individuals and in their communities.

Strengthen our presence in the

community as a Christian church
by affirming our DNA as The
Salvation Army.

12
 09. Execution and Evaluation

The strategic plan will come to life only when it is implemented; until then, it is only
a text, a book, a map, a longing.

Taking into account the difficulties encountered in the previous plans, RIOS propos-
es the creation of a monitoring and evaluation team made up of representatives
from all levels - territorial, divisional/district and appointments. This team will be
advised by Mrs Silvia Arn2 (see appendix).

2019 Define a strategy for the diffusion and assembly of the final draft of the RIOS Strategic Plan (PERIOS)
Form a monitoring and evaluation team
Design the implementation guide
Design a Central Operating Plan (POC)
Divisional/District Operating Plans (POD) and development of Local Operating Plans (POL)
Consider the appointments changes needed in order to respond to the plan
Trainings on the plan in the Divisions/Districts

2020 Launching of the plan and promotion of the monitoring and evaluation team
Send the POC, POD and POL, plus documentation to the monitoring and evaluation team
Initial monitoring and evaluation reports
Apply the new system of statistics with the inclusion of the axes of the PERIOS
Creation of material for the area of spiritual life development
Congress 2020 (130 years)

2021 Middle term assessment and monitoring of the central plan

Corrections and adjustments to the plan

2022 Secondary monitoring and evaluation reports of the Local Plan

Corrections and adjustments to the plan

2023 Middle term assessment and monitoring of the Central Plan

Corrections and adjustments to the plan

2024 Design and perform the final evaluation of PERIOS

13
 10.1 Strategic Actions
RESOURCES

WHAT WILL WE DO TO STRENGTHEN, ADAPT AND IN-

CREASE HUMAN RESOURCES?

Specific Objective:
Motivate and promote the development of people and their abilities.

ACTIONS EXPECTED RESULTS (INDICATORS) RESPONSIBLE PARTY

Create strategic alliances with educational institutes/seminars THQ Education and

Cadets and commissioned Officers should participate and complete Training College
Promote Officers the basic education plan THQ Education and
training The Officers should participate in seminars such as: Brengle, ILAO, Training College
ICO, Middle Managers THQ Leaders
Increase the number of officers with tertiary/university studies THQ Education

Promote updating Refresher courses/trainings/events should be carried out for THQ Programme
and training for creative evangelism, leading to the creation of teams. THQ Programme
Officers, Local Meetings for specific branches such as OMA – Home League - ITJ - Divisions/Districts
Officers, Soldiers Etc.
and Adherents Local Officers (and potential LO) should be trained in their roles in the
Corps

Promote updating THQ Red Shield

Have refresher courses/training /events to increase employees’
and training for THQ Personnel and
skills
employees Divisions/Districts

14
 WHAT WILL WE DO TO STRENGTHEN, ADAPT AND IN-
CREASE TECHNICAL RESOURCES?

Specific Objective:
Adapt the properties and vehicles in an integral way to the functional-
ity of programs and activities.

ACTIONS EXPECTED RESULTS (INDICATORS) RESPONSIBLE PARTY

Divisions/Districts
The Officers’ houses and their appointments should progressively be
THQ Properties
reconditioned for their recovery.
Department
The Officers should receive training in property maintenance
Monitor the THQ Properties
The properties should be diagnosed to identify if they are still
properties of the Department and
relevant based on the programs that are developed in them
Territory for Divisions/Districts
The officers’ houses and their appointments should have the basic
adjustments, Divisions/Districts
equipment according to territorial policies
maintenance and Appointments
All Div./Dist. should have an officer assigned as Divisional Property
equipment Divisions/Districts
Secretary
Divisions/Districts
All properties should have the mandatory insurance
Appointments

THQ Programme
Promote the The ministries of the Territory that work with minors should initiate THQ Business
adequacy of the modifications requested in the Protection Manual Divisions/Districts
physical spaces The Appointments should be adapted to offer spaces for chapels Appointments
and prayer rooms Appointments

Promote update THQ Properties

and maintenance The assigned vehicles should be renewed and maintained Dept
of the automotive The vehicles should have mandatory insurance THQ Red Shield
fleet Divisions/Districts
Appointments

Promote hiring The properties of the territory should initiate and follow up on the THQ Business
and external modification/authorisation process
advice to make The properties of the territory where there are active programs
the necessary should have the certificate of local affiliate
adjustments

15
 WHAT WILL WE DO TO STRENGTHEN, ADAPT AND IN-
CREASE TECHNOLOGICAL RESOURCES?

Specific Objective:
GManage the tools of technological innovation.

