TPUM Session Booklet 2025

Prayer of Commitment

Heavenly Father,

As we gather for this Session, we humbly acknowledge Your call and Your presence among us. We ask for Your Holy Spirit to guide every election, every decision, and every plan. May those chosen to serve answer with faith and courage, and may we, as Your people, unite in mission to take the gospel to the ends of the earth.

We give thanks for those who have served faithfully in leadership and ministry, some now may move to new chapters of service in other parts of Your vineyard. We also honour the reports presented in this Session, which stand as a glimpse of how You have led us in the past five years— reminders of Your provision, faithfulness, and blessing.

May the program of this Session bring glory and honour to Your name, lifting our eyes to Jesus and strengthening our witness across the Pacific.

We pray for all the attendees gathered here, that as they do Your work and contribute to the future of our organisations, they may be filled with wisdom, humility, and courage to follow Your leading.

Lord, give us strength to walk Forward in Faith together, with boldness, humility, and love, until the day of Your soon return.

Amen.

This booklet is one of three with presentations and videos that will be played during the Session by some of the leaders listed in this booklet and others.

Thank you Adventist Media, South Pacific Division for the graphic design and printing of this booklet.

Image: Set Apart Conference 2024

Program

Tuesday 16th September

8am—4pm Registration, Multi Purpose Hall (MPH)

4pm—5pm Dinner, Dining Hall

6pm—7pm Opening Ceremony, MPH

7pm—7:30pm Devotion, Pastor G.T. Ng, MPH

7:30pm—9pm Business Section Selection Committee - Fulton Boardroom Mission Report: Vanuatu

Wednesday 17th September

5:00—5:45am Walk4Life

6:00—8:00am Breakfast

8:00—9:00am Worship Service Devotion Pastor G.T. Ng

9:00—12:00pm Business Section Orientation President’s Report General Secretary’s Report Chief Financial Officer’s Report Group Photo

12:00—2:00pm Lunch

2:00pm Business Section Nominating Committee - Fulton Boardroom

2:15—3:15pm Ministry Report: Health

3:15—5:00pm Wellness Wednesday Activities

5:00—6:00pm Dinner

6:30—7:00pm Worship Service

7:00—7:30pm Devotion Pastor G.T. Ng Nominating Committee - Fulton Boardroom

7:30—8:00pm Mission Report: American Samoa

8:00—8:30pm Mission Report: Fiji

Thursday 18th September

5:00—5:45am Walk4Life

6:00—8:00am Breakfast

8:00—9:00am Worship Service Devotion Pastor G.T. Ng

9:00—12:00pm Business Section Nominating Committee Ministry Report: Relational Ministries Ministry Report: Youth

12:00—2:00pm Lunch

2:00—5:00pm Business Section Committee Ministry Report: Ministerial Ministry Report: Education Ministry Report: Media Ministry Report: ADRA

5:00—6:00pm Dinner

6:30—7:00pm Worship Service

7:00—7:30pm Devotion Pastor G.T. Ng Nominating Committee - Fulton Boardroom

7:30—8:00pm Mission Report: Kiribati

8:00—8:30pm Mission Report: Samoa Tokelau

Please note: all meals to be held in the Dining Hall and Business Sessions in the Multi Purpose Hall unless otherwise stated.

Friday 19th September

5:00—5:45am Walk4Life

6:00—8:00am Breakfast

8:00—9:00am Worship Service Devotion Pastor G.T. Ng

9:00—11:00am Business Section Nominating Commitee

Institution Report: Fulton Adventist University College

Institution Report: Atoifi Adventist Hospital

11:00am Lunch: Picnic Takeaway

11:30am Bus for excursion to Lautoka

3:00pm Bus leaves Lautoka for Fulton

4:00—5:00pm Prepare for Sabbath

5:00—6:00pm Dinner

6:30—7:00pm Worship Service

7:00—7:30pm Devotion Pastor G.T. Ng

7:30—8:00pm Mission Report: Solomon Islands

8:00—8:30pm Mission Report: Tonga

MPH: Multi Purpose Hall

DH: Dining Hall Fulton Boardroom is located in the Administration Block

Sabbath 20th September

6:00—8:00am Breakfast

9:00—9:15am Welcome Pastor Clive Tefaatau

9:15—9:30am Devotion Pastor Maveni Kaufononga

9:30—10:15am Sabbath School Dr Ronald Stone

10:15—10:30am Offering Prayer Francois Keet

10:45—11:30am Mission Refocus Pastor Glenn Townend

11:30am Special Item

11:40—12:15am Sermon Pastor G. T. Ng

12:15pm Special Item

12:30pm Benediction Pastor G. T. Ng

12:30—2:00pm Lunch

2:00—4:00pm Afternoon Service Report: Tuvalu Report: Niue Report: Nauru

4—4:30pm Close Sabbath Devotion Pastor Charlie Jimmy

4:30—4:45pm Special Item TPUM Team

4:45—5:00pm Leadership Acknowledgements Pastor Charlie Jimmy

5:00—5:45pm Dedicatory and Closing Prayer

Pastor G. T. Ng

6:00pm Announcements

6:30—7:30pm Dinner

President’s Greeting

Pastor Maveni Kaufononga President of Trans Pacific Union Mission

Malo e lelei pea malo etau lava!

It is with great joy and gratitude that I extend a warm welcome to each of you as we gather for this special session. Under the inspiring theme, “Forward in Faith,” we are reminded of the divine calling to press onward, trusting God’s promises as we continue our mission of spreading the gospel.

Reflecting on these past five years, I am truly grateful for the incredible progress and prosperity we have experienced together. These years have been marked by a special focus on I Will GO to our families, neighbours, workplaces, and to the ends of the earth. It is heartwarming to see how our collective commitment has borne fruit, transforming lives and deepening our faith and outreach. Each step forward has been powered by faith, hard work, and an unwavering trust in God’s guiding hand.

Our journey of faith is ongoing, and as we look ahead, I encourage us all to continue moving forward with boldness and confidence. The challenges may be many, but our faith assures us that with God’s grace, our efforts will continue to bear spiritual fruit and bring hope to the world.

I would like to express my sincere appreciation to all our Mission and TPUM leaders. Your support, dedication, and leadership have been instrumental in our growth and achievements. Your commitment to Jesus’ mission inspires us all to keep pushing forward, united in purpose and love.

Together, as we advance in faith, let us remember that God has called us to be witnesses—not only in our local communities but also to the ends of the earth. With His guidance, there are no limits to what we can accomplish.

In closing, I encourage everyone to pray for divine guidance during our Session, and to stay united in our mission. As we continue to move forward in faith, I am confident that God’s Spirit will lead us to greater blessings and success.

Thank you for your unwavering faith and support. May God bless our session and continue to guide us all in His service.

Welcome!

Guests

GENERAL CONFERENCE OF THE SEVENTH-DAY ADVENTIST CHURCH

Keynote Speaker: Pastor G.T. Ng

Pastor G. T. Ng, PhD, was born and bred in Singapore. He and his wife began their ministries in war-torn Cambodia in the 1970s. For 49 year he has served the church as pastor, educator, and administrator. He taught ten years as a professor and served as dean of the theological seminary at the Adventist International Institute of Advanced Studies (AIIAS) in the Philippines. In 2000, he was elected as the executive secretary of the Southern Asia-Pacific Division (SSD). In 2007, he became a missionary to the USA serving as an associate secretary of the General Conference. In 2010 General Conference Session, he was elected as the Executive Secretary of the world church. He officially retired in 2021. Currently he is working part-time as a consultant to the White Estate at the General Conference. He is a husband of one wife, father of two married children, and grandfather of three grandchildren, so far.

Pastor G. T. Ng holds a bachelor’s degree from the Southeast Asia Union College in Singapore, a MA degree from the SDA Theological Seminary (Far East) in the Philippines, and a PhD from the SDA Theological Seminary at Andrews University in the USA.

South Pacific Division

President

Pastor Glenn Townend

Secretary

Pastor Mike Sikuri

Chief Financial Officer

Mr Francois Keet

Trans Pacific Union Mission (Newly Elected)

President

Pastor Charlie Jimmy

Secretary

Pastor Clive Tefaatau

Chief Financial Officer

Fraser Alekevu

President’s Report

I give all glory to God for the remarkable works He has done through our members and leaders within the Trans Pacific Union Mission. I also extend my sincere appreciation for the steadfast support received from the South Pacific Division (SPD), including financial assistance and numerous resources that have greatly contributed to our efforts.

This report highlights the significant achievements and initiatives we have undertaken during this quinquennium which commenced in 2022 following the COVID pandemic.

Vision Statement

Our vision remains unwavering: A Vibrant Adventist Movement Living Our Faith in Jesus and Transforming the Pacific.

This vision inspires us to foster a church environment where every member is actively engaged in fulfilling God’s Great Commission, thereby contributing to the spiritual growth and transformation of our communities throughout the Pacific region.

Strategic Focus: I Will Go

The overarching strategy guiding our work over the past five years has been encapsulated in the unwavering commitment: I Will Go. This pledge has directed our mission efforts on a year-by-year basis following Jesus words in Acts 1:8, “Ánd you will receive power when the Holy Spirit comes upon you and you will be my witnesses in Jerusalem, Judea, all of Samaria and to the end of the world”. Following this, we allocated special emphasis for each year:

2022: I Will Go to My Family

Fostering faith within our homes and reaching out to our immediate families. Our team produced a family-focused devotional pack to enrich family worship and strengthen spiritual bonds within households. The team also produced a family pack that helped families reach out to other families.

2023: I Will Go to My Neighbours

Reaching out to our local communities. During this year, we participated actively in the distribution of the Great Controversy and successfully disseminated thousands of copies to our neighbours.

2024: I Will Go to My Workplaces

Emphasising outreach to professionals. Evangelistic efforts were carried out during lunch hours at various workplaces, with small prayer groups and Bible study groups initiated by our members at their work sites. Many countries utilised these initiatives to influence community leaders and shape societal values.

2025: I Will Go to the Ends of the Earth

Extending our mission globally. I am pleased to report that this year, we sent out 50 dedicated missionaries to some of the most challenges places in the world, 45 to West Indonesia and 5 to Timor-Leste. These efforts exemplify our commitment to spreading the gospel faithfully and living out our faith. Additionally, we authored a devotional book titled I Will Go to the End of the World. Our missionaries carried this book with them into their workplaces to inspire others.

Leadership Development

Building strong, capable leadership remains a core priority. Our Union has invested heavily in leadership capacity building through specialised training programs. Our administrators and emerging leaders have participated in various development initiatives, and I am grateful for the numerous committed and talented leaders within our Union. Their dedication is vital to advancing our mission and ensuring sustained growth.

Evangelism and Member Retention

To foster member retention, we have shifted our focus away from large, centralised programs towards local, communitybased evangelism. We actively encourage local pastors and congregations to conduct annual evangelism campaigns, with

many missions designating specific times for their Pentecostal harvest. This cycle of preparation, sowing, nurturing, and harvesting has been well maintained within TPUM, leading to notable progress.

Study data indicates that our membership loss over the past five years has averaged less than 2% annually—equivalent to about one in every 60 members slipping away each year. This marks a significant improvement compared to previous quinquennia and reflects the effectiveness of our retention strategies.

Future Directions

As we look ahead, we recognise the need for a refreshed vision. We aim to see every believer living a Christlike life that naturally leads to disciple-making. Therefore, our new vision statement is: “Living a Christlike Life to Make Disciples.”

Aligned with the South Pacific Division theme, our focus for the next five years will be: TPUM FOR CHRIST. Our strategic plan for this period is as follows:

• 2026: Our Country for Christ

• 2027: Our Local Church for Christ

• 2028: Our Schools for Christ

• 2029: Our Communities for Christ

• 2030: Our World for Christ

We are committed to preparing everyone around us for the soon return of Jesus Christ and continuing to advance His kingdom across the World.

Conclusion

As this quinquennium concludes, I am confident that our collective efforts have laid a strong foundation for ongoing evangelistic growth and spiritual renewal. I am deeply grateful to all who have served faithfully. Together, we will continue to pursue the vision of Living a Christlike Life to Make Disciples

May the Lord guide us to remain steadfast in our commitment to “I Will Go,” trusting that with His guidance, the best is yet to come.

TPUM Walk4Life

Strong Bodies, Strong Mission — Walking Forward in Faith

What began as a simple invitation from TPUM President Pastor Maveni Kaufononga and his wife to join them on daily walks has grown into Walk4Life, a union-wide call to include health at the heart of mission. By December 2022, around 400 people had already connected on Facebook, and pastoral retreats were weaving walking and fitness into their programs. Today, Walk4Life is a regional movement with an active online community of 4,000+ from across the pacific, turning personal steps into shared momentum for the gospel.

The Health Message in Action

For Adventists, caring for the body is discipleship: “Do you not know that your bodies are temples of the Holy Spirit… Therefore honour God with your bodies.” — 1 Corinthians 6:19–20

The General Conference echoes this: the health message is the “right arm of the gospel,” calling us to wholistic wellbeing—body, mind, and spirit.

