I N T E R N A T I O N A L O R T H O D O X C H R I S T I A N C H A R I T I E S. Strategic Plan

Similar documents
Doug Swanney Connexional Secretary Graeme Hodge CEO of All We Can

ANGLICAN ALLIANCE RELIEF GUIDELINES-DRAFT

Called to Transformative Action

OUR MISSION OUR VISION OUR METHOD

Our Core Values 5 Our Strategic Focus Areas and Objectives 6 Growth in discipleship 9 Emphasis on Mission Awareness and Involvement 12 Education 14

MINISTRY PROGRAM EVALUATION

GRANTS FOR MINISTRIES WITH YOUNG PEOPLE United States Applicants

CONTENTS PRINCIPLES INFORMING PLANNING AND PROGRAMMING

PARISH PASTORAL PLAN. Mary, Star of the Sea Parish

COMPASSIONATE SERVICE, INTELLIGENT FAITH AND GODLY WORSHIP

The next. Strategic Plan A Catholic Boys School in the Edmund Rice Tradition catering for Years 5 to 12

THE CHURCH OF SCOTLAND A CO-ORDINATED COMMUNICATION STRATEGY

Grants for Ministries with Youth and Young Adults

ALL AFRICA CONFERENCE OF CHURCHES (AACC) THE POST-JUBILEE ASSEMBLY PROGRAMMATIC THRUSTS (REVISED)

PUTTING THE MISSION FIRST IN OUR COMMUNITIES. The Salvation Army- Northeast Ohio Division Service Extension Department

NEW FRONTIERS ACHIEVING THE VISION OF DON BOSCO IN A NEW ERA. St. John Bosco High School

Position Profile Executive Director The Shalem Institute for Spiritual Formation Washington, DC

CHIEF EXECUTIVE OFFICER

Fourth Synod of the Diocese of Bridgeport. Synodal Summary

Metropolitan Community Churches Strategic Plan

Job Profile. How to Apply for this Job. Background on Tearfund

LWF Strategy : With Passion for the Church and for the World

Guidelines on Global Awareness and Engagement from ATS Board of Directors

COMPETENCIES QUESTIONNAIRE FOR THE ORDER OF MINISTRY Christian Church (Disciples of Christ) in West Virginia

2020 Vision A Three-Year Action Plan for the Michigan Conference UCC

DIOCESE OF ORLANDO JOB DESCRIPTION

PWRDF Partnership Policy Final INTRODUCTION

THE PRESBYTERIAN HUNGER PROGRAM

EPISCOPAL MINISTRY IN THE SCOTTISH EPISCOPAL CHURCH

STRATEGIC PLAN VISION To become a more faith-filled, united and vibrant Diocese of Toledo through fostering Holy Disciples, Holy Families and Holy Voc

POSITION DESCRIPTION Director of Connectional Ministries

St. Cecilia Parish 2017 Strategic Plan

St. John the Baptist Parish & School Strategic Plan

Let the Light of Christ Shine

On the Journey to a Mercy Education System

The Church of the Annunciation Houston, Texas Pastoral Plan THE CHURCH OF THE ANNUNCIATION HOUSTON, TEXAS FIVE-YEAR PASTORAL PLAN

PASTORAL CARE POLICY FOR DIOCESAN SYSTEMIC SCHOOLS

ST. FRANCIS XAVIER COLLEGE CHURCH FINAL PLAN November 2, 2014

Strategy. International Humanist and Ethical Union

EQUITY AND INCLUSIVE EDUCATION. The Catholic Community of Hamilton-Wentworth believes the learner will realize this fullness of humanity

Section One. A Comprehensive Youth Ministry Mindset

Our Faithful Journey

At selection candidates should. B. At completion of IME candidates should. A. At the point of ordination candidates should

UUA Strategic Plan. Our Strategic Vision and the FY 2014 Budget. April, 2013

Financial Plan. Living. R e n e w e d. H e a r t s , R. S p i r i t. e n. e w e d. l e. o p

COMMON WITNESS. Basic Policy on Mission of the Evangelical Lutheran Church of Finland THE OFFICE FOR GLOBAL MISSION

Resolution Related to a Comprehensive Urban Ministry Strategic Plan

Calvary Christian College. A Ministry of Logan Uniting Church. Philosophy and Aims

Proverbs 29:18 Copyright

Knollwood Baptist Church 2014 Strategic Plan Overview August FINAL. Who We Are and Where We Are Headed

Table of Contents. 120 Years of Positive Change. Caring for the Most Vulnerable. Uniting for Israel. Engaging All Ages in Jewish Learning

EXECUTIVE DIRECTOR Opportunity Profile

Global DISCPLE Training Alliance

A Proposal for Unified Governance of the National Setting of the United Church of Christ:

Archdiocese of Louisville African American Catholic Five-Year Pastoral Plan of Action

