ezc strategic planning framework-final · the ezc is a product of the reorganisation and ... the...

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E A S T Z I M B A B W E CONFERENCE

STRATEGIC MANAGEMENT PLAN FOR 2018-2020East Zimbabwe Conference, P.O. Box W19, 4 Thorn Road, Waterfalls, Harare, Tel: +263 772 124 941-4

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EAST ZIMBABWE CONFERENCE

2018-2020 STRATEGY

1. INTRODUCTION

East Zimbabwe Conference (EZC) is a Seventh-day Adventist organisation, which is a constituent part of the Zimbabwe East Union Conference of the SDA Church, a part of the Southern Africa-Indian Ocean Division of SDA Church, a unit of the General Conference of Seventh-day Adventists. The EZC is a product of the reorganisation and realignment of the SDA Church in Zimbabwe, which was carried out in 2014. Its territory is shown in the map below.

The Constitutional mandate of EZC is “to facilitate the proclamation of the everlasting gospel in the context of the three angels’ messages of Revelation 14:6-12 to all peoples within its territory, leading them to accept Jesus as personal Savior and to unite with His church, and nurturing them in preparation for His soon return.”

Following the EZC Constituency Meeting held in December 2017, the new EZC leadership agreed to come up with a three (3) year strategy contained in this document. The EZC’s triennial strategy document covers the strategic planning framework, environmental appraisal, current situational analysis, SWOT analysis, revised EZC vision, mission and core values, strategic objectives, strategic action plan, key assumptions and EZC Leadership Charter for the execution of this strategy.

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2. ENVIRONMENTAL APPRAISAL

Zimbabwe went through a dramatic political leadership change in November 2017. Following a worsening of the country’s political environment, accompanied by continued economic decline, increasing poverty affecting in excess of 70% of the population, severe liquidity challenges and cash shortages, erosion of disposable incomes and uncertainty, there was interventionby the military to restore both political and economic stability. A new Presidency and Cabinet was put in place to lead the country’s economic revival and political stabilisation until the 2018 harmonised general elections, which were held in July.

So far the new Zimbabwe leadership has committed itself to restore the Zimbabwe’s position as a regional bread basket and revive the economy by attracting foreign capital to rescuscitate industries and create employment. Some policies have so far been put in place to attract foreign capital. These include reversal of the indigenisation law, which compelled foreign investors to cede at least 51% of their investment to indigenous people. There are concerted efforts for the integration of Zimbabwe into the global community.Support is being lent to the agriculture, mining and manufacturing sectors to spur the envisaged economic revival, and there is greater focus towards reduction in government expenditure, zero tolerance to corruption, as well as improvement in the well-being of the Zimbabwean people through improved social services.

The new government has also assured the nation of constitutionalism, which includes rule of law, freedom of worship, respect for property rights and human dignity.

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3. METHODOLOGY AND STAKEHOLDER SURVEY FEEDBACK

Emanating from the Plans and Resolutions of the December 2017 Constituency meeting, the new EZC leadership commissioned several surveys among its stakeholders so as to be well informed of stakeholder feelings and opinions on the current state of affairs in the Conference, their expectations from the new Conference leadership, and suggestions on how to improve the focus and running of the Conference and local churches. The survey covered Conference Leadership, Pastors, employees, Institutional heads and Head Elders at local churches.

The results of the surveys are captured in appendixes A, B and C attached. These results have informed the planning process and strategic focus of the Conference for the next three years up to 2020.

The key issues arising from the survey are summarised in the SWOT matrices below.

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4. OUR STRENGTHS

✓ Trained Pastoral & Support Staff ✓ Evangelism ✓ Active Lay people ✓ Sound Biblical doctrine ✓ Infrastructure Development ✓ Staff Training and Development ✓ Visibility

✓Financial Resources ✓General Direction of the Conference

LOWLEVEL OF STRENGTHHIGH

HIG

H

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5. OUR WEAKNESSES

✓ Communication ✓ Staff welfare ✓ Support to under privileged ✓ Support to the local church & entities ✓ Generational gap ✓ Different perceptions to our pillars of faith ✓ EZC programs crowding out local church

programs. ✓ Favoritism ✓ Timeous availability of literature e.g. VOP and

Camp lessons. ✓ Too much emphasis on numbers at the

expense of quality ✓ Lack of performance management system ✓ Health Ministries ✓ Special Needs ministry ✓ Infrastructural Development

