Anda di halaman 1dari 50

SEVENTH-DAY ADVENTIST CHURCH

VANUATU MISSION
STRATEGIC PLAN 2010-2015


Page 2 of 50

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
Page 3 of 50

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


Page 4 of 50

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
Whats 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 Vanuatus 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 NGOs 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.

Page 5 of 50

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 Gods 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 churchs mission. At its heart
the Seventh-day Adventist church is a missionary movement.
Page 6 of 50

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 doesnt 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
Childrens Ministry
Communication
Community Services
Education
Family Life
Global Mission
Health
Sabbath School & Personal
Ministries
Public Affairs and Religious
Liberty
Stewardship
Womens Ministries
Youth Ministry &
Pathfinders
Treasury
Information
Technology
Volunteers in Action
Adventist Volunteer
Services
Hope Book Centre
Home Health
Education Service &
Literature Evangelism
Ministerial
Association &
Partners in Ministry

Adventist
Development &
Relief Agency
(ADRA) Vanuatu

Page 7 of 50

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
Page 8 of 50

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 Gods 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 angels messages of
Revelation 14:
The Gospel & Gods 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
Gods 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.
Page 9 of 50

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 dont 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 Gods 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




Page 10 of 50

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 peoples 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 Gods 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.
Page 11 of 50


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
peoples 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 WEAKNESSES
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
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.
Page 12 of 50

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 ministers 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
Womens prayer ministries
Small group ministries
Social gatherings like youth camps, Dorcas Federations,
Church picnics,
Church retreats womens, 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





Page 13 of 50

OPPORTUNITIES CHALLENGES
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.
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


Page 14 of 50

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 Christs mission first, inviting all peoples to
fellowship and making a difference through service to the community.


Page 15 of 50

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

AREA 1
HOLISTIC DISCIPLESHIP


Reach Up

Objective 1.1 Spirituality
Strategy 1.1.1 Celebrate International Day of Prayer & Annual Family Week of Prayer
in every local church.
Prayer Ministry
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 &
School.
District Directors
Principals
Strategy 1.1.4 Promote study of Sabbath School Lesson to strengthen spirituality of
church. Increase number of pamphlets being sold by 25% as an
indicator of more active daily bible study by members by improving
the work of Local SS Superintendents and Book Centre Secretaries &
ordering of the Book Centre.
SSPM Director
Book Centre
District Directors
Strategy 1.1.5 To reintroduce and promote the use of the Youth Sabbath School
Lesson.
Youth Department
SSPM Director
Book Centre
Strategy 1.1.6 Conduct workshops on spiritual formation to help members grow in
their relationship with God.
Prayer Ministry
Coordinator
Strategy 1.1.7 Conduct workshop to equip parents to run family worship in the
home.
Family Ministries
Page 16 of 50

Strategy 1.1.8 Involve Teaching staff in local schools in mission wide spiritual retreats
and make personal spiritual growth a priority during in-service events.
Education Director
Strategy 1.1.9 Conduct revival meetings each quarter in every local church and
company.
Malekula

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,
worship, week of spiritual emphasis. Further to develop instrument
to measure spiritual health of school.
Education Director
Strategy 1.1.12 Introduce and promote Bible reading plan to promote the reading and
study of scripture.
SSPM Director
Strategy 1.1.13 Promote the memorisation of scripture by strengthening the Memory
Gem activity in AYs and Pathfinder programs.
Youth Director
Strategy 1.1.14 Hold First National Adventist Mens Conference in 2011 Community Services
Strategy 1.1.15 Hold 3
rd
National Womens Ministry Conference in 2015 Womens Ministry
Strategy 1.1.16 Promote and assist Spiritual Retreats for Adventist Men & Women Womens Ministry &
Community Services
Strategy 1.1.17 Intentionally provide opportunities and resources for the spiritual
formation of Pastors, Ministers & Elders.
Ministerial Secretary
Objective 1.2 Worship
Strategy 1.2.1 To conduct a mission wide worship conference during the next
Quinquennium in order to train worship leaders and trainers to
conduct training in local churches.
Institute of Worship
Strategy 1.2.2 To conduct a district worship seminar during the next Quinquennium
in order to train Elders & worship leaders to improve worship ministry
in their local churches.
Sanma
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
can be formed and goals for increasing attendance can be set.
General Secretary
Strategy 1.2.5 Provide ideas and resources to local church Pastors and leaders to
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.
Institute of Worship
Strategy 1.2.6 Provide a template including key mission dates and days of emphasis
that Pastors and Elders can use to work together to intentionally plan
their sermonic year.
Ministerial Secretary
Strategy 1.2.7 For Pastors to preach quarterly on themes of worship and lordship in Ministerial Secretary
Page 17 of 50

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 Childrens
Corner in every worship service.
Childrens Ministry
Director
Strategy 1.2.10 Facilitate the writing of praise and worship songs by church members
for use across the mission.
Institute of Worship
Communication Dir.
Strategy 1.2.11 Promote & Encourage the inclusion of Childrens Story in worship
services and advise of available resources at Hope Book Centre.
Childrens Ministry
Strategy 1.2.12 Promote & Support the celebration of Childrens Week of Prayer or
Week of Praise & Joy.
Childrens Ministry
Objective 1.3 Stewardship
Strategy 1.3.1 Conduct a Stewardship Conference for pastors and local church
stewardship leaders during the next Quinquennium.
Stewardship Dir.
Strategy 1.3.2 Develop and distribute sermon, Bible study, and seminar resources on
holistic and financial stewardship.
Stewardship Dir.
Strategy 1.3.3 Conduct District Itinerary for Stewardship Seminars twice a year by
2015.
Sanma
Strategy 1.3.4 Organise a 3 week program to be held in six places each year in order
to promote and encourage the concept of stewardship.
Sanma

