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Even the non-profit sector can be a greater force for good with a potent intelligence system to
improve fundraising, financial returns, productivity, visibility, volunteer mobilization, and
closer contact with key constituencies. For example, The Salvation Army cannot excel in
fulfilling its noble mission without a sound intelligence system to forecast needs, mobilize
and harness the talent of volunteers and soldiers, and enlist allies among leaders and policy
makers.
The Salvation Army leads the non-profit universe by raising more funds than the YMCA and Red
Cross combined, the second and third-largest U.S. charities respectively. With $2 billion in
annual revenue (prior to 9-11) and a $3 billion asset base held in marketable securities
(stocks, bonds and government treasury bills), The Salvation Army is considered by Robert A.
Watson, The Army’s recently retired national commander, "as much a venture capitalist as a
charity." (1)
The Salvation Army also knows how to scan for and select the best deals to keep travel,
administration and fundraising expenses down to 12% of its total cost structure. By devoting 88
cents of every dollar to serving the needy, the Salvation Army outperforms the Red Cross and
UNICEF in terms of financial management.
Yet, however significant the couple of billion dollars the Salvation Army receives in
regular donations may be, this amount pales in comparison with the time donated by 1.6 million
volunteers serving 30 million clients in 10,000 centers of operations(2). The
market value of volunteer-service delivery exceeds $8 billion. No wonder Peter Drucker
considers the Salvation Army to be "the most effective organization in the U.S. No one
even comes close to it in respect to clarity of mission, ability to innovate, measurable
results, dedication and putting money to maximum use."(3)
As military commanders since the time of Sun Tzu have known, intelligence is the foundation of
excellence. And the Salvation Army saw the need for it soon after settling the Dodge case
(4). With 15% of its funds now coming from governments, the Salvation Army
keeps even a closer eye on Washington and other capitals. It has also played an active role in
the faith-based initiative of President George W. Bush. Its strategic thinking and best
practices are the subject of Watson’s book, The Most Effective Organization in the U.S.:
Leadership Secrets of the Salvation Army.(5)
A partner of the American Society for Association Executives(6) ASAE),
Associationcentral.com provides many non-governmental organizations (NGO) like The
Salvation Army, trade groups and professional societies with a wealth of intelligence products
and services including networking events to structure intelligence teams, conduct
strategic-thinking exercises, find the right joint-venture partner and streamline
community-building activities.
Important
A detailed coverage of intelligence, counterintelligence, strategy, risk, F-Scale and strategic
negotiations is the subject of the management seminar:
Strategy, Risk, Negotiation &
Leadership.
For seminar objectives, outline and upcoming sessions in the US and Canada, contact
www.executive.org.
Footnotes
1. Robert A. Watson, Ben Brown: The Most Effective Organization in the U.S.:
Leadership Secrets of the Salvation Army, Crown Publishing Group, 2001, ISBN: 060960869X.
2. Following 9-11 attacks, nearly five thousand airline passengers were
stranded for four days in the Gander area of Newfoundland where the local hotels could barely
accommodate the crews. Without prior experience, the local Salvation Army was ready to play an
instrumental role in feeding, hosting or finding a temporary home for its guests many were so
moved by the hospitality they setup websites to thank the Army and the people of the area.
3. Robert Lenzer and Ashlea Ebeling: Peter Drucker's Picks, Forbes,
August 11, 1997
4. 1989 U.S. Dist. LEXIS 4797, WL5385
5. Robert A. Watson: see above.
6. ASAE: www.asae.org
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