2019-2021STRATEGIC PLAN

WOODLANDSCONFERENCE

2019-2021STRATEGIC PLAN

One day I was driving to Kawambwa from Kapirimposhi for ministerial duties. I and my wife parked our personal belongings in the vehicle ready to take off on this long trip. We decided to use a short cut through the pedicle road into Democratic Republic of Congo (DRC). Upon going through DRC check point, I put my foot on the pedal. With the ministerial speed I was on, I checked through the mirror and saw a Pajero overtaking us at the speed of lightening. In no time, we were at Chembe border point. After border formalities were done, I took off at my own speed leaving the Pajero. As we were entering Mansa, I peeped through my rear view mirror and to my shock, the guy in the Pajero was at it again to overtake me. We got ourselves some refreshments in Mansa and then took off for Kawambwa. We had arrived in Mwense and there we bought some bananas. As we were leaving the town, the Pajero again overtook me waving at me as though we were competing on the road. At this time I decided to put much pressure on my pedal so that I can reach Kawambwa in good time. I overtook him in Kazembe and then I headed for Ntumbachushi area. From nowhere, I could see the Pajero flashing lights at me. I wondered why. He flagged me down and I slowed down and opened my window as he did the same. We talked. Then, he asked me if he was on the right road going to Kashikishi or Nchelenge. The question jerked my emotions and I responded with much pain but was forthright. “Sorry sir, you are terribly lost. You have to drive back and connect to the road you left.” In no time, he made his turn back to Kashikishi road. Then, I realized and approved the statement of this unknown author, “Direction is Better Than Speed.” As a new conference, what is the way forward? What is the task before us? Where are we going?

Woodlands Conference has decided the direction to go. In the approved Strategic Plan for 2019 to 2021, this is the strategic direction to be charted:

1. EVANGELISMWoodlands Conference has put evangelism as top priority on the agenda. In these three years we want to baptize 11,000 per annum. We shall attempt

DIRECTION IS BETTER THAN SPEEDFOREWORD

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workable evangelistic methods for all members. This is equally a call to Total Member Involvement (TMI) in unleashing God-given talents and gifts to be employed in soul winning.

2. FAMILY LIFEWe have realized that families are hurting among our members. We need to engage into vigorous actions to build and strengthen families. We need to minister to the youths and provide premarital counseling. Further, we need to attend to single parents, widows and widowers and minister to their needs as they wrestle with day to day challenges. It is a known fact that Christian homes are breaking up. If families are strong then the church and the community will be a force to reckon with in favor of the gospel.

3. INFRASTRUCTUREWoodlands Conference will embark on the following:

I. Build a conference office and other auxiliary facilities in New Kasama.

II. Acquire plots in developing and strategic areas for church buildings.

III. Assist churches in completing worship structures.

4. EDUCATIONThe strategic direction is to build a conference school.

5. STEWARDSHIPThe direction is to make Woodlands Conference a self-sustaining entity with faithful and enterprising membership.

In as much as there are many things that catch our eyes, we decided to take only five strategic directions that touch our hearts.

Let us sustain the growth of this infant conference by working and praying together. Lest we forget, we are organized as a Conference for mission and service to the lost humanity. Together, we can build Woodlands Conference to higher heights.

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Table of Contents1. Background About the Woodlands Conference........................

