SEVENTH-DAY ADVENTIST CHURCH

VANUATU MISSION
STRATEGIC PLAN 2010-2015
 TABLE OF CONTENTS
Table of Contents .................................................................................................................................... 2
Introduction ............................................................................................................................................ 4
Our Organisation ..................................................................................................................................... 4
History & Heritage .............................................................................................................................. 4
Demographics & Statistics .................................................................................................................. 4
Our Beliefs & Philosophy .................................................................................................................... 5
Core Beliefs ..................................................................................................................................... 5
Philosophy of Mission ..................................................................................................................... 5
Philosophy of Life ............................................................................................................................ 6
Our Organisational Structure .............................................................................................................. 6
Our Mission: Tell the World .................................................................................................................... 8
Our Vision................................................................................................................................................ 9
Our Values ............................................................................................................................................. 10
Discipleship ................................................................................................................................... 10
Spirituality ..................................................................................................................................... 10
Togetherness................................................................................................................................. 10
Openness ...................................................................................................................................... 10
People ........................................................................................................................................... 11
Stewardship .................................................................................................................................. 11
Our Report Card- Organisational Evaluation ........................................................................................ 11
Our Strategy .......................................................................................................................................... 14
Holistic Discipleship .............................................................................................................................. 15
Reach Up ........................................................................................................................................... 15
Spirituality ..................................................................................................................................... 15
Worship ......................................................................................................................................... 16
Stewardship .................................................................................................................................. 17
Reach Across ..................................................................................................................................... 18
Personal Growth & Nurture of Members ..................................................................................... 18
Equipping for Ministry .................................................................................................................. 19
Christian Community & Family Relationships ............................................................................... 20
Healthy & Balanced Life ................................................................................................................ 22
Reach Out.......................................................................................................................................... 23

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 Service ........................................................................................................................................... 23
Evangelism .................................................................................................................................... 24
Organisational Development ................................................................................................................ 26
Strengthening Adventist Ethos & Corporate Identity ................................................................... 26
Promoting Mission Wide Unity ..................................................................................................... 27
Developing Leadership .................................................................................................................. 28
Improving Governance Practices .................................................................................................. 29
Developing and Managing Human Resources .............................................................................. 30
Expanding Communication & Media ............................................................................................ 31
Building Infrastructure & Technology ........................................................................................... 32
Maintaining Accountability ........................................................................................................... 33
Achieving Financial Sustainability ................................................................................................. 34
Adapting Our Structure for Efficiency & Effectiveness ................................................................. 34
Church Growth ...................................................................................................................................... 35
Growing Membership ................................................................................................................... 35
Growing Pastoral Staff .................................................................................................................. 36
Growing Churches ......................................................................................................................... 36
Growing Schools & Education System .......................................................................................... 36
Growing Health Services ............................................................................................................... 38
Growing ADRA Program ................................................................................................................ 38
Growing Literature Ministry.......................................................................................................... 38
Achieving Conference Status ........................................................................................................ 38
Terms of Reference ............................................................................................................................... 39
Activity Action Plan ............................................................................................................................... 40
Appendices............................................................................................................................................ 41
Appendix 1: South Pacific Division Strategic Priorities ..................................................................... 42
Appendix 2: Trans Pacific Union Strategic Priorities ......................................................................... 43
Appendix 3: SPD Health Strategy ...................................................................................................... 44
Appendix 4: ADRA Vanuatu Strategic Plan ...................................................................................... 45
Appendix 5: Seventh-day Adventist Church World Statistics .......................................................... 48

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 INTRODUCTION
The Seventh-day Adventist Church in Vanuatu is a growing and dynamic community of faith. Under
the leadership of its Mission Headquarters more than 150 employees in Education, Health Services,
Pastoral Care, Administration, Training & Resource Development help to facilitate the mission of
18,000 church members in more than 210 congregations, 40 schools and 6 Clinics across Vanuatu.

This documents sets out to answer a number of important questions for our donors, constituents
and staff:

• What do we believe?  Philosophy

• Who are we?  Values
• What do we do?  Mission
• Where are we going?  Vision
• Where are we now?  Evaluation
• How will we get there?  Strategy
• What’s the next step?  Action Plan

OUR ORGANISATION
History & Heritage
The Seventh-day Adventist Church officially began its ministry in Vanuatu in 1912. Early missionaries
included expatriates from the United States, Australia & New Zealand who in turn shared the
Adventist message and trained Ni-Vanuatu men and women as missionaries to the islands of the
New Hebrides. The spirit of sacrifice and commitment exhibited by our early pioneers is still valued
in our church today. Their method continues with training and equipping people for service a major
emphasis of the church today.

Demographics & Statistics

Membership of the Seventh-day Adventist church in Vanuatu is approaching 18,000 or
approximately 6.5% of Vanuatu’s population. We employ 150 staff including Pastors, Ancillary Staff,
Administrators, Health Professionals and Teachers, with additional teachers being employed by
locally managed Adventist Schools. We serve 210 formally recognised churches and more than 40
schools. The church operates six clinics either independently or in partnership with the Ministry of
Health. The Church also operates a humanitarian agency, The Adventist Development and Relief
Agency which works with Government and other NGO’s to deliver services to the community. The
annual operating budget of core Mission activities excluding ADRA and Schools is in the vicinity of
110 million vatu.

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 Our Beliefs & Philosophy
As a Christian denomination Seventh-day Adventists share much in common with other churches.
However the Adventist church also has unique characteristics.

Core Beliefs
 Salvation by Grace through Faith in Jesus. This central teaching of the New Testament is
the basis for hope and assurance. In this regard Adventist stand firmly in the Protestant
tradition.
 Scriptures. Adventists believe that the Bible is the only rule for faith and practice.
 Sabbath. The belief in God’s Sovereignty and self-revelation in Scripture mean that
Adventist uphold the Ten Commandments including the fourth. The Sabbath is closely
related to our belief in Creation. The Commandments & Creation form the basis of our
beliefs about morality and family.
 Second Coming of Jesus. We believe that Jesus Christ will return to this earth in a personal,
visible and physical manner in the near future. He will come both to save and execute
judgement thereby restoring justice to the earth. When Jesus comes he will already know
who his friends are by way of a preliminary or investigative judgement.
 State of the Dead. Adventists reject a dualistic view of the world. The Bible teaches that
apart from the body there is no conscious existence for the soul. Thus the soul “sleeps” at
death awaiting the resurrection. We believe that hell is a means of destroying human life
with eternal consequences, not an everlasting torment. This is closely related to our holistic
view of human beings in which we view the social, mental, physical and spiritual dimensions
of each person as being equally important.
 Sanctuary. Adventists believe that Jesus’ ministry continues in heaven in the “heavenly
sanctuary” as intercessor, advocate, priest and judge before the time he will come back to
earth.
 Spirit of Prophecy. Adventists share an appreciation of the dynamic work of the Holy Spirit
in the life of the church and believer and the conviction that God still guides his people
through inspiration. While the Bible remains the only foundation for doctrine and practice
God uses people like Ellen White, who Adventists believe had the spiritual gift of prophecy,
to guide his church. Her ministry has helped to ensure that Salvation by Faith in Jesus
remains the touchstone of Adventist faith.
 Sanctified & Spirit-filled Life. Living a life by the highest moral, health and lifestyle standards
is important to Adventists. Loving relationships and a Godly character result from the work
of the Spirit in the life of the church and individual believer.
 Service to God and the world. The Church exists to glorify God and serve those in need.
This includes a concern for the physical world including the environment, our cities and the
health and education of their citizens.

Philosophy of Mission
Our strong conviction in the soon return of Jesus and associated apocalyptic events along with a
deep belief in the gospel (that God loves us, has forgiven us because of Jesus and desires to restore a
personal relationship with us) serve as a powerful motivation for the church’s mission. At its heart
the Seventh-day Adventist church is a missionary movement.

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Philosophy of Life
Our belief in holistic human nature- that is, the integration of body and spirit in life and their
unconscious state at separation in death-means that Adventists have an interest in the health,
wellbeing and happiness of themselves and others. This extends to an appreciation and respect for
our physical environment. It also ensures that our expectation about the future doesn’t overshadow
the blessing and responsibility of life today. Adventists have a commitment to social justice,
religious liberty and community development.

Our Organisational Structure

The Seventh-day Adventist Church is a world wide body with almost 16 million baptised youth and
adult members. Our local church members are constituents of the organisation and are represented
in the administration of Vanuatu Mission, the Trans-Pacific Union Mission and the world wide
General Conference. The world church is administered in 13 Divisions of which we are a part of the
South Pacific Division. The Officers, Executive Committee and Directors of each department within
Vanuatu Mission are selected through a representative process and serve for five year terms. The
Seventh-day Adventist Church in Vanuatu is a registered religious organisation and is incorporated as
the Seventh-day Adventist Church (Vanuatu) Ltd. The Adventist Development and Relief Agency
(ADRA) Vanuatu is a registered Charitable Association and recognised NGO.

Administration
Vanuatu Mission and the Mission Office are administered by a President, General Secretary and
Chief Financial Officer. Officers meet regularly in the Officers’ Meeting which deals with day to day
matters involved in running the Office and the Mission itself. From time to time an Administration
Committee (ADCOM) may meet to deal with more substantial matters or endorse actions by the
Officers when the full Executive Committee is unable to meet. ADCOM is made up of members of
the Executive Committee and includes the Officers, and selected lay people and mission employees.
The Executive Committee is the primary source of church governance for the Mission. The full
Executive Committee meets at least twice a year to deal with major matters.

Departments, Services, Associations & Agencies of Vanuatu Mission

Departments Services Associations Agencies
Children’s Ministry Treasury Ministerial Adventist
Communication Information Association & Development &
Community Services Technology Partners in Ministry Relief Agency
Education Volunteers in Action (ADRA) Vanuatu
Family Life Adventist Volunteer
Global Mission Services
Health Hope Book Centre
Sabbath School & Personal Home Health
Ministries Education Service &
Public Affairs and Religious Literature Evangelism
Liberty
Stewardship
Women’s Ministries
Youth Ministry &
Pathfinders

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Ancillary Staff
Work in the departments and service areas in Vanuatu Mission is supported by ancillary staff who
perform a variety of functions that are vital to the working of the Mission. These include:
 Secretaries
 Receptionist
 Travel and immigration
 Customs & Transport Officer
 Treasury staff
 Maintenance Manager
 Janitorial services

Field Staff
Ministerial Staff including Pastors, Ministers, Bible Workers & Global Mission Pioneers as well as
School Staff, including Principals, Administrators, Teachers, & Ancillary Staff are employed directly,
supervised, or supported by Vanuatu Mission.

Institutions
 40+ Schools are owned and operated by local churches or the mission itself.
 6 Clinics are operated by the Mission in partnership with the Vanuatu Government.

Districts
The work of Vanuatu Mission is administered in eight districts each with its own District Director
who works closely with Departmental Directors & Executive Officers to nurture the church and
facilitate its mission. Districts may be coordinated in Zones or Areas. Administrative Districts are:
1. Torba
2. Sanma
3. Penama
4. Malekula
5. Ampa (Ambrym/Paama)
6. Shepherds (Shepi)
7. Efate
8. Tafea

Local Churches are categorised as:

 Organised Churches- meaning an officially constituted body of believers with its own
membership role, officers and constituency. Organised Churches and their members are the
constituents of Vanuatu Mission.
 Company Churches- designates a company of believers who are members of an organised
church but meet in another location, building or village. They are officially registered with
Mission Administration as places of worship. In other parts of the world they may be referred to
as “Hand Churches.” They typically have a less formal administration. They are members of and
are subject to the Business Meeting of an organised or “mamma” Church.
 Congregations or Groups- may be established by a growing local church to meet the needs of
members or for evangelistic purposes but they are not yet officially recognised or registered by
Vanuatu Mission. Typically they are small groups made up of one or two families meeting

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 together. They are often established in new areas of work and include “Branch Sabbath Schools”
and “Church Plants”.

