south caribbean conference of seventh day … · the south caribbean conference of seventh-day...

1

South Caribbean Conference of

Seventh –day Adventists

Strategic Plan

2016– 2021

September 20, 2016

2

Contents

ACKNOWLEDGEMENTS ............................................................................................................................. 3

FOREWORD FROM THE PRESIDENT .......................................................................................................... 4

EXECUTIVE SUMMARY .............................................................................................................................. 5

1. Background: .......................................................................................................................................... 7

2. Leadership: ............................................................................................................................................ 7

3. Structure of the South Caribbean Conference of SDA .......................................................................... 9

4. Approach to the Development of the Strategic Plan ............................................................................ 9

5. Analysis of Observations and Challenges ............................................................................................ 13

6. Vision, Mission and Strategic Priorities ............................................................................................... 14

A. VISION ............................................................................................................................................. 14

B. MISSION .......................................................................................................................................... 15

C. CORE VALUES .................................................................................................................................. 15

D. CONCLUSION ................................................................................................................................... 16

E. Outline of Strategic Priorities and Associated Activities ..................................................................... 19

I. STRATEGIC PRIORITY - STRATEGIC OPERATIONS AND MANAGEMENT SYSTEMS ......................... 19

II. STRATEGIC PRIORITY - STEWARDSHIP AND FINANCIAL MANAGEMENT ...................................... 22

III. STRATEGIC PRIORITY - BUILDING A COMMUNITY OF FELLOWSHIP ......................................... 25

IV. STRATEGIC PRIORITY - PASTORAL MINISTRY ............................................................................ 28

V. STRATEGIC PRIORITY - EDUCATION .............................................................................................. 33

VI. STRATEGIC PRIORITY - EVANGELISM ......................................................................................... 38

VII. STRATEGIC PRIORITY - BUILDING STRONG FAMILIES ................................................................ 41

VIII. STRATEGIC PRIORITY - RELIGIOUS LIBERTIES ........................................................................... 43

IX. STRATEGIC PRIORITY - TECHNOLOGY ....................................................................................... 44

3

ACKNOWLEDGEMENTS

The Administrators of the South Caribbean Conference of SDA wish to express gratitude towards

those who have contributed to the success of this Strategic Plan 2016-2021. These include:-

The team of Consultants which has been responsible for guiding the process for the

development of the Strategic Plan 2016-2021. This includes Dr. Oscar Noel Ocho, Ms

Claudine Allert and Mr. Delano Henry. Your investment of time and energies at no cost to

the Conference, is invaluable and deeply appreciated.

Fellow Directors and Conference Workers for their commitment in remaining engaged

throughout the process, and for the many hours of sacrifice in meeting with the team of

Consultants to ensure that the strategic priorities to which you had been assigned were

completed.

Members of the Conference Executive Committee, as well as, Lay Preachers Federation

executive members who have spent long hours working in teams to ensure that assignments

were submitted to the Consultants in a timely manner.

4

FOREWORD FROM THE PRESIDENT

Planning for the development and direction of the South Caribbean Conference of Seventh-day

Adventists (SCC) has been an arduous but exhilarating experience. As a church the process of

strategic planning is essential for directional focus and evaluation. The Bible references many

cases for planning well. One of them is Proverbs 29:18, which appropriately states, “Where there

is no vision, the people perish.”

It is my estimate that more than sixty (60) real time hours have been spent working on the Strategic

Plan before you. This of course is not the actual man hour total worked on this project. It was

exciting to see the Strategic Planning team at work. The team comprised the SCC Executive

Committee, the SCC office staff, Zonal leaders, Personal Ministries Executive members, Literature

Evangelists, SCC Educators and the consultants. In spite of the challenges we were able to produce

this document.

This strategic plan is intended to continue the work started by Dr. Harold Lee as he encouraged

the SCC Executive Committee to embrace the directional style of transformational leadership. It

is hoped that this Strategic Plan will be the foundation for renewal in every aspect of Conference

life, from leadership to service, from capital infrastructure to evangelization, from operational

systems to educational excellence, from pastoral development to involved and dynamic worship.

The South Caribbean Conference must never be the same after we actualize this plan. I am an

optimist, I believe that we can do that which we plan, and we will depend on God’s grace, power

and favour to propel us forward. As we go forward we trust that results will help to produce even

more results, as is noted in the Trinidad and Tobago Coast Guard Strategic Plan (pg. 31), “One of

the best ways to ensure transformation is that it must be felt as well as seen.”

Now that this Strategic Plan is completed, we must concentrate on making it reality in our

Conference. A plan in the head is good but one on paper is better, and a plan on paper is better but

one that is actualized and implemented is indeed the best. This plan cannot sit in a drawer or

cupboard somewhere on Deane Street, St Augustine. It must get eyes and feet, heart and synaptic

synergy all over the South Caribbean Conference of SDA.

We owe a debt of gratitude to Dr. Harold Lee who first engaged us in the process. We must also

express profound thanks to Dr. Oscar Ocho, Ms. Claudine Allert and Mr. Delano Henry for

invaluable contributions in making and spending the time with us as we worked on this Strategic

Plan. They have indicated that their commitment doesn’t end after the plan is approved. Thank

you guys. We thank all our members, paid and non-paid for your many hours working on this

Strategic Plan.

President

5

EXECUTIVE SUMMARY

The South Caribbean Conference of Seventh-Day Adventists is part of the sisterhood of churches

of the Caribbean Union of Seventh-Day Adventists. It comprises approximately 160 churches and

companies in Trinidad. Based on the current church records, there is a membership of

approximately 57, 286 members. However, a headcount of membership undertaken during the

period December 2015 to February 2016, shows that the regular attendance among members on

Sabbath is approximately 12,000 on a weekly basis. At its recently concluded Conference Session,

in August 2015, a new administration was elected under the Presidency of Pastor Leslie Moses.

Strategic Planning is not a new concept to the Conference, but the process utilized by the

facilitators was new, in that, there was a wider cross-section of stakeholders involved in the

process. The last Strategic Plan for South Caribbean Conference of SDA was developed for the

period 2011-2015. Since the life of that Strategic Plan expired at the start of this quadrennium

(2015-2019) is now imperative that the administration set a new strategic direction. The process

started off with the involvement of more than fifty (50) stakeholders comprising Conference

Administrators, Directors, Zonal Leaders, Pastors, representatives of the Lay Federations,

Educators, and office staff. At the initial meetings a number of core strategic issues was addressed

including:-

Review of the Vision, Mission, Core Values

Conduct of a SWOT and PESTLE Analysis

Identification of strategic priorities and

Assignment of stakeholders to working groups for the development of Strategic Plan.

Although collaboration was developed with Dr. Monte Sahlin, from the General Conference of

SDA for the conduct of a survey among members the response rate was too low for any statistical

analysis to be done, since up to the time of this report, there were only 219 responses. Some of the

observations made were contingent on the SWOT and PESTLE Analysis. These include:-

A view among many stakeholders that this was the first time that they actually felt as

though they were a part of the process of shaping the direction of the Conference and, as a

consequence, felt committed to repositioning themselves as well as their experiences to its

success.

For the most part, this was a challenging process for the stakeholders since this new way

of thinking challenged, and demanded of them to think at a higher level (through a big picture

lens), rather than operationally (day to day operations). This resulted in the process taking

longer than first envisaged.

