SOCIAL DEVELOPMENT DEPARTMENT STRATEGY
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Social Development Board Strategic FrameworkAdopted by Board, May 12, 2007 |
The process used for this framework development is based upon a tried and proven method used in a variety of businesses, service organisations and NGOs, Government agencies and departments.
Every organisation aims to offer a benefit [Product or Service] to a group [Market] who are looking for a satisfaction of its needs; it exists among others who have similar goals, and they constitute an Industry. With this as a background, we use the process developed in the commercial world for ours in the world of Christian Service. In loving one another.
It has proved suitable since it aims to clearly identify:
• The “ Product or Service ” [Offering] of the organisation, uniquely positioning it in its target groups and satisfies the needs and desires of its stakeholders
• What Drives the organisation, and its Culture
• The structure of the Industry [Grouping of those involved in Serving Needy] in which the organisation operates
• The stakeholders and their needs
• The Vision of the future of the industry and Mission of the organisation
• The environmen t within which the organisation operates, and how it has changed since last planning
• Internal Strengths and Weaknesses
• External Opportunities and Threats
• Future Scenarios and their effect on the above
• Defining Strategy (where to get)
• Defining Tactics (how to get there)
• Internal and External Action plans
Scene set
For the week prior to this workshop, a Leadership Seminar had been under way in the Pretoria East Archdeaconry. 19 young persons had been involved in discussing the environment, mainly in the North Eastern suburbs of Tshwane, in which they lived, were influenced, observed the lower income population groups. It was in this environment that the highest prevalence HIV/Aids, unemployment abuse and violent crime existed. Poverty, unemployment and hunger are prevalent.
This group was open in articulating their fears and threats, and reflecting, both directly and indirectly on the origins of these.
They articulated their ambitions and their confidence in achieving them.
While many had dreams, few actually projected the likelihood of realizing them.
In the SD Board meeting preceding the workshop, discussions on projects currently under way indicated some of what is possible. This touches only a few persons, however.The examination of the involvement of the parishioners exposed several needs, and directions that would be useful in the Strategic Framework development process.
The first step of the process revealed that there was a necessity to differentiate between the roles of the Board, the Diocesan Social Development Office and the Clergy and Parish in the Social Development programme. Once this emerged, much greater clarity was given to the direction of the Framework.
The “ Product or Service ” of the Social Development Board
Every organisation, or indeed person, has a benefit it offers to those who seek solution to a need.
This can be, for example, washing a dirty windscreen at an intersection, transport between two points (taxi), a meal, a telephone, right up to a new motor vehicle, a house.
After much debate, which started by articulating various specific projects, the Product or Service offered by the Social Development Board was identified as:
Support and encouragement to facilitate parish social development activities aimed at the satisfaction of needs in their communities through a network of resources both of influence, connections, training and centralised organisations.
The structuring of projects that directly address community needs is focused on the parishes. The only exception is where a need exists that dictates the establishment of a centralised facility such as a hospice, school or like organisation, which facility is accessible by all, and is for general use. These are administered within the Diocese.
What Drives the organisation, and its Culture
The overall driver of the Social Development programme is encapsulated in the liturgy:
Jesus said: ‘ You shall love the Lord your God with all your heart, and with all your soul, and with all your mind'. This is the first and great commandment. And the second is like unto it, ‘ You shall love your neighbour as yourself. ' APB
The two differing drivers emerge from the position in the organisation
The Board is Driven by the need to create an environment in which parishioners give effect to the fundamental responsibility of all Christians, especially Anglicans, to use their talents to improve the lot of others less fortunate. Having a resource of trained and motivated priests and laity, it is driven by Organisational resources.
On the other hand, parishes are driven by Market Needs.
This should be used for reference in the development of plans within the parishes, being in direct contact with the community, hence intimately aware of their needs.
The Culture of the Board (repeated in the parishes) is one of caring for all, especially those in need, and using the talents of all congregants to create an environment in the parishes that is effective in creating self sustaining solutions to critical community needs.