OUR MISSION: TELL THE WORLD

“The Seventh-day Adventist Church in Vanuatu exists to:
- Tell the world about God’s salvation
- Make disciples for Jesus Christ of all peoples
- Prepare them for his second coming as we share the gospel in the context of
the three angels' messages of Revelation 14
- Grow a faith community in which people are inspired to know, experience
and share their hope in Jesus Christ.”

What does this mean?

Firstly, Adventists have a global perspective. Vanuatu Mission is a multi cultural, cross generational
community of faith. We support world mission and accept local mission as a personal responsibility.

Secondly, we are called to share grace, hope and salvation using any and all methods of
communication from personal conversations to the internet and public broadcasting.

Third, the story of redemption includes the themes highlighted in the three angel’s messages of
Revelation 14:
 The Gospel & God’s universal mission
 Worship & Loyalty to God
 Creation
 The Commandments & The Sabbath as expressions of relationship with God
 Judgement and the end of Evil
 Rest & Deliverance

Fourth, we are called to make disciples- or devoted followers of Jesus and his teachings. It is an
active experience in which a believer reaches up to God, across to fellow Christians and out to the
world. Holistic discipleship involves developing the following dimensions in the life of each Christian:

 Spirituality: Has a deep, growing and personal relationship with Jesus grounded in worship,
meditation, prayer, bible study, and other spiritual practices.
 Worship: Maintains God as the highest priority which will be reflected in regular and
authentic worship, an attitude of thankfulness, faithful giving, and a life of service.
 Stewardship: Recognising the Lordship of Jesus Christ and our responsibility for life and
God’s mission a Christian disciple cares for and improves their environment, maintains
balance, uses their “time, talents and treasure” wisely to bring glory to God, facilitates the
mission of the church and experiences personal fulfilment and purpose.
 Growth & Nurture: continues to mature in faith, understanding, relationships, morality,
ethics, and Adventist Christian lifestyle
 Ministry: Knows their spiritual gift, practices their gift, develops their gift, leads others in
ministry.

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  Christian Community & Family Life: Belongs to a church family and shares in fellowship.
Promotes unity, appreciates and respects diversity, loves others, is able to live with
differences and resolve conflict, and works with others to grow the church. A Disciple
values, respects and contributes to our shared organisation by respecting the consensus of
the church on matters of faith and practice, show due regard for properly constituted church
authority and are loyal to the organisation. Maintains healthy family and marital
relationships.
 Healthy & Balanced Life: Values life. Enjoys life. Respects life. Cares for their body. Makes
time for the social, emotional, spiritual, physical and mental dimensions of life. Desires to
enrich and improve the lives of others.
 Service: cares about others, serves the community, overcomes ignorance, resists bigotry,
helps those in need, develops our nation, relieves suffering and poverty, and heals the sick in
the name of Jesus
 Evangelism: Shares Jesus with others, cares about people who don’t know Jesus, heralds the
Second coming, proclaims truth, lives a personal witness, supports world mission,
participates in corporate community witness.

Fifth, we are a forward looking, forward moving organisation directed towards the second coming of
Jesus as a crucial event in the unfolding of God’s plan of redemption for the human race.

Finally, our faith & hope in Jesus transforms our lives, making us active participants in the plans and
activities of God on earth.

OUR VISION

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 OUR VALUES
Discipleship
Christianity is more than adherence to a code of beliefs; it is a way of life. Thus we emphasise
holistic discipleship. It is not enough to baptise or convert people to the Christian faith and
acceptance of Adventist Beliefs- we are to prepare people to meet Jesus. Church growth means
growing people. If members are growing in their faith and relationship with Jesus then the church is
likely to grow numerically as well. In John 15:16 Jesus tells his disciples: “I chose you and appointed
you to go and bear fruit- fruit that will last.” While in Matthew 23:15 he gives a stern warning “Woe
to you, teachers of the law and Pharisees, you hypocrites! You travel over land and sea to win a
single convert, and when he becomes one, you make him twice as much a son of hell as you are.”
We value authentic discipleship in which people’s lives reflect their faith.

Spirituality
As Christians the deepest values and meaning by which we live are found by engaging in the
development of personal faith. The deep and personal relationship with God as ultimate being and
reality and the experience of his activity in history, nature and the life of the believer lead to human
emotions of awe, wonder and reverence. Spirituality involves the examination of ourselves, a
connection with God and the exploration of his created reality which includes our fellow human
beings and their perspectives and experiences. This journey of growth is aided by spiritual practices
(exercises or disciplines) such as prayer, bible study, worship, meditation, fasting, acts of service etc.
These are a means to the ultimate end of placing our lives in a position where God can be at work on
and in us. Genuine spirituality develops humility, love and authenticity in the life of the believer.

Togetherness
We believe that every person is deserving of respect and dignity because of the infinite value that
God has placed upon them. Through God’s grace every person is gifted for and needed in the
diverse activities of the Church family. We value both the personal as well as the corporate
experiences of faith.

We respect the diversity, individuality, and freedom that come from being a worldwide body of
believers. We also value unity– a family of faith engaged in representing the reign of God to our
world through ethical conduct, mutual regard, and loving service. Our faithfulness to God involves
commitment to and support of His body, the Church. It involves loyalty to, support of and
cooperation with denominational organisation and duly appointed leaders.

On a professional level this means we cooperate, collaborate, share ideas and resources, plan and
work together as a team. We like to do things together.

Openness
Openness is achieved by transparency in decision making, a willingness to listen and dialogue with
stakeholders, and appropriately communicate administrative, ministry and financial matters to
them. Sharing of information empowers stakeholders to be more actively involved and increases
their level of ownership of our organisation and missoin. We want to discover new and better ways
of fulfilling our mission. We are willing consider suggestions, alternatives ways of doing things and
receive feedback and constructive appraisal. For this reason regular performance appraisals,
reporting and other means of accountability are welcomed by Vanuatu Mission.

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 People
People are not only the focus of our ministry but they are the most important asset of our
organisation. We want to encourage people to grow and develop personally and professionally.
Training and equipping of church members and employees for service is a high priority for us. We
believe that church members and staff should be treated with fairness and respect. They should
receive our highest standard of service. Coercion and manipulation are shunned in favour of
people’s freedom to choose. We want to nurture a friendly and caring organisation where people
enjoy working and have a strong sense that they belong. Friendship and family relationships are
valued and enrich our workplace and church.

Stewardship
The work of the mission is a sacred trust and we are responsible for good governance and wise
management of financial resources, the maintenance of buildings, the efficient use of time and the
effectiveness of committees. As stewards we are accountable to each other, our stakeholders and
ultimately to God. Information systems facilitate good stewardship and enable us to report regularly
and accurately. Such information is the basis for wise decision making and planning. We are also
stewards of our staff and church members and must fulfil our duty of care to them.

OUR REPORT CARD- ORGANISATIONAL EVALUATION

STRENGTHS
 Church infrastructure is already in place in country.
 Church membership is a strong – human resource pool.
 Church delivers good services– not just a spiritual
message.
 Staff development is good – trainings.
 A good financial base exists.
 The right people are in the right place – HR.
 Global Mission
 Common language (Bislama) makes operating easy.
 Unity amongst Church membership.
 Volunteerism – members willing to donate time and
resources.
 GoV recognition of and partnership with SDA Church
activities.
 Strength exists within Membership families.
 Education system is strong.
 Health system exists in country.
 Grassroots organisations are respected – e.g. Dorcas
society.
 Systems exist within the Church (e.g. communication
channels).
 Technology – Church has the means and the know-how.
 Tithes & offerings (increase)
 Education System
 Active in Evangelism
 Health
 Church programs already in place
WEAKNESSES
 Wrong people in wrong place/role (HR)
 Technology is not always appropriate and is difficult to
service.
 Volunteerism is sometimes taken for granted.
 Lack of or inadequate / unfinished infrastructure.
 Physical isolation of Churches.
 Communication Dir. with rural areas / congregations.
 HR development only focusing on teachers and pastors.
 Lack of strategic planning.
 Service delivery done poorly.
 Poor health practices of members.
 Lack of implementation skills.
 Not enough consultation among workers.
 Poor record keeping and reporting.
 Revolving of Church office holders.
 Lack of training for Church office holders – e.g. nepotism.
 Unmaintained infrastructure.
 Misuse of Church funds, assets and resources.

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 Churches in almost all the island of Vanuatu
 Human resources – Ministers / pastors / teachers /
nurses / Lay ministers /Lay churches leaders
 Unity within Vanuatu Mission
 Cooperation of members and loyalty to organisation
 Holistic program / Discipleship / Spirituality
 One Sabbath school Lesson for adults
 recognized as a religious organization
 Districts Offices especially Santo office/Book Centre
 Increase in the staff of treasury Dept
 Strength of Mission Administration
 Good General Secretary
 New office
 Unity and cooperation within the office amongst the staff
members
 Office in Vila with access to services
 District minister’s meetings
 Torba District – New school
 Good means of transports
 District budget
 District meetings
 Regional training program for District Directors &
Departmental directors
 Strength of Local churches
 Increase of Sabbath school lessons in the churches
 50% of free will offerings remain in the local church for it
operation
 Worship programs – evening/morning devotion,
Wednesday prayer meeting, Vesper, Sabbath services
 Women’s prayer ministries
 Small group ministries
 Social gatherings like – youth camps, Dorcas Federations,
Church picnics,
 Church retreats – women’s, men, Elders,
deacons/deaconesses, youth
 Pathfinder ministries
 Church community schools
 Church involve in Evangelism to increase membership
 Revival meetings
 Training of local churches members
 Church planning / year planning / preaching list
 Support of Union
 Staff – passionate and committed
 Tithes System
 Prayer ministries / powerhouse
 Singing ministries / AY
 Local churches – interdependence
 Religious liberty in Government constitution
 DVD ministry
 Local lay evangelist
 Adventist Book Centre

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OPPORTUNITIES
 Integrated annual planning.
 Proximity to GoV services and donor agencies to access
funds & resources.
 Connections within Church governance structure to
access training opportunities e.g. TPUM SPD.
 Expansion of Infrastructure.
 Melanesian values – opportunities for support and
strengthening of families.
 Access to tertiary institutions – USP VIT.
 Influence curriculum development @ GoV level.
 Accommodate needs & issues of children & youth.
 Work with different denominations – program deliver.
 ADRA work expansion.
 Access to local short term trainings, workshops & courses
 Volunteerism – use of members skills for training and up
skilling.
 Reach out more effectively to grassroots.
 New office building with more space and staff
 Strategic Position of new office building
 Enhanced professionalism with new office building
 Improved public relations with other organisations as a
result of new building.
 Funding opportunities from donor agencies.
 Technology, allowing us to resource ministers and
evangelists with equipment.
 Partnership with South Queensland Conference
 Hope TV & Radio
 Auditorium
 Video as a means of communication
 Internet
 One Day Churches
 Relationships with Supporting Ministries such as PYM
 Teachers on Government Payroll assisting local school
budgets.
 Development of Human Resource Management practices.
 Advanced study for mission workers.
 AusAid Church Partnership Project
 Establishment of District Offices & improved coordination
 Improve communication between Headquarters, Districts
and local churches
 Access to resources from mission by local churches
 Opportunity to monitor growth and activity on a district
level.
 Develop Aid Posts into clinics to access more funding
 Expansion of Mobile Phone networks and low cost of
communication
 Tele radio
 Unreached people and communities
 Distribution of Book Centre resources to local churches
and members via District Offices and Agents
 Plant more churches
 Do more outreach
 Open local Adventist schools
 Improve financial support of mission by local churches.
CHALLENGES
 Finances- Mission, Local Church, Family
 High cost of living – low income for workers.
 Global economic crisis.
 Health.
 Moral/personal issues.
 Sustainability of staff – how to keep them interested.
 Job attraction from outside the SDA Church – “grass is
greener”.
 Lack of opportunity for staff development.
 Geographical and logistical constraints in rural areas.
 Rundown infrastructure (new or current infrastructure).
 Asset management.
 Communication Dir..
 Lack of redundancies (assets/staffing).
 Continued constituency support of Church.
 Reduction in GoV grants.
 Difference between Church and other school systems.
 Cultural differences; sending workers to ethnically
different islands.
 Lack of creativity – monotonous service delivery.
 Secularism, materialism and Individualism.
 Mission Finances
 Changing Education Policies and impact of free education
and government payroll.
 National and Provincial Economic Changes
 Shortage of staff and limited budget for payroll
 Impact of natural disasters
 Legislation & Church Policies
 Transportation- no mission ship
 Cultural barriers and influence
 Political instability
 Modern technology- especially media
 Breakaway groups (self supporting and independent)
 Reduction in external funding
 Overseas organisations and ministries want to work in
Vanuatu.
 Natural Disasters
 Changing Government Legislation & Labour Laws
 Transportation to remote parts of Vanuatu
 Negative impact of modern technology
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 OUR STRATEGY
Our strategy along with the South Pacific Division & Trans-Pacific Union (see Appendix 1 & 2) is to
inspire every member to reach up, reach across & reach out to Tell the World.

