Strategic Goals and Mission Objectives for 2020-2025
2020-2025 – Strategic
Goals of the
Quinquennium
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aithfully
ccountably
nnovatively
ransparently
armoniously
Our Vision:
Our Vision:
In harmony with Bible revelation, Seventh-day
In harmony with Bible revelation, Seventh-day
Adventists see as the climax of God’s plan the
Adventists see as the climax of God’s plan the
restoration of all His creation to full harmony
restoration of all His creation to full harmony
with His perfect will and righteousness.
with His perfect will and righteousness.
Mission:
Mission:
:
:
Make disciples of Jesus Christ who live as His
Make disciples of Jesus Christ who live as His
loving witnesses and proclaim to all people the
loving witnesses and proclaim to all people the
everlasting gospel of the Three Angels’ Messages
everlasting gospel of the Three Angels’ Messages
in preparation for His soon return (Matt 28:18-
in preparation for His soon return (Matt 28:18-
20, Acts 1:8, Rev 14:6-12).
20, Acts 1:8, Rev 14:6-12).
Our Method:
Our Method:
Guided by the Bible and the Holy Spirit, Seventh-
Guided by the Bible and the Holy Spirit, Seventh-
day Adventists pursue this mission through
day Adventists pursue this mission through
Christ-like living, communicating, discipling,
Christ-like living, communicating, discipling,
teaching, healing, and serving.
teaching, healing, and serving.
Criticality of the Culture of
Criticality of the Culture of
Synergetic & Harmonious
Synergetic & Harmonious
Implementation of Action Plan
Implementation of Action Plan
I will GO
I will GO
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S. Growth Objectives
S. Growth Objectives
Mission Objectives
Mission Objectives
Leadership Objectives
Leadership Objectives
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CONCEPTUAL OVERVIEW
OBJECT. CATEGORIES
SPECIFIC OJECTIVES KPIs
Research
Issues/Needs
I WILL GO Strategic Focus
Divisions & GC
Department
Input
MISSION
STATEMENT
MISSION OBJECTIVES:
1. To revive the concept of worldwide mission and sacrifice for mission
as a way of life involving not only pastors, but every church member,
young and old, in the joy of witnessing for Christ and making disciples
2. To strengthen and diversify Adventist outreach in large cities,
across the 10/40 Window, among unreached and underreached
people groups, and to non-Christian religion
3. To make developing resources for mission to non-Christian
religions and belief systems a high priority
4. To strengthen Seventh-day Adventist institutions in upholding
freedom, wholistic health, and hope through Jesus, and restoring in
people the image of God Spiritual
GROWTH OBJECTIVES:
5. To disciple individuals and families into Spirit-filled
lives
6. To increase accession, retention, reclamation, and
participation of children, youth, and young adults
7. To help youth and young adults place God first
and exemplify a biblical worldview
LEADERSHIP OBJECTIVES:
8. To strengthen the discipleship role of pastors,
teachers, and other frontline workers and provide
them with regular growth opportunities
9. To align world church resources with strategic
objectives
10. To enhance the transparency, accountability,
and credibility of denominational organization,
operations, and mission initiatives Holy Spirit
Objectives To be defined as the Holy Spirit leads
The WAD strategic plan resulted from careful analysis of the
The WAD strategic plan resulted from careful analysis of the
following relationships:
following relationships:
The Implementation rate of the WAD DEPARTMENTAL SP 2015-
2020 in various Unions/Institutions
The appraisal of the activities of the WAD Directors vis-à-vis their
responsibilities toward the implementation of their DPT. SP 2015-
2020 and Fields/Institutions’ needs
The appraisal of the Department’s Actions vis-à-vis the SP 2015-
2020
The appraisal of the Fields/Institutions’ implementation of the
WAD SP 2015-2020
The priorities of the GC Departments’ specific focuses for 2021-
2025
The related priorities & other realities of WAD territory for 2021-
2025
The
I WILL GO
S.M.A.R.T. projects/initiatives
GC SP 2015-2020
GC SP 2015-2020
WAD SP 2015-
WAD SP 2015-
2020
2020
FIELDS’ 2015-
FIELDS’ 2015-
2020 SWOT
2020 SWOT
WAD DPT. 2015-
WAD DPT. 2015-
2020 DUTIES
2020 DUTIES
WAD DPT. 2015-
WAD DPT. 2015-
2020
2020
EVALUATION/SWOT
EVALUATION/SWOT
WAD DPT. SP
WAD DPT. SP
2020-2025
2020-2025
WAD SP 2020-
WAD SP 2020-
2025
2025
GC SP 2020-2025
GC SP 2020-2025
WAD DPT. SP
WAD DPT. SP
2015-2020
2015-2020
The Critical Relationships to Consider for Contextual/Relevant Implementation
The Critical Relationships to Consider for Contextual/Relevant Implementation
Typical Example of Contextualized
implementation of the GC strategic plan
based on the realities of each Division.
