CONTENTS. President s Letter pages Congregational Care page 12 Organizational Administration page 13 Public Proclamation page 14

Transcription

1 Uni t e dchur c hofgod,ani nt e r nat i onal As s oc i at i on St r at e gi cpl an Ope r at i onpl an Budge t

2 CONTENTS STRATEGIC PLAN page 3 Chairman s Letter page 4-5 Strategic Plan and Operation Plan Key Terms and Definitions Vision, Mission and Guiding Principles page page 6 7 Positioning Statements and Goals page 8 OPERATION PLAN page 9 President s Letter pages Congregational Care page 12 Organizational Administration page 13 Public Proclamation page 14 STRATEGIC PLAN & OPERATION PLAN SUMMARY page 17 Strategic Plan and Operation Plan Summary Chart pages BUDGET page 21 Treasurer s Letter pages Budget pages B1-B11 APPENDIX page 35 Plan of Work page 36 Organization Chart page C1-C3 Media Guiding Principles page United Church of God, an International Association Strategic Plan/Operation Plan/Budget United Church of God, an International Association

3 Strategic Plan Strategic Plan/Operation Plan/Budget United Church of God, an International Association

4 Greetings fellow elders and wives, From the Chairman The United Church of God, an International Association (UCGIA), is coming up on its 20th anniversary of being established as a collective instrument within our Heavenly Father s hands to preach the gospel of Jesus Christ and the Kingdom of God, make disciples in all nations, and care for those disciples (Mission Statement). The past 20 years have been an incredible learning experience for all of us. Twenty years ago, God guided us to focus on the principle found in Proverbs 15:22: Without counsel, purposes are disappointed, but in the multitude of counselors they are established (KJV). We developed a governance system that sought more input and involvement and granted reasonable checks and balances between the General Conference of Elders (GCE), the Council of Elders (CoE) and the administration. But we also discovered by experience that the wisdom of Proverbs must be founded on spiritual attributes revealed in Philippians 2:2-4: Fulfill my joy by being like-minded, having the same love, being of one accord, of one mind. Let nothing be done through selfish ambition or conceit, but in lowliness of mind let each esteem others better than himself. Let each of you look out not only for his own interests, but also for the interests of others. Over the years we ve come to understand that we can t rely on what s printed in governance documents alone, but what s embedded in our hearts as a spiritual people. While first and foremost we re to be a people of the heart, God also wants us to use our heads in analyzing the path set before us. We re not a work of men! The United Church of God isn t about one man or group of men. Our spiritual Head and Foundation of all that s performed isn t a man, but Jesus Christ (Ephesians 1:19-23; 2:19-22). We re about a family of spiritual believers who keep the commandments and the faith of Jesus (Revelation 14:12) in hundreds of congregations around the world that support something greater than themselves. At the same time, our fellow Church members look to you as elders not only to provide local spiritual guidance, but also secondarily to assist your fellow elders in promoting and maintaining an effective spiritual entity that does what we say we will do in our mission. Article of our Constitution states: The term elder (or elders ) refers to an ordained minister of UCGIA, duly recognized and credentialed by the Council of Elders to provide care and oversight to the congregations of UCGIA and to further the vision and mission UCGIA. Yes, the GCE has the meaningful oversight of our overall direction in very concrete ways. Consider the following stated responsibilities from article 4.1 of our Constitution. 1) To approve changes in UCGIA doctrine. 2) To ratify the annual Strategic Plan, an annual Operation Plan and an annual balanced Budget that pertains to those plans. 3) To nominate members to the Council, with prayer and fasting. 4) To approve all articles to the Articles of Incorporation. 5) To approve all amendments to, or repeal, the Constitution, the duly approved Bylaws, and the Rules of Association of UCGIA. 6) To approve all official relationships with other religious organizations. Therefore all of us as GCE members whether pastors, elders or Council members; whether a 40-year veteran or newly ordained, and wherever we may live around this world all have opportunity to touch the future. So please carefully consider every page of this brochure. I suggest reading through to establish the best foundation for grasping all the presented information. The Council and administration performed their responsibilities in producing a Strategic Plan of meaningful objectives, strategies and budget proposals. Now it s your turn to fulfill your obligations. Strategic Plan/Operation Plan/Budget United Church of God, an International Association