 Reach Up to God for spiritual renewal through prayer and study of the Word, highly valuing the
gifts of the Holy Spirit in our midst.
 Reach Across to each other in the church family, embracing our unity and diversity, discipling,
nurturing, building community relationships, improving structure and being involved in the life
of the church.
 Reach Out to others as a friendly church putting Christ’s mission first, inviting all peoples to
fellowship and making a difference through service to the community.

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 Tell The World: Vanuatu
1. Holistic Discipleship 2. Organisational 3. Growth
Development
Reach Up 2.1 Strengthening Adventist Ethos 3.1 Growing Membership
1.1 Spirituality & Corporate Identity 3.2 Growing Pastoral Staff
1.2 Worship 2.2 Promoting Mission Wide Unity 3.3 Growing Churches
1.3 Stewardship 2.3 Developing Leadership 3.4 Growing Schools & Education
Reach Across 2.4 Improving Governance System
1.4 Personal Growth & Nurture Practices 3.5 Growing Health Services
of Members 2.5 Developing & Managing 3.6 Growing ADRA Program
1.5 Equipping for Ministry Human Resources 3.7 Growing Literature Ministry
1.6 Christian Community & 2.6 Building Communication & 3.8 Achieving Conference Status
Family Relationships Media Capacity
1.7 Healthy & Balanced Life 2.7 Building Infrastructure &
Reach Out Technology
1.8 Service 2.8 Maintaining Accountability
1.9 Evangelism 2.9 Achieving Financial
Sustainability
2.10 Adapting our structure for
efficiency & effectiveness

AREA 1
HOLISTIC DISCIPLESHIP
Reach Up
Objective 1.1 Spirituality

Strategy 1.1.1 Celebrate International Day of Prayer & Annual Family Week of Prayer Prayer Ministry
in every local church. Coordinator

Strategy 1.1.2 Celebrate Youth Week of Prayer in every Adventist Youth Society. Youth Director

Strategy 1.1.3 Establish a “Power House” for Prayer Ministry in every Church & District Directors
School. Principals

Strategy 1.1.4 Promote study of Sabbath School Lesson to strengthen spirituality of SSPM Director
church. Increase number of pamphlets being sold by 25% as an Book Centre
indicator of more active daily bible study by members by improving District Directors
the work of Local SS Superintendents and Book Centre Secretaries &
ordering of the Book Centre.

Strategy 1.1.5 To reintroduce and promote the use of the Youth Sabbath School Youth Department
Lesson. SSPM Director
Book Centre

Strategy 1.1.6 Conduct workshops on spiritual formation to help members grow in Prayer Ministry
their relationship with God. Coordinator

Strategy 1.1.7 Conduct workshop to equip parents to run family worship in the Family Ministries

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 home.

Strategy 1.1.8 Involve Teaching staff in local schools in mission wide spiritual retreats Education Director
and make personal spiritual growth a priority during in-service events.

Strategy 1.1.9 Conduct revival meetings each quarter in every local church and Malekula
company.

Strategy 1.1.10 Hold Regular Revival Meetings in each local church and company. Ampa

Strategy 1.1.11 Have all schools develop strong spiritual program including Chapel, Education Director
worship, week of spiritual emphasis. Further to develop instrument
to measure spiritual health of school.

Strategy 1.1.12 Introduce and promote Bible reading plan to promote the reading and SSPM Director
study of scripture.

Strategy 1.1.13 Promote the memorisation of scripture by strengthening the Memory Youth Director
Gem activity in AY’s and Pathfinder programs.

Strategy 1.1.14 Hold First National Adventist Men’s Conference in 2011 Community Services

Strategy 1.1.15 Hold 3rd National Women’s Ministry Conference in 2015 Women’s Ministry

Strategy 1.1.16 Promote and assist Spiritual Retreats for Adventist Men & Women Women’s Ministry &
Community Services

Strategy 1.1.17 Intentionally provide opportunities and resources for the spiritual Ministerial Secretary
formation of Pastors, Ministers & Elders.

Objective 1.2 Worship

Strategy 1.2.1 To conduct a mission wide worship conference during the next Institute of Worship
Quinquennium in order to train worship leaders and trainers to
conduct training in local churches.

Strategy 1.2.2 To conduct a district worship seminar during the next Quinquennium Sanma
in order to train Elders & worship leaders to improve worship ministry
in their local churches.

Strategy 1.2.3 To establish an Institute of Worship at Mission Headquarters. Executive

Strategy 1.2.4 Collect attendance data so an accurate picture of church attendance General Secretary
can be formed and goals for increasing attendance can be set.

Strategy 1.2.5 Provide ideas and resources to local church Pastors and leaders to Institute of Worship
improve midweek prayer meetings, vespers, AY meetings and closing
Sabbath programs so that they better meet the needs and interests of
members, thereby increasing attendance and helping people grow as
followers of Jesus.

Strategy 1.2.6 Provide a template including key mission dates and days of emphasis Ministerial Secretary
that Pastors and Elders can use to work together to intentionally plan
their sermonic year.

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Strategy 1.2.7 For Pastors to preach quarterly on themes of worship and lordship in Ministerial Secretary
each of their churches.

Strategy 1.2.8 Each school to run one in-reach week per term to nurture students. Education Director
Principals

Strategy 1.2.9 Provide ideas and resources to encourage the inclusion of “Children’s Children’s Ministry
Corner” in every worship service. Director

Strategy 1.2.10 Facilitate the writing of praise and worship songs by church members Institute of Worship
for use across the mission. Communication Dir.

Strategy 1.2.11 Promote & Encourage the inclusion of Children’s Story in worship Children’s Ministry
services and advise of available resources at Hope Book Centre.

Strategy 1.2.12 Promote & Support the celebration of Children’s Week of Prayer or Children’s Ministry
Week of Praise & Joy.

Objective 1.3 Stewardship

Strategy 1.3.1 Conduct a Stewardship Conference for pastors and local church Stewardship Dir.
stewardship leaders during the next Quinquennium.

Strategy 1.3.2 Develop and distribute sermon, Bible study, and seminar resources on Stewardship Dir.
holistic and financial stewardship.

Strategy 1.3.3 Conduct District Itinerary for Stewardship Seminars twice a year by Sanma
2015.

Strategy 1.3.4 Organise a 3 week program to be held in six places each year in order Sanma
to promote and encourage the concept of stewardship.

Strategy 1.3.5 Develop a seminar to help people live economically and within a set Ampa
budget. Train local treasurers and stewardship leaders to present it. Stewardship Dir.

Strategy 1.3.6 Promote the holistic nature of Stewardship with CREATION Living and Health Director
Clean Village initiatives.

Strategy 1.3.7 Develop resources on the Stewardship of Time in personal life and Stewardship Dir.
church activities.

Strategy 1.3.8 Provide resources for holistic stewardship education during School Stewardship Dir.
Week of Prayer. Chaplains

Strategy 1.3.9 Conduct two Conferences for Business Leaders on the theme of Stewardship Dir.
Stewardship.

Strategy 1.3.10 Make Children’s Tithe envelopes available in every church. Children’s Ministry
Stewardship Dir.

Strategy 1.3.11 Conduct children’s stewardship talks. Children’s Ministry

Stewardship Dir.

Strategy 1.3.12 Conduct time management workshops for Pastors, Ministers, Ministerial Secretary
Teachers & Mission Office staff. General Secretary

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 Reach Across
Objective 1.4 Personal Growth & Nurture of Members

Strategy 1.4.1 Establish Small Group Ministry in Every Organised Church and SSPM Director
increase the number of people involved in small groups by 20%. District Directors

Strategy 1.4.2 Establish Small Group Ministry in Luganville during 2010-2011 Sanma

Strategy 1.4.3 Establish a “Lamb Shelter” for children’s ministry in every organised Children’s Ministry
church. And ensure new churches have a “Lamb Shelter” before they Director
are dedicated and organised.

Strategy 1.4.4 Establish, promote and support the development of Youth Ministry in District Directors
every local church. Youth Director

Strategy 1.4.5 Provide training resources to help members learn how to study the SSPM Director
Bible for themselves and with others.

Strategy 1.4.6 Conducting Preaching workshops for ministers and lay preachers to President
help to develop their preaching skills and ensure that they are Ministerial Secretary
presenting biblically sound messages.

Strategy 1.4.7 Establish a District Youth Coordinating Council and conduct a District Youth Director
wide youth event each year. District Directors

Strategy 1.4.8 Ensure Bible Teachers are provided with the best possible curriculum, Education Director
resources, budget and class times to develop biblical understanding Principals
and personal faith in students.

Strategy 1.4.9 Ensure there is integration of faith in every aspect of curriculum and Education Director
teacher’s daily program.

Strategy 1.4.10 Conduct member training workshops during quarterly Church Torba
Visitations by the District Director.

Strategy 1.4.11 Develop a culture of creativity and innovation in the delivery of Efate
nurturing programs.

Strategy 1.4.12 Conduct National Youth Congress and Camporee during the next Youth Director
Quinquennium.

Strategy 1.4.13 Ensure that all Adventurer, Pathfinder and Ambassador Clubs have Youth Director
implemented official curriculum and program.

Strategy 1.4.14 Promote and provide resources for Children’s Baptismal Classes and Children’s Ministry
Commitment Ceremonies.

Strategy 1.4.15 Encourage every local church to appoint a Children’s Sabbath School Children’s Ministry
and/or Children’s Ministry Coordinator to strengthen our ministry to
children.

Strategy 1.4.16 Continue to promote & support the implementation of the Kid’s In Children’s Ministry
Discipleship program in local churches.

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Strategy 1.4.17 Train Pastors & Elders to be more effective in Pastoral Visitation. Ministerial Secretary

Objective 1.5 Equipping for Ministry

Strategy 1.5.1 Continue to conduct KIDS University (Kid’s In Discipleship facilitator Children’s Ministry
training) for church leaders and parents.

Strategy 1.5.2 Hold a Children’s Ministry Expo during the next quinquennium. Children’s Ministry

Strategy 1.5.3 Conduct Children’s Ministry Leadership Training level 1 & 2 using GC Children’s Ministry
Curriculum.

