Southwest Region Conference of Seventh-day Adventists€¦ · Web viewStrategic Action Plan 11....

STRATEGIC PLANSOUTHWEST REGION CONFERENCE OF SEVENTH-DAY ADVENTISTS

2011-2015 QUADRENNIUM

Table of Contents Page

Purpose........................................................................................................................................................................3The Vision Statement...................................................................................................................................................4The Mission Statement................................................................................................................................................5Sacred Values...............................................................................................................................................................6Organizational Values..................................................................................................................................................7Philosophy Statement..................................................................................................................................................8Strategic Action Plan..................................................................................................................................................11Strategic Conference Projects....................................................................................................................................16Town Hall Meetings and Future Discussion Points.....................................................................................................17

Strategic Planning Document for the Southwest Region Conference

PURPOSE

The purpose of the Strategic plan for the Southwest Region Conference of Seventh-day Adventist is to realize the four imperatives of great leadership:

Inspire Trust Clarify Purpose Align Systems Unleash Talent


THE VISION STATEMENT

Rhema People; Relevant Ministries; Ready for the Second Coming!


THE MISSION STATEMENT

To extend the transforming Ministry of Jesus Christ, by equipping and empowering its community for fellowship, evangelism, discipleship, and healthy growth, through comprehensive civic involvement, demonstrative love for members of its territory, and manifested mercy for all.


SACRED VALUES

Value DefinitionSpirit-filled Characterized by a lively, emphatic eager quality, guided by the Holy SpiritAccessibility Easily approachable

CompetenceCapable of performing effective actions within the workplace environment (personally committed to develop / acquire the skills, abilities and knowledge to do the job)

Resilient Capable of withstanding any obstacle or situationEfficient & Effective Results-orientedDiversity Respect the differences of others

VigilantAttentive to the impact of world events; responsive to changing needs and conditions

Accountability Hold others and ourselves to a moral and spiritual high ground Love Display regard and consideration for those we serveUnity Representative of a oneness in purpose, message and culture

ExcellenceDo the best for God’s glory; exhibit a passion for continuous quality improvement; we measure what counts and then take action

Stewardship Ensure responsible stewardship for all resources (human resources and assets)


ORGANIZATIONAL VALUES “We Direct”

Value DefinitionWitness We purpose to know God through a personal relationship with Jesus Christ,

and then to make Him known to othersEquality We treat everyone with justice, impartiality and fairness

Discipline We expect organizational competence, innovativeness and improvementIntegrity We are honest in all interactions. We earn our reputation by adhering to

the highest ethical standards and conduct.Respect We commit to show respect to God, all legitimate authority and othersEvangelism We have a burning desire to share the good news; to reach, teach,

baptize and nurtureCollaboration We commit to execute comprehensive support and communication

between internal and external partnersTrust & Transparency

We promote faith and complete confidence in the organization; we commit to perform our duties with absolute clarity


PHILOSOPHY STATEMENT

The Southwest Region Conference (SWRC) is a Conference made up of people of the ‘Book’; people of God’s Word; a Rhema people:

Relevant ministries Healthy lifestyles Educational competence Multicultural harmony Active innovative youth programming

The Conference is the home of three (3) of the top ten (10) largest cities in the United States (Houston, San Antonio, Dallas), and six of the top twenty (adding Austin, Fort Worth, El Paso). It represents units of vibrant Christian communities in these states:

Arkansas Louisiana New Mexico Oklahoma Texas

The SWRC is one of five local conferences that make up the Southwestern Union. The forecast for metro areas in this Conference anticipates explosive growth and opportunities over the next 5 years. With approximately 4 million constituents, and recognizing that we are living in the last days, we are strategically situating our Conference and its constituents to prepare for Christ’s soon return.Today, the Conference, and the churches and schools within its jurisdictions, face many challenges, with that of a post-modernistic society, alternatives to corporate worship, the recession that threatens the livelihood of many of our members, and natural calamities that plague us locally and nationally.