5 Over the past seven years I ve had a unique perspective of serving and working with those on the Council both as a colleague and chairman. I ve come to see that every Council member selection has an impact not only on the unity and forward movement of the Church, but a definite impact on the man as he learns to humbly submit to the spiritual molding of God. In 1995 we decided to utilize the general principle found in Acts 6 of having individuals selected by those whom they serve. Other than your oversight and care of God s truths and His people there s probably no more important responsibility than to seek God s guidance in balloting for Council members. Please carefully consider the names of all the good men set before you and ask God to direct you towards what is best for UCG and best for the individual and his family at this time. The strategic proposals set before you carefully weigh the needs of all sectors of the Church s mission. Set before you are goals, strategies and corresponding budgets that address proclaiming the gospel, discipling (with relevant, practical instruction) those God is calling, making sure we maintain our commitment of pastoring congregations, establishing festival sites, and properly caring for our employees. Our desire would be to do more in every category but we must live within our means which mandates a balanced budget. This year s budget is made possible only by God s gracious blessings and the generous support of our membership (at this point our income is running 10 percent over what we budgeted), and our reserves are fully intact. Beyond this general review of operating procedures, you will be asked to consider revised and updated Bylaws. These documents represent our agreement among all our congregations and elders around the world on how we will work together, conducting ourselves decently and in order. Last year the GCE, by a very healthy majority, adopted the revised Constitution. Now the Governing Documents Review Team and the Council of Elders agree that the amendment process that is now embedded within the Bylaws should be separated out as a standalone document. It s hoped that the GCE will adopt the newly updated Bylaws and approve separating the amendment process, which will make it much easier to update as needed. Another important item for consideration is the Procedure for Amending the Fundamental Beliefs. When United Church of God formed 20 years ago, the preservation of God s precious truths was among our highest priorities. These Fundamental Beliefs embedded in our Constitution are safeguarded by requiring a majority of three-fourths of all GCE members to agree before any additions or edits can be made. In May, 2000, a provisional procedure for amending the Fundamental Beliefs was adopted by the GCE. Now, in 2015, a much-needed update is presented to the GCE for possible adoption. It creates additional time for the Fundamental Beliefs Amendment Committee, the Doctrine Committee, the Council and the General Conference of Elders to carefully consider any amendments to the Fundamental Beliefs before placing such proposals on the ballot. Now let s proceed in examining this brochure s contents. As we do, let s pray, fast and seek appropriate counsel in seeking God s very best, as we strive to fulfill His will and not our own. Warm regards to you all, Robin Webber Strategic Plan/Operation Plan/Budget United Church of God, an International Association

6 VISIO A picture of the preferred future ; a statement that describes how the future will look if the organization achieves its ultimate aims. MISSIO A statement of the overall purpose of the organization. Describes what you do, for whom you do it and the benefit. GUIDIG PRICIPLES General guidelines which set the foundation for how the organization will operate. POSITIOIG STATEMETS Broad statements about the direction and focus of the organization. Strategic/Operation Plan Definitions for Chart Boxes CRITICAL SUCCESS FACTORS Major items or issues that must go right to achieve one or more objectives. CSF s are limited to those things that can be impacted by the organization. OBJECTIVES GOALS Broad, longterm aims that define accomplishment of the mission. Specific, quantifiable, realistic targets that measure the accomplishment of a goal over a specified period of time. Objectives must be SMART Specific, Measurable, Achievable, Relevant, Time-bound. The performance of the organization is graded against stated objectives. STRATEGIES Broad activities required to achieve an objective, control a critical success factor or overcome a barrier. BARRIERS Existing or potential challenges that hinder the achievement of one or more objectives. As with CSF s, limited to those things that can be impacted by the organization.

7 Vision A Church led by God s Holy Spirit, joined and knit together by what every member supplies, with all doing their share and growing in love to fulfill God s great purpose for humanity to bring many children to glory (Ephesians 4:16; Hebrews 2:10). Mission The mission of the United Church of God, an International Association, is to preach the gospel of Jesus Christ and the Kingdom of God in all the world, make disciples in all nations and care for those disciples. Guiding Principles We believe our Father has called us into a relationship with Him and one another through Jesus Christ. We believe the immutable Word of God shows how to build loving relationships (1 John 1:3) and to become more like Jesus Christ. Therefore we will strive to live by every Word of God, led by His Holy Spirit in humility, enabling these relationships to grow and flourish. We believe God the Father, through Jesus Christ, is building His Church, which is built on the foundation of the apostles and prophets, Jesus Christ Himself being the chief cornerstone, and we, also, as living stones are being built into a spiritual house (Matthew 16:18, 1 Corinthians 3:9, 1 Peter 2:5). Therefore as members of the household of God, we grow together into a holy temple for a dwelling place of God in the Spirit (Ephesians 2:19-22). We believe God s plan of salvation includes every individual who yields to Him and Jesus Christ (1 Timothy 2:4). His plan includes the calling and perfecting of those who are being converted now as well as those to be converted in the ages to come. Therefore it is the duty of the Church to proclaim a message of hope and a call to repentance, to observe all things Christ has commanded, and to prepare members of the Body of Christ for service. We believe all humanity will ultimately have the opportunity to learn of Jesus Christ s life, death and resurrection and the good news of the Kingdom of God. We believe the gospel provides every individual an opportunity to become part of God s family (Acts 10:34-35). Therefore, in order to maximize the effectiveness of the gospel message, we endeavor to reach all people in a way they can understand with a balanced mix of doctrine, prophecy and Christian living recognizing that any lasting fruit is produced by the power of God s Holy Spirit. We believe humanity is in urgent need of the gospel message in advance of the events surrounding Christ s return. We believe Jesus commissioned His Church to declare what is to come, to warn of the consequences of sin, to preach repentance and to proclaim the hope of eternal salvation (Matthew 24:13-14, 21; 28:18-20). Therefore, we take very seriously the Church s responsibility to boldly preach the gospel to this world with zeal and a sense of urgency (John 9:4). Strategic Plan/Operation Plan/Budget United Church of God, an International Association