Strategy 1.5.4 Conduct workshop on Child development explaining the ages, stages Children’s Ministry
and learning styles of children in order to raise awareness and equip SSPM Director
parents and Children’s Ministry leaders to more effectively minister to Family Ministries
children and understand the importance of different divisions in
Sabbath School.

Strategy 1.5.5 Conduct regional training to help teachers and parents more Children’s Ministry
effectively use the Grace-Link Curriculum. SSPM Director

Strategy 1.5.6 Make places available for women in Institute of Lay Ministry & Ministerial Secretary
Leadership at Aore, Kwataparan and other locations.

Strategy 1.5.7 Make scholarship available for women to participate in training Women’s Ministry
opportunities.

Strategy 1.5.8 Conduct Women’s Ministry Leadership Training Level 1 to 4 using GC Women’s Ministry
curriculum.

Strategy 1.5.9 Provide promotional material and presentations and encourage each Women’s Ministry
local church to celebrate Women’s Ministry Emphasis Day in order to
affirm and encourage the involvement of women in ministry.

Strategy 1.5.10 Conduct Public Speaking Classes which include women and encourage Women’s Ministry
pastors to provide practical opportunities for them in church
preaching plan and other programs.

Strategy 1.5.11 Provide tools and assistance for Women’s Ministry leaders to conduct Women’s Ministry
needs assessment of their local church prior to annual planning or
conducting programs.

Strategy 1.5.12 Train local presenters and mentors to deliver “Straight Talk” & “True Women’s Ministry
Love Waits” workshops for young women addressing morality,
relationships and HIV/Aids.

Strategy 1.5.13 Conduct Preaching Workshops for Church Leaders, Youth and Children Ministerial Secretary
in each District during the next Quinquennium.

Strategy 1.5.14 Encourage Young Preachers Club for children who have an interest in Children’s Ministry
public speaking and preaching.

Strategy 1.5.15 Conduct Local Church Governance training in each district for Elders, GS & CFO
Clerks & Treasurers. Encourage them to establish good record Ministerial Secretary

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 keeping systems for their churches.

Strategy 1.5.16 Conduct Elders training events in each district in order to equip Elders Ministerial Secretary
as effective local church leaders who work in partnership with President
ministerial staff.

Strategy 1.5.17 Conduct training for District Leaders/Coordinators/Presidents of Departmental

Youth, Dorcas, Adventist Men, Women’s Ministry, Children’s Ministry Directors
etc in each district.

Strategy 1.5.18 Hold a Festival of Mission to celebrate, affirm and train people for SSPM Director
ministry in each District and Nationally (2014) during next
Quinquennium.

Strategy 1.5.19 Recognise and affirm people who are making an outstanding District Directors
contribution to local church ministry with a certificate, medallion or Departmental
award. Directors
Ministers

Strategy 1.5.20 Have Departmental & District Directors intentionally work together to Departmental &
plan and deliver lay training programs in every district each year. District Directors

Strategy 1.5.21 To establish an inventory of ministry resources and report forms to be Departmental &
available in each District Office and at Mission Headquarters. District Directors
General Secretary

Strategy 1.5.22 Provide Job Descriptions for all local church ministry positions. Departmental
Directors

Strategy 1.5.23 Train and develop children as leaders within their school, church and Children’s Ministry
community.

Strategy 1.5.24 Provide District Directors and Ministers with resources to conduct SSPM Director
training seminars and mentor Sabbath School Leaders & Teachers to
improve Sabbath School and the study of the Bible.

Strategy 1.5.25 Conduct a Nationwide Youth Leadership Conference during the next Youth Director
Quinquennium. (2014)

Strategy 1.5.26 Establish training centre for International Institute of Christian SSPM Director
Ministries (IICM) in 8 local churches across the mission to deliver
ministry training to church members and leaders.

Strategy 1.5.27 Continue to conduct training for Elders & Lay Ministers through Ministerial Secretary
Institute of Lay Leadership & Ministry at Aore, Kwataparen and other
venues.

Objective 1.6 Christian Community & Family Relationships

Strategy 1.6.1 Promote & Celebrate Annual Days on Church Calendar to be held in Family Ministries
each local church:
 Abuse Prevention Day
 Family Ministry Emphasis Day
 Children’s Ministry Emphasis Day

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  Family Week of Prayer
 Mother’s Day
 Father’s Day
 Children’s Day
 Family Day

Strategy 1.6.2 Promote & Celebrate Children’s Ministry Emphasis Day in each Church Children’s Ministry
annually. 3rd Sabbath of September Annually

Strategy 1.6.3 Train Pastoral Counsellors and establish Counselling Centre and/or Family Ministry
services for church members.

Strategy 1.6.4 Provide training and resources to facilitate the running of marriage Family Ministry
enrichment and parenting workshops and retreats.

Strategy 1.6.5 Prepare resources, deliver workshops and train trainers (pastors and Family Ministry
local church family life leaders) in the areas of general relationship
skills, marriage preparation & enrichment, singles ministry, parenting,
youth issues, family evangelism, human sexuality, safe places, family
worship & Sabbath keeping, family finance.

Strategy 1.6.6 Conduct a National Family Ministries Conference during this Family Ministry
Quinquennium.

Strategy 1.6.7 Develop more specialized family ministry practitioners through the Family Ministry
continuation of Fulton Family Life Certificate, the training of
Counselors, and sponsorship to complete Masters in Family Life.

Strategy 1.6.8 Source and Develop suitable content for Family Ministry DVD, TV & Family Ministry
Radio programs.

Strategy 1.6.9 Identify and train at least one Family Ministry Specialist in large Family Ministry
districts.

Strategy 1.6.10 Conduct National Family Life Conference Family Ministry

Strategy 1.6.11 Include Relationship & Family Life workshops and presentations in Family Ministry
each district meeting program.

Strategy 1.6.12 Reduce the number of portfolios being held by the Family Ministry Executive
Director to allow them to effectively develop and deliver this
important ministry.

Strategy 1.6.13 Provide resources to conduct “Welcoming Church” workshops to help Ministerial Secretary
churches develop a more friendly, attractive and inclusive culture. SSPM Director

Strategy 1.6.14 Encourage the involvement of all age groups and genders in the Institute of Worship
leadership and presentation of Sabbath Worship Services.

Strategy 1.6.15 Conduct Family Life Event once a month in each of the Luganville Sanma
Churches during 2010-2011.

Strategy 1.6.16 Introduce Family Life Ministry to Penama District. Penama

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Strategy 1.6.17 Help local Churches become more loving, hospitable and friendly. Efate

Strategy 1.6.18 Conduct Ministry Activities and Church programs in a way that is Efate
accessible and relevant to the needs of families.

Strategy 1.6.19 Organise Sunday sale/market to promote fellowship and community Efate
while assisting local churches and members financially.

Strategy 1.6.20 Involve Spouse and Families in Ministerial Association events. Ministerial Secretary

Strategy 1.6.21 Grow and Develop the work of Partners in Ministry to support Ministerial Secretary
ministerial spouses. PIM Coordinator

Strategy 1.6.22 Educate Pastors & Church Boards to conduct Church Discipline in a Ministerial Secretary
manner that complies with biblical principles, Christian Ethics and
natural justice in order to redeem the erring member and strengthen
the local church.

Strategy 1.6.23 Promote and resource the Welcome Baby Ministry. Women’s Ministry &
Community Services

Strategy 1.6.24 Hold National Community Services Federation including Dorcas & Community Services
Adventist Men in 2014.

Strategy 1.6.25 Train women to lead out in community based literacy programs for Women’s Ministry
women.

Strategy 1.6.26 Encourage every local church to organise a Dorcas & Adventist Men Community Services
Society to work together under the banner of Adventist Community
Services.

Strategy 1.6.27 Investigate opportunities for serving needy children in the Community Services
community.

Strategy 1.6.28 Encourage Children’s Ministry, Sabbath School and Adventurer Children’s Ministry
leaders to involve Children in serving their community through such
activities as Clean Up projects and hospital visitation.

Objective 1.7 Healthy & Balanced Life

Strategy 1.7.1 Develop material and train presenters for Women’s Health Seminar. Women’s Ministry
Health Director

Strategy 1.7.2 HIV/Aids Mainstreaming Church Partnership Project to train Health Director
presenters and equip local leaders to respond to this issue. ADRA VCPP

Strategy 1.7.3 Provide resources and training in use of “Betty’s Clinic” as health Health Director
education program for Children’s Ministry and Primary Schools.

Strategy 1.7.4 Develop and Implement South Malekula Marijuana Strategy in Malekula,
Partnership with Vanuatu Government Health Director

Strategy 1.7.5 Conduct a National Health Retreat for Adventist Health Professionals Health Director
every two years.

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Strategy 1.7.6 Coordinate the ministry of Adventist Health Professionals through Health Director
VAHWAT (Vanuatu Adventist Health Workers Action Team) and hold
an annual induction.

Strategy 1.7.7 Train Community Health Educators and Health Evangelists. Health Director

Strategy 1.7.8 Implement Clean Heart-Clean Village initiative. Health Director

Strategy 1.7.9 Improve hygiene in Adventist Villages. Tafea

Strategy 1.7.10 Conduct Nutrition Educators Training Course in Northern & Southern Health Director
Vanuatu

Strategy 1.7.11 Celebrate National Health Week & Sabbath in all Churches & Schools Health Director

Strategy 1.7.12 Conduct “Purity Workshop” in local and district youth events to help Health Director
young people find a right partner and inform them of sexual health Family Ministries
issues. Youth Director

Strategy 1.7.13 Produce one health DVD per year for three years as a resource for Health Director
local health ministry.

Strategy 1.7.14 Prepare Bible Study materials in Bislama addressing important health Health Director
principles in preparation for Baptism.

Strategy 1.7.15 Introduce Health Promoting Schools strategy and promote health Health Director
practices and hygiene in local school setting. Education Director
Principals

Strategy 1.7.16 Introduce an OHS (Occupational Health & Safety) policy for Vanuatu General Secretary
Mission Office and Local Schools.

Strategy 1.7.17 Encourage Clubs & Schools to provide opportunities for young people Youth Director
to achieve AY Gold & Silver Awards to build health, adventure and
resilience.

Strategy 1.7.18 Present “Straight Talk” Workshop on Sexual & Reproductive Health Women’s Ministry
including HIV/AIDS to young women.

Reach Out
Objective 1.8 Service

Strategy 1.8.1 Secure funding to run literacy programs on Tutuba Island, in South Sanma
Santo and at Mavunlep. Aim to run 3 programs per year for five
years.

Strategy 1.8.2 Include service activities as a regular part of local school programs. Principals

Strategy 1.8.3 Provide opportunities to inspire and involve members in community Efate
service and community building activities.

Strategy 1.8.4 Organise Churches and their members to help cater for the needs of Efate
people in settlements, prisons, schools & hospitals.

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Strategy 1.8.5 Develop a Disaster Management & Response plan in each district in Community Services
partnership with ADRA and NDMO. Director
District Directors
ADRA

Strategy 1.8.6 Work with other organisations in the interests of protecting Human Efate
Rights & Religious Freedom of Melanesians in West Papua.

Strategy 1.8.7 Lead Adventist Churches to play a key role in City Clean Up Campaign. Efate

Strategy 1.8.8 Organise Adventist Music Festival at Saralana Stage to raise funds for Efate
community service projects.

Strategy 1.8.9 Provide Health Screening and Assessment in conjunction with Health Director
community outreach activities.

Strategy 1.8.10 Formalise Youth & Pathfinder service activities under “Storm Co” Youth Director
(Service To Others Really Matters) coordinator.

Strategy 1.8.11 Develop directory of needs to connect oversees donors and General Secretary
volunteers with service activities and sponsorship opportunities in Communication Dir.
Vanuatu.

