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Strategic Plan presentation - Draft 2

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Craig Stewart

on 22 April 2013

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Transcript of Strategic Plan presentation - Draft 2

Incorporate comments from staff, Board and Marina's research into a complete written document by 15 June 2011. Review this document with stakeholders to produce a final document by end July 2011.

Develop detailed 18 month strategy and action plans, including draft budgets, for each of the strategic areas by end June 2011.

Existing projects to develop the incubator model, to identify how their project "fits" into the strategic vision and to develop their strategic budgets.

Recruit a church partnerships team leader and implement the church partnerships strategy within six weeks.

Design an organisational structure that serves the strategy and appoint, where appropriate, staff into new positions by mid July 2011. Rewite job descriptions for each new staff member.

Appoint permanent management team and implement management structures REALITY HOPE REALITY THE WORLD THE CHURCH THE WAREHOUSE HOPE 859,000 double orphans 1 tap to 4 households Violence OVC HIV / TB etc Drug and
abuse 2,5 million
orphans 400,000 families
with inadequate
shelter Housing Education Family Crisis Health Maternal mortality
increased by 316%
from 1998 to 2007 Gini > 0.6 6% of population
earn 40% of income Inequality > 40% Unemployment Vision Are we true to these values as we do and pursue the strategic priorities? Fund Development Strategic Drivers Mission > Develop training courses and training materials that are relevant for churches in the Cape Town context but which integrate sound developmental practice and theory.

> Host conferences and training events that advocate and mobilise churches to pursue excellent development as a deliberate part of their strategy.

> Coach/Mentor existing and emergent church based projects in development practice.

> Assist in the development of specialist areas of intervention.

> Provide monitoring, evaluation and research capacity to local church programmes. Churches have a tendency to respond to poverty in a manner that promotes dependency, is under resourced and badly led. Incubate project and research initiatives that address specific issues within the Cape Town church context. Project based partnerships inevitably fail at
creating independent church initiatives.

Church leaders are unsupported, isolated
and overwhelmed

Leadership relationships need to be maintained

WH engagement with churches needs to be
more integrated. Problem The Warehouse equips churches to respond to poverty in a manner that is grounded in sound development practice, is led effectively and is organisational sustainable Organisational Infrastructure Strategy Strategic
Integrator Integral Mission Media Micah Declaration Strategy The Warehouse operates primarily through sustainable long term church relationships The Warehouse incubates new projects/people addressing specifically targeted interventions that are eventually released or integrated into Warehouse training programmes. Strategy > Provide a supervision and funding structure that supports incubating projects without restricting them.

> Access a network of academic and research expertise that can support ongoing initiatives.

> Work with other Warehouse teams to identify new areas of intervention.

> Model church based development In the absence of existing church based models of response individuals and local congregations lack the capacity, expertise and resources to develope appropriate interventions. > Establish a church partnerships team made up of theologically trained, disciplers who will actively nurture and support church leaders and other key relationships.

> Run networking and support events as the entry point.

> Work with other Warehouse teams to integrate and nurture the vision of the warehouse into the life of the church.

> Strategy will largely evolve out of the relationships that are built.

> Pursue reconciliation initiatives based on these relationships as a critical part of this response Problem People don't know where to begin responding due to fear, greed, comfort, hopelessness, ignorance etc. We mobilise
We equip
We connect > Provide opportunities for exposure to the issues and realities of poverty and injustice in our communities through events, media and materials.

> Provide "small handle" opportunities for people to start interacting with the issues and the problems.

> Tell stories of people and churches "making a difference"

> Disciple people into this understanding

> Develop and source materials for children's church, small group studies, personal study that inspire people to explore these issues. Rooted in St John's Parish, Wynberg

Integral Mission

Asset based view of community development

Relationships and people

All people are uniquely created in the image of God


Living in the tension between being a community and being an organisation

Vulnerable people's dignity and integration into a "normal" life - standing with the vulnerable Strategy Prayer life Church based poverty response initiatives are recognised as "best practice" models of development. The Warehouse has established partnerships with churches throughout the Cape Town metropole that are:
> sustainable in the long term,
> built on ongoing trust relationships
> provide support for church leaders
> integrate the work of the wh into the church
> address the weaknesses of theology, development and reconciliation through long term relationships. Local church communities



The reality of our spiritual life being an integrated whole of the seen and unseen in lfe.