8 Positioning Statements We believe building meaningful, godly relationships is taught in Scripture. Therefore we must: Become one in God and Christ through the Holy Spirit. Love God and keep His commandments. Love one another as Christ loves us. Teach and live Christ-like service. Speak the truth openly in godly love. Foster godly relationships among all. Be a ministry of reconciliation. We believe we are to strive to attain the measure of the stature of the fullness of Christ, to develop leadership for the Church and to prepare a people for works of service. Therefore we must: Provide in-depth biblical teaching. Answer the great questions of life does God exist, who is God, what is God, what is His purpose, who is man, what is man, what is our purpose, and what is our relationship with God? Develop training and educational programs for ministry, members and youth. Provide the necessary facilities for our local congregations, and for training and education purposes. Implement the best training and education programs. We believe Christ commissions us to preach the gospel in all the world. Therefore we must: Energize the entire Church in fulfilling its mission to preach the gospel. Motivate members to be like Christ and be lights in the world. Use the most appropriate methods to reach various audiences. Use the most effective media technology to deliver a relevant, inspiring, transforming message to the world. Use media to engage with our audience. Apply the principles of the Media Guiding Principles (see appendix). Congregational Care Organizational Administration Public Proclamation Goals A spiritual body that grows in love, righteousness, unity, Christ-like service, grace and peace. Communication channels and administrative policies and practices that enhance effectiveness, unity and godly relationships among employees, elders and volunteers. Proclamation of the gospel of Jesus Christ and the Kingdom of God, that continually increases and improves in effectiveness, impact and global reach. Strategic Plan/Operation Plan/Budget United Church of God, an International Association

9 Operation Plan Strategic Plan/Operation Plan/Budget United Church of God, an International Association

10 Dear fellow elders and wives, From the President The Council of Elders and the home office administration have given a great deal of thought and time into producing this year s Strategic Plan, Operation Plan and Budget. Every three years we take a closer look at what we re doing and ask ourselves: Are we doing what is most effective? Should anything change? What does God want us to do? We have paid special attention to these questions in this third year. I often meditate on what the apostle Paul wrote about the Church growth process: Who then is Paul, and who is Apollos, but ministers through whom you believed, as the Lord gave to each one? I planted, Apollos watered, but God gave the increase. So then neither he who plants is anything, nor he who waters, but God who gives the increase. Now he who plants and he who waters are one, and each one will receive his own reward according to his own labor. For we are God s fellow workers; you are God s field, you are God s building (1 Corinthians 3:5-9). Our work is to be the planters and those who water, those who watch over the crop as it matures and brings fruit. We cannot make things grow. It is God who ultimately gives the growth. But we re always evaluating what we re working with: the seed, water supply and our watch over the sprouting crop. We have had to think through everything that can possibly be done to plant seed as strategically as possible to provide for maximum yield and then provide the sustaining watering needed for it to grow. As we see new technologies advance, for example, in the use of smart phones, tablets, Internet television and other delivery vehicles, we prod ourselves to keep up with these cutting-edge methods. We strive to make the necessary adjustments to what we re currently doing. But also very importantly, we are giving much thought to exactly what we say in our message to the world and to the Church. We ask God to help guide us with the content, focus, tone and authority with which we speak. What kind of message will get through to people s minds and hearts in these times? We know it s God who will grant growth. We ask though: What are we planting, and how are we maintaining the sprouting crop? We are living in the time of the end. Are we responding appropriately to what is happening in the world as storm clouds of war gather ominously in the Middle East and Europe? World War III is on the horizon. How will things work out? What should we be saying? Are we preaching an appropriate message of repentance rather than just a message of curiosity and interest that appeals to those who want to know about what s going on? So many times when events become critical in this world, people pay attention in order to escape rather than to stop, think and change their behavior. I do believe the time will soon come when the message of prophets will again ring throughout the land and Strategic Plan/Operation Plan/Budget United Church of God, an International Association

11 bring many to repentance. The catastrophes of this world will become extremely relevant and bring change in many people s lives. Jesus Christ told us to pray for His Kingdom to come. I pray that more fervently as I see senseless killing of helpless trapped civilians and children whether they be in Syria, Libya or Ukraine. This cannot go on interminably. God s Kingdom must come soon! We are watching what s happening in the world very carefully. In the maintenance process of watching the crop that God is growing, we are paying special attention to the laborers in the field. These are our ministers who care for those whom God has called. Our ministry is getting older and more and more of them will be retiring. As they retire we are bringing on new workers to carry on the mission of the Church. We are training and mentoring new pastors who have the vision of the Church s mission. Our theme at this GCE meeting is Laboring in the Word. We want to impress upon all of us the importance to preach effectively from the Word of God, divide (parse) the word, and then preach the Word with inspiration and power. Thank you for your service and for seeing the vision of the Church which is God bringing many children to eternal life. I know that it can become difficult, discouraging and thankless at times. But God sees all that we do and knows our hearts. He will not leave us nor abandon us. He knows our works and endurance. Let s continue to be faithful and continue to lead and feed the people that God has called. There is so much yet to do in the exciting and yet very dangerous age in which we live. I thank God for the prophecies that He reveals to us mostly because He lets us know that no matter how ugly conditions are in this world, we know how it will all work out. Jesus Christ will return. His Kingdom is coming to this earth and will permeate everything that is. There will be justice and redemption. Your brother and fellow servant in Christ, Victor Kubik Strategic Plan/Operation Plan/Budget United Church of God, an International Association