Strategy 1.3.5 Develop a seminar to help people live economically and within a set
budget. Train local treasurers and stewardship leaders to present it.
Ampa
Stewardship Dir.
Strategy 1.3.6 Promote the holistic nature of Stewardship with CREATION Living and
Clean Village initiatives.
Health Director
Strategy 1.3.7 Develop resources on the Stewardship of Time in personal life and
church activities.
Stewardship Dir.
Strategy 1.3.8 Provide resources for holistic stewardship education during School
Week of Prayer.
Stewardship Dir.
Chaplains
Strategy 1.3.9 Conduct two Conferences for Business Leaders on the theme of
Stewardship.
Stewardship Dir.
Strategy 1.3.10 Make Childrens Tithe envelopes available in every church. Childrens Ministry
Stewardship Dir.
Strategy 1.3.11 Conduct childrens stewardship talks. Childrens Ministry
Stewardship Dir.
Strategy 1.3.12 Conduct time management workshops for Pastors, Ministers,
Teachers & Mission Office staff.
Ministerial Secretary
General Secretary
Page 18 of 50


Reach Across

Objective 1.4 Personal Growth & Nurture of Members
Strategy 1.4.1 Establish Small Group Ministry in Every Organised Church and
increase the number of people involved in small groups by 20%.
SSPM Director
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 childrens ministry in every organised
church. And ensure new churches have a Lamb Shelter before they
are dedicated and organised.
Childrens Ministry
Director
Strategy 1.4.4 Establish, promote and support the development of Youth Ministry in
every local church.
District Directors
Youth Director
Strategy 1.4.5 Provide training resources to help members learn how to study the
Bible for themselves and with others.
SSPM Director
Strategy 1.4.6 Conducting Preaching workshops for ministers and lay preachers to
help to develop their preaching skills and ensure that they are
presenting biblically sound messages.
President
Ministerial Secretary
Strategy 1.4.7 Establish a District Youth Coordinating Council and conduct a District
wide youth event each year.
Youth Director
District Directors
Strategy 1.4.8 Ensure Bible Teachers are provided with the best possible curriculum,
resources, budget and class times to develop biblical understanding
and personal faith in students.
Education Director
Principals
Strategy 1.4.9 Ensure there is integration of faith in every aspect of curriculum and
teachers daily program.
Education Director
Strategy 1.4.10 Conduct member training workshops during quarterly Church
Visitations by the District Director.
Torba
Strategy 1.4.11 Develop a culture of creativity and innovation in the delivery of
nurturing programs.
Efate
Strategy 1.4.12 Conduct National Youth Congress and Camporee during the next
Quinquennium.
Youth Director
Strategy 1.4.13 Ensure that all Adventurer, Pathfinder and Ambassador Clubs have
implemented official curriculum and program.
Youth Director
Strategy 1.4.14 Promote and provide resources for Childrens Baptismal Classes and
Commitment Ceremonies.
Childrens Ministry
Strategy 1.4.15 Encourage every local church to appoint a Childrens Sabbath School
and/or Childrens Ministry Coordinator to strengthen our ministry to
children.
Childrens Ministry
Strategy 1.4.16 Continue to promote & support the implementation of the Kids In
Discipleship program in local churches.
Childrens Ministry
Page 19 of 50

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 (Kids In Discipleship facilitator
training) for church leaders and parents.
Childrens Ministry
Strategy 1.5.2 Hold a Childrens Ministry Expo during the next quinquennium. Childrens Ministry
Strategy 1.5.3 Conduct Childrens Ministry Leadership Training level 1 & 2 using GC
Curriculum.
Childrens Ministry
Strategy 1.5.4 Conduct workshop on Child development explaining the ages, stages
and learning styles of children in order to raise awareness and equip
parents and Childrens Ministry leaders to more effectively minister to
children and understand the importance of different divisions in
Sabbath School.
Childrens Ministry
SSPM Director
Family Ministries
Strategy 1.5.5 Conduct regional training to help teachers and parents more
effectively use the Grace-Link Curriculum.
Childrens Ministry
SSPM Director
Strategy 1.5.6 Make places available for women in Institute of Lay Ministry &
Leadership at Aore, Kwataparan and other locations.
Ministerial Secretary
Strategy 1.5.7 Make scholarship available for women to participate in training
opportunities.
Womens Ministry
Strategy 1.5.8 Conduct Womens Ministry Leadership Training Level 1 to 4 using GC
curriculum.
Womens Ministry
Strategy 1.5.9 Provide promotional material and presentations and encourage each
local church to celebrate Womens Ministry Emphasis Day in order to
affirm and encourage the involvement of women in ministry.
Womens Ministry
Strategy 1.5.10 Conduct Public Speaking Classes which include women and encourage
pastors to provide practical opportunities for them in church
preaching plan and other programs.
Womens Ministry
Strategy 1.5.11 Provide tools and assistance for Womens Ministry leaders to conduct
needs assessment of their local church prior to annual planning or
conducting programs.
Womens Ministry
Strategy 1.5.12 Train local presenters and mentors to deliver Straight Talk & True
Love Waits workshops for young women addressing morality,
relationships and HIV/Aids.
Womens Ministry
Strategy 1.5.13 Conduct Preaching Workshops for Church Leaders, Youth and Children
in each District during the next Quinquennium.
Ministerial Secretary
Strategy 1.5.14 Encourage Young Preachers Club for children who have an interest in
public speaking and preaching.
Childrens Ministry
Strategy 1.5.15 Conduct Local Church Governance training in each district for Elders,
Clerks & Treasurers. Encourage them to establish good record
GS & CFO
Ministerial Secretary
Page 20 of 50

