Papua New Guinea Union Mission of the Seventh-day Adventist … · Strategic)Action!Plan%&’()%–!!"!"!!!!! TABLEOFCONTENTS!!!!!PAGE! Tables!and!Diagrams!! ! ! ! ! ! ! ! ! 5! ExecutiveSummary!!

Strategic Action Plan &'() – !"!" !

Papua New Guinea Union Mission of the Seventh-day Adventist

Church

Strategic Action Plan 2014-2020

Implementation Document


ACRONYMS

AAS Adventist Aviation

ADRA Adventist Development & Relief Agency

Conference Central Papua Conference

CPC Central Papua Conference

GoPNG Government of PNG

HR Human Resource

KFA Key Focus Area

KRA Key Result Area

PARL Public Affairs and Religious Liberty

PAU Pacific Adventist University

PM/SS Personal Ministries & Sabbath School

PNGUM Papua New Guinea Union Mission

SDA Seventh-‐day Adventist Church

SPD South Pacific Division

ST Support Leader

TL Team Leader

WM Women Ministries

VISION 2015 40-‐Year Road Map of PNG Government’s Plan


TABLE OF CONTENTS PAGE

Tables and Diagrams 5

Executive Summary 7

Overview of Strategic Goals and Key Focus Areas 8

Demarcation of Functions – PNGUM, Missions/CPC & Local church 9

Organizational Management Coordination Plan 10

Departmental Structure & Management Plan 11

BIBLICAL FOUNDATIONS 12

Vision Statement

Mission Statement

Value Statement

IMPLEMENTATION PLANS

STRATEGIC GOAL 1: PEOPLE EMPOWERMENT 13

KFA 1 ADVENTIST MISSION -‐ DISCIPLE MODEL

REACH UP -‐ GLOBAL STRATEGIC THEME 1

MATURITY – Growing in Christ – Nurture

MAGNIFY – Magnifying Christ – Worship

REACH ACROSS -‐ GLOBAL STRATEGIC THEME 2 24

MEMBERSHIP – Knowing Christ –Adventist Membership

MINISTRY– Serving Christ – Service

REACH OUT – GLOBAL STRATEGIC THEME 3 32

MISSION – Sharing Christ -‐ Witness

KFA 2 HUMAN SOCIO-‐ECONOMIC DEVELOMENT 35

KFA 2.1 ADVENTIST EDUCATION 36

KFA 2.2 ADVENTIST HEALTH 40


KFA 2.3 STEWARDSHIP DEVELOPMENT 46

KFA 3 HUMAN RESOURCE CAPACITY BUILDING 49

STRATEGIC GOAL 2 INSTITUTIONAL EMPOWERMENT 54

KFA 4 INSTITUTIONAL DEVELOPMENT (CONFERENCE STATUS) 54

STRATEGIC GOAL 3 RESOURCE EMPOWERMENT 58

KFA 5 WEALTH CREATION 58

KFA 6 PROPERTY DEVELOPMENT 64

KFA 7 MEDIA DEVELOPMENT 70

KFA 8 FIELD SERVICE DELIVERY 72

CONCLUSION 75

REFERENCES 76


DIAGRAMS AND TABLES Diagram 1 Functional divisions at Union (p. 8) Diagram 2 Functional division from Union to Local Church (p. 8) Diagram 3 Management Coordination Plan (p. 10) Diagram 4 Ministries Coordination Plan (p.11) Diagram 5 Global Themes in Discipleship Model (p.14) Diagram 6 5 Phases of discipleship model (p. 14) Diagram 7 Human Socio-‐economic Development (p. 36) Table 1 Strategies for KFA 1 Adventist Mission (p. 16) Table 2 Impact Project – Nurturing (p. 20) Table 3 Nurturing Impact Projects Implementation Timeframe (p. 21) Table 4 Strategies for Worship (p. 22) Table 5 Impact Projects for Worship (p. 23) Table 6 Impact Projects Implementation Time Frame for Worship (p. 24) Table 7 Strategies for Membership (p. 25) Table 8 Impact Projects for Membership (p. 27) Table 9 Impact Projects Implementation Timeframe for membership (p. 27) Table 10 Strategies for Ministry (p. 28) Table 11 Impact Projects for Ministry (p.30) Table 12 Impact Projects Implementation Timeframe for Ministry (p. 31) Table 13 Strategies for Mission (p. 32) Table 14 Impact Projects for Mission (p. 34) Table 15 Impact Projects Implementation Timeframe for Mission (p. 35) Table 16 Strategies for KFA 2.1 Adventist Education (p. 37) Table 17 Strategies for KFA 2.2 Adventist Health: Clinical/Curative Services (p. 41) Table 18 Strategies for Health Promotion (p. 42) Table 19 Strategies for Health Improvement Plan (Clip) & Nutrition Training (p. 42) Table 20 Strategies HIV and AIDS (p. 43) Table 21 Strategies for Resilience, Drug & Mental/Emotional Health (p. 43) Table 22 Strategies to Develop Health Education Materials (p. 44) Table 23 Strategies for Health Human Development (p. 44) Table 24 Strategies for Adventist Health Processionals Spiritual Enrichment (p.45) Table 25 Impact Projects & Implementation Timeframe for Adventist Health (p. 46) Table 26 Strategies for KFA 2.3 Sharing of Economic Information (p. 46) Table 27 Strategies for Assessment of Economic Potentials (p. 47) Table 28 Strategies for Training & Entrepreneurial Development (p. 47) Table 29 Strategies on Financial Management/Budgeting & Investment (p. 48) Table 30 Impact Projects for KFA 2.3 Economic Empowerment (p. 48) Table 31 Impact Projects Implementation Timeframe for KFA 2.3 (p. 48) Table 32 Strategies for KFA 3 HR Management System (p. 50) Table 33 Strategies for HR Solution (p. 50) Table 34 Strategies for HR Acquisition (p.) 51 Table 35 Strategies for HR Maintenance: Training & Development (p. 51) Table 36 Strategies for HR Maintenance: Leadership & Skills Empowerment (p. 52) Table 37 Strategies for HR: Deployment, Performance & Sustenance (p. 52) Table 38 Strategies for HR: Employee’s Wellbeing (p. 52) Table 39 Strategies for HR: Separation (p.53) Table 40 Impact Projects for KFA 3: Human Resources Capacity Building (p. 53)


Table 41 Strategies for KRA 4:Institutional Development-‐ Conference Status (p.55) Table 42 Strategies to Empower CPC to grow into maturity (p. 56) Table 43 Strategies for Local Mission’s Accreditation (p. 56) Table 44 Strategies for relevant Policy Development (p. 57) Table 45 Strategies for Boundary Alignment (p. 57) Table 46 Strategies for Impact Projects (p. 58) Table 47 Impact Projects Implementation Timeframe for KRA 4: Institutional Development (p. 58) Table 48 Strategies for KFA 5: Wealth Creation – Promotion of Tithe & Offerings (p.59) Table 49 Strategies for Project Based Support-‐ Systematic Benevolence (p. 60) Table 50 Strategies for Assess into Economic opportunities (p. 60) Table 51 Strategies for GoPNG, Donor Partners & Private Enterprises (p. 61) Table 52 Strategies for Prudent Financial Management (p. 62) Table 53 Impact Projects for KFA 5: Wealth Creation (p.62) Table 54 Impact Project Implementation Timeframe for KFA 4 (p. 63) Table 55 Strategies for KFA 6: Institutional Development-‐ Property (p. 65) Table 56 Strategies for Concept, Architectural Design & Approvals (p. 65) Table 57 Strategies for Property-‐Development & Management (p. 66) Table 58 Strategies for Property-‐ Management, Care & Maintenance (p. 66) Table 59 Strategies for Land Acquisition (p. 67) Table 60 Strategies for Land Use & Development (p. 67) Table 61 Strategies for Resolving Issues & Acquiring of Legal Titles (p. 67) Table 62 Strategies for Land Valuation (p.68) Table 63 Strategies for Land Disposition-‐ Lease for exchange (p. 68) Table 64 Impact Projects for KFA 6: Property Development (p. 69) Table 65 Impact Projects Implementation Timeframe for KFA 6 (p. 69) Table 66 Strategies for KFA 7: Media Development (p. 70) Table 67 Impact Projects for Media Development (p. 72) Table 68 Strategies for KFA 8: Field Service Delivery-‐Resource Empowerment (p. 73) Table 69 Strategies to Establish Service Delivery Centers & Networks (p. 73) Table 70 Demarcation of Organizational functions for Service Delivery (p. 74) Table 71 Placing Key personnel at strategic Locations (p. 74) Table 72 Impact Projects for KFA 8 (p. 74) Table 73 Impact Projects Implementation Timeframe (p. 74)


EXECUTIVE SUMMARY

The SDA Church leadership developed a PNGUM Corporate Plan 2013-‐2020, which started in 2011 and was completed in 2013. It was launched throughout all the 22 provinces in PNG. The Corporate Plan charts a corporate direction of the church in PNG.

This Corporate Plan is aligned to the PNG Vision 2050, PNG Strategic Development Plan 2030, Millennium Development Goals, South Pacific Division strategic priorities and the General Conference Plans of the World Church.

What you have in your hand now is the church’s Strategic Action Plan Document. The church leadership has developed this Strategic Action Plan Document outlining how the church is implementing the corporate initiatives through its organizational structure. This initiative was the result of an executive decision of the PNGUM Executive Committee, in which all Local Missions and Conference had developed action plans to help the Union to achieve its Corporate Plan 2013-‐2020.

The Local Missions and Central Papua Conference developed action plans that would partner with the PNGUM to implement its Corporate Plan. They are available at each local Mission and conference offices. The objective of this exercise in sharing action plans with one another is to foster a spirit of unity and comradeship in implementing the PNGUM Corporate Plan.

The primary task of the PNG Union Mission National Office Action Plan (2014 – 2020) is to translate its mission and vision statements, strategic goals and key focus areas in the Corporate Plan into visible results.

Wise man Solomon says, “There is nothing new under the Sun” (Eccl 1:9). However, the PNGUM Corporate Plan was a design to reinvent the wheel. Therefore, this strategic Action Plan document is a paradigm shift that promotes innovation and creativity in the church.

The document is organized for the implementation of each Key Focus Area with explanatory notes. It takes into account major issues and challenges from the Corporate Plan document, the implementation tables, and sets tracking indicators for the impact projects and corporate initiatives.

It is anticipated that all departments and service sections at the National Office to import from the Strategic Action Plan Document and itinerate each yearly from 2015-‐2020. The Strategic Action Plan Document must foster partnership with relevant departments with the Local Missions, Conference, church institutions, PNG Government and other development partners.


OVERVIEW OF THE STRATEGIC GOALS & KEY FOCUS AREAS The Strategic Action Plan of the SDA of PNG’s Church’s Corporate Plan (2013-‐2020) is to clearly give direction to implement the key focus areas. Outlined below are the three strategic goals in which the seven key focus areas fall under. GOAL 1 PEOPLE EMPOWERMENT: Focuses on Integral Human Development. It aims to cater for people’s spirituality, education, health and economic wellbeing. KFA 1 Adventist Mission – Its primary focus is to create a continuous cycle of disciple making. This is the core mission of the church. KFA 2 Human Socio-‐economic Development – Aims at improving children, youth and adult education, health and living standard.

KFA 3 Human Resource Capacity Building – Developing a spiritually, academically and professionally empowered workforce committed to the mission of the church.

STRATEGIC GOAL 2 ORGANIZATIONAL EMPOWERMENT: Aims at building capacity and empowering Local Missions and Union to conference status. It is to enable growth and developments that will facilitate in achieving autonomy in governance, finance and the management of its local mission field.

KFA 4 Institutional Development: Enabling the local Missions and Union to grow and mature in all areas of its life, including membership, leadership, governance, finances etc. This will assist the church to effectively function within the organization, maximizing it potentials with greater results in its ministry. STRATEGIC GOAL 3 RESOURCE EMPOWERMENT – This area aims at building up the church’s resource capacity and maximize its potential to engage in the mission of the church. KFA 5 Wealth Creation: Aims at empowering the church organization to be financially vibrant and stable so that it is confidently making improvements and meeting financial needs of its work. KFA 6 Property Development: Is targeted at enabling the church to effectively manage and develop its assets to keep in pace with the onward progress of its mission. KFA 7 Media Development: Aims at enabling the church to bridge communication gaps by building infrastructure and media resources. Further to use media technology to effectively share the love of God. KFA Field Service Delivery: Enabling the church to improve its entire service delivery system to allow a free flow of services and resources to the fields and people. The intent of the Strategic Action Plan is to enable the church to remain committed and relevant to its core mission. The church structure must unite in partnership and must leave the status quo mind set to new ways of positioning the church as an entity that meets the needs of people in PNG.


Below is a structural model on demarcation of functions. As much as possible avoid duplication of functions and distribute resources with prudent manage to achieve greater results for the church.

W/Min

Administrative Officers

C/Min MMM

Departmental Leaders

S/Sch P/Mini Youth Stew F/Min Health ComEducation

Diagram 1

Diagram 2

Min PIM

Stew PM/SS Youth

COMM Health Edu

W/Min

Building ICT

C/Min

AAS ABC ADRA

Schools ols

Health Facilities

Associate ACFO Assistant ACFO H/Resources LANDS & PD Admin/Assistant Treasury S/Team

GENERAL SECRETARY CHIEF FINANCE OFFICER

PRESIDENT

Undersecretary Under-‐treasurer

EXECUTIVE COMMITTEE

Stewardship PM/SS

Health Children’s Ministries ssss

Youth

PRESIDENT

Education Women Ministries

Mission Secretary Chief Finance Officer

ABC Health Facilities

Schools

Admin Assistant Treasury Support Staff Office Support Staff Technical Support Staff

Church Board

Pastor

Strategic Action Plan &'() – !"!" !"

MANAGEMENT COORDINATION PLAN

The management coordination plan is designed to facilitate the monitoring and implementation of the National Office Development Plan 2014 -‐2020 under the leadership of its designated officers. The assigned officers are to serve as chief liaison personnel for the eight (8) key focus areas. This is for accountability and performance appraisal purposes for the implementation plans.

Diagram 3

Under Treasurer

Assistant CFO

Under Secretary

General Secretary

Chief Finance Officer

KFA 1 Adventist Mission

Discipleship

KFA 7 Media Development nt nt

KFA 6.2 Property Development Infrastructure KFA 2.2

Health

KFA 4 Institutional Development

KFA 5 Wealth Creation Org/ Entity

KFA 2.3 Economic

Empowerment People

KFA 3 H/R Capacity Building

KFA 6.1 P/Development Lands

KFA 8 Service Delivery

KFA 2.1 Education Maturity

Nurture

Magnify Worship

Membership Assimilate

Ministry Serve

Mission Witness

Strategic Planning, Implementation & Review

Committee

PNGUM Executive Committee

President

Strategic Action Plan &'() – !"!" !!

CHURCH MINISTRIES COORDINATION PLAN

The church ministries coordination plan is aimed at achieving the following objectives. To give prominence to the roles of the departments, give them united voice to discuss issues and challenges amongst themselves and establish dialogue with the officers to address them, and restore the status and integrity of the office of the pastor at the local church. As such, the Ministerial Association Secretary at the National Office and Missions/Conferences will serve as Church Ministries Coordinator. All departments will work in consultation with them to resource the field at the local church level.