One fundamental concern voiced throughout the process was the fear that after all this level

of consultation and development of this comprehensive document it will not be implemented.

This is a concern that must be carefully managed by the Administrators of the Conference.

6

Even in the absence of a comprehensive Human Resource Management unit, it was evident

that some level of multiple expertise exists within the Organization.

The current operations and structures within the Organization need a comprehensive

review as this would be critical for positioning the Organization for the maximization of its

fullest potential.

Three of the critical success factors that are necessary in driving the process forward are the

establishment of a Human Capital Management System, Technologically Driven Data

Management Systems and Research to inform decision-making. In order to set the Conference on

a path to strategic operations the following nine (9) Strategic Priorities were developed. These

Priorities that formed the basis of the 2016-2021 Strategic Plan are:-

I. Strategic Operations and Management Systems

II. Stewardship and Financial Management

III. Building Community of Fellowship

IV. Pastoral Ministry

V. Education

VI. Evangelism

VII. Building Strong Families

VIII. Religious Liberty

IX. Technology

7

1. Background: South Caribbean Conference of Seventh-Day Adventists is part of the sisterhood of Conferences

comprising the Caribbean Union Conference of Seventh-day Adventists. The Conference was first

organized in 1906 and comprised a number of territories in the Caribbean including Guyana in

South America and Barbados in the Eastern Caribbean. Since then the Conference has undergone

a number of reconfigurations. At present, it covers the territory of Trinidad, since Tobago was

inaugurated as a Mission in 2004. The current membership of the South Caribbean Conference

based on the records, is 57,285. Those members congregate in 160 churches and companies from

a national population of approximately 1,294,258 people1. This represents a 4.26 % of the national

population. However, the National Population and Housing Census showed that there was an

increase from 44,147 to 54,156 which is an increase of 22.7% in membership (Central Statistical

Office 2012). It should also be noted that the current number of churches and companies, based

on the Conference’s database, is 160.

2. Leadership: The Conference, at its last Session held in August 2015, voted a new Administration as follows:-

President - Pastor Leslie Moses

Executive Secretary - Pastor Michael Charles

Treasurer - Pastor Donny Balgobin

The President serves as the administrative head of the Conference and is its representative at all

levels of the Higher Organization. Since its inception, the Conference has always been guided by

an administration which includes the administrators and the Conference Executive Committee.

Currently, the administration of the Conference is selected from among the delegates of the

constituency at its duly constituted Quadrennial Session. A summary of the Presidents, past and

present is included in Table 1.

1 http://www.adventistyearbook.org/ViewAdmField.aspx?AdmFieldID=SCRC.

http://www.adventistyearbook.org/ViewAdmField.aspx?AdmFieldID=SCRC

8

Presidents of South Caribbean Conference

Presidents Years of

Service

Special Contribution

Delmer E. Wellman 1906 -1908 First Convention of S.D.A. believers in Tobago,

September 1906

Indson Barclay Beckner 1908 -1913 Servant Leadership and Sound Judgment

Nathan N. Poole 1913 – 1917 Expanded the work in Belmont. Administrative

Change and Development

Estel Clifton Boger 1917 – 1918 Evangelistic Leadership

Williams Holbrook 1918 – 1922 Evangelistic Leadership

Hebert John Edmed 1922 – 1924 Pastor Evangelist

Daniel Dewitt Fitch 1925 – 1926 Incorporated Trustees of the S.D.A in TNT (1925)

Celian E. Andross 1927 -1932 Aggressive Evangelistic work, Increasing New

Converts by Baptism,

Development of Branch Sabbath School Work

Gordon Oss 1934 -1939

Consolidation of Status and Titles of Church

Properties

Focus on Church Image: Erecting of

Representative Church Structures

Myron B. Butterfield 1939 - 1940 Outstanding Preaching and Soul Winning

Alfred Robert Ogden 1940 - 1941 Administrative Acumen

Leadership in Church and Church Planting

C.B. Sutton 1941 – 1942

(6 months)

Focus Publishing Ministry

Arnold Orville Dumn 1942 – 1944 Progress in Publishing Work

Cyril Joseph Ritchie 1944 – 1947 Foster Medical Work. Clinic in P.O.S (1948)

Vernon Flory 1947 – 1950 Focus on Communication - Voice of Prophecy.

Radio Broadcast

Bender L. Archbold 1950 -1957

Government Assistance for Selected Primary

Schools.

Transformational Youth Work: Camping and

Pathfinders Club

9

Presidents Years of

Service Special Contribution

Arthur Audley Ward 1957 – 1966

Samuel Lionel Gadsby 1966 - 1975

Greater Ingathering Thrust

Induction Mega Crusades

Large Building Structures/Projects

Focus on Religious Liberty: Obtaining Sabbath

Privileges in the Public Sector

Church Growth

Peter James Prime 1975 – 1981 Introduction of the Holy Spirit Week, and Home

and Family Week

Joseph Grimshaw 1981 – 1986 Focus on Education, Evangelism and Involvement

of Laity

Errol Mitchell 1986 – 1999

Emphases on Education, Evangelistic Leadership,

Ministerial Professionalism, Prison Ministry and

School Ministry.

Empowerment of the Laity and of women

Kern Tobias 1999 – 2003 Creation of Zonal Structure

Emphasis on Workers’ Professionalism

Cyril Horrell 2003 - 2006 Restoration of Camp Balandra

Reorganization of Casa de Corazon

Kern Tobias 2006 – 2011 Progress in Zonal Structure

Wayne Andrews 2011 - 2015 Emphasis on Education

Leslie Moses 2015 -

Table 1: List of Presidents South Caribbean Conference of SDA.

3. Structure of the South Caribbean Conference of SDA The central administrative structure of the Conference is located at its head office, Deane Street,

St Augustine. The operations are coordinated through collaboration with a number of

Departmental Directors (See Figure 1). Pastoral ministry is coordinated under the ambit of the

Ministerial Director through the establishment zones, managed by Zonal Leaders who are

responsible for providing supervision and support to a number of Pastors who are responsible for

their individual districts. At the district level, pastors see to the day to day management of the

business of the churches. Through this arrangement, there are opportunities for monitoring of

Pastoral performance as well as providing supportive frameworks for the enhancement of ministry.

4. Approach to the Development of the Strategic Plan The last Strategic Plan for South Caribbean Conference of SDA was developed for the period

2011-2015. Since the life of this Strategic Plan expired at the start of this quadrennium (2015-

2019) it is imperative that the administration set a new strategic direction. In order to facilitate the

10

development of a new Strategic Plan, a team comprising Dr. Oscar Noel Ocho, Ms. Claudine Allert

and Mr. Delano Henry was commissioned to lead the process.

Figure 1 - Administrative Structure South Caribbean Conference of SDA

The process started off with the involvement of over fifty (50) stakeholders comprising Conference

Administrators, Directors, Zonal Leaders, Pastors, representatives of the Lay Federations,

Educators, and office staff. A two day meeting was held initially, during which stakeholders were

reoriented to the rudiments of Strategic Planning. Formal presentations were made by the

facilitators as follows:

On the first day participants attending the Strategic Planning sessions were divided into working

groups with each group focusing on a specific strategic issue that was identified, based on the

SWOT (Strength, Weaknesses, Opportunities and Threats) and PESTLE (Political, Economic,

Social, Technological, Legal and Environment) Analysis. A series of plenary sessions was

conducted in which groups reported on their progress at all stages of the development process.