With a survey polling of our constituents, we require focus in these areas:

Competent effective leadership Functional organizational structure Relevant and timely communication Policy and procedure development and administration Financial solvency Teamwork/collaboration (increased proficiency; mutual support systems) Resource evaluation process

This philosophy statement considers the elements of our motivation and the Conference’s recognition that what we do within this Conference is both a profession and a calling.


OUR MOTIVATIONTo maintain the God-given Commission: GO, TEACH, BAPTIZE, AND MAKE DISCIPLES. Matthew 28: 18-20, Jesus’ farewell message to His disciples.

To promote God’s final message to this earth:FEAR GOD AND GIVE GLORY TO HIM . . . Revelation 14: 6-12

OUR VISION STATEMENTRhema People, Relevant Ministries, Ready for the Second Coming!

OUR MISSION STATEMENTThe Southwest Region Conference exists to extend the transforming Ministry of Jesus Christ, by equipping and empowering our community for fellowship, evangelism, discipleship and healthy growth, through comprehensive civic involvement, demonstrative love for members of our territory, and manifested mercy for all.

A COMMITMENT TO OUR PROFESSION & CALLINGThe Conference recognizes that we are a business entity that is expected to function and represent Christ in a professional manner. We accept responsibility for effectively managing all resources of this Conference based on the established organizational and operational principles and church structure already in place.

Organizational and Operational Principles of Seventh-day Adventist Church StructureThe church defines its internal governance as representative in form with executive responsibility and authority assigned to a variety of entities and through constitutions or articles of incorporation, bylaws, and operating policies and guidelines. Each level of denominational organization has a defined membership, also known as a ‘Constituency’. Decisions are based upon group processes that allow for member participation. We, as a Conference, commit to honor this structure and to make sure that the policies and guidelines are known and upheld.

The North American Division Working Policy is the policy to which we will strictly adhere, in an effort to instigate and maintain a spirit of cooperation and unity in the work of the Church in all parts of the division.

Elements of a High-Performance OrganizationWe commit to incorporate elements of a high-performance organization, as indicated in our Conference values, goals and objectives. With the adoption of a strategic plan for our Conference, we will become mission- and vision-focused, instigating a culture of involvement and collaboration. This type of culture requires ongoing development of people’s skills in making fact-based decisions, and using quality-based tools to build consensus.


The leadership of this Conference will model the values and behaviors that communicate our mission and vision. We will make sure that everyone understands the values and goals and the direction of this Conference, and that this understanding is used to impact his / her individual work goals and decision-making strategies. We will ensure that the Conference’s systems and processes align with its mission and vision, making certain that resources – people, funds, facilities, equipment, supplies, time, energy and other assets – are allocated and used in support of the overall mission and vision.

We will develop everyone’s potential talents, centering our attention on learning. Conscious of cost and waste – whether human or fiscal – leadership champions careful design and evaluation to prevent problems before they occur. We will invest in all our people as leaders and learners through ongoing education, training and opportunities for continuing development. We will encourage the crafting of professional and personal growth plans.

We will be flexible enough to respond to pressures for change, and measuring our performance in response to those demands. We will think into the future, tracking trends to better predict conditions that will change, and anticipate how that change may affect our operations and performance.

We recognize our public responsibility and will demonstrate responsible institutional citizenship. We will treat individuals with equity, dignity and respect, and model our values in word and deed.

As part of the community, we accept our duty to be available and to care for all our members, and especially those considered ‘outcast’ by society. Our Lord called these individuals ‘the least of these’.We commit to engage, in a direct way, the issues impacting the larger community; we will seek to become involved in meaningful partnerships with like-minded organizations, to help ‘build up’ the community.