✓ Staff skill base ✓ Leadership style ✓ Low Spirituality ✓ Non availability of vernacular literature ✓ Giving service jobs to preferred

individuals e.g printing ✓ Poor communication of Pastor’s

appreciation ✓ Inadequate visitations by pastors ✓ Lack of guidelines and procedures on

some policies new initiatives e.g. music, weddings Pastor’s appreciation 10 days of prayer

✓✓✓✓✓✓✓ ✓

LOW

IM

PORT

AN

CE

TO

MIS

SIO

N S

UCC

ESS

✓

✓

✓

✓

✓

✓

✓

✓

✓

✓

✓

✓

✓

✓ ✓

✓

✓

✓

✓

✓

✓

LOWDEGREE OF WEAKNESSHIGH

HIG

H

LOW

IM

PAC

T O

N M

ISSI

ON

SU

CC

ESS

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• Concerts • Congresses • Mega Crusades

• TV and Radio • Health facilities • Camp meetings • Low pastor member ratio • Deployment of more resources to frontline

pastors/churches • Establish Community Centers at local

church level • Consider ways of financing assistant

pastors at local church level • Providing childre’s speakers at camp

meetings • Create a trust fund for church land

acquisition and building • Optimum utilization of available land and

infrastructure

• Small group evangelism • Total member involvement • Information technology and Social

media platforms • Community Services • Free Literature • Family life retreats • VBS, VOP

6. OUR PERFORMANCE STRATEGIES

n

Leverage resource persons in church

7. OUR OPPORTUNITIES

• Centers of influence • Schools, Hospitals, Clinics • Literature • Media • Chaplaincy • Government Initiatives e.g

Command Agriculture • Poor health facilities • Special Needs services

• Family Ministries’ program • Targeted evangelism - HPP

LOWPOSSIBLE SUCCESS RATE OR ATTRACTIVENESSHIGH

HIG

H

LOW 0 10

HIGH LOW

IMPA

CT

RELATIVE COST

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8. OUR THREATS

9. STRATEGIES

• Unstable economic and political environment.

• Spiritual concubineage. • Secular Religious movements • Spiritual fanaticism • Social Media • Secularism e.g music • New churches • Pastor mobility

• Climate change

•

•

•

•

•

•

•

• •

LOW

C

ON

TRIB

UTIO

N TO

BU

SIN

ESS

GRO

WTH

LOWPROBABILITY OF OCCURRENCEHIGH

HIG

H

LOW

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IMPA

CT O

N C

HURC

H BU

SIN

ESS

10 HIGH

5

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10.VISION

Christ-like membership

11. MISSION To call and prepare people in our territory and beyond to become Disciples of Christ in the context of Revelation 14:6-12.

12. CORE VALUES

▪ Integrity -We believe in being honest, upright and trustworthy. ▪ Unity - We believe in integration, oneness and love. ▪ Accountability - We believe in being responsible, reliable and answerable in all our

actions. ▪ Teamwork - We believe in combined effort, effectiveness, communication and

collaboration. ▪ Efficiency - We believe in agility, promptness, economy, timeous execution of

duties. ▪ Innovation - We believe in creativity, relevance, continuous learning and change.

13. STRATEGIC OBJECTIVES

a. Membership growth - Increase by at least 20% of current membership by year 2020 (Include baptismal figures)

b. Member retention and Spiritual growth

i. Retain at least 80% of the new converts.

ii. At least 90% of members active in home and church programs.

iii. Raise member faithfulness level to at least 50% in Tithes & 30% in Offerings

iv. Raise support for church projects by members to at least 80%

v. Encourage professional and expert voluntary services to the church by members.

vi. Raise awareness and participation in environmental awareness and public affairs.

vii. (Pastor, church/ Member ratio)

c. Staff Welfare and Development

i. Attract and retain competent staff.