The structure of the industry in which the organisation operates
The welfare industry comprises many players, starting with Government at all levels, Churches, NGOs of local and international origin, organised commerce and industry and individuals who are inspired to “give something back”.
In some cases, these compete with one another, particularly for funds sourced both locally and internationally, and in others because of individuals who seek to be seen to be doing good. Only in a few cases are meaningful alliances formed which is wasteful of the scarce resources.
The degree of sophistication varies between active organisations, resulting in inefficiencies, graft and misuse of funds. Donors seek well-constituted and backed organisations that are professional in their approach.
The stakeholders and their needs
The stakeholders of the Diocese of Pretoria's Social Development Programme are, in no particular priority:
• ACSA
• The Diocese of Pretoria
• The parishes in the diocese
• The various organisations such as Mothers' Union
• Tumelong
• Other churches and denominations
• Central Government, particularly the Departments of Labour, Health, Social Welfare
• The Provincial Government – similar Departments
• The Municipalities in the Diocesan territory
• Welfare Organisations
• NGOs active particularly in the “township” suburbs
• The SAPS
• Donors
• The disadvantaged – poor, hungry, diseased, abused, unemployed, children, orphans, aged
Their needs , while being specific to the particular groups are common in Seeking Positive, sustainable solutions.
The Vision of the future of the industry and Mission of the organisation
The Vision and Mission of Social Development have been well debated in the Board and are as follows. They apply equally throughout the organisation.
These are:
Vision:
Creating a healthy sustainable society, free from HIV and Aids, being developed towards eradicating poverty.(as amended at 09/12/2006 meeting)
During the discussion of this draft, it may be necessary to refine the Vision statement since it appears incomplete
Mission:
The Social Development Programme aims to build a self-sustainable quality of life through the fostering of self-respect, self-discipline and learning among all, especially the young, needy and vulnerable to overcome hunger, poverty and unemployment.
The environmen t within which the organisation operates, and how it has changed since last planning
The environment within which the Social Development Board operates is best considered as two, one external and one internal within the context of the Anglican Church of Southern Africa (Province). Each exerts particular influences, which could have conflicting impacts on activities.
External Environment
• Continuing breakdown of family structures, and disciplines
• Emerging positive thrust at Government level towards the elimination of HIV/Aids
• Continuing need to build the “Second Economy”
• Continued growth of Information Technology
• Ineffectiveness of the Sectoral Education and Training System
• Growing awareness of need to reestablish basic technical skills (Apprenticeships)
• Cult of lawlessness, used in the “struggle” and never reversed after 1994 will continue
• Service delivery of government at all levels falls well below election promises – growing disillusionment
Internal Environment
• Despite recognition of the fact that most Social Development programmes are executed at Parish level, ACSA continues to centrally direct, and limit consultation with Dioceses in the design of programmes.
• ACSA planning and coordination is less than perfect on programme promotion and implementation
• At Pretoria Diocesan level, attention is focused on parishes and their support needs
• The Diocese has established a Social Development coordinator without defining the relationships between this function and the Line responsibility of the clergy. This causes confusion, and contributes to mixed communication channels.
• The Board, by policy, seeks ways to encourage and support parishes.
• In parishes, there is a poorly developed infrastructure to cater for the Youth and the Aged.
• While at Archdeaconry level, Social Development is recognised to the extent of appointing AD Representatives, by Archdeaconry, there is varying and limited time and effort allocated to working with Parishes on developing their capacity to achieve the Vision
The steps that follow identify Strengths ( on which to build) and Weaknesses ( to correct and convert to strengths) internally in the ACSA/Diocese environment in order to devise the internal strategy to attain the Mission, and repeated in respect of the external environment where Opportunities and Threats are identified to determine the external strategy. These relate specifically to the Board.