ACTIONS EXPECTED RESULTS (INDICATORS) RESPONSIBLE PARTY

THQ IT
Train Officers IT staff should be trained to meet the expectations of the position THQ IT
and employees The employees and Officers should be trained to use the Office 365 Divisions/Districts
in the use of platform and territorial policies
technological Trainings/courses of basic computer tools should be implemented
tools according to the needs of the appointment

Properly equip all Appointments should have their computer with the entire operating Divisions/Districts
appointments with system updated and licensed THQ
the necessary Officers should be incorporated into the corporate telephone plan Properties / Legal
technology progressively

Use online tools to THQ Communica-

Officers should have wider access to organizational information
increase availabili- tions
Potential clients (donors / residents) should be able to quickly find
ty of resources THQ Red Shield and
out how to donate or contact the SA
Communications

16
 WHAT WILL WE DO TO STRENGTHEN, ADAPT AND IN-
CREASE FINANCIAL RESOURCES?

Specific Objective:
Promote internal and external actions which will increase financial
resources in a sustainable way.

ACTIONS EXPECTED RESULTS (INDICATORS) RESPONSIBLE PARTY

THQ Business
Implementation of the “Cooperate” plan Appointments
Homes/Residences should attract new clients by working to the Appointments
maximum of their capacity Appointments
Encourage fund-
Appointments should hold monthly fundraising events (community Appointments
raising in Appoint-
sales, food sales, “The Salvationist” magazine sales, subscribers/do-
ments
nors)
Explore creative financing opportunities in the appointments, such
as: rental of spaces, parking lots, community stores, etc.
Appointments should strengthen their mission offerings/Self-Denial
Appeal

Create a Territorial Territorial officers to create and form the department THQ Business
Human Resources Div./Dist. officers to create and form the department Divisions/Districts
and Development Each Division/District should have an Advisory Council Divisions/Districts
Department Promotion of fundraising THQ – Div./Dist.
(Div./Dist.)

Appointments
Appointments should have councils/ teams for budgeting
Implement the Divisions/Districts
Stewardship workshop Appointments
accountability
The appointments should have a treasurer THQ Leaders
movement
Establish the Territorial Governance Council THQ Leaders
Appoint auditors separate from the Department of Finances

Expand strategic alliances THQ Business

Strengthen the
The Appointments should carry out the campaign as part of their Appointments
“Bell Ringing”
budgets Divisions/Districts
Campaign

17
 10.2 Strategic Actions
SPIRITUAL LIFE

WHAT WILL WE DO TO REVITALIZE AND RESTORE THE

SPIRITUAL QUALITY OF THE TERRITORY, WHILE PRO-
MOTING THE REVIVAL OF PRAYER LIFE?

Specific Objective:
Promote prayer in order to invigorate the spiritual life of the territory.

ACTIONS EXPECTED RESULTS (INDICATORS) RESPONSIBLE PARTY

Have a territorial prayer plan THQ Programme

Promote a Prayer
Increase membership THQ Spiritual Life
Fellowship

Disseminate
material related to Generate the regular and systematic use of these resources THQ Spiritual Life
prayer electroni-
cally

Corps and Institutions should have prayer groups that meet regular- Appointments
ly. These should be coordinated by a Sergeant or group leader. Divisions/Districts
Stimulate cam- A monthly prayer meeting for Officers Appointments
paigns and prayer Corps and institutions should have a place called “the prayer room.” Appointments
vigils At least one family per Corps should open their home as a "house of
prayer"

Apply 24/7 prayer THQ Spiritual Life

24/7 prayer chains should be organized at all levels
chain Divisions/Districts
Appointments

18
 WHAT WILL WE DO TO REVITALIZE AND RESTORE THE
SPIRITUAL QUALITY OF THE TERRITORY, PROMOTING
REVIVAL THROUGH INTEGRAL DISCIPLSHIP?

Specific Objective:
Promote discipleship for the quantitative and qualitative growth of our
members.

ACTIONS EXPECTED RESULTS (INDICATORS) RESPONSIBLE PARTY

Corps and Institutions must apply monitoring of converts (mentoring) Appointments

Corps and Institutions should systematically hold Bible studies
Systematize the Corps and Institutions should affirm the doctrinal basis for a correct
training of Salva- Salvationist Christian practice
tionists Corps should hold soldiers meetings using ONE ARMY material
among other resources
Corps should have a Recruitment and Mercy Seat Sergeant, special-
ized in assisting new converts, and enrol them as adherents,
recruits/soldiers

Hold the Pastoral Members of the congregations should be visited periodically Appointments
Care Council Close support of families through prayer (visitation calendar)
regularly Pastoral follow-up of the Corps families

LO memberships should grow and LO should be renewed every two Divisions/Districts

Develop Local years together with their commission Appointments
Officers (LO) The renewal of the Soldier’s Covenant within the regular activities of Appointments
memberships the div./dist.