Local United Methodist Women Organization

A People Called Out to Take Responsibility

ST. JOHN S EPISCOPAL CHURCH STRATEGIC PLAN

THE CHURCH AND CHILDREN: VISION AND GOALS FOR THE 21ST CENTURY Policy Statement

UNITED CHURCH OF CHRIST SUMMARY CHURCH PROFILE

Mission, Vision, Values

EAST END UNITED REGIONAL MINISTRY: A PROPOSAL

THE CASE FOR SUPPORT CENTER FOR SUSTAINABLE CLIMATE SOLUTIONS

Saint Luke Catholic Church. Strategic Plan

CHURCH OF THE GOOD SHEPHERD PARISH STRATEGIC PLAN

Encountering Christ, Sharing Our Joy

THE LOCAL CHURCH AS PRIMARY DEVELOPMENT AGENT. By Danladi Musa.

Towards Guidelines on International Standards of Quality in Theological Education A WCC/ETE-Project

catholic social teaching

Bega Kwa Bega Companion Synod Relationship. April Strategic Plan for the Saint Paul Area Synod

Education Commissioner, International Board of Education. The Global System of Nazarene Education

GUIDING PRINCIPLES Trinity Church, Santa Monica, California

Value Proposition & Brand Strategy

Summer Revised Fall 2012 & 2013 (Revisions in italics)

Central Jamaica Conference. STRATEGIC INITIATIVE: Spiritual Growth and Unity

Q. What is the Commission on Constitutional Matters (CCM)?

1. WCC will serve as the administrative focal point in WCC will involve and consult with conference participants.

TONY LLOYD MP HEADS DELEGATION TO BANGLADESH TO OVERSEE HUMANITARIAN WORK FOR THE ROHINGYA

Strategic Plan. St. Peter s Cathedral Basilica Parish. June F. J. Galloway Associates Inc. 6/25/2014 Version 3.0

Building Up the Body of Christ: Parish Planning in the Archdiocese of Baltimore

As a theological community of The United Church of Canada, St. Andrew s College commits to these imperatives for :

A Campaign for thriving Lutheran mission and ministry

Catholic Health Care Federation Sponsor of

We are called to be community, to know and celebrate God s love for us and to make that love known to others. Catholic Identity

RELATIONS WITH INTERNATIONAL ORGANISATIONS AND WITH THE CHURCH

Catholic Identity Standards Elementary Schools

REACH UP TO GOD. engaging in daily bible study networks for daily Bible reading and study.

ENDS INTERPRETATION Revised April 11, 2014

28 October directions I 1 I

Learning Guidelines. 1. Formation. Guidelines (amended and approved by CCS Central Council, May 2013, reordered in 2014) 1.

10648NAT Diploma of Ministry (Insert Stream)

Your donations allow the church to fund the work that truly makes a difference in people s lives.

Basic Policy on Mission of the Evangelical Lutheran Church of Finland

Strengthen Staff Resources for Networking House of Deputies Committee on the State of the Church Justice

Statement Of Christian Conviction

UNITY COMMUNION and MISSION GENERAL PLAN

DESCRIPTION AND GOALS

Luther Seminary Strategic Plan

Catholic Health Care Federation Sponsor of Broadway Suite 2600 Denver, Colorado

Shaping a 21 st century church

Transcription:

Olga Payne I N T E R N A T I O N A L O R T H O D O X C H R I S T I A N C H A R I T I E S Strategic Plan 2 0 1 7 2 0 2 1

Nikola Culic INSPIRATION Matthew 25:35-36, 40 For I was hungry and you gave me food; I was thirsty and you gave me drink; I was a stranger and you welcomed me; I was naked and you clothed me; I was sick and you visited me; I was in prison and you came to me... as you did it to one of the least of these my brethren, you did it to me. VISION We envision that, by God s grace, IOCC will respond, without discrimination, to those who are suffering and in need, to enable them to continue to improve their own lives and communities and to have means to live with dignity, respect, and hope. MISSION IOCC, in the spirit of Christ s love, offers emergency relief and development programs to those in need worldwide, without discrimination, and strengthens the capacity of the Orthodox Church to so respond.

COMMITMENT & CONTEXT IOCC, the international humanitarian aid and development agency of the Assembly of Canonical Orthodox Bishops of the United States of America, aims to develop in Orthodox Christians a commitment to philanthropy and global cooperative involvement in the diaconal work of the Orthodox Church. PRINCIPLES IOCC responds to humanitarian needs, without discrimination, through programs which may be carried out in cooperation with Orthodox and ecumenical partners and governmental and nongovernmental organizations (NGOs). IOCC acts with respect and love to all people, without discrimination, and encourages others to do the same. IOCC programs place a premium on the safety of its staff, partners, and all those that it serves in determining all aspects of its operations. IOCC programs reflect a respect for the culture and experience of local and international partners and therefore are field driven and collaborative.