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ii. Develop all staff members to be competent in their duties and responsibilities by 2019.

iii. Provide a caring and responsive staff social security plan during and after service.

iv. Support staff self-development career initiatives aligned to organizational requirements.

v. Create and fill the position of Human Resources Administrator for the Conference and its institutions.

d. Corporate Governance

i. Formulate clearly defined policies and procedures in all operational areas.

ii. Be compliant with all relevant statutory requirements and church policies.

iii. Behave in an ethical and morally upright manner at all times.

iv. Create an effective and efficient governance model for our schools with the principal as the ranking officer.

v. Establish boards for all church institutions including primary and secondary schools.

vi. Ensure all boards meet at least once a quarter.

e. Financial performance

i. Grow revenue by at least 40% annually.

ii. Grow reserves to at least three months cover by 2020.

iii. Achieve clean audit reports annually for the conference and its institutions.

f. Integrated reporting

i. Provide integrated reporting in accordance with the General Conference of the Seventh-day Adventist Church guidelines.

ii. Organize annual leadership forums for officers, pastors, heads of institutions and elders.

g. Risk Management

i. Develop and implement organizational wide risk management framework/system.

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ii. Insure conference infrastructure, assets, full time staff and casual staff, youth clubs, church societies and programs/congresses.

iii. Ensure all contractors are issued with approved contracts at all times before commencement of work.

iv. Ensure that all church properties have title deeds or approved occupational leases.

v. Ensure all our institutions use road worth transports services

vi. Identify appropriate facilities for church programs.

h. Infrastructural Development

i. Construct at least two new schools by 2020.

ii. Improve at least 25% of non-qualifying church schools to AAA Standard by 2020.

iii. Construct at least 50 new rural churches by 2020.

iv. Complete at least 25 existing rural churches by 2020.

v. Construct at least 20 new Urban/City churches by 2020.

vi. Complete at least 20 existing Urban/City churches by 2020.

vii.Acquire at least 25 church stands in urban centers by 2020.

viii.Build/Complete at least 2 hospitals by 2020.

ix. Build at least 4 new clinics by 2020.

x. Ensure availability of at least one church house per district.

i. CIT Systems

i. Develop communication and information technology systems that deliver effective and efficient information timeously.

ii. Create a state of the art media centre that is self-supporting by 2020.

iii. Automate all operational systems by 2020.

Key Result Area

Priority H,M,L

Objective Strategy Initiatives Measurement D u e Date

Critical Success Factors

Respons ib le person

Monitoring a n d evaluation

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MEMBERSHIP

GROWTH

H • G r o w membership by 20% by 2020.

• TMI • IT based

resource systems

• Church planting

• Visibility adverts a n d presence.

• S o c i a l m e d i a jingles

• E s t a b l i s h a c t i v e s m a l l groups

• I d e n t i f y unentered areas with p o t e n t i a l membership

• S e c u r e l a n d f o r w o r s h i p a n d establish a v i a b l e congregation.

•C r e a t e a budget for adverts

•C r e a t e community T V a n d r a d i o programs.

•No. of active small groups

•Baptisms • L i s t o f

u n e n t e r e d areas

•N u m b e r o f c h u r c h e s established

•P r o g r a m s aired

•N u m b e r o f viewers and listeners

•N u m b e r o f p e o p l e a c c e s s i n g social media sites.

Quarterly

• Trainings

•Appropr iate literature

•Global Pioneers

• Targete d Evangel i s t ic activity

Persona l Ministrie s D i rector

•Quarterly Reports

•M o n t h l y P a s t o r s meetings

MEMBER

RETENTION AND

SPIRITUAL

GROWTH

H ▪ R e t a i n at least 80% of t h e n e w converts.

• F i s h e r s of men

• B i b l e Conferences

• Spiritual parents

•E s t a b l i s h f i s h e r s o f men groups a t l o c a l c h u r c h level. •O r g a n i z e district level b i b l e conferences •A s s i g n s p i r i t u a l parents to n e w converts

•N u m b e r o f active fishers o f m e n g r o u p s established.

•N u m b e r o f b i b l e conferences h e l d a t district level.

•N u m b e r o f c o n v e r t s retained.

Monthly

•Ownership by district pastors a n d elders

Persona l Ministrie s D i rector

•M o n t h l y reports

•Quarterly reports

▪ At least 90% of m e m be r s a c t i v e i n h o m e a n d church programs.