1.1 Background....................................................................................

1.2 Territory and Leadership............................................................

2. Mission......................................................................................................

3. Vision.........................................................................................................

4. Our Core values......................................................................................

5. SWOT Analysis........................................................................................

6. Key Result Areas....................................................................................

7. Strategic Directions..............................................................................

7.1 Evangelism and Spiritual Growth...........................................

7.2 Family Life.......................................................................................

7.3 Infrastructure Development....................................................

7.4 Education........................................................................................

7.5 Stewardship....................................................................................

8. Overview of the implementation process...................................

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1.0 BACKGROUND ABOUT THE WOODLANDS CONFERENCE

1.1 BackgroundWoodlands Conference was organized on 14th January, 2019 after the Southern Africa and Indian Ocean Division (SID) of the General Conference of the Seventh-day Adventist Church (SDA) took an action to realign Lusaka Conference into two Conferences. As at 31st March, 2019, Woodlands Conference had jurisdiction of 112 organized churches and 114 companies with the total membership of 59, 335 church members. The Woodlands Conference primarily exists, in cooperation with the rest of the Seventh-day Adventist churches, to proclaim the everlasting Gospel in the context of the Three Angels Message of Revelation 14: 6-12 in the prescribed territory of the conference and the world at large. In order to carry out this mission mandate, the Conference has developed this strategic plan for the period 2019-2021 in a way that will help its membership realize their potential and engage in the enhancement of the Church’s Mission mandate.

1.2 Territory and LeadershipWhile the global structure of the Seventh-day Adventist Church includes levels of organization beginning from the local church to the General Conference, Woodlands Conference is composed of companies and local churches. Woodlands Conference hereinafter abbreviated WC is part of the Southern Zambia Union Conference of the Seventh-day Adventists. Because of that, the Woodlands Conference shall pursue the mission of the church in harmony with the doctrines, programs, and initiatives adopted and approved by the General Conference and the Southern Zambia Union Conference of the Seventh-day Adventists in their

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quinquennial sessions. The strategic plans in this document are a reflection of this relationship.

Whereas Woodlands Conference embraces its global responsibility in the work of the Gospel, its immediate geographical territory consists of the Eastern part of Lusaka Province of the Republic of Zambia. Woodlands conference pursues its mission through and in collaboration with all churches and companies under its jurisdiction.

The executive officers of Woodlands Conference are the President, the Executive Secretary, and the Chief Financial Officer. In consultation with each other and the EXCOM, they are to carry forward the work according to plans, policies, and programs voted by the constituency, and/or the Conference Executive Committee. This includes monitoring and evaluating the implementation of the voted strategic plans.

2.0 MISSION STATEMENT: The Mission of Woodlands Conference of the Seventh-day Adventist Church is to Call all people to become disciples of Jesus Christ, to proclaim the everlasting gospel embraced by the three angel’s messages (Revelation 14:6-12), and to prepare the world for the soon return of Jesus Christ.

3.0 VISION STATEMENT: To be a Christ-Centered and self-sustaining Conference focused on evangelism and spiritual growth that aims for excellence.

4.0 OUR CORE VALUES• Spirituality

• Unity9

• Integrity

• Excellence

• Accountability and transparent

5.0 ANALYSIS OF STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS

STRENGTHS1. A Large percentage of youthful members

2. Well networked membership

3. Variety of professionals among members

4. Availability of Seventh-day Adventist teachers.

5. Church’s programs such as the Total Member Involvement useful.

6. Spirit of Prophecy teachings are a useful and practical guide.

7. Sufficient resource persons.

8. Conference efforts in organising family life events supported by individual churches involvement.

9. Established structures within the local church system instru mental in evangelism.

10. Evangelism is a priority of the church

11. Seventh-day Adventist Church well known in Zambia.

12. Rusangu University producing useful human resource with an Adventist orientation to assist the church achieve its strategic result areas.

13. Geographical realignments have heightened opportunities for outreach.

14. A number of congregations within the Conference own land.10

15. Willing members to support ownership and development of land.

16. Dedicated members.

WEAKNESSES1. Lack of seed capital to support members with entrepreneurial ideas.

2. Lack of training in hands-on self-development and entrepreneurial activities for youths.

3. Church focuses inwardly than outwardly for resource mobilisation.

4. Lack of effective system to mobilize resources among the members

5. Conference currently does not own land for construction of schools.

6. Poor reading culture among members

7. Disunity within the church.

8. Reluctance to accept and adopt decisions from the Conference leadership.

9. Inadequate financial resources to support program.

10. Nurturing new converts poor generally.

11. Urban land scarce and costly to acquire.

12. Land acquisition process is lengthy

13. Security of tenure especially for traditional land is porous.

14. Un-registered (untitled) and un-surveyed land (mostly rural areas) is difficult to keep records of.

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OPPORTUNITIES1. Declaration of Zambia as a Christian nation in the Zambia constitution.