keeping systems for their churches.
Strategy 1.5.16 Conduct Elders training events in each district in order to equip Elders
as effective local church leaders who work in partnership with
ministerial staff.
Ministerial Secretary
President
Strategy 1.5.17 Conduct training for District Leaders/Coordinators/Presidents of
Youth, Dorcas, Adventist Men, Womens Ministry, Childrens Ministry
etc in each district.
Departmental
Directors
Strategy 1.5.18 Hold a Festival of Mission to celebrate, affirm and train people for
ministry in each District and Nationally (2014) during next
Quinquennium.
SSPM Director
Strategy 1.5.19 Recognise and affirm people who are making an outstanding
contribution to local church ministry with a certificate, medallion or
award.
District Directors
Departmental
Directors
Ministers
Strategy 1.5.20 Have Departmental & District Directors intentionally work together to
plan and deliver lay training programs in every district each year.
Departmental &
District Directors
Strategy 1.5.21 To establish an inventory of ministry resources and report forms to be
available in each District Office and at Mission Headquarters.
Departmental &
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
community.
Childrens Ministry
Strategy 1.5.24 Provide District Directors and Ministers with resources to conduct
training seminars and mentor Sabbath School Leaders & Teachers to
improve Sabbath School and the study of the Bible.
SSPM Director
Strategy 1.5.25 Conduct a Nationwide Youth Leadership Conference during the next
Quinquennium. (2014)
Youth Director
Strategy 1.5.26 Establish training centre for International Institute of Christian
Ministries (IICM) in 8 local churches across the mission to deliver
ministry training to church members and leaders.
SSPM Director
Strategy 1.5.27 Continue to conduct training for Elders & Lay Ministers through
Institute of Lay Leadership & Ministry at Aore, Kwataparen and other
venues.
Ministerial Secretary
Objective 1.6 Christian Community & Family Relationships
Strategy 1.6.1 Promote & Celebrate Annual Days on Church Calendar to be held in
each local church:
Abuse Prevention Day
Family Ministry Emphasis Day
Childrens Ministry Emphasis Day
Family Ministries
Page 21 of 50

Family Week of Prayer
Mothers Day
Fathers Day
Childrens Day
Family Day
Strategy 1.6.2 Promote & Celebrate Childrens Ministry Emphasis Day in each Church
annually. 3
rd
Sabbath of September Annually
Childrens Ministry
Strategy 1.6.3 Train Pastoral Counsellors and establish Counselling Centre and/or
services for church members.
Family Ministry
Strategy 1.6.4 Provide training and resources to facilitate the running of marriage
enrichment and parenting workshops and retreats.
Family Ministry
Strategy 1.6.5 Prepare resources, deliver workshops and train trainers (pastors and
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.
Family Ministry
Strategy 1.6.6 Conduct a National Family Ministries Conference during this
Quinquennium.
Family Ministry
Strategy 1.6.7 Develop more specialized family ministry practitioners through the
continuation of Fulton Family Life Certificate, the training of
Counselors, and sponsorship to complete Masters in Family Life.
Family Ministry
Strategy 1.6.8 Source and Develop suitable content for Family Ministry DVD, TV &
Radio programs.
Family Ministry
Strategy 1.6.9 Identify and train at least one Family Ministry Specialist in large
districts.
Family Ministry
Strategy 1.6.10 Conduct National Family Life Conference Family Ministry
Strategy 1.6.11 Include Relationship & Family Life workshops and presentations in
each district meeting program.
Family Ministry
Strategy 1.6.12 Reduce the number of portfolios being held by the Family Ministry
Director to allow them to effectively develop and deliver this
important ministry.
Executive
Strategy 1.6.13 Provide resources to conduct Welcoming Church workshops to help
churches develop a more friendly, attractive and inclusive culture.
Ministerial Secretary
SSPM Director
Strategy 1.6.14 Encourage the involvement of all age groups and genders in the
leadership and presentation of Sabbath Worship Services.
Institute of Worship
Strategy 1.6.15 Conduct Family Life Event once a month in each of the Luganville
Churches during 2010-2011.
Sanma
Strategy 1.6.16 Introduce Family Life Ministry to Penama District. Penama
Page 22 of 50

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
accessible and relevant to the needs of families.
Efate
Strategy 1.6.19 Organise Sunday sale/market to promote fellowship and community
while assisting local churches and members financially.
Efate
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 spouses.
Ministerial Secretary
PIM Coordinator
Strategy 1.6.22 Educate Pastors & Church Boards to conduct Church Discipline in a
manner that complies with biblical principles, Christian Ethics and
natural justice in order to redeem the erring member and strengthen
the local church.
Ministerial Secretary
Strategy 1.6.23 Promote and resource the Welcome Baby Ministry. Womens Ministry &
Community Services
Strategy 1.6.24 Hold National Community Services Federation including Dorcas &
Adventist Men in 2014.
Community Services
Strategy 1.6.25 Train women to lead out in community based literacy programs for
women.
Womens Ministry
Strategy 1.6.26 Encourage every local church to organise a Dorcas & Adventist Men
Society to work together under the banner of Adventist Community
Services.
Community Services
Strategy 1.6.27 Investigate opportunities for serving needy children in the
community.
Community Services
Strategy 1.6.28 Encourage Childrens Ministry, Sabbath School and Adventurer
leaders to involve Children in serving their community through such
activities as Clean Up projects and hospital visitation.
Childrens Ministry
Objective 1.7 Healthy & Balanced Life
Strategy 1.7.1 Develop material and train presenters for Womens Health Seminar. Womens Ministry
Health Director
Strategy 1.7.2 HIV/Aids Mainstreaming Church Partnership Project to train
presenters and equip local leaders to respond to this issue.
Health Director
ADRA VCPP
Strategy 1.7.3 Provide resources and training in use of Bettys Clinic as health
education program for Childrens Ministry and Primary Schools.
Health Director
Strategy 1.7.4 Develop and Implement South Malekula Marijuana Strategy in
Partnership with Vanuatu Government
Malekula,
Health Director
Strategy 1.7.5 Conduct a National Health Retreat for Adventist Health Professionals
every two years.
Health Director
Page 23 of 50