• D a i l y devotion a l reading

• T M I i n l o c a l c h u r c h program planning

• Conferen c e strategy rol l out program

•

•Post dai ly devotional readings on our website •Encourage members to sign up for t h e d a i l y devotional reading •C r e a t e a d a t a b a s e o f a l l c h u r c h m e m b e r s a n d t h e i r c o n t a c t details

•N u m b e r o f m e m b e r s a c c e s s i n g website

• F e e d b a c k comments by members

Weekly

•W e l l functional CIT system. •Financia l resources •S m a r t gadget s f o r staff

Communicatio n s D i rector

•W e e k l y feedback reports

•M o n t h l y c h u r c h reports

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▪ R a i s e m e m be r faithfuln e s s level to at least 50% in Tithes & 30% in Offerings

• Visitations

• Seminars

O r g a n i z e a n d i m p l e m e n t visitations by pastors and elders.

•Green book •Returns and

g i v i n g pattern

•

Monthly

•Training •Appropr ia te member self-evaluat i o n form

Steward s h i p D i rector

•M o n t h l y reports

▪ R a i s e support f o r church projects to at l e a s t 80%.

• Strategy rol l out program

• Seminars

• Announcements

A s s i g n responsibility a r e a s t o pastors for execution.

• L e v e l o f s u p p o r t b y members in cash, kind or participation.

•N u m b e r o f p r o j e c t s completed

Quarterly

•Awaren e s s Training t o clergy •Project m a n ag e m ent skills

Steward s h i p D i rector


▪ Encoura g e professio n a l a n d exper t voluntar y services to the church b y m e m bers.

• C r e a t e a data base of professionals and t h e i r expertise

•Circu late p r o j e c t s a n d s u p p o r t required to members •Involve ASI

• L e v e l o f s u p p o r t i n c a s h , k i n d a n d participation

•

Quarterly

•Effectiv e communicatio n w i t h members •Reg i s te r o f projects a n d support required.

A S I D i rector


•Newsletter reports

▪ R a i s e awareness and participation in conserv a t i o n a n d p u b l i c affairs.

• Seminars a n d demonstrat ions conducte d b y professionals

• Participation in spec ia l d a y activities e . g . national t r e e planting day

• I d e n t i f y a n d e n g a g e r e l e v a n t professionals

• O r g a n i z e environmen t a l conservatio n programs e.g. clean u p campaigns , t r e e p l a n t i n g , p o t h o l e filling, grass cutting

•N u m b e r o f seminars on p r o g r a m s conducted.

•N u m b e r o f Professionals involved

•P u b l i c recogn i t ion f o r t h o s e programs

Quarterly

•Partners h i p w i t h relevan t organizations a n d professionals. •Active membe r involvem e n t a t l o c a l church level

P A R L D i rector


•

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INFRASTRUCTUR

AL DEVELOPMENT

H • Construc t a t least two n e w s c h o o l s by 2020.

• Resource mobilizat i o n from the constituency

• U s e external donors

• Missionary dollar

• Share the v i s i o n w i t h stakeholders.

• M o b i l i z e volunteers in terms of h u m a n capital & o t h e r resources

• E s t a b l i s h a n d e n g a g e d i f f e r e n t e x p e r t i s e f r o m o u r m e m b e r s who work i n construction

•N u m b e r o f professionals involved

•P e r i o d o f construction

• S t a g e approvals of construction by the local authorities


By end o f 2019

•Ownership by district pastors , elders, school board membe r s a n d heads o f schools

•

E X C OMM & Educati o n D i rector

• Y e a r l y Report

H • Improve at least 2 5 % o f n o n -qualifying church s c h o o l s t o A A A Standard by 2020.

• Workshops with S D C s , h e a d s o f schools a n d teachers.


• Benchmark ing with o t h e r successful institutions

• Networking w i t h s c h o o l s alumni

• Partnering with other S D A international schools, corporates and ngos.

• Leverage f i n a n c i a l institutions social and corporates responsibility.

• L e v e l o f s u p p o r t b y members in cash, kind or participation.

•N u m b e r o f s c h o o l p r o j e c t s completed

Yearly •Workshops

•Buy in a n d ownership by district pastors , elders, school board membe r s a n d heads o f schools

• Enhanc i n g o n school l e v i e s by EZC

E X C OM , School boards a n d Educati o n D i rector

•Y e a r l y Report

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H • Construc t a t least 50 new rural churches by 2020.