A life of prayer - hearing God

Lifestyle of justice and equality

Holding a listening stance and always seeking to learn Goal Churches are being inspired to engage with poverty and justice as an integral part of their corporate lives. Problem The Warehouse is providing ongoing opportunities for churches and their members to start responding to poverty and to be addressing systemic issues in society as a lifestyle rather than a once off response. Problem Strategic Enablers “Integral mission or holistic transformation is the proclamation and demonstration of the gospel. It is not simply that evangelism and social involvement are to be done alongside each other. Rather, in integral mission our proclamation has social consequences as we call people to love and repentance in all areas of life. And our social involvement has evangelistic consequences as we bear witness to the transforming grace of Jesus Christ. If we ignore the world, we betray the word of God which sends us out to serve the world. If we ignore the word of God, we have nothing to bring to the world.Justice and justification by faith, worship and political action, the spiritual and the material, personal change and structural change, belong together. As in the life of Jesus, being, doing and saying are at the heart of the integral task” fulfilled potential homes reconciliation sufficiency economic
participation safety salvation Isaiah 65 salt and light sign bringers expression of
God's kingdom chain breakers bride of
OPPOSITION The journey from a network of programmes
to an organisational institution that lasts the act of resetting aspirations and strategy is often the first step in dramatically improving an organization’s capacity. The nonprofits in this study that experienced the greatest gains in capacity were those that undertook a reassessment of their aspirations – their vision of what the organization was attempting to accomplish in the next phase of its development – and their strategy. ? A vision
Two people
a committee and
a cupboard Programmes
Prayer and a
Warehouse Sozo
"Recognition" and another warehouse Change
Shrinkage Seeds of courage environmental Parish Trustees Reference group Staff Marina's research donkey group sitting under the tree strategic planning day marina research Peter the Rock Calling Learning Identity Crucifixion
& Denial Resurrection Restoration Matthew 4: 18 - 20
Jesus saw Peter casting a net into the lake and said to him "Come follow me." At once.... Matthew 14 : 28 - 31
Lord if it is you Peter replied, tell me to come to you on the water. "come" he said. Then Peter got down out of the boat, walked on the water and came towards Jesus. Matthew 16 : 16,17
Peter answered, "You are the Messiah, the Son of the living God." Jesus replied, "I tell you that you are Peter and on this rock I will build my church and the gates of hell will not prevail against it. Matthew 26 : 69 - 75
Peter called down curses and swore to them, "I don't know the man!" Immediately a rooster crowed and he went outside and wept bitterly. John 21 : 7 - 10
As soon as Simon Peter heard him say, "It is the Lord", he wrapped his outer garment around him and jumped into the water. John 21 : 15 - 23
He anwered, "Yes Lord you know that I love you." Take care of my sheep said Jesus CALLING LEARNING IDENTITY CRUCIFIXION
& interviews To face up to our failure To face up to our calling families unity leaderhip Focussed on the local church transforming Resulting in changed lives Loving mercy, acting justly and walking with God Resulting in transformed communities Transformed churches transforming their communities Local churches for integral mission
and transformational development To see an end to poverty and injustice Key Strategic Priorities Establish and sustain relational PARTNERSHIPS with churches that CONNECT churches with each other and with the work of the WH and provides support to church leaders.
MOBILISE churches to engage with poverty and injustice in society in a way which leads to transformed and just lives.
EQUIP churches in the theology and theory of transformational development and with development tools that result in projects that are effective in the long term.
INCUBATE church focussed projects and research that pilot new areas of church based intervention or increase the understanding of church based development. Values What's next? Chuch partners An organisational community that : has clear aspirations and strategy that is clearly understood by all involved.
has strong management structure with clear processes and built on mutually embraced values
has sufficient staff, finances and other resources to pursue the vision
is consistently and deliberately being obedient to Jesus Sustain a corporate life of PRAYER that seeks to consistently align the organisation in obedience to the word of God and to be interceding for the work.
Build a sustainable and ongoing base of FUNDING to support the strategic work of the WH.
An effectivel MANAGEMENT structure providing a solid organisational framework for the vision and mission of the organisation.
COMMUNICATION resources that enable the organisation to engage with a wide, diverse audience effectively. Directions
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