Strategy 1.7.6 Coordinate the ministry of Adventist Health Professionals through
VAHWAT (Vanuatu Adventist Health Workers Action Team) and hold
an annual induction.
Health Director
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
Vanuatu
Health Director
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
young people find a right partner and inform them of sexual health
issues.
Health Director
Family Ministries
Youth Director
Strategy 1.7.13 Produce one health DVD per year for three years as a resource for
local health ministry.
Health Director
Strategy 1.7.14 Prepare Bible Study materials in Bislama addressing important health
principles in preparation for Baptism.
Health Director
Strategy 1.7.15 Introduce Health Promoting Schools strategy and promote health
practices and hygiene in local school setting.
Health Director
Education Director
Principals
Strategy 1.7.16 Introduce an OHS (Occupational Health & Safety) policy for Vanuatu
Mission Office and Local Schools.
General Secretary
Strategy 1.7.17 Encourage Clubs & Schools to provide opportunities for young people
to achieve AY Gold & Silver Awards to build health, adventure and
resilience.
Youth Director
Strategy 1.7.18 Present Straight Talk Workshop on Sexual & Reproductive Health
including HIV/AIDS to young women.
Womens Ministry

Reach Out

Objective 1.8 Service
Strategy 1.8.1 Secure funding to run literacy programs on Tutuba Island, in South
Santo and at Mavunlep. Aim to run 3 programs per year for five
years.
Sanma
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
service and community building activities.
Efate
Strategy 1.8.4 Organise Churches and their members to help cater for the needs of
people in settlements, prisons, schools & hospitals.
Efate
Page 24 of 50

Strategy 1.8.5 Develop a Disaster Management & Response plan in each district in
partnership with ADRA and NDMO.
Community Services
Director
District Directors
ADRA
Strategy 1.8.6 Work with other organisations in the interests of protecting Human
Rights & Religious Freedom of Melanesians in West Papua.
Efate
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
community service projects.
Efate
Strategy 1.8.9 Provide Health Screening and Assessment in conjunction with
community outreach activities.
Health Director
Strategy 1.8.10 Formalise Youth & Pathfinder service activities under Storm Co
(Service To Others Really Matters) coordinator.
Youth Director
Strategy 1.8.11 Develop directory of needs to connect oversees donors and
volunteers with service activities and sponsorship opportunities in
Vanuatu.
General Secretary
Communication Dir.
Objective 1.9 Evangelism
Strategy 1.9.1 Encouraging all Adventist Churches to hold at least one Evangelistic
event each year and support outreach by the youth of the Church.

District Directors
Pastors
Ministerial Secretary
Public Evangelist
Lay Evangelists
Strategy 1.9.2 Conduct one major health evangelism program each year during the
next Quinquennium.
Health Director
Strategy 1.9.3 Help every member to understand the importance of their diverse
contributions to and participation in the Gospel Commission to
share Jesus with the world.
SSPM Director
District Directors
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
the number of people involved in sharing their faith by 25%
SSPM Director
District Directors
Pastors
Strategy 1.9.6 Conduct a major public evangelistic initiative in each district during
the next Quinquennium.
2010 Tanna, Vila, Santo
2011 Santo
District Directors
Ministerial Secretary
Strategy 1.9.7 For each ministerial worker to conduct two or three evangelistic series
of 2-3 weeks duration each year.
Ministerial Secretary
Pastors
Strategy 1.9.8 To identify un-entered areas and people groups in Vanuatu with a
view to developing plans for reaching them with the Adventist
Global Mission Dir.
Page 25 of 50

message.
Strategy 1.9.9 Run three major training workshops (2011, 2012, 2013) on how to
conduct evangelism more effectively with an emphasis on preparation
and follow up.
Sanma
Public Evangelist
District Director
Strategy 1.9.10 To run 5 major evangelistic campaigns during the next Quinquennium:
1. Tasariki (Sth Santo)
2. Malo (2010)
3. Luganville (Jack Jackovic 2011)
4. Luganville (Pr Gary Webster 2011)
5.
Sanma

Strategy 1.9.11 To conduct 3 large public evangelistic meetings in 2010
1. Paama
2. North Ambrym
3. South East Ambrym
Ampa
Strategy 1.9.12 Establish Institute of Public Evangelism in Vanuatu for training and
supervision of public, pastoral and lay evangelists.
Ministerial Secretary
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
Childrens Ministries in evangelistic programs.
Tafea
Strategy 1.9.16 Conduct District Year of Evangelism 2012 Tafea
Strategy 1.9.17 To develop evangelistic resources, including Bible Study lessons, in
Bislama.
Ministerial Secretary
SSPM Director
Strategy 1.9.18 Include Week of Prayer and Bible Study/Baptismal Classes in the
school program at least once a year.
Principals
Chaplains
Strategy 1.9.19 Involve students in outreach activities to local communities such as
Branch Sabbath Schools, singing etc.
Principals
Chaplains
Strategy 1.9.20 Conduct 40 Public Evangelistic Series during the next Quinquennium-
8 per year.
Malekula
Strategy 1.9.21 Conduct a Visitors Day and/or Welcome Home Sabbath every quarter
in each local church and company.
SSPM Director
Strategy 1.9.22 Involve every department in every local church and company in some
form of outreach activity each quarter.
Malekula
Strategy 1.9.23 Conduct Cottage meetings in every local church and company each
quarter.
Malekula
Strategy 1.9.24 Conduct Family Ministry Evangelism in Luganville, Malo, Aore, South
Santo, Fanafo and Malau-Big Bay during 2010-2011 with a view to
strengthening families and making our churches attractive as family
Sanma
Page 26 of 50

