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STRATEGIC PLAN
(2019-2021)
August 2018Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021) Strategic Planning Committee Page | i
Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Jacaranda Seventh-Day Adventist Church (herein after referred to as Jacaranda
Church) has developed a Strategic Plan that would run for three years from 2018 to
2020. This document provides the Church with a three-year road map for executing
its Commission to win and prepare souls for the imminent return of our Lord Jesus
Christ.
This document is a property of Jacaranda Church and as such it is desirable that it
be embraced by every member. The Jacaranda Church leadership prays that
everyone would take part in programs that are aligned to the goals and objectives
set out in this document. The Church Board should review and update the progress
bi-annually through the outlined monitoring and evaluation program.
Jacaranda Church, a part of the world wide Seventh-Day Adventist (SDA) Church, is
found in the central part of Zambia’s Capital City, Lusaka. Jacaranda Church was
established as a Company of Libala Church in 1986 at Jacaranda Basic School in
Rhodespark area. It was then organised into a Church in 1987 and continued to
have its services at Jacaranda Basic School. It was not until August 2013 that it
moved to its premises, Plot 9329, along Lukasu Road, Massmedia. Jacaranda
Church grew over a period of 30 years to a membership of 637 in 2017. It is notable
though that despite the growth in membership, active members in the first quarter of
2018 were 218 while 422 members were recorded as missing.
The primary reason, the then Jacaranda Company was introduced in Rhodespark,
was to be a tool for evangelism as there was no presence of an SDA Church in the
area. The Rhodespark community is generally affluent, closed-up and sparsely
populated, thereby making the traditional evangelistic approach less effective. On
the other hand, the development of shopping malls as well as the proliferation of
universities within the vicinity of the Church are redefining the challenges and
opportunities for Jacaranda Church.
The table below summarises the strengths, weaknesses, opportunities and threats of
Jacaranda SDA church in carrying out its mission:
STRENGTHS WEAKNESSES
• Hospitable & Encourages fellowship • Poor Time Management
• Responsive to challenges by • Uncomfortable worship environment
members especially in rain season due to lack
• Inclusive and organized of church building
programming • Poor public-address system
• Committed Membership • Lack of strong Church choir to
• United though diverse membership enhance music during worship
• Few scripturally based Bible studies in
programming.
• Poor home visitations
Strategic Planning Committee Page | 1Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
OPPORTUNITIES THREATS
• Use of Technology to stream worship • Current national economic downturn
services live. may affect income of members
• New shopping mall and sports • Focus of govt on uniting the country
complex can be used for outreach as a Christian nation may affect
activities such as health expos sabbath worship
• IT innovations can be used to return • Social media and technology in
tithe and offering and reduce security general replacing the value of
risk of treasurers. persona l contact.
• Technology can be used to • Involvement of church members in
encourage prayer and Bible study politics
• Construction of shopping mall within
church vicinity
The strategic plan has considered the prevailing environment in which Jacaranda
operates and aims at promoting the Spirituality, Vitality and Service of the Church. It
is the Leadership’s belief that Jacaranda Church will remain relevant to its call within
the community in which it serves. This document therefore streamlines the church
goals and objectives, taking into consideration the Political, Social, Economic,
Technological and Legal environment in which the Church operates.
The restoration of all of God’s creation to full harmony with His perfect Will and
righteousness within our locality.
To effectively serve God with integrity and commitment, spiritually nurture and retain
the members, preach and be of service to the community in which we exist.
Jacaranda Church shall be guided by a set of values as it seeks to serve God. The
Church shall endeavor to have a membership that shall uphold the following values
with the seriousness that they deserve; Commitment, Equity, Obedience/faithfulness,
kindness/brotherly love, focus and Punctuality.
All Church members shall be required to be committed to the mission of the Church.
The general membership shall be expected to be committed to excellence and
high standards of performance. This shall be done with the understanding that
“God's ideal for His children is higher than the highest human thought can reach” EG
white DA pg. 311.