Departments Driving Wholeness

TPUM departments have strengthened Walk4Life. The Health Department, through the 10,000 Toes Campaign, has provided on-site screenings—blood pressure, sugar levels, and lifestyle risks—so events become hubs of early detection and care. Internally, the Social Committee leads Wellness Wednesdays: every Wednesday at 4:00pm, the TPUM team stops work to exercise together. Staff also invest time and make donations toward these activities, reinforcing that healthy habits are a shared ministry priority.

Pastors, People, and Purpose

Ministry is demanding. Walk4Life and Wellness Wednesdays model a wholistic rhythm that supports pastors and staff to serve longer, stronger, and with joy. This is health as missionleaders embodying the message they preach.

Workplace & Community Partnerships

Walk4Life has also reached beyond church programs and into the workplace and wider community. At Albert Park in June 2024, Fiji, the Japanese Ambassador, His Excellency Mr. Rokuichiro Michii, joined the TPUM Walk4Life Ultimate Fitness Challenge, offering encouragement and recognition for the initiative’s impact. Over 90 participants engaged in activities and His Excellency was thrilled to be invited to understand more about the Seventh-day Adventist Church and how TPUM is serving in the pacific.

By incorporating wellness into the office culture and welcoming community leaders,

TPUM has shown that health is not only personal but also social—it strengthens partnerships and builds bridges.

Forward in Faith

All of this aligns with the vision to move Forward in Faith: when our people are well, our mission runs. Strong bodies, strong mission. Every step whether at dawn at the seawall, at 4:00pm on a Wednesday, or at a Walk4Life event—pushes the gospel a little further down the road. And through it all, we trust that the Holy Spirit blesses these efforts, turning simple acts of health and discipline into powerful witness for Christ.

Secretary’s Report

“Being confident of this, that He who began a good work in you will carry it on to completion until the day of Christ Jesus.” Philippians 1:6

This assurance gives us confidence as we move Forward in Faith. The Secretariat’s role is not only to record and report but to uphold the systems and governance that keep mission advancing. We are reminded that the One who begins the work is also the One who completes it, for Jesus is “the Author and Perfecter of our faith” (Hebrews 12:2). With this confidence, we acknowledge the Holy Spirit’s guidance - shaping decisions, opening opportunities, and sustaining progress through challenges. The growth across our field is not the result of human effort, but a testimony that God’s good work continues through faithful members, leaders, and communities who keep mission at the centre.

I am especially inspired by our TPUM team. Daily worship— through singing praises and spending time in prayer—keeps us grounded in why we are unique as a Seventh-day Adventist organisation. It encourages each person to walk closer with God. Our non-Adventist employees have enjoyed our daily fellowship. These moments of shared worship are a blessing, shaping our workplace culture and serving as a living witness of the Gospel we are called to share.

As General Secretary, it has been an honour to serve alongside my fellow General Secretaries, our Secretariat support personnel, and the dedicated teams across TPUM. Their commitment to learning, sharing, governance, and mission service has strengthened our ability to lead with both accuracy and integrity.

The General Conference and the South Pacific Division, through their representatives, have generously invested prayer, time, funding, and expertise to initiate and support many areas of our work. Notable examples include the rollout of the Adventist Church Management System (ACMS), strengthening Adventist Volunteer Services (AVS), guidance on legal matters, professional development and training, advanced study funding, fostering conference and mission partnerships, and negotiating a TPUM Adsafe policy. These contributions have been invaluable in helping our region expand capacity and facing challenges with confidence.

As we move forward, I am reminded that Secretariat is not simply about systems and records—it is about service. Every policy written, every statistic verified, and every plan refined must ultimately advance the mission of Christ in the Pacific. My prayer is that we continue to walk faithfully together, keeping mission at the centre of all that we do.

Secretariat 2025 Highlights

Mission

• Adventist Volunteer Services (AVS): Presented in video format 17 September 2025

• Membership and statistics for mission indicators

Executive

• Human Resources growing people and strengthening systems

Administration

• Records and living stories to safeguard identity and preserve testimonies

When I stepped into this role, my heart was to share, explore options and resources, and connect people across a region that is part of my cultural heritage—so that together we could keep mobilising mission. I close this term deeply enriched by the blessings of our pacific teams, who have embraced me not only as a colleague but also as a fellow learner. On a personal note, my family and I have experienced respect, hospitality, and cultural lessons that will remain a treasured part of our lives. Like many families, we have been encouraged to keep moving forward in faith.

This spirit of shared faith and learning continues to shape Secretariat, keeping our focus on service and mission. This Secretariat report reflects the progress made in the three key areas of Mission, Executive, and Administration over the last quinquennium.

“If we are not focused on mission, we are hiding the patient’s medicine”

—General Conference

Mission and Membership

Membership and Migration

Mission work has been the main driver of growth over the past five years, with membership increasing by 7.4% - from 135,039 in 2020 to 145,080 by mid-2025. This growth came despite the challenges of COVID-19, high migration, and significant social and economic pressures across our islands. In fact, migration has had a major impact: in 2022–2023 alone, more than 48,000 workers from the Pacific moved to Australia and New Zealand under labour mobility schemes. Vanuatu (16,562), Samoa (6,736), and Tonga (6,449) together made up nearly three-quarters of these recruits, with over one in ten workingage adults—and up to one in five men—away from home . By contrast, Fiji and Solomon Islands each had less than 1% of their male labour force abroad (Bedford, 2023). Even with such outflows, the Church has continued to grow, showing that mission remains the heartbeat of our movement.

Opportunity - Ministry Pacific

One example of the opportunities sought by Secretariat is the response to migration’s impact on membership and workforce planning. In 2024, Secretariat initiated a proposal that was approved by the TPUM Executive Committee to launch a pilot research program on how migration affects our churches, leaders, and families. The aim is to understand not only the numbers leaving, but also how best to minister to our diaspora communities in Australia and New Zealand, while supporting families at home. (See Ministry Pacific) This is especially relevant in light of Rochelle Bailey’s (2018) findings that seasonal workers ‘expressed their sadness and guilt because of breaking their Sabbaths while participating in these labour schemes’, a reminder that our mission must also address spiritual needs in vulnerable contexts. A ministry opportunity identified is to develop collaborative outreach and pastoral care for Pacific workers and their families, which has already received verbal support from the New Zealand Pacific Union Conference (NZPUC) and the Australian Union Conference (AUC). As one recommendation for the next quinquennium, the Committee affirmed the need to strengthen engagement with migrant members and their families through research-informed strategies that support mission abroad and wellbeing at home.

“Ni-Vanuatu workers expressed their sadness and guilt because of breaking their Sabbaths while participating in these labour schemes.”

— Rochelle Bailey

Ministry Pacific

Ministry

• Bible Study

• Counselling

• Local church experience or church plant

WORKER

Information

• Document initiatives by SDA church

• Record testimonies

-Features

• Keep up to date with legislation, trends and visa information

• Connect with SDA groups for visitation

• Media, music opportunity

Research

• Analysis-Identify areas for funding

• Impact-Return home factors

Collaborate

• Sister Unions

• Check what other denominations are doing

• Check what Mission governments are doing

• ADRA for community care

• Explore employment possibilities post seasonal work Family

• Adventist Schools

- identify support

• Pastoral support for families of worker in Mission

• Other parts

TPUM

Wellbeing

• Choose SDA liaison

• Help with obligations and communication

• Check if local church can support

• Identify areas of vulnerability, abuse or unfair treatment

• Coordinate cultural training to share with AUC, seasonal work employers and others

• Arrange for visitation of Mission Administrators

• Train Pastors

• Advocate with Australia and New Zealand

Note: There are estimates based on later entry adjustments, which differ slightly to the table titled Membership to Population (page 16).

Membership Net Changes by Year (2020—2025)

Membership by Entity (2025)

American Samoa (1819) Fiji (29304) Kiribati (3465) Nauru (121) Niue (35) Samoa Tokelau (12405) Solomon Islands (63935) Tonga (4188) Tuvalu (368) Vanuatu (29427)

When we look at the baptism numbers across TPUM, the overall pattern is clear. During the COVID years (2020–2021), baptisms slowed noticeably (see Membership Changes table page 15). Borders were closed, gatherings were restricted, and the usual large evangelistic meetings could not take place. Baptismal growth dipped, and in some territories it nearly came to a standstill.

Once restrictions eased in 2022–2023, the numbers rebounded strongly. In places such as the Solomon Islands, Vanuatu, and Samoa Tokelau, baptisms surged again. Many people had been waiting, and when the opportunity returned, the church moved quickly to hold evangelistic programs.

By 2024–2025, the picture became more mixed. Some areas maintained the momentum, while others showed the usual push and pull: new members being added, but also higher counts of deaths, transfers out, and dropped names. This meant that overall growth continued, but not always as high as the raw baptism numbers suggested.

• Fiji shows consistent accessions but also high outflow from letters granted and deaths; growth is steady but modest compared to its size.

• Solomon Islands is the largest growth engine, contributing thousands of baptisms annually, yet also records heavy losses from transfers and mortality.

• Vanuatu demonstrates steady expansion with strong baptismal numbers and moderate retention challenges.

• Samoa Tokelau shows major fluctuations—large baptismal surges but also high numbers of deaths and letters granted, leading to volatile net change.

• Smaller territories (American Samoa, Kiribati, Tonga, Tuvalu, Nauru, Niue) add smaller but consistent growth, though their ratios of SDA to population are significant.

Membership to Population

• The population statistics were obtained from the government websites for each nation, Pacific Community (SPC) / Statistics for Development Division (SDD), U.S. Census Bureau / American Samoa Demographic Profile Worldometer (UN World Population Prospects) and sometimes an average of these figures.

• 2025 is based on 2024 and quarter one and quarter two of 2025.

Adventist Church Management System (ACMS)

The Adventist Church Management System (ACMS) continues to be a strategic priority for the South Pacific Division (SPD) and the Trans Pacific Union Mission (TPUM). The system strengthens recordkeeping, enhances accountability, and provides reliable membership data to guide mission strategy. Since its introduction, steady progress has been made, though challenges remain with training, technology, and the realities of serving scattered islands. By 2024, the effectiveness of shared funding, with both SPD and TPUM ensured that Missions could advance at good pace with needed resources and capacity.

This funding supported regional training, inter-island travel, volunteer stipends, internet and technology solutions, and provision of laptops. Outcomes included Fiji and Samoa advancing toward full integration, American Samoa and Tonga receiving training visits, Solomon Islands and Vanuatu gaining support despite their scale and connectivity challenges, and Kiribati preparing for outer-island data entry.

ACMS Rollout Timeline

• 2022: TPUM Secretariat presented a rollout plan for the ACMS system.

• 2023: TPUM and Mission Executive Committees discussed specific plans, meeting with GC and SPD representatives via Zoom. Existing spreadsheets, records and systems were reviewed.

• 2024: TPUM submitted a funding application to SPD, resulting in a shared funding allocation. SPD contributed FJD $309,355 and TPUM contributed FJD $16,282, for a combined total of FJD $325,637. Pastor Adrian Raethel, SPD ACMS Project Manager provided hands on training support to visit the regions.

• 2025 onward: Rollout continues with a focus on training, technology, and supporting smaller missions (see progress in the following table).

Next steps:

• Completion of data entry in Fiji and Samoa.

• Targeted training and travel for American Samoa, Tonga, and Kiribati.

• Sustained support for Solomon Islands and Vanuatu, including volunteers and connectivity.

• Provision of laptops and internet access to enable clerks to complete their roles effectively.

• Training and implementation in Tuvalu, Nauru and Niue.

Collaboration

The collaboration between SPD and TPUM in funding and supporting ACMS has been critical to the progress achieved so far. By pooling resources, both organisations have enabled smaller Missions to participate fully and ensured that larger territories receive the sustained support needed to manage their vast memberships. This partnership has not only accelerated data entry but also strengthened local leaders and clerks, equipping them with reliable records that are central to retention, pastoral care, and mission strategy.

A special word of thanks is extended to the General Conference and the South American Division for their critical contribution to the world church through the ACMS initiative. Pastor Adrian Raethel’s services as with the Secretaries and Clerks have been pivotal in mobilising the use of this system. Thank you to our church leaders to partner which reflects the spirit of the global Adventist family working together. This collaboration strengthens TPUM’s commitment to the “I Will Go” strategic plan, ensuring that accurate membership records become a vital tool for discipleship, accountability, and advancing God’s mission across the Pacific.

Executive

People Growth And Planning

Over the past three years, the Trans Pacific Union Mission (TPUM) has laid the foundation for the Human Resources Strategic Plan 2025–2030, approved by the Executive Committee on 1 June 2025. This work has gone beyond policies and administration to strengthen systems, streamline processes, and focus on developing people, building leadership capacity, and preparing future leaders.

1. Talent Development and Leadership

• Launched mentoring and retiree engagement through the Transition to Retirement Guide (2025).

• Endorsed a Spirit-led training cycle for administrative staff (2024).

• Hosted the SPD and Union Secretaries Council at the TPUM office (2024) with leaders Pastor Mike Sikuri, Eva Ing and others.