oriented communities.
Strategy 1.9.25 Train church members every local church in ways of personal
evangelism.
Penama
Strategy 1.9.26 Conduct 6 evangelistic and discipleship seminars across the district
each year.
Torba
Strategy 1.9.27 Conduct short evangelistic programs designed to appeal to specific
cultural or ethnic groups.
Efate
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
and other personal evangelism trainings.
Youth Director
SSPM Director
Strategy 1.9.30 To train youth at District level to run public evangelistic programs
under Elijah Project initiative (formerly Voice of Youth).
Youth Director
Strategy 1.9.31 Provide Resources & Training to local churches to assist them in
running VBS (Vocational Bible School) and other holiday activities to
disciple children.
Childrens Ministry
Strategy 1.9.32 Conduct workshops on how to start and run a Branch Sabbath School
and encourage every church to have at least one.
Childrens Ministry
SSPM Director
Strategy 1.9.33 Conduct Purity workshop for Ambassadors Clubs to enable them to
be a positive influence on other young people.
Womens Ministry
Strategy 1.9.34 Encourage every local church Womens Ministry department to
conduct Cottage or Evangelistic Meeting at least twice per year.
Womens Ministry
Strategy 1.9.35 Provide resources for the inclusion of Family Life talks during
Evangelistic Programs.
Family Ministry
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
in sermon preparation.
Ministerial Secretary
Strategy 2.1.2 Assist Churches, Schools and other entities to display the Church Logo
on their signage, buildings and stationary.
Communication Dir.
Strategy 2.1.3 Produce simple bible lessons/seminar on Fundamentals for training
members.
Ministerial Secretary
Strategy 2.1.4 Implement the Clean Village Clean Heart initiative to every local
church in Vanuatu Mission.
Health Director
Strategy 2.1.5 Improve church appearance and care of buildings as a reflection of
the priority, value and pride we have in our Church, its message and
its mission.
District Directors
Pastors
Page 27 of 50

Strategy 2.1.6 Consider Architecture as an important reflection of Adventist identity
in the construction of new facilities.
Pastors/Principals
Strategy 2.1.7 Invite leaders of other denominations to attend Mission, District and
local church events to help them gain a better understanding of our
beliefs and appreciation for our corporate identity.
PARL
Strategy 2.1.8 To develop in each Church member the assurance of salvation
through a balanced biblical understanding of the gospel and a
personal relationship with Jesus Christ.
Ministerial Secretary
Pastors
Strategy 2.1.9 Introduce a compulsory prerequisite course on Adventist Ethos &
Philosophy of Education for all graduates of VIT intending to teach in
the Adventist School System.
Education Director
Ministerial Secretary
President
Strategy 2.1.10 To provide regular in-service opportunities and resources to promote,
develop and maintain the special character of Adventist schools.
Education Director
Strategy 2.1.11 Promote and uphold the Bible as the only rule of faith and practice in
our personal and church life.
Ministerial Secretary
Pastors
Strategy 2.1.12 Promote Annual Events that emphasise our special character and
celebrate them in each local congregation:
Week of Prayer
Spirit of Prophecy Day
Ministerial Secretary
General Secretary
Strategy 2.1.13 Teach Bible Study Series In Church to increase the understanding of
fundamental beliefs.
Penama
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
corporate identity and to wear with pride.
Youth Director
Community Services
Director
Strategy 2.1.17 Merchandise our corporate identity for purchase by church members
to wear with pride.
Communication Dir.
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:
Camp Meeting
Dorcas & Adventist Mens Federation
Pathfinder Camporee
Youth Congress
Officers
Departmental
Directors
Strategy 2.2.3 Conduct District Wide / Provincial Events:
Womens Ministry Retreats
District Director
Page 28 of 50

Youth Camp or Regional Day
Pathfinder Camp
District Meetings
Dorcas Federation
Adventist Mens 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
promotion and quality programming.
District Directors
Strategy 2.2.7 Annual Consultation and strategic planning with District &
Departmental Directors
General Secretary
Strategy 2.2.8 Conduct Annual Ministers Meetings. Include wives and retired pastors
on a regular basis.
Ministerial Secretary
Strategy 2.2.9 Conduct Quinquennial Workers Meetings for ministers, teachers,
nurses and ancillary staff.
Ministerial Secretary
Education Director
Strategy 2.2.10 Tour Australia and South Queensland Conference Camp Meeting with
a Choir in 2011.
Sanma
Strategy 2.2.11 Register and authorize expatriate and Ni-Vanuatu supporting and
para-church ministries within the territory of Vanuatu Mission.
Executive
District Directors
Strategy 2.2.12 Foster good relationships between various ethnic and cultural groups
and other denominations.
Efate
Strategy 2.2.13 Promote and facilitate partnerships with sister entities and personnel
in South Queensland Conference.
Global Mission Dir.
Strategy 2.2.14 Create sister church relationships with other churches in Vanuatu and
abroad.
Efate
Global Mission Dir.
Strategy 2.2.15 Support and Coordinate cultural Provincial groups in their meetings to
assist the work of the Mission in their home Province through special
projects/ freewill offerings/ togetherness/ strengthening of families
and the church.
Efate
Strategy 2.2.16 Visit independent Adventist Ministries such as Simbolo, Pango,
Sorofanga. Where appropriate, open doors for fellowship,
cooperation and reconciliation.
Efate

Strategy 2.2.17 Continue to emphasise the value and importance of our boarding
schools as a way of developing lifelong relationships that draw our
Mission together and enable us to work more effectively together.
Education Director
Objective 2.3 Developing Leadership
Strategy 2.3.1 Conduct leadership and training meetings for District Dorcas Womens Ministry &
Page 29 of 50