Internal Strengths and Weaknesses
Strengths ( Build ) |
Weaknesses ( Convert to Strengths ) |
• Support from Bishop • Focused Board • Several Parishes have active SD programmes • A Social Development Office at Diocesan level • Tumelong |
• Communication • Responses to correspondence • Between Parishes and Reps • Between reps themselves, and with Board • As a result of unclear responsibilities of the Social Development Coordinator • Exchange of project information • From Board to Parish • Commitment of Archdeacons and some AD Reps to implementing strategy • Focus at Board and AD level on specific projects rather than capacity and value systems • Poorly developed Youth movements • Limited attention given to the aged • Minimal focus on family structures and value systems • Archdeacon time allocation to Social Development – in ministry to clergy • Minimal Priest devotion to family value systems in congregations |
External Opportunities and Threats
Threats ( to covert to Opportunities) |
Opportunities ( Exploit) |
• Further breakdown in Family • Discipline • Value systems • Continued lawlessness • “Faint Hope” - people giving up • Unclear understanding of stakeholder criteria for our project direction, to elicit their support |
• Alliances with Government Departments (Central, Provincial, Local) • Alliances with NGOs, Businesses, Embassies in Diocese • Alliances with other churches • Small Business Promotion • Skills Development – IT, business skills • International support |
Strategy Development
From the above, it is obvious that before we can go out into the outside environment to build on opportunities, we need to get our own house in order.
We need to start with the weaknesses and define specific outcomes for performance
Internal Strategy |
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Strategy Item |
Required outcome |
• Communication • Responses to correspondence • Between Parishes and Reps • Between reps themselves, and with Board • Exchange of project information • From Board to Parish
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• To clearly define a target for response, and to monitor performance – deviations to be highlighted to supervisor in line The principle should be that acknowledgement should result in 24 hours, and a promised response date given, both of which are monitored. • Monthly project reports showing progress to be given to each Rector, copy to AD Rep Communication to parishes is through the Archdeacon, copy to the AD Rep, who should monitor. Responses to both originator and AD Rep |
• A Social Development Office at Diocesan level (Because of lack of clarity with the role, this Office has the potential to interfere with lines of responsibility, and causing abdication from responsibility at Archdeaconry and Parish level. |
• Clarify the role of the Social Development Coordinator to avoid conflict between the office and the recognised Clergy line of authority • Clarify the roles of the Regional representatives in the office, so as not to result in conflict with the AD line of authority. • Consider the situation of central institutional services • Examine the perception that the office exists to act as a policemen on parishes |
• Commitment of Archdeacons and some AD Reps to implementing strategy |
• Approval and adoption of this strategy constitutes commitment to perform • Each Archdeaconry to go the next step by devising their own plan, in conjunction with their parish clergy |
• Focus at Board and AD level on specific projects rather than capacity and value systems |
• At Board level, focus to be on capacity building in Archdeaconries and Parishes • Capacity building should commence with clear statement of priority issues, which shall be focused on by ADs when interacting with their clergy |
• Poorly developed Youth movements
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• Archdeacons to conduct a survey of Youth Structures in their AD's, identifying those who have • Sunday Schools • Youth Church • Youth clubs • ADs to identify resources needed to build a strong youth system |
• Limited attention given to the aged |
• Each Parish to conduct a census of parishioners age profile, and use this as a basis for firstly parish visiting, and secondly, project development based upon emerging needs. -Elders clubs in same way as youth clubs? |
• Minimal focus on family structures and value systems
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• A specific focus on the actions to be taken through the Diocese to weave Christian Family Value systems into the worship each week to be undertaken. • Particular attention to be placed upon Young Parents, to guide them to building good value systems in their families |
• Archdeacon time allocation to Social Development – in ministry to clergy |
• Each member of the clergy to analyse, and agree with his line superior, his allocation of time between the elements of his ministry |
Internal Strategy Continued |
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Strategic Issue |
Outcome desired |
• Role of Social Development Coordinator and regional representatives |
