Note: Key Performance Indicators (KPIs) evaluate the success of the Church in achieving its objectives.
KPI Leadership KPI 8.1
Evidence that most pastors and teachers feel supported by church members and by conference administrators, continue to feel called to ministry, and are engaging in continuing education and development.
KPI Leadership KPI 8.2
Pastors with limited Seventh-day Adventist education are working to complete course work necessary to meet their local BMTE requirements.
KPI Leadership KPI 8.3
Opportunities are given to frontline workers to deepen their passion for and broaden their experience of mission.
To align world church resources with strategic objectives.
KPI Leadership KPI 9.1
Every organization systematically reviews and aligns resources in light of the worldwide mission priorities.
KPI Leadership KPI 9.2
All GC departments increase the availability of their time and resources to the 10/40 Window, large urban areas, and unreached people groups, and GC Treasury presents a report on departmental use of time and resources to the 2023 Spring Meeting of the GC Mission Board.
KPI Leadership KPI 9.3
Increased proportion of international service personnel, volunteers, and Global Mission pioneers serving in the 10/40 Window, in large urban areas, and among unreached people groups.
KPI Leadership KPI 9.4
The GC Treasury appropriations review team recommends to Annual Council ways to allocate more appropriations to the 10/40 Window, large urban areas, and unreached people groups.
KPI Leadership KPI 9.5
The General Conference has, and its entities are working toward, an integrated media plan that maximizes the potential of technology.
KPI Leadership KPI 9.6
GC Stewardship Ministries, in consultation with division counterparts, develops and implements a well-defined strategy for achieving increases in tithe and offerings in each organizational unit that reflect changes in membership and inflation.
KPI Leadership KPI 9.7
Each division has a Stewardship Ministries director who has no other responsibilities in his/her portfolio.
To enhance the transparency, accountability, and credibility of denominational organization, operations, and mission initiatives.
KPI Leadership KPI 10.1
Widespread adoption of approved membership software to enhance accuracy and accountability of records of local church membership.
KPI Leadership KPI 10.2
An orientation process for officers and executive committee members of all units of denominational structure is developed and widely implemented.
KPI Leadership KPI 10.3
Evidence that pastors and church leaders demonstrate the highest standards of integrity and ethical behavior in interpersonal relations and finances.
KPI Leadership KPI 10.4
Divisions annually report progress in achieving the objectives and KPIs of the I Will Go plan: both via an online form, with standardized summative information, and by a presentation at each Annual Council.
KPI Leadership KPI 10.5
Quinquennial reports of GC departments, institutions, and agencies to Annual Council focus on their contribution to achieving the objectives and KPIs of the I Will Go plan.