Strategic Goals and Mission Objectives for 2020-2025

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.

• Strategic goals
• Mission objectives
• Quinquennium
• Synergy culture
• Discipleship
• Evangelism
• Seventh-day Adventists

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1. 2020-2025 Strategic Goals of the Quinquennium

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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