12 Congregational Care Goal: A spiritual body that grows in love, righteousness, unity, Christ-like service, grace and peace. Objectives Baseline 1 st Year 3 rd Year Improve the quality and effectiveness of preaching, teaching and pastoral care in congregations. Increase involvement of men, women and youth in their congregations and the larger work of the Church. Enhance members spiritual growth with educational seminars and programs. Increase youth involvement in and commitment to the Church. Improve the Feast of Tabernacles experience for all participants. Promote a warm, receptive, nurturing environment in all congregations. Please see appendix for Plan of Work timeline featuring current realities of our major focus areas with milestones for change, leading to our targeted reality. Critical Success Factors Sufficient number of elders and pastors. Qualified candidates for the ministry. Loving, caring, respectful environment. Positive pastor/member relations. Pastors skilled in peacekeeping. Engaging youth and young adult programs. Member involvement. Appropriate level of pastoral involvement in congregations. Effective education instructors and teachers. Accessibility of education programs. Barriers Too many demands on elders and pastors time. Lack of spiritual discipline: prayer, Bible study, meditation, fellowship, fasting. Lack of parental support in spiritual development of youth. Limited ability to relate to all age levels. Limited human and financial resources. Aging and health. Strategies Assist, educate and stimulate the ministry in ongoing professional development that focuses on study and rightly dividing Scripture to improve their preaching, teaching, writing and communication skills. Educate pastors and elders on how to lovingly care for their flock, and encourage individual members to be spiritually minded. Continue a comprehensive training and mentoring program for ministerial candidates to meet our current and future needs to ensure that there are pastors and elders to lovingly care for each congregation. Continue to track individuals who are developing in their leadership, speaking ability and service to the Church. Develop educational material and conduct seminars for members and youth on marriage, the family and other relevant topics. Encourage pastors to energize the Sabbath experience as possible with approved service formats, innovative sermon development, interactivity, variety in music and relationship building. Provide suitable meeting facilities for congregational use, including leasing or ownership of buildings where practical and economically feasible. Strategic Plan/Operation Plan/Budget United Church of God, an International Association

13 Spiritually strengthen the Church community through regional events such as family weekends and youth camp programs. Produce material for elders to encourage inclusion of youth and young adults in the local congregation and produce messages that impact that audience. Plan future Feast of Tabernacles sites based on an evaluation of the demographics and geographical distribution of our membership. Encourage minister and member involvement in the humanitarian outreach work of the Church and community. Organizational Administration Goal: Communication channels and administrative policies and practices that enhance effectiveness, unity and godly relationships among employees, elders and volunteers. Objectives Baseline 1 st Year 3 rd Year Increase satisfaction levels among all UCG employees. Improve communication and teamwork. Improve efficiency and properly allocate workload among employees. The administration desires to address areas of dissatisfaction and build upon the current high level of unity. Critical Success Factors Buy-in of a shared vision among leadership, elders and employees. Mutual trust and respect by modeling Christ-like service among all. Recognition of and appreciation for the value of one s work. Clear expectations of management responsibility and employee requirements. Opportunities for involvement in jobrelated decisions. Honesty, transparency and openness. Barriers Limited human resources. Limited financial resources. Individuals with too many responsibilities. Space and equipment limitations. Strategies Foster a Christ-like service environment and a spirit of unity throughout the organization. Improve meaningful, godly relationships in the Church. Provide appropriate benefits and compensation with manageable workloads for each employee, and as funds allow give an annual employee bonus. Continue employee years-of-service recognition program. Maintain and improve communications with employees to increase job satisfaction, efficiency and effectiveness. Update the Human Resources Policies and Procedures Manual to reflect current policies and procedures. Educate and inspire all employees and elders with the vision and mission of the Church. Strategic Plan/Operation Plan/Budget United Church of God, an International Association