Administration President

W/Ministries

Departmental Advisory Council

Specialized Ministry Administrative & Ministry

Ministerial Secretary Church Ministry Coordinator

Specialized & Administrative Technical Services

Adventist Education

Adventist Health

Ministerial

Stewardship

PM/SS

Youth

C/ Ministries

Printing Press ABC & HHES

Lands

Information Communication Technology

Building PDM

Nurturing Ministry Discipleship

Communication AMN

F/Ministries

Diagram 4


BIBLICAL FOUNDATIONS

VISION To be a Spirit filled church, always growing, excelling and leading in all aspects of our ministry. MISSION The Mission of the SDA church in PNG is to make disciples (Matt 28:18-‐20), and witness in the context of the three angels message (Rev 14:6-‐12) through the empowerment of the Holy Spirit. VALUES The SDA church highly values the bible, people and unity among the body of Christ. We believe that every person deserves respect and dignity because of the infinite value God has placed on every individual. Through God’s grace, every person is gifted and needed for the diverse activities of the church in serving humanity.

The underlying values that motivate and guide the church in its ministerial endeavors are:

§ Love for God Serving God’s way

§ Passionate Rendering heart and soul service

§ Healthful living Empowering people to glorify God

§ Excellence Serving with a marked difference

§ Transparency Serving with honesty

§ Accountability Serving Responsibly


The primary objective of this key focus area is to enable children, youths and adults to enter into a lifelong commitment to Jesus and His mission. This is a life-‐long journey that begins at baptism and ends at death.

To facilitate this life-‐long commitment the church has adopted a five (5)-‐phase discipleship model1 to serve as a guide for the church in PNG to incorporate into its discipleship making plans. This discipleship model is being integrated with the General Conference’s threefold strategic themes to reach up, reach across and reach out.

REACH UP

PHASE 1 MATURITY – Phase 1 empowers people to grow in their Christian experiences into maturity in Christ.

PHASE 2 MAGNIFY– Phase 2 empowers people to deepen their worship experiences resulting in them glorifying Christ with their lives.

REACH ACROSS

PHASE 3 MEMBERSHIP-‐ Phase 3 empowers people to deepen their attachment to the body of Christ, its beliefs, values and lifestyle.

PHASE 4 MINISTRY – Phase 4 empowers people to discover their God given gifts and use them in ministry to support the mission of the church.

REACH OUT

PHASE 5 MISSION -‐ Phase 5 empowers people to discover their areas of giftedness in evangelism and passionately share the love of Christ with others.

1 PNGUM Corporate Plan 2013-‐2020 p14.

KFA1 ADVENTIST MISSION Disciple Making

IMPLEMENTATION PLAN

GOAL 1 – PEOPLE EMPOWERMENT

UnknownFormatted: Font:(Default) Times, 12 pt


Diagram 5

Diagram 6

ADVENTIST MISSION

Discipleship

Phase 1 MATURITY Growing in

Christ

Nurrture Phase 2

MAGNIFY Glorify Christ

Worship

Phase 3 MEMBERSHIP

Knowing Christ Care

Phase 4 MINISTRY

Serving Christ Service

Phase 5 MISSION

Sharing Christ Witness

Five (5)-‐phase discipleship model


1.1.1 SUMMARY STATEMMENT: This area of the discipleship model caters for nurturing the needs of children, youths and adults. Its primary aim is to empower them to grow into maturity in Christ. It caters for their spiritual, social, mental, and physical needs. 1.1.2 ISSUES & CHALLENGES TO ADDRESS: Here are a number of discipleship issues and challenges that confront the SDA Church in PNG as highlighted in the Corporate Plan 2013-‐ 2020.2

o Alarming trend of continuous apostasies and missing members. o Declining trend and near plateau syndrome in baptism o Church membership is significantly smaller than the national population as compared with the

2000 and 2011 primary and final national census figures, released by the National Statistic Office o The church in PNG is experiencing a stagnant geographical growth evidenced by the 2012 and

2013 statistical report of organized churches and company churches in PNG o The church’s presence in PNG is thinly spread in terms of percentages in each province due to

the fact that three more non-‐Adventist villages than SDA churches in PNG, evident in the 2012, 2013 and 2014 midyear reports.

2 Ibid p15.

Reach up to God through bible study, prayer, and reading the Spirit of Prophecy resulting in revival and transformation

Calling Seventh-‐day Adventists to: (1) Increase bible study, prayer, Study Spirit of Prophecy (2) Increase number of people returning tithes and offerings (3) Increase involvement in witnessing for Christ (4) Increase the use of Adventist produced materials

DISCIPLESHIP MODEL PHASE 1 –MATURITY -‐ GROW IN CHRIST

NURTURE

GLOBAL STRATEGIC THEME 1

REACH UP


Table 1

1.1.3 STRATEGIC ACTION PLAN IN CONSISTENCE WITH THE CORPORTE PLAN 2013 – 2020 TO ADDRESS ISSUES AND CHALLENGES KEY RESULT AREA

EXPECTED OUTCOMES

PRIORITY ACTIVITIES

CLUSTER GROUP RESPONSIBLE

KPI Time Frame

Responsible for planning, reporting and Performance Appraisal

SABBATH SCHOOL MINISTRY

80% of the members are committed to studying the bible and Sprit of Prophecy

1. Conduct orientations and awareness on the purpose, function and major initiatives of the department 2. Conduct leadership training within the department for Sabbath School leaders, Sabbath School class teachers, baptismal class teachers, nurturing class teachers etc. 3. Conduct educational and spiritual enrichment seminars, devise study plan for bible readings, Spirit of Prophecy, selected ABC books for members. 4. Partner with ABC to develop promotional and marketing plans for the purchase of Sabbath School bible study guide for all age groups. 5. Promote the department’s special initiatives starting with the Union, SPD and General Conference 6. Conduct special programs targeted at Adventist Professionals, Politicians, Business people etc, and provide them with ongoing resources 7. Develop resources of ministry resources for the department 8. Develop department’s manual.

Union Sabbath School, CM, Ministerial, ABC & their counterparts in conferences, missions, schools & local churches

The priority activities are adequately implemented through: a. Number of trainings conducted for leaders b. Number of Spiritual enrichment seminars conducted c. Availability of Sabbath School resources d. Development of a ministry manual for the department

2014 & ongoing

President Reporting Quarterly & Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

Prayer Ministry

80% of the members experiencing a prayer centered life.

1. Conduct educational and enrichment seminars on prayer. 2. Conduct training for prayer leaders 3. Promote and establish prayer network amongst prayer partners in local churches, schools, districts, provinces, missions /conferences in PNG.

Union, conference, mission, women ministries, prayer coordinators and their counterparts in conferences, missions, local churches /schools

The priority activities are well implemented as shown by: a. Number of trainings conducted for prayer leaders b. Establishment of prayer

2014 & ongoing

President Reporting Quarterly & Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity


4. Promote and establish a prayer network that connects the church’s leadership to Adventist Professionals, Politicians, Adventist Business people within the country 5. Source and develop prayer resources for the field

networks amongst missions /conferences, schools, health facilities c. Prayer network to link with Adventist Professionals, Politicians, business people

plan Quinquennial Plan

Stewardship Ministry

100% of the members are appreciative of God’s blessings in their lives and are passionately supporting the mission of the church in cash and kind.

1.Conduct orientations and awareness on the purpose, function, major initiatives and strategic direction of the department 2. Conduct leadership training for leaders. 3. Conduct educational and spiritual enrichment seminars for members. 4. Promote the department’s special initiatives of the Union, Division, and General Conference. 5. Conduct special programs targeted at Adventist Professionals, Politicians, Business people etc. and provide them with ongoing resources 6. Develop and source ministry resources for the department. 7. Develop department manual.

Union Stewardship, youth, children ministries directors and counterparts at conferences, missions, schools, local churches

The priority activities are well implemented as shown by: a. Increase in tithes, offerings, cash and kind to support the mission of the church b. Number of leadership and spiritual enrichment seminars conducted.

2014 – 2020


Women Ministries

80% of Adventist women actively participate in the church and their special needs are well catered for.

1. Conduct orientations and awareness on the purpose, function, major initiatives and strategic direction of the department. 2. Conduct leadership training for leaders. 3. Conduct educational and spiritual enrichment programs for women 4. Promote the department’s special initiatives of the Union, Division, General Conference. 5. Conduct special programs & ministries that address the 6 critical issues facing women in PNG. 6. Conduct special programs and provide resources for Adventist Women Professionals, Politicians, Business people 7. Develop and source ministry

Union Women Ministries, family life, youth director and their counterparts at the conference /missions and local churches

The priority activities are adequately implemented as shown by: a. Number of leadership trainings and Spiritual Enrichment seminars conducted b. Number of special programs for Adventist Women Professional, Businesswomen and politicians conducted.

2014-‐ 2020



resources for the department 8. Develop the department’s manual.

Family Ministries

80% of Adventist families and marriages are strengthened and are having a positive impact in the communities.

1. Conduct orientation and awareness on the purpose, functions and major initiatives and strategic direction of the department. 2. Conduct leadership training for leaders. 3. Conduct educational and spiritual enrichment seminars for families, marriages, and targeted groups of members within the church. 4. Promote the department’s special initiatives of the Union, Division and General Conference. 5. Conduct special targeted programs for Adventist Professionals, Politicians, Business people and provide resources for them. 6. Develop resources for the department 7. Develop department’s manual.

Union Family, Women, Youth, Children ministries and counterparts in Conferences, Missions, local churches

The priority activities are well attended to as shown by: a. Number of leadership trainings, educational and Spiritual enrichment seminars conducted b. Number of special targeted programs for Adventist Professionals, Politicians and business people conducted c. Establishment of a special ministry for Adventist single people d. Develop department’s manual

2014-‐2020


Children’s Ministries

70% of children’s holistic needs are catered for.

1.Conduct orientation and awareness on the purpose, function, major initiatives and strategic direction of the department 2. Conduct leadership training for leaders. 3. Conduct educational and spiritual enrichment programs for children 4. Promote the department’s special initiatives of the Union, Division and General Conference. 5. Establish special programs and initiatives to cater for children from non-‐Adventist families, backsliding parents, orphans, abused children etc. 6. Develop and provide ministry resources for the department 7. Develop department’s manual.

Union, C/Ministries, F/Life directors & counterparts in conferences, missions, local churches

The priority activities are well implemented as shown by: a. Training for leaders and Spiritual enrichment Seminars conducted b. Resources are in place to support ministry of the department c. Support ministry for children in place

2014-‐2020


Youth Ministries

70% of youths are

1. Conduct orientation, awareness on the purpose, function, major

Union Youth, Chaplain

The priority activities are well

2014-‐2020

President


led into the water of baptism and actively participate in the church

initiatives and strategic direction for the department, Adventist Tertiary Students Association, and the chaplaincy needs for the church in PNG 2. Conduct leadership training for YAPA, Adventist Student Ministries and institutional entities. 3. Conduct educational and spiritual enrichment seminars for YAPA, ATSA and other target groups 4. Promote the department’s special initiatives of the Union, Division and General Conference. 5. Promote and support Students’ ministries. 6. Develop and provide ministry resources for the department 7. Develop department and chaplaincy manual.

Coordinator, Education, Family Life Directors & counterparts in Conferences, missions, local churches, schools

implemented as shown by: a. Number of leadership trainings and Spiritual enrichment seminars conducted b. Number of support provided for Student ministries c. Develop a comprehensive chaplaincy program for the country d. Develop ministry manual

Reporting Quarterly & Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

Pastoral Ministry

80% of the pastoral team are well equipped and are providing effective pastoral leadership to the church

1.Conduct orientation and awareness on the purpose, function, major initiatives and strategic direction of the department 2. Conduct leadership training for pastors, elders, partners in ministries leaders 3.Conduct educational and spiritual enrichment seminars for the pastoral team 4. Promote pastors, PIMS and elders special initiatives and that of the Union, Division and General Conference 5. Continue to promote and support the existing pastoral internship program 6. Develop and source ministry resources for the pastoral team 7. Develop a department’s manual.

Union Ministerial, PIMS Coordinator & counterparts in conferences, missions, local churches (pastors & elders)

The priority activities are well implemented as shown by: a. Number of leadership trainings and Spiritual enrichment seminars conducted b. Pastoral internship program is in place and are well mentored c. Number of elders training conducted d. Develop department’s manual.

2013 -‐ 2020


Adventist Teachers and Health Workers Ministry Team

80% of the new teachers and Health workers are well assimilated

1.Conduct orientation and awareness on the purpose, function, major initiatives and strategic direction of the departments 2. Conduct leadership training for those in senior leadership roles

Union Education, Health, Ministerial, Women Ministries Directors & counterparts in

The priority activities are well implemented as shown by: a. Number of orientation,

2014-‐2020

President Reporting Quarterly & Yearly P/Appraisal Yearly


Diagram 5

into the church, its beliefs, lifestyle, values and practices and passionately serving in the church

within schools and health facilities 3. Conduct educational and spiritual enrichment programs for the teachers and health workers 4. Promote teachers & health workers special initiatives of the Union, Division and General Conference. 5. Develop resources for the teachers and health workers for professional and spiritual enrichment.

conferences, missions, local churches.

leadership and Spiritual enrichment seminars conducted. b. Resources are in place for professional and spiritual enrichment.

Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

1.1.4 IMPACT PROJECTS -‐ NURTURE

NO PROJECTS LOCATION PROJECT DESCRIPTION CLUSTER GROUP RESPONSIBLE

ACCOUNTABLE TO/FOR REPORTING & P/APPRAISAL

1 Chaplaincy Empowerment Support Center

Union Conference / Mission

Establish chaplaincy services for Adventist Students in non-‐Adventist Tertiary Institutions, hospitals, prisons, Adventist members in disciplinary forces, Adventist politicians etc.

Team Leader (TL)-‐ Youth & counterparts ST – Education, Ministerial, Health, Women Ministries & counterparts

President

2 Family Empowerment Support Centre

Union Conference/ Mission

Establish a family empowerment/support center to address family and marriage related issues and challenges, takes care of Adventist Singles, provide safe places of care for abused children, women etc.

TL-‐ Family Life & Counterparts ST-‐ Youth, Children Ministries, Women Ministries, Health Director & counterparts

President

3 Prayer Network System


Establish a union wide prayer network that links the union, conferences, missions and educational institutions to pray for challenges /issues that the church, the community at large in PNG and abroad, are facing

TL-‐ Women Ministries & counterparts ST-‐ Evangelism Coordinator, Education, Ministerial Association & Counterparts

President

4 Introduction of the Master Guide Curriculum into PAU & Sonoma Integration of personal Development and

Union PAU/Sonoma

Establish dialogue with Pacific Adventist University and Sonoma Adventist College to explore the possibility of introducing the Master Guide Curriculum into their study programs, especially for those who are doing education, theology studies and other disciplines who may be

TL-‐ Youth & Education & counterparts ST-‐ PAU, Sonoma

President

Table 2


Table 3

YAPA Curriculums interested. Design an Adventist biased Curriculum that accommodates for personal development and YAPA

5 Elders Empowerment Support Center


Establish a certified training program for elders in their areas of pastoral and administrative responsibilities. This is due to the fact that most of the local churches in PNG are taken care of by elders

TL-‐Ministerial & counterparts ST-‐ PMSS,

President

6 Pastoral Internship Program


Strengthen the pastoral internship program aimed at empowering new pastoral graduates being called to serve in local churches.

TL-‐ Ministerial President

7 Ministry Support Center for Adventist Politicians, Professionals & Business People


Establish a ministry to provide resources, dialogue, interface with and nurture church members in elite professional, Political and business circles.

TL-‐ PARL Director & counterparts ST-‐ Secretariat, Education, Health, Stewardship, Treasury, Woman Ministries & counterparts

President

1. 1. 5 IMPACT PROJECTS IMPLEMENTATION TIMEFRAME

No.

