Papua New Guinea Union Mission of the Seventh-day Adventist Church Strategic Action Plan 2014 ...

76 Pages·2015·8.33 MB·English

by  Nickson Laime Niki

Papua New Guinea Union Mission
of the Seventh-day Adventist
Church
Strategic Action Plan
2014-2020
Implementation Document

Strategic
 Action
 Plan
 &’()
 –
 !"!"

 !
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

Strategic
 Action
 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

Strategic
 Action
 Plan
 &’()
 –
 !"!"

 !
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

Strategic
 Action
 Plan
 &’()
 –
 !"!"

 !
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)

Strategic
 Action
 Plan
 &’()
 –
 !"!"

 !
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)

Strategic
 Action
 Plan
 &’()
 –
 !"!"

 !
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.

Strategic
 Action
 Plan
 &’()
 –
 !"!"

 !
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.

Strategic
 Action
 Plan
 &’()
 –
 !"!"

 !
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.

PRESIDENT

GENERAL
 SECRETARY

 CHIEF
 FINANCE
 OFFICER
  Diagram
 1

Under-­‐treasurer

Undersecretary

H/Re sources

  LANDS & Associate
 ACFO
  Assistant

 ACFO

Admin/Assistant PD Treasury
 S/Team

MPIMin

  He alth

  PM/SS Stew Edu
  Youth

  ADRA

  Building ICT AAS

  COMM ABC

C/Min W/Min

Health

Schools
Facili ties

ols

EXECUTIVE
 COMMITTEE

PRESIDENT

Diagram
 2

Mission
 Secretary

  Chief
 Finance
 Officer

Technical

 Support
 Staff

Admin
 Assistant
  Office
 Support
 Staff
  Treasury

 Support
 Staff

Stewardship
  PM/SS
  Health
  Youth

  Education

  Children’s
  Women

Ministries
  Ministries

ssss

ABC

  HFaecailltithie

 s
  Schools

Church
 Board

 Pastor

Administrative
 Officers
  Departmental Leaders

Education S/Sch P/Mini W/Min C/Min
  YSoturtah tegic
 AcStteiow n
 Plan
 & ’He(a)lt
 h–

 !"!"
 F

 /M

 in

 C

 o!m

  MMM
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.

PNGUM

Executive
 Committee

Strategic
 Planning,

Implementation
 &
 Review

Committee

President

Diagram
 3

Gene ral
  KFA
 1

  Chief

Secretary

  Adventist

  Finance

  Mission

  Officer

Under
  Discipleship

Secretary

KFA
 2.1

  Under

  Assistant

Education

  Maturity

  Treasurer

 CFO

  KFA
 6.2

Property

KFA
 3
 H/R
  Nurture

Development

Capacity
  Infrastructure

KFA
 2.2
  Building
  Magnify

Health

  Worship
  KFA
 5
  KFA
 2.3

Wealth
  Economic
  KFA
 7

KFA
 6.1

  Creation
  Empowerment
  Media

KFA
 4
  P/Development

  Membership
  Org/
 Entity
  People

  Development

Lands

  Assimilate

Institutional

  nt

 nt

Development

  Ministry

KFA
 8

  Serve

Service

Delivery

Mission

Witness

Strategic
 Action
 Plan
 &’()
 –
 !"!"

 !"