Families should perform devotional services regularly Appointments

Restore the family
Families should incorporate the habit of presenting their situations to
altar
God

Encourage the Alpha and Natural Church Development materials should be used THQ Programme
use of Allocate a specific time to train Officers and LO on this topic in Appointments
church-growth Div./Dist. meetings Divisions/Districts
tools

19
 WHAT WILL WE DO TO REVITALIZE AND RESTORE THE
SPIRITUAL QUALITY OF THE TERRITORY, PROMOTING A
REVIVAL OF A GENUINE LIFE OF HOLINESS?

Specific Objective:
Live a genuine life of holiness oriented towards spiritual impact
through our ministries.

ACTIONS EXPECTED RESULTS (INDICATORS) RESPONSIBLE PARTY

Accompany the Officers should receive pastoral care on an on-going basis THQ Spiritual Life
Officers’ spiritual Share specific reading material for the development of the Officers’ THQ Personnel
lives spiritual life

Provide and Translate and produce materials/articles/books and make them THQ Spiritual Life
promote Salvatio- available, by all possible means.
nist resources on Inform about spiritual disciplines
life/journey of Share creative readings (lectiodivina)
holiness

Corps should hold Holiness meetings Appointments

There should be participation in territorial meetings – Div./Dist. THQ Leaders
Strengthen and BRENGLE THQ Spiritual Life
stimulate the Spiritual retreats (‘Days with God’) should be celebrated with an Divisions/Districts
life/journey of emphasis on holiness Training College
holiness Encourage the practice of the twelve items of the Salvationist call Appointments
contained in the report from the International Commission of Spiritual
Life

20
 10.3 Strategic Actions
MOBILIZATION

WHAT WILL WE DO TO IDENTIFY OPPORTUNITIES TO AN-

NOUNCE THE VALUES OF THE KINGDOM OF GOD, SUSTAI-
NING OUR ACTIONS OVER TIME FOR THE EXPANSION OF
THE PROGRAMS?
Specific Objective:
Create and build new projects in a strategic way, adapting to current
problems.

ACTIONS EXPECTED RESULTS (INDICATORS) RESPONSIBLE PARTY

Motivate families
to open their
homes with the
vision of becom- Corps should have home meetings Appointments
ing new Outposts New Outposts developing into new Corps Divisions/Districts
and Corps

Identify key cities for

the development of
New social expressions within the strategic plan. Divisions/Districts
new social expres-
New government agreements and external donors. Appointments
sions

Strengthen and
training in disciple-
ship in the appoint- Divisions/Districts
An annual activity to sow and harvest a new project
ments as a sowing Appointments
and harvesting
initiative

Carry out market

studies to locate
strategic places to
open new Charity New Thrift Stores THQ Red Shield
Shops

21
 WHAT WILL WE DO TO IDENTIFY OPPORTUNITIES TO AN-
NOUNCE THE VALUES OF THE KINGDOM OF GOD, SUS-
TAINING OUR ACTIONS OVER TIME IN ORDER TO CARRY
OUT INTEGRAL EVANGELISM ACCORDING TO NEEDS?

Specific Objective:
Emphasize integral evangelism for the transformation of people.

ACTIONS EXPECTED RESULTS (INDICATORS) RESPONSIBLE PARTY

Use all activities to

Corps with evangelistic actions Appointments
win new people
Creative evangelism teams THQ Programme
for Christ
Weekly Salvation meetings
A Territorial meeting of creative evangelism training

Actuar
enfatizando para
que cada persona People who attend our social expressions should have the opportu- Appointments
que pase por nity to make a decision to receive Jesus’ salvation
nuestras Integrate Corps with the Institutions and Stores to communicate the
expresiones message of salvation, with the possibility of offering chaplaincy in a
sociales sea designated space.
alcanzada con las
Buenas Nuevas

Create local small

Reach new families (2-7-1) Appointments
groups

22
 WHAT WILL WE DO TO IDENTIFY OPPORTUNITIES TO BE
PRESENT, PROCLAIMING THE VALUES OF THE KINGDOM
OF GOD, SUSTAINING OUR ACTIONS OVER TIME TO CON-
SOLIDATE GROWTH?

Specific Objective:
Work dynamically on structures while adapting to changes.

ACTIONS EXPECTED RESULTS (INDICATORS) RESPONSIBLE PARTY

Promote training
and appointments Territorial Officers who monitor the plan THQ Leaders
for Officers and Divisional Officers who monitor the plan Divisions/Districts
Local Officers in
Local Officers who monitor the plan
relation to the
strategic plan

Promote the Corps should hold soldiers meetings

Appointments
integration of the The branches should have their LO
different THQ Special Com-
The branches should be active
branches/areas as mission
Activities of territorial relevance (Examples: Territorial Congress 2020
part of the body of
Christ Canada Brass Band visit)

Aim for the

participation of Each soldier should be actively involved in at least, one area of the Appointments
soldiers (local Corps
priesthood) in
The councils should be working at all levels
organizational life