Federation Officers & Womens Ministry Coordinators on a regular
basis.
Community Services
Strategy 2.3.2 Conduct Quarterly District Elders Meeting and monthly Local Elders
Meeting.
Ministerial Secretary
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
Zone:
Zone 1: Malo
Zone 2: South Santo
Zone 3: Luganville/Aore/East Santo
Zone 4: Big Bay/West Cost
Sanma
Strategy 2.3.5 Work with the District Advisory Committee to develop a district wide
strategic plan to guide their activities.
District Directors
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
guide their annual activities.
District Directors
General Secretary
Strategy 2.3.8 Have each school board and principal develop a strategic plan to guide
their schools future development over the next Quinquennium.
Education Director
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
connect our field and administrative work.
Ministerial Secretary
Strategy 2.3.11 Sponsor a new cohort to complete Master of Leadership &
Management at Avondale College
President
Strategy 2.3.12 Provide training opportunities to develop the leadership of lay and
clergy women.
Ministerial Secretary
Womens 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
school programs.
Principals
Strategy 2.3.15 Encourage and facilitate continuity of leadership at Mission and
District Level.
Executive
Strategy 2.3.16 Develop leaders and increase human resources by conducting training
Master Guide, PLA & APLA Pathfinder Leadership Programs.
Youth Director
Objective 2.4 Improving Governance Practices
Strategy 2.4.1 Develop Local church governance training package for use in all local
churches in the Mission.
General Secretary
Strategy 2.4.2 Conduct training for Church Clerks to help monitor and maintain General Secretary
Page 30 of 50

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 in leadership positions and governances committees.
Womens Ministry
General Secretary
Strategy 2.4.5 Ensure timeliness, accuracy and relevance of reports for Global
Mission, One Day Church and VIA projects.
Global Mission
Director
Objective 2.5 Developing and Managing Human Resources
Strategy 2.5.1 Conduct regular ministerial team meetings in each district to increase
cooperation, support, teamwork, accountability and provide
opportunities for mentoring and the sharing of resources.
District Directors
Ministerial Secretary
Strategy 2.5.2 Continue to improve the Ministerial reporting system to evaluate the
effectiveness and implement regular performance appraisals with
ministers to assist their professional development.
Ministerial Secretary
Strategy 2.5.3 To establish a vocational training centre that may also include
certified training for lay-ministers.
Ministerial Secretary
Education Director
Strategy 2.5.4 Provide in-service training and resources for those involved in School,
Prison and Hospital Chaplaincy.
Ministerial Secretary
Education Director
Strategy 2.5.5 Implement HR policy and procedures in locally managed schools to
ensure they comply with legislation and staff remuneration is
adequate.
General Secretary
Education Director

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
and train for denominational service in areas of need.
Pastors
Principals
Strategy 2.5.12 Facilitate social events for staff to fellowship together in order to build
teamwork, relationships and support.
District Directors
Social Committee
Ministerial Secretary
Principals
Strategy 2.5.13 Ensure that suitable succession plans are in place for all major
leadership roles within the organisation.
General Secretary
Executive
Strategy 2.5.14 Continue to develop and improve our education system as the
foundation for future human resources within Vanuatu Mission.
Education Director
Strategy 2.5.15 Introduce a Ministerial League in High Schools to nurture young Chaplains
Page 31 of 50

people with a burden and calling to full time ministry.
Strategy 2.5.16 Improve the scholarship and sponsorship application and selection
procedures used to identify and select individuals for Advance study.
General Secretary
Strategy 2.5.17 Recruit future mission workers and promote mission work to families
and young people.

Ministerial Secretary
District Directors
Strategy 2.5.18 Develop a database of Adventist professionals and skilled workers
willing to volunteer or work for the church.
General Secretary
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
each church in Vanuatu & South Queensland Conference
Communication Dir.
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
leaders better access to information.
Tafea
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
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.
Executive
Strategy 2.6.8 Increase the number of books and evangelistic resources available in
French.
Book Centre
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
and Non-Adventist government employees, and visit
parliamentarians.
Efate
Strategy 2.6.11 Participate in Vanuatu Christian Council (VCC) and build respectful
relations with other denominations.
Efate
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.
Page 32 of 50

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
conducting training and maintaining an engaging, relevant and up to
date mission web page.
Communication Dir.
Strategy 2.6.15 Distribute Gracelinked and Going Places Newsletters for
Childrens & Womens Ministries.
Childrens Ministries
Womens 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 withy subsidy from Vanuatu Mission.
District Directors
Strategy 2.7.2 Ensure that all permanent staff houses are adequately maintained
and furnished.
CFO
General Secretary
Strategy 2.7.3 Establish a benchmark for semi-permanent housing for ministers and
begin upgrading houses to this standard in partnership with local
churches.
Ministerial Secretary
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
auditorium for worship, conferences, evangelism, worship services
and recreational activities.
Executive
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 for evangelistic, youth and district events.
District Directors
Ministerial Secretary
Strategy 2.7.8 Encourage each major church to have a PA system for use in
evangelism and other church events.
Sanma
Strategy 2.7.9 Complete unfinished churches and maintain buildings to a good
standard.
Sanma
Strategy 2.7.10 Implement a funding scheme to assist ministers in purchasing laptop
computers, data projectors, cameras, or PA systems for use in
ministry & evangelism.
Ministerial Secretary
CFO
Strategy 2.7.11 Conduct audit of all property and ensure that suitable leases, titles or
custom agreements are in place. Review valuation and insurance
provisions for all infrastructure.
General Secretary
Strategy 2.7.12 Investigate ways of assisting ministers work related travel including
the provision of travel allowances, motorbikes or other appropriate
transport.
Ministerial Secretary
General Secretary
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
Page 33 of 50