After the initial two days of meeting with stakeholders, it was indicated that another session was

needed to allow them to complete their allotted tasks. However, with the volume of work that was

still outstanding, it was agreed by all present that the facilitators meet with each group individually

to assist them in the task of completing their strategic priorities. This was an extremely engaging

and challenging process since, for the most part, this was the first time that these stakeholders were

involved in the process of Strategic Planning. Generally, most of the submissions were at the

operational level and it took much hand-holding to support the development of their competence

to think strategically.

President

Executive Secretary Treasurer

DirectorsMinisterial Secretary Auditor

Personnel Officer

11

Some key activities were initiated to facilitate the completion of the Strategic Planning process.

These included but were not limited to the following:-

A. Conduct of a head count of members based on church attendance, using youth from the

local churches. The Youth Department of the Conference was asked to facilitate this process by

having selected youth attend church on specific dates and use the attendance over a two week

period to determine the average attendance for the specific church. This was initially set to be

conducted during the month of December 2015. There were logistical challenges which resulted

in the activity being completed in February 2016. The main challenge was the inability to secure

the services of a consistent cadre of youth and in circumstances where they were unavailable the

District Pastor was asked to submit the required information. With an over 90% response rate of

reports from the churches the average total attendance among the membership was approximately

12,000 weekly. Based on this average attendance of 12,000 weekly, contingent on the head count,

the average attendance was less than 25% of the recorded membership. This finding suggests that

there is a need for a review of the Conference’s data management systems as well as to create

opportunities for the development of strategies targeting the reclamation of its membership.

B. Collaboration was initiated with Dr. Monte Sahlin, of the General Conference to conduct

some baseline research to ascertain perspectives about the church among members using an online

survey. Based on discussions, it was felt that a total of 1,000 members representing diverse sections

of the community would have been representative enough to allow for data analysis to provide

some statistical information to guide the identification of priority issues. Based on the head count

of the membership, a total of ten percent of the membership was selected to participate in the data

collection. Each Pastor was asked to identify participants ensuring representativeness based on

gender and age. However, since there were only 219 questionnaires filled by members this was

considered too low to facilitate any statistical analysis. As a consequence, the data could not have

been used to inform any content included in the Strategic Plan.

C. A SWOT and PESTLE analysis were conducted among key stakeholders as an assessment

of the internal and external environments of the Conference. The data from these assessments

assisted stakeholders in mapping the factors within the organization (internal) as well as outside

of the organization (external) that contributed to the level of health of the organization. These

factors served as a guide in identifying the roadmap for the strategic plan since stakeholders were

able to identify opportunities to enhance the strength as well as minimize the weaknesses of the

organization. Three (3) national stakeholder meetings were conducted at the Conference office

where teams were engaged in the process of analyzing the operations as well as the current

activities of the South Caribbean Conference. The following table (Table 2) summarizes the

findings from the SWOT and PESTLE Analysis.

12

Table 2: Summary of SWOT and PESTLE Analysis

Strategic Priority

SWOT/PESTLE

Strategic Operations and

Management Systems

Underutilization of Real Estate

Poor preservation of history / archiving

Lack of Succession Planning

Inadequacy of data

Management and Succession

Educational System

Inability to harness human resources

Infrastructure Development

Financial Management

Organizational Infrastructure / Structure

Underutilization and improper use of resources

Lack of Research

Lack of visionary Leadership

Building Community of

Fellowship

Demotivated membership

Bible Base

Cadre of talented and gifted Human Resource

Loss of talented youth

Membership discrimination

Leadership Strife

Lack of confidentiality

Generation Gap

Religious Intolerance

Membership Growth

Disunity

Decline of participation / involvement in church activities

Moonlighting of ministers leaving flock unattended

13

Strategic Priority

SWOT/PESTLE

Building Strong Families

Breakdown of family values

Lack of Parental Roles

Teenage pregnancy

Adopting American Lifestyle

LBGT Issues

Change of Family Structure

Influence of youth by existing trends

More local acceptance of lifestyle trends

Bible Base

Breakdown of moral values

Stewardship / Financial

Management

Overspending on Crusades

Increased Taxes

Recession

Time Management

Management and succession planning

Inability to harness human resources

Religious Liberty

Different Professions

Evangelism

Reach out to persons in need

Wide array of ministries

New un-entered territories

Pastoral Ministry

Loss of uniqueness as a people

Disunity

Lack of visionary Leadership

Technology

Inadequate

Poor Signage

Use of Social Media

Advancing Technology

Communication Network

5. Analysis of Observations and Challenges Based on our interactions with various stakeholders during the development process of this

strategic plan a number of observations and challenges were identified inter alia:

A. Though strategic planning was not new to the stakeholders, the process of engagement

undertaken by the facilitators was new. Nevertheless, there was a level of excitement and

commitment from among all stakeholders to capitalize on the opportunity to make a fundamental

difference in the approach to fulfilling the mandate of the Conference. There was a view among

many stakeholders that this was the first time that they actually felt as though they were a part of

14

the process of shaping the direction of the Conference and, as a consequence, felt committed to

repositioning themselves as well as their experiences to its success. As a consequence, this

provided all stakeholders not only with an appreciation of the process but a new way of thinking.

B. For the most part, this was a challenging process for the stakeholders since this new way

of thinking challenged and demanded of them to think at a higher level (through a big picture lens)

rather than operationally (day to day operations). This paradigm shift took some time to emerge as

there was much confession that the change in the thought patterns in facilitating the process forced

them to move out of their comfort zone. As a result, the actual exercise took much longer than

initially planned.

C. One fundamental concern that was voiced throughout the process was the fear that after all

this level of consultation and development of this comprehensive document that it will not be

implemented. Due to the high level of passion exhibited throughout the process, stakeholders

wanted to ensure that their time and energies were not lost. It is imperative that this strategic plan

be accepted and adopted as the ‘road map’ of the South Caribbean Conference for the period

identified, so that in spite of any change in administration at the next quadrennial session, the

commitment and sacrifice of stakeholders is maintained.

D. While strategic planning was not new or a new concept among stakeholders, the facilitators

observed that while there was general willingness and commitment among stakeholders, some

fundamental skills were lacking. These included strategic thinking, networking and collaboration,

as well as business operations processes. For the most part, the various departments of the

organization functioned in silos, although there was a belief that there was some level of synergy

and collaboration among themselves.

E. Even in the absence of a comprehensive human resource management unit, it was evident

that some level of multiple expertise exists within the organization. However, the absence of a

Human Resource Management System may prevent the organization from maximizing the

potential of its resident human resource capacity among the workforce.

6. Vision, Mission and Strategic Priorities Based on the discussions among key stakeholders, the following were agreed on:-

A. VISION

Every member Holy Spirit directed, prophecy driven, mission focused and ready for the

return of Jesus Christ.

15

B. MISSION

SCC exist for the purpose of effecting positive lifestyle changes of its members and all peoples

through study, proclamation of the gospel, empowerment for ministry and for the

restoration of God’s creation.