MANAGEMENT PRINCIPLES IOCC initiatives are conducted in a manner which reflects the highest standards of accountability to its donors and beneficiaries, and are an example of Orthodox philanthropy, encouraging volunteerism and effective stewardship. IOCC initiatives are carried out in the name of all Orthodox Christians and therefore benefit from the support of the Orthodox faithful worldwide. IOCC initiatives are compassionate, transparent, and measurably effective. IOCC encourages innovative thinking and the utilization of evolving technologies to maximize its resources and operational effectiveness. IOCC supports the professional growth and development of staff. IOCC engages and supports Orthodox Christians and Orthodox philanthropic organizations by educating them about and encouraging them to participate in emergency relief and development work. IOCC fosters community reconciliation and ensures that mechanisms are in place to prevent and respond to sexual exploitation and all other forms of abuse. IOCC CORE VALUES We are fully accountable to God and to others for all we do. We are inspired, guided, and united by the stewardship teachings of the Orthodox Christian faith in response to God s love and mercy. We are motivated by a core belief in the sanctity and dignity of each person we serve. We are committed to helping people help themselves.

GOALS AND OBJECTIVES Jake Lyell Goal 1 IOCC will provide life-saving and life-sustaining support in response to emergencies. IOCC will be prepared for and capable of responding to humanitarian emergencies by continuously scanning, readily assessing, and effectively implementing appropriate action. IOCC will respond to humanitarian needs in a broad range of emergency and crisis situations, from acute, sudden onset to complex, protracted emergencies and crises. Emergency response programs will include Gifts-in-Kind (GIK) components that contribute positive impact and other added value

Goal 2 Objective 4 IOCC will provide self-fulfilling and sustainable opportunities for people to improve their lives. Development programs will be guided by locally identified needs and solutions. Development programs will include a focus on early recovery from complex emergencies. Development programs will include a focus on building resilient, sustainable communities. Development programs will include Gifts-in-Kind (GIK) components that contribute positive impact and other added value. Goal 3 IOCC is guided in its initiatives by a relationshipbased model of collaboration with the Orthodox Church and its humanitarian organizations, other ecumenical entities and networks, and local organizations in order to increase effectiveness, build mutual capacity, and nurture accountability, transparency, and trust. Emergency response programs engage and enhance the capacity of local Orthodox Churches and other local partners to respond to emergencies and crises. Humanitarian development programs will engage and enhance the capacity of local Orthodox Churches and other local partners. IOCC will engage Orthodox Church humanitarian organizations in a dedicated Orthodox Diakonia program to build capacity and elevate philanthropic response to emergencies, crises, and humanitarian needs.

Goal 4 IOCC will increase its visibility globally in order to maximize resources and effectiveness in pursuit of its mission. Awareness activities will increase participation and understanding among Orthodox leadership, communities, donors, and partners globally. IOCC will increase its public relations and media activities worldwide to promote its mission. IOCC, as an agency of the Assembly of Canonical Orthodox Bishops of the United States of America, will strengthen and implement its education, advocacy, and policy strategy on humanitarian aid and development issues. Goal 5 Objective 4 IOCC will position itself for continuity and growth by building a diverse portfolio of resources. IOCC will grow unrestricted (core) funding throughout the range of major components of the development program. IOCC will grow and expand program- and project-related funding through the range of available potential sources. IOCC will expand its Orthodox Christian constituency base by increasing the number and scope of volunteer and outreach opportunities, including but not limited to parish representatives, parish fundraising events, youth programs, internships, and professional volunteer consultancies. IOCC will grow Gifts-in-Kind (GIK) by a minimum of 10% annually. Brotherhood of Visoki Decani

Despina Katsivelaki/IOCC ABOUT IOCC In response to a need expressed by members of our Orthodox Christian community, International Orthodox Christian Charities (IOCC) was established in 1992 as the official international humanitarian relief and development agency of the Standing Conference of Canonical Orthodox Bishops in the Americas (SCOBA). IOCC is now an official agency of the Assembly of Canonical Orthodox Bishops of the United States of America, the successor to SCOBA. In seeking to provide assistance to those in need, either in response to emergencies or to meet long-term socio-economic development needs, IOCC s fundamental policy is to develop a sustainable indigenous capacity to carry out such programs. All programs are guided by program integrity and the highest standards of stewardship and accountability to donors. Overseas offices are established by IOCC if the Orthodox hierarchy of the country in question have made a request; if there is a need to use IOCC skills to enhance the capacity of the Church and other institutions to reach the poor more effectively; and if the scale of the program requires an on-site presence to monitor targeting of beneficiaries, program implementation and reporting. INTERNATIONAL ORTHODOX CHRISTIAN CHARITIES actalliance 110 West Road, Suite 360 Baltimore, Maryland 21204 410-243-9820 www.iocc.org