In the day to day activities of the Church Equity shall be a value that shall guide
everyone’s operation. This shall be fostered by the understanding that we are all
equal and precious in the sight of God. To that effect all members will be expected
Strategic Planning Committee Page | 2Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021) to have mutual respect and trust among all levels of the Church membership through actions and not mare words. As a Church that is founded on the word of God, Obedience/faithfulness to God’s word shall be of paramount importance to Jacaranda. The Church shall ensure that Law and order shall be observed in all its operations. In this vain it shall be in conformity with the State law to an extent that does not conflict with the Law of God. It shall also uphold the dictates of the latest edition of SDA Church manual during the period of the Strategic Plan. The Church membership and its clients shall treat each other as brothers and sisters. It shall be the responsibility of each Church member to carry the other’s load. This shall be fostered with the understanding that we are a family and that it’s the responsibility of everyone to see to it that their brother or sister makes it to Heaven and that none shall be lost along the way. In all its activities the Church shall endeavor to remain focused on issues that help it achieve its Mission. It shall not be derailed by issues that will not add value to its mission and the spiritual growth of its members. In line with aforementioned statements, it shall remain focused on its values as it seeks to serve God. Time keeping is a crucial part of success. To that effect the general membership shall be expected to be time conscious both in their worship and execution of activities contained in the Strategic Plan. The SDA Church is known for its faithfulness to the Law of God and as such Jacaranda members are expected to show integrity in all of their activities so as to be a light to the world. Besides this, lifestyle is the greatest of all sermons that one can ever preach. The world expects the Church to walk the talk even as Jesus Christ never contradicted his word. To have a membership that is spiritual, hospitable and desirous to win souls for Christ. Strategic Planning Committee Page | 3
Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
1. To strengthen the a) Provide bible and i) Bible studies to at 1) Number of Church Reports Elders’ Board
spirituality of doctrinal studies least cover all the Bible Studies Personal Ministries
Church members to all members of fundamental conducted
to serve God the church beliefs every year
faithfully 2) Number of
fundamental beliefs
covered in a year
b) Encourage i) Have a registry/ 1) Presence of an Reports Prayer Ministries
church members database of updated Prayer
to form or be part Prayer groups by Group Registry
of Prayer Groups end of first quarter
of 2019 2) Number of active
Prayer Groups
ii) At least 30% of
members belong 3) Average number of
to and actively participants in each
participate in Prayer Group
Prayer Groups by
end of 2019
iii) At least 50% of
members belong
to and actively
participate in
Prayer Groups by
end of 2020
iv) At least 70% of
members belong
to and actively
participate in
Prayer Groups by
end of 2021
Strategic Planning Committee Page | 4Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
c) Mount well- i) Plan and arrange 1) Preaching and Reports and review Elders’ Board, Personal
coordinated for preachers for Musicians’ Rota in Meetings Ministries, Music
Sabbath Worship the whole year by place by February
programmes that end of February each year
are Christ-centred each year
rather than 2) Proportion of
promotional in ii) At least 80 percent sermons that are
nature of the sermons salvation focussed
delivered are
salvation focussed 3) Level of adherence
and in line with the to plans and timings
Church theme
iii) Adhere to agreed
programming and
keep to agreed
timings
iv) Plan, arrange and
draw a rota of
musicians to grace
church
programmes for
the whole year by
end of February
each year
Strategic Planning Committee Page | 5Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
d) Nurture the i) Plan and Arrange 1) Preaching and Reports and review Elders’ Board, Children
spirituality of the for worship in the Music Rota in place Meetings Ministries
Children Children's Chapel by February each Personal Ministries
for the whole year year Sabbath School
by end of Music
February each 2) Number of services Deacon’s Board
year. held in Children's
Chapel
3) Number of
ii) Hold annual Vacational Bible
Vacational Bible School's held
Schools
e) Encourage iii) Achieve at least 1) Average number of Report Personal ministries
members to 50% of church active participants All Departmental
participate in membership Heads
revival meetings attending camp
such as Camp meeting
meeting, Week of iv) Achieve at least
Prayer meetings, 30% of church
etc membership
attending weeks
of prayer
Strategic Planning Committee Page | 6Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
f) Revitalise the i) Conduct at least 6 1) Number of Studies on Reports and Review Spirit of Prophecy/
reading and study studies annually Prophecy Meetings Voice of Prophecy,
of prophecy based on the Spirit conducted Publishing
of Prophecy
2) Number of members
ii) Adopt at least two participating in the
Spirit of Prophecy studies
books to study
each year 3) Average number of
members that
iii) Avail the adopted successfully
book of the year complete reading
to church the adopted SoP
members book.
iv) Create and 4) Number of books
maintain church added to church
library library each year.