C. CORE VALUES

The core values that underpin the Strategic Plan include:-

TEAMWORK / COLLABORATION - Like the Triune God, we believe that all members

of this organization (pastoral and laity) must work collaboratively if the vision and mission of

the South Caribbean Conference of SDA are to be achieved (Ecclesiastes 4:9-12).

TRUST - As children of God we believe that we must operate within an environment of trust,

transparency and openness that allows each individual to develop his/her fullest potential for

ministry (Proverbs 11:13).

LOVE - As living epistles of Christ, we believe that love is the principle that underpins every

action in facilitating discipleship and ministry (1 John 4:20).

SYNERGY - As Christians, we believe that as the Triune God agrees in one, that all our

actions must be coordinated effectively to facilitate the building up of the Kingdom of God in

the hearts and lives of men and women (Galatians 6:2).

COMMITMENT - As members of this Body of Christ, we believe that every member must

make personal commitments through an understanding that we are stewards of God’s resources

(Proverbs 16:3).

CHRISTO-CENTRIC PRINCIPLES - As a Christian organization, we believe that in spite

of our methods and strategies, all actions undertaken corporately or as individual members of

the organization must be done with an understanding that we are accountable to God and must

be guided by principles reflective of the character of Christ (Galatians 5:22,23).

INTEGRITY - As children of God, we believe that we are called to be examples of the

believers in all aspects of daily life by ensuring that all our actions are characterized with the

highest levels of confidentiality, honesty, truthfulness and uprightness (Psalm 51:6).

COMPASSION - As Christians, we believe that Jesus’ life on earth is the model that we

must all emulate since Christianity must be demonstrated through selflessness, caring, non-

discrimination and inclusivity (Colossians 3:12, 13).

16

D. CONCLUSION

In conclusion, the process for the development of the 2016 – 2021 Strategic Plan provided an

environment that allowed for transparency, trust among stakeholders and the development of a

framework for guiding the strategic direction for the Conference. The process itself was

developmental since it sets the stage to transition the Conference on a path to holistic development

from programmes/events management to strategic operations. Three of the critical success factors

are: Human Capital Management (HCM) System, technologically driven Data Management

Systems and Research to inform decision-making. In order to set the Conference on a path to

strategic operations the following nine (9) Strategic Priorities were developed. These Strategic

Priorities will therefore form the basis of the 2016-2021 Strategic Plan (See Figure 2). These

Priorities are:

I. Strategic Operations and Management Systems

II. Stewardship and Financial Management

III. Building Community of Fellowship

IV. Pastoral Ministry

V. Education

VI. Evangelism

VII. Building Strong Families

VIII. Religious Liberty

IX. Technology

17

Figure 2 - Strategic Priorities with Associated Goals and Objectives

Strategic Priority Strategic Goal Strategic Objective

Strategic Operations and Management Systems

To re-establish a functional system of operations consistent with strong accountability standards within the organization

To establish a Financial Management System

To establish a Human Capital Management System (HR)

To create an Ethos that supports a new organizational culture

To establish a Risk Management System

To establish a cadre of personnel that is consistent with needs of the organization

To engender a culture of networking and collaboration that focuses on” o Rebranding / Public Image o Participating in National Agenda Setting o Business / Entrepreneurial Opportunities o Public Affairs

Stewardship and Financial Management

To improve the financial sustainability of the institutions of the organization

Strengthen the Financial Systems at all levels of the Conference

Strengthen the Financial Data Management Systems

Increase the levels of commitment among members with a culture of Estate Planning

Develop a culture of Stewardship Sensitive Lifestyle

Institutionalize the recommendations of the IAD’s Comprehensive Growth Plan (CGP)

Building a Community of Fellowship Improve levels of belonging and interdependence among members

To establish a framework for membership conservation

To strengthen the involvement of members in discipleship programmes

To develop comprehensive membership care activities to improve inter-generational relationships

To foster a greater sense of identity and belonging as SDA’s among the youth

To nurture a spirit of commitment to service among members

Pastoral Ministry Every member living in wholeness in all dimensions of life

To establish/develop a culture of Servant Leadership

To engender a greater level of spiritual commitment amongst members

To assist members discover their giftedness

To develop a needs focused approach to continuing education among the clergy

To create an environment that facilitates a culture of networking and collaboration

To nurture pastors and elders to grow spiritually

18

Strategic Priority Strategic Goal Strategic Objective

Education To reengineer a wholistic quality education system that is Christo-centric and sustainable.

To strength the integration of the SDA philosophy of education into curriculum

To establish a sustainable and robust financial management framework for the Education System

To strengthen the support services that are responsive to the needs of individuals in the Education System

To establish an administrative and governance structure that facilitates a quality Education System

Implement curricular that is wholistic and consistent with SDA philosophy

To establish physical infrastructure to facilitate effective delivery of curriculum

To rebrand SDA Academic institutions as high performing schools

Evangelism

To increase the level of participation in evangelism among members To improve the rate of retention among members by 50% over five (5) years

To develop synergistic departmental focused ministries

To re-engineer Christocentric philosophy based evangelistic programmes

To develop innovative multi-sectorial evangelistic activities

To expand technology based evangelistic programmes

Building Strong Families To strengthen the spiritual, social, emotional and physical wellbeing of families

To foster collaboration among the Family Life entities within SCC

To improve the provisions of information and support services to families

To create an environment that fosters and encourages sustainable relationships

To provide parents with the necessary skill set to address the challenges of parenting the contemporary child

To foster the harmonious development of families in all aspects of their interactions (spiritual, psychological, physical, psychosocial and financial)

Religious Liberties

To ensure that the rights of all Seventh Day Adventist are protected and maintained

To establish systems to protect and defend members from actual and/or potential breaches of their constitutional rights

To improve religious liberty literacy amongst members

Technology To enhance administrative efficiency, missions and collaboration with constituents through technology

To establish a resilient end-to-end high performing network infrastructure

Develop a data architecture framework to support the integration of information systems

Develop tools to support techno-centric evangelistic activities

Enhance the competence of staff for the upkeep of technology

To facilitate the use of information technology to promote online community engagement

19

E. Outline of Strategic Priorities and Associated Activities

I. STRATEGIC PRIORITY - STRATEGIC OPERATIONS AND MANAGEMENT SYSTEMS

STRATEGIC GOAL: To re-establish a functional system of operations consistent with strong accounting standards within the organization

STRATEGIC OBJECTIVES STRATEGIC ACTIVITIES TIMELINE MEASURABLE INDICATORS

RESOURCES REQUIRED

PERSON RESPONSIBLE

To establish a Financial Management System

Develop a mechanism for financial reporting to inform administrative decision making

12 Months

Monthly Financial Reports Human

Material

Treasurer Number of decisions made based on Financial data

Develop a framework for financial analysis

12 Months Monthly Financial

Analysis and projection Reports

Human Material

Treasurer

Establish a model for annual budgeting consistent with Strategic Operations

12 Months

Budgeting Model Established

Human

Material Treasurer

Number of departments compliant with budgeting model

To establish a Human Capital Management (HCM) System - HR

Establish a framework for determining the Human Capital within the Organization

12 - 18 Months

Conduct and complete an HR Audit

Human Material

HR Director

Reengineer and realign the functions of the HR Department

12 - 18 Months

Acquisition and implementation of HCM software

Human

Material

Financial

Administrators

HR Director

12 Months After Audit

Develop a comprehensive HCM Plan

24 Months 25% of Plan

Implemented

Utilize new HCM Application to guide HR development

6 - 9 Months After

Implementation

Utilization of HDM software for development

Human HR Director

20

STRATEGIC OPERATIONS AND MANAGEMENT SYSTEMS


RESOURCES REQUIRED

PERSON RESPONSIBLE

Establish a comprehensive Performance Management System

12 Months New Performance

Management System established

Human

Material HR Director

12 Months 80% of staff being

assessed with new system

Establish a unit to guide evidence informed decision making

24 Months

Research unit established

Human Material Financial

HR Director 50% of research staff

recruited

To create an Ethos that supports a new organizational culture

Create an environment to facilitate the development of a new work ethic

36 Months Percentage of workers

reflecting new work ethic

Human

Material

Financial

Administrators

HR Director

Create an environment that engender trust amongst workers

18 Months Number of workers

expressing increased levels of trust.