Impact projects Location Implementation timeframe Funding Source

Performance indicator 2014 2015 2016 2017 2018 2019 2020

1 Chaplaincy Services

Union, conference, mission


Feasibility study have been conducted and program developed and implemented as per schedule

2 Family Support Centre


Union, conference, mission, ADRA

As above

3 Union wide Prayer Support Centre /Network

Union, conference, mission,


As above

4 Master Guide Curriculum – PAU & Sonoma

PAU & Sonoma

Union, PAU, Sonoma

As above

5 Elders Empowerment Program

Union, Conference, mission


As above

6 Internship Empowerment Program



As above

7 Ministry Support Program / Center for Adventist



As above


Table 4

Politicians, Adventist Professionals & Business People

Implementation Schedule Key Feasibility Study Development of Program Implementation

1. 2.1 SUMMARY STATEMENT: Phase 2 of the discipleship model aims at empowering members to deepen their worship experience with God on a personal, family and church level. Such experience will permeate into all areas of people’s lives thus making them become effective ambassadors for Christ. In view of the fact that worship programs and activities play a significant role in deepening people’s experiences with God, it is very important that worship leaders at the family and church level create a conducive worship environment that caters for the specific needs of all age groups and allows for equal participation.

1.2.2 STRATEGIC ACTION PLAN CONSISTENT WITH THE CORPORATE PLAN TO ADDRESS THE ISSUES & CHALLENGES.

KRA Expected Outcomes

Priority Activities Department responsible

KPI Time Frame Responsible to for planning, reporting and Performance Appraisal

Adventist Christian Worship

80% of the membership display deeper appreciation and understanding of Biblical Adventist worship principles as evident in their lives.

1. Host worship summits for pastoral workers and teachers 2. Conduct worship seminars for leaders and members at local church.

Union Stewardship, PMSS, Ministerial & counterparts in Conferences missions, local churches

The priority activities are implemented as evident by a. Reports on number of summits been conducted b. Number of worship seminars conducted

2014 -‐ 2020 President Reporting Quarterly & Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

Intergenerational worship

Equal participation and appreciation of worship services by all age groups in the church.

1. Conduct training for children, youths and adults worship facilitators / leaders 2. Conduct training for children, youths

Union Stewardship, Youth, Children Ministries, Ministerial & counterparts in conferences, missions, local churches

The priority activities are adequately catered for as shown by : a. Number of training worship facilitators and

2014-‐2020

DISCIPLESHIP MODEL PHASE 2 -‐ MAGNIFY -‐ GLORIFY CHRIST

Worship


Table 5

and adult participants/ preachers, story tellers, 3. Develop and organize spiritual master plans for the churches aimed at accommodating various needs of the children, youths, and adults 4. Source and develop resources to support generational worship initiatives

participants b. Have worship master plans c. Have worship resources, tools and instruments

Revitalizing Adventist music and singing ministries

Members have greater exposure, renewed interest and appreciation for Adventist music and singing

1. Conduct training for song leaders, choir masters, and interested singing group leaders. 2. Conduct seminars for choir masters and singing groups & educating them on the Adventist theology of music and singing 3.Organize musical/singing festivals for children, youths and adults and expose their musical and singing talents. The recorded songs will support the radio and Hope Channel programs

Union Communication, Youth, Woman, Education Ministries Directors & Counterparts in conferences, missions, local churches

Priority activities are adequately attended to as evident by: a. Number of trainings been conducted for worship leaders b. Number of musical/ Singing projects, festivals, recordings and DVDs developed

2014-‐2020

1.2.3 IMPACT PROJECT – WORSHIP

NO PROJECTS LOCATION PROJECT DESCRIPTION DEPARTMENT/PERSONNEL RESPONSIBLE

ACCOUNTABLE TO/ FOR REPORTING & P/APPRAISAL

1 Worship Empowerment Support Centre

Union

Establish a worship institute /support center that provides the Adventist biblical perspectives on worship, music and singing .The center would also address the current worship related issues and challenges that are facing the church and community at large in PNG

TL-‐ Stewardship & counterparts ST-‐ Ministerial, youth, children ministries & counterparts in conferences, missions

President


Table 6

1.2.4 IMPACT PROGRAMS IMPLEMENTATION TIMEFRAME

No. Impact projects

Location Implementation timeframe Funding Source


1 Worship Empowerment

Union Union, Conference, Mission



1.3.1 SUMMARY STATEMENT: The primary objective of this phase of the discipleship model is aimed at nurturing all churchgoers. This is done by firmly establishing them in the Adventist doctrinal teachings, major Bible themes, values and lifestyle. It also endeavors to provide a good caring environment for existing members and incorporate the newly baptized members into the Adventist Church.

REACH ACROSS the barriers that threaten to divide us as a family, endeavouring to disciple, nurture, and involve individual in the life and mission of the church

Calling Seventh-‐day Adventist to: (1) Improve retention of members (2) Nurture members (3) Increase percentage of young people involved in church work (4) Increase percentage of young people retained in the church

DISCIPLESHIP MODEL PHASE 3 – MEMBERSHIP – KNOWING CHRIST

Empowering people to deepen their attachment to the body of Christ, its beliefs, values and lifestyle.


REACH ACROSS


Table 7

1.3.2 STRATEGIC ACTION PLANCONSISTENT WITH THE CORPORATE PLAN 2013 – 2020 TO ADDRESS ISSUES & CHALLENGES

KEY RESULT AREA

EXPECTED OUTCOMES

PRIORITY ACTIVITIES

KPI CLUSTER GROUP RESPONSIBLE

TIME FRAME Responsible to for planning, reporting and Performance Appraisal

Bible and Spirit of Prophecy

100% of newly baptized members passionately embrace the Bible and the Spirit of Prophecy and its teachings in their lives.

1. Create a spiritual master plan aimed at grounding the new interests, baptismal class members and newly baptized members’ faith on the Word of God and Spirit of Prophecy 2. Conduct Bible and Spirit of Prophecy seminars for members 3. Conduct training for members on bible study and interpretation of the bible

The priority activities are well catered for as evident by: a. Development of a bible and Spirit of Prophecy master plan for newly baptized members b. Number of bible and Spirit of Prophecy seminars and trainings conducted

PMSS, Youth, CM, Ministerial & Counterparts in conferences, missions, local churches

2014 & ongoing


Fundamental beliefs and practices

Greater percentage of existing and newly baptized members to passionately embrace the Adventist fundamental beliefs, practices and lifestyle

1. Incorporate Adventist fundamental beliefs into the local church preaching plans and baptismal classes 2. Conduct seminars for children, youths and adults on Adventist fundamental beliefs

The priority activities are adequately implemented as shown by: a. Number of preaching plans to include the fundamental beliefs topics b. Adventist fundamental belief are taught in baptismal classes and members are issued with study materials

PMSS, Youth, CM, Ministerial & Counterparts in conferences, missions, local churches.

2014 & ongoing

Assimilation into church membership

100% of the newly baptized members find acceptance and enjoy fellowship in the Adventist Church

1. Conduct post baptismal classes for newly baptized members to orientate them on Adventist life style, culture, practice 2. Establish buddy/ friendship systems in the church for individuals, families and small groups to befriend and mentor newly baptized members. This is to

The priority activities are well implemented as shown by: a. Plans developed to incorporate new members in the church

PMSS, Youth, CM Ministerial & Counterparts in conferences, missions, local churches

2014 & ongoing


enable them to settle into the Adventist Church

Caring for members

Greater percentage of members to find acceptance among the body of believers, feel valued and make life-‐ long commitment to the church as a great place to belong to.

1. Keep an updated listing of members (children, youths, adults) in the church 2. Conduct a survey to find out about members (children, youths, adults) specific needs (physical, spiritual, mental, social) 3. Establish appropriate ministries in the church to cater for members’ specific needs.

The priority activities are well implemented as evidenced by: a. Number of small groups in place to address specific needs of people b. Number of surveys conducted to find out members needs and develop plans and ministries to cater for their needs.

PMSS, Youth, CM, Ministerial, WM, FL & Counterparts in conferences, missions, local churches

2014 & ongoing

Membership Audit

100% of church’s membership audits and records are constantly updated in a timely manner.

1. Organized churches ought to have in their possession membership record book 2. Conduct training for Church Clerks members audit 3. Conduct yearly members updates to determine membership gains and losses.

The priority activities are well catered for as evidenced by: a. Number of membership audit trainings conducted for church clerks and pastors b. Have updated membership data

Secretariat, PMSS, Youth, CM, Ministerial, & counterparts in conferences, missions, local churches

2014 & ongoing

Undersecretary Reporting Quarterly & Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial plan

Church Statistics

80% of the churches, schools and health facilities have updated statistical reports

1. Make available reporting tools to churches, Adventist Schools, and non-‐Adventist Schools and health facilities 2. Conduct training for mission secretaries, education and health secretaries 3. Conduct yearly statistics

1. Reporting Instruments are developed and distributed widely to the field 2. Have timely and accurate reporting

Secretariat, PMSS, Youth, CM, Ministerial, Education, Health & counterparts in conferences, missions, local churches

2015-‐2016

Membership discipline

70% of the outstanding disciplinary cases in churches are addressed and

1. Draw from the church audit the names of those who have left the church through apostasy

The priority activities are well catered for as evidenced by:

Union Ministerial & counterparts in conferences, missions, local churches

2014 & ongoing

President Reporting Quarterly & Yearly


Table 8

Table 9

settled 2. Conduct training to equip elders and the local leaders with skills to reach out to the backsliders to find out their status and recommend to the board and business meeting to take appropriate disciplinary actions (censor/ disfellowship) 3. Arrange visitations for those who being disciplined.

a. Data of people with disciplinary cases and number of disciplinary actions taken b. Number of leadership trainings and visitations conducted.

P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

1.3.3 IMPACT PROJECTS – SHEPERDING

NO PROJECTS LOCATION PROJECT DESCRIPTION / DETAILS CLUSTER GROUP RESPONSIBLE

ACCOUNTABLE TO/ FOR REPORTING & P/APPRAISAL

1 Research/ Planning & Centralize Information Support Centre

Union Establish a research/planning and centralized information support center to conduct research and provide information for planning purposes.

TL – Secretariat ST-‐ IT

General Secretary

2 Development of membership Software

Union Source and develop membership software that has the capacity to keep an accurate record of church members and have the ability to update the membership data on a timely manner.

TL – Secretariat ST – IT & Communication

Undersecretary

3 Clerk statistical Report Book

Union Develop a clerk statistical report book to collect the church baptized membership, youth and Sabbath School, Sabbath School membership, the church service attendance and Sabbath School attendance each quarter. These data are sent to the SPD and onto the General Conference on a quarterly and yearly basis

TL-‐ Secretariat ST – Printing Press

4 General Conference membership online reporting

Union Conference /Missions

Work with the Union IT Manager and SPD Secretariat to establish the membership online reporting to General Conference by the conferences and missions in PNG.

TL – Secretariat team ST-‐ IT

1.3.4 IMPACT PROJECTS IMPLEMENTATION TIMEFRAME No.



1 Research/ Planning & Centralize Information Support Centre

PNGUM Secretariat

Union, conference, missions

Feasibility studies, program developed and implemented as per schedule

2 Develop Membership Software

Union, Conference missions



3 Clerk Statistical Report Book

Union, Conference missions


Distribution of reporting tool union wide,


Table 10

reports are improved

4 GC membership online reporting

Union, Conference, missions




1.4.1 SUMMARY STATEMENT: This phase of the discipleship model aims at enabling members to discover their Spiritual gifts, talents, acquired educational skills and equip them for service. This empowers them to take stock of their monetary and non-‐monetary resources and utilize them to support the mission of the church. 1.4.2. STRATEGIC ACTION PLAN CONSISTENT WITH THE CORPORATE PLAN 2013 -‐2020 TO ADDRESS ISSUES AND CHALLENGES.

KEY RESULT AREA

EXPECTED OUTCOMES

PRIORITY ACTIVITIES

KPI Cluster Group Responsible

Time Frame

Responsible to/for planning, reporting and Performance Appraisal

1. Gift discovery

100% of the members know and have deep appreciation for their God’s given gifts and resources

1. Conduct spiritual, talents, and acquired skills discovery seminar for the entire membership 2. Establish a database for the members’ gifts

1. Increase in the number of mission wide gift-‐based seminars and trainings conducted 2.Spiritual Gift, talent and acquired skills database are in place

Union PMSS, Youth, Children, Women Ministries & Counterparts at Conferences, missions, local churches

2015 -‐2016


2. Empowering /Training people for service

100% of members are empowered to utilize their God given gifts for ministry in the church and the community

1. Provide appropriate training for members in their gifted areas to equip them for Christian Services

The priority activities are adequately catered for as evidenced by: a. Number of training programs being planned, and conducted

Union PMSS, Youth, Children, Women Ministry & counterparts at conferences, missions, local churches

2014 & ongoing

3.Enlisting people for service

100% of the members are enlisted for service in accordance with their gifts

1.Establish ministries in local churches and enlist members for service according to their areas of giftedness

The priority activities are well catered for as evidenced by: a. Number of established ministries b. Number of people


2014& ongoing

DISCEPLESHIP MODEL PHASE 4 –MINISTRY

SERVING CHRIST


engaged in these ministries

4. Engage lay volunteer support groups/ independent Supportive ministries

Ample provisions are in place to fully engage all recognized lay volunteer groups and registered supportive independent ministries to team up with the church to support its mission.

1. Promote amongst the church members to set goals and plans for the church 2. Invite lay volunteer support groups/ supportive independent ministries to support the mission of the church in areas of their choice 3. Develop MOU’s with Independent Supportive Ministry groups.

The priority activities are being catered for as evidenced by: a. Number of supportive independent ministries registered, MOU’s being signed and engaged in service b. Number of lay supportive groups are engaged in church programs etc.


2014 & ongoing

5. Adventist professionals & Business people

Stay connected to 100% of the Adventist Professionals & business people and extend invitations for them to support major projects in building connections and in “cash & kind:

1. Establish a database for Adventist Professionals and Business People 2. Promote the Adventist Professional and business people the major projects of the church and extend the invitation for them to support these projects 3. Establish a new network to dialogue with them.

1. Data base established, 2. Number of major projects are supported by the Adventist professionals and business people 3.Communicaton network set up, eg. Adventist Sharp talk

Union Stewardship, communication PMSS & Counterparts in missions & conference

2014-‐2016

6. Adventist Politicians

Stay connected to 100% of the Adventist politicians at all levels and extend invitations for them to support major projects in building connections and in “cash & kind:

1. Establish a database for Adventist Politicians at the National, Provincial & LLGS 2. Promote to the Adventist Professional and business people major projects of the church and extend invitation to them to support these projects 3. Establish a new network to dialogue with them, Adventist Sharp Talk

1. Data base established, 2. Number of major projects supported by the Adventist professionals and business people 3.Communicaton network set up, eg. Adventist Sharp talk

Union Stewardship, communication PMSS & Counterparts in missions & conference

2015-‐2016


Table 11

1.4.3 IMPACT PROJECTS – SERVE


ACCOUNTABLE TO FOR PLANNING, REPORTING & P/APPRAISAL

1 International Institute of Christian Ministries (IICM)

Union Establishment of the General Conference Accredited International Institute of Christian Ministries (IICM) This Program is to empower local church leadership for service. It will provide adequate resources for the “local church based training” initiatives

TL – PM/SS, ST – Youth, Children Ministries, Ministerial

President

2 PNG Volunteer Service

Union Establish a PNG Version of volunteer service program similar to that of the SPD that engages Adventist lay members in their specialize fields of employment to volunteer their time and skills to support the work of the church for specified length of f time.

TL -‐ PM/SS, ST -‐ Ministerial, Youth, W/Ministries, Education, Health, Building

3 Fly & Build Union Establish a PNG version similar to the SPD/Australian version of Fly & Build to support major building projects in the country and abroad.