• Partnered with the General Conference Institute of World Mission (Dr Oscar Oscindo and Dr Ronald Kuhn) to deliver

leadership training about mission service and cross cultural workshops (2023).

2. Professional Development and Capacity Building

• Provided Toastmasters-style training with a keynote speaker Vania Chew from Adventist Media, to strengthen confidence and teamwork (2025).

• Hosted professional development from Sanitarium leadership, led by CEO Kevin Jackson. Appreciated supported by Frank Lei, resourcing TPUM for Set Apart (2023), Youth Congress (2024), and Session (2025).

• Conducted workshops including HBDI training (2023), Spiritual Gifts Assessment (GC Youth Ministries Survey) and sessions on communication, governance, and legal matters. Facilitators included Lyndel Smith, David McClintock, David Potter, and Igor Radonjic (SPD).

3. Onboarding and Career Pathways

• Produced a short guide for new staff and digital missionaries (2025) and facilitated the logisitcs of travel.

• Received ongoing technical training from SPD Adventist Technology leaders Matthew Mulligan, Dean Tichborne, and Aokuso Aiolupotea.

• SPD and TPUM enabled staff exchanges with NZPUC (2025).

• Administrative Assistants have been given event exposure eg Samoa for TPUM Youth Congree and in Tonga during the visit of President Ted Wilson from the General Conference

which included an audience with King Tupou VI and Queen Nanasipau’u (2024).

• Introduced career pathway surveys (2024), integrated into appraisals.

4. Workforce Planning and Wellbeing

• Initiated leadership capacity audits to ensure continuity (2024-2025).

• Approved research on seasonal labour impacts (2024) with pilot studies scheduled for 2025–2026.

• Collaborated on policy training with Ben Thomas, Kelvin Dever, the late Kelvin Peuser, Kingsley Wood, and Rodney Brady.

• Introduced new staff uniforms (2024), developed change management training, and integrated pastoral care, chaplaincy, and discipleship into HR systems.

• Initiated the Adventist Volunteeer Services role in TPUM (2024).

Dave Ulrich (born 1953 in Orem, Utah, USA – widely regarded as the father of modern HR) reminds us: “HR is not just administration, but about growing people to sustain mission and future leadership.”

For TPUM, this means HR is not about systems alone. The true focus of our organisation is growing people and planning for mission: making disciples, developing leaders, strengthening families, and preparing the pacific for Christ’s soon return.

Representatives from TPUM, Fulton and SPD Heritage Centre with Melissa Malu, Head of Pasifika Collections and Engagement at the Australian Museum

General Secretaries (L to R)

Administration

Preserving Our Story

The Secretariat’s responsibility for administration is not only about records but about safeguarding identity and preserving testimony. Two key projects initiated by Secretariat - the Pacific Adventist Identity Records (PAIR) and the Pacific Adventist Testimony & Heritage (PATH) - have been formed to protect our story, strengthen governance, and inspire future generations.

1. Pacific Adventist Identity Records (PAIR)

• Initiated by TPUM Secretariat and shared with SPD Heritage Centre and other Unions, resulting in appreciated funding and support from the SPD and TPUM project funding.

• Guided by David Jones, Director of SPD Heritage, who will mentor Fulton and TPUM representatives.

• Fulton students will be engaged through workline programmes to scan non-confidential documents, providing both income and training.

• Improved adherence to ADM.20.35 Retention and Safeguarding of Records, ensuring transparent and compliant systems.

• Anchored in Ellen G. White’s counsel: “We have nothing to fear for the future, except as we shall forget the way the Lord has led us, and His teaching in our past history” (Life Sketches, p. 196).

2. Pacific Adventist Testimony & Heritage (PATH)

Approved by the TPUM Executive Committee on 1 June 2025 to

bring records to life through storytelling, heritage displays, and dedicated centres across the Pacific.

• Plans include converting shipping containers into exhibition spaces for each Mission, ensuring stories are accessible and visible locally.

• Received by insights from Melissa Malu, Head of Pasifika Collections and Engagement at the Australian Museum, who hosted the August 2025 visit for TPUM and Fulton representatives.

• Visit included mentoring from Dr Elisha Marfo (Fulton Adventist University College), exploring self-determining approaches for cultures to represent their identities.

“Remember the days of old; consider the generations long past. Ask your father and he will tell you, your elders, and they will explain to you” (Deuteronomy 32:7). Together, PAIR and PATH remind us that administration is about more than files and systems - it is about telling our story faithfully, preserving identity, and passing on testimonies of God’s leading in the Pacific.

Acknowledgement

We thank David Jones, Director of the SPD Heritage Centre, and his team for their constructive partnership and for preparing the video reel to be presented at Session. Special appreciation is also extended to Melissa Malu, Head of Pasifika Collections and Engagement at the Australian Museum, for her valuable guidance and support.

Vanuatu Pastor Max Senembe, Samoa Tokelau Pastor Neru Nuuialii, American Samoa Pastor Tipalelupe Tapuai, Fiji Pastor Epeli Saukuru, TPUM Mrs Jane Gibson-Opetaia, Solomon Islands Pastor Clifton Mark, Tonga Pastor Sekope Finau, Kiribati Pastor Titau Tavita

Looking Ahead

Looking ahead, Secretariat’s priority is to walk with our missions in prayerful consultation, to equip and grow our people, and to continue learning and sharing across the region. We recognise the challenges we face — many of our mission secretaries are relatively new and supported by limited personnel; migration continues to reshape membership and leadership capacity; and legislative requirements are becoming more complex across our nations. We also see the need to increase capacity in governance, giving leaders opportunities for experiential learning through attendance at the General Conference Session and participation in higher-level committees.

On a personal note, I acknowledge with humility the privilege of serving as the first female General Secretary of the Trans Pacific Union Mission. The overwhelming support and encouragement I have received from leaders, colleagues, and

members across our Pacific family has been deeply affirming. It is a reminder that leadership is not about position, but about faithfulness to God’s call and service to His people.

Our calling now is to keep telling the story of God’s leading in the Pacific — past and present — while preparing future generations to carry it forward. As Scripture reminds us: “Remember the days of old; consider the generations long past” (Deuteronomy 32:7). With gratitude for the past and confidence in God’s leading, we move together into the next quinquennium — committed to service, stewardship, and the gospel commission.

A special video presentation from our Mission General Secretaries and the TPUM Secretariat pays tribute to their faithful service.

Past Staff

“Thank you to the staff members who served this quinquennium”

We remember the late Petero Navosailagi, who was known across the Pacific for his warm smile and passion for digital evangelism. His legacy, alongside others, lives on in the way TPUM continues to communicate and connect across the region.

“Fulfill my joy by being like-minded, having the same love, being of one accord, of one mind.” Philippians 2:2 (NKJV) Unity is shared purpose in Christ. TPUM values feedback from churches, communities and stakeholders, knowing teamwork thrives through humility, service, and love. Together, listening and serving, we advance the gospel as one body.

TPUM Employees

Special gratitude to the other staff who make up the Property and Maintenance team, including Security Personnel and casual staff who are not pictured in this segment but whose dedication and quiet service keep our mission running smoothly each day.

Fraser Alekevu

Mac DeMesa

Elise Naapa

Marie Masianini

Ravinesh Prasad

Ruvina Digadai

Pita Kabulevu

Jioje Rakuita

Rozlyn Rigamoto

Felix Enasio

Pravin Lal

Makrao Dinau

Joshua Sade

Chief Financial Officer’s Report

Executive Summary

By God’s grace, the Trans Pacific Union Mission advanced the Gospel Commission throughout 2020–2024. Anchored in our vision, mission, and strategic plan, decisions consistently served missional outcomes. Members’ faithful tithes and offerings resourced frontline ministry, leadership development, and our institutions across the Pacific. Finance’s mandate remained clear: align resources with mission, safeguard financial health, modernise systems, and deliver timely reporting so ministries have what they need, when they need it.

Giving nearly doubled over the decade to 2024, with permember contributions trending upward despite the economic shocks of 2020–2021. TPUM closes the quinquennium above denominational benchmarks for working capital and liquidity, with consecutive surpluses since 2022 and strengthened internal controls. Accounting system, General Ledger is now live and paperless across all entities, and audit coverage and quality continue to improve under a defined remediation plan.

Where improvement is required, actions are underway: rebalancing tithe use toward frontline ministry in a small number of entities, reinforcing committee discipline and policy compliance, and completing an actuarial valuation of the Sustentation Fund.

Looking ahead to 2026–2030, Finance will continue to resource disciple-making, lift audit and governance performance, strengthen transparency and stewardship reporting, and invest in people and data capabilities—so that every dollar advances the mission.

Finance as an Enabler of Mission

Throughout the period, appropriations, budgets, and co-funding were prioritised to advance the four Arenas of our strategic plan: growing the movement through evangelism and discipleship, empowering leadership and governance, ensuring quality institutions, and sustaining robust financial systems. The I WILL GO emphases helped sequence initiatives so that resourcing met ministry at the point of need—from family and neighbourhood to workplace and the world. This disciplined alignment meant each budget cycle began with the outcomes we sought in discipleship and strategy and then allocated dollars accordingly.

Tithes and Offerings Use and Distribution

There is a monthly miracle for which we must give God the praise. This monthly miracle is the faithfulness of Church members that amounts to approximately FJD 3.06 million dollars on average in tithes and offerings received through the local Church. These resources are shared and used around the world to advance the Kingdom of God.

The chart below shows how the faithfulness of our members at the local church supports the work of the church at every level – from the congregation to the worldwide mission.

Mission

81% | $1.9million

Union

11.25% | $262k

Fulton Levy 0.80% | $19k Publishing Levy 1.10% | $26k Division 3.05% | $71k General Conference 2.4% | $56k

| $366k

| $146k

| $44k

| $29k

Conference

| $146k

Giving Trends (2015-2024)

The ten-year trend (2015–2024) shows consistent growth in both tithes and planned giving offerings, reflecting strong and faithful stewardship across the Union.

Tithes

• Rose from FJD 14.1m (2015) to FJD 27.9m (2024).

• Quinquennium totals: 2015–2019: FJD 92.6m > 2020–2024: FJD 121.0m (+31%).

• Despite the 2019–2020 soft patch, tithe returning proved resilient with sustained recovery from 2021 onward.

Planned Giving Offerings

• Increased from FJD 4.5m (2015) to FJD 8.8m (2024).

• Quinquennium totals: 2015–2019: FJD 28.1m > 2020–2024: FJD 37.4m (+33%).

• Growth is steady overall, with stronger momentum in 2023–2024.

Combined Total

• Combined tithes and offerings rose from FJD 18.6m (2015) to FJD 36.7m (2024) (≈+97%).

• Quinquennium totals: 2015–2019: FJD 120.7m > 2020–2024: FJD 158.4m (+31%).

• Peaks in 2018 and again in 2023–2024 indicate the impact of Union-wide initiatives working alongside mission efforts.

Overall, both tithes and offerings posted double-digit growth between the two quinquennia, reflecting faithful member giving and providing a stronger base to resource Union and Mission operations and strategic discipleship ministries.

Total Union Tithes and Planned Giving Offerings Trends (2015-2024)

Tithe by Entity – Two Quinquennium (2015-2024)

When comparing the quinquennial periods, TPUM recorded broad-based tithe growth. Total tithe rose from FJD 92.63m (2015–2019) to FJD 121.00m (2020–2024)—an increase of FJD 28.37m (+30.6%). The largest absolute lift came from Fiji Mission (+FJD 7.88m; +36.0%), followed by Vanuatu Mission (+FJD 6.99m; +32.6%). Solomon Islands Mission remained the single biggest contributor overall at FJD 31.54m in 2020–2024 (+FJD 3.33m; +11.8%). In percentage terms, the fastest growth was in American Samoa Mission (+75.9%; +FJD 3.76m) and Attached Fields (+73.6%; +FJD 0.42m) off smaller bases, with Tonga Mission also showing strong momentum (+47.6%; +FJD 2.41m). Samoas-Tokelau Mission grew +37.8% (+FJD 3.30m) and Kiribati Mission increased +16.3% (+FJD 0.28m). Notably, Fiji and Vanuatu together accounted for over half (≈52.5%) of the Union’s incremental tithe.

Overall, every entity improved on the prior quinquennium, underscoring resilient faithfulness across TPUM despite economic headwinds.

Tithe by Entity - Two Quinquenniums Compared (Totals, FJD millions)

Union total Tithes and Offerings per Capita

Union combined per-capita giving showed encouraging growth over the past two quinquennia.

For tithes, per-capita contributions increased from FJD 124 in 2015 to FJD 166 in 2019, representing a 34% increase over the first quinquennium (2015–2019). In the following period, tithe per capita grew further from FJD 154 in 2020 to FJD 195 in 2024, a 27% increase, reflecting continued faithfulness among members.

For planned giving offerings, per-capita giving rose from FJD 39 in 2015 to FJD 50 in 2019, an increase of 28% over the first quinquennium. From 2020 to 2024, offerings per capita rose again from FJD 49 to FJD 61, a 24% increase.

Taken together, the results highlight a steady upward trend in both tithe and offering contributions per member, demonstrating resilience and generosity even amid changing economic conditions.