Create opportunities to build social networks

None 50% of workers

attending all social events

To establish a Risk Management System

To establish control mechanisms to ensure compliance with financial policies and procedures

12 Months Mechanism

established Human

Material

Treasurer

Risk Management Director

Immediate 100% Compliance

Develop a communications strategy to inform the general membership of the Risk Management System

12 Months Communication

Strategy Developed and implemented


Risk Management &

Communications Directors 12 Months 25% Implemented

Infuse Risk Management strategies in all SCC Programmes

12 Months

75% of all programmes includes Risk Management Strategies

Human Material

Administrators


21

STRATEGIC OPERATIONS AND MANAGEMENT SYSTEMS


RESOURCES REQUIRED

PERSON RESPONSIBLE

Develop a strategy to ensure all SCC institutions are Risk Compliant

12 Months

Strategy Developed Human

Material Financial


25% of all institutions compliant within first year

To engender a culture of networking and collaboration that focuses on:

o Rebranding / Public Image

o Participation in National Agenda Setting

o Business / Entrepreneurial Opportunities

o Public Affairs (PAL)

Build alliances with the media to articulate the Church’s positions on national and religious issues

48 Months (Ongoing)

Number of position statements highlighted in media

Human

Material

Financial

Communications &

Religious Liberty Directors

Number of partnerships established

Create opportunities for building alliances with Community Based Organizations (CBO)

48 Months (Ongoing)

Number of alliances established

Human

Material

SCC Directorate (All Directors)

22

II. STRATEGIC PRIORITY - STEWARDSHIP AND FINANCIAL MANAGEMENT

STRATEGIC GOAL: To improve the financial sustainability of the institutions of the organization


RESOURCES REQUIRED

PERSON RESPONSIBLE

Strength the Financial System at all levels of the Conference

Develop a framework for financial accountability within SCC

o Standards for Treasurers

o Cash in Transit o Financial

Statements (from Local Churches)

o Implementation of Accounting Software

12 Months Number of institutions

/ churches compliant with new framework

Human

Material

Financial

SCC Treasurer

Establish a policy framework for accountability for leaders at all levels

12 Months

Percentage (%) of leaders and number of churches participating in awareness workshops.

Number of policies developed

Develop a training strategy for Treasurers / Staff

o At the Conference Level

o At Institutions o At the Local

Churches

6 Months Number of treasurers

/ staff completing training sessions.

Develop a communications strategy for Financial Accountability

3 Months

Number of Institutions / Churches compliant (Survey)

23

STEWARDSHIP AND FINANCIAL MANAGEMENT


RESOURCES REQUIRED

PERSON RESPONSIBLE

Strengthen the Financial Data Management Systems

Establish a system for analyzing financial data of SCC at all levels

24 Months

Financial decisions informed based on the analytical data

Human

Financial

Material

Treasurer

Auditor Number new reports reflecting increased level of analysis

Develop the HR competence to facilitate improved levels of analysis

24 Months Number of staff with

new skillsets Human Treasurer

Increase the level of commitment among members with a culture of Estate Planning

Institute a framework that facilitates Estate Planning

24 Months

Percentage increase in requests made to Trust Services Department

Human

Trust Services Director

Build alliance with key stakeholders to facilitate Estate Planning

24 Months Number of alliances

established

Human Financial

Develop a culture of Stewardship Sensitive Lifestyle

Reeducate leaders and members on stewardship sensitive lifestyles

18 - 24 Months

No of workshops conducted

Human

Financial

Material

Treasurer

Trust Services Director,

Stewardship

Director

Collaborate with stakeholders at all levels of the organization to develop stewardship sensitive programmes

24 Months No of workshops with

stakeholders input

Rebrand the concept of stewardship to shift from a programme centric model to a model of lifestyle

36 Months Communication

strategy implemented

24

STEWARDSHIP AND FINANCIAL MANAGEMENT


RESOURCES REQUIRED

PERSON RESPONSIBLE

Institutionalize the recommendations of the IAD’s Comprehensive Growth Plan (CGP)

Build competence among leadership at the national and local level

48 Months 78 % of leaders trained

Human

Material

Financial

Stewardship Director

Build alliances for the development of competencies at the varying levels

24 Months

Number of agencies /organizations supporting the implementation of the CGP

Personnel and Financial Support received from the Union and IAD

Establish support systems for the sustainability of the CGP

18 Months

A minimum of 40% who received training having system implemented.

25

III. STRATEGIC PRIORITY - BUILDING A COMMUNITY OF FELLOWSHIP

STRATEGIC GOAL: To Improve levels of belonging and interdependence among members


RESOURCES REQUIRED

PERSON RESPONSIBLE

To establish a framework for membership conservation

Include membership conservation as a core component of the evangelism strategy

12 Months Number of evangelistic

plans that include conservation

Human

Material

Ministerial Secretary

Establish a system to facilitate conservation of membership at the local level

18 Months Number of

conservation units established

Human

Material


Build capacity among both pastoral and laity to facilitate conservation programmes

On Going

Number of workshops conducted

Human

Material

Financial


Percentage of pastoral staff trained in conservation programmes

Percentage of laity trained

Establish a strategy for involvement of new members in ministry

18 Months

Strategy Established Human

Material


Number of new members involved in ministry

To strengthen the involvement of members in discipleship programmes

Expand the utilization of Action Units as a core strategy within Sabbath School

12 Months Number of churches

establishing Action Units

Human Material

Sabbath School Director

Establish a strategy for mentoring young men

18 - 24 Months

Strategy Established


Ministerial Sec / Men’s Min

Director

Number of mentors registered

Number of young men attached to mentors

26

BUILDING A COMMUNITY OF FELLOWSHIP


RESOURCES REQUIRED

PERSON RESPONSIBLE

Advocate for a return to deliberate study of “The Word” (including Bible, Quarterly, SoP, Morning Watch and other religious literature

18 Months Number of members

reporting daily study Human


To develop comprehensive membership care activities to improve inter-generational relationships

Establish a strategy for Inter-Departmental collaboration for implementing inter-generational programmes

18 Months

Strategy Established

Human

Material


Number of Inter-generational programmes executed

Advocate for the utilization of senior membership’s active involvement in ministry