TL – Building Supervisor ST -‐ PM/SS, Youth

4 Supportive Independent Ministries

Union Identify supportive independent ministry groups that are owned and operated by Adventists to support the ministry of the church in PNG

TL -‐ PM/SS ST – Ministerial, Youth, Women Ministries

5 PNG Think Tank – Adventist Politicians, Professional & Business Men & Women

Union

Establish a PNG Think Tank Team similar to the current PNG version “Sharp Talk” geared at providing avenues for Adventist Politicians, Professionals and Business men and women to discuss issues and challenges that are facing the church and its membership and how to address them using their wealth of knowledge, experiences and networks

TL – Communication, President ST -‐ Secretariat, W/Ministries, Youth

6 Community Life Skill Empowerment

Union Conference/ Missions

Establish community life skill empowerment centers in missions or big urban/rural local churches. They ought to have an accredited program aimed at empowering those in the church and community with little or no formal education with skills not to find job in the formal labor market but to support themselves to be self-‐reliant thus improving their socio-‐economic status

TL -‐ PM/SS, Stewardship, ST -‐ Education, W/Ministries, youth, C/Ministries , Health, Building, Project Officer,

General Secretary

7 Youth/ADRA Disaster Response

The youth department to work closely with ADRA to engage the youths in ADRA’s Disaster Response Program

TL-‐ ADRA ST – Youth, PMSS,

President

8 Shepherds Home Establish centers and program similar to Cheshire Home to cater for those with disability (special needs) in PNG

TL-‐ Communication ST-‐ PMSS, Children, Youth, Women Ministries


Table 12 1.4.4.IMPACT PROJECTS IMPLEMENTATION TIME FRAME

No.



1 International Institute of Christian Ministries (AIICM)

Union, Conference, Mission

Union, missions, conferences, local churches

Impact projects are implemented as per the roll out plan

2 PNG Adventist Volunteer Services

Union Union, missions, conferences

As above

3 Fly & Build Union, conference, mission

Union, missions, conferences

As above

4 Supportive Independent Ministries



5 PNG Think Tank -‐ Adventist Professionals & Business Men & Women



As above

6 Life skills Community Empowerment Centers

Local Church


As above

7 Youth/ADRA Disaster Response

ADRA Lae, conference, missions


As above

8 Shepherds Home

Union, conferences, missions, GoPNG, Donors

As above


REACH ACROSS to others as a friendly church that puts Christ’s business first, invite all people to fellowship, makes a difference in their communities and individual lives.

Calling Seventh-‐day Adventists to (1) Get involved in the mission of the church (2) Become involved in community projects (3) Increase the number of non-‐Adventists attending church each week (4) Increase the number of membership (5) Support evangelism events (6) Establish new contact groups for Jesus.


REACH OUT


Table 13

1.5.1 SUMMARY STATEMENT: The fifth phase of the discipleship model aims at empowering the members of the church to reach out to the community to share the love of Jesus both in word (evangelistic activities) and action (humanitarian activities). 1.5.2 STRATEGIC ACTION PLAN IS CONSISTENT WITH THE CORPORATE PLAN 2013 -‐2020

KEY RESULT AREA

EXPECTED OUTCOMCES

PRIORITY ACTIVITIES KPI CLUSTER GROUP RESPONSIBLE

Time Frame

Responsible to for planning, reporting and Performance Appraisal

1. Discover faith sharing gifts

100% of the church members (children, youths, adults) are well aware and appreciative of their evangelism/ faith sharing gifts

1. Conduct gift (Spiritual Gifts, Talents, acquired skills) seminars for church members 2. Train leadership to conduct gifts discovery training 3. Conduct gifts discovery programs for churches 4. Create a database/bank for membership gifts

The priority activities well taken care a. Number of discovery gifts being conducted b. Database of membership evangelism/faith sharing gifts is in place. Union

PM SS, Youth, CM & Counterparts in conferences, missions & local churches

2O14-‐2015


2. Personal Evangelism

100% of the church membership are empowered and excited to engage personal evangelism

1. Conduct evangelism training 2. Plan and develop an evangelism master plan. 3. Enlist children, youths and adults in the evangelism outreach according to their areas of giftedness

The priority activities are well taken care of as indicated by: a. Number of training being conducted b. Church have an evangelism master plan in place c. Number of people in personal evangelism and number of souls won

Union PM SS, Youth, Children Ministries, Women Ministries & Counterparts in conferences, missions & local churches

2014 & Ongoing

DISCIPLESHIP MODEL PHASE 5 – MISSON

SHARING CHRIST

Witnessing


3. Public Evangelism

100% of employees and laity who are gifted and have passion for public evangelism are trained and engage in public evangelism nation wide

1. Establish evangelism coordinating teams in churches 2. Identify gifted pastoral employees and laities and train them to conduct evangelism programs 4. Develop a public evangelism master plan and engage evangelists to conduct meetings

1. Number of lay and pastoral evangelists being identified and trained 2. Number of public evangelism outreach conducted 3. Development of a union wide public evangelism master plan

Union PM SS, Youth, Children Ministries, Women Ministries, counterparts, education & Counter parts in conferences, missions & local churches

2014 & Ongoing

4. Centers of Influence

1. 100% of big churches in urban and rural transform their churches into centers of influence by ministering to people’s socio-‐economic needs 2. Develop a total package for entry into global mission areas

1. Take stock of the church’s current service providing arms / avenues in terms of the church establishments, schools and health facilities and empower them to become effective centers of influence 2. Take count of strategic locations where the church anticipates to establish its presence by opening up a new work area, determine its needs, decide on the appropriate means of entry (do they need a school, clinic, life skill development center etc. 3. Develop a total package for the new work areas that addresses both the spiritual and socio-‐economic wellbeing of people

1. Have well designed plans to transform church establishments into effective centers of influence. 2. Number of feasibility studies to determine establishment of centers of influence in strategic locations 3. Develop total package to use in new work areas

Union PM SS, Youth, CM, Education, Health, Stewardship & Counterparts in conferences, missions & local churches

2014 &ongoing

6. Target Evangelism

100% of local churches have balanced emphasis in evangelism

1. Develop an evangelism strategy /plan that caters for: a. Geographical growth = Expanding the borders into non-‐Adventist areas without Adventist presence b. Biological Growth = Reaching children of Adventist parents and guardians. c. Kingdom Growth = Reaching non-‐Adventist Members d. Former Members = Reaching those that have

1. Number of new work areas and projects developed 2. Number of children from Adventist parents and homes are baptized 3. Number of people baptized from evangelism programs 4. Number of long time former members restored to church fellowship

Union PM SS, Youth, Children Ministries, Women Ministries, family life, ministerial & Counterparts in conferences, missions & local churches.

2014 & ongoing


Table 15

Table 14

left the Adventist Church with the aim of restoring them to church fellowship

1.5.3 IMPACT PROJECTS


ACCOUNTABLE TO FOR REPORTING & APPRAISAL

1 Evangelism Empowerment Support Center


Establish an Institute of evangelism in PNG similar to that of the SPD. Its primary objective is to train pastors and laities who have the passion for public evangelism for open air, TV and radio etc.

TL-‐ Evangelism Coordinator, ST-‐ C/Ministries, Youth, W/Ministries, PMSS, Ministerial

President

2 Global Mission Empowerment Support Center


Establish a global mission support center /institute to link up with the SPD program, Southern Asia Pacific Division (1,000 missionary movement) and Adventist Frontier Mission to expand the church’ presence to non-‐Adventist villages and areas in PNG

TL – Ministerial ST-‐ PMSS & Church Growth, Youth

3 Schools Evangelism Outreach

Union Conference /Missions

Develop an evangelism outreach program to reach out to Adventist and non-‐Adventist Tertiary Institutions, high and secondary schools in the country.

TL-‐ Evangelism Coordinator ST-‐ Youth, Children Ministries, Education, Family Life, Women Ministries

4 Establishment of Asian Church / Ministry in Port Moresby

Union /CPC Work towards establishing an Asian Church/Ministry in Port Moresby to minister to the Asian community. This will serve as a model project. Should it be successful we will pursue the possibility of extending this initiative to other centers in the country.

TL – Communication ST-‐ Ministerial, Youth, Children, Women Ministries, Stewardship, PMSS

5 Community Public Relations

Work towards the possibility of coming up with a public relations day or program to coincide with the yearly Adventist Week at the union, Conferences, mission and big urban and rural churches. The primary objective of this initiative is to establish a good working relationship with key people in the public service, civil society, and in the political arena.

TL – PARL ST – Communication, Youth, Women Ministries

IMPACT PROJECTS IMPLEMENTATION TIMEFRAME 2014– 2020 No. Impact projects Location Implementation timeframe Funding

Source Performance indicator 2014 2015 2016 2017 2018 2019 2020

1 Public Evangelism Support Center/Institute

Union Union, Conference, Mission

Feasibility study, development of program and implementation are carried as planned

2 Global Mission Support Center

Union Union, Conference

As Above


/Institute , Mission 3 School Evangelism

outreach Union,

Conference, Mission, local church


As Above

4 Establishment of Asian Church/Ministry in POM

CPC, POM Union, Conference, Mission

As Above

5 Public Servant / Politician PR Day



As above


The Human Socio-‐economic Development aims at lifting the educational, health and economic wellbeing of people both in the church and the community at large. This is an ongoing initiative that the Seventh-‐day Adventist Church has committed itself for over a century since its establishment in 1908. The church joined in a partnership with the United Nation, the Government of PNG and development partners in this endeavor and anticipates shifting its commitment to the next level in alignment with the GoPNG strategic directives.

KFA 2 HUMAN SOCIO-‐ECONOMIC DEVELOPMENT

Adventist Education, Adventist Health and Stewardship Development


Diagram 7

Lifting the socio-‐economic status of people within the church and the community

2.1.1 SUMMARY STATEMENT: Adventist Education aims at providing quality education and an evangelistic school environment for those who pass through the Adventist education agency. The education system is to reach all age groups with its primary focus to provide quality Christian Education by improving its Education System, standards and special character. It is also intended to cater for special needs, empowering drop outs with vocational skills training to better living and educating students for this life and the better life to come. The education system is to enable schools with the latest Information and Communication Technology (ICT) as an important learning method in the 21st Century. Adventist Education strives to deliver an educational package that adds value to the people’s lives.

Human Socio-‐Economic

Development

Advenhst Educahon Educated People

Advenhst Health

Healthy People

Stewardship Development

Wealthy People

KFA 2.1 ADVENTIST EDUCATION Educated for now and eternity


Table 16

2.1.2 ISSUES & CHALLENGES: There are major educational issues and challenges confronting the core mission of the SDA church as well as the country as the whole. These challenges include:

o Increasing needs for teachers in view of the enrolment in church schools. o Drop in academic performance in church run schools as compared to the past years o Huge number of school leavers without employment o Greater need for resources to enhance students in context of the 21st century that is

saturated with modern technology o Increase number of students unrest in schools throughout the country including mission

institutions o Increase in worldliness in schools throughout the country including mission schools as

evident by cult worships o Poor learning environment resulting from aging infrastructure in most schools in the

country

2.1.3 STRATEGIC ACTION PLANS CONSISTENT WITH THE CORPORATE PLAN TO ADDRESS ISSUES AND CHALLENGES

Key Result Area

Priority Activities

Cluster Group Responsible

KPI Expected Outcomes

Time Frame Funding Accountable to/ for planning, reporting & P/Appraisal

Special Character

School Evangelistic Program

Education Secretaries, Evangelists, Headmasters, District Directors, Pastors

Increased Baptism & membership growth

100% of schools conduct evangelism program PNGUM Evangelism

2014-‐2020 Ongoing/Annually

Dept, Schools General Secretary

SLIP plan (School Learning Improvement Plan)

HR PNGUM, Education Secretaries, Headmasters, PDoE personnel

Improved physical, social, mental and spiritual learning environment

70 % of schools develop and implement SLIP

2014-‐2017 Annually

PNGUM, L/M, Schools

Accreditation Education Secretaries, HR, Professional Laymen, PDoE personnel, LM

Achieved accreditation status & improved schools

40% of schools to achieve accreditation status


PNGUM, L/M, Schools

Health Promoting School Initiative

Education Secretaries, Health Directors, PDoH personnel, schools, principals, parents

Healthier learning environment Improved personal Hygiene & nutrition

Improved grounds, diet, better life, healthy and conducive learning environments


PNGUM,L/M, Schools

Infrastructures and facilities

Education Secretaries, Building Department, CFO’s, School Boards

Transformed environment Renovated and improved facilities

Improved, well maintained facilities, newly built infrastructure


PNGUM,L/M, School Board, Donors

In-‐service & training

Education Secretaries, HR,

increased number of

Integrated faith and

2014-‐2020 Ongoing/An

PNGUM,L/M, Donors,


(Education Secretaries & Principals)

Health, PDoE trainings increased number of skilled people

learning program

nually Schools

School churches (Special Character)

Headmasters, teachers, churches, students

Increased non Adventist students & parents Sabbath worship in schools

Informal churches in schools Quarterly meetings in schools

2015-‐2020 Schools, l/churches

Academic Excellence

Scheduled school inspection & appraisal visits

Education secretaries, head teachers

Reports produced Promotion based on appraisals Improved academic level and performance

Improved academic results in external exams.

2014-‐2020 Ongoing/Quarterly

PNGUM, L/M, Schools

General Secretary

Develop supplementary teaching and learning resources

Education Secretaries Mission/Conference, Institution Administrators

Updated quality learning resources Improved teaching and learning

Printed materials, latest quality school resources

2014-‐2020 Ongoing

PNGUM,L/M, Donors

Manuals, Education handbooks and policies

Education Directors, Head teachers

Newly developed and reviewed manuals, handbooks and policies

Sufficient printed materials for each school

PNGUM, L/M, Donors

Sponsored specific need trainings and advance studies at all levels

PNGUM, Well qualified and highly skilled personnel.

Certificate, advanced diploma, Bachelorette, MA and doctoral programs

2014-‐2020 Ongoing

PNGUM, L/M, Schools, individuals

Technical Training (Life Skill Development)

Education Secretaries, HR, Stewardship, L/Professionals, NDoE

Certified, skilled educated workforce

Improved living standards

2014-‐2020 Ongoing

PNGUM/Donors/

General Secretary

Work-‐line programs

Education Secretaries, Principals

Enhanced Self-‐discipline /self-‐reliance, reliability & responsibility Acquired skills from various industry attached

Improved work-‐line attitude, Changed positive behavior competency certificates and awards

2014-‐2020 Ongoing

Schools, Private companies

Integrated curriculum

Education Secretaries, principals of Secondary/High schools

Maximized facility and personal use integrated training and use of resources.

Skilled spouses Trained spouses with awards

2015-‐2020 ongoing

Schools, teachers, spouses

Curriculum development

PNGUM Education Secretary, Sonoma College,

Newly developed training / seminar resources

Structured training course materials

2014-‐2020 ongoing

PNGUM, Sonoma College

1.Community


Empowerment Special Education 2.Community Coaching 3.Flexible Open Distance Studies

Feasibility study & Assessment

Mission/Conference Director

Designed instruments for feasibility studies and assessment

Completed Study Report and recommendation,

2014-‐2015 Ongoing

PNGUM, L/M General Secretary

Establishing a Special Education Center

Education Dept. PNGUM, NDoE

Special need individuals access to education Resources produced on special education

Special education Centre Special education course materials

2015-‐2020 Ongoing

PNGUM, NDoE

Establishing FODE Centers

PNGUM Education Department, L/M Education Secretaries, NDoE

Created opportunities for school leavers to have access to formal education

Network with established FODE Centers

Access to formal Education

2014-‐2020 Ongoing

PNGUM, FODE Co-‐coordinators

Conducting community coaching classes

Education Secretaries, Teachers

Coaching classes conducted

Clusters of community coaching mission wide

2015-‐2020 ongoing

L/M, Schools, Teachers

Information & Communication Technologies (ITC)

TTQ & Future School

PNGUM Education Department, TTQ, IT personnel, Communication Department, Future School

Numbers of trainings Conducted Accessed to ICT Improved teaching and learning

Roll out to several schools Number of schools access to ICT

2014-‐2020 Ongoing

PNGUM, CPP General Secretary

Internet & Websites for Schools

PNGUM Education Department, Communication Department, IT personnel

Designed websites Internet access & browsing

Established and maintained websites

2014-‐2020 Ongoing

Schools, L/M, Conf.