2. Road works by Road Development Agency promote easy access to locations for ministry.

3. Willingness by most parents to send their children to Adventist schools.

4. Inadequate well managed averagely affordable private schools in Lusaka.

5. Government support through liberalised education policies.

6. Adventist message on healthier living has gained traction in recent years.

7. Citizens generally gravitating towards healthier and happier life styles now.

8. Many un-entered areas of the Conference within the City as well as rural regions.

9. Republican President who promotes Christianity and Christian values.

10. Declaration of October 18th as day of prayer and fasting.

11. Conducive political environment.

12. Favourable financial policies that allow for easy investment options.

13. Traditional land is cheaper and still readily available.

14. Newly developing areas created by Councils have areas zoned for religious use.

15. Available professionals aligned to land acquisition and development.

16. Developing (Building Schools, Churches, Trades Institutions, 12

Water and Sanitation projects, etc.) un-entered areas provides avenues to spread the Gospel.

THREATS1. High mobility (exodus) of the youthful members to other churches (Non- Adventist)

2. Negative perception by community towards Adventist schools.

3. Competition from non-Adventist schools within the catchment area of Woodlands Conference.

4. Charismatics leading on holding conferences and seminars where they use emotions, and music loudness to attract numbers.

5. Adventists not visible on national media (TV, radio or newspapers).

6. Negative publicity through undesirable and damaging stories by social media.

7. Off shoots infiltrating the church with wrong doctrines.

8. Breakaway of members forming their own Churches from the main church organization system

9. Political interference in Religious affairs which may formulate certain policies which may antagonize evangelism

10. Mushrooming of many Pentecostal churches in Zambia

11. Unforeseen events, such as the cholera pandemic which led to closure of a number of churches

12. A rush to acquire land (both traditional and state land) and hoarding of land by individuals and institutions.

13. Encroachments of land especially by political cadres.

14. High cost of borrowing funds for mortgage purposes.

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15. Instability of the currency negatively affects building materials and prices of land.

6.0 KEY RESULT AREASArising from a SWOT Analysis of THE Woodlands conference, the following Five Strategic Direction were developed:

I. Evangelism and Spiritual Growth

II. Family life

III. Infrastructure Development

IV. Stewardship

V. Education

The following Key Result Areas were developed for each Strategic Direction:

I. EVANGELISM AND SPIRITUAL GROWTHa) Baptise 11,000 souls annually

b) To involve all Church members in personal evangelism (Total Member Involvement)

c) Intensify evangelistic activities in un-entered areas

d) Promote comprehensive evangelism

e) To participate in community social responsibility activities

f ) Encourage a Christ-cantered, spirit-filled and prayerful life based on the knowledge of God, embracing a world view that puts God first

II. FAMILY LIFEa) Family life symposia and seminars

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b) Family life weeks of prayerc) Family life outings and retreatsd) Home visitationse) Marriage enrichment seminarsf ) Distributing literature and audio/visual material on family life.g) Single parents’ retreats and seminarsh) Pre-marital counselling sessionsi) Spouse separation

III INFRASTRUCTURE DEVELOPMENTa) Build offices and other auxiliary structures.b) Help local Churches to build Churches in strategic areas.c) Buy plots in developing areas for churches.

d) Encourage churches to develop their campsites by making them ideal for camping.e) Develop Institutions for skills development.

IV EDUCATIONa) Encourage the construction of church schools b) Dissemination of knowledge in Adventist pedagogical approaches.c) Education community open days.d) Education weeks of prayere) Promoting the growth of campus ministries.f ) ICT in all church schools.g) Accreditation of schoolsh) Plan to develop a secondary school for the Conference.