Objective 1.9 Evangelism

Strategy 1.9.1 Encouraging all Adventist Churches to hold at least one Evangelistic District Directors
event each year and support outreach by the youth of the Church. Pastors
Ministerial Secretary
Public Evangelist
Lay Evangelists

Strategy 1.9.2 Conduct one major health evangelism program each year during the Health Director
next Quinquennium.

Strategy 1.9.3 Help every member to understand the importance of their diverse SSPM Director
contributions to and participation in the “Gospel Commission” to District Directors
share Jesus with the world. Pastors

Strategy 1.9.4 Increase Mission Evangelism Funding to = 10% of tithe. CFO

Strategy 1.9.5 Provide training to members on personal evangelism so as to increase SSPM Director
the number of people involved in sharing their faith by 25% District Directors
Pastors

Strategy 1.9.6 Conduct a major public evangelistic initiative in each district during District Directors
the next Quinquennium. Ministerial Secretary
2010 Tanna, Vila, Santo
2011 Santo

Strategy 1.9.7 For each ministerial worker to conduct two or three evangelistic series Ministerial Secretary
of 2-3 weeks duration each year. Pastors

Strategy 1.9.8 To identify un-entered areas and people groups in Vanuatu with a Global Mission Dir.
view to developing plans for reaching them with the Adventist

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 message.

Strategy 1.9.9 Run three major training workshops (2011, 2012, 2013) on how to Sanma
conduct evangelism more effectively with an emphasis on preparation Public Evangelist
and follow up. District Director

Strategy 1.9.10 To run 5 major evangelistic campaigns during the next Quinquennium: Sanma
1. Tasariki (Sth Santo)
2. Malo (2010)
3. Luganville (Jack Jackovic 2011)
4. Luganville (Pr Gary Webster 2011)
5.

Strategy 1.9.11 To conduct 3 large public evangelistic meetings in 2010 Ampa

1. Paama
2. North Ambrym
3. South East Ambrym

Strategy 1.9.12 Establish Institute of Public Evangelism in Vanuatu for training and Ministerial Secretary
supervision of public, pastoral and lay evangelists.

Strategy 1.9.13 Establish a District Evangelism Committee Ampa

Strategy 1.9.14 Appoint a District Evangelist Ampa

Strategy 1.9.15 Involve other church departments such as Dorcas, Youth and Tafea
Children’s Ministries in evangelistic programs.

Strategy 1.9.16 Conduct District Year of Evangelism 2012 Tafea

Strategy 1.9.17 To develop evangelistic resources, including Bible Study lessons, in Ministerial Secretary
Bislama. SSPM Director

Strategy 1.9.18 Include Week of Prayer and Bible Study/Baptismal Classes in the Principals
school program at least once a year. Chaplains

Strategy 1.9.19 Involve students in outreach activities to local communities such as Principals
Branch Sabbath Schools, singing etc. Chaplains

Strategy 1.9.20 Conduct 40 Public Evangelistic Series during the next Quinquennium- Malekula
8 per year.

Strategy 1.9.21 Conduct a Visitor’s Day and/or Welcome Home Sabbath every quarter SSPM Director
in each local church and company.

Strategy 1.9.22 Involve every department in every local church and company in some Malekula
form of outreach activity each quarter.

Strategy 1.9.23 Conduct Cottage meetings in every local church and company each Malekula
quarter.

Strategy 1.9.24 Conduct Family Ministry Evangelism in Luganville, Malo, Aore, South Sanma
Santo, Fanafo and Malau-Big Bay during 2010-2011 with a view to
strengthening families and making our churches attractive as family

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 oriented communities.

Strategy 1.9.25 Train church members every local church in ways of personal Penama
evangelism.

Strategy 1.9.26 Conduct 6 evangelistic and discipleship seminars across the district Torba
each year.

Strategy 1.9.27 Conduct short evangelistic programs designed to appeal to specific Efate
cultural or ethnic groups.

Strategy 1.9.28 Use singing ministry as an evangelistic medium. Efate

Strategy 1.9.29 Making resources available to run “Becoming A Contagious Christian” Youth Director
and other personal evangelism trainings. SSPM Director

Strategy 1.9.30 To train youth at District level to run public evangelistic programs Youth Director
under “Elijah Project” initiative (formerly Voice of Youth).

Strategy 1.9.31 Provide Resources & Training to local churches to assist them in Children’s Ministry
running VBS (Vocational Bible School) and other holiday activities to
disciple children.

Strategy 1.9.32 Conduct workshops on how to start and run a Branch Sabbath School Children’s Ministry
and encourage every church to have at least one. SSPM Director

Strategy 1.9.33 Conduct “Purity” workshop for Ambassadors Clubs to enable them to Women’s Ministry
be a positive influence on other young people.

Strategy 1.9.34 Encourage every local church Women’s Ministry department to Women’s Ministry
conduct Cottage or Evangelistic Meeting at least twice per year.

Strategy 1.9.35 Provide resources for the inclusion of Family Life talks during Family Ministry
Evangelistic Programs.

AREA 2
ORGANISATIONAL DEVELOPMENT
Objective 2.1 Strengthening Adventist Ethos & Corporate Identity

Strategy 2.1.1 Encourage preachers to place greater emphasis on the Second Coming Ministerial Secretary
in sermon preparation.

Strategy 2.1.2 Assist Churches, Schools and other entities to display the Church Logo Communication Dir.
on their signage, buildings and stationary.

Strategy 2.1.3 Produce simple bible lessons/seminar on Fundamentals for training Ministerial Secretary
members.

Strategy 2.1.4 Implement the “Clean Village – Clean Heart” initiative to every local Health Director
church in Vanuatu Mission.

Strategy 2.1.5 Improve church appearance and care of buildings as a reflection of District Directors
the priority, value and pride we have in our Church, its message and Pastors
its mission.

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Strategy 2.1.6 Consider Architecture as an important reflection of Adventist identity Pastors/Principals
in the construction of new facilities.

Strategy 2.1.7 Invite leaders of other denominations to attend Mission, District and PARL
local church events to help them gain a better understanding of our
beliefs and appreciation for our corporate identity.

Strategy 2.1.8 To develop in each Church member the assurance of salvation Ministerial Secretary
through a balanced biblical understanding of the gospel and a Pastors
personal relationship with Jesus Christ.

Strategy 2.1.9 Introduce a compulsory prerequisite course on Adventist Ethos & Education Director
Philosophy of Education for all graduates of VIT intending to teach in Ministerial Secretary
the Adventist School System. President

Strategy 2.1.10 To provide regular in-service opportunities and resources to promote, Education Director
develop and maintain the special character of Adventist schools.

Strategy 2.1.11 Promote and uphold the Bible as the only rule of faith and practice in Ministerial Secretary
our personal and church life. Pastors

Strategy 2.1.12 Promote Annual Events that emphasise our special character and Ministerial Secretary
celebrate them in each local congregation: General Secretary
 Week of Prayer
 Spirit of Prophecy Day

Strategy 2.1.13 Teach Bible Study Series In Church to increase the understanding of Penama
fundamental beliefs.

Strategy 2.1.14 Promote Adventist Lifestyle through preaching and health talks Penama

Strategy 2.1.15 Write and translate an overview of the Adventist faith in Bislama. Ministerial Secretary

Strategy 2.1.16 Uphold uniforms of Youth Clubs & Dorcas Society as important part of Youth Director
corporate identity and to wear with pride. Community Services
Director

Strategy 2.1.17 Merchandise our corporate identity for purchase by church members Communication Dir.
to wear with pride.

Objective 2.2 Promoting Mission Wide Unity

Strategy 2.2.1 Promote Annual World Theme Officers

Communication Dir.
District Directors

Strategy 2.2.2 Conduct Mission Wide Events: Officers

Camp Meeting Departmental
Dorcas & Adventist Men’s Federation Directors
Pathfinder Camporee
Youth Congress

Strategy 2.2.3 Conduct District Wide / Provincial Events: District Director

Women’s Ministry Retreats

Page 27 of 50
 Youth Camp or Regional Day
Pathfinder Camp
District Meetings
Dorcas Federation
Adventist Men’s Federation
Family Ministry Camp

Strategy 2.2.4 Deliver well planned inspiring annual meetings in each district District Directors

Strategy 2.2.5 Celebrate the Centenary of the Adventist Church in Vanuatu in 2012. Executive

Strategy 2.2.6 Increase number of members attending district meeting through District Directors
promotion and quality programming.

Strategy 2.2.7 Annual Consultation and strategic planning with District & General Secretary
Departmental Directors

Strategy 2.2.8 Conduct Annual Ministers Meetings. Include wives and retired pastors Ministerial Secretary
on a regular basis.

Strategy 2.2.9 Conduct Quinquennial Workers Meetings for ministers, teachers, Ministerial Secretary
nurses and ancillary staff. Education Director

Strategy 2.2.10 Tour Australia and South Queensland Conference Camp Meeting with Sanma
a Choir in 2011.

Strategy 2.2.11 Register and authorize expatriate and Ni-Vanuatu supporting and Executive
para-church ministries within the territory of Vanuatu Mission. District Directors

Strategy 2.2.12 Foster good relationships between various ethnic and cultural groups Efate
and other denominations.

Strategy 2.2.13 Promote and facilitate partnerships with sister entities and personnel Global Mission Dir.
in South Queensland Conference.

Strategy 2.2.14 Create sister church relationships with other churches in Vanuatu and Efate
abroad. Global Mission Dir.

Strategy 2.2.15 Support and Coordinate cultural Provincial groups in their meetings to Efate
assist the work of the Mission in their home Province through special
projects/ freewill offerings/ togetherness/ strengthening of families
and the church.

Strategy 2.2.16 Visit independent Adventist Ministries such as Simbolo, Pango, Efate
Sorofanga. Where appropriate, open doors for fellowship,
cooperation and reconciliation.

Strategy 2.2.17 Continue to emphasise the value and importance of our boarding Education Director
schools as a way of developing lifelong relationships that draw our
Mission together and enable us to work more effectively together.

Objective 2.3 Developing Leadership

Strategy 2.3.1 Conduct leadership and training meetings for District Dorcas Women’s Ministry &

Page 28 of 50
 Federation Officers & Women’s Ministry Coordinators on a regular Community Services
basis.

Strategy 2.3.2 Conduct Quarterly District Elders Meeting and monthly Local Elders Ministerial Secretary
Meeting. District Directors

Strategy 2.3.3 Conduct National Elders Conference during next Quinquennium Ministerial Secretary

Strategy 2.3.4 Conduct Leadership Training and provide leadership resources in each Sanma
Zone:
Zone 1: Malo
Zone 2: South Santo
Zone 3: Luganville/Aore/East Santo
Zone 4: Big Bay/West Cost

Strategy 2.3.5 Work with the District Advisory Committee to develop a district wide District Directors
strategic plan to guide their activities.

Strategy 2.3.6 To equip church leaders and pastors to become trainers and mentors. Ministerial Secretary

Strategy 2.3.7 To assist local organised churches in develop simple strategic plans to District Directors
guide their annual activities. General Secretary

Strategy 2.3.8 Have each school board and principal develop a strategic plan to guide Education Director
their school’s future development over the next Quinquennium. General Secretary

Strategy 2.3.9 Continue holding Annual Leadership Cohort. General Secretary

Strategy 2.3.10 Mentor, train and resource District Directors as key leaders who Ministerial Secretary
connect our field and administrative work.

Strategy 2.3.11 Sponsor a new cohort to complete Master of Leadership & President
Management at Avondale College

Strategy 2.3.12 Provide training opportunities to develop the leadership of lay and Ministerial Secretary
clergy women. Women’s Ministry
Dir.

Strategy 2.3.13 Send 2 or 3 members to Aore Lay Training School each year. Torba

Strategy 2.3.14 Continue identifying and developing young leaders through boarding Principals
school programs.