Introducing Computer classes to all Schools

PNGUM Education Department, IT Department

Computer access

Established computer laboratories

2014-‐2020 ongoing

L/M, Conference, Schools

Alternative learning Resources

PNGUM Education Department, SPD,

Produced resources Access to resources on line

DVD’s, websites and e-‐books

2014-‐2020 PNGUM, NDoE, Schools

Technical, Vocational & Community Colleges

Assessment & Feasibility Study

PNGUM Director

Instruments for assessing and feasibility study

Study Report, Submission for Establishment

2014-‐2015 PNGUM General Secretary

Regional Technical, Vocational and Community College

PNGUM Treasurer, PNGUM Education Department, Building Department

Established regional multi-‐skill training college

Established technical college

2016-‐2020 PNGUM, NDoE

Review of Sonoma College

PNGUM Education Department,

Reviewed and redesigned the curriculum

Reformed curriculum

2014-‐2015 PNGUM, Sonoma College


Programs Sonoma College Academic Committee, SPD

Review of Omaura School Ministry Programs

PNGUM, Omaura School Principal, Sonoma Academics

Reviewed and redesigned curriculum

Reformed technical & skill based programs Pastoral multi-‐skilled programs Education Pathway for graduates

2015-‐2016 PNGUM, OSOM

Research, Planning, Monitoring & Evaluation

Establish Research Team

PNGUM Education team, PAU, L/M Education Secretaries

Identified potential areas of research

Research Committee

2014-‐2020 PNGUM General Secretary

Conduct Research

Selected personnel, PAU sponsored students, Sponsored students

Researched and identified church need

Completed research and presentation

2014-‐2020 ongoing

PNGUM

Evaluate and monitor projects and programs

PNGUM Education team, Identified personnel

Improved projects implementations and programs.

Monitoring and evaluation reports

2014-‐2020 PNGUM

2.2.1 SUMMARY STATEMENT -‐ The major focus of the Adventist Health Services is providing holistic health care spiritually, physically, mentally and in their social wellbeing through its health promotion and curative services. It also aims to improve its service delivery and expand its health promotion and curative services to new areas in the country. 2.2.2 ISSUES & CHALLENGES

o Infant mortality rate is increasing and sits at approximately 150 per 1000 live births (one of the highest in the world)

o Maternal mortality rate has skyrocketed from 400 per 100,000 in the 1990s to 750 per 100,000

births recently.

KFA 2.2 ADVENTIST HEALTH Healthy People


Table 18

Table 17

o Has the highest prevalence of HIVAIDS in the South Pacific and currently sits at approximately

1% of the population.

o Infectious diseases still remain the major disease burden in PNG while lifestyle disease is increasing at an alarming rate

o PNG has the lowest life expectancy at birth of 54.2 (average)

o Literacy rate of 58%, which means that almost half of PNG population, is illiterate and is a

concern and hindrance to health development.

2.2.3 STRATEGIC ACTION PLANS CONSISTENT WITH THE CORPORATE PLAN 2013 -‐2020 TO ADDRESS ISSUES AND CHALLENGES

KRA 1 CLINICAL/CURATIVE SERVICES –CLINICS AND HOSPITALS Objectives Priority Activities Expected

Outcomes KPI Cluster Group

Responsible TIME FRAME

RESPONSIBLE TO/FOR REPORTING & A/APPRAISAL

To improve existing deteriorating clinics and services through the “adopt a clinic” program

1. Audit the remaining clinics (NBNIM & BM). 2. Renovate and equip existing clinics with medical items, transport, etc

Improve health service delivery to the existing church health facilities/clinics

Number of Clinics Audited Number of Clinics renovated Number of staff houses built Increase number of staff posted to the clinics

SPD health PNGUM Health LM Administration & health. AAS

Ongoing General Secretary

To establish union hospitals

Work with PNGUM, CMC and PNG Government (including provincial Govt) administration towards establishing PNGUM Hospital

Extending of health services and Adventist presence through establishment of hospital facilities

Negotiation taking place with Governments. Hospital established

PNGUM Administration PNGUM Health SPD Health LM Concerned Government (Nat/Prov/LLG

To establish new clinics in the remote part of PNG

1. Buhalu 2. Arufi 3. Others

Build new clinics in remote Areas of PNG

Extending of Health Services and Adventist presence in remote parts of PNG

Number of new clinics established in remote areas of PNG

PNGUM Health SPD health Local Mission

To strengthen the capacity of administering of church clinics and hospitals

Develop an operating manual for PNG Adventist health system. Establishment of PNGUM health Board/Advisory Committee

Proper management and governance of the Adventist health System in PNG

Establishment of the operating manual

PNGUM Health

KRA 2 HEALTH PROMOTION-‐ ADVENTIST HEALTH PROMOTIING INITIATVES

OBJECTIVES PRIORITY ACTIVITIES EXPECTED OUTOMES


TIME FRAME

ACCOUNTABLE TO/FOR REPORTING &


Table 19

P/APPRAISAL

To promote healthy lifestyle through the Adventist Health Promotion Initiatives, the 3 main areas under this initiatives are; Health Promoting Churches/Villages, Health Promoting Schools and Health Promoting Clinics/Hospital.

1. Conduct training and workshops for ministers, teachers, and health secretaries on health promotion and settings. 2.Establish health promoting churches/villages, schools and clinics/hospital 3.Conduct Village Survey in Local Mission SDA villages. 4. Conduct Union Adventist Health Expo x 3 5.Conduct PNGUM Health evangelism

Healthy church members and community. Healthy school environment and children. Improve academic results in church schools

1. Number of health promotion trainings conducted. 2. Number of health promoting churches established. Number of surveys conducted. 3. Number of health Expo conducted. Number of health evangelism conducted.

PNGUM Health LM Health Local Church Health School administration

ongoing General Secretary

KFA 3 COMPLETE HEALTH IMPROVEMENT PROGRAM (CHIP) & NUTRITION TRAINING

OBJECTIVES PRIORITY ACTIVITIES EXPECTED OUTCOMES


TIME FRAME

ACCOUNTABLE TO/FOR REPORTING & P/APPRAISAL

To train facilitators to address the increasing chronic or lifestyle diseases (such as heart diseases, diabetes, cancers, etc.).

1. Conduct CHIP training for facilitators from local missions. 2. Conduct workshops and seminars on nutrition and lifestyle diseases Conduct health assessment program for teachers, ministers and church members 3. Establish fitness program for offices & staff of educational institutions

Reduction inlifestyle diseases due to application of healthy lifestyle and nutrition principles

Number of CHIP/Nutrition training conducted.

Number of CHIP facilitators trained.

Resource Materials in Nutrition/CHIP developed

SPD Health

PNGUM Health

LM Health


To establish health and wellness centers

Training for Lifestyle Medicine

Health checks

Counseling

Fitness program

Restaurant-‐ healthy food

As above

Improve fitness & health

Center Established and used

Number of the types of service provided

PNGUM


Table 20

Table 21

KRA 4 HIV and AIDS OBJECTIVES PRIORITY ACTIVTIES EXPECED

OUTOMES KPI CLUSTER GROUP

RESPONSIBLE TIME FRAME

ACCOUNTABLE TO/FOR REPORTING & A/APPRAISALS

To mainstream HIV and AIDS through the existing church structure. This is to make HIV&AIDS become everybody’s business with minimum cost.

1.Conduct HIV&AIDS mainstreaming workshops and seminars for local churches 2.Establish VCT centers in the local missions 3.Conduct HIV&AIDS awareness program 4. System Strengthening

Stop the spread of HIV Reduction of HIV prevalence

1. Number of Mainstreaming workshops conducted. 2. Number of VCT Centre established. 3. Number of awareness program conducted.

PNGUM Health ADRA PNG LM Health


KRA 5 RESILIENCE, DRUG & MENTAL/EMOTIONAL HEALTH OBJECTIVES PRIORITY

ACTIVITIES EXPECTED OUTCOMES KPI CLUSTER

GROUP RESPONSIBLE

TIME FRAME

ACCOUNTABLE TO/FOR PLANNING, REPORTING & P/APPRAISAL

To build church capacity to help young people have a sense of belonging.

Conduct resilience training program for trainers

Provide services to help people live a more meaningful and fruitful life.

Number of trainings conducted. Number of people trained.

PNGUM Health LM Health

General Secretary

To build church capacity to help people who are addicted to drugs, to quit and live a healthy life

Conduct anti-‐drug and smart program for church youth leaders. Encourage church entities to conduct Anti drug program. Establish and conduct a quit smoking cessation clinic.

Provide service to help people with drug problems

Number of training programs conducted. Number of anti drug program conducted. Establishment of quit smoking cessation clinic


General Secretary

To build church capacity in addressing Mental Health issues at all levels within the church.

Conduct Train the trainers with mental health knowledge and skills to address mental health issues

Mental and Emotional Health problem are addressed Healthy mind.

Number of training Conducted Number of trainers trained


General Secretary


Table 22

Table 23

Table 24

KRA 6 DEVELOPMENT OF HEALTH EDUCATION MATERIALS

OBJECTIVES PRIORITY ACTIVTIES

EXPECTED OUTCOMES


TIME FRAME

ACCOUNTABLE TO/FOR PLANNING, REPORTING & P/APPRAISAL

To develop relevant health resource materials to support the health promotion programs.

Develop, print and distribute relevant health materials to support the health programs

Health programs are supported with relevant IEC materials.

Number and types of resources developed

PNGUM Health -‐ IEC General Secretary

KRA 7 HUMAN RESOURCE DEVELOPMENT

OBJECTIVES PRIORITY ACTIVITIES EXPECTED OUTCOMES


TIME FRAME

ACCOUNTABLE TO/FOR PLANNING, REPORTING & P/APPRAISALS

To upgrade existing church health staff through training based on the health needs of the clinics and Hospital.

Identify staff training needs Identify staff needing trainings and arrange training for them Conduct refresher course for nurses.

Improve service delivery at the clinics

1. Training Needs are identified.

2. Number of staff being trained

PNGUM Health PAU

Philippines-‐ AIIS

General Sectary

To train identified health and non-‐health people in health leadership skills at local church level.

Conduct leadership training for local church health secretary Identify staff needing trainings and arrange training for them

Improve health promotion programs at the local churches

Number of trainings conducted

Number of heath leaders trained

PNGUM Health

LM heath

General Secretary

KRA 8 ADVENTIST HEALTH PROFESSIONALS (AHP) -‐ SPIRITUAL ENRICHMENT OBJECTIVES PRIORITY ACTIVITIES EXPECTED

OUTCOMES KPI CLUSTER

GROUP RESPONSIBLE

TIME FRAME

RESPONSIBLE TO/FOR PLANNING, REPORTING & P/APPRAISALS


Table 25

To spiritually enrich, and encourage the Adventist Health Professionals to involve or participate in the mission of the church through health and medical work

1. Establish Adventist health Professionals Association in provinces and local missions within Papua New Guinea Union Mission. 2. Organize and Conduct Health Conference for Adventist Health Professionals – Port Moresby, Goroka, Madang and Rabaul.

AHP are spiritually enriched and are actively taking part in the church health promotion activities, and also make a difference at their work place

Establishment of Data base for AHP Number of ADP conferences conducted.

PNGUM Health LM Health SPD Health

General Secretary

HEALTH IMPACT PROJECTS & IMPLEMENTATION TIME FRAME, 2014 – 2020 No Impact projects Location Implementation timeframe Funding

Source Who is Involved

KPI 2014 2015 2016 2017 2018 2019 2020

1 Hospitals projects Hela, Enga, NCD,

Morobe

Govt PNGUM

Govt PNGUM

Number of hospitals established

2 Adopt a clinic Initiative (Ongoing project)

SM, EHSM, WHM, CPC,

NBNIM & BM

SPD PNGUM

SPD PNGUM

Number of clinics adopted

3 Isolated clinic Projects (2 clinic projects)

Morobe &

Western Provinces

SPD PNGUM Govt

SPD PNGUM LM

Number of clinics constructed

4 Health Promoting Churches initiative (Ongoing projects)

All

Missions

CPP PNGUM LM

ADRA PNGUM LM

Number of established health promoting initiatives

Healthy schools Healthy Villages

Healthy churches

Healthy Clinics/Hospital

CHIP

HIVAIDS Mainstreaming

5 Health and Wellness Centre One for each region

Govt PNGUM

PNGUM Govt

Number of wellness centre established

6 Community Health Worker Training Centre-‐ 2 year program

Omaura School of Ministry

Govt CPP PNGUM

Govt PNGUM Omaura

CHW Training centre established

7 Human Resource Development (4-‐6 staff to be trained in Masters in Public Health/leadership)

Philippines

Govt CPP PNGUM

PNGUM/HR Govt

Number of health staff trained

8 Health Summit/Conferences (health professionals)

Lae & Port

Moresby

CPP PNGUM

ADRA CPP

Number of Summit, conferences held


Table 26

9 Resource Development (DVDs, posters, leaflets, banners, etc)

CPP PNGUM

PNGUM Health

Number of resources develop

2.3.1 SUMMARY STATEMENT: This key focus area is to stimulate economic improvements that develop the living standards of churchgoers and the community. It is an initiative to eradicate people living below poverty-‐ridden life to experiencing economic freedom and wellness. The church is to partner with the Government of PNG, financial institutions and development partners to empower people with skills to utilize their undeveloped or under-‐utilized assets. It should translate people from being liabilities into assets with great economic gains with improved living standards.

2.3.2 ISSUES & CHALLENGES TO ADDRESS

o Increasing number of unemployment resulting from job shortages o The country’s labor market is in capable of catering for the huge number of school leavers

resulting in the alarming break down of law and order. o Increasing trend of cargo cult mentality as evident by an alarming number of established illegal

money schemes in the country. o Many people are lazily living out of other people’s earnings in the urban areas in PNG o Huge increases in urban drift from the rural areas seeking a good life in towns/cities but in most

cases they end up being worse off in the end o Smaller percentage of nationals ranging about 10% own businesses in the country while 90%

plus are owned by foreigners.

2.3.3 IMPLEMENTATION PLAN CONSISTENT WITH THE CORPORATE PLAN 2013 -‐2020 TO ADDRESS ISSUES AND CHALLENGES

KRA 1 SHARING OF ECONOMIC INFORMATION

Expected Outcomes

Priority Activities KPI Cluster Group Responsible

Time Frame

Accountable to for planning, reporting & P/Appraisal

70 % exposed to economic information

1. Establish a database of all funding sources in the country and abroad and share it with conference, missions, educational institutions in the country 2. Facilitate

1. Creation of data base for entities providing funds. 2. Number of entities invited to share economic information 3. Number of people sourcing the

Union Stewardship, Youth, Women Ministries, Children Ministries & counterparts in conferences , missions, local churches

2014 & ongoing

AACFO / KG Reporting Quarterly & Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan

KFA 2.3 ECONOMIC EMPOWERMENT Personal Viability

Improving people’s economic wellbeing


Table 27

Table 28

avenues for these entities to share information , make awareness, promote and market their products

economic information

Quinquennial Plan

KRA 2 ASSESSMENT OF ECONOMIC POTENTIALS

Expected Outcomes


Time Frame Accountable to for planning, reporting & P/Appraisal

70% of members and those in the community become knowledgeable of their economic potentials and translate them into economic gains

1. Develop assessment tools/instruments tailored for the ordinary citizens to take stock of their assets and gauge their economic potentials 2. Facilitate avenues whereby government agencies, private, development partners/agencies both within and outside who can assist the ordinary citizens to translate their assets into economic gains

1.Instruments /tools for assessing economic potentials are in place 2. Number of programs conducted by entities to make awareness and educate people of readily available avenues to make use of their assets for greater economic gains

Union Stewardship, , Youth, Women Ministries , Children Ministries & Counterparts in conferences, missions, local churches

2014& ongoing

AACFO / KG Reporting Quarterly & Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

KRA 3 TRAINING & ENTREPRENUERIAL DEVELOPMENT

Expected Outcomes



70% of members and those in the community are skilled and participate effectively in the informal sectors and SME sectors in partnership or full pledged ownership

1.Facilitate training and invite those from Commerce division, agriculture and livestock, fisheries, real estate, tourism, NARI etc. to provide economic training for people. 2. Facilitate with financial institutions, development partners and well established Adventist business men and women to provide start up finance for those who aspire to start their informal and Small Medium Enterprises

1. Number of training arranged and conducted by financial institutions and other development partners 2. Number of people involved in sourcing information from recognized entities 3. Number of people engaged in SME sectors

Union Stewardship, Treasury, Youth, Women and Children Ministries, Ministerial , education & counterparts in conferences, missions, local churches

2014& ongoing AACFO / KG Reporting Quarterly & Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan


Table 29

Table 30

Table 31

KRA 4 FINANCIAL MANAGEMENT/ BUDGETING & INVESTMENT

Expected Outcomes



50% of members and those in the community are knowledgeable in managing their financial resources and are economically viable.