• Clear positioning of the Office in relation to the activities of the parishes • Define supportive role, in response to identified local needs, in conjunction with the parish and Ad representatives. • Establish a report-back procedure where the Coordinator attends various meetings on SD, to create and build knowledge of outside developments. • Communicate status reports and plans in regard of Tumelong, as an important asset to compliment parish efforts |
• By Archdeaconry, clarify the policies and approaches agreed within the AD to address the internal issues of: • Youth group formation and operation • Worship policy regarding family values • Young Parents and values • The Elderly |
• Each of the key aspects to be surveyed to establish the current position in relation to a Diocese agreed norm, and to develop plans to convert weaknesses in the ministry to strengths • This aspect of parish life to become an integral part of the M&E programme |
• The cult of lawlessness |
• Examine to determine the causal factors in the community of each parish • Determine the structure and approach to reversing the trend, in worship and other practices. • Structure this issue and consider using outside sources to conduct workshops, contribute to worship, establish crisis counseling services • Join forces with other churches as “Ring a Bell against Crime” |
• The strength of the Social Development function within the Ministry of each parish |
• Review the structure of the function, by parish: SD Coordinator? Committee? Projects? Reporting? |
• HIV/Aids ministry |
• Identify the structure of the HIV/Aids ministry in the parish and define the actual elements: Prevention?, Lifestyle development? SIYAFUNDISA? Aftercare? Counseling> Parental training? Family group training? Youth group guidance? Confirmation preparation?
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• Health and hunger |
• Identify ministries against hunger, and on health generally
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• Unemployment and employment creation |
• Identify ministries directed at enhancing opportunities of employment and advancement among parishioners. |
Allowing up till the end 2007 to complete and implement this internal strategy, resulting in a well balanced situation in the parish structure, commencing January 2008, the external strategy below will be implemented. This strategy will be constructed in a manner that undertakes internal actions to build the basis for the external development.
The External Strategy is outlined below, and actions that can commence immediately are suitably highlighted. These will be mainly of an internal research type activity to prepare the way for the ultimate external interactions.
External Strategy |
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Strategy issue |
Required outcome |
• Alliances at Government levels |
• Initially, while internal actions taken, determine: • Departments at each level of government with whom alliances are seen as desirable • Names of persons considered most informed and influential in their sphere (Define their benefit)
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• Alliances at NGO level |
Ditto above |
• Alliances at Embassy level |
Ditto above |
• Alliances at local business level |
Ditto above |
• Alliances at Donor level |
Ditto above |
• Identify desired external Board members from the above (3) to approach to serve |
• Determine criteria for appointment of an external Board member • Develop and consider a short list and determine the method of approach, by candidate |
• Public Relations Campaign |
• Identify a Public Relations person from within • Construct the message to be projected • Design a PR programme to realise the aims of the Board |
This detailed external strategy can run concurrent with the internal strategy, and can be taken forward as a series of action plans once it is confirmed by the Board that progress is successful enough to “go public”. At that stage the steps which require outside action can be assigned to individuals and timed.
For this process, it is suggested that one or two Archdeacons are co-opted onto the Board to provide perspectives otherwise not available. The sort of perspectives would be those expected from outside Board members, once appointed.
Timing and reportback
These above actions are necessary to establish the commitment to and status of essential Social Development issues at parish level prior to the establishment of an outward looking programme of cooperation and collaboration.
This latter will promote access to support in the way of networking, resources, enlarging the influence of the Anglican Mission in its resident communities. Successful correction of the weaknesses within the system will raise the credibility of donors and experienced supporters.
The above actions should therefore be completed, including the completion and review in the Board, of Archdeaconry plans, by no later than the August 25 meeting of the Board, to which all Archdeacons and their coordinators, and the Social Development Coordinator should present their plans.
The likely format of these plans will be discussed at the 12 May meeting, and assuming agreement to this Strategic Framework at that meeting, will use the same process as utilised herein.