• Creation a n d utilization o f a d a t a base of professionals and t h e i r expertise

• B u y i n a n d ownership b y d i s t r i c t pastor s , a n d elders.

• Organize d i s t r i c t l e v e l t e a m s that can b u i l d churches

• Partnering w i t h o t h e r conferences that a r e d o i n g w e l l i n c h u r c h buildings initiatives





Yearly •Ownership by district pastors a n d elders •Financia l resources •

E X C OM , Church Development D i rector anE

• EXCOM

H • Complete at least 2 5 e x i s t i n g r u r a l churches by 2020.

• TMI • Resourc

e mobilizat i o n from the constituency

• C r e a t e a n d utilization o f a d a t a base of professionals and t h e i r expertise




•





•

Yearly •Buy in a n d ownership by district pastors and elders

•Partner s h i p w i t h relevan t organizations a n d professionals.

•

Church Development D i rector and E X C OM

•C h u r c h Development

•Y e a r l y progress Report

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H • Construc t a t least 20 n e w U r b a n /C i t y churches by 2020.

• TMI • Resourc










•


•

E X C OM and Church Development D i rector



H •Complete at least 2 0 e x i s t i n g U r b a n /C i t y churches by 2020.

• TMI • Resourc




• B u y i n a n d ownership b y d i s t r i c t p a s t o r s , a n d elders.






•

Yearly •Buy in a n d ownership by district pastors a n d elders •E X C OM and Church Development D i rector



•

H • A c q u i r e a t l e a s t 25 church stands in u r b a n c e n t e r s by 2020.

• TMI • Engagin

g local authoritie s and c h u r c h members w h o are into construction

•Buy in from L o c a l authorities

•N u m b e r o f s t a n d s acquired




•

Church Development D i rector and A S I D i rector



•

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H • B u i l d /Complete at least 2 hospitals by 2020.

• TMI • Resourc



• Leverage corporate NGOs s o c i a l responsibility

• Partnership with h e a l t h profession a l s i n t h e church

•Partnering with other conferences that are doing well i n construction initiatives •Buy in and ownership by district p a s t o r s , and elders.

• Organize d i s t r i c t l e v e l teams that can build





Yearly •Buy in a n d ownership by district pastors a n d elders

E X C OM and Health Ministrie s D i rector

•C l i n i c Board

•A n n u a l progress report

H • B u i l d a t l e a s t 4 n e w clinics by 2020.

• TMI • Resourc



•Partnering with other conferences that are doing well in buildings initiatives •Buy in and ownership by district p a s t o r s , and elders. •O r g a n i z e district level teams that can build






Health Ministrie s D i rector and E X C OM

•C l i n i c Board


•

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▪Ensur e availability of a t least o n e churc h h o us e p e r district.

• TMI • Resourc


• C r e a t e a n d utilization o f a d a t a base of professionals and t h e i r expertise Motivate c h u r c h members w h o c a n d o n a t e a stand o r a house.


• Organize d i s t r i c t l e v e l t e a m s that can b u i l d houses






P A R L D i rector and CFO

• EXCOM

• Financial statements


CIT SYSTE

MS

H •Develop communic a t i o n a n d informatio n technolog y s y s t e m s t h a t d e l i v e r effective a n d ef f ic ient informatio n timeously.

• C r e a t e a data base of professionals and t h e i r expertise

• C I T b a s e d resource systems


• U t i l i z e e x i s t i n g radio and TV stations.


•N u m b e r o f listeners and viewers

•N u m b e r o f m e m b e r s accessing our information


Quarterly

•Trainings •W e l l functional CIT system. •S m a r t gadget s f o r staff

E X C OM and Communicatio n D i rector


H • C r e a t e a state of t h e a r t m e d i a c e n t e r t h a t i s s e l f -supporting b y 2020.

• Engage c h u r c h members w h o are into m e d i a business

• Partnership w i t h successful media houses


• D e v e l o p broadcastin g c a p a c i t y a n d capabilities




•N u m b e r o f g a r g e t s acquired

Quarterly

•W e l l functional CIT system. •Effectiv e Communicatio n w i t h clients a n d s t a k e holders

E X C OM , C F O a n d Communicatio n D i rector


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• Automate a l l operation a l s y s t e m s by 2020.