V STEWARDSHIPa) Increase number of members on systematic benevolence

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b) Increase the number of enterprises run and owned by church members

c) Create opportunities of raising own capital amount the members

d) Teach members on personal and family finance.

e) Educate members on debt management.

f ) Entrepreneurship skills for those who want to start business.

g) Increase awareness in the areas of tithe and offering returning

Key areas

1. Total Member Involvement (TMI) - To involve all Church members in personal evangelism

2. Intensify evangelistic activities in

Strategies

Train and equip members for evangelism

Operationalize TMI initiative

Declare every campus in the conference as an un-entered area for

Key Performance Indicators

Programs that aid members to identify their spiritual gifts are conducted.

Members are trained and equipped in effective methods of evangelism

Members are mobilized to engage in friendship evangelism

Local churches are Shifting from conducting crusades to foot soldier evangelism

Campus Ministry leaders are aware of their responsibilities.

Office Responsible

Personal Ministries

Personal Ministries

Personal Ministries

Personal Ministries

Youth and Chaplaincy

Performance Monitoring

Quarterly

Quarterly

Quarterly

Quarterly

Annually

7.0 STRATEGIC DIRECTIONS:7.1. STRATEGIC DIRECTION NUMBER 1: EVANGELISM AND SPIRITUAL GROWTH

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un-entered areas

3. Promote comprehensive evangelism

4.To participate in community social responsibility activities

evangelism thrust

Sub-divide/realign large districts and employ more pastors/pioneers to serve members better

Increased support of affiliated evangelistic ministries

Increase the number of evangelistic campaigns crusades and efforts

Conduct health community based events that are evangelistic in nature

All campus ministries are conducting evangelistic campaigns i.e. crusades, week of prayers

Increase the number of branches, companies and churches to serve more people.

Increased evangelistic events by the affiliated ministries.

Each church is conducting a minimum of one (1) evangelistic campaign in 2019 and increase in the subsequent years.

A minimum requirement of one reaping campaign (event) for each employed officer and director and two for every church pastor annually is advocated.

Health expositions are conducted in the communities, markets, shopping malls, churches etc. annually.

Outings to support and encourage the needy are promoted

Health workers are

Personal Ministries

Church Development / Ministerial

Personal Ministries

Personal Ministries

Personal Ministries

Health Ministries

Personal Ministries

Health /

Quarterly

Annually

Annually

Annually

Annually

Annually

Annually

Annually

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5. Encourage a Christ-centred, spirit-filled and prayerful life based on the knowledge of God, embracing a world view that puts God first

6. Encourage local churches to persuade

Build strategic relationships

Encourage members to engage in daily devotion and Bible study

Encourage increased use of technology to enhance personal devotional life

Encourage prayer as a way of life

Encourage nurturing and retaining new members

Encourage programs to nurture and retain new members

Encourage programs in local churches to locate and retain missing members

Include a local church fund on the church for study guides on the budget.

encouraged to conduct public campaigns

Working relationships with civic and community leaders and other stakeholders in the communities is advocated

More members are engaging in regular study of the Bible and the Spirit Of Prophecy

Technology is used for personal devotionsPrayer is practiced among local church members

Membership retention is encouraged in local churches

Programs for nurturing new members are conducted

Missing members are located and reclaimed

Each local church has included a study guide fund on their budgets

Local churches are ordering study guides for their churches

Personal Ministries

Personal Ministries

Personal Ministries

Personal Ministries

Personal Ministries

Personal Ministries

Personal Ministries

Personal Ministries

Personal Ministries

Annually

Quarterly

Quarterly

Quarterly

Quarterly

Quarterly

Quarterly

Annually

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Church members are encouraged to buy study guides at a subsidised cost from their local churches.

The book of the year is promoted

Churches are prepared for the distribution of the book of the year.

members to be buying study guides

7. Distribution of the book of the year.

Encourage church members to buy study guides on their own at a church subsidised cost.

Promote the book of the year

Encourage churches to prepare for the distribution of the book of the year in all communities within the conference.

Personal Ministries

Personal Ministries

Personal Ministries

Annually

Annually

Annually

7.2. STRATEGIC DIRECTION NUMBER 2: FAMILY LIFE

Key Areas

1. Family life symposia and seminars

2. Family life weeks of prayer

3. Family life outings and retreats

4. Home visitations

Strategies

Hold Conference wide symposia

Hold one-day seminars in churches.