KPI
2.10.
Each conference
and mission has a
five-year plan to
increase the number
of Adventist
primary and
secondary schools.
WADEDU says, implements, follows up:
Organize seminars for stakeholders on assessment and
evaluation of the Adventist educational system in
Missions and Conference
Organize seminars/workshops for stakeholders on
Reclaiming,
Creation and Operation of P & S schools
Formulate and implement strategies for fundraising for
existing and new schools, as well as for Universities.
Organize Seminars on Creation of networks between
Conferences/Missions/ Institutions for mutual support
in creation and operation of schools
NGUC says and implements:
CAUM says and implements:
Embark on negotiations
with Ghana Education
Service to reclaim
Adventist Schools
Organize fundraising for
rehabilitation of existing
schools
Organize fundraising for
rehabilitation of existing
schools in CAM & CM
Organize fundraising for
Creation of schools in the
Republic of Congo
GC says and follows up:
M
A
JOR PLAYERS
M
A
JOR TARGETS
M
A
JOR EMPHASES
Illustrating the strategic goals and mission objectives for the quinquennium of 2020-2025 in the context of making disciples of Jesus Christ and spreading the everlasting gospel. The criticality of fostering a culture of synergy and harmonious implementation to achieve these goals is emphasized, focusing on global mission revival, outreach diversification, resource development, institutional strengthening, spiritual growth, discipleship, and leadership empowerment within the Seventh-day Adventist community.
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Presentation Transcript
2020-2025 Strategic Goals of the Quinquennium
Criticality of the Culture of Synergetic & Harmonious Implementation of Action Plan Mission: Make disciples of Jesus Christ who live as His loving witnesses and proclaim to all people the everlasting gospel of the Three Angels Messages in preparation for His soon return (Matt 28:18- 20, Acts 1:8, Rev 14:6-12). : I will GO F aithfully Our Method: A ccountably Guided by the Bible and the Holy Spirit, Seventh- day Adventists pursue this mission through Christ-like living, communicating, teaching, healing, and serving. I discipling, nnovatively T ransparently Our Vision: In harmony with Bible revelation, Seventh-day Adventists see as the climax of God s plan the restoration of all His creation to full harmony with His perfect will and righteousness. H armoniously
I will Go CONCEPTUAL OVERVIEW OBJECT. CATEGORIES SPECIFIC OJECTIVES KPIs Objective 1 Objective 2 Objective 3 Objective 4 Objective 5 Objective 6 Objective 7 Objective 8 Objective 9 Objective 10 7 KPIs 11 KPIs 3 KPIs 3 KPIs 9 KPIs 8 KPIs 3 KPIs 3 KPIs 7 KPIs 4 KPIs I WILL GO Strategic Focus Mission Objectives Research STATEMENT MISSION Issues/Needs S. Growth Objectives Divisions & GC Department Input Leadership Objectives Objective HS HS KPIs
MISSION OBJECTIVES: 1. To revive the concept of worldwide mission and sacrifice for mission as a way of life involving not only pastors, but every church member, young and old, in the joy of witnessing for Christ and making disciples 2. To strengthen and diversify Adventist outreach in large cities, across the 10/40 Window, among unreached and underreached people groups, and to non-Christian religion 3. To make developing resources for mission to non-Christian religions and belief systems a high priority 4. To strengthen Seventh-day Adventist institutions in upholding freedom, wholistic health, and hope through Jesus, and restoring in people the image of God Spiritual