14 Public Proclamation Goal: Proclamation of the gospel of Jesus Christ and the Kingdom of God, that continually increases and improves in effectiveness, impact and global reach. Objectives Baseline 2014 Increase reach of Web presence. 6,800,000 unique visits Increase impact and effectiveness of Web presence as measured by visits, response and literature conversions. [A literature conversion is when a visitor orders a piece of literature hard copy or e-copy.] Achieve target number of subscribers to: Beyond Today magazine [Total/U.S.]. Bible Study Course. Increase Beyond Today subscriber renewal rates. Increase the effectiveness of Beyond Today television programming as measured by individual responses, and increase potential audience as funds allow. Improve effectiveness and reach of public seminars and campaigns. Reintroduce the online Bible Reading Program and increase its reach and effectiveness. Increase recognizability of the Church and its proclamation effort. [One measure is online Alexa rankings.] 1.5% of 6.8 million (100K Web conversions) 245,000/170,000 5,900 1 st Year ,300,000 unique visits 1.7% of 7.3 million (124K Web conversions) 295,250/225,250 6,000 3 rd Year ,300, % of 8.3 million (174K Web conversions) 421,000/320,500 6,200 29% 29% 29.5% 48,500 annual resp. 300 million weekly reach One Campaign Completed Old Testament 0.1% of unique visits 16,400 U.S./52,400 Global Alexa Rank 49,000 annual resp. 300 million weekly reach Four Campaigns Completed OT Plus Gather NT Material 0.1% of unique visits 16,250 U.S./51,800 Global Alexa Rank 53,000 annual resp. 320 million weekly reach Nine Campaigns Completed OT and NT Complete 3% of unique visits 16,000 U.S./50,500 Global Alexa Rank Critical Success Factors Highly relevant message that attracts and retains audience. Engaging online content that leads people from first contact to conversion. Life-changing benefits that increase audience loyalty. Easily recognized and identifiable public identity. Strategic Plan/Operation Plan/Budget United Church of God, an International Association Barriers Limited manpower, finances and expertise in media and communications. Increasing demand for Web development skills and mobile platform capability. Small pool of writers, editors and trainers for new writers and editors. Limited resources to effectively proclaim the gospel through multiple identities.

15 Strategies Manage media mix and priorities to achieve targets, circulation numbers and online visit objectives within budget parameters. Continue to develop compelling content for the Church s periodicals, videos and websites that increases responses, literature conversions and congregational contacts through a balanced mix of doctrine, prophecy and Christian living. Explore and develop all viable forms of communicating the gospel that will reach more of the world through increased Beyond Today media presence online, in print and through broadcast. Continue to enhance, optimize and develop the UCG.org website, including Web first content that is compatible with emerging mobile technologies and that expands its global reach. Transition from eight-month to 12-month renewal for Beyond Today magazine subscribers and continue to verify the commitment of our readers to efficiently use our resources. Continue to develop Beyond Today television programming that attracts viewers, increases in global reach and that promotes audience awareness of the benefits of God s way. Plan public seminars and campaigns based upon assessment of previous events. Relaunch online Bible Reading Program adding New Testament books, redesigned program interface and enhanced search capabilities to support the Church and attract a new audience to biblical truths and the gospel of the Kingdom. Consolidate and simplify media identity in a manner that increases audience awareness of the benefits of God s way, the gospel message and the Church. Strategic Plan/Operation Plan/Budget United Church of God, an International Association

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17 Strategic Plan and Operation Plan Summary Strategic Plan/Operation Plan/Budget United Church of God, an International Association

18 Strategic Plan VISION A Church led by God s Holy Spirit, joined and knit together by what every member supplies, with all doing their share and growing in love to fulfill God s great purpose for humanity to bring many children to glory (Ephesians 4:16; Hebrews 2:10). MISSION The mission of the Church of God is to preach the gospel of Jesus Christ and the Kingdom of God in all the world, make disciples in all nations and care for those disciples. GOALS Public Proclamation Proclamation of the gospel of Jesus Christ and the Kingdom of God, that continually increases and improves in effectiveness, impact and global reach. GUIDING PRINCIPLES We believe our Father has called us into a relationship with Him and one another through Jesus Christ. We believe the immutable Word of God shows how to build loving relationships (1 John 1:3) and to become more like Jesus Christ. Therefore we will strive to live by every Word of God, led by His Holy Spirit in humility, enabling these relationships to grow and flourish. We believe God the Father, through Jesus Christ, is building His Church, which is built on the foundation of the apostles and prophets, Jesus Christ Himself being the chief cornerstone, and we, also, as living stones are being built into a spiritual house (Matthew 16:18, 1 Corinthians 3:9, 1 Peter 2:5). Therefore as members of the household of God, we grow together into a holy temple for a dwelling place of God in the Spirit (Ephesians 2:19-22). We believe God s plan of salvation includes every individual who yields to Him and Jesus Christ (1 Timothy 2:4). His plan includes the calling and perfecting of those who are being converted now as well as those to be converted in the ages to come. Therefore it is the duty of the Church to proclaim a message of hope and a call to repentance, to observe all things Christ has commanded, and to prepare members of the Body of Christ for service. We believe all humanity will ultimately have the opportunity to learn of Jesus Christ s life, death and resurrection and the good news of the Kingdom of God. We believe the gospel provides every individual an opportunity to become part of God s family (Acts 10:34-35). Therefore, in order to maximize the effectiveness of the gospel message, we endeavor to reach all people in a way they can understand with a balanced mix of doctrine, prophecy and Christian living recognizing that any lasting fruit is produced by the power of God s Holy Spirit. We believe humanity is in urgent need of the gospel message in advance of the events surrounding Christ s return. We believe Jesus commissioned His Church to declare what is to come, to warn of the consequences of sin, to preach repentance and to proclaim the hope of eternal salvation (Matthew 24:13-14, 21; 28:18-20). Therefore, we take very seriously the Church s responsibility to boldly preach the gospel to this world with zeal and a sense of urgency (John 9:4). POSITIONING STATEMENTS We believe building meaningful, godly relationships is taught in Scripture. Therefore we must: Become one in God and Christ through the Holy Spirit. Love God and keep His commandments. Love one another as Christ loves us. Teach and live Christ-like service. Speak the truth openly in godly love. Foster godly relationships among all. Be a ministry of reconciliation. We believe we are to strive to attain the measure of the stature of the fullness of Christ, to develop leadership for the Church and to prepare a people for works of service. Therefore we must: Provide in-depth biblical teaching. Answer the great questions of life does God exist, who is God, what is God, what is His purpose, who is man, what is man, what is our purpose, and what is our relationship with God? Develop training and educational programs for ministry, members and youth. Provide the necessary facilities for our local congregations, and for training and education purposes. Implement the best training and education programs. We believe Christ commissions us to preach the gospel in all the world. Therefore we must: Energize the entire Church in fulfilling its mission to preach the gospel. Motivate members to be like Christ and be lights in the world. Use the most appropriate methods to reach various audiences. Use the most effective media technology to deliver a relevant, inspiring, transforming message to the world. Use media to engage with our audience. Apply the principles of the Media Guiding Principles (see appendix). GOALS Congregational Care A spiritual body that grows in love, righteousness, unity, Christ-like service, grace and peace. GOALS Organizational Administration Communication channels and administrative policies and practices that enhance effectiveness, unity and godly relationships among employees, elders and volunteers.