Care for and

There should be continuity and dynamism in granting leadership THQ Programme
reaffirm the
development of possibilities Divisions/Districts
local leadership in Ensure continuity of local growth at all levels Appointments
all events

Apply the new The Governance and Management Councils should be territorially THQ Leaders
Governance implemented with their respective organizational charts Divisions/Districts
system as part of The decision making should be more inclusive and transparent,
the Accountability clarifying the scope of the different councils
Movement
The entire territory should be challenged to implement the RIOS
vision as part of the accountability movement

THQ Leaders
Promote the
The whole Territory should be challenged to open new Corps/social THQ Programme/
incentive to new
openings and the programs in new cities and regions of all three countries Business/Divisions/
necessary The administrative structure should be adjusted to support these Districts
structural new works THQ Leaders
adjustment Divisions/Districts/
Appointments

23
 WHAT WILL WE DO TO IDENTIFY OPPORTUNITIES TO BE
PRESENT, ANNOUNCING THE VALUES OF THE KINGDOM
OF GOD, SUSTAINING OUR ACTIONS OVER TIME TO
ACHIEVE VISIBILITY AND IMPACT?

Specific Objective:
Strengthen our presence in the community as a Christian church by
affirming our DNA as The Salvation Army.

ACTIONS EXPECTED RESULTS (INDICATORS) RESPONSIBLE PARTY

Promote the
creation of The appointments should have an active team Appointments
community The team should carry out social actions
ministry teams The team should carry out the “Soup of Love” program

Provide
Advertising campaigns should be carried out within the plan THQ Leaders
organizational
SA publications should be systematically distributed THQ Communications
material to spread
The digital presence of the organization should be used strategically All
the work of the SA
THQ Communications

Assign
representatives to There should be representatives (appointed officers) in organizations THQ Leaders
participate in such as: FAIE - ACIERA - LAME - CLAVES - NO TO TRAFFICKING - Divisions/Districts
meetings of DMO - Etc.
ecumenical and There should be representatives (appointed Officers) in the council of
interfaith groups pastors of each city

Trained Regional teams should be created for emergency work THQ ProgramME
Create emergency Soldiers, adherents and volunteers should get involved in convoca- Divisions/Districts
teams tions and training to be emergency response agents Divisions/Districts
Have representatives in civil defence offices and participatory tables Divisions/Districts
of networking

Participate in
Appointments should participate in the expressions organized by Appointments
regional/ munici-
other NGOs Divisions/Districts
pal/neighbour-
Participate in public campaigns or activities Appointments
hood actions that
For example: prayers and love hugs, good treatment, outdoor Divisions/Districts
allow us to be
concerts, etc. Appointments
involved in the
Carry out the “Bell Ringing” campaign
community

24
 11. Appendix

GLOSSARY
PERIOS = RIOS Strategic Plan (Plan Estratégico RIOS)
SA-SAE = Salvation Army – South America East Territory
POC = Central Operating Plan (Plan Operativo Central)
POL = Local Operating Plan (Plan Operativo Local)
POD = Division/District Operating Plan (Plan Operativo Divisiónal/Districtal)

NOTES
1. 2019 Year Book Statistics :
Soldiers 2028
Junior Soldiers 529
Officers 147 (active 114 / retired 33)
Employees 225

2. Silvia Arn: Her academic formation includes post-graduate studies

in International Management, Social Economics, and Direction of Companies.
She was a professor of STRATEGIC ADMINISTRATION in the Catholic University
of Santa Fe, and acted as a Public Accountant for 30 years. She has also offered
advisement in this area participating in the coordination and development of
strategic plans of different companies and organizations.

3. The new strategy paradigm (specific obj. 8.3.a)

The impulse to generate new works does not come from the initia-
tive or resources of the Territorial Headquarters. The strategy comes from the
view that a congregation has to expand and widen its reach, plus the support of
Divisions/Districts where social problems are identified in the cities where they
are located, and work is done accordingly reflecting on the following items:

1- Serve others as our mission priority, giving special interest to our motiva-
tion (internal engine) of being agents of change.
2- Retrieve the vision of the transforming power that the Holy Spirit grants to
those called to liberate those who are suffering.
3- Call to be ready for program generation.
4- Promote a mentality of victory and taking on the challenge towards new
goals.
5- Transmit a sense of belonging in all expressions of the Salvation Army.

4. The new paradigm of integral evangelism (specific obj. 8.3.b)

All Salvationists have to be soul winners regardless of whether it is their gift or
not. Creativity to reach people is the challenge of doing new things without fear
of making mistakes, maintaining the emphasis on reaching others, giving them
the opportunity to systematically offer continuity in the process of conversion
and membership.
25
 (Rivers of Blessing)

The Salvation Army

SOUTH AMERICA EAST TERRITORY