5) Number of users of
church library
2. To equip and a) Plan and i) Conduct 1) Leadership seminar Evaluation Report Administration
enhance Conduct leadership conducted
leadership leadership seminars in the
capacity of the seminars for all fourth quarter of 2) Number of
church officers as church officers every year participants
well as the general
membership 3) Feedback from
participants
Strategic Planning Committee Page | 7Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
b) Train and equip i) Conduct TMI 1) Seminar conducted Evaluation Reports Personal Ministries
members on training seminars in
basic evangelism February and 2) Number of
which is August each year participants
congruent to the
Total Member 3) Feedback from
Involvement (TMI) participants
initiative
c) Identify the i) Create a registry/ 1) Presence of an Reports Personal Ministries
various database of updated Profession, Education
professions, skills professions and Skills and Spiritual Youth Ministries
set, and spiritual skills by end of Gifts Registry/ Campus Ministries
gifts among the June 2019 database
membership
ii) Conduct at least 2) Number of Seminars/
one Spiritual Gifts Career Days held
Seminar each year
3) Number of
iii) Hold career days participants
at least once a
year 4) Feedback from
participants
3. To strengthen the a) Encourage i) Form Stewardship 1) Presence of Active Reports Stewardship
membership’s members to groups by end of Stewardship Groups Elders
commitment to increase their first quarter of 2019
enhanced faithfulness in 2) Number of families
operational Stewardship ii) Have each group visited
sustainability visit at least six (6)
families per 3) Number of Bible
quarter Studies conducted
iii) Conduct bible 4) Comprehensiveness
studies on of coverage in Bible
Stewardship at Studies
least 8 times per
year
Strategic Planning Committee Page | 8Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
b) Encourage i) Have a study on 1) Study on systematic Reports Stewardship, Elders
members to systematic giving giving conducted
adopt the in the first quarter
systematic giving of very year 2) Proportion of
plan members
ii) Increase the participating in
number of systematic giving
members on the
systematic giving
plan from 30% to
50% by end of
2019
iii) Have at least 65%
member on a
systematic giving
plan by end of
2020
iv) Have at least 80
percent of
members on the
systematic giving
plan by end of
2021.
v) Remit a minimum
of K1 million as
tithe to the
conference.
vi) Consistently submit
Trust Funds to the
conference on a
monthly basis
Strategic Planning Committee Page | 9Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
c) Encourage an i) Conduct periodic 1) Number of Seminars Reports Stewardship
entrepreneurial skills training conducted Personal ministries
spirit among seminars involving Youth Ministry
church members church members 2) Number of AMO
and the participants Dorcas
community
3) Feedback from
ii) Organise annual participants
youth
entrepreneurship 4) Number of youths
competitions involved in project
iii) Support at least 5) Number of jobs
one youth led created
employment
creation venture
d) Encourage i) Give weekly 1) Number of offertory Reports Stewardship
members to offertory readings readings given Trust Services
support church
programmes ii) Encourage 2) Proportion of
members to make members who
Wills that support commit to support
the Church the Church through
Wills
iii) Provide a financial
report to the 3) Number of financial
church members reports rendered in
at least once each review period
every quarter
Strategic Planning Committee Page | 10Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
4. Create a church a) Encourage i) Assign each 1) Number of active Reports, Review Sabbath School
atmosphere that members to member to belong action units Meetings Deacons Board
fosters oneness, develop a deep to a Sabbath
discipleship, sense of fellowship School Action Unit 2) Number of Fellowship
lifelong with one another Lunches held
commitment to the ii) Have fellowship
church, healthy lunch at least 3) Average number of
interpersonal twice a year participants
relationships and b) Identify those in i) Conduct a Needs 1) Needs Assessment Reports Deacons Board
spiritual gifts based need among the Assessment every conducted
service general year
membership 2) Presence of a
ii) Prioritise the needs Prioritised List
for inclusion in the
proceeding
budget by end of
the fourth quarter
of each year
c) Operationalise i) Build up the fund 1) Availability of funds Reports Deacons Board
the Benevolence to a minimum to meet the Stewardship
Fund threshold of 5 minimum prescribed
percent of the threshold
Local Church
Budget 2) Amounts disbursed
iii) Disburse grants to 3) Number of members
deserving in receipt of the
candidates grant
annually