Per Capita Giving Trends (2015-2024)

Average Per-Capita Giving by Entity (2020-2024)

The Union-wide per-capita benchmark for 2020–2024—calculated from the combined totals of all eight entities—is FJD 174 in tithes and FJD 54 in offerings. Against this reference point, giving patterns vary meaningfully by field. American Samoa leads on permember generosity (≈FJD 873 tithes; ≈FJD 310 offerings), followed by Tonga (≈FJD 372; ≈FJD 98) and Samoas–Tokelau (≈FJD 218; ≈FJD 89), all well above the Union average. Fiji and Vanuatu sit above the benchmark on tithes (≈FJD 200 and ≈FJD 207 respectively) with offerings around or just below the benchmark (≈FJD 64 and ≈FJD 53). Attached Fields shows a strong tithe per-capita (≈FJD 375) but lower offerings (≈FJD 42), while Kiribati (≈FJD 127; ≈FJD 38) and Solomon Islands (≈FJD 103; ≈FJD 32) remain below the benchmark on both measures. These results underline that smaller fields can lead in per-member generosity, while larger fields—particularly Fiji, Solomon Islands, and Vanuatu—provide the highest total giving through scale.

The Union average is a useful orientation point for comparing entities, but it does not by itself capture participation rates or affordability differences across economies. For that lens, this chart should be read alongside the separate CPI-adjusted and analysis, which helps interpret gaps between entities and informs context-appropriate stewardship goals.

Average Per-Capita Giving by Entity (2020-2024)

Per-Capita Tithe vs 50% Participation Benchmark

In this chart we compare each entity’s actual per-capita tithe for 2024 with an “expected” per-capita tithe calculated as 10% of the country median wage × 50% participation (i.e., assuming one in two members are active earners/givers). Across all entities, actual giving sits below this benchmark, but the size of the gap varies.

• Tonga records the strongest alignment, with FJD 436 per member against an expected FJD 757 (≈58% of benchmark).

• Solomon Islands shows FJD 137 versus FJD 300 (≈46%). Solid relative performance despite a lower wage base.

• Kiribati — FJD 138 vs 384 (≈36%), participation/regularity gains would move this materially.

• American Samoa returns FJD 840 against FJD 2,430 (≈35%); per-capita tithe is the highest in the Union, but the benchmark is elevated by US-linked wage levels.

• Vanuatu records FJD 214 against FJD 686 (≈31%).

• Samoas–Tokelau shows FJD 232 against FJD 804 (≈29%), reflecting higher formal-sector wages and likely lower effective participation and/or income regularity among members.

• Fiji — FJD 213 vs 960 (≈22%), indicating the largest headroom to lift participation and giving regularity.

The pattern is encouraging yet confirms clear headroom to lift participation and faithfulness in tithe. This indicator is not only financial; it calls for intentional discipleship and stewardship teaching—consistent, practical education on biblical principles of regular and proportionate giving. As participation strengthens and giving aligns more closely with members’ means in each context, per-capita tithe can move toward the country-appropriate benchmark, advancing our shared commitment to God’s mission through faithful giving.

Per-Capita Tithe vs 50% Participation Benchmark (FJD, 2024)

Annual Tithe Increase vs CPI by Entity (2020–2024)

The comparison of tithe growth against national CPI for each mission provides insight into both stewardship performance and economic resilience:

• Fiji, Solomon Islands, and Vanuatu: These larger missions experienced periods of tithe growth well above CPI (e.g., Fiji in 2023, Vanuatu in 2021, Solomon Islands in 2024). However, they also faced contractions during COVID-19 years (2020–2021) when CPI was rising, showing some economic sensitivity.

• Tonga and Samoa–Tokelau: Both demonstrated strong post-pandemic rebounds. Tonga’s tithe growth in 2023 (+74%) far exceeded CPI, while Samoa–Tokelau showed more steady resilience with tithe growth often above inflation.

• Kiribati and American Samoa: Smaller economies displayed high volatility due to their limited base. Kiribati alternated between steep declines and strong rebounds, while American Samoa showed very high growth in 2020 but contractions in 2022–2023 before stabilising.

Across most entities, tithe growth exceeded CPI in at least two of the five years, demonstrating faithful giving that outpaced inflation despite economic pressures. Smaller missions show greater year-to-year variability—consistent with narrower economic bases and higher exposure to local shocks—but the overall trajectory remains positive.

We give thanks to God for the faithfulness of our members who continue to return tithe and give offerings amid challenging conditions. Their commitment sustains frontline ministry and advances the mission across the Pacific.

Fiji Mission

Vanuatu Mission

Samoa-Tokelau

Solomon Islands

Tonga Mission

Kiribati Mission

Financial Position and Performance

TPUM closes the quinquennium in a strong financial position. As at 31 December 2024, working capital stands at 13.0 months (policy minimum 6), liquid assets at 6.4 months (minimum 3), the current ratio is approximately 1.80×, and net assets total FJD 9.59 million.

These outcomes reflect disciplined governance, prudent cash management, and the faithful generosity of our members across the field. We praise God for His leading amid challenging global conditions and remain committed to deploying this financial capacity responsibly to advance the work in the coming term.

Income & Expenses (2020–2024)

In 2024 the Union recorded FJD 7.50m in revenue and FJD 7.13m in expenses, producing a FJD 0.37m surplus (4.9% margin)—the third consecutive surplus since the 2021 deficit.

Growth and trend (totals):

• Revenue: Up 30.4% year-on-year (2024 vs 2023) and 52.3% since 2020, implying ~11.1% CAGR (average annual growth) over 2020–2024.

• Expenses: Up 28.6% year-on-year and 70.1% since 2020 (~14.2% CAGR).

• Balance: Expenses have grown faster than revenue since 2020, but the Union still delivered a positive 2024 margin, indicating disciplined cost control alongside growth in activity.

What drove 2024 revenue: Retained tithe 51.9%, appropriations 18.2%, earned income (investments, rentals, other) 22.6%, offerings & donations 7.3%. Notably, appropriations declined from FJD 2.03m (2022) to FJD 1.36m (2024), while other/ earned income rebounded from –FJD 0.29m (2023) to +FJD 1.52m (2024).

America Samoa

Working Capital & Available Liquid Assets — Months of Coverage (2020-2024)

Months of Coverage

Where 2024 funds were used: Departmental 39.2%, Administrative 22.9%, Evangelism 13.2%, Appropriations given 11.3%, Other 9.6%, Occupancy 3.8%. Evangelism spend rose sharply from FJD 0.05m (2022) to FJD 0.94m (2024), aligning with strategic priorities.

Income & Expenses (2020-2024)

Revenue and Expenses (Selected Years: 2020, 2023, 2024)

2024 Revenue Composition (FJD m)

Operating Surplus/(Deficit) - 2020, 2023, 2024

2024 Expense Composiyion (FJD m)

Note: CAGR (Compound Annual Growth Rate) = the steady annual rate that takes you from 2020 to 2024 totals (a simple way to describe average yearly growth across the period)

Appropriations and Advance Study (2020–2024)

We gratefully acknowledge the South Pacific Division for FJD 7.61m in appropriations over the quinquennium. Of this, FJD 6.30m (≈82.8%) was passed through to our Missions to resource strategic programs and ministry on the ground. The remaining FJD 1.31m (≈17.2%) was administered at the Union level for cross-Union initiatives such as the 10,000 Toes campaign, ministry-discipleship resources, and leadership development. In 2021, when Union spending exceeded receipts, the shortfall was covered from other funding sources to protect frontline programs.

Investment in workforce capability continued through Advance Study, with FJD 1.45m spent on workers’ training and development during 2020–2024. This funding—supported by the appropriation balance and other Union sources—equips pastors, teachers, and leaders with the skills needed for discipleship, governance, chaplaincy, and holistic community outreach. It is a direct enabler of mission quality and sustainability across our fields.

Use of Tithe

Although the Union’s retained tithe has grown steadily over the quinquennium, it has not been sufficient in any year to cover allowable expenditures on its own. As the chart indicates, the annual shortfall has consistently been met through other income streams.

This underscores the need for a disciplined, diversified funding model to fully resource our ministry, evangelism, administration, and appropriations, and for ensuring tithe use remains mission-aligned in line with General Conference policy.

Use of Tithe (2020-2024): Retained vs Shortfall (excl. occupancy) % of allowable expenses shown inside each stack

In line with General Conference Working Policy, the Union and each Mission are to allocate at least 55% of tithe to Frontline Ministry and no more than 3% to Education support. The chart presents each entity’s position as at 31 December 2024 against these thresholds. Any variance is reviewed by the Union Finance Committee and corrected in the subsequent budget cycle through targeted reallocations and monitoring. The objective is to keep tithe focused on frontline mission, provide appropriate support to Education, and uphold transparent, policy-compliant stewardship across the field.

Use of Retained Tithe & Tithe Appropriations (Dec 2024)

TPUM

American Samoa

Mission

Kiribati Mission

Mission

Mission Vanuatu Mission Solomon Islands Mission

The following chart shows the Union’s use of retained tithe and appropriation received. In 2024, this use complied with policy—56% to Ministry & Evangelism (≥55% required) and 31% to Administration (≤33% cap). The remaining 13% of tithe funded Appropriations paid, while additional programme costs equal to 30% of receipts were met from other income (residual appropriations, departmental, attached field, and advance study). In short, tithe is applied first to frontline and ministry operations, with other income completing the programme.

Union Use of Retained Tithe & Appropriation recieved - 2024

Funded by TITHE (100%)

Funded by OTHER INCOME (30%)

Governance and Compliance

Per GC Working Policy, each entity must run at least: (1) a Finance Committee for financial oversight, and (2) an Audit Committee to review external audits and track remediation, reporting to the Executive Committee. In 2020–2024, only 3 of 8 entities—including the Union—fulfilled these duties. Addressing this policy-compliance and governance gap is a priority for the new quinquennium.

Audit

All audits across the Union were conducted by GCAS. Over the 2020–2024 quinquennium, audit coverage and opinion quality improved compared with the prior quinquennium. A growing share of reports received unqualified opinions, and cases of qualified or disclaimer opinions were concentrated in earlier years. Some 2023–2024 audits remain pending or to be scheduled due to timing and resourcing constraints; however, overall trajectory is positive and reflects stronger financial stewardship and governance discipline.

Looking ahead to the new quinquennium, our focus is to consolidate these gains and deliver timely, high-quality audits across all entities, in full alignment with Working Policy.

Accounting System update

We completed the transition to the new General Ledger across all ten entities. As of August 2025, 100% of entities are live and operating paperless, standardising the chart of accounts, controls, and document workflows. This has shortened month-end closes, strengthened audit trails, and improved first-pass accuracy of reports.

Key milestones included Atofi Adventist Hospital (Dec 2024), Samoa Mission (May 2025), American Samoa Mission (May 2025), and the final go-live for Solomon Islands Mission (Aug 2025).

TPUM Sustentation Program

The Sustentation Program was transferred from SPD to TPUM in June 2020. The program’s scope covers Payroll, Assessments, and Sustainability planning.

Across 2021–2024 the fund maintained healthy net assets and a contributions-to-benefits ratio consistent with long-term viability. In line with recent Finance Committee decisions, the contribution levy will reduce from fifteen to thirteen percent effective 1 January 2025. To strengthen assurance, an actuarial valuation is planned for commissioning in 2026, with an ongoing three-year cycle and annual roll-forwards.

Financial Performance and Position (2021–2024)

• Sustained surpluses 2021-2024: Increase FJD 0.907m (2024).

• Net assets (31 Dec 2024): FJD 11.1m.

• Liquidity/coverage metrics: 8 years of expenses (2024); Contributions-to-benefits ratio 140% (2024); recipients declined from 418 (2021) to 359 (2024).

Contributions vs Benefits + Surplus (2021-2024)

1. Contributions vs Benefits + Surplus

Net Assets (year-end, 2021-2024)

Fig 2. Net Assets (year‑end)

Fig

Liquidity: Cash vs Receivables (2021-2024)

3. Liquidity: Cash vs Receivables

Beneficiaries (count, 2021-2024)

Fig 4. Beneficiaries (count)

Fig

Capital spending and Asset Management

As stewards of the Church’s resources, our asset base must actively support mission. Over this quinquennium, we prioritised essential maintenance and targeted replacements while preparing a pipeline to convert under-utilised land into sustainable economic returns. The objective is to (i) diversify and stabilise non-tithe income, (ii) protect and grow capital for future ministry, and (iii) reduce operational risk across our property portfolio.

• No major Union-funded capital works were undertaken this period beyond office/residential R&M and scheduled replacement of property and office equipment. This disciplined posture preserved liquidity while we advanced planning and approvals for mission-critical projects.

• Co-funded projects: We facilitated capital support—largely funded by SPD—for front-line ministry infrastructure across the field:

• Vanuatu Mission: Hope Channel Studio

• American Samoa: Office Building and Hope Channel Studio

• Kiribati Mission: Hope Channel Studio

• Tonga Mission: Office Building

• Fulton Adventist University College: Chapel Building

These projects enhance our capacity for evangelism, training, and community impact while leveraging external funding.