19 Operation Plan OBJECTIVES Increase reach of Web presence. Increase impact and effectiveness of Web presence as measured by visits, response and literature conversions. Achieve target number of subscribers to: Beyond Today magazine. Bible Study Course. Increase Beyond Today subscriber renewal rates. Increase the effectiveness of Beyond Today television programming as measured by individual responses, and increase potential audience as funds allow. Improve effectiveness and reach of public seminars and campaigns. Reintroduce the online Bible Reading Program and increase its reach and effectiveness. Increase recognizability of the Church and its proclamation effort. OBJECTIVES Improve the quality and effectiveness of preaching, teaching and pastoral care in congregations. Increase involvement of men, women and youth in their congregations and the larger work of the Church. Enhance members spiritual growth with educational seminars and programs. Increase youth involvement in and commitment to the Church. Improve the Feast of Tabernacles experience for all participants. Promote a warm, receptive, nurturing environment in all congregations. OBJECTIVES Increase satisfaction levels among all UCG employees. Improve communication and teamwork. Improve efficiency and properly allocate workload among employees. CRITICAL SUCCESS FACTORS Highly relevant message that attracts and retains audience. Engaging online content that leads people from first contact to conversion. Life-changing benefits that increase audience loyalty. Easily recognized and identifiable public identity. BARRIERS Limited manpower, finances and expertise in media and communications. Increasing demand for Web development skills and mobile platform capability. Small pool of writers, editors and trainers for new writers and editors. Limited resources to effectively proclaim the gospel through multiple identities. CRITICAL SUCCESS FACTORS Sufficient number of elders and pastors. Qualified candidates for the ministry. Loving, caring, respectful environment. Positive pastor/member relations. Pastors skilled in peacekeeping. Engaging youth and young adult programs. Member involvement. Appropriate level of pastoral involvement in congregations. Effective education instructors and teachers. Accessibility of education programs. BARRIERS Too many demands on elders and pastors time. Lack of spiritual discipline: prayer, Bible study, meditation, fellowship, fasting. Lack of parental support in spiritual development of youth. Limited ability to relate to all age levels. Limited human and financial resources. Aging and health. CRITICAL SUCCESS FACTORS Buy-in of a shared vision among leadership, elders and employees. Mutual trust and respect by modeling Christlike service among all. Recognition of and appreciation for the value of one s work. Clear expectations of management responsibility and employee requirements. Opportunities for involvement in job-related decisions. Honesty, transparency and openness. BARRIERS Limited human resources. Limited financial resources. Individuals with too many responsibilities. Space and equipment limitations. STRATEGIES Manage media mix and priorities to achieve targets, circulation numbers and online visit objectives within budget parameters. Continue to develop compelling content for the Church s periodicals, videos and websites that increases responses, literature conversions and congregational contacts through a balanced mix of doctrine, prophecy and Christian living. Explore and develop all viable forms of communicating the gospel that will reach more of the world through increased Beyond Today media presence online, in print and through broadcast. Continue to enhance, optimize and develop the UCG.org website, including Web first content, that is compatible with emerging mobile technologies and that expands its global reach. Transition from eight-month to 12-month renewal for Beyond Today magazine subscribers and continue to verify the commitment of our readers to efficiently use our resources. Continue to develop Beyond Today television programming that attracts viewers, increases in global reach and that promotes audience awareness of the benefits of God s way. Plan public seminars and campaigns based upon assessment of previous events. Relaunch online Bible Reading Program adding New Testament books, redesigned program interface and enhanced search capabilities to support the Church and attract a new audience to biblical truths and the gospel of the Kingdom. Consolidate and simplify media identity in a manner that increases audience awareness of the benefits of God s way, the gospel message and the Church. STRATEGIES Assist, educate and stimulate the ministry in ongoing professional development that focuses on study and rightly dividing Scripture to improve their preaching, teaching, writing and communication skills. Educate pastors and elders on how to lovingly care for their flock, and encourage individual members to be spiritually minded. Continue a comprehensive training and mentoring program for ministerial candidates to meet our current and future needs to ensure that there are pastors and elders to lovingly care for each congregation. Continue to track individuals who are developing in their leadership, speaking ability and service to the Church. Develop educational material and conduct seminars for members and youth on marriage, the family and other relevant topics. Encourage pastors to energize the Sabbath experience as possible with approved service formats, innovative sermon development, interactivity, variety in music and relationship building. Provide suitable meeting facilities for congregational use, including leasing or ownership of buildings where practical and economically feasible. Spiritually strengthen the Church community through regional events such as family weekends and youth camp programs. Produce material for elders to encourage inclusion of youth and young adults in the local congregation and produce messages that impact that audience. Plan future Feast of Tabernacles sites based on an evaluation of the demographics and geographical distribution of our membership. Encourage minister and member involvement in the humanitarian outreach work of the Church and community. STRATEGIES Foster a Christ-like service environment and a spirit of unity throughout the organization. Improve meaningful, godly relationships in the Church. Provide appropriate benefits and compensation with manageable workloads for each employee, and as funds allow give an annual employee bonus. Continue employee years-of-service recognition program. Maintain and improve communications with employees to increase job satisfaction, efficiency and effectiveness. Update the Human Resources Policies and Procedures Manual to reflect current policies and procedures. Educate and inspire all employees and elders with the vision and mission of the Church.