Strategic Planning Committee Page | 11Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
d) Create and i) Within the first 1) Zonal Map created, Reports Personal Ministries
operationalise quarter of 2019, and members are
fellowship zones Map the enlisted
members’
localities and 2) Number of active
create Zones
membership Zones
by geographical 3) Average number of
location active participants
ii) Enlist members in 4) Number of zonal
each Zone and meetings held
elect zone leaders
by end of first
quarter of 2019
ii) Encourage Zones
to hold weekly
meetings
e) Encourage and i) Draw a list of 1) Availability of former Reports Church Clerks
work towards former and and inactive Personal Ministries
reclaiming former inactive members members’ list Interest Coordinator
and inactive at the beginning
members of each year 2) Proportion of former
and inactive
iii) Assign members to members visited
visit, study and
counsel with at 3) Number of former
least 30 percent of and/or inactive
the identified members reclaimed
members each
year
Strategic Planning Committee Page | 12Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
f) Develop and i) Assign mentors to 1) All newly baptised Reports Personal Ministries
implement a all newly baptised members are Interest Coordinator
strong nurturing members assigned to mentors All Departmental
program Heads
ii) Encourage 2) Number of Mentors
member reporting on progress
participation in
various 3) Proportion of
programmes of members that
the Church actively participate
in Church
programmes
Strategic Planning Committee Page | 13Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
g) Enhance the i) Highlight the role 1) Families are aware Surveys, Reports Family Life
strength of family and responsibility of their responsibility
units of families in in the spiritual
education of education of their
children for here children
and eternity
2) Church members
ii) Offer pre-marital are aware of issues
and marital concerning abuse
education and educated in
including abuse abuse prevention
prevention
3) Couples that get
iii) Organise family married in the
friendly church church receive pre-
services and marital counselling
programmes
4) Increased
attendance of
families at church
services
5) Church programmes
that are attractive to
families and children
Strategic Planning Committee Page | 14Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
5. To enhance the a) Develop and i) Emphasise 1) Increased awareness Surveys, Reports Health Ministries
relevance of the implement a wholeness by of and adherence to Communication
church within the comprehensive addressing healthy principles Personal Ministries
community in health program physical, social, Interest Coordinator
which it operates mental and 2) Media coverage of
spiritual health health programmes
ii) Maximise the 3) Number of
public relevance community
of the SDA health engagement
message through programmes
Health Expositions,
Media coverage 4) Number of new
and Demos members of the
baptism class
iii) Offer counselling annually
and health
screening services 5) Number of baptisms
to the community
b) Encourage i) Visitation to the 1) Number of events Reports Personal Ministries
deliberate sick, poor and Youth Ministries
interaction with disadvantaged 2) Average number of AMO
neighbours and beneficiaries Dorcas
communities and ii) Enhance the helps Deacons Board
intentional ministry to the 3) Number of new
application of immediate members of the
Christ’s method of community baptism class
ministry
4) Number of baptisms.
Strategic Planning Committee Page | 15Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
c) Conduct i) Hold at least 7 1) Number of Week of Reports Personal Ministries
evangelistic Week of Prayer Prayer meetings held Youth Ministries
efforts targeted meetings annually AMO
at the local 2) Number of Non- Dorcas
community ii) Distribute Adventists attending Publishing
electronic and Week of Prayer Voice of Prophecy
print evangelistic Sabbath School
material 3) Number of
evangelistic
iii) Have one guest materials distributed
day per quarter
4) Number of Guest
iv) Form Evangelism Days held
groups
5) Number of non-
Adventists attending
Guest Days
6) Number of
Evangelism groups
formed
7) Number of baptisms
Strategic Planning Committee Page | 16Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
d) Optimise i) Enhance print, 1) Functionality of the Reports Communication
communication electronic and Website All Departmental
plans and social media Heads
methodologies so presence of the 2) Traffic to electronic
as to empower Church media pages
the work and
witness of the ii) Publicise special 3) Coverage of special
church events to the events in either print
community such or electronic media
as Weeks of
Prayer, Guest 4) Number of visitors
Days, Career Days attending the
and Vacational Special events
Bible Schools.