Property portfolio update

• Old Fulton Tailevu (Fiji): The Executive Committee approved an offer from the Fiji Rugby Union to purchase the leasehold property for FJD 7.0m. The Sale & Purchase Agreement has been issued to FRU; their action is due by 30 September 2025. Proceeds are intended to be ring-fenced for mission-aligned capital and endowment purposes, subject to Committee decisions, to protect principal and create recurring income.

• Tamavua-Wairua (Fiji): We continue to address unlawful occupation. Eviction is before the courts. Our approach integrates legal action with strengthened on-site controls (surveying, signage, fencing, and monitoring) to protect title and deter further encroachment.

Several mission properties remain under-utilised and/or encroached by squatters, constraining both missional use and financial return. A Union-wide remediation and development program is therefore a priority for the next quinquennium.

Looking Ahead: 2026-2030

Finance will be driven by the vision—Living a Christlike Life to Make Disciples—so every allocation advance disciple-making. In line with the SPD five-year pathway, budgets and funding will be sequenced to:

• 2026 Our Country for Christ: national evangelism and media (TPUM4Christ).

• 2027 Our Local Church for Christ: Farming-Cycle budgets, small groups, Bible/prayer resources.

• 2028 Our Schools for Christ: chaplaincy, discipleship programs, staff development, mission-integrated curricula.

• 2029 Our Communities for Christ: health and wholistic-mission projects tied to church planting and retention.

• 2030 Our World for Christ: missionary placements and cross-field partnerships with co-funding and reporting.

Operational priorities:

• Lift audit quality and governance; strengthen Audit and Finance Committee practice and close findings promptly.

• Modernise systems (data and AI where appropriate) for faster, more accurate reporting and stronger controls.

• Invest in capability, leadership development, and succession.

• Strengthen the funding model and transparency: keep tithe-use discipline (≥55% Frontline Ministry; ≤3% Education), ringfence restricted funds, enhance timely reporting, and prudently diversify earned income via risk-screened, executive/boardapproved projects.

• Support institutions with targeted funding and performance monitoring for quality and sustainability.

• Embed risk management, business continuity, crisis response, and Adsafe safeguards with Secretariat.

• Standardise close processes, dashboards, and variance reviews so leaders receive reliable information on time.

Conclusion

TPUM closes the quinquennium with a clear line of sight from strategy to spend and from stewardship to outcomes. Member giving has grown materially, financial capacity remains above policy benchmarks, and three consecutive surpluses signal resilience after the pandemic shock. Appropriations were directed first to mission delivery in the fields, while Advance Study invested in the capability of our workforce for sustainable disciple-making. Audit coverage and opinion quality have improved on a defined remediation path, and the General Ledger rollout now standardises controls, accelerates close, and strengthens transparency across all entities.

Looking ahead, Finance will continue to resource disciple-making priorities in step with the South Pacific Division five-year pathway, protect tithe-use discipline, and lift governance, reporting, and capability so that every dollar advances outcomes in evangelism, discipleship, institutions, and leadership. With gratitude for God’s leading, we enter the next term focused on execution, accountability, and impact.

Acknowledgements

• Officers. I am grateful to our President and General Secretary for their leadership, counsel, and consistent support.

• Executive Committee. Thank you for prayerful governance and strategic oversight throughout this term—safeguarding policy, accountability, and mission alignment.

• South Pacific Division. We acknowledge the SPD for its appropriations and partnership.

• SPD Pacific Capacity Development Team. Thank you for your support

• GCAS. For professional audit service and guidance that strengthens our systems and controls.

• Associate CFOs. My thanks to Mac, Elise, and Emmah (on study leave) for their service and teamwork across the quinquennium.

• TPUM Treasury Team. Your diligence, discipline, and on-time reporting undergird the results presented in this report.

• Entity Finance Leaders. To the CFOs/Business Managers and accounting teams across our Missions and institutions—thank you for stewardship in the field, stronger controls, and timely reporting.

• Discipleship Ministries Team (DMT). Thank you for spiritual leadership and program design that turn resources into measurable disciple-making outcomes in line with our Arenas and the I WILL GO emphases.

• Support & Auxiliary Staff. Thank you to our administrative, logistics, facilities, IT, HR, communications, procurement, and events teams for the operational excellence that keeps the system moving.

• Local Church Treasurers. Thank you for faithful custodianship—receipting, recording, and remitting members’ tithes and offerings to the Missions for frontline ministry and to support the work worldwide.

• Church Members. Above all, thank you to our members across TPUM. Your faithful giving and constant prayers fuel the mission of the Church in our region and beyond.

As we look back with gratitude and ahead with hope, we acknowledge God’s leading in all that has been achieved—to Him be the glory.

“Now to Him who is able to do exceedingly abundantly above all that we ask or think… to Him be glory in the church by Christ Jesus to all generations, forever and ever. Amen.” (Ephesians 3:20–21, NKJV)

Financial Documents

Section 1 TPUM Financials

TRANS PACIFIC UNION MISSION OF THE SEVENTH-DAY ADVENTIST CHURCH

Unconsolidated Statement of Financial Activity For the Five Years Ending 31 December 2024

TRANS PACIFIC UNION MISSION OF THE SEVENTH-DAY ADVENTIST CHURCH Unconsolidated Statement of Financial Position For the Five Years Ending 31 December 2024

TRANS PACIFIC UNION MISSION OF THE SEVENTH-DAY ADVENTIST CHURCH

Unconsolidated Statement of Changes in Equity For the Five Years Ending 31 December 2024

TRANS PACIFIC UNION MISSION OF THE SEVENTH-DAY ADVENTIST CHURCH Unconsolidated Statement of Cash Flows For the Five Years Ending 31 December 2024

Recommended

TRANS PACIFIC UNION MISSION OF THE SEVENTH-DAY ADVENTIST CHURCH Working Capital and Liquid Asset Report For the Five Years Ending 31 December 2024

TRANS PACIFIC UNION MISSION OF THE SEVENTH-DAY ADVENTIST CHURCH

Unconsolidated Notes to the Financial Statements

For the Five Years Ending 31 December 2024

Accounting policies

(a) General information

The financial statements are prepared to satisfy the financial reporting requirements of the Working Policy of the South Pacific Division of the Seventh-day Adventist Church.

The Trans Pacific Union Mission was established to facilitate the mission of the Seventh-day Adventist Church and its school systems in Fiji, Solomon Islands, Vanuatu, Kiribati, Samoa, Tonga, American Samoa, Niue, Nauru, Tokelau, and Tuvalu

The Trans Pacific Union Mission of the Seventh-day Adventist Church (Union) is a not-for-profit entity and domiciled in Fiji. The financial statements are presented in Fiji Dollars. The following is a summary of the material accounting policies adopted by the union in the preparation of the financial statements. The accounting policies have been consistently applied, unless otherwise stated.

(b) Basis of preparation

The financial statements have been prepared in accordance with International Financial Reporting Standards (IFRS), International Accounting Standards (IAS) and Interpretations (collectively IFRSs) adopted by the General Conference of Seventh-day Adventists, South Pacific Division.

The financial statements have been prepared on an accruals basis and is based on historical costs modified by the revaluation of selected non-current assets, and financial assets and financial liabilities for which fair value basis of accounting has been applied.

(i) Application of IAS 1

IAS 1 prescribes the contents and structure of financial statements. The standard allows not-for-profit entities to use more appropriate terminology to describe line items within financial statements. Accordingly, the net result of the financial activities for the period is referred to as a surplus or deficit rather than profit or loss. The standard also allows statements to be given other titles.

Following are further comments about terminology and other matters in the financial statements:

Unconsolidated Statements of Financial Activity

In accordance with the terminology used in the standard the Statement of Profit or Loss and other Comprehensive Income has been renamed the Statements of Financial Activity. Items of income and expense not recognised in profit or loss are now disclosed as components of ‘other

comprehensive income’. In this regard, such items are no longer reflected as equity movements in the Statement of Changes in Equity.

The single statement approach has been adopted to the presentation of the Unconsolidated Statements of Financial Activity.

(ii) Basis of Special Presentation

The accompanying financial statements include all the accounts and activity of the Union except for the balance and activity of, or investment in, the following controlled related entitites:

• American Samoa Mission

• Fiji Mission

• Kiribati Mission

• Samoa-Tokelau Mission

• Solomon Islands Mission

• Tonga Mission

• Vanuatu Mission

• Atoifi Adventist Hospital

• Fulton Adventist University College

• Tuvalu Attached District

• Nauru Attached Church

• Niue Attached Church

Compliance with IFRS 10 would require a consolidated statement when presenting financial statements of the Union. The Union believes this presentation is useful to analyze the financial statements of the major portion of the Union rather than consolidating the above-mentioned entities.

(c) Comparative figures

When required by IFRSs, comparatives figures have been adjusted to conform to changes in presentation for the current financial year.

(d) Cash and cash equivalents

Cash and cash equivalents include cash on hand, deposits held at call with banks, other short-term highly liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within shortterm borrowings in current liabilities on the unconsolidated statements of financial position.

Cash and cash equivalents comprises cash on hand, demand deposits and short-term investments which are readily convertible to known amounts of cash and which are subject to an insignificant risk of change in value.

Bank overdrafts also form part of cash equivalents for the purpose of the unconsolidated statements of cash flows and are presented within current liabilities on the unconsolidated statements of financial position.

(e) Inventories

Inventories are measured at the lower of cost and net realisable value. Cost of inventory is determined using the individual item basis and is net of any rebates and discounts received.

Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs of completion and the costs necessary to make the sale. Net realisable value is estimated using the most reliable evidence available at the reporting date and inventory is written down through an obsolescence provision if necessary.

(f) Property, plant and equipment

Each class of property, plant and equipment is carried at cost or fair value less, where applicable, any accumulated depreciation and impairment of losses.

The carrying amount of property, plant and equipment is reviewed annually to ensure it is not in excess of the recoverable amount from these assets.

Items of Plant and equipment are not capitalized unless their values exceed $1,500 per item or $1,500 per sub- class.

(g) Depreciation

The depreciation amount of all fixed assets including capitalised leased assets , is depreciated on a straight-line basis over the assets useful life to the Union commencing from the time the asset is held ready for use.

Leased assets and leasehold improvements are amortised over the shorter of either the unexpired period of the lease or their estimated useful life.

The depreciation rates used for each class of depreciable assets are:

The assets’ residual values, depreciation methods and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period.

(h) Impairment of assets

At each reporting date, the Union reviews the carrying values of its tangible and intangible assets to determine whether there is any indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset’s fair value less costs to sell and value in use, is compared to the asset’s carrying value. Any excess of the asset’s carrying value over its recoverable amount is expensed to the unconsolidated statements of financial activity.

Where it is not possible to estimate the recoverable amount of an individual asset, the Union estimates the recoverable amount of the cash-generating unit to which the asset belongs or the depreciable replacement cost thereof.

(i) Provisions

Provisions are recognised when the entity has a legal or constructive obligation, as a result of past events, for which it is probable that an outflow of economic benefits will result and that outflow can be reliably measured.

(j) Employee benefits

Provision is made for the Union’s liability for employee benefits arising from services rendered by employees to the end of the reporting period. Employee benefits that are expected to be wholly settled within one year have been measured at the amounts expected to be paid when the liability is settled, plus related on-costs.

Employee benefits expected to be settled more than twelve months after the end of the reporting period have been measured at the present value of the estimated future cash outflows to be made for those benefits.

(k) Revenue

Revenue from the sale of goods is recognised upon the delivery of goods to customers.

Interest revenue is recognised on a proportional basis taking into account the interest rates applicable to the financial assets.

Revenue from the rendering of services is recognised upon the delivery of the service to the customers.

Revenue from donations is recognised upon receipt.

(l) Value Added Tax (VAT)

Revenue, expenses and assets are recognised net of the amount of value added tax (VAT), except where the amount of VAT incurred is not recoverable from the Fiji Revenue and Customs Service (FRCS). In these circumstances the VAT is recognised as part of the cost of acquistion of the asset or as part of an item of the expense.

Receivables and payable are stated inclusive of VAT. The net amount of VAT recoverable from, or payable to, the FRCS is included as part of receivables or payables in the unconsolidated statements of financial position.

(m) Foreign currency transactions and balances

Transaction and balances

Foreign currency transactions are translated into functional currency using the exchange rates prevailing at the date of the transaction. Foreign currency monetary items are translated at the year-end exchange rate. Nonmonetary items that are measured at historical cost are translated using the exchange rate at the date of the transaction. Non-monetary items that are measured at fair value are translated using the rate at the date when fair value was determined.

Exchange differences arising on the translation of monetary items are recognised in the unconsolidated statements of financial activity, except where deferred in equity as a qualifying cash flow or net investment hedge.

Exchange differences arising on the translation of non-monetary items are recognised directly in equity to the extent that the gain or loss is directly recognised in equity, otherwise the exchange is recognised in the unconsolidated statements of financial activity.

(n) Critical accounting estimates and judgments

The executive committee members evaluate estimates and judgments incorporated into the financial statements based on historical knowledge and best available current information. Estimates assume a reasonable expectation of future events and are based on current trends and economic data, obtained both externally and internally.