GROWTH OBJECTIVES: 5. To disciple individuals and families into Spirit-filled lives 6. To increase accession, retention, reclamation, and participation of children, youth, and young adults 7. To help youth and young adults place God first and exemplify a biblical worldview
LEADERSHIP OBJECTIVES: 8. To strengthen the discipleship role of pastors, teachers, and other frontline workers and provide them with regular growth opportunities 9. To align world church resources with strategic objectives 10. To enhance the transparency, accountability, and credibility of denominational organization, operations, and mission initiatives Holy Spirit Objectives To be defined as the Holy Spirit leads
The Critical Relationships to Consider for Contextual/Relevant Implementation GC SP 2015-2020 GC SP 2020-2025 I will Go WAD SP 2015- 2020 WAD DPT. SP 2020-2025 WAD SP 2020- 2025 The WAD strategic plan resulted from careful analysis of the following relationships: The Implementation rate of the WAD DEPARTMENTAL SP 2015- 2020 in various Unions/Institutions The appraisal of the activities of the WAD Directors vis- -vis their responsibilities toward the implementation of their DPT. SP 2015- 2020 and Fields/Institutions needs The appraisal of the Department s Actions vis- -vis the SP 2015- 2020 The appraisal of the Fields/Institutions implementation of the WAD SP 2015-2020 The priorities of the GC Departments specific focuses for 2021- 2025 The related priorities & other realities of WAD territory for 2021- 2025 The I WILL GO S.M.A.R.T. projects/initiatives WAD DPT. SP 2015-2020 FIELDS 2015- 2020 SWOT WAD DPT. 2015- 2020 EVALUATION/SWOT WAD DPT. 2015- 2020 DUTIES
Typical Example of Contextualized implementation of the GC strategic plan based on the realities of each Division. NGUC says and implements: Embark on negotiations with Ghana Education Service to reclaim Adventist Schools Organize fundraising for rehabilitation of existing schools GC says and follows up: KPI 2.10. Each conference and mission has a five-year plan to increase the number of Adventist primary and secondary schools. WADEDU says, implements, follows up: Organize seminars for stakeholders on assessment and evaluation of the Adventist educational system in Missions and Conference CAUM says and implements: Organize fundraising for rehabilitation of existing schools in CAM & CM Organize fundraising for Creation of schools in the Republic of Congo Organize seminars/workshops for stakeholders on Reclaiming, Creation and Operation of P & S schools Formulate and implement strategies for fundraising for existing and new schools, as well as for Universities. Organize Seminars on Creation of networks between Conferences/Missions/ Institutions for mutual support in creation and operation of schools
MAJOR EMPHASES MAJOR PLAYERS MAJOR TARGETS All Department; coordinated by GL, EV, MS Boosting Mission in unentered areas FRONTIER MISSION SP REVISION UPDATES youth's leadership, communication, collaboration, decision-making, and creativity capacities YOUTH LEADERSHIP DEVELOPMENT YM, PCM, WM & WAD-LEAD Annual emphasis: Revival (2023), Restoration (2024), Retention (2025) EVANGELISM EV/PM, YM, MS & GM Boost job creation through empowerment and skill development INNOVATION & YM, EDU, ST, APM, WM, HM ENTREPRENEURSHIP OUTREACH YOUNG AFRICAN ADVENTIST PROFESSIONALS Involvement in acquaintance with and resolution of Church matters YM, EDU, WM, GM, ST, MS