18 Months

Number of senior members actively involved in ministry

Establish a system of recognition of senior individuals both at the church and community levels

18 Months

System established


Sabbath School Family Life Ministerial Directors

Number of activities targeting senior individuals

Number of senior individuals recognized

Develop a Care Ministry programme to foster Inter-generational relationships

18 - 24 Months

Number of young members involved in Care Ministry focused on Senior Citizens

Human Material

Ministerial Family Life Directors

Develop a strategy to facilitate life skills development among youth utilizing an Inter-generational approach

18 - 24 Months


Material

Financial

Family Life Ministerial Directors

Number of programmes implemented utilizing Inter-generational approach

27

BUILDING A COMMUNITY OF FELLOWSHIP


RESOURCES REQUIRED

PERSON RESPONSIBLE

To foster a greater sense of identity and belonging as SDA’s among the youth

Develop a strategy for the revitalization of AY Societies

18 - 24 Months


Material

Youth Director Number of societies conducting weekly AY Services

Advocate for the development of a policy position for the inclusion of persons 30 years and under in church leadership

18 - 24 Months

Policy Established Human

Material


Number of individuals under 30yrs in leadership positions

Advocate for the development of Youth to Youth Ministry

18 Months Number of Youth to

Youth Ministries Established

Human Youth Director /


To nurture a spirit of commitment to service among members

Develop a strategy for Service Oriented Ministries (excluding Welfare Dept.)

18 Months

Strategy developed Human

Material

Personal Ministries Director

Number of new Service Oriented Ministries established

Establish networks with community stakeholders (NGO’s / CBO’s) to develop community service oriented projects

18 - 24 Months

Number of networks established Human

Material

Evangelism Coordinator

Youth Director

Number of new community service projects established

28

IV. STRATEGIC PRIORITY - PASTORAL MINISTRY

STRATEGIC GOAL: Every member living in wholeness in all dimensions of life


RESOURCES REQUIRED

PERSON RESPONSIBLE

To establish/develop a culture of Servant Leadership

To negotiate with educational institutions to deliver curricular in servant leadership for pastors and elders

36 Months

No of pastors and elders accessing training in Servant Leadership



To empower pastors and elders to intentionally provide mentorship to members

12 Months

Number of members reporting evidence of mentorship from pastors and elders

Human Ministerial Secretary

To develop a system that supports staff engagement in building a healthy membership and caring organization

24 Months Development of the

support system. Human Material Finance


24 Months Number of staff

reporting involvement

To design a roadmap for the implementation of servant leadership model in the workplace, local churches and communities

6 - 12 Months

**

Completion of Roadmap

Human

Material


To develop supportive systems that will engender commitment to the growth and maturity of every individual within the organization

6 - 12 Months

Number of individuals reporting improvement in their spiritual growth

Human

Material

Financial

Ministerial Secretary Percentage of Pastors

and Elders involved in activities that engender commitment.

29

PASTORAL MINISTRY


RESOURCES REQUIRED

PERSON RESPONSIBLE

To engender a greater level of spiritual commitment amongst members

Develop a strategy to increase members’ involvement in Bible Study

24 Months

50% percent of church membership engaged in Sabbath Lesson Study

Material Ministerial Secretary

12 Months

Number of members reporting spending time each day for reflection and meditation


Strengthen the capacity of Pastors and Elders to provide needs-focused ministry

12 Months

A 15% increase in Pastors and Lay Leaders involved in visitation

Human

Material


12 Months

Number of members expressing levels of satisfaction with quality of ministry from pastors and elders.


Re-establish an emphasis on Spirit of Prophecy as essential to spiritual awakening (Book Club)

12 Months A 15% increase in sales

of EGW Books Material Director IAPA

1 Book ** Per Year

Number of persons reporting reading EGW (SoP) books.


To enhance the cultivation of the spirit of faithfulness in members

24 Months

A 15% increase in members committed to the personal giving guide and returning a faithful tithe

Human

Material Treasurer

24 Months

A 15% increase in members actively participating in worship


30

PASTORAL MINISTRY


RESOURCES REQUIRED

PERSON RESPONSIBLE

To create a cadre of multi-disciplinary professional providing effective counselling services

36 Months

Number of professionals involved in the delivery of counselling services

Human Financial Material


36 Months Number of counselling

centers established.

To develop a strategy to facilitate intentional fellowship programmes amongst members at all levels of church life

18 Months

Number of fellowship activities among workers at the Conference level

Human

Financial

Material

Director HR

Ministerial Secretary Number of churches

reporting regular fellowship activities

To develop programmes to facilitate enhancement of skills and competencies of Pastors, Elders and Lay Leaders in sermon delivery and expository preaching

36 Months Implementation of

workable instrument

Human

Material

Financial


To develop appropriate strategies for mentoring and coaching amongst leaders for internal and external ministry

18 - 24 Months

Number of persons reporting support received from mentors

Human / Material


Number of persons reporting involvement in mentorship

Human / Material

Number of persons reporting involvement in outreach ministry

Human / Material

31

PASTORAL MINISTRY


RESOURCES REQUIRED

PERSON RESPONSIBLE

To assist members discover their giftedness

To develop opportunities for identification of spiritual giftedness among members

12 Months Number of seminars of

spiritual giftedness conducted

Human

Material

Financial


Stewardship

Directors

To develop strategy for the utilization of members’ talents and spiritual gifts

24 Months

Numbers of members reporting functioning within their spiritual giftedness.


To develop a needs focused approach to continuing education among the clergy

To develop strategies to facilitate continuing education for the development of core competencies for effective ministry

18 Months

Number of ministers accessing continuing education programmes based on organizational needs

Human

Material

Financial

Director HR


24 Months

Number of members reporting improvement in the quality of pastoral ministry


To build alliances with academic institutions for certification for continuing education programmes

36 Months

Number of continuing education programmes that are certified

Human

Director HR


32

PASTORAL MINISTRY


RESOURCES REQUIRED

PERSON RESPONSIBLE

To create an environment that facilitates a culture of networking and collaboration

To develop a mechanism for ensuring the church remains relevant in responding to social and spiritual issues affecting the national community

6 - 8 Months

Number of times the media are engaged on national issues

Human

President

Communication Director

Religious Liberty

Director


To develop collaborations with national and regional organizations to ensure consensus building and effective responses to national issues.

24 Months

Number of events executed in collaboration with Non-SDA partners

Human

Material

Financial 24 Months

Number of Non-SDA collaborative relationships established

To mobilize greater involvement of membership in developing systems for supporting the church’s response to national issues.

24 Months

Percentage of membership reporting involvement in response to national issues


To nurture pastors and elders to grow spiritually

To establish a framework that facilitates the building of strong collegiality and comradery among ministry

12 Months Percentage of pastors

involved in social engagement as a team


Directors HR 12 Months

Number of social activities planned and executed

Human

To develop mechanisms for personal and professional development of pastors and elders

18 Months Number of Pastors and

Elders reporting spiritual growth



33

V. STRATEGIC PRIORITY - EDUCATION

STRATEGIC GOAL: To re-engineer a wholistic quality education system that is Christo-centric and sustainable


RESOURCES REQUIRED

PERSON RESPONSIBLE

To strengthen the integration of the SDA philosophy of education in the school’s curriculum (Philosophy)

Review current SDA philosophy of education and its alignment to curriculum

12 Months Review completed

and delivered

Human Material

Education Director

Develop a strategy for greater integration of the SDA philosophy in curricular

24 Months Strategy developed

and delivered Human

24 Months

SDA Philosophy adopted in all Secondary schools followed by Primary schools

Human

Build competence among academic administrators and educators for the integration of the SDA philosophy of education in curricula

24 Months Number of educators

trained Human

Material

Financial

24 Months Number of educators

utilizing training in delivery of curriculum

Develop a strategy for incentivizing academic institutions for the infusion the SDA philosophy in education.