(o) Going Concern

The financial statements have been prepared on the going concern basis.

(p) Change in accounting policy

There was no change in accounting policy for the year ended 31 December 2024.

2. Scope of activities

These financial statements reflect property and activities of the Trans Pacific Union Mission of the Seventh-day Adventist Church. Legal title to such property is held by Australasian Conference Association on behalf of the Union.

Trans Asia-Pacific, Region D

GCAS Housing, UNAI

Jln Kol Masturi, Parongpong

288 Bandung, Indonesia

Tel +62 2282780219 gcasconnect.org

AUDITOR’S REPORT

To the Executive Committee

Trans Pacific Union Mission of the Seventh-day Adventist Church Suva, Fiji Islands

Opinion

We have audited the unconsolidated financial statements of Trans Pacific Union Mission of the Seventhday Adventist Church (Organisation), which comprise the unconsolidated statements of financial position as at 31 December 2024, 2023, 2022, 2021 and 2020, and the unconsolidated statements of financial activity, unconsolidated statements of changes in net assets, and unconsolidated statements of cash flows for the years then ended, and unconsolidated notes to the financial statements, including a summary of significant accounting policies.

In our opinion, as auditors of the General Conference of Seventh-day Adventists, the accompanying unconsolidated financial statements present fairly, in all material respects, the unconsolidated financial position of the Organisation as at 31 December 2024, 2023, 2022, 2021 and 2020, and its unconsolidated financial performance and its unconsolidated cash flows for the years then ended in accordance with International Financial Reporting Standards (IFRSs) generally accepted by the Seventh-day Adventist denomination.

Basis for Opinion

We conducted our audits in accordance with International Standards on Auditing (ISAs), except the ethical requirement for the appearance of independence. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Unconsolidated Financial Statements section of our report. We are independent of the Organisation in accordance with the ethical requirements that are relevant to our audits of the unconsolidated financial statements in Fiji, and we have fulfilled our other ethical responsibilities in accordance with these requirements, except the ethical requirement for the appearance of independence, because of our affiliation with the Seventh-day Adventist denomination. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Emphasis of Matter

We draw attention to Note 1 of the unconsolidated financial statements, which describes the basis of accounting. The unconsolidated financial statements were prepared to present the financial statements of the Organisation as a parent organisation only, and not consolidating the balances and activities of controlled related entities. As a result, these unconsolidated financial statements are not intended to be a complete presentation of the Organisation’s assets, liabilities, revenues, and expenses, in accordance with IFRSs adopted by the Seventh-day Adventist denomination. Our report is intended solely for the information and use of the officers of the Organisation, its audit committee, its governing committee, and the officers and their designees of higher denomination organisations and should not be distributed to or used by other than these specified parties. Our report is not modified in respect of this matter.

Other Matter

In connection with our audit, we have also issued a report dated 23 May 2025 regarding compliance with the Working Policy of the General Conference of Seventh-day Adventists, South Pacific Division.

Responsibilities of Management and Those Charged with Governance for the Unconsolidated Financial Statements

Management is responsible for the preparation and fair presentation of the unconsolidated financial statements in accordance with IFRSs adopted by the Seventh-day Adventist denomination, and for the design, implementation, and maintenance of internal control as management determines is necessary to enable the preparation and fair presentation of unconsolidated financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the unconsolidated financial statements, management is responsible for assessing the Organisation’s ability to continue as a going concern for one year from the end of the reporting period, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Organisation or to cease operations, or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the Organisation’s financial reporting process.

Auditor’s Responsibilities for the Audit of the Unconsolidated Financial Statements

Our objectives are to obtain reasonable assurance about whether the unconsolidated financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with ISAs will always detect a material misstatement when it exists. Risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these unconsolidated financial statements.

As part of an audit in accordance with ISAs, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the unconsolidated financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the unconsolidated financial statements.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Organisation’s internal control. Accordingly, no such opinion is expressed.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management

• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cash significant doubt on the Organisation’s ability to continue as a going concern for a reasonable period of time. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the unconsolidated financial statements or if, such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Organisation to cease to continue as a going concern.

• Evaluate the overall presentation, structure, and content of the unconsolidated financial statements, including the disclosures, and whether the unconsolidated financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit

23 May 2025

Section 2 TPUM Sustentation

TRANS PACIFIC UNION MISSION SUSTENTATION FUND OF THE SEVENTH-DAY ADVENTIST CHURCH Statement of Changes in Net Assets For the Four Years Ending 31 December 2024

ASSETS

TRANS PACIFIC UNION MISSION SUSTENTATION FUND OF THE SEVENTH-DAY ADVENTIST CHURCH Statement of Net Assets Available for Benefits For the Four Years Ending 31 December 2024

NET ASSETS AVAILABLE FOR BENEFITS

TRANS PACIFIC UNION MISSION SUSTENTATION FUND OF THE SEVENTH-DAY ADVENTIST CHURCH Lquidity and Cash Flow Sustainability Report For the Four Years Ending 31 December 2024

TRANS PACIFIC UNION MISSION SUSTENTATION FUND

Notes to the Financial Statements

For the four years ended 31 December 2024

Note 1- Organisational structure

(a) Nature of the organisation - Trans Pacific Union Mission (TPUM) Sustentation Fund (the Fund) is maintained specifically for the purpose of accumulating and disbursing funds for the retirement benefits and allowances of qualifying individuals who served within Trans Pacific Union territory.

(b) Structure of the plan - The Fund is a non-contributory, defined benefit pension plan, administered by TPUM for the benefit of all employees within Trans Pacific Union Region (except those whose retirement benefits are provided by designated governmental agencies), subject to fulfilling requirements as to years of service. Contributions to the Fund by the various denominational organisations in the TPUM territory are based on a percentage of salary expense for local missions and other institutions.

An actuarial study was not conducted for the years reported in this financial statement. Therefore, no disclosures can be made regarding the present value of future benefits obligations.

(c) Administration - The administration of and accounting for the Fund are performed separately by the TPUM Sustentation Fund. The TPUM Sustentation Fund receives all contributions to the fund and the TPUM Sustentation Fund invests them in accordance with policy guidelines.

Disbursements of benefits are generally made by the TPUM Sustentation Fund on behalf of the Fund and are recorded as expenses of the Fund. The TPUM Sustentation Fund officers authorized the issuance of the accompanying financial statements on 23 May 2025.

Note 2 - Summary of significant accounting policies

The significant accounting policies are described below to enhance the usefulness of the financial statements.

(a) Financial statements - These financial statements have been prepared in accordance with International Financial Reporting Standards, International Accounting Standards and Interpretations (collectively IFRSs) adopted by the Seventh-day Adventist denomination. They have been prepared under the assumption that the Fund operates on a going concern basis. The preparation of financial statements in compliance with adopted IFRS requires the use of certain critical accounting estimates. It also requires TPUM officers to exercise judgment in applying the Division’s accounting policies.

(b) Currency - The financial statements and notes thereto are presented in Fijian dollars, which is the functional currency of the Fund. In accordance with the Seventh-day Adventist denominational policies, the various local currencies are convert-

ed into Fijian dollars at fixed rates of exchange, which are set each month by the Division, and are intended to approximate current market exchange rates.

At the end of each reporting period, monetary items denominated in foreign currencies are retranslated at the fixed rate of exchange for that month. Foreign exchange gains and losses resulting from the settlement of such transactions and from the remeasurement of monetary items denominated in foreign currency at year-end exchange rates are recognized in profit or loss.

(c) Accounting method - The financial statements have been prepared on the historical cost basis, except for financial instruments that are measured at revalued amounts or fair values at

the end of each reporting period, as explained in the accounting policies below. Historical cost is generally based on the fair value of the consideration given in exchange for goods and services.

Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date, regardless of whether that price is directly observable or estimated using another valuation technique. In estimating the fair value of an asset or a liability, the Fund takes into account the characteristics of the asset or liability if market participants would take those characteristics into account when pricing the asset or liability at the measurement date. Fair value for measurement and/or disclosure purposes in these financial statements is determined on such a basis.

(d) Investments - Short-term investments not subject to market fluctuation and interest-bearing deposits are classified as cash and cash equivalents. All investments subject to market fluctuation are classified separately as investments and are carried at fair value based on the whole portfolio. The difference between cost and fair value for the whole portfolio is recorded in a valuation account. The change is this valuation account from one year to the next is recorded as unrealized gain or loss.

(e) Financial instruments - risk management - The Fund is exposed through its operations to the following financial risks (1.) credit risk; (2.) foreign exchange risk; and (3.) liquidity risk.

Credit risk - The risk of financial loss to the Fund if an entity or counterparty to a financial instrument fails to meet its contractual obligations. The Fund is mainly exposed to credit risk through the deposit of cash and cash equivalents with banks and financial institutions.

Foreign exchange risk - The risk when the Fund enters

into transactions denominated in a currency other than its functional currency. The Fund’s policy is, where possible, to settle liabilities denominated in their functional currency with the cash generated from their operations in that currency.

Liquidity risk - This risk arises from the management of the Fund’s working capital. It is the risk that the Fund will encounter difficulty in meeting its financial obligations as they fall due. The Fund’s policy is to ensure that it will always have sufficient cash to allow it to meet its liabilities when they become due.

In common with other denominational organisations, the Fund is exposed to risks that arise from its use of financial instruments. This note describes the Fund’s objectives, policies, and processes for managing those risks and the methods used to measure them. Further quantitative information in respect of these risks is presented throughout these financial statements.

There have been no substantive changes in the Fund’s exposure to financial instrument risks, its objectives, policies and processes for managing those risks or the methods used to measure them from previous periods.

The principal financial instruments used by the Fund, from which financial instrument risk arises, are as follows:

Cash and cash equivalents

Trade receivables

(f) Financial instruments - Trade receivables are initially recognized when they are originated. All other financial assets and financial liabilities are initially recognized when the

Fund becomes a party to the contractual provisions of the instrument.

(g) AII recognized financial assets that are within the scope of IFRS 9 are required to be measured subsequently at amortized cost or fair value on the basis of the entity’s business model for managing the financial assets and the contractual cash flow characteristics of the financial assets.

Note 3 - Related parties

The majority of the transactions of the Fund are with related parties. Transactions occur regularly in the normal course of business with the following organisations and their institutions:

• American Samoa Mission

• Fiji Mission

• Fulton College Adventist University Kiribati Mission

• Samoa-Tokelau Misison

• Solomon Islland Mission

• Tonga Misison

• Vanuatu Mission

• Pacific Adventist University

• Nauru Attached Church

• Niue Attached Church

• Tuvalu Attached District

• Trans Pacific Union Mission

• Atoifi Adventist Hospital

In consultation with the SPD Retirement Fund Committee, these organisations have the ability to recommend changes in their levels of contributions to the Fund. These organisations also have authority to administer the medical, educational, and funeral allowance benefit payments to retirees and to charge the fund for these benefit payments

Trans Asia-Pacific, Region D GCAS Housing, UNAI Jln Kol Masturi, Parongpong 288 Bandung, Indonesia Tel +62 2282780219 gcasconnect.org

AUDITOR’S REPORT

To the Executive Committee

Trans Pacific Union Mission Sustentation Fund

Suva, Fiji

Qualified Opinion

We have audited the financial statements of Trans Pacific Union Mission Sustentation Fund (the Fund), which comprise the statements of net assets available for benefits as at 31 December 2024, 2023, 2022 and 2021, and the statements of changes in net assets and notes to the financial statements, including a summary of significant accounting policies.

In our opinion, as auditors of the General Conference of Seventh-day Adventists, except for the effects of the matter described in the Basis for Qualified Opinion section of our report, the accompanying financial statements present fairly, in all material respects, the statements of net assets available for benefits of the Fund as at 31 December 2024, 2023, 2022, and 2021, and its statements of changes in net assets for the years then ended in accordance with International Financial Reporting Standards (IFRSs) adopted by the Seventh-day Adventist denomination.

Basis for Qualified Opinion

At 31 December 2024, 2023, 2022, and 2021, the Fund did not disclose the actuarial present value of promised retirement benefits for its defined benefit retirement plans for the years then ended which constituted a departure from IFRSs adopted by the Seventh-day Adventist denomination.

We conducted our audits in accordance with International Standards on Auditing (ISAs), except the ethical requirement for the appearance of independence. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Fund in accordance with the ethical requirements that are relevant to our audits of the financial statements in Fiji, and we have fulfilled our other ethical responsibilities in accordance with these requirements, except the ethical requirement for the appearance of independence, because of our affiliation with the Seventh-day Adventist denomination. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Other Matter

In connection with our audits, we have also issued a report dated 23 May 2025 regarding compliance with the Working Policy of the General Conference of Seventh-day Adventists, South Pacific Division.

Responsibilities of Management and Those Charged with Governance for the Financial Statements

Management is responsible for the preparation and fair presentation of the financial statements in accordance with IFRSs adopted by the Seventh-day Adventist denomination, and for the design, implementation, and maintenance of internal control as management determines is necessary to enable

the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is responsible for assessing the Fund’s ability to continue as a going concern for the next year, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Fund or to cease operations, or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the Fund’s financial reporting process.