• R o l l o u t C I T b a s e d resource systems

• E n g a g e media and C I T professionals

• Involvement of ASI


•N u m b e r o f listeners and viewers

•N u m b e r o f m e m b e r s accessing our information


Monthly

• Trainings

•W e l l functional CIT system.

• Effectiv e Communicatio n w i t h clients a n d s t a k e holders

E X C OM and Communicatio n D i rector and I T M a n ager


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FINANCIAL

PERFORMANCE

H ▪ Grow annual revenue by at least 40% of prior- year.

• Aggressive stewardship promotion.

• Accurate and timely reporting system

• Effective internal controls

• Prudent investments

• Fundraising projects

•

•Benchmarking EZC treasury department with a high revenue base conference in the SID or in the corporate world every 3 years • Weekly

reconciliations

• Benchmarking EZC treasury department.

• Timely Submissions of Trust Funds

• Training local church treasurers

• Setup EZC Internal Audit Review Committee

• Reconcile ledger and bank balances weekly

• Provide timely weekly district performance against targets

• Utilise idle land and infrastructure.

•No of Benchmarking exercise done

•No of trainings conducted

•No Trust Funds Submitted monthly

•Number of meeting for Internal Audit Review Committee

•Number of weekly trust funds reports issued

•Number of outstanding amounts on the reconciliation

Annually

Quarterly

Monthly

Monthly

Weekly

Weekly

•Timely submission of trust funds report •Training treasurers at local churches •Weekly reconciliations •Issuing monthly district performance against targets

CFO •Weekly, monthly, quarterly, and Yearly reports

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• A conservative approach to budgeted Income

• Business Process Engineering

• Investment of excess liquidity

• Budget revenue at 90% of income basis.

• to cut operational costs achieve long term savings and design the optimum processes To rethink the EZC treasury operations

• Short term investment activities

•Annual Budget set at 90% of income basis

•Percentage of Annual operating expenses

•Percentage increase of Investments interest

Annual

Annual

Annual

•Effective Change management •Staff buy in •Funding for new IT •Favourable interest rates •Conservative budgeting approach •Ongoing continuous improvement for staff

CFO Annual Reports

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• Effective and efficient internal controls.

•Prepare monthly CFO Files for EZC and its institutions with items as in the year end audit binder.

•Have monthly internal audit review committee meetings with recommendations to ADCOM and or EXCOM.

• Setup EZC Internal Audit Review Committee

• Financial Statements review committee done termly for EZC and its institutions.

• Establish CFO Files with monthly reports.

•Number of CFO Files submitted

•Number of Internal audit review committee meetings

Monthly

Monthly

•Submission of CFO Files • Effecti

ve Financial Statements review committee.

• Effective Internal Audit review committee.

•Effective Audit Review Committee

CFO

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▪Provi d e i n t egrate d r e porting in acco r da n ce with t h e G C o f t h e SDA guide l i nes

• Integrate d reporting managem e n t system.

• Carry out s y s t e m s review

• E d u c a t e and train a l l departmen t s involved.

• Carry out t r i a l r u n s a n d i m p r o v e the system.

•A functional i n t e g r a t e d r e p o r t i n g system.

Annually

• C o operat i o n b y a l l d e partments.

• Training

• Timely s u bmiss io n o f informat io n reports.

Treasury

• Quarterly reports

•

RISK MANAGE

MENT

H ▪D e velop and implemen t o r ganizat ion w i de r i s k management s y s tem.

• P o l i c y formulation.

• Benchmarking

• D e v e l o p appropriate policy for E X C O M approval.

• I d e n t i f y s u i t a b l e organization a n d benchmark.

• T r a i n everybody i n r i s k management.

• D e v e l o p risk profiles f o r a l l operational areas.

• D e v e l o p r i s k manageme n t repor t ing standards.

•Organization w i d e r i s k management systems.

•R i s k management reports and returns.

•

Monthly

•

Constant c h ec k s and balan c es on intern a l c o ntrols

Treasury

• F i n a n c e Committee

•M o n t h l y Report

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INTEGRATED REPORTING

H • P r ovide i n t egrate d r e porting a n nually a s adop t ed by E Z C E X COM.