24 Months

Number of schools demonstrating effective infusion of SDA philosophy in curricular.


To establish a sustainable and robust financial management framework for the Education System (Finance)

Build alliances through public sector collaboration to increase financial sustainability

48 Months Number of

MOU/Agreements negotiated

Human

Material

Treasurer

Education Director

34

EDUCATION


RESOURCES REQUIRED

PERSON RESPONSIBLE

Develop a strategy to increase the number of fee paying students at both primary and secondary levels

24 Months Increase in number of

fee paying students

Human Material Financial Education

Director

Develop a sustainable business model for the education system

12 Months Completion and

delivery of Business Model document

Human Material

To strengthen the support services that are responsive to the needs of individuals in the Education System (Support Services)

Establish a comprehensive Employee Assistance Programme (EAP) support services for staff at all levels of the education sector

12 Months Complete review of

existing EAP

Human

Financial

Education Director

24 Months Number of staff

members utilizing the new service

Strength the support service for all students at both Primary and Secondary schools that is inclusive of families

24 Months Number of students

and families utilizing the services

Human

Financial

Develop effective referral systems for students

36 Months Number of persons

utilizing the referral service

Human

To establish the administrative and governance structure that facilitates a quality Education System (Administration & Governance)

Review the current governance structure to ensure alignment for effective governance of the education system

12 - 18 Months

Delivery of review report

Human

Education Director

Develop a framework for accountability between the Education Department and the School Boards

12 - 18 Months

Development of the new framework.

Human

Material

35

EDUCATION


RESOURCES REQUIRED

PERSON RESPONSIBLE

Develop a strategy to strengthen the management capability of School Boards

24 Months Number of boards

compliant with new management strategy

Human

Education Director

Provide capacity-building opportunities for effective governance for members of school boards

12 - 18 Months

Number of board members attending capacity building workshops

Human

Material

Financial 12 - 18 Months

Number of workshops conducted

Implement curriculum that is wholistic and consistent with SDA Philosophy (Curriculum)

Review current curricular to determine its relevance to student’s wholistic development

12 Months Report from review of

curriculum

Human

Material

Education Director

Align current structure to facilitate the delivery of wholistic curriculum

24 Months Delivery of new

alignment Human

Material

Develop frameworks for the sustainability of the wholistic curriculum implementation

24 Months Development of

framework

Human

Material

Review and retrain administrators and educators for the sustainability of wholistic curriculum implementation

36 - 48 Months

Number of persons trained

Human

Material

Financial

Align curriculum content using current theoretical constructs

36 - 48 Months

Delivery of alignment report

Human Material

36

EDUCATION


RESOURCES REQUIRED

PERSON RESPONSIBLE

To establish physical infrastructure to facilitate effective delivery of curriculum (Physical Infrastructure)

Determine status of current physical infrastructure of all schools

12 Months Delivery of report on

physical infrastructure Human

Financial

Education Director

Establish physical infrastructure to meet the needs of a wholistic curriculum delivery throughout the SCC

24 Months

Delivery of draft physical infrastructure plans for 50% of schools


Creating teaching / learning spaces conducive to effective delivery of curriculum

24 Months

Create a minimum of one (1) model teaching / learning space in each school

Human

Material

Financial 36 - 48 Months

Number of schools adopting new teaching / learning spaces

Promote interactive learning as a key strategy for teaching / learning

24 - 36 Months

Number of institutions using technology to facilitate education.


To rebrand SDA Academic Institutions as high performance schools (Rebranding)

Review and revise the system for tracking student’s academic performance

18 - 24 Months

System for tracking academic performance established


Education Director

Incentivize both Primary and Secondary schools to improve academic achievements

36 - 48 Months

Number of primary and secondary schools demonstrating improvement in academic performance


Develop a strategy for attracting and retaining competent staff at the primary and secondary levels

18 Months Number of new staff

with qualification and experience hired


36 - 48 Months

Number of new recruits remaining at least ten (10) years with the organization.


37

EDUCATION


RESOURCES REQUIRED

PERSON RESPONSIBLE

Develop a strategy for

the improvement of academic performance across all national examinations (CSEC, SEA, National Primary School Test)

24 - 36 Months

Number of CSEC Scholarships

Human

Material

Financial

Education Director

24 - 36 Months

Number of students in top 100 at SEA

24 - 36 Months

Number of Primary Schools with improved Academic Performance Index (API)

38

VI. STRATEGIC PRIORITY - EVANGELISM

STRATEGIC GOAL(S): 1. To increase the level of participation in evangelism among members 2. To improve retention rates of membership by fifty percent (50%) over five (5) years.


RESOURCES REQUIRED

PERSON RESPONSIBLE

To develop synergistic departmental focused

ministries

To infuse evangelism / mission in all departmental programming

18 Months

Number of departments directly involved in evangelistic programmes

Human Material

Evangelism Team

To engender corporate and collaborative departmental ministry

18 Months

Number of collaborative departmental ministry projects implemented

Human Material

Evangelism Team

Develop a reporting mechanism to ensure accuracy and interdepartmental collaboration

12 Months

The establishment of a mechanism Human

Material

Evangelism Team Percentage of

Departments utilizing new mechanism

To facilitate opportunities for Total Membership Involvement (TMI) in evangelism

12 Months Percentage of

membership involved in evangelism

Human Material

Evangelism Team

To establish a coordinating mechanism to facilitate synergistic departmental focused ministries

12 Months Mechanism

established

Human

Material President

39

EVANGELISM


RESOURCES REQUIRED

PERSON RESPONSIBLE

To re-engineer Christocentric prophesy based evangelistic programmes

To build capacity among leadership to facilitate Christo--centric prophesy based evangelism


trained

Human

Material

Evangelism Team

Develop culturally sensitive material to facilitate evangelistic programming in Trinidad