Hold family life week of prayer in churches

Encourage family life outings in churches for all members to go on family life retreats

Leadership in churches must visit families to encourage family

Key Performance Indicators

Two symposia are conducted every year

One seminar every quarter in each church is conducted

One week of prayer every six (6) months is conducted

One retreat every year is conducted

Fifty (50) homes in every organized church are visited every quarter

Office Responsible

Family Life

Family Life

Family Life/ Youth Ministries /Children Ministries

Family Life/Youth Ministries

Personal Ministries & AY ministries

Performance Monitoring

Annually

Quarterly

Bi-annually

Annually

Quarterly

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5. Marriage enrichment seminars

6. Distributing literature and audio/visual material on family life.

7. Single parents

8. Spouses on separation

togetherness

Hold seminars in churches for married couples to strengthen marriages

Literature and AV material distribution to non-Adventist homes to promote good family living as a way to evangelise

Organize weeks of prayer for single parents in all local churches

Identify spouses on separation

Organize retreats for spouses on separation

One seminar every quarter is conducted in every organized church

One day for materials distribution every quarter is set aside.

Weeks of prayer for single parents are organized

Spouses on separation are identified

Retreats on separation are organized

Family Life/ AY

Publishing, AY & Communication

Family life

Family Life

Family Life

Quarterly

Quarterly

Bi-Annually

Bi-annually

Bi-annually

7.3. STRATEGIC DIRECTION NUMBER 3: INFRASTRUCTURE DEVELOPMENT

Key areas

1. Encourage churches to build church buildings that have offices and other auxiliary structures in new strategic locations which do

Strategies

Acquire and Identify an ideal piece of land to build conference offices

Approve the office design

The Conference should help churches that are in new developing

Key Performance Indicators

Pieces of land are identified and acquired

Office designs are approved by the Executive Committee

Amount of resources mobilized and churches are sold plots

Office Responsible

Church Development/Administration

Church Development/Administration

Church Development/Administration

Performance Monitoring

Monthly as need be

June, 2019

On going

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not have buildings

2. Develop camp sites that are ideal for camping

3. Developing institutions for skills development e.g. school or college.

areas to get land.

Identify the strategic areas that do not have churches

Buy or assist to finance the purchase of properties/ land

Perform a needs assessment for all the camp sites.

Provide a design of the design of the basic amenities to enhance the camp sites.

Partner with the districts to develop the cap sites on a cost sharing basis

Acquire land for skill development and farming

Acquire land for building a school which can be developed into a university.

Employment or contract a real estate officer to spearhead the conference developments

A team to spearhead this key result area is set up.

A fund which can be used to purchase properties when available is set up.

Needs assessment report of all the existing camp sites is prepared.

Camp sites development is prioritize.

A fund for use to upgrade these camp sites is developed.

Acquire tile deed for the camp sites.

Land for skills development is purchase by 2020.

Design of the school buildings is made and land is acquired.

A real estate officer is employed by second quarter 2020.

Church Development/Administration

Church Development/Administration

Church Development/Administration

Church Development/CFO

Church Development/CFO

Church Development/ Ex Secretary

Education/ Church Development

Education/ Church Development

Education/ Church Development

On going

Quarterly

Quarterly

On going

On going

On going

Quarterly

2020

2020

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Key Areas

1. Encourage the Construction of Church schools.

2. Dissemination of knowledge in Adventist pedagogical approaches.

3. Education community open days

4. Education weeks of prayer.

5. Promoting the growth of campus ministries.

Strategies

Encourage churches to Seek financial support to construct

Encourage churches to acquired Land for building schools

Seminars and symposia for Adventist teachers both within church and secular institutions

Holding education community open days to show case Adventist teachings in individual churches

Holding education weeks of spiritual emphasis in individual churches

Holding campus ministries big Sabbaths

Visiting campus ministries chapters within the conference by the Conference or designates

Key Performance Indicators

Two churches are constructingschools

Two plots for schools procured

One Conference seminar every quarter is conducted

One annual national academic symposium held by Woodlands Conference

Each local church is hosting two open days every year

Each local church is hosting two education weeks of prayers every year

One campus ministries big Sabbath is conducted every semester in each and every campus

At least One campus is visited every quarter.