1. Facilitate training for members on financial management and budgeting skills to manage their gains from wages, informal sectors, small to medium enterprises, etc 2. Facilitate trainings for members on savings and investment skills to encourage and develop a saving culture amongst the members and the community at large

1. Number of trainings conducted on financial management 2. Number of investment trainings conducted and people involved in investment of assets (monetary & non-‐monetary)

Stewardship, Treasury (union, conference, mission, local church

2014& ongoing

AACFO / ACFO Reporting Quarterly & Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

2.3.4 IMPACT PROJECTS

NO PROJECTS LOCATION PROJECT DESCRIPTION / DETAILS Cluster Group Responsible Accountable to for planning, reporting & P/Appraisal

1 Economic Information & Empowerment Centre

Union Establish a centralized economic information support center to provide relevant information for planning purposes.

TL – Stewardship ST – IT, Communication, Treasury, Project Officer

AACFO /

2 Economic Empowerment Support Center

Union Establish an economic empowerment support center to assist members in the church and community to engage successfully in informal and formal entrepreneurial ventures.

TL-‐ Stewardship ST-‐ Project Officer, Youth, Treasury & conference/mission counterparts

3 Village Economic Growth Development Centre

Union, Conference Missions

Liaise with Irupara Village in the Central Province to learn from their experience to establish a village economic development growth center aimed at improving the economic wellbeing of simple villagers.

TL-‐ Stewardship ST-‐ Youth, Women, Treasury, Project Officer & conference /mission counterparts

2.3.5 IMPACT PROJECTS IMPLEMENTATION TIMEFRAME No Impact projects Location Implementation timeframe Funding Source Performance

indicator 2014 2015 2016 2017 2018 2019 2020 1 Economic

Information & Empowerment Centre

Union conference, mission,


Feasibility study have been conducted and program


developed and implemented as per schedule

2 Women In Business

Local church

Union, conference, mission, Go PNG, Development partners

As above

3 Village Economic Growth Development Centre

Local church


As above

4 Inclusion of Development studies into pastoral training

PAU & Sonoma


As above


3.1 SUMMARY STATEMENT: The focus of KFA 3 is to improve current employment processes in recruitment, strategic career pathways and retirement. This includes employee categories within the church’s legal and selected attachment. This addresses placement, manage and invest in human resources, shortage of work force, the issue of qualified leaders with leadership and managerial skills in key positions. It includes career pathways and succession planning, employee care, development of HR information systems and facilities, and non -‐ citizens’ employment contracts. 3.2 ISSUES & CHALLENGES TO ADDRESS

o Desperate need for leaders with leadership and managerial skills in key roles in the Church in PNG

o Lack of career pathway, manpower succession and continuous training programs o Desperate to address the employee wellbeing, including living and employment conditions o Urgent need for proper resourcing of the Church, management and workforce in terms of

systems, facilities, materials and competent personnel (employees) needed to increase performance, productivity and good behavior (i.e. proficiency, efficiency, effectiveness, integrity)

KFA3 HUMAN RESOURCE CAPACITY BUILDING

EMPOWERED WORKFORCE


Table 32

Table 33

o Critical need for management and HR best practice standards based on God’s principles, to be maintained so as to achieve good management culture and good work culture throughout all levels of the Church administration in PNG.

3.3 IMPLEMENTATION PLAN CONSISTENT WITH THE CORPORATE PLAN TO ADDRESS ISSUES AND CHALLENGUES

KRA 1 HUMAN RESOURCE MANAGEMENT SYSTEM Expected Outcomes


Time Frame Accountable to/ for planning, reporting & P/Appraisal

Have an effective and functional HR Management system that coordinates and focuses on human resource management

1. Conduct surveys in and around the union and missions that can be reached. This includes MM, MMM and EHSM. 2. Questionnaires will be prepared and given to selected employees and management of these sites. 3. Each mission will be asked to make head count and provide the tally for its employees within the mission. The tally will include skills, education and qualification

The priority activities are well implemented to address and improve the organization’s current PNGUM HRM, system.

Missions’ Secretariat (MM, MMM, EHSM Institutions Administration (LAPS, Gabensis, Panim, Kabiufa).

2014-‐2015 Undersecretary

KRA 2 HR SOLUTION – A STRATEGIC APPROACH Expected Outcomes Key Priorities KPI Cluster Group

Responsible Time Frame Accountable to/

for planning, reporting & P/Appraisal

Enable the organization to have an effective human resource management improvement program and cost effective HR Management with sound management practices and a healthy work culture.

1. Appraisals Systems and conduct frequent appraisals 2. Conduct need analysis from time to time 3. Establish data banks for employees, members and lay professionals. 4. Staff meetings and updates occur frequently to develop trust and healthy work culture.

The areas of priority are set that will guide the organization into achieving the desired end and address and improve the current practices.

PNGUM HR PNGUM Secretariat PNGUM Administration Missions Administration Conference Administration Institutions Admin

2014 and on going

PNGUM Missions and Conference and Institutions


Table 34

Table 35

KRA 3: HR AQUISITION – RECRUITMENT Expected Outcomes



Established sound protocol in recruitment, selection and placement aspects of acquiring, appointing and deploying employees with guaranteed best competent personnel that will manage the affairs of the church

Write up guidelines to give light and guide into all matters and procedures for recruitment, selection and placement for all employees in the organization. This includes the acquisition of both the contractual and non -‐contractual employees.

1. Well skilled, qualified & committed workforce 2 Development of recruitment policy guidelines

HR Manager, Education Secretary, Health Secretary Ministerial

2014 & ongoing Under Secretary Reporting Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

KRA 4 HR MAINTENANCE – TRAINING & DEVELOPMENT Expected Outcomes



Establish a mechanism for capacity building that will accommodate manpower shortage, high employee turnovers, and aging workforce and increase job demands.

1. Work closely with PAU and Sonoma to train and develop selected talents in the required fields that can meet the demand for manpower shortage, high employee turnover, aging workforce and increasing job demands. 2. PAU/PNGUM learning program to provide academic training for selected participants to be conducted in PNGUM Lae office. 3.Continue with the postgraduate program with PAU for the leadership development program for selected participants.

1. Have staff development manual / policy guidelines 2. Have an MOU with PAU on postgraduate study program

Union HR Manager. Education, Heath, Ministerial Secretary & counter parts in mission & conference Missions, Conference and Institutions

2013 and ongoing

Under Secretary Reporting Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan.


Table 36

Table 37

KRA 5 HR MAINTENANCE – LEADERSHIP & MANAGEMENT SKILLS EMPOWERMENT

Expected Outcomes


Time Frame

Accountable to/ for planning, reporting & P/Appraisal

80% of Leadership serving at all management levels possesses adequate leadership skills.

1. Continue with what George Oli of KBBO has started on the training of strategic leadership and management. 2. Continuous in house training, send employees to attend competency based soft skills course offered by recognized organizations such as PNGHRI, PNGIPA, IBBM. 3. Engage Adventist qualified professionals to talk to the employees and motivate them in the areas they are engaged during departmental meetings, workers meetings and so on 4. Liaise with the SPD Leadership Development to conduct leadership training of those in top, middle and frontline leadership & management positions

1. All those serving in front line, middle and top management and leadership levels are well versed with their roles 2. Improve performance in governance related roles displayed by those serving in senior leadership roles.

Human Resource Manager, Education, Health, Ministerial, Treasury, President & Counterparts in missions, Conference and Institutions

2013 and ongoing

Under Secretary Reporting Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

KRA 6 HR MAINTENANCE – DEPLOYMENT, PERFORMANCE MANAGEMENT & SUSTENANCE Expected Outcomes

Priority Activities



80% of employees are appraised yearly to gauge their level of competencies and rewarded accordingly

1. Have a set Employee Data Bank with the employee’s full personal information 2. Have set and workable personal management system in place to develop and monitor employee’s performance level

1. Development of performance appraisal conducted yearly 2. Develop a reward system & its instruments

PNGUM HRM PNGUM Secretariat Missions Conference Institutions

2013 & ongoing Under Secretary Reporting Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan


Table 38

Table 39

KRA 7 HR MAINTENANCE – EMPLOYEES’ WELLBEING Expected Outcomes

Priority Activities



The job satisfaction is felt in the work place, which will then produce desired results.

Established employee well being conditions such as wages, medical and educational subsidies, personal and life insurance.

The areas of priority are set that will guide the organization into achieving the desired end and address and improve the current practices.

HR Manager, Ministerial, Education, Health & Counterparts in Conference, missions and Institutions

2015 and ongoing

Undersecretary

KRA 6 HR SEPERATION Expected Outcomes



Give fulltime employees retiring a dignified exit with pride whether it be natural attrition or default severance.

1. Set in place severance policies so that employees exiting can end their engagement with the organization with due recognition and with dignity. 2. Provide life skills and entrepreneur trainings to the employees 5 years down the line who are due for retirement. 3. The organization establishes an appropriation fund to assist the retiree with some funds to start a new life. This is not part of his/her final settlement, sustentation and NASFUND contribution. It can been called ex-‐gratia fund

Severance policies being developed and implemented

PNGUM HR PNGUM Secretariat PNGUM Administration Missions Administration Conference Administration Institutions Admin

2015 and on going

Under Secretary

IMPACT PROJECTS

No Impact projects Location Implementation timeframe Funding Source


1 HR System PNGUM PNGUM Project completed and in operation

2 Succession Plan


PNGUM Project completed and in operation

3 Operating PNGUM, PNGUM Project completed

Table 40


Manuals for Acquisition, Maintenance and Severance

in operation

4 Employee Data Base

PNGUM, Missions

Conference and

Institutions

PNGUM Project completed & data updated annually

5 OHS Policy Manual

PNGUM Project completed and implemented

6 Security Services PNGUM Project completed and implemented


SUMMARY STATEMENT: This focus area is to enable Local Missions and the Union to work towards conference status. This process is similar to a branch church being organized into a stand-‐alone church managing itself. The objective is to receive autonomy and manage the operations of its own mission field in accordance with the General Conference and the division’s constitutional and policy guidelines. 4.2 ISSUES & CHALLENGES TO ADDRESS

o The SDA Church in PNG for well over 100 years has remained longer than usual as a mission largely dependent on assistance in terms of financial and leadership and leadership support.

o The church has so long had limited opportunity to grow to its full potential,

especially in terms of financial sustainability due to its current mission status.

KFA 4 INSTITUTIONAL DEVELOPMENT

CONFERENCE STATUS

IMPLEMENTATION PLAN

GOAL 2 – INSTITUTIONAL DEVELOPMENT


Table 41

o Need to develop indigenous, relevant and enabling policy guidelines that suit the local context and lift the overall performance of the church to the next level.

o Urgent need to improve performance of the church in terms of managing its affairs and delivering the needed services to its stakeholders, particularly at the grassroots level.

o There is a pressing need for the church to give study to its mission boundaries that was done up so many years ago and re-align it accordingly in the context of government boundaries.

4.5 STRATEGIC ACTION PLAN CONSISTENT WITH THE CORPORATE PLAN 2013– 2020 TO ADDRESS ISSUES AND CHALLENGES

KRA 1 CONFERENCE STATUS

Expected Outcomes


Time Frame

Accountable to/for planning, reporting & P/Appraisal

MM, EHSM, NBNIM, WHM be accorded conference status, enabling PNGUM become a union conference

1. Visit and do an awareness on Conference Status 2. Missions executive committees to endorse conference status direction as per the PNGUM 2010 recommendation and the corporate plan (2013-‐2020) 3. Union team to draft out the conference status roll out schedule and make them available to missions 4. Missions to make awareness in their respective fields and implement the schedule 5. Invitation for SPD and PNGUM survey and accreditations

The priority activities are well implemented as evidenced by: a. Executive committee’s endorsement b. Develop a strategic roll out plan and implement it as per schedule c. Number of missions qualified and accorded conference status.

IP – Union & Mission Stewardship Directors OR – Union & Mission Secretaries

2014 – 2018

General Secretary Reporting Quarterly & Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan


Table 42

Table 43

6. Recommendation for endorsement for conference status

KRA2 EMPOWERING CPC TO GROW INTO MATURITY

Expected Outcomes


Time Frame Accountable to/for planning, reporting & P/Appraisal

CPC matures into a model conference and maintains 100% compliance in its annual assessment.

1. Union to work in close consultation with CPC to do assessments of their performances to determine the level of growth in their status as a conference 2. Union to liaise with SPD to gauge the growth of CPC as a conference 3. Work with CPC on areas that need improvement as per the assessment

The priority activities are well attended to as evidenced by: a. Number of assessments done b. Records of assessments and reports

IP – Stewardship & Ministerial (Union & Missions) OR –Union & Mission Secretaries

2014-‐2016 General Secretary Reporting Bi-‐ yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

KRA 3 MISSIONS ACREDITATION

Expected Outcomes



50% of the remaining missions to achieve near 100% compliance thus will be considered for conference status

1. Liaise with the SPD source accreditation instruments and tailor them to suit local setting 2. Source the assistance from the ABC and Education Department to conduct mission and local church

, All the priority activities are adequately implemented as evidenced by: a. Development of accreditation plans and tools b. Number of accreditation reports

IP – Union & Mission Ministerial OR – Union & Local Mission Secretaries

2014 -‐2016 Secretary Reporting Bi-‐ yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan


Table 44

Table 45

accreditations 3. Train union, conference, mission personnel, local church pastors, clerks and elders to conduct accreditations in their respective churches 4. Compile findings and develop plans to address them

completed

KRA 4 POLICY DEVELOPMENT

Expected Outcomes



SDA Church in PNG to have sound policies that adequately caters for the needs of the mission, the church, its stakeholders and employees.

1. Policy analysis, review, amendments, 2.Policy development 3. Policy orientation, awareness & education

The priority activities are well catered as evidenced by: a. Number of reports of policy reviews, amendments and developments b. Liaise with SPD for endorsement of newly developed policies that address local needs, issues and challenges.

Union, conference, mission presidents, Secretaries, ministerial leaders.