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21 BUDGET Strategic Plan/Operation Plan/Budget United Church of God, an International Association

22 From the Treasurer Fellow elders and wives, It is a pleasure to be able to present the fiscal year Budget to you for your review and approval. We recognize God s hand in providing for His Church and directing our efforts during the current fiscal year ( ). Some of the financial highlights of this fiscal year include: Recognizing the value, contribution, and dedication of our employees, bonuses were granted for the second year in a row the first time in years this has occurred. A program of employer matching funds for employee 403(b) contributions was re-introduced at a rate commensurate with national standards, and an employer match of HSA contributions was introduced. The Denton, Texas, property was sold, allowing for an addition to our cash reserves. Additional funds were allocated to the print media budget mid-year, and regular coworker and Good News subscriber letters were continued. In the Mail Processing Department new equipment was purchased to replace aging items. Cash reserves are at their highest level since 2010, exceeding the eight-week reserve requirement established by the Council of Elders. Income for the fiscal year, at the date of this printing, is running about 10 percent over prior year and budget. For these blessings we thank God and our members, coworkers and other donors whose faithful tithes, offerings, and donations have made them an active part of His work. The budget for Fiscal builds on the progress of this past year, and is based on an income projection that is 8 percent higher than the prior year. The God-given increases allow the Church to position itself under God s guidance and direction for the future. Recognizing our continuing commission of preaching the gospel and preparing a people, the enclosed budget includes provisions for: Preaching the gospel with funds of $5.1 million. Almost 29 percent of the Church s budget is allocated to television, Internet, print proclamation and associated wages, along with regular communication with our coworkers, donors and Beyond Today subscribers. See the detail on page B-3. Preparing a people. The Church will continue to provide local church services, host Feast of Tabernacles sites and provide a ministry dedicated to shepherding and serving the people God calls. Subsidies to support the churches in the United States and international areas have been increased over the prior year. Details of expenses are provided on page B-4. Strategic Plan/Operation Plan/Budget United Church of God, an International Association

23 Meeting the periodic or other needs of members who may be experiencing temporary financial setbacks or who need assistance to attend the Feast of Tabernacles. A sizable assistance fund to meet these needs is included in the budget. Looking to the future. The budget includes salaries and all related expenses for the hiring and relocation of new pastors to replace those who are retiring, as well as two full-time ministerial trainees. Caring for those who have served God, the Church and the brethren faithfully over the years, as provided for in the legacy budget. Providing for the development and education of our youth and young adults, as we continue to make available Ambassador Bible College, United Youth Camps and United Youth Corps. Taking care of our employees. Included in this budget is the continuing provision of matching employer funds (at higher levels for the upcoming fiscal year) for employee contributions to the 403(b) Plan and/or the HSA (Employee Health) plans, as well as for employee bonuses during the year and possible employee base pay increases. An Executive Reserve, which recognizes the need to purchase and replace equipment used in public proclamation or the home office facility, and to have funds available for unforeseen opportunities or needs which may arise during the year. The annual budget preparation period is a time for God s work to reflect on and learn lessons from the past and plan for the future. The Strategic Plan, developed with prayer and fasting, sets the plan of action for accomplishing the commission God gives all of us. A good budget supports the Strategic and Operation Plan. We believe that this budget accomplishes that goal. We also know that however much time and effort we put into making a plan or preparing a budget, it is only by God s will and blessing that it is accomplished. We live in increasingly troubled times on a national and international basis. The economy and the world s infrastructure could crumble at any time. A favorite hymn we sing at church services is God Will See Us Through. That s true in our lives and true with this plan for the next fiscal year as well. We read in 2 Chronicles 26:5: And as long as the king sought guidance from the Lord, God gave him success (NLT). May we always seek God s will and direction, and remember what an honor it is to serve Him and the people He calls. Rick Shabi Strategic Plan/Operation Plan/Budget United Church of God, an International Association