38 - 48 Months

Material developed Human

Material

Financial

Evangelism Team

Volume of material distributed

To establish Christo-centric Prophesy programming 18 Months

Number of programmes implemented

To develop innovative multi-sectorial evangelistic activities

To establish SDA presence in un-entered communities

48 - 72 Months

Number of new communities entered


Evangelism Team

To advocate for the establishment of Centres of Influence

24 - 36 Months

Number of Centres established


Evangelism Team

To develop needs sensitive evangelistic activities in communities

12 Months Number of needs

sensitive programmes established


Evangelism Team

18 - 24 Months

Number of persons benefiting from programmes

To develop capacity among members for ministry to underserved groups


trained Human

Material

Financial

Evangelism Team


involved in ministry to underserved groups

40

EVANGELISM


RESOURCES REQUIRED

PERSON RESPONSIBLE

To establish multi-sectorial participatory evangelistic activities

24 Months Number sectors

involved in programmes

Human

Material

Financial

Evangelism Team

24 Months Number of

programmes involving sectors

To expand technology based evangelistic programmes

To develop a mechanism for involvement of members in social media ministry

18 Months

Number of members involved in social media ministry training

Human

Material

Evangelism Team &

Communications Director

24 Months Number of social

media evangelistic activities

To develop new tele-evangelistic opportunities

18 - 24 Months

Number of opportunities developed


Communications Director Number of persons

participating

To advocate for churches to develop capacity for technology based ministry

24 Months Number of churches

using technology for ministry

Human

Material

Ministerial Secretary &

Communications Director

41

VII. STRATEGIC PRIORITY - BUILDING STRONG FAMILIES

STRATEGIC GOAL: To strengthen the spiritual, social, emotional and physical wellbeing of families


RESOURCES REQUIRED

PERSON RESPONSIBLE

To foster collaboration among the Family Life entities within the SCC

The establishment a coordinating mechanism for Family Ministries Directors

3 Months System for

coordination established

Nil President

Develop integrated Family Life programming

6 Months

Percentage (%) of integrated Family Life Programmes executed.

Human

Material

Family Life Director

To improve the provisions of information and support services to families (Families in Crisis)

Establish a cadre of skilled professionals to develop intervention strategies

12 Months

Strategies completed and presented to Directorate within timeframe

Human

Material


Develop a framework for Research on Family Life Issues

12 Months

Completion of research framework within given timeframe



42

BUILDING STRONG FAMILIES


RESOURCES REQUIRED

PERSON RESPONSIBLE

To create an environment that fosters and encourages sustainable relationships (New Beginnings)

Develop a framework that will facilitate dialogue on the dynamics of relationships

24 Months

Number of integrative programmes conducted

Human Material

Family Ministries Directors

Develop programmes that facilitate social interaction at all levels of the continuum (independent, coupling, aging and death).

12 Months (after) Number of

programmes implemented

Human

Material

Financial


Develop a framework for addressing and providing support services for our aging members

24 Months Number of senior

members accessing services



To provide parents with the necessary skill set to address the challenges of parenting the contemporary child (Parenting in the 21st Century)

Establish training modules that address parenting 24 Months

Training modules and programmes executed

Human / Material


Establish a cadre of parenting facilitators to respond to emerging family life challenges

24 Months

Number of facilitators involved in facilitating curriculum delivery

Human

Material

Develop a social network and support mechanism for Single Parents

36 Months Percentage of single

parents utilizing support mechanisms



To foster the harmonious development of families in all aspects of their interactions (Spiritual, psychological, physical, psychosocial and financial)

Advocate for the development of sharing time among families

12 Months Number of families

reporting sharing time activities



Create opportunities for intergenerational interactions

24 Months

Number of intergenerational programmes implemented

Human Material

43

VIII. STRATEGIC PRIORITY - RELIGIOUS LIBERTIES

STRATEGIC GOAL: To ensure that the rights of all Seventh-Day Adventists are protected and maintained

STRATEGIC OBJECTIVES

STRATEGIC ACTIVITIES TIMELINE

MEASURABLE INDICATORS

RESOURCES REQUIRED

PERSON RESPONSIBLE

To establish systems to protect and defend members from actual and/or potential breaches of their constitutional rights.

Establish a mechanism for reporting and addressing religious liberty concerns amongst members

12 Months Number of reports

received Human

Material Religious

Liberty Director

Establish a cadre of multi-disciplined experienced professionals to support the SCC’s response to members’ religious liberty concerns.

12 Months Establishment of

professional team


Religious Liberty Director

Establish collaborations with academic institutions to develop capacity building amongst leaders.

12 Months

Number of collaborative relationships established

Human Religious

Liberty Director

To improve religious liberty literacy amongst members

Develop a religious liberty education curriculum

12 Months Curriculum developed Human

Material Religious

Liberty Director

Develop a religious liberty education campaign

12 Months

Number of members reporting an increase in religious liberty education

Human

Material

Financial

Religious Liberty Director

24 Months

Number of members requesting religious liberty support services

44

IX. STRATEGIC PRIORITY - TECHNOLOGY

STRATEGIC GOAL: To enhance administrative efficiency, missions and collaboration with constituents through technology

STRATEGIC OBJECTIVES STRATEGIC ACTIVITIES TIMEFRAME MEASURABLE INDICATORS

RESOURCES REQUIRED

PERSON RESPONSIBLE

To establish a resilient end-to-end high performing network infrastructure.

Develop a modern, high performing network for SCC

18 Months

Acquisition and installation of appropriate network hardware (servers, switches, routers and wireless devices) and software tools

Human

Material

Financial

SCC Director / Administrator

Establish a tiered storage platform to support backup, and active storage

24 Months Redesign and upgrade

data storage and backup capability

Develop Information Technology Services that are delivered with the highest levels of Security, Resilience and Reliability. .

6 Months

Number of trouble calls received during working hours

Number of downtime hours (per service) during working hours

Develop, promote and support the implementation of a Information Security Policy Framework for SCC

12 Months

The development and approval of a SCC Information Security policy.

2 Months after Policy

Approval

100% staff awareness of Information Security policy through workshops

45

TECHNOLOGY


RESOURCES REQUIRED

PERSON RESPONSIBLE

To provide secure, effective Information Systems that supports efficient, streamlined and consistent business processes through high-quality Information Technology

Establish high quality information and collaborative services that meet the needs of the organization (staff and members)

3 Months

Acquisition and implementation of office collaborative software with 60% usage by staff within 3 months.

Human

Financial

Material

SCC Director / Administrator

3 Months after implementation

Staff’s ability to access appropriate data from across the network

Establish a robust security services to support the protection of data

18 Months Acquisition and

implementation of network security tools

Develop mechanisms to facilitate effective communication at all levels of the organization.

18 Months

Web portal developed and implemented

75% availability of departmental forms online

Establish a framework for the integration of Business Operations through technology

18 Months Integrated Business

Operations through the uses of IT Services

Provide high quality IT training that supports the use of new technologies

3 Months After

Implementation

Staff’s ability to access and effectively utilize new technologies

46

TECHNOLOGY


RESOURCES REQUIRED

PERSON RESPONSIBLE

Enhance the competence of staff for the uptake of technology

Develop a HR Strategy to facilitate the availability of competency based Human Resource

6 Month Strategy established Human Director HR

Develop the competences of staff to facilitate effective utilization of Information Technology to enhance business functions.

6 - 12 Months

Training strategy developed and implemented

Human

Financial

SCC Director

Administrator Collaboration with academic

institution to provide appropriate training courses

6 - 12 Months

MOU / Agreement with institution(s) on training

To establish a strategy to ensure the adoption of best practice in interacting and communicating with laity, staff and the wider community through the use of Information Technology

Develop a framework to (provide /publish online) on a continued basis appropriate information and decisions made by the SCC Executive committee

12 Months Completion of

framework Human

Financial

SCC Director / Administrator Develop a framework that

enables members of the organization (staff and laity) to provide feedback to SCC via online tools/services


utilizing tools

Areas requiring continued research

south caribbean conference of seventh day … · the south caribbean conference of seventh-day...

Documents