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with ISAs will always detect a material misstatement when it exists. Risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with ISAs, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements.

• Obtain an understanding of internal control re levant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Fund’s internal control. Accordingly, no such opinion is expressed.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Fund’s ability to continue as a going concern for a reasonable period of time. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Fund to cease to continue as a going concern.

• Evaluate the overall presentation, structure, and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, and certain internal control-related matters, including any significant deficiencies in internal control that we identify during our audit.

23 May 2025

Ministry Reports

Health Report

George Kwong, Health Co-ordinator & Regional Ambassador, The 10,000 Toes Campaign

The 10,000 Toes Campaign is dedicated to leaving no one behind. Its reach has extended across every level of society— from remote villagers and market vendors to corporates, universities, parliaments, presidents, and even a king.

Over the past five years, under the Trans Pacific Union Mission (TPUM) Health Department, the campaign has mobilised island missions to confront the Pacific’s growing non-communicable disease (NCD) crisis. What began as a grassroots movement has become a force for community transformation, centred on early detection, health education, lifestyle change, and faith-based wellness.

This year also marks a major milestone with the launch of the campaign’s first Blueprint of Policies and Standard Operating Procedures (SOPs), providing direction for the future. In recognition of its impact, the campaign was honoured with the 2022/2023 WHO Healthy Islands Best Practices Award.

Today, more than 10,000 trained ambassadors in 13 countries serve as frontline health champions. They are supported by 2,500 screening kits, wellness hubs, and six mobile clinics. Key initiatives such as Step Up to Wholeness and the 2023 Going Wide, Going Deep strategy have strengthened outreach, particularly in underserved areas.

Strategic Focus

The strategic focus of the 10,000 Toes Campaign is to turn the tide of NCDs through a wholistic health approach rooted in the Adventist health message. By integrating lifestyle medicine, community-based wellness hubs, mobile health services, and spiritual guidance, we aim to bring preventive healthcare closer to the people so we may see a reduction of NCDs by 5-10 per cent by the year 2030. The core modus operandi is summarised in the 10,000 Toes Blueprint Flow Cycle chart, which tracks participants from baseline community profiling through referral pathways, lifestyle programs, and follow-up screenings at 6, 12, and 24 months before channeling them to health clubs to sustain their new life habits. Whilst involving our people in health work we are mindful of the important element of blending health with the Gospel message. The health message is the right arm of the Gospel It is the door opener to locked doors and is tied to the Three Angels’ Message. Our collaboration with government health departments, non government organisations (NGOs), and local communities has allowed us to scale our initiatives, empowering ambassadors with practical skills, health education, and discipleship training. The Blueprint Flow Cycle provides a structured process linking community profiling, referral, intervention, and measured follow-up and creating evidence-based outcomes. We also continue to innovate through Lifeseries videos, up-skilling health professionals to help alleviate NCD burden through Lifestyle Medicine and strong partnerships to promote sustainable wellness.

Highlights Demonstrating Actions

Mobilising and Empowering TPUM Ambassadors for Health

One of the most outstanding achievements of the 10,000 Toes Campaign has been surpassing our goal of 5,000 ambassadors by 2025. We now have more than 10,000 who serve as health missionaries—conducting screenings, teaching lifestyle interventions, and promoting spiritual well-being. They lead health expos, cooking classes, exercise groups, and church-based wellness programmes.

This year, churches across Fiji, Tonga, Samoa, the Solomon Islands, Vanuatu, and Kiribati hosted mini health expos. Training continues through a structured curriculum guided by the 10,000 Toes Blueprint Flow Cycle, ensuring measurable outcomes with referral and follow-up steps. Volunteer retention remains a challenge, as many leave for the PALM Scheme or local jobs, but structured upskilling—through Lifestyle Medicine workshops, mentorship, and the new Blueprint of Policies and SOPs—has helped address this.

An online platform now delivers training resources including:

• Mental Health (Forgive to Live, Empowered and Purposeful Living, Depression & Anxiety Recovery)

• Addiction (Journey to Wholeness)

• Lifestyle (CHIP, Step Up to Wholeness)

• Bible Study (Hope VA)

The Lord has blessed the campaign with influential men and women of God who have willingly shared knowledge and invested in skills, leadership, and character development. The campaign began in 2020 with just one staff member supported by a volunteer. In 2023, Mary-Clare was appointed Assistant Regional Ambassador, bringing valuable experience to the team. By 2024, two additional specialists joined: Roneta Ratumaitavuki, a Public Health graduate serving as full-time trainer and data coordinator; and Latanya Wong, a postgraduate dietician leading the 10,000 Toes Kitchen initiative while also managing media and marketing. From these humble beginnings, the campaign has grown to a team of four—the largest staffing base among TPUM’s six discipleship ministries.

This year, Tuvalu Mission received Australian Government aid to launch a Community Wellness Zone in Funafuti. Training has also benefited from leaders such as Dean Banks and Pastor Adrian Rathel (South Pacific Division), Dr Reinart Katia (General Conference Recovery Ministries), who ran Journey to Wholeness and Lifestyle Coaching training in Fiji, and Dr Peter Landless, retired General Conference Health Director, who visited Tonga at the invitation of the King of Tonga.

Establishing Wellness Hubs and Mobile Clinics

Wellness hubs are a vital part of the campaign. Thanks to the support of the General Conference (GC) Mission Impact Funds, the South Pacific Division (SPD), and TPUM, we have

seen rapid expansion of wellness hubs across Vanuatu, the Solomon Islands, Kiribati, Tonga, Samoa, American Samoa, and Fiji. These hubs serve as key platforms for health screenings, community support groups, lifestyle coaching, and Bible-based discipleship. They transform local churches and community centres into vibrant spaces of health and healing.

It’s important to remember that wellness hubs are not limited to physical buildings. A wellness hub is, at its heart, a group of people passionate about impacting their community through whole-person health—meeting people where they are. Hubs promote evidence-based, whole-person wellness for the benefit of their communities. They understand the unique needs around them and work to meet those needs through programmes and activities that empower people to make healthier lifestyle choices and experience abundant living.

From the hubs, people learn to establish baseline health data through community profiling, refer high-risk individuals to hospitals or clinics, and direct those at lower risk to the hubs for interventions, tracking their progress through screenings at 6-, 12-, and 24-month intervals. This approach has enabled the campaign to show measurable results, including reductions in NCD rates in communities in Fiji, Tonga, and the first pilot programmes in Kiribati.

The success of these initiatives has required strong collaboration with local governments, ministries of health, and NGOs. Challenges such as logistics, transport maintenance, and securing trained coaches and experienced personnel remain, but dedicated community involvement—and faith— have helped overcome these barriers.

Advancing Lifestyle Medicine and Education

To ensure the longevity and quality of our health work, we have invested in structured training and education. A landmark achievement has been the launch of the Step Up to Wholeness lifestyle intervention programme, currently piloted in Samoa, Tonga, Tuvalu, the Solomon Islands, and Fiji.

TPUM is also partnering with Fulton Adventist University College to introduce a Microcertificate in Lifestyle Medicine, the first step in a progressive pathway leading to Certificate Level 4, and, through collaboration with other universities, opportunities for Graduate Diploma and Master’s degrees in the future. Scheduled to launch on 22 September 2025, this programme will provide ambassadors and community health workers with accredited qualifications, enhancing credibility, leadership potential, and impact in health and wellness ministry.

Another milestone was the Live More Abundantly Lifestyle Intervention Programme, delivered by trained ambassadors across 14 locations in Fiji. It was evaluated and peer-reviewed by Dr Lillian Kent of Avondale University and published in the Asia Pacific Journal of Health and Social Sciences, showing measurable improvements in health. We also produced

We are reminded that we are living in “such a time as this.” Our instructions are clear: to prepare a people for the soon return of Christ.

LifeSeries videos and culturally tailored training materials, addressing gaps in health education with local, faith-aligned resources.

A key challenge remains converting Wellness Clinics in the Solomon Islands and Vanuatu from solely allopathic medicine to Lifestyle Medicine hubs. Many facilities require urgent upgrades, and efforts are underway to secure resources to transform them into thriving centres of whole-person health.

Recommendations

• Roll out the 10,000 Toes Blueprint of Policies and aligned SOPs to streamline processes and ensure consistency across all TPUM missions.

• Strengthen Community Wellness Zones by expanding the current network of wellness hubs into fully integrated centres that combine health services, sustainable agriculture, and ongoing lifestyle education.

• Scale Lifestyle Medicine Training through the introduction of the Lifestyle Medicine Microcertificate at Fulton Adventist University College, extending into certificate, diploma, and degree pathways, and partnering with regional universities for accreditation and wider reach.

• Enhance Digital Tools by exploring new technologies— such as AI-powered screening tools—within the Blueprint Flow Cycle to streamline community profiling, reduce workload, and provide real-time analysis.

• Strengthen partnerships by continuing to build strong collaborations with government health ministries, WHO, NGOs, and other faith-based organisations to align with national health strategies and maximise collective impact.

• Promote Sustainability through Social Enterprises by expanding revenue-generating health initiatives such as juice bars, wellness catering services, and lifestyle retreats. This includes exploring practical solutions for addressing healthy food availability in Kiribati, Tuvalu, Nauru, and Niue.

• Prepare for TPUM for Christ 2026 by beginning now to use 10,000 Toes resources in training, logistics, and site preparation to ensure readiness for this major initiative.

Looking Ahead

We are reminded that we are living in “such a time as this.” Our instructions are clear: to prepare a people for the soon return of Christ. In doing so, the Gospel of the Three Angels’ Messages calls people of every nation, tribe, and tongue to consecrate themselves fully to the Creator God and to worship Him alone in full obedience. We are also instructed that “the medical missionary work is in no case to be divorced from the Gospel ministry,” and warned that “without this union neither part of the work is complete” (6T 240.3).

At the Trans Pacific Union, it is our mission to complete that which is incomplete and to carry forward the health work, the medical missionary work, and the Gospel work in perfect union. We firmly believe that priority must be given to unifying the Gospel and medical mission work through education, collaboration, and integration. This means equipping health professionals, educators, ambassadors, church leaders, Gospel workers, and pastors to harmonise health promotion and medical missionary work with the preaching of the Gospel—so that medical missionary work may be what it was always intended to be: “the practical illustration of the Gospel.”

Our heartfelt appreciation—vinaka vakalevu—goes to our Mission leaders and health departments. Thank you for all you have done, and continue to do, to advance God’s work through the 10,000 Toes Campaign.

May the Lord bless us all.

Children, Women and Family Life Ministries

Minister Loleth Worwor,

Children, Women and Family Life Ministries.

From 2021 to 2025, TPUM’s Children’s, Women’s, and Family Life Ministries worked in unity under the I Will Go mission to disciple, equip, and serve across the Pacific. Through initiatives such as Special Sabbath Celebrations using the Harvest Circle model, Vacation Bible Schools, Branch Sabbath Schools that led to new church plants, Bible study and prayer groups, and community evangelism, these ministries brought the gospel into homes, churches, schools, and communities.

The focus has been holistic discipleship—equipping leaders, empowering families, and inspiring members to live out their faith in practical ways. Statistical reports confirm the active involvement of these three ministries in disciple-making, reflecting intentional and Spirit-led service.

This five-year journey has emphasised capacity building, mentoring, and united outreach. Leaders were trained, churches strengthened, and members inspired to share God’s love in every sphere of life. Above all, these ministries reveal the power of collaboration to transform lives for Christ. I praise God for His unfailing guidance and thank all who faithfully serve. To Him be all glory.

“Go therefore and make disciples of all the nations… I am with you always, even to the end of the age.” Matthew 28:19–20

TPUM Relational Ministries – Strategic Goals for 2021-2025

The TPUM Relational Ministries operates in alignment with the TPUM strategic focus, pursuing two primary arenas with objectives to be achieved these five years.

Arena 1

Enabling Local Missions to Implement the Farming Cycle of Evangelism, Discipleship, and Church Growth:

The TPUM Relational Ministries Director works in close partnership with Local Mission Directors to deliver continuous, impact leadership training at every level of ministry. By providing both financial and material resources, TPUM equips leaders in Local Missions and local churches to successfully implement the full “farming cycle” of evangelism, discipleship, and church growth. Every initiative under Relational Ministries is strategically aligned with the General Conference’s I Will Go mission, the South Pacific Division’s priorities, and TPUM’s annual ministry focus—ensuring that all efforts move forward with unity, clarity, and purpose.

Arena 2

Empowering Leadership and Strengthening Governance

TPUM delivers leadership training for Local Mission Directors and coordinates ongoing advisory meetings to strengthen collaboration and effectiveness. Intentional mentoring and coaching are integral components of this process, ensuring that leaders are equipped to excel in their respective roles.

Leadership Training

Strengthening Family Ministries in the South Pacific God’s vision for families is that they serve as a blessing both personally and globally. Families play a vital role in nurturing faith, helping individuals grow as disciples of Jesus and leaders in mission. Recognising the need for stronger family ministry leadership in the Pacific, the South Pacific Division partnered with Willie and Elaine Oliver from the General Conference Family Ministries Department to offer the Family Ministries Leadership Certification Program in 2024.