SOUTHWEST REGION CONFERENCE OF SEVENTH-DAY ADVENTISTSSTRATEGIC ACTION PLAN

2011-2015

GOALS STRATEGIES OUTCOMES RESPONSIBILITYGOAL 1: Leadership/Human Capital:Promoting a functional organizational structure and feelings of trust and well-being.

Empower the governing board to lead with excellence.

Executive Committee Handbook available for next quadrennium.

Conduct Executive Committee Retreat every two years (orientation, leadership, etc.).

Identify annual reading list. Terms of Reference and Roles/Functions

documents available by December 2012. Engage listening tools to stay abreast of

issues facing our pastors and churches using available Advisory teams (Lay Advisory, Pastoral Advisory, Hispanic Advisory, etc.).

Develop an Agenda process to ensure immediate issues are on the table for discussion and resolution in a timely manner (including leadership training activities).

Update administrative policies, procedures, and processes.

Conduct an annual review of Conference operations by September each calendar year.

Ordination Process for pastors developed by June 2012.

Investigate alternatives for Departmental Leaders who serve in dual roles (pastors of church(es)) by June 2012.

360 evaluation system in place by December 2012 and conduct annually thereafter.

Conduct ongoing treasury workshops to encourage development of church budgets and combined budgets.

Develop and roll out complaint and appeal process by June 2012.

Review and upgrade hiring process for compliance on a quarterly basis.

Human Resources


GOALS STRATEGIES OUTCOMES RESPONSIBILITYGOAL 1: Leadership/Human Capital:Promoting a functional organizational structure and feelings of trust and well-being. (continued)

Develop, monitor, and maintain multicultural strategic communication plan that embraces collaboration and transparency.

Establish a Hispanic Advisory Committee and Pan African Advisory Committee by April 2012.

Complete the Strategic Communication Plan by September 2012.

Increase visitation and interaction of Conference Officers and Departmental Directors within the churches.

Align comprehensive budget with the strategic plan.

Annual review and alignment of budget with the strategic plan.

Control documents that allow evaluation of financial health of Conference developed by June 2012, for the Executive Committee.

Provide evidential training for all workers to cultivate and develop leaders and learners; to position the Conference to attract and maintain a strong leadership culture.

Effective personal development and mentoring programs identified and developed by December 2012.

Annual recruitment program identified and functional.

Position Conference for seamless leadership transition (succession planning).

Develop and maintain best practices evaluation instruments for workers and systems.

360 evaluation system in place by December 2012 and conducted annually.

Identify other annual evaluation tools that allow opportunities for improvement/change implementation within the Organization.

Develop coaching, mentoring, and incentive programs for Conference workers.

Identify tools to assess and properly utilize the skills of Conference workers (such as MBTI, etc.), by December 2012.

Develop incentive programs by December 2012.

Design a stewardship strategy that promotes good financial stewards.

Promote an annual 20% increase in tithes and offerings starting 2013.

Assess the state of the Conference; develop a plan to decrease church liabilities by December 2013.

Conduct annual seminar to increase Strategic Planning Document for the Southwest Region Conference

awareness of time, talent, temple and treasury.

Facilitate mission-driven budgets for all cost centers.


GOALS STRATEGIES OUTCOMES RESPONSIBILITYGOAL 1: Leadership/Human Capital:Promoting a functional organizational structure and feelings of trust and well-being. (continued)

Develop certified Area Coordinators for Children’s Ministries Departments within the Conference.

Perform quarterly assessments annual to ensure certified Children’s Ministries leader exist within each church.

Encourage high moral and ethical quality of leadership that surrounds children programming.

Ensure proper risk management and safety controls exist in every church.

Identify a Church Safety Officer for every church within the Conference by December 2012.


Partner with the SWRC Education, Children’s, and Youth Departments to deliver a Leadership & Creative Arts Summit annually.

Conduct annual Leadership & Creative Arts Summit annually.

Increase ability of Organization to identify and address the challenges within a multigenerational and multicultural environment.