24 Components of Budgeted Revenue FY Revenue Summary % Budget % Budget Category One General Contributions Individuals $ 12,140, % $ 10,980, % Congregations 395, % 420, % Total General Contributions $ 12,535, % $ 11,400, % Assistance Fund $ 425, % $ 335, % International 60, % 50, % Media Fund 40, % 20, % Miscellaneous 25, % 20, % Total Category One $ 13,085, % $ 11,825, % Category Two First Day of Unleavened Bread $ 605, % $ 595, % Last Day of Unleavened Bread 595, % 590, % Pentecost 610, % 600, % Trumpets 595, % 585, % Atonement 580, % 570, % Tabernacles 520, % 515, % Last Great Day 575, % 565, % Total Category Two $ 4,080, % $ 4,020, % Category Three Estates $ 75, % $ 100, % Festival Fund 380, % 350, % Youth (Camp) Fund 55, % 45, % Interest 12, % - 0.0% ABC Tuition 63, % 75, % Total Category Three $ 585, % $ 570, % REVENUE TOTAL $ 17,750, % $ 16,415, % Reserves - 0.0% - 0.0% BUDGET TOTAL $ 17,750, % $ 16,415, % Budget change from last year: $ 1,335,000 United Church of God, an International Association - B-1 - Budget - FY

25 Budget Summary by Cost Center FY Cost Center % Budget % Budget Change Programs Public Proclamation (page B-3) $ 5,103, % $ 4,420, % $ 682,917 Congregational Care* (page B-4) 6,787, % 6,819, % (32,740) Ambassador Bible College (page B-5) 304, % 297, % 7,234 Festivals (page B-6) 389, % 392, % (3,255) International Subsidy (page B-7) 1,469, % 1,388, % 81,162 Total Programs $ 14,053, % $ 13,318, % $ 735,318 Management & General Home Office (page B-8) $ 1,432, % $ 1,409, % $ 22,975 Council of Elders (page B-9) 63, % 57, % 6,300 General Conference of Elders (page B-10) 29, % 20, % 9,950 Legacy (page B-11) 2,020, % 1,609, % 410,457 Bonus Reserve 150, % - 0.0% 150,000 Total Management & General $ 3,696, % $ 3,096, % $ 599,682 TOTAL $ 17,750, % $ 16,415, % $ 1,335,000 Budget change from last year: $ 1,335,000 7,000,000 Cash Flow Projection 6,000,000 5,000,000 4,000,000 Income 3,000,000 Expense 2,000,000 Balance 1,000,000-8 week Reserves 30-Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr Jun Jun-2016 Cash flow projection assumes a starting balance of $5,200,000 on June 30, *Congregational Care cost center now includes Education Programs United Church of God, an International Association - B-2 - Budget - FY

26 Cost Center: Public Proclamation FY Budget by Account Advertising $ 575,000 $ 275,000 Airtime Purchases 858, ,000 Books & Periodicals Computer Software & Supplies 17,500 12,100 Contracted Services 234, ,400 Equipment 6,000 - Fees: Legal 500 1,450 Food & Beverage 3,250 3,700 Mileage Reimbursement: Non-taxable 4,500 1,900 Miscellaneous Payroll Tax (and other) Expense 61,564 55,888 Photocopying Postage & Shipping 861, ,500 Printing 701, ,000 Professional Development 2,500 1,000 Rent 1, Repair & Maintenance 1,500 2,900 Salaries & Wages 1,387,529 1,407,773 Subsidy 379, ,550 Supplies 3,500 11,000 Telephone 2,200 1,700 Tolls&Parking Travel 2,200 1,500 Total $ 5,103,243 $ 4,420,326 Budget by Class Bible Study Course $ 57,000 $ 68,100 Blind Program 2,550 1,300 Booklets 316, ,000 Eastern Europe Editorial 1,200 1,200 French Editorial 98,500 73,000 General Media 1,496,418 1,506,701 Good News 1,150,300 1,020,600 Internet 374, ,200 Media Center 939, ,875 Portuguese Editorial 99,500 54,500 Print Advertising 225,000 - Spanish Editorial 180, ,000 Subscriber Development 100,000 - United News 47,200 43,850 Youth Magazine 15,000 - Total $ 5,103,243 $ 4,420,326 Budget change from last year: $ 682,917 United Church of God, an International Association - B-3 - Budget - FY