5) Number of new
members of the
baptism class
6) Number of baptisms
e) Advance the i) Help members to 1) Number of Reports Religious Liberty
understanding of freely express their advocacies Campus Ministries
and protection faith and religion Education
for God-given at their
human rights and workplaces,
religious liberty for school and within
individuals their community
Strategic Planning Committee Page | 17Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
6. Provide adequate a) Phase I: Construct i) Erect and Roof 1) Percentage Physical Church Building
infrastructure and a 600-seater the Steel completion of each measurements,
construct an multi-purpose Structure by stage of Reports
appropriate structure (can be end of Q2 construction
worship place to converted to 2019
God’s Glory Children’s Chapel
in due course) ii) Complete
blockwork and
glazing by end
of 2019
iii) Install all
fittings by last
quarter of
2019
iv) Plaster, Paint
and decorate
by end of Q1
2020
Strategic Planning Committee Page | 18Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
b) Phase II: i) Finalise the 1) Approval of change Reports Church Building
Construction of construction of use of premises by
the Main Chapel drawings by June Lusaka City Council
2019
2) Construction
ii) Produce Bill of Drawings submitted
Quantities and to Lusaka City
Draft Tender Council for approval
Documents by
end of 2019 3) Bill of Quantities
completed and
iii) Raise 10% of the Availability of
required funds by Detailed Cost
end of 2020 Estimates
iv) Raise another 10% 4) Proportion of funds
of the project raised against the
value by the end project budget
of 2021
c) Purchase and i) Purchase 600 1) Number of chairs Reports Board of Deacons
maintain furniture chairs for use in purchased Church Building
for use during the Multi-purpose/
worship Children’s Chapel 2) Availability of a
by end of 2019 maintenance plan
ii) Develop a 3) Proportion of
maintenance plan furniture in a good
for the chairs and state
other furniture by
end of March
2019
Strategic Planning Committee Page | 19Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
d) Improve the i) Undertake a 1) Availability of a Reports PA System
Public-Address condition survey verified inventory
System and develop
maintenance/ 2) Additional PA System
repair/ components bought
replacement list
by end of March 3) PA System operating
2019 normally
ii) Purchase addition 4) Availability of trained
PA System PA System Operators
components by
mid of 2019 5) Availability of a duty
rota
iii) Maintain the PA
System regularly
iv) Train PA System
operators and
develop a duty
rota
Strategic Planning Committee Page | 20Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
e) Sustained v) Set individual / 6) Raise K250,000 a Treasury report - Funds Church Building
fundraising family targets on a quarter raised
initiatives for the monthly /
two proposed quarterly basis
structures vi) Identify members
(including and potential
furniture & fittings) contributors in the
diaspora
vii) Engage in
mobilising
donations from
Corporates
viii) Engage the
Lusaka
Conference
Office for funding
support
Strategic Planning Committee Page | 21Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Operational Objective Planned Activities Targets/ Planned Performance Indicator Means of Verification Responsibility/
Output/ Timing Champion
7. Attain District Status a) Increase i) Baptize at 1) Number of Reports from Church Elders
by 2022 Church least 50 baptisms Clerks Personal Ministries
membership people Roll calls Church Clerks
to 500 by 2022 annually 2) Number of Church building
ii) Reclaim at reclaimed
least 30 of the members
missing
members
annually 3) Construction of
b) Have a Children’s
dedicated iii) Complete Chapel
church Construction completed
building of the
Children’s
Chapel by 4) Chapel
end of Q1 dedicated
2020
iv) Have the
chapel
dedicated by
2020
*Note: Implementation champions are in bold on activities requiring more than one department to implement.
Strategic Planning Committee Page | 22Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
A template for the Action Plans to be used by various departments is given in
Appendix A. Departments are encouraged to utilise both the report forms and
Strategic Plan in developing their yearly plans
The successful implementation of the Strategic Plan will be realized on the following
conditions being in place.
• Timely and adequate funding of programs and activities;
• Stakeholders’ awareness, acceptance and comprehension of the Strategic
Plan;
• Successful linkage of Strategic Plan to the budgeting process;
• Church member commitment and positive attitude towards God’s work; and,
• Harmonization of Departmental activities with the Strategic Plan.
The effective implementation of the Strategic Plan requires funding of all activities
therein. To that effect the annual budgets for the strategic period 2018 to 2020 will
be activity based. This implies, the budgeting process should be linked to the
Strategic Plan. The various departments within the Church have to do their activity
planning in line with the Strategic Plan.
The Strategic Plan will be monitored and evaluated on a bi-annual basis. The
Stewardship Department will have the responsibility of monitoring and evaluation.
Strategic Planning Committee Page | 23Jacaranda Seventh-Day Adventist Church Strategic Plan (2019 to 2021)
Appendix A
Action Plan Template
Objective :This is the main objective that relates to the department
Objective Target: This target that the objective above seeks to achieve
Indicator(s):These are signs that the target has been achieved
Strategy: This is a plan, tactic, approach, line of attack……….. that you are going to use to
achieve your Objective.
Strategic Target: Within the strategy there might be a target that the strategy wants to
meet in relation to the objective target.
Means of verification: These are tools that you are going to use to ascertain that the target
has been met. E.g. reports, questionnaires, even visual evidence
Progress indicator: These are elements that show that you are moving in the right direction.
E.g. strategic activities are being achieved.
Activities Time frame Actual Person Costs/inputs
(begin Date, completion responsible
End Date ) date
Strategic Planning Committee Page | 25Jacaranda Seventh-Day Adventist Church
Plot 9329, Lukasu Road, Massmedia,
P.O. Box 30005, Lusaka
www.jacarandasdachurch.org
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