Strategy 2.7.15 Build new church buildings on Merelava, Mota, Ureparapara, Rah
Island, and at Freshwind and Telvel on Motalava to accommodate
new members in TORBA Province.
Torba
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
equipment and other technologies.
Principals
Strategy 2.7.21 Involve Adventist Men in building and fundraising projects to
complete unfinished churches and develop our school facilities.
Community Services
Objective 2.8 Maintaining Accountability
Strategy 2.8.1 Train church clerks to keep accurate records and submit regular
reports.
General Secretary
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
Sarakata, Sapi & Pepsi Churches.
Sanma
Strategy 2.8.4 Have Local Church Officers create filing system and room to store all
church records including Treasurers and Clerks records.
Ampa
Strategy 2.8.5 Make provision for local administrative record keeping to be stored at
each district office.
General Secretary
District Directors
Strategy 2.8.6 Develop an integrated reporting system for all ministers and local
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.
General Secretary
Strategy 2.8.7 Conduct District Wide Treasurers workshops Sanma
Strategy 2.8.8 Work with District Directors, Pastors and local church treasurers to
ensure Tithes & Offerings and all Church Finance Reports are
submitted promptly.
Treasury
Strategy 2.8.9 Conduct an Audit of church rolls in Vanuatu Mission to accurately
determine how many active members there are in the Church.
General Secretary
Strategy 2.8.10 Review and advise staff regarding Professional Standards and
Discipline Procedures.
General Secretary
Strategy 2.8.11 Ensure the Mission delivers a report of its activities at each District
Meeting.
General Secretary
CFO
Communication Dir.
Page 34 of 50

Strategy 2.8.12 Have local school boards regularly report to their constituent
churches and National Adventist Board of Education
Education Director
District Directors
Principals
Strategy 2.8.13 Introduce a system for regular auditing of local district, church and
school accounts.
Treasury
Strategy 2.8.14 Introduce guidelines and procedures for local churches, schools and
missions to improve Safe Place practices and raise awareness of
Child Protection procedures.
Family Ministries
Childrens Ministries
General Secretary
Objective 2.9 Achieving Financial Sustainability
Strategy 2.9.1 Establish a District Bank Account (SDA Church- name District) for the
disbursement of mission funds, the operating of district activities and
the establishment of district land and office buildings. To be audited
by the CFO on a regular basis.
District Directors
CFO
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
and campground.
CFO
Strategy 2.9.4 Establish strong financial support from members from the Tafea
District who live in Port Vila & New Caledonia.
Tafea
Strategy 2.9.5 To hold a Stewardship Emphasis day in every church on the 2
nd
week
of each month during 2010 & 2011.
Sanma
Strategy 2.9.6 Give quarterly report on the tithe and offering contribution of each
church in the Sanma province with a view to raising awareness,
accountability and increasing T&O.
Sanma
Strategy 2.9.7 Collect two special offerings in 2010 and 2011 to help fund district
recreation centre/auditorium and also seek outside donors.
Sanma
Strategy 2.9.8 Investigate ways to establish income generating projects for the local
church and its members.
Torba
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
viable, including the development of income generating projects.
Education Finance
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 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
District Directors
Page 35 of 50

Children Ministry Coordinator
Womens 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
each Mission Department.
Executive
Strategy 2.10.3 Reintroduce an effective Board of Education to assist the Mission
Executive in overseeing and developing the Adventist Education
System and Administering the SDA Education Authority.
Executive
Education Dir.
AREA 3
CHURCH GROWTH

Objective 3.1 Growing Membership
Strategy 3.1.1 Growth: to increase our combined average baptism and profession of
faith rate from 3% to 7%. (100 members to make 7 new members per
year)

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 Vanuatus population.
Ministerial Secretary
District Directors
Pastors
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:
1. Visitors day & welcome home programs
2. 28 Fundamental Study / Amazing Facts Seminar
3. Revelation / Prophecy Seminar
4. Leadership Training & Spiritual Gifts Seminar
Torba
Strategy 3.1.6 Bptise 400 members per year:
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
Sanma
Strategy 3.1.7 Reduce Apostasy in 2010 by conducting or establishing:
Family Worship Seminars
Welcome Home Programs
Sanma
Page 36 of 50

Home Evangelism Program
Small Group Ministry
Strategy 3.1.8 Net membership growth of 20% per year during next Quinquennium:
Increase of 149 in first year from 743 to 891 total members.
Penama
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
field from 19 out of 62 or 30% to 50% by 2015.
Ministerial Secretary
CFO
Strategy 3.2.2 Increase the total number of ministerial workers in the mission from
66 to 80 by 2015
Executive
Strategy 3.2.3 Increase the number of new theology students enrolling at
Fulton/PAU to 6 per year.
District Directors
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),
Maluabay (North West) and Farun (South West).
Malekula.
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
2011.
Officers
District Directors
Strategy 3.3.2 Strengthen half of the existing congregations so they can become
recognised companies by 2015.
District Directors
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
Chinese residents of Port Vila by 2015.
Officers
Strategy 3.3.7 Establish 5 new company churches by 2015:
South Santo: 2
Fanafo/East Santo: 1
Big Bay/Inland: 1
Malo: 1
Sanma
Strategy 3.3.8 Organize 4 company churches by 2015 Sanma
Objective 3.4 Growing Schools & Education System (new schools, new classes, new
Page 37 of 50