•

Prese n t a stand a rd A n nu a l I n t egrate d R e port

•

F o cu s I n t egrate d r e porting on value c r eat ion act ivities to a l l s takeolde r s o f E Z C c o nst itue n cy.

• D evelop a n I n t egrate d r e porting framewor k f o r E Z C institu t i ons.

• Training o n I n t egrate d R e porting

• P r od u ce Depa r tment a l and Institu t i on a l r e po r t s o n value c r eat ion and o r preve n t io n o f value distract io n act ivities q u arter ly.

• Distribute an a n nu a l i n t e

• Voted integra t e d reporti n g framework

• No of department a l /Institutional reports o n value creation

• Annua l E Z C Integra t e d report.

Annually

Quarterly

Annually

•

Traini n g o n i n t egrate d r e porting •

Asses s ments o f Quarter ly r e port •

S u pport from M ed i a Centre •

F u nd s f o r training

President

Annual ly a n d quarterly

! 27

Organ i ze a n n u a l leadership forums for o f f i c e r s , p a s t o r s , heads of institutions a n d elders.

C o n d u c t an Annual Leadership Forum for

• Invit e T h eology , Strate g y and f i n ancial e x pe r t s t o prese n t a t L e adersh i p Forums.

• P r esent E Z C I n t egrate d R e po r t a t leadership Forum

• Occurrence o f L e a dership F o r um

• Percen t a ge o f attend e e s t o target e d audience.

• Audien c e rating o f leader s h i p F o r um Progra m me

Annually

Annually

Annually

•

Availability of Financial resources •

B u y i n from E Z C churc h and institu t i on a l leaders •

A n nu a l i n t egrate d r e port

President

CORPORTE

GOVERNANCE

▪F o rm u la t e clear l y def in e d p o l ic ies and p r ocedures in all operation a l a r eas.

• R e v i e w o f pol icies a n d procedures.

• Establish all areas for p o l i c y formulation.

• R e v i e w e x i s t i n g policies in each area

• Formulate and seek a p p r o v a l o f n e w p o l i c i e s a n d procedures.

•

• Policies and P r o c e d u r e m a n u a l s i n each area.

Quarterly

•Avai lability of pol icy d o c um e n t s in hard c o p y a n d s o f t copies •Periodic a l Reminders

Secretariat

• EXCOM

•R e p o r t s f r o m P o l i c y r e l a t e d committees.

! 28

▪B e comp l i an t with a l l r e l evant s t a tutory requireme n t and churc h p o l icies.

• Monthly a n d quarterly register.

•

• I n s t i t u t e m o n t h l y a n d q u a r t e r l y r e t u r n s a n d reports.

• T a k e appropriate a c t i o n o n deficiencies.

•Compliancy report

Quarterly

•Adhere n c e t o relevan t statutor y requirem e n t a n d policies

• EXCOM

•R e p o r t s f r o m P o l i c y r e l a t e d committees.

▪ Behave i n a n ethical a n d morally upright manner at all times.

• Code of conduct

• Per forma n c e managem e n t system

• Code of ethics

• Establish a c o d e o f c o n d u c t and code of ethics.

• Share and t r a i n a l l employees.

• C r e a t e t ime and c o n d u c t p o l i c y conversation at al l s t a f f meetings.

•C o d e s i n place

• T r a i n i n g register

• S i g n e d declarat ion c o n f l i c t o f interest.

•

Quarterly

•Avai lability of C o d e o f c o n t act. •Correct interpretation a n d applica t i o n of the codes.

Secretariat

• EXCOM

•R e p o r t s f r o m c o d e s r e l a t e d committees.

! 29

▪ Create a n effective a n d efficient governa n c e m o d e l f o r schools w i t h Pr incipa l a s t h e ranking officer.

• Benchma r k i n g a n d r e v i e w o f cu r rent governan c e structures.

• C o n d u c t independent detailed a n a l y s i s and review o f t h e effectivene s s o f c u r r e n t governance structure.

• Benchmark o n e f f e c t i v e a n d e f f i c i e n t governance model.

• Develop a n e w governance m o d e l f o r t h e c h u r c h a n d implement.