Increase cultural understanding.GOAL 2:Adventist Education:Promoting holistic education (mental, physical, social, spiritual health, intellectual growth, service)

Develop a multicultural relationship and communication plan with the Conference, targeting Children’s Ministries and Youth/Young Adult Ministries Leaders within the churches.

Evaluate the effectiveness and state of each school within the Conference by September 2012.

Increase enrollment of Constituent children within our Adventist schools 25% by December 2013.

Increase Constituent support of local Adventist schools by 25% by December 2013.

Establish K-12 Academy within the Conference by December 2013.

Provide evidential training for all teaching staff.

Conduct annual leadership training.Increase ability of Organization to identify and address the challenges within a multigenerational and multicultural environment.

Encourage high quality leadership within our educational facilities.

Encourage competitive test scores.Plan and execute Annual Training and Development Workshops throughout the Conference field.

Conduct annual leadership training.Encourage competitive test scores.

Increase Constituent support of local Adventist Church schools.

Create an Education Task Force and receive findings by July 1, 2012.

Increase Constituent support of local Adventist schools by 25% by December 2013.


GOALS STRATEGIES OUTCOMES RESPONSIBILITYGOAL 2:Adventist Education:Promoting holistic education (mental, physical, social, spiritual health, intellectual growth, service) (continued)

Increase Adventist School enrollment by 10% each year.


Increase Adventist School enrollment by 10% each year.

Develop a comprehensive plan for Blue Ribbon awards identification for Conference schools.


Identify eligibility for Blue Ribbon Awards Program by December 2012.

Encourage, identify and reward high student achievement.

Encourage, identify and reward best school leadership and teaching practices.

Increase positive Vacation Bible School and end-of-year reporting outcomes.

GOAL 3:Evangelism/Youth & Young Adults Initiative:Promoting Revival and Reformation

Develop and execute an aggressive evangelistic campaign; mobilize the members to ‘serve’ and exhibit ministry fruitfulness.

Annual review and update of Conference Evangelism Plan (includes allocation and use of funds, evaluation of districts for harvest, hiring of additional Bible Workers, new church planting opportunities, regional mission opportunities, etc.).

Increase annual baptisms by 10% each year starting 2012.

Develop a ‘campus ministries’ initiative focusing on college students to build a collegiate base.

Establish relationship with appropriate colleges to conduct annual recruitment efforts.

Investigate opportunities to return talent back to Conference such as sponsoring individuals to the Seminary or Other, on an annual basis.

Partner with youth organizations outside the United States to foster a healthy concept of the global perspective of our

Identify and develop coalitions with mission resources within the Adventist structure.

Sponsor at least one mission trip every Strategic Planning Document for the Southwest Region Conference

church; include the youth in mission trips and lay evangelism activities.

two years that includes youth and young adults.

Partner with the youth and young adults to optimize the use of technology and to develop innovative and progressive tools to reach the community.

Optimize the ability of the Conference to reach the ‘millenial’ technology-savvy generation. Organize youth/young adult task force to develop ideas to reach this age group. Findings should become part of the Conference Evangelism Plan. Task force should be in place by December 2012.


GOALS STRATEGIES OUTCOMES RESPONSIBILITYGOAL 3:Evangelism/Youth & Young Adults Initiative:Promoting Revival and Reformation(continued)

Develop youth programs that teach leadership responsibility (youth churches, etc.).

Identify a Church Safety Officer for every church within the Conference by December 2012.

Ensure attendance at the Annual Risk Management Conference (September) by appropriate personnel.

Develop mentorship programs that allow young adults to mentor youth.

Conduct annual Leadership & Creative Arts Summit annually to identify and promote youth/young adults mentoring programs and resources.


Promote baptism and retention of 1000 new souls per year.

Annual review and update of Conference Evangelism Plan (includes allocation and use of funds, evaluation of districts for harvest, hiring of additional Bible Workers, new church planting opportunities, regional mission opportunities, etc.).