Strategy 2.3.15 Encourage and facilitate continuity of leadership at Mission and Executive
District Level.

Strategy 2.3.16 Develop leaders and increase human resources by conducting training Youth Director
Master Guide, PLA & APLA Pathfinder Leadership Programs.

Objective 2.4 Improving Governance Practices

Strategy 2.4.1 Develop Local church governance training package for use in all local General Secretary
churches in the Mission.

Strategy 2.4.2 Conduct training for Church Clerks to help monitor and maintain General Secretary

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 Church Roles.

Strategy 2.4.3 Conduct training for Church Treasurers. CFO/Treasury

Strategy 2.4.4 Promote and encourage the participation and representation of Women’s Ministry
women in leadership positions and governances committees. General Secretary

Strategy 2.4.5 Ensure timeliness, accuracy and relevance of reports for Global Global Mission
Mission, One Day Church and VIA projects. Director

Objective 2.5 Developing and Managing Human Resources

Strategy 2.5.1 Conduct regular ministerial team meetings in each district to increase District Directors
cooperation, support, teamwork, accountability and provide Ministerial Secretary
opportunities for mentoring and the sharing of resources.

Strategy 2.5.2 Continue to improve the Ministerial reporting system to evaluate the Ministerial Secretary
effectiveness and implement regular performance appraisals with
ministers to assist their professional development.

Strategy 2.5.3 To establish a vocational training centre that may also include Ministerial Secretary
certified training for lay-ministers. Education Director

Strategy 2.5.4 Provide in-service training and resources for those involved in School, Ministerial Secretary
Prison and Hospital Chaplaincy. Education Director

Strategy 2.5.5 Implement HR policy and procedures in locally managed schools to General Secretary
ensure they comply with legislation and staff remuneration is Education Director
adequate.

Strategy 2.5.6 Conduct quarterly staff meeting at Mission Headquarters. General Secretary

Strategy 2.5.7 Introduce formal and regular performance appraisal for all workers. General Secretary

Strategy 2.5.8 Update and distribute Mission Staff Handbook and Office Manual. General Secretary

Strategy 2.5.9 Appoint two additional Departmental Secretaries Officers

Strategy 2.5.10 Appoint an Associate Ministerial Secretary or General Secretary Executive

Strategy 2.5.11 Encourage and recruit young people to attend Christian institutions Pastors
and train for denominational service in areas of need. Principals

Strategy 2.5.12 Facilitate social events for staff to fellowship together in order to build District Directors
teamwork, relationships and support. Social Committee
Ministerial Secretary
Principals

Strategy 2.5.13 Ensure that suitable succession plans are in place for all major General Secretary
leadership roles within the organisation. Executive

Strategy 2.5.14 Continue to develop and improve our education system as the Education Director
foundation for future human resources within Vanuatu Mission.

Strategy 2.5.15 Introduce a Ministerial League in High Schools to nurture young Chaplains

Page 30 of 50
 people with a burden and calling to full time ministry.

Strategy 2.5.16 Improve the scholarship and sponsorship application and selection General Secretary
procedures used to identify and select individuals for Advance study.

Strategy 2.5.17 Recruit future mission workers and promote mission work to families Ministerial Secretary
and young people. District Directors

Strategy 2.5.18 Develop a database of Adventist professionals and skilled workers General Secretary
willing to volunteer or work for the church.

Strategy 2.5.19 Introduce Career Counselling in all Adventist High Schools. Education Director
Principals

Strategy 2.5.20 Conduct training for Global Mission Pioneers and Bible Workers. Global Mission
Director

Objective 2.6 Expanding Communication & Media

Strategy 2.6.1 Produce a Quarterly news and promotional DVD for distribution to Communication Dir.
each church in Vanuatu & South Queensland Conference

Strategy 2.6.2 Produce Quarterly Church News Letter Penama

Strategy 2.6.3 Produce Monthly Mission Bulletin Communication Dir.

Strategy 2.6.4 Develop a stronger district wide communication system. Tafea

Strategy 2.6.5 Improve & utilise transportation and technology to give members and Tafea
leaders better access to information.

Strategy 2.6.6 Translate SS Lesson into Bislama SSPM Director

Strategy 2.6.7 Appoint a full time Communication Director or specialized person to Executive
work under the Director to deliver better service and expand the work
of the Corporate Communication, Adventist News & Media
Production, Hope Channel, Web & Radio Ministry.

Strategy 2.6.8 Increase the number of books and evangelistic resources available in Book Centre
French. SSPM Director
Ministerial Secretary

Strategy 2.6.9 Produce DVD featuring local singing groups from each District. Communication Dir.

Strategy 2.6.10 Build cooperative working relationships and networks with Adventist Efate
and Non-Adventist government employees, and visit
parliamentarians.

Strategy 2.6.11 Participate in Vanuatu Christian Council (VCC) and build respectful Efate
relations with other denominations. PARL Director

Strategy 2.6.12 Find ways to effectively market the church to the general public. Communication Dir.

Strategy 2.6.13 Continue implementation process for rebroadcast and eventually local Communication Dir.

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 and live content for Hope TV and Radio in Vanuatu.

Strategy 2.6.14 Expand and Develop Web Ministry in local churches and schools by Communication Dir.
conducting training and maintaining an engaging, relevant and up to
date mission web page.

Strategy 2.6.15 Distribute “Gracelinked” and “Going Places” Newsletters for Children’s Ministries
Children’s & Women’s Ministries. Women’s Ministries

Objective 2.7 Building Infrastructure & Technology

Strategy 2.7.1 Establish a District Office in each District to be funded by the local District Directors
district withy subsidy from Vanuatu Mission.

Strategy 2.7.2 Ensure that all permanent staff houses are adequately maintained CFO
and furnished. General Secretary

Strategy 2.7.3 Establish a benchmark for semi-permanent housing for ministers and Ministerial Secretary
begin upgrading houses to this standard in partnership with local
churches.

Strategy 2.7.4 Purchase land and establish a Mission Campground. Executive

Strategy 2.7.5 Secure land and funding for South Pacific Division sponsored Executive
auditorium for worship, conferences, evangelism, worship services
and recreational activities.

Strategy 2.7.6 Maintain and present our church & school buildings and grounds to
glorify God and leave a lasting impression on visitors.

Strategy 2.7.7 Have a PA system, inverter generator, and data projector in each District Directors
district for evangelistic, youth and district events. Ministerial Secretary

Strategy 2.7.8 Encourage each major church to have a PA system for use in Sanma
evangelism and other church events.

Strategy 2.7.9 Complete unfinished churches and maintain buildings to a good Sanma
standard.

Strategy 2.7.10 Implement a funding scheme to assist ministers in purchasing laptop Ministerial Secretary
computers, data projectors, cameras, or PA systems for use in CFO
ministry & evangelism.

Strategy 2.7.11 Conduct audit of all property and ensure that suitable leases, titles or General Secretary
custom agreements are in place. Review valuation and insurance
provisions for all infrastructure.

Strategy 2.7.12 Investigate ways of assisting ministers work related travel including Ministerial Secretary
the provision of travel allowances, motorbikes or other appropriate General Secretary
transport. CFO

Strategy 2.7.13 Complete Construction of District Office and Compound. Malekula

Strategy 2.7.14 Construct a district recreation centre/auditorium in Sarakata. Sanma

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Strategy 2.7.15 Build new church buildings on Merelava, Mota, Ureparapara, Rah Torba
Island, and at Freshwind and Telvel on Motalava to accommodate
new members in TORBA Province.

Strategy 2.7.16 Build a church building for English Speaking Church. Efate

Strategy 2.7.17 Complete construction of unfinished church buildings. Efate

Strategy 2.7.18 Develop master plan for Nambatu & Epauto compounds. Officers

Strategy 2.7.19 Make corporate email available to all staff with internet access. IT Manager

Strategy 2.7.20 Ensure schools are equipped with suitable power source, audio visual Principals
equipment and other technologies.

Strategy 2.7.21 Involve Adventist Men in building and fundraising projects to Community Services
complete unfinished churches and develop our school facilities.

Objective 2.8 Maintaining Accountability

Strategy 2.8.1 Train church clerks to keep accurate records and submit regular General Secretary
reports.

Strategy 2.8.2 Develop family profiles to supplement individual membership details. Tafea

Strategy 2.8.3 Develop family profiles as well as individual membership details in Sanma
Sarakata, Sapi & Pepsi Churches.

Strategy 2.8.4 Have Local Church Officers create filing system and room to store all Ampa
church records including Treasurers and Clerks records.

Strategy 2.8.5 Make provision for local administrative record keeping to be stored at General Secretary
each district office. District Directors

Strategy 2.8.6 Develop an integrated reporting system for all ministers and local General Secretary
church departments to monitor progress and analyse snapshots of
local churches, parish clusters, districts and the Mission as a whole.
To be used as basis for evaluation and planning.

Strategy 2.8.7 Conduct District Wide Treasurer’s workshops Sanma

Strategy 2.8.8 Work with District Directors, Pastors and local church treasurers to Treasury
ensure Tithes & Offerings and all Church Finance Reports are
submitted promptly.

Strategy 2.8.9 Conduct an Audit of church rolls in Vanuatu Mission to accurately General Secretary
determine how many active members there are in the Church.

Strategy 2.8.10 Review and advise staff regarding Professional Standards and General Secretary
Discipline Procedures.

Strategy 2.8.11 Ensure the Mission delivers a report of its activities at each District General Secretary
Meeting. CFO
Communication Dir.

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Strategy 2.8.12 Have local school boards regularly report to their constituent Education Director
churches and National Adventist Board of Education District Directors
Principals

Strategy 2.8.13 Introduce a system for regular auditing of local district, church and Treasury
school accounts.

Strategy 2.8.14 Introduce guidelines and procedures for local churches, schools and Family Ministries
missions to improve “Safe Place” practices and raise awareness of Children’s Ministries
Child Protection procedures. General Secretary

Objective 2.9 Achieving Financial Sustainability

Strategy 2.9.1 Establish a District Bank Account (SDA Church- name District) for the District Directors
disbursement of mission funds, the operating of district activities and CFO
the establishment of district land and office buildings. To be audited
by the CFO on a regular basis.

Strategy 2.9.2 Increase Tithe & Offerings by 35% during the next Quinquennium. CFO
Stewardship Dir.

Strategy 2.9.3 Collect four nationwide offerings each year to help fund auditorium CFO
and campground.

Strategy 2.9.4 Establish strong financial support from members from the Tafea Tafea
District who live in Port Vila & New Caledonia.

Strategy 2.9.5 To hold a Stewardship Emphasis day in every church on the 2nd week Sanma
of each month during 2010 & 2011.

Strategy 2.9.6 Give quarterly report on the tithe and offering contribution of each Sanma
church in the Sanma province with a view to raising awareness,
accountability and increasing T&O.

Strategy 2.9.7 Collect two special offerings in 2010 and 2011 to help fund district Sanma
recreation centre/auditorium and also seek outside donors.

Strategy 2.9.8 Investigate ways to establish income generating projects for the local Torba
church and its members.

Strategy 2.9.9 Increase tithe and offerings by 20%. Penama

Strategy 2.9.10 Assist schools to develop a financial plan to become sustainable and Education Finance
viable, including the development of income generating projects.

Objective 2.10 Adapting Our Structure for Efficiency & Effectiveness

Strategy 2.10.1 Establishing a District Advisory body in each district to assist the District Directors
District Director in overseeing and coordinating the ministry of various
departments on a District Level. May include:
 Dorcas Federation President
 District Youth Coordinator
 Pathfinder District Director
 Adventist Men President

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  Children Ministry Coordinator
 Women’s Ministry Coordinator
 Family Ministry Coordinator
 Pastors/Ministers
 Zone/Area Representative Leader/Elder
 District Representative on Mission Executive

Strategy 2.10.2 Where appropriate re-establish departmental advisory boards for Executive
each Mission Department.