•

•Governance review report

•Benchmarking report

•N e w a p p r o v e d governance model

•

Quarterly

•W e l l defined o r g a nogram

Educati o n a l Department

• S c h o o l Board

•B o a r d minutes

▪ Establish boards f o r a l l church institutions.

• Governa n c e p o l i c y review.

•

• Review the c u r r e n t corporate governance policies for church institutions in line with b e s t corporate governance practices.

• Reconstitute / e s t a b l i s h boards of all church institutions in line with approved new policy framework.

• A p p r o v e d policies

• New boards in place.

•B o a r d meetings

Quarterly

•Correct usage o f relevan t statutor y instruments

Secretariat

• EXCOM

▪ E n s u re a l l boards m e e t at least once a quarter.

B o a r d meetings register

• D e v e l o p a n integrated b o a r d m e e t i n g s register for a l l institutions

• S i g n e d M i n u t e s o f b o a r d meetings

•M o n t h l y o r q u a r t e r l y ins t i tut ional reports

• F o l l o w - u p communique

Quarterly

Schedule of all b o a r d meetings.

Secretariat

• EXCOM

! 30

STAFF WELFARE AND

DEVELOPMENT

H ▪ Attract and retain competent staff

• Open and transparent interview process Remunerate employees as per full policy provisions.

• Incentivize staff according to performance.

• Advertising posts

• Thorough interviews.

• Staff Retreat

• Supporting social events (weddings, funerals etc)

•No of responses to advertisements

• Staff turnover

Quarterly

•Human resources expertise •Well functional communication system •Financial Resources

Secretariat


▪ Develop all staff members to be competent in their duties and responsibilities

• Training • Seminar

s • Tertiary

Education

• Job competence profiles

• Staff competence profiles

• Establish a department responsible for trainings

• Skills audit • Create

bursary fund

• Professional Qualification allowance

•

•No of trainings and seminars conducted.

• Increase in certified staff in relevant skills.

•Professional staff

Quarterly

•Financial Resources •Smart gadgets for staff •Competent facilitator’s foe seminars and trainings.

Secretariat


▪ Provide a caring and responsive staff social security plan during and after service

• Retirement plan

• Acquiring stands for all employees

• Encourage staff to acquire funeral, health policies.

•No of housing schemes for employees.

•No of stands/ homes acquired

•Retirement plan audit.

Yearly •Aggressive developmental strategies •Financial Resources

Ministerial


! 31

▪ Support staff-development career initiative aligned to organizational requirements

• Skills based courses

• Skills audit

• Refresher courses

• Avail Professional course sponsorship

• Identify and engage professionals for trainings

• Seminars conducted

•No of support staff sponsored to do courses.

Quarterly

•Financial resources •Relevant skills based professionals trainers

Secretariat


▪ Create and fill the position of Human Resources Administrator for the Conference and its institutions.

• Approved Policy

• Advertising the post

• Extensive interviews

• To search for highly qualified Human Resources personnel

• Employment of qualified Human resources personnel

Quarterly

•Financial Resources

Secretariat


!32 ! 32

9. ASSUMPTIONS

ASSUMPTION I M P A C T O N ACHIEVEMENT OF RESULTS: H; M; L

MONITORING AND EVALUATION

1. Buy in and ownership by all stakeholders High

2. Trust funds reports and remittances are on time

High

3. Effective communication High

4. Upholding of core values High

5. Economic and political situation will improve and remain stable.

High

6. Resources will be available timeously High

7. All reports submitted on time High

8. Membership will be retained High

9. Church members remain faithful High

10. Competent staff will be retained High

11. EXCOM and Management will fully support and execute the strategy.

High

12. Support from higher office High

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LEADERSHIP CHARTER

We the Executive Committee, Officers and Departmental Directors of East Zimbabwe Conference of the Seventh-day Adventist Church do hereby take ownership and full commitment, individually and collectively, to the implementation of this strategic document with probity.

This strategic document sets out our mandate for the next three years up to the 2020 East Zimbabwe Conference Constituency meeting. By God’s grace, we undertake to align all our plans, actions and decisions to this strategic document at all times.

Agreed and signed by:

ezc strategic planning framework-final · the ezc is a product of the reorganisation and ... the...

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