Increase annual baptisms by 10% each year starting 2012.

GOAL 4:Capital Projects/Conference and Church Development:Identifying, Establishing, and Maintaining Conference and Development Priorities

Develop aggressive Conference, Church School, and Church development plans.


Develop comprehensive Capital Projects/Conference Develop Plan by December 2012.

Develop Church Viability Assessment process to look at ??????

Establish a twelfth-grade Adventist Academy within one of the top three cities.


Availability of a twelfth-grade academy in a prime location within the Conference by 2013.

Develop an aggressive capital projects regional funding program.

Develop comprehensive Capital Projects/Conference Development Plan by June 2012.

Explore the development of the Lone Star camp ground into a full-service retreat center.

Develop comprehensive Capital Projects/Conference Development Plan by December 2012.

Define and complete Phase I development by June 2012 (target date).

Develop Maintenance Plan for camp ground by December 2012.

Add Camp Ground Manager to Executive Committee as invitee, by June 2012.


GOALS STRATEGIES OUTCOMES RESPONSIBILITYGOAL 4:Capital Projects/Conference and Church Development:Identifying, Establishing, and Maintaining Conference and Development Priorities(continued)

Execute an action plan on the Spur 408 property.

Follow-through on Constituency vote to sell property.

Develop and implement a need study for a Senior Citizen assisted living facility within the Conference.


Develop a record of facts and figures (profile) on the senior citizen audience (silent generation) within the Conference by December 2012.

Develop comprehensive Capital Projects/Conference Development Plan by December 2012.

Establish a study to secure a new Conference headquarters facility.


GOAL 5:Community Service/Civic Involvement:Linking the Church and the Community; Building Sustainable Partnerships

Establish and develop a Community-based Center in one of the top six (6) cities within the Conference (Dallas, Houston, San Antonio, Austin, Fort Worth, El Paso).


Establish Community-based Center in New Orleans by December 2012.

Promote a ministry presence in the communities that surround our churches.

Establish and nurture relationships with Community Coordinators inside and outside of the church system.

Identify opportunities for building partnerships and coalitions inside and outside the church communities within the Conference.

Build partnerships. Evaluate community impact on an annual basis.

Secure disaster relief vehicles, one (1) per Conference region.


Establish a central warehouse for disaster relief response.



Investigate central warehouse locations in disaster-prone areas within the Conference.

GOALS STRATEGIES OUTCOMES RESPONSIBILITYGOAL 5:Community Service/Civic Involvement:Linking the Church and the Community; Building Sustainable Partnerships(continued)

Develop a church-operated community service center within each city/district.

Develop comprehensive Capital Projects/Conference Develop Plan by June 2012.

Build partnerships. Evaluate community impact on an annual basis.

Develop a certified Community Services Leader within each church/district.

Certify a Community Services Leaders within each church/district by June 2013.

Establish credible relationships with local and regional civic leadership and organizations.

Identify opportunities for building partnerships and coalitions with regional civic leadership and organizations.

Explore opportunities to turn our churches into service centers.

Establish relevant 501C3 status for the Conference.

Build partnerships. Evaluate civic impact on an annual basis.


STRATEGIC CONFERENCE PROJECTS

1. Follow-up on Gulf Region Reclamation

2. Future Development of Geographical Strategic Resources (includes human and financial capital)

3. Reversion Investments

4. Conference-wide Development (Health/Wellness Center, Camp Ground, etc.)

5. Conference Association/Board of Trustees merge with Conference to become the Southwest Region Conference Association (the Executive Committee would become the Board of Trustees)


TOWN HALL ISSUES AND FUTURE DISCUSSION POINTS

1. Bylaws & Constitution Updates

2. Skills/Gift assessment of EVERY Conference employee

3. Institutional review committee/mission/vision drift


Southwest Region Conference of Seventh-day Adventists€¦ · Web viewStrategic Action Plan 11....

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