Strategy 2.10.3 Reintroduce an effective Board of Education to assist the Mission Executive
Executive in overseeing and developing the Adventist Education Education Dir.
System and Administering the SDA Education Authority.

AREA 3
CHURCH GROWTH
Objective 3.1 Growing Membership

Strategy 3.1.1 Growth: to increase our combined average baptism and profession of Ministerial Secretary
faith rate from 3% to 7%. (100 members to make 7 new members per District Directors
year) Pastors

Decline: to reduce our combined apostasy & missing rate from 1.2% to
0.75% (Only loose 3 members in every 400)

Membership Target: Thereby increasing to 30,000 members by 2020

or approx 13% of Vanuatu’s population.

Strategy 3.1.2 Baptise 200 members in 2010 Ampa

Strategy 3.1.3 Add 100 new members in 2010 Tafea

Strategy 3.1.4 Baptise 2000 new members during the next Quinquennium Malekula

Strategy 3.1.5 Reduce Apostasy in 2010 by conducting: Torba

1. Visitors day & welcome home programs
2. 28 Fundamental Study / Amazing Facts Seminar
3. Revelation / Prophecy Seminar
4. Leadership Training & Spiritual Gifts Seminar

Strategy 3.1.6 Bptise 400 members per year: Sanma

Luganville: 205 baptisms per year
Malo: 50
Fanafo/East Santo: 40
South Santo: 40
Big Bay/Inland: 20
Aore/Tutuba: 30
Unap/West Coast: 15

Strategy 3.1.7 Reduce Apostasy in 2010 by conducting or establishing: Sanma

 Family Worship Seminars
 Welcome Home Programs

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  Home Evangelism Program
 Small Group Ministry

Strategy 3.1.8 Net membership growth of 20% per year during next Quinquennium: Penama
Increase of 149 in first year from 743 to 891 total members.

Strategy 3.1.9 Reduced membership loss by 50% Penama

Objective 3.2 Growing Pastoral Staff

Strategy 3.2.1 Increase the number of Diploma or Degree trained ministers in the Ministerial Secretary
field from 19 out of 62 or 30% to 50% by 2015. CFO

Strategy 3.2.2 Increase the total number of ministerial workers in the mission from Executive
66 to 80 by 2015

Strategy 3.2.3 Increase the number of new theology students enrolling at District Directors
Fulton/PAU to 6 per year. Ministerial Secretary

Strategy 3.2.4 Increase the average number of baptisms per minister to 15 per year. Ministerial Secretary

Strategy 3.2.5 Have one minister per church. Tafea

Strategy 3.2.6 Have three ordained pastors in Malekula at Lakatoro (Central), Malekula.
Maluabay (North West) and Farun (South West).

Strategy 3.2.7 Fund additional Bible Workers. Torba

Objective 3.3 Growing Churches

Strategy 3.3.1 Increase the number of Organised Churches from 60 to 100 by end of Officers
2011. District Directors

Strategy 3.3.2 Strengthen half of the existing “congregations” so they can become District Directors
recognised “companies” by 2015.

Strategy 3.3.3 Plant 100 new congregations by 2015 Ministerial Secretary

District Directors

Strategy 3.3.4 Plant 10 new churches focussing on the South & South West Malekula

Strategy 3.3.5 Organise 10 Company churches into Organised Churches. Malekula

Strategy 3.3.6 Establish new ministries to English Speaking, Francophone and Officers
Chinese residents of Port Vila by 2015.

Strategy 3.3.7 Establish 5 new company churches by 2015: Sanma

South Santo: 2
Fanafo/East Santo: 1
Big Bay/Inland: 1
Malo: 1

Strategy 3.3.8 Organize 4 company churches by 2015 Sanma

Objective 3.4 Growing Schools & Education System (new schools, new classes, new

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 teachers

Strategy 3.4.1 Grow the recently re-established PENAMA Adventist College at Penama
Redcliff.

Strategy 3.4.2 Develop a marketing & promotional campaign to members and the Education Director
public for Adventist Schools in Vanuatu. Communication Dir.

Strategy 3.4.3 Establish Pathfinder Clubs in every Adventist High School. Principals
Youth Director

Strategy 3.4.4 Continue Teacher’s Upgrading program to develop untrained Education Director
teachers, improve teaching skills, and prepare them for further study.

Strategy 3.4.5 Provide Advanced Study opportunities for teachers to increase the General Secretary
quality of our staff, school administration, and to fill specialised
curriculum needs.

Strategy 3.4.6 Recruit students to study teaching at PAU or Fulton to meet future Education Director
staffing needs of Vanuatu Mission. Principals

Strategy 3.4.7 Establish Adventist Schools in TORBA Province, starting with further Torba
development of Matafanga and establishment of school at Singeralav. Education Director

Strategy 3.4.8 Establish Adventist Schools on Ambrym & Paama and reopen Schools Ampa
that have closed in recent years.

Strategy 3.4.9 Improve and upgrade school facilities by building new classrooms and District Directors
repairing all existing school buildings. Principals
Education Director

Strategy 3.4.10 Develop clear strategy for establishment of new schools at Primary, Board of Education/
Junior Secondary & Senior High School levels Executive

Strategy 3.4.11 Promote Adventist Education as a priority for local churches in order Officers/Principals/
to develop ownership and commitment. District Directors

Strategy 3.4.12 Assist schools to develop viable and sustainable income producing Education Director
activities in order to fund better facilities and resources.

Strategy 3.4.13 Develop Malua Bay School into a Year 7-10 Junior Secondary School as Malekula
a feeder for Aore Adventist Academy.

Strategy 3.4.14 Establish a K-6 School in South Santo by 2015 Sanma

Strategy 3.4.15 Register Malau School, Big Bay under the SDA Education Authority by Sanma
2015.

Strategy 3.4.16 Promote Adventist Education within the Church & Community during Sanma
2010-2011.

Strategy 3.4.17 Promote and foster commitment to Adventist Education by members Efate
in Efate.

Strategy 3.4.18 Renegotiate MOU with Ministry of Education Education Director

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 President Executive

Objective 3.5 Growing Health Services

Strategy 3.5.1 Establish new aid posts and clinics in areas of need including urban Health Director
areas and remote rural areas.

Strategy 3.5.2 Upgrade Status of each aid post or clinic. Health Director

Strategy 3.5.3 Renew MOU with Government for each clinic on time. Health Director

Strategy 3.5.4 Establish a new clinic in West Coast Santo by 2015 Sanma

Strategy 3.5.5 Encourage local churches to establish and sponsor an Aid Post. Health Director

Strategy 3.5.6 Train more health workers including the mission sponsorship of 6 Health Director
nurses at Atoifi College commencing 2011-2013.

Strategy 3.5.7 Investigate the possibility of Vanuatu Mission owning and operating Health Director
larger health service facilities.

Objective 3.6 Growing ADRA Program

Strategy 3.6.1 See ADRA Vanuatu Strategic Plan

Objective 3.7 Growing Literature Ministry

Strategy 3.7.1 See HHES (Home Health Education Service) and SPD Publishing
Ministry Strategic Plans.

Objective 3.8 Achieving Conference Status

Strategy 3.8.1 Establish a timeline with Key Performance Indicators for achieving General Secretary
“Conference Status” by the end of the next quinquennium.

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 TERMS OF REFERENCE
The strategic plan of Vanuatu Mission is a working document. Regular review and changes can be
expected. The General Secretary will be responsible for coordinating the Strategic Planning
Activities of the Mission and the dissemination of the strategic plan. However each Officer,
Departmental and District Director is personally responsible for the implementation of their
Strategies and Activity Plans.

Implementation
Each Strategy is to be assigned to key personnel or entities that have responsibility to prepare an
Activity or Action Plan. They are to report to the Goal Leader & General Secretary on the progress,
completion and outcome of each Activity as it contributes to the overall plan.

Monitoring
A “Goal Leader” should be assigned to each Objective to monitor the implementation of each
strategy under that Objective.

Quarterly Review
Should be undertaken by each department and entity to plan and implement its activities and
evaluates its progress. Progress reports will be made at each Executive Committee.

Annual Review & Evaluation

Should be undertaken by a joint meeting of the Officers, Departmental Directors and District
Directors. The Executive Committee should also have input. This review should contribute to
intentional planning for the year ahead including mission calendar budget.

Annual Report
Year End Executive should receive a detailed report identifying areas of success as well as those
areas in which progress has not been made. Recommendations for significant changes to the
strategic should be received by the Executive Committee.

District Meetings
At least one meeting session at each district meeting should be devoted to promoting, explaining
and developing the strategic plan. This will include presentation and reports by Mission
Representatives and planning activities by the District Director for his local district.

Quinquennial Session
A comprehensive report should be submitted to the General Session at the end of 5 years.

Page 39 of 50
 ACTIVITY ACTION PLAN
Area: When will implementation begin? Who is Responsible?
Objective:
What is the expected completion date?
Strategy: How will the outcomes be measured? Who else needs to be involved?

Date/Venue: Cost:
Step 1:

Step 2:

Step 3:

Step 4:

Step 5:

Step 6:

Step 7:

Step 8:

Total Cost:
Progress & Evaluation

Page 40 of 50
 APPENDICES
1. South Pacific Division Strategic Priorities
2. Trans Pacific Union Strategic Priorities
3. South Pacific Division Health Department Strategic Plan
4. Seventh-day Adventist Church World Statistics

Page 41 of 50
 Appendix 1: South Pacific Division Strategic Priorities
Reach Up
1. To develop in every individual a
personal relationship with their God
through personal Bible study and
prayer
2. To intentionally cultivate spiritual
renewal through the presence and
power of the Holy Spirit
3. To develop contextual worship
practices that are built on biblical
principles and Seventh-day Adventist
foundations
4. To inspire, equip and support disciples
for spiritual growth, mission and acts of
loving service
5. To refocus on being a Church that is
known and respected for its sound
Biblical understanding and teaching
Page 42 of 50
Reach Across
1. To be a unified church characterised by
loving relationships
2. To invest time and resources in the
development of effective leaders
3. To utilise the talents of everyone in the
functions of the church, encouraging
innovation, creativity and commitment
4. To intentionally build cross cultural and
cross generational communities of believers
5. To foster leadership cohesiveness across all
entities within the Church
6. To model servant leadership
7. To promote and develop a stronger culture
of ownership, responsibility and
accountability within the Church
8. To improve the efficiency and effectiveness
of organisation operations and structures
that serve the church and its mission
9. To ensure that resources are allocated in
alignment with organisation strategic
priorities
Reach Out
1. To refocus every member, church
employee and entity on the mission of
the Church as our first priority
2. To clearly state ,reinforce and promote
an understanding and enthusiasm for our
distinctive Adventist message and
mission
3. To utilise available electronic, print and
visual media to share the message and
fulfil the mission of the Church.
4. To develop the desire and capacity of
everyone to share their faith and serve
others
5. To actively nurture the reputation of the
church and its associated entities in the
community
6. To build the capacity of all entities to
understand and respond effectively to
the physical, social, emotional and
spiritual needs of their communities
7. To develop a culture that values meeting
human needs in the community
8. To extend the range of services that
provide effective support, nurture and
healing for the needy
9. To create a church of 500,000 disciples
by 2015
 Appendix 2: Trans Pacific Union Strategic Priorities
Reach Up Reach Across
Objective 6:
Objective 1:
Unity in the Church through loving relationships that
To develop in each Church member the
strengthens cross cultural and cross generational
assurance of salvation that comes through
communities of believers and fosters cohesive
a personal relationship with the Lord and
leadership across all entities within the Church
the spiritual renewal that the presence of
the Holy Spirit brings.
Objective 7:
Developing worship practices built on biblical
principles and the Seventh-day Adventist
foundations that take into account cultural contexts
and generational differences.
Reach Out
Objective 2:
Creating enthusiasm by refocusing members
on the Mission of the Adventist Church by
promoting an understanding of the distinctive
message and mission of the Church.
Objective 3:
Encouraging Community Involvement by
church members through the development of
their capacity to share their faith through
personal witnessing and in the service of
others
Objective 4:
Encouraging all Adventist Churches to hold at
least one Evangelistic event each year and
support outreach by the youth of the Church
Objective 5:
Fulfilling the Mission of the Adventist Church
by utilizing electronic, print and audio visual
media as a means of sharing its message.
Page 43 of 50
 Appendix 3: SPD Health Strategy