Office Responsible

Education

Church Development

Education/Communication

Education

Education/Personal Ministries

Education

Youth Ministries

Youth Ministries

Performance Monitoring

December 2021

June 2020

Quarterly

Yearly

Bi-annually

Bi-annually

Bi-annually

Quarterly

7.4. STRATEGIC DIRECTION NUMBER 4: EDUCATION

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6. ICT in all church schools.

7. Accreditation of schools

8. Plan to develop a Secondary school for the Conference

Promoting use of ICT in schools

Soliciting for ICT support from cooperating partners.

By the Adventist Accrediting Association

Local accrediting bodies

Create a Committee of experts to commence developing the concept

One promotion is conducted every quarter

Five (5) potential donors approached annually

All schools are accredited

All schools are accredited

Committee are set up

Plans are completed

Communication/Youth

Communication/Administration

Education/Administration

Education/Administration

Education/Church

Development/YouthEducation

Quarterly

Annually

Once off/continuously

Once off/continuously

June 2020

June 2021

7.5. STRATEGIC DIRECTION NUMBER 5: STEWARDSHIP

Strategic Areas

1. Promote faithful tithing and offering returning

2. Increase the number

Strategies

Increase number of members on systematic benevolence

Conduct stewardship seminars twice each year in every organized district

Promote biblical systematic and sacrificial giving

Promote the culture of

Key Performance Indicators

75% of members are faithfully and consistently returning tithe by 2021

Stewardship seminars are conducted in organized districts twice each year

75% of members on systematic benevolence by 2021.

Two centres of excellence

Office Responsible

Stewardship Ministries

Stewardship Ministries

Stewardship Ministries

Stewardship Ministries

Performance Monitoring

Quarterly

Bi-annually

Bi-annually

Bi-annually

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of enterprises run and owned by church members

3. Create opportunities of raising own capital amount the members

entrepreneurship and job creation

Increase number of members with self-supporting business and income generating activities

Train members in entrepreneurship and financial management

Encourage local churches to actively participate in the programs of the ASI

Promote the savings groups among the members (especially youths and women) that will provide seed capital to the start ups

are established to provide skills training in: Farming, Carpentry, Poultry and goat rearing

Five % of members are trained and assisted in setting up their own businesses in the conference each year

Entrepreneurship seminars are conducted twice each year in districts for the various groups in the church

Members participate in the ASI programs

Local church members are encouraged to form savings groups among:

• Men• Youth• Women

Stewardship Ministries

Stewardship Ministries

Trust Services

Stewardship/WM/AY

Bi-annually

Bi-Annually

Quarterly

On going

8.0 OVERVIEW OF THE IMPLEMENTATION PROCESS8.1. Implementation: The strategies in this document will be implemented by districts, local churches and the Woodlands Conference. Districts and all local churches in Woodlands Conference are expected to align their strategic plans with the conference strategic plan. The Woodlands Conference Strategic Directions (objectives) and Key Performance Indicators (objective outcomes) should be closely aligned with those of the districts and local churches. In order to monitor the implementation

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process, a dated schedule of Strategic Indicators (objectives) and Strategies (action plans) has been developed by every department. However, each department should give details for what is expected on each objective.

8.2. Monitoring and Evaluation: These strategic plans will not provide the intended results if there will be no proper control points during the implementation stage. Therefore, the implementation will be monitored on a quarterly basis using scores card in order to evaluate the impact of these strategic plans. Departmental quarterly reports are some of the tools that will provide quantitative and qualitative data that will help to monitor and evaluate the progress made in the application of these strategic directions. District Quarterly reports will be required to be sent to the Union in order to ensure that the higher organizations knows what is happening among the lower entities. Woodlands Conference Departments will be required to give their progress reports to the year-end Executive Committee. These reports will highlight the key result areas and the progress being made in the implementation of the strategic directions.

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