2014-‐2018 Union Secretary Reporting Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial

KRA 5 BOUNDARY ALIGNMENT

Expected Outcomes



70% of the boundaries related issues are resolved enhancing greater effectiveness and efficiency for service delivery

1. Resurrect the boundary committee that was set up in 2011 2. Develop plans to conduct the boundary surveys 3. Draft up reports and present them to the union

The priority activities are implemented as indicated by: a. Number and reports of boundary alignments resolved

IP – Ministerial & Stewardship (union, conference, missions) OR-‐ Presidents, Secretaries (Union, Conference & missions)

2014-‐ 2017 Union Secretary Reporting Yearly P/Appraisal Yearly Appraisals Planning Itinerary


Table 46

Table 47

administration to assess them and act accordingly

Yearly activity plan Quinquennial

IMPACT PROJECTS DESCRIPTION

NO Projects Location Project Description Cluster Group Responsible Accountable to/for planning, reporting & P/Appraisal

1 Missions to become conference (NBNIM, MM, WHM, EHSM

Selected Missions

The union to work closely with the administrators and executive committees of selected missions and assist them in their journey towards achieving conference status. This initiative will pave the way for PNGUM to be accorded a union conference

Team Leader – Union & mission Secretaries Support Team – President, CFO, Stewardship

Union Secretary

2 Mission Partnership

Union, Conference, Missions

Establish a mission partnership program aimed at encouraging conferences and missions in PNG to pull financial resources together for major developments amongst the churches, schools and health facilities in PNG

Team Leader – Union, conference, mission secretaries Support Team – President, CFO, Ministerial & Stewardship

Impact Projects Implementation Time Frame No Impact

projects Location Implementation timeframe Funding

Source Key Performance Indicator /Key

Success Indicator 2014 2015 2016 2017 2018 2019 2020

1 Missions conference Status (NBNIM, MM, WHM, EHSM

NBNIM, EHSM WHM MM

Union, missions

Three (3) of the missions reach 100% compliance to be accorded conference status thus paving the way for PNGUM becoming a union conference

2 Mission Partnership



Mission partnership arrangement/policy statement is in place and is operational



Table 48

5.1 SUMMARY STATEMENT: This key focus area is intended to develop the church’s capacity to be financially sustainable. It allows the union, conferences, missions, schools and health department to venture into appropriate activities to generate funds to increase its non-‐tithe income to support its operation and major development projects. 5.2 ISSUES & CHALLENGES

o Greater dependency on external financial support o Limited or nil avenues apart from tithes and offerings to generate adequate funds to

support the mission of the church, especially the development projects. o Lack of financial freedom to do what it decides to due to limited sources of financial

income o Lack of adequate non-‐tithe funds for development purposes due to tithe restriction o Wastage of funds in funding assets that are a liability to the church in the likes of

undeveloped lands, insurance of aged buildings o Lack good management in putting to good use its limited funds

5.3 STRATEGIC ACTION PLAN CONSISTENT WITH THE CORPORATE PLAN TO ADDRESS ISSUES AND CHALLENGES

KRA 1 PROMOTION OF TITHES & OFFERINGS

Expected Outcomes


Time Frame


70% increase in ratio of member tithe & offerings per

1. Develop adequate resources and programs to empower and encourage members to become faithful stewards

Priority activities are well attended to as evidenced by: a. Number of

Union Stewardship, Treasury, Ministerial & Counter parts

2014 & ongoing

Under Treasurer Reporting Yearly

KFA 5 WEALTH CREATION

FINANCIAL SUSTAINBLITY

IMPLEMENTATION PLAN

GOAL 3 RESOURCE EMPOWERMENT UnknownFormatted: Font:(Default) Times, 12 pt


Table 49

capita & offerings is proportionate to tithe income

2. Emphasizing and promoting faithful stewardship in all areas of life, including time, life, health, property/resources, finance, talents /skills/expertize

3. Conduct training for treasurers aimed at empowering them with skills and resources to take care of the tithes and offerings 4. Conduct a comprehensive study into the current practice of giving offerings and devise plans to deal with any irregularities that contribute to low offering income in comparison to tithes 4. Establish an internal audit system aimed at auditing the union, conference, missions, local churches and educational institutions and produce financial statements to be made available to stakeholders on a timely manner 5. Establish financial review committees that are tasked with the responsibility to oversee checks and balances in the handling of funds within the church thus creating greater trust and confidence in the church and its leadership

trainings & studies conducted b. Records of reports

in conferences /missions, local churches

P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

KRA 2 PROJECT BASED SUPPORT – SYSTEMATIC BENEVOLENCE Expected Outcomes


Time Frame


50% of major projects are internally supported by laities on project based arrangements

1. Develop, promote, teach and implement the concept of Systematic Benevolence aimed at supporting /sponsoring specific projects and programs through special offerings beyond and above their normal tithes and offerings. Projects and Programs such as: -‐Education projects (classrooms, staff housing, dormitories, library books, etc. -‐Evangelism (programs and equipment) -‐Health Facilities (infrastructure and equipment) Media (Radio and Television infrastructure, equipment and programs) Standby gensets (schools and local mission) Transport (boats, aeroplanes,)

Priority actions are well catered for as evidenced by: a. Systematic benevolence system developed and promoted b. Reports of projects completed

Stewardship, Treasury, Project Officer, Education, Building & counterparts in conferences/ Missions

2014 & ongoing

Under Treasurer Reporting Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan


Table 50

KRA 3 TRANSLATING UNTAPPED/UNDEVELOPED ASSETS & OPPORTUNITIES INTO ECONOMIC GAINS Expected Outcomes



50% of conferences and missions are engaged in appropriate business/ fund generating activities to increase their non-‐tithe income for development projects

1. Do stock takes and updates the church’s current assets (lands and infrastructure) that are undeveloped and under -‐utilized to maximize their usage for greater economic gains 2. Do a SWOT analysis to determine its strengths, weaknesses, opportunities and threats and reposition the church to capitalize on the available opportunities to engage in appropriate business enterprises that are economically viable.in the likes of a. Real Estate – develop property for rental purposes both residential and transit accommodation b. School farming for commercial purposes c .Aviation – extend and increase AAS fleet to increase commercial flights d. Internet Service Provider – selling of Contended Internet Services -‐Provide Special Medical Service (Dental, etc) e. Land development and leasing Book/Stationary Shop promoting special character of Adventist Education (stationary, uniforms, etc). We could extend ABC services to include this f. Register PNGUM Building Department with Investment Promotion Authority g. Savings and Loan Society – medium of savings for workers, membership as well as for income generation 3. Restructure the treasury department to cater for the business development

Stewardship, Treasury, Project Officer, Education, & counterparts in conferences/ Missions, schools

The priority activities are well implemented as evident by: a. Number of fund generating activities established and in operation b. Reports of income received

2014 & ongoing Under Treasurer Reporting Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan


Table 51

Table 52

Table 53

aspects of the church

KRA 4 GoPNG, DONOR PARTNERS & PRIVATE ENTERPRISES Expected Outcomes



Church to capitalize on sourcing the readily available funds from development partners and the GoPNG to support 50% of its endeavors to improve the socio-‐economic status of people in PNG

1. Identify development partners, create database and establish dialogue to discover available sources and procedures for accessing funds 2. Facilitate skill training for leaders on project documentation, proposal writings, submission protocol, monitoring and evaluation, and acquittals

The priority activities are well catered as evidenced by: a. Number of project proposals developed and approved b. Report of amounts of funds received

Stewardship, Treasury, Project Officer, Health, Education & counterparts in conferences/ Missions, local church

2014 & Ongoing

Under-‐treasurer Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

KRA 5 PRUDENT FINANICAL MANAGEMENT & BEST USE OF RESOURCES Expected Outcomes


Time Frame


Church to exercise greater care, economy, transparency and accountability in usage of funds and have 50% savings on liability related spending

1. Conduct audit and analyze current operating procedures, spending patterns, services, programs, trends, resources produced, with the view to eliminate, downsize, identify alternative options, as cost saving measures and freeing of financial resources and establishing efficient and effective ways of operation. Areas of concern are: a. Security b. Electricity c. Transport (transportation and fleets) Insurance d. (properties) d. Staffing levels and roles e. Communication 3. Facilitate training for senior church, health, education leadership that of local church on financial management, budgeting and investment

The priority activities are adequately catered for as evidenced by: a. Copies of development of policy guidelines for prudent financial management b. Reports on savings resulting from application of prudent financial management guidelines

Union treasury, school bursars, auditors stewardship & counterparts in conferences, missions & local churches

2014 & ongoing

Under-‐treasurer Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

IMPACT PROJECTS


Table 54

NO Projects Location Project Description Cluster Group Responsible

1 Saving & Loan

Union Work towards the possibility of establishing a saving and loans society as a medium of savings for workers and the membership as well as for income generating

TL – Under-‐treasurer /CFO ST-‐ Wealth Creation Team

2 Pooling of Funds for Major Capital Projects

Union Explore the possibility of establishing a system of pooling excess funds of the conference and missions in PNG to support each other on major capital project. This initiative is to make the best use of the excess funds that the conference/ missions have in the country instead of investing it in Australia to generate income.

TL-‐ Under-‐treasurer /CFO ST – Wealth Creation Team

3 Adventist Aviation Services

Union Extend and increase AAS fleet to increase commercial flights

TL – AAS Chief Executive/ Under-‐ treasurer ST – CFO, Wealth Creation Team

4 Real Estate

Union Develop properties for rental purposes both residential and transit accommodation

TL – Building Supervisor/CFO Support –Wealth Creation Team

5 Internet Service Provider

Union Establish facilities aimed at selling of Contended Internet Service. The PNGUM Executive Committee has given endorsement to it.

TL-‐ IT Manager ST – Communication

6 Restructuring of Treasury Function

Union Restructure the current treasury to cater for it’s dual functions involving that of financial management and its business arm of the church.

TL – CFO ST-‐ Union Secretary, Under treasurer

7 Land development

Union Do an audit update of the undeveloped and underutilized church lands, develop and lease them to generate funds

TL – Lands/Development Officer/ Building Supervisor ST – Property Development Team

8 School Farm Development

Union Work to establish a school farm development project aimed at developing the idle school lands for commercial purposes, improve the nutritional diets of students and providing learning experience for students in work-‐line initiatives.

TL – CFO, Education Director ST-‐ Lands, Associate Directors

9 Special Medical Service

Union Pursue the PNGUM Executive Committee action to establish a dental service in LAE

TL-‐ CFO ST-‐ Health Director

10 Book /Stationary Shop

Union Establish a book/stationary shop aim at promoting special character of Adventist Education (stationary, uniforms, etc). We could extend ABC services to include this.

TL – Under treasurer ST – Education Team, ABC Supervisor

11 Register PNGUM Building Department

Union Work towards registering PNGUM Building Development with Investment Promotion Authority so that it can bid for projects that are funded by development donors, etc.

TL -‐ Building Supervisor ST-‐ CFO, Under treasurer

IMPACT PROJECTS IMPLEMENTATION TIMEFRAME No.

Impact projects



1 Saving & Loan

Union

Union, conference


2 Centralize Banking /

Union Union, conference,

As above


Pooling Facility

mission

3 Adventist Aviation Services

Goroka AAS Base


As above

4 Real Estate


Union, conference, mission, local church

As above

5 Internet Service Provider

Union Union, conference, mission

As above

6 Land development



As above

7 School Farm Development

Schools Union, conference, mission

As above

8 Special Medical Service


As above

9 Book /Stationary Shop



As above

10 Register PNGUM Building Department


As above

Implementation Schedule Key

Feasibility Study Development of Program Implementation

6.1 SUMMARY STATEMENT: The primary function of this key focus area is to provide direction and technical assistance to the church in its endeavors to chart the development progress of the Adventist Church in PNG in terms of land acquisition & usage, infrastructure development, project management and quality management processes. 6.2 ISSUES & CHALLENGES

6.2.1 INFRASTRUCTURE

o Aging infrastructures (60% of Building Assets needs maintenance and redevelopment and also refurnishing for mission purposes

KFA 6 PROPERTY DEVELOPMENT

KEEPING IN TOUCH WITH THE ONWARD PROGRESS OF THE CHURCH


Table 55

Table 56

o Increasing number of church set ups on unregistered lands o Lack of proper infrastructure planning o Overcrowded Churches o Lack of large halls and camping facilities to accommodate for big church gatherings o Buildings without proper authorization from relevant authorities

6.2.2 LANDS

o 85% of the Land Assets for Papua New Guinea Adventist Association are undeveloped and needs quick development for mission purposes to avoid being forfeited to the state

o Large percentage of church infrastructure on unregistered customary & state lands o Increasing number of illegal occupancies on church lands o Increase in land to meet the onward progress of the church development

6.3 INFRASTRUCTURE – STRATEGIC ACTION PLANS CONSISTENT WITH THE CORPORATE PLAN 2013 -‐2020 TO ADDRESS ISSUES AND CHALLENGES KRA 1 PROPERTY -‐ RESEARCH PLANNING Expected Outcomes

Priority Activities

KPI Department/ Personnel Responsible


100 % of Infrastructure development on PNGAA’s lands are well researched & planned

1. Church, education, health administrations ought to share their future goals and development plans with building & lands team 2. The lands & building team has to conduct research into the development plans with regards to the type of buildings, size, building requirements on the existing land portions etc 3. Consult lands data, lands department, physical planning to ascertain that the church has current title for the land and development is in line with the overall development of designated location of the land 4. The lands and property team to present the report to the management of the conference/mission, local church, school and health leadership.

The key priority actives are well implemented as indicated by: a. Number of research and planning reports conducted b. Records of reports are presented to the management

Union Building, Lands, Education, Health & counterparts in conferences, missions

2014 & ongoing CFO Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

KRA 2 PROPERTY – CONCEPT, ARCHITECTURAL DESIGN & APPROVALS Expected Outcomes


Time Frame



Table 57

Table 58

100% of Infrastructure concept & architectural designs are in compliance with and granted approvals by relevant authorities

1. The building / lands team to facilitate the designing of concept plans & artistic design of the designated building development and present to the church management to have a look and make suggestions where necessary 2. To present the concept design to the physical planning for endorsement 3. Engage an architecture to draft out the building plan, submit to PNGUM Building Committee for comments and possible suggestions 4. Submit architectural plans to the building board to screen and give stamp of approval for the building plans

The key priority actives are adequately implemented as evidenced by: a. Number of concept designs and endorsements from authorities

Union Building, Lands, Education, Health & counterparts in conferences, missions

2014 & ongoing

CFO Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

KRA 3 PROPERTY – DEVELOPMENT/ MANAGEMENT Expected Outcomes

Private Activities KPI Cluster Group Responsible

Time Frame


100% New infrastructure development are well managed from its beginning to completion

1. The building team ought to facilitate the full costing of the project 2. Develop a project implementation schedule to serve as a management tool to gauge and guide the progress of the building project 3. Ensure that those engaged in the different aspects of the project have good track records and have the necessary qualifications and certifications (eg. Licensed electrician etc) 4. The project supervisor ought to monitor closely the progress of the project and to liaise with the appropriate authorities should there be alterations to the original approved plans 5. Upon completion of the building to invite the building inspector to inspect buildings before issuing certificates of completion and occupancy

Union Building Supervisor, Project Officer, CFO & counterparts in conferences & missions.

The key priority actives are well implemented as indicated by: a. Number of schedule plans developed and implemented b. Number of projects completed within reasonable time frame and have completion and occupational certificates

2014 & ongoing

CFO Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

KRA 4. PROPERTY – MANAGEMENT / CARE & MAINTEANANCE Expected Outcomes


Time Frame


70% of Infrastructure are well maintained & cared for

1. The building team ought to facilitate the development of maintenance schedules for church owned buildings 2. The church, school and health leadership ought to factor into

The priority activities are well catered for and properties are well cared for and maintained to standard

Union Building Supervisor, CFO, Education, Health & counterparts in conferences, missions, local churches, School

2014 & ongoing

Under Secretary Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals


Table 59

Table 60

Table 61

their yearly budget funds for maintenance purposes 3. A tenant agreement policy to be drafted to ensure that the buildings are kept well and hold those responsible for damages and charge them accordingly. 4. A property registry for staff housing ought to be in place and inspection to be carried out upon new tenants taking residence and upon leaving

principals and health officer In-‐charge

Planning Itinerary Yearly activity plan Quinquennial Plan

LANDS – STRATEGIC ACTION PLAN IN CONISTENT WITH THE CORPORATE PLAN 2013 – 2020 TO ADDRESS ISSUES AND CHALLENGES

KRA 1 LAND ACCQUISITION -‐SOURCING OF LAND FOR THE CHURCH USE

Expected Outcomes

Priority Activities

KPI Department/ Personnel Responsible

Time Frame


The church must be proactive in acquiring lands for the onward progress of the church.