Adopt a clinic Health professionals HIV/AIDS Nutrition Resilience

Health Promoting Churches (HPC)

Understanding Health – Clean Village-clean heart Health Outreach

Adventist Health philosophy
Resource development
•HPC manual
Development of a comprehensive data base
Training
- Church leaders
- Pastors
- Church Health Secretaries
- Laymen
- Villages/Communities
- Church members
- PAU Public Health –
Graduate Diploma
Resource development
Audit/Survey (Villages/communities) •Nutrition manual
Environmental health Issues/needs •Island health course
(To utilize Health professionals/Pastors/ •Betty’s clinic series
Ministers/laymen ) •PPT presentations
- drugs
- alcohol
- 8 remedies
- Creation Health
•“Just a little ”… series
- Mission by Mission.
•HPC manual
Intervention strategy
Training
- Pastors
Villages/Community Government - Health Secretaries
Church
- Laymen
-Villages/Communities
Role Role Role

Page 44 of 50
 Appendix 4: ADRA Vanuatu Strategic Plan
Background Information
The ADRA Vanuatu Strategic Plan was developed during May, 2010. The plan was developed through
the active participation of key stakeholders from ADRA South Pacific, Vanuatu SDA Mission, and ADRA
Vanuatu. As such the plan is considered representative of the collective views and intent of ADRA
Vanuatu’s stakeholders.

As both an ADRA office and a Vanuatu Mission entity, ADRA Vanuatu’s strategies reference and are
coherent with the strategies of both the Vanuatu SDA Mission and the ADRA Network.

Beliefs
ADRA Vanuatu adopts the beliefs of the ADRA Network believing:
1. That through humanitarian acts we make known the just, merciful and loving character of
God.
2. That to work with those in need is an expression of our love for God.
3. That the compassionate ministry of Jesus is its own abundant motive and reward.
4. That we are an agency of change and an instrument of grace and providence.
5. In expressing concern, compassion and empathy through our work.
6. That equitable partnership with those in need will result in sustainable change.
7. That age, gender, race, culture and families enrich the communities with whom we work,
and are assets to be respected and affirmed.
8. In non-discrimination and respect for differences, accepting people as equals regardless of
race, ethnicity, gender, political or religious affiliation.
9. In participatory development which utilizes both men and women’s capabilities and provides
equal opportunity to individuals of differing ethnic, religious and cultural backgrounds.
10. That all people have the fundamental right to care, basic goods, and services.
11. That all persons, especially children, have the right to a life of opportunity and the freedom
to choose their own future.
12. In enabling partners to create participatory and sustainable community structures for
information sharing and civil engagement.
13. That all resources, opportunities, and advantages are gifts, which must be managed
responsibly.
14. That all people, in particular women and children, have the right to protection and a life free
from violence, sexual exploitation and all other forms of abuse.
15. In demonstrating integrity and transparency in our work at every level.

Operating Principles
ADRA Vanuatu adopts the Operating Principles of the ADRA network:
1. ADRA decisions and strategies are consistent with its beliefs, mission, and vision.
2. ADRA demonstrates respect for diversity treating people with equality regardless of race,
ethnicity, gender, economic, political, or religious differences.
3. ADRA is active in civil society, engaging in appropriate and empowering partnerships to identify,
facilitate and effect durable solutions to human needs.
4. ADRA conducts its operations and delivers its programs with environmental sensitivity.
5. ADRA documents and applies operational learning to enhance individual and organizational
effectiveness and innovation.
6. ADRA maintains a work environment and systems that enable staff to achieve
professional, personal, and spiritual growth.

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 7. ADRA practices the highest principles of transparency and integrity; adheres to
professional standards and requirements, and demonstrates fiscal and legal responsibility
by implementing rigorous control and compliance systems.
8. ADRA enlarges its resource base to meet humanitarian needs, in accordance with managerial,
technical, and organizational capacities.
9. ADRA shares plans, information, resources, and learning within the Network enhancing
efficiency, effectiveness, and flexibility.
10. ADRA advocates for the basic rights of the people with whom it works empowering them to
speak for themselves.

Identity
The Adventist Development and Relief Agency (ADRA) Vanuatu is part of a global organisation of the
Seventh-day Adventist Church that demonstrates God’s love and compassion.

Mission
ADRA Vanuatu works with people in poverty and distress to create just and positive change through
empowering partnerships and responsible action.

Vision
To be a professional and effective agency that reaches across boundaries through sustainable
partnerships to empower communities to make a positive change

Strategic Priorities

Maintains and develops effective partnerships with all key stakeholders

 By 2012 ADRA Vanuatu has identified and formed partnerships with four major donors to
ensure a diversified funding base
 By 2012 ADRA Vanuatu has formed an amicable working relationship with the government
of Vanuatu
 By 2012 ADRA Vanuatu has established links with and participates in NGO network forums
and committees
 By 2012 ADRA Vanuatu has identified and engaged partnerships with new communities
 By 2012 ADRA Vanuatu has engaged the support and expertise of all relevant departments
of the SDA Church with the core program of ADRA

Develops effective management systems, polices, tools and resources

 By 2012 ADRA Vanuatu will have completed and implemented an agency infrastructure and
capital development plan
 By 2012 ADRA Vanuatu has implemented management systems and policies in accordance
with best practice for NGO’s and in harmony with Church guidelines and protocols
 By 2010 ADRA Vanuatu will have developed an organizational risk matrix

Facilitates the capacity building and growth of its human resources

 By 2012 ADRA Vanuatu has established and implemented a strong mentoring program with
staff enabling them to find satisfaction and fulfillment in their job and find work life balance
 By 2012 ADRA Vanuatu has established and implemented a leadership and career
development program
 By 2012 ADRA Vanuatu has educated and trained the Board of Management regarding the
work of the agency and in the area of governance
Develops and manages innovative, participatory, effective and efficient programs
 Within one year ADRA Vanuatu has identified and developed a strategic program framework
 By 2012 ADRA Vanuatu will be implementing three diversified projects concurrently

Strategic Themes
Each of ADRA Vanuatu’s strategic priorities relates to one or more of the strategic themes of the
General Conference of the Seventh-day Adventist Church, the strategic priorities of the Vanuatu SDA
Mission, the preferred futures of the ADRA Network, and the strategic priorities of ADRA South
Pacific. These relationships are described in the table below:

General
REACH ACROSS REACH OUT
Conference
 Personal growth and nurture  Service
Vanuatu
 Equipping for ministry
Mission
 Healthy and balanced lifestyle
 ADRA practices a biblical view of  ADRA is recognized for its integrity,
social responsibility and deepens the quality, excellence, effectiveness, and
Seventh-day Adventist Church’s agility in its programs and operations
understanding of and engagement in  ADRA utilizes effective partnerships
faith-based social action with target communities and other
ADRA
 ADRA balances the strengths of stakeholders in order to achieve
Network
global identity and standardization programmatic success
with the agility of local initiative
 ADRA has a committed and qualified
workforce and invests in employee
satisfaction and growth
 Build the capacity of ADRA leaders in  Coordinate communication and
the South Pacific sharing of resources between ADRA
ADRA South
 Facilitate the assessment and country offices in the South Pacific
Pacific
licensing of ADRA offices in the South 
Pacific
 Develops effective management  Maintains and develops effective
systems, polices, tools and resources partnerships with all key
ADRA  Facilitates the capacity building and stakeholders
Vanuatu growth of its human resources  Develops and manages innovative,
participatory, effective and efficient
programs

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 Appendix 5: Seventh-day Adventist Church World Statistics
The following Statistics are as of December 31, 2008

Churches, Companies, Membership

Churches ......................................................................................................... 65,961
Companies ...................................................................................................... 62,430
Church Membership .................................................................................. 15,921,408
Total Accessions ......................................................................................... 1,033,534
Baptisms ...................................................................................................... 1,005,720
Professions of Faith .......................................................................................... 27,814
Ordained Ministers, Active ................................................................................ 16,615
Total Active Employees .................................................................................. 205,083

Mission to the World

Countries and Areas of the World as Recognized by the United Nations ............. 232
Countries and Areas of the World in Which Adventist Work is Established .......... 203
Languages Used in Seventh-day Adventist Publications and Oral Work .............. 891
Divisions .................................................................................................................. 13
Union Conferences and Missions .......................................................................... 112
Local Conferences and Missions ........................................................................... 572

Educational Program
Tertiary Institutions ................................................................................................ 111
Worker Training Institutions ..................................................................................... 45
Secondary Schools ............................................................................................. 1,678
Primary Schools .................................................................................................. 5,763
Total Enrolment ........................................................................................... 1,545,464
Tertiary Institutions ......................................................................................... 116,171
Worker Training Institutions ................................................................................ 6,857
Secondary Schools ......................................................................................... 433,397
Primary Schools .............................................................................................. 989,039

Food Industries ...................................................................................................... 23

Healthcare Ministry
Hospitals and Sanitariums ..................................................................................... 171
Nursing Homes and Retirement Centres ............................................................... 129
Clinics and Dispensaries ....................................................................................... 429
Orphanages and Children’s Homes ......................................................................... 33
Airplanes and Medical Launches ............................................................................. 10
Outpatient Visits ......................................................................................... 14,997,107

Media Centres ........................................................................................................ 11

Publishing Work
Publishing Houses and Branches ............................................................................ 61
Literature Evangelists, Credentialed and Licensed ............................................ 7,048
Languages Used in Publications ........................................................................... 369

Sabbath Schools
Sabbath Schools ............................................................................................. 133,191
Sabbath School Membership...................................................................... 20,295,344

Contributions ........................................................................................In US Dollars

Tithe .................................................................................................... $1,929,768,053
Tithe Per Capita .............................................................................................. $125.24
Sabbath School Mission Offerings ........................................................... $60,646,884
Ingathering ............................................................................................... $11,042,717
Total Tithe and Offerings ...................................................................... 2,627,027,513
Total Tithe and Offerings Per Capita .............................................................. $170.50

Adventist Development and Relief Agency International (ADRA)

Countries and Areas of the World Where ADRA is Involved* ................................ 116
Total Projects Funded* ....................................................................................... 2,242
Development* ..................................................................................................... 1,473
Relief* .................................................................................................................... 769
Beneficiaries of Project* ............................................................................. 35,777,678
Total Value of Aid* ................................................................................. $347,397,340
(*Supporting and Implementing)

Prepared by the
Office of Archives and Statistics
General Conference of Seventh-day Adventists
Updated November 13, 2009
P:\APPS\AST\GenStats\Files\ProjectsToDo\2007\SDAWorldChurchStats

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 Seventh-day Adventist Church (Vanuatu) Ltd.
PO Box 85, Port Vila Maine Road, Nambatu (Behind Au Bon Marche)
Phone: +678 22157 Fax: +678 23655 Email: vilahq@adventist.org.vu

Funded by AusAid’s Vanuatu Church Partnership Project in cooperation with

ADRA Australia, ADRA Vanuatu and the Vanuatu Council of Churches.