teachers
Strategy 3.4.1 Grow the recently re-established PENAMA Adventist College at
Redcliff.
Penama
Strategy 3.4.2 Develop a marketing & promotional campaign to members and the
public for Adventist Schools in Vanuatu.
Education Director
Communication Dir.
Strategy 3.4.3 Establish Pathfinder Clubs in every Adventist High School. Principals
Youth Director
Strategy 3.4.4 Continue Teachers Upgrading program to develop untrained
teachers, improve teaching skills, and prepare them for further study.
Education Director
Strategy 3.4.5 Provide Advanced Study opportunities for teachers to increase the
quality of our staff, school administration, and to fill specialised
curriculum needs.
General Secretary
Strategy 3.4.6 Recruit students to study teaching at PAU or Fulton to meet future
staffing needs of Vanuatu Mission.
Education Director
Principals
Strategy 3.4.7 Establish Adventist Schools in TORBA Province, starting with further
development of Matafanga and establishment of school at Singeralav.
Torba
Education Director
Strategy 3.4.8 Establish Adventist Schools on Ambrym & Paama and reopen Schools
that have closed in recent years.
Ampa
Strategy 3.4.9 Improve and upgrade school facilities by building new classrooms and
repairing all existing school buildings.
District Directors
Principals
Education Director
Strategy 3.4.10 Develop clear strategy for establishment of new schools at Primary,
Junior Secondary & Senior High School levels
Board of Education/
Executive
Strategy 3.4.11 Promote Adventist Education as a priority for local churches in order
to develop ownership and commitment.
Officers/Principals/
District Directors
Strategy 3.4.12 Assist schools to develop viable and sustainable income producing
activities in order to fund better facilities and resources.
Education Director
Strategy 3.4.13 Develop Malua Bay School into a Year 7-10 Junior Secondary School as
a feeder for Aore Adventist Academy.
Malekula
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
2015.
Sanma
Strategy 3.4.16 Promote Adventist Education within the Church & Community during
2010-2011.
Sanma
Strategy 3.4.17 Promote and foster commitment to Adventist Education by members
in Efate.
Efate
Strategy 3.4.18 Renegotiate MOU with Ministry of Education Education Director
Page 38 of 50

President Executive
Objective 3.5 Growing Health Services
Strategy 3.5.1 Establish new aid posts and clinics in areas of need including urban
areas and remote rural areas.
Health Director
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
nurses at Atoifi College commencing 2011-2013.
Health Director
Strategy 3.5.7 Investigate the possibility of Vanuatu Mission owning and operating
larger health service facilities.
Health Director
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
Conference Status by the end of the next quinquennium.
General Secretary


Page 39 of 50

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 40 of 50

ACTIVITY ACTION PLAN
Area: When will implementation begin?
What is the expected completion date?
Who is Responsible?
Objective:

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 41 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 42 of 50

Appendix 1: South Pacific Division Strategic Priorities
Reach Up Reach Across Reach Out
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
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
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
Page 43 of 50


Appendix 2: Trans Pacific Union Strategic Priorities
Reach Up Reach Across Reach Out

Objective 1:
To develop in each Church member the
assurance of salvation that comes through
a personal relationship with the Lord and
the spiritual renewal that the presence of
the Holy Spirit brings.

Objective 6:
Unity in the Church through loving relationships that
strengthens cross cultural and cross generational
communities of believers and fosters cohesive
leadership across all entities within the Church

Objective 7:
Developing worship practices built on biblical
principles and the Seventh-day Adventist
foundations that take into account cultural contexts
and generational differences.

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 44 of 50


Adopt a clinic Resilience
Health Promoting Churches (HPC)
Clean Village - clean heart
Understanding Health
Adventist Health philosophy
Health Outreach
Resource development
HPC manual
Training
- Church leaders
- Pastors
- Church Health Secretaries
- Laymen
- Villages/Communities
- Church members
- PAU Public Health
Graduate Diploma
Audit/Survey ( Villages/communities)
Environmental health Issues/needs
(To utilize Health professionals/Pastors/
Ministers/laymen )
Development of a comprehensive data base
- Mission by Mission.
Intervention strategy
Villages/Community
Church
Government
Resource development
Nutrition manual
Island health course
Betty s clinic series
PPT presentations
- drugs
- alcohol
- 8 remedies
- Creation Health
Just a little series
HPC manual
Training
Nutrition
Role Role Role
HIV/AIDS Health professionals
- Pastors
- Health Secretaries
- Laymen
- Villages/Communities
Appendix 3: SPD Health Strategy

Page 45 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
Vanuatus stakeholders.

As both an ADRA office and a Vanuatu Mission entity, ADRA Vanuatus 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 womens 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.

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 Gods 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 NGOs 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

Page 47 of 50

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 Vanuatus 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
Conference
REACH ACROSS REACH OUT
Vanuatu
Mission
Personal growth and nurture
Equipping for ministry
Healthy and balanced lifestyle
Service
ADRA
Network
ADRA practices a biblical view of
social responsibility and deepens the
Seventh-day Adventist Churchs
understanding of and engagement in
faith-based social action
ADRA balances the strengths of
global identity and standardization
with the agility of local initiative
ADRA has a committed and qualified
workforce and invests in employee
satisfaction and growth
ADRA is recognized for its integrity,
quality, excellence, effectiveness, and
agility in its programs and operations
ADRA utilizes effective partnerships
with target communities and other
stakeholders in order to achieve
programmatic success
ADRA South
Pacific
Build the capacity of ADRA leaders in
the South Pacific
Facilitate the assessment and
licensing of ADRA offices in the South
Pacific
Coordinate communication and
sharing of resources between ADRA
country offices in the South Pacific

ADRA
Vanuatu
Develops effective management
systems, polices, tools and resources
Facilitates the capacity building and
growth of its human resources
Maintains and develops effective
partnerships with all key
stakeholders
Develops and manages innovative,
participatory, effective and efficient
programs





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 Childrens Homes ......................................................................... 33
Airplanes and Medical Launches ............................................................................. 10
Outpatient Visits ......................................................................................... 14,997,107

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

Publishing Work
Publishing Houses and Branches ............................................................................ 61
Page 49 of 50

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




























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 AusAids Vanuatu Church Partnership Project in cooperation with
ADRA Australia, ADRA Vanuatu and the Vanuatu Council of Churches.