1. Church administration at the union, conference and mission ought to keep the lands officer at the union those at their respective missions/conferences informed of the onward development of the church, school and health department strategic direction as far as infrastructure development is concerned 2. The lands officer to facilitate the process for acquiring additional lands for development purposes & arrange with appropriate authorizes to acquire lands

Number of new lands legally acquired from the state or customary land owners

Union lands officer, education, health directors & counterparts in conferences, missions

2014 & ongoing

, Under Secretary Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

KRA 2 LAND USAGE AND DEVELOPMENT

Expected Outcomes


Time Frame

Accountable to/for planning, reporting & P/Appraisal

100% of the church’s excess, under-‐ utilized and undeveloped lands are well utilized

1. The lands and building team to work closely with the church administrative team to develop plans to best utilize and make maximum usage of the acquired lands

Union lands officer, education, health directors & counterparts in conferences, missions

The priority activities are well implemented as evidenced by the availability of development plans

2014 & ongoing

Under Secretary Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan


Table 62

Table 63

KRA 3 MANAGEMENT – RESOLVING ISSUES & ACCQUIRING OF LEGAL TITLES

Expected Out comes



Update 100%the status of the church lands

1. The church ought to have updated records / useful database of the church’s lands 2. The church must ensure that it has legal titles to the lands where the church has its properties, both on the state and customary lands. And that renewal of titles are well attended to in a timely manner 3. The church ought to attend to issues and challenges relating to church’s lands and resolve them with conflicting parties and with the appropriate authorities

The priority activities are attended as evidenced by: a. Updated reports and audits of church’s lands. b. Titles for church’s lands are updated annually

Union lands, education, health & counterparts in conference, missions & Counterparts in conferences, missions

2014 & ongoing

Under Secretary Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

KRA 4: VALUATION -‐ ESTABLISHING OF LAND VALUE Expected Outcomes



70% of PNGAA’s lands are surveyed and valued

1. The lands officer at the union, conference/missions ought to work in close consultation with the relevant authorities to value the church’s lands. 2. Determine with relevant authorities of how best the church’s excess, under-‐utilized and undeveloped land can be used to generate income to support the mission of the church

1. Have reports of land surveys and land value

Union lands officer, treasury & counterparts in conferences and mission

2014 -‐ 2016 Under Secretary Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Plan

KRA 5: LAND DISPOSITION / RELEASE FOR EXCHANGE

Expected Outcomes


Time Frame


All church lands 1. Do an evaluation of the church 1. Have legal Union lands 2014 & Under Secretary


Table 64

that are no longer in use ought to be legally disposed or released for exchange purposes

lands to determine its status in terms of its usefulness for the church, potential risk, requires tradeoff for economic gains, a liability to the church due to the fact that it has not been developed and not possible to do so in the near future 2. Have arrangements in place to relinquish the lands to the state or customary land owners or swap with other lands

records of lands being disposed or release for exchange

officer, treasury & counterparts in conferences and mission

ongoing Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial

IMPACT PROJECTS

No Projects Location Project Description Cluster Group Responsible


1 Master plans Development of master plans for all church land properties in PNG (conference, mission, local churches, schools, health facilities etc)

TL – Building Supervisor / CFO ST – Property Development Team

Undersecretary

2 Concept Design & Architectural Plans

Union Develop concept design & architectural plans for local churches, schools, health facilities, service delivery centers, lifestyle development facilities, camp sites, etc to be made available to the field.

As Above

3 Permanent Camp Sites Union Conference/ Mission

Establish permanent campsites in PNG on a regional conference/mission or provincial level

TL – Building Supervisor/ Youth ST – Lands, Property Development Team

CFO

4 Delivery Centers & Network

Union Conference /Mission

Establish delivery centers and network in PNG to improve service delivery within easy reach of people.

TL – Building Supervisor / Secretariat ST-‐ All departmental Directors

5 Building Department registration with IPA

Union Work towards registering the Union Building Department with IPA

TL – Under treasurer / Building Supervisor ST-‐ CFO

6 Valuation of church properties

Union Conference/Mission

Conduct a union wide survey and valuation of church properties to determine its economic value

TL – Lands Officer / Under treasurer ST-‐ COF

7 Community College Residence – Universities – UNITECH

Union Morobe Mission University of Technology

Work closely with the UNITECH Adventist Laity Team to build a Community College Residence and use their experience to establish dialogue with other state run universities in PNG

TL – Lands Officer / Building Supervisor ST-‐ CFO, Under treasurer, Youth, Education, UNITECH Professionals


Table 65

IMPACT PROJECTS IMPLEMENTATION TIME FRAME No Impact projects Location Implementation timeframe Funding


1 Master plans Union, conferences, missions


Feasibility study, project developed and implemented as per schedule

2 Concept Design & Architectural Plans

Union, conferences, missions


As above

3 Permanent Camp Sites Union, conferences, missions

Union, conferences, mission, Go PNG, Development partners

As above

4 Delivery Centers & Network



As above

5 Valuation of church properties



As above

6 Building Department registration with IPA

Union Union

7 Community College Residence – Universities – UNITECH

University of Technology

Go PNG As above


7.1 SUMMARY STATEMENT: This key focus area focuses at improving information and communication technology (ICT) infrastructure, network and developing resources to use media technology. Information sharing within the church’s organizational structure should improve for effective results. It is to bridge communication gaps and involve the church and the communities to actively participate in information sharing. In doing so, the church’s primary mission to introduce Jesus to the masses should be efficiently facilitated through the use of media technology.

7.2 ISSUES & CHALLENGES

KFA 7 MEDIA DEVELOPMENT


Table 66

o Limited full-‐time communication directors with low performance in the in media related work as well as receiving limited budget or no attention which affects team work and sustainability.

o Limited or no media equipment and resources throughout all missions/conference to produce materials and connect people to participate in the sharing/exchange of information.

o Media Technology is readily available but lacks direction and leadership coordination to use media technology for the benefit of the church in its work

o There are huge communication gaps at all church entities that demand infrastructure development and resources to bridge all church entities.

7.3 STRATEGIC ACTION PLAN CONSISTENT WITH THE CORPORATE PLAN 2013 – 2020 TO ADDRESS ISSUES AND CHALLENGES

MAJOR PROJECTS

ACCOUNTABLE TO/FOR PLANNING, REPORTING & P/APPRAISALS

RESPONSBILITY

KPI Funding Agent TIME FRAME

EXPECTED OUTCOMES

Establish Adventist National Radio

Reporting Bi-‐Yearly Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial Report

President, IT, CFO, PAU, CPC

Meetings & MOU with PAU & CPC

SPD, PNGUM, GoPNG

2014-‐2015

National Adventist Radio that represents the church in PNG broadcasting throughout PNG.

Procure land and build a Media Center

Com Dept., Lands,

Letters and visits to lands department & negotiations. Letter to PNG Red Cross

SPD, PNGUM, GoPNG

2013 -‐2015

A Media Center that houses all media activities and the PNGUM printing press that produces quality materials to support the church

Develop and furnish PNGUM Print Shop with new equipment

Printing press, Com Dept. Treasurer

Discussions with Government printing, proposals and meetings

SPD, PNGUM, GoPNG

2014-‐2015

New equipment fully furnished that produces outstanding quality materials meeting church commercial demands

Build Tower CFO, Administration, planning

Com Dept., IT, Laity

Newsletters for all missions/conference

SPD, PNGUM, GoPNG, Various Donations

2013 – 2015

Church owned tower facilitating for radio, TV as well as hiring out to corporate houses

Newsletters for all missions/conference

PNGUM, Conference/ Mission Communication Directors

Media Trainings, Newsletters, Media outlets

ADRA CPP, PNGUM, Missions/Conference

2012-‐2014 All missions/conference have mission stories, church programs and other activities effectively transmitted through newsletters

Websites for all missions/conference & Schools

CFO Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial

Mission /Conference Communication Directors

Media training, websites

CPP, PNGUM, Missions/Conference

2012-‐2014

All missions/conference & schools are connected to world wide web and easily excess information and engage in web activities through these sites


Table 67

3 ABN go nation wide

Com., Dept.

Trainings, Meeting with 3 ABN team in local missions, connections

Missions/Conference, GoPNG, Various donations

2012 – 2014

PNG enjoys 3 ABN nationwide coverage with local content produced locally

Hope Channel

Meeting with NICTA and Communication Minister & Gov’t Dept. Meetings

SPD, PNGUM, GoPNG

2015 -‐2016

PNG enjoys Hope Channel through free to air TV Channel covering all of PNG

Establish a Media Training at Sonoma & PAU

Sonoma, PAU, Com Dept.

Meetings, Sonoma Board and PAU Council approval

ADRA CPP, PNGUM, Sonoma College, PAU, GoPNG

2015 – 2020

Sonoma and PAU produce media skilled human resources and the support to the media activities throughout PNGUM is overwhelming

IMPACT PROJECTS IMPLEMENTATION TIME FRAME No Impact projects Location Implementation timeframe Funding


1 Infrastructure & Network


SPD, Union, conference, mission GoPNG & ADRA CPP

Feasibility study, project developed and implemented as per schedule

2 Websites CPC & Local missions

Union, conference, mission, ADRA CPP

As above

3 Newsletter Union, conferences, missions

Union, conferences, mission, ADRA CPP

As above

4 TV Hope Channel & 3ABN



As above

5 National Radio Union Union, conference, mission

As above

6 Media Training at PAU & Sonoma

Union, Sonoma, PAU

7 Land Procurement & Media Center

Union Go PNG As above



Table 68

Table 69

8.1 SUMMARY STATEMENT: This key focus area is to enable the church to make the best use of its assets (human resource, finance, lands, buildings, and ministry resources and support services, AAS, ABC, etc) to support the mission of the church. Its primary objective is in providing adequate logistic support for the mission of the church and bringing the services within easy reach of people. This will involve overhauling the entire administrative service delivery system in the church to ensure that it provides effective and efficient services to people.

8.2 ISSUES & CHALLENGES

o Decreasing supply of ministry resources to the field o Duplications of functions between union and the local missions/conference resulting in wastage

of valuable and scarce resources o Service delivery to most of the rural outback of PNG and most urban areas furthest from the

union and local missions/conference is ineffective.

8.3 STRATEGIC ACTION PLAN CONSISTENT WITH THE CORPORATE PLAN TO ADDRESS ISSUES AND CHALLENGES

KRA 1 RESOURCE EMPOWERMENT

Expected Outcomes

Priority Activities



70% of the mission field is well resourced

1. Conduct a stock take and audit of the required resources to support ministry in the church in PNG 2. Establish a field resource center with teams to oversee the sourcing, acquiring and development of relevant resources to support ministry in PNG 3.The administration and the resource ministry team ensure that an appropriate level of budgetary provision is allocated for ministry resources

1. Reports of resources distributed to the field 2. Field have adequate supply of required resources

All union departments & counterparts in conferences, missions, local churches

2014 & ongoing Undersecretary Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial

KRA 2 ESTABLISHMENT OF PROVINCIAL/ SELECTED STRATEGIC LOCATIONS DELIVERY CENTERS & NETWORK

Expected Outcomes



70% of the conference and

1. Work towards establishing provincial delivery centers in

Union Building & Administration &

The primary activities are

2014 & ongoing Undersecretary

KFA 8 FIELD SERVICE DELIEVERY

e


Table 71

Table 70

mission have delivery centers and networks

PNG in missions/conferences that have more than one province within their mission fields. 2. Develop service delivery networks to bring resources to the field in a timely manner.

counterparts in conferences, missions

adequately catered for as evidenced by: a. Number of service delivery networks established

Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial

KRA 3: DEMARCATION OF ORGANIZATIONAL FUNCTIONS

Expected Outcomes



80% of church entities have clearly defined functions

1. Develop an organizational structure with clearly defined roles of the union, conference/missions and field (local churches , districts etc) 2. Clearly define the roles of employees serving at various levels within the organizational structure

Priority activities are adequately catered for as evidenced by: a. Organization is developed to clearly define demarcation of functions

HR Manager, Ministerial & Counterparts in conferences, missions

2014 & 2016 U/Secretary Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial

KRA 4: PLACEMENT OF KEY PERSONNEL AT STRATEGIC LOCATONS

Expected Outcomes



1. Work towards establishing a framework with incentives to attract the church’s best trained, experienced and hardworking employees to be placed in strategic locations in the field aimed at providing the needed leadership in the field. 2.Work towards tailoring job descriptions for employees in alignment with the corporate and strategic action plan 3. Develop performance appraisal instruments to monitor and assess performances

1. Job descriptions are redesigned for those serving within levels of the church organization 2. Qualified personnel placed in key positions at strategic locations 3 A newly designed remuneration is developed for key personnel at strategic locations in the field

2014 – 2016 U/Secretary Reporting Bi-‐Yearly P/Appraisal Yearly Appraisals Planning Itinerary Yearly activity plan Quinquennial


Table 73

Table 72

IMPACT PROJECTS

NO PROJECTS PROJECT DESCRIPTION / DETAILS DEPARTMENTS / PERSONNEL RESPONSIBLE

1 Provincial Delivery Centre & Net Work 2 Organizational Chart for the church & its

entities

Impact Projects Implementation Time Frame

No. Impact projects



1 Provincial Delivery Centre & Net Work

Mission Field

/Provincial Centers

Union, conference, mission, GoPNG, development partners

Feasibility studies are conducted, programs are developed and implemented as per schedule

2 Organizational Chart for the church and its entities


As above.


Conclusion The Strategic Action Plan is a direction on how the goals and key focus areas of the PNGUM Corporate Plan 2013-‐2020 are to be organized and implemented. The developers of this document and the leadership of the church highly recommend innovation and creativity in all the implementers of this strategic Action Plan. In doing so it should create ownership and strengthen a passion for ministry. Each leader and the churchgoers in the church in PNG is invited to give the creator and the savior Jesus Christ the best of your abilities, talents and skills to translate the PNGUM Corporate Plan into tangible results. This includes visible developments and growths in infrastructure as well as spiritual growth resulting in precious souls are added to a relationship with Jesus weekly, monthly and yearly. The Church has set a time frame at 2020 and every individual churchgoer and the leadership is tasked with an immense responsibility. At the end of 2020 the Seventh-‐day Adventist church will be different. It will be stronger, mature, stable, vigorous and confident with the Hope of Glory developed and strengthen. The church will soar the heights with strength and faith upon God’s power to confidently move the work forward.


REFERENCES 1. Achieving a Better Future through Basic Universal Education Plan 2010-‐2019

2. Achieving a better future: A National Plan for Education 2005-‐20014

3. David John, Simon Allen, Woods Peter Griffin Ricky, (2009, Management. 4th

Australian Edition, john Wiley and Son’s Australia Limited Printing.

4. Medium Term Development Strategy 2011-‐2015

5. Papua New Guinea National Health Plan 2011-‐2020

6. Papua New Guinea Adventist Association Land and Property Data base 2009

7. Papua New Guinea National HIV and AIDS Strategy 2011-‐2015

8. Papua New Guinea Vision 2050 National Strategic Task Force

9. Papua New Guinea Development Strategic Plan 2010-‐2030

10. Papua New Guinea Union 15th Business Session Report, November 2-‐6, 2010

11. Papua New Guinea Union Mission Corporate Plan 2013-‐2020

12. South Pacific Division Strategic Planning 2010-‐2015

Documents

Papua New Guinea Union Mission of the Seventh-day Adventist … · Strategic)Action!Plan%&’()%–!!"!"!!!!! TABLEOFCONTENTS!!!!!PAGE! Tables!and!Diagrams!! ! ! ! ! ! ! ! ! 5! ExecutiveSummary!!