Online Training: Designed for accessibility across the region.

Curriculum Topics:

• Biblical foundations of family ministries

• Family center of Evangelism

• Marriage as divine design

• Parenting through discipleship

• Family Life in contemporary Society

• Family Resources and resilience

• Foundation of Human sexuality

• Communication, conflict resolution, human sexuality, life development, and resource management

• Development of people Across the Life span

• 101 Ideas for Family Evangelism

Certification: Thirty-three participants completed the program and earned an Andrews University Certificate of Continuing Education. They are now equipped to train others in their local churches and communities. This initiative is part of a broader strategy to strengthen family ministries across the South Pacific. Churches are encouraged to connect with their local Family Ministries Director to expand this focus.

Special Events

TPUM Enditnow Campaign Summary (2021–2025)

In alignment with its strategic focus, the Trans-Pacific Union Mission (TPUM) annually celebrates the Enditnow campaign through mission-driven efforts to end abuse and promote safety and healing. Key initiatives include:

• Mission & Community Engagement: Public parades and outreach events deliver strong anti-abuse messages, reinforcing Adventist values and social advocacy.

• Discipleship & Nurture: Spiritual retreats and weekend programs offer healing and support for abuse survivors, fostering resilience through faith.

• Leadership & Education: Seminars and training build capacity in churches and schools to prevent and respond to abuse effectively.

• Youth Empowerment: School-based programs like “My Sister, my Friend” promote self-worth, healthy relationships, and emotional growth among young girls.

• Compassionate Service: Prison visits and outreach to abuse victims exemplify practical Christianity and the Adventist commitment to justice and mercy.

These initiatives reflect TPUM’s holistic mission to “live God’s love and share His hope” by addressing social issues through gospel-centred action.

TPUM Project Report: Alive in Jesus Curriculum Implementation

Project Overview

The “Alive in Jesus” curriculum is a global initiative developed by the General Conference (GC) of the Seventh-day Adventist Church to provide a Christ-centred, age-appropriate, and culturally adaptable discipleship framework for children. Its purpose is to nurture spiritual growth, deepen biblical understanding, and foster lifelong faith in Jesus among children through intentional Sabbath School experiences. Recognising the critical role of early spiritual formation, the GC designed this curriculum to equip parents, teachers, and mentors with tools to guide children in developing a personal relationship with Christ.

Training and Implementation at TPUM

In alignment with TPUM’ s strategic mission to “live God’s love and share His hope,” the rollout of the Alive in Jesus curriculum has been a collaborative and region-wide effort. Key milestones include:

Union-Level Training

In May 2024, a foundational training was conducted at the Union headquarters. Twelve Directors from across TPUM attended, representing various Missions and attached churches. The training focused on curriculum overview and Training of Trainers, preparing leaders for local implementation.

Mission-Level Collaboration

Following that, collaborative efforts were made to conduct regional trainings in partnership with Mission leadership. Trainings were successfully held in Kiribati Mission, Fiji Mission, Solomon Islands Mission, Vanuatu Mission, Samoa Mission, American Samoa Mission and Tonga Mission.

Attached Churches

Additional trainings were conducted for TPUM’ s attached churches: Niue and Tuvalu. Trainings for Christmas Island and Nauru are pending and scheduled for future implementation.

Local Church Engagement

Trainers equipped through the Training of trainer’s sessions are now actively facilitating local church trainings. These sessions target; Children’s Sabbath, School teachers, Parents and grandparents, Mentors and caregivers of children. The goal is to ensure that every child within TPUM has access to spiritually enriching and developmentally appropriate Sabbath School experiences.

Readiness for Launch

TPUM is fully prepared for the official launch of the Alive in Jesus curriculum in 2026. The groundwork has been laid through strategic training, regional collaboration, and local Church Leader’s engagement. The Union stands united in its commitment to disciple the next generation with excellence, compassion, and Christ-centred purpose.

CHALLENGES

Our greatest challenge is not simply doing more—but doing what matters with intentionality. As leaders of relational ministries, we must move beyond activity to strategic action that produces lasting impact in our local churches. This requires a clear focus in four key areas:

• Intentional Goal setting: Each department must pursue specific, mission-aligned outcomes that foster spiritual growth and community transformation.

• Collaborative Leadership: Strong partnerships between Mission directors and local church leaders are vital. We must build bridges and share resources.

• Equitable Resource Distribution: Reaching remote and underserved communities is central to our mission. Every family deserves access to faith-building tools.

• Ongoing Mentorship and Support: Leaders need consistent guidance, training, and encouragement to thrive and lead effectively.

By embracing these focus areas, our ministries can work together to create meaningful, measurable change across the Pacific.

RECOMMENDATIONS

• Strengthen strategic alignment and goal setting – Annual Ministry plans must be mission focussed objectives that directly reflect the TPUM yearly theme.

• Deepen capacity building and leadership development

- Build on the success of the Family Ministries Leadership Certification by expanding to other trainings.

• Expand discipleship and mentorship pathways

• Increase community impact and public witness

• Ensure equitable resource distribution and accessibility

• Foster strong interdepartmental collaboration

• Measure, evaluate, and adapt

The Children, Women, and Family Life Ministries of the Trans-Pacific Union Mission (TPUM) have shown the power of collaboration to disciple, serve, and transform lives. From 2021 to 2025, guided by the “I Will Go” initiative, these ministries worked side by side to disciple children, empower women, and strengthen families across the Pacific. Through Spirit-led service, strategic leadership, and innovative discipleship programs, they brought the gospel into homes, schools, churches, and communities. Their efforts—through leadership training, regional campaigns, and capacity building—have united members, equipped local churches, and positioned them as centres of mission. This five-year journey highlights not only the challenges faced and lessons learned, but also the enduring truth that intentional, Spirit-led collaboration can transform lives for Christ across our Union.

Youth Ministries

Pastor Uili Tinomeneta Youth Director

Over the past five years, the Trans-Pacific Union Mission (TPUM) Youth Ministry has witnessed transformative growth through intentional discipleship, leadership development, and regional collaboration. Serving 10 countries across the Pacific, TPUM has united culturally diverse youth under a single mission: to lead young people back to Christ and empower them as agents of change. Key achievements include large-scale training programs like the Senior Youth Leadership (SYL) initiative, Digital Discipleship, and a spiritually impactful Youth Congress attended by over 1,300 youth. Additionally, the Union launched educational efforts such as enrolling youth leaders in a Master’s in Youth and Family Ministry, and resourced clubs through partnerships like ADRA Austria for Pathfinder/Adventurer materials. Through dedicated stakeholder engagement and Spirit-led action, TPUM continues to live out its mission to be the hands and feet of Jesus, fostering Christ-centred transformation among young people in families, churches, communities, and to the ends of the earth.

STRATEGY

The strategy over the last five years has been deeply rooted in its vision to restore and disciple young people, inspired by Luke 15:20. The focus has been twofold: spiritual revival and leadership development. Recognising the need for intentional mentoring, the Union prioritised equipping youth leaders through the SYL program and training events focused on movement thinking and church planting. This was complemented by a strategic investment in digital platforms through Digital Discipleship, ensuring that the gospel remains accessible in a tech-driven world. The ministry further advanced academic growth by enrolling leaders in formal theological training. Resource development was also a key pillar, seeking to unify and uplift remote and under-resourced clubs. Underpinning all initiatives was a commitment to collaborative mission—partnering with divisions, unions, media, donors, and local churches. This holistic strategy positioned TPUM Youth Ministry to grow both numerically and spiritually, with Christ at the center of every action.

HIGHLIGHTS

1. Training & Discipleship Leadership

A major highlight of the past five years was the Leadership Training held in February 2022, where 61 youth leaders gathered to be trained in discipleship, church planting, and discovering their SHAPE for ministry. Facilitated by global and regional leaders, this event deepened understanding of youth ministry and inspired leaders to become movement-makers for Christ.

2. Senior Youth Leadership Training

The introduction and successful execution of the Senior Youth Leadership (SYL) program was another landmark. From 2023–2024, TPUM became the first Union in the South Pacific Division to complete the SYL training. It culminated in the investment of 11 leaders during the 2025 Youth Congress. These invested leaders are now certified to facilitate SYL training across their local missions, multiplying leadership capacity exponentially.

3. Masters in Youth and Family Ministry

Additionally, the Union supported four youth directors and one family ministries leader in beginning a Master’s in Youth and Family Ministry at Avondale University in 2024. This four-year academic journey aims to produce highly skilled and spiritually grounded leaders by 2027.

4. Digital Evangelism

Recognising the digital shift in communication, TPUM held a groundbreaking Digital Discipleship Training in September 2023. Seventy young people from various nations were empowered to produce content and evangelise online using modern tools and platforms. Facilitated by media teams from the South Pacific Division and the Philippines, this initiative elevated TPUM’s digital footprint and provided young leaders with long-lasting, practical skills in media ministry.

5. Youth Congress 2024—2025

“I Will Go with God, Shape the World”

The December 2025 Youth Congress marked a spiritual high point, gathering 1,300+ youth for worship, training, and mission mobilisation. Notable outcomes included:

63 baptisms

11 SYL leaders invested

55 missionary volunteers trained for service in Indonesia

This event affirmed TPUM’s commitment to its 2025 theme: “I will go to the end of the world,” and it reflected real-life engagement with the Great Commission.

6. Resource Mobilisation & Partnerships

There has been a longstanding challenge: inconsistent Pathfinder and Adventurer resources. In collaboration with ADRA Austria, the Union reprinted and distributed updated Staff Manuals to all local missions in 2024. The second phase (2025) will produce class requirement booklets. These resources will enhance club unity and operational consistency across TPUM, especially in remote areas.

TPUM also continued to distribute the World Changes Bible (WCB), supported by SPD donors. These Bibles support evangelism, Bible studies, and training across the Union.

To consolidate spiritual growth and learning from the Youth Congress, all Congress materials were compiled into a comprehensive resource book, enabling youth to continue applying what they learned beyond the event.

CHALLENGES & SOLUTIONS

The main challenges faced included:

• Geographic and cultural diversity: Making training accessible across multiple islands and languages required intentional logistical planning and translated resources.

• Limited local funding: Overcome through partnerships with ADRA Austria and generous SPD donors.

• Digital divide: Addressed through in-person training and the use of accessible technology.

Despite these, strong stakeholder collaboration with SPD, General Conference, ADRA, local churches, and external media partners helped mitigate these obstacles and ensure ongoing momentum.

RECOMMENDATIONS

• Expand SYL and Master Guide Training at the Local LevelNow that SYL trainers have been invested across TPUM, we recommend systematic roll-out plans for local missions. This includes scheduling annual SYL cohorts, mentoring new trainers, and integrating SYL into the broader church leadership structure. Additionally, promote Master Guide training in alignment with SYL to create a strong, unified leadership pipeline.

• Strengthen Localised Digital Ministry - Building on the success of the 2023 Digital Discipleship initiative, TPUM should establish local digital ministry teams within each mission. Provide ongoing training, mentorship, and access to equipment to empower youth to regularly create culturally relevant digital content for evangelism and discipleship.

• Institutionalise Academic Pathways for LeadersContinue supporting youth directors and potential leaders through academic programs like the Avondale Master’s program. Encourage missions to identify and sponsor promising leaders to pursue theological or ministry education. Establish scholarship partnerships for long-term sustainability.

• Enhance Resource Accessibility and Language Inclusion - Further translate Pathfinder, Adventurer, and Bible study materials into local languages to improve engagement. Explore mobile-friendly resource platforms to allow youth in remote areas to access materials digitally.

• Expand Mission Engagement Opportunities - Following the example of the 55 volunteers trained for Indonesia, develop an annual mission deployment strategy for youth, including local and cross-cultural opportunities. Establish mission-focused training centres and mentor programs.

• Strengthen Stakeholder Engagement - Maintain and deepen partnerships with SPD, GC, ADRA, local churches, and private donors. Organise annual strategy sessions with stakeholders to align on priorities, measure impact, and enhance collaboration.

By implementing these steps, TPUM Youth Ministry will continue to thrive as a Spirit-filled movement, calling and equipping young people to “go with God and shape the world.”

Ministerial

Pastor Linray Tutuo Ministerial Director

The Ministerial work of the Trans-Pacific Union Mission (TPUM), grounded in the “I Will Go” vision, is dedicated to advancing Mission and Making Disciples across diverse island nations. It equips, inspires, and supports pastors, interns, and church leaders through leadership development, ministerial retreats, discipleship training, evangelism, and retention initiatives. From 2021–2025, TPUM implemented pastoral training, supervisor development, women in ministry empowerment, evangelistic campaigns, and stewardship programs—all aimed at growing and sustaining disciples. Despite challenges such as COVID-19, natural disasters, and logistical barriers, the mission saw significant results in baptisms, ordinations, and church planting. Collaboration among missions strengthened leadership pipelines, advanced theological capacity, and deepened discipleship culture. Looking ahead, TPUM seeks to embed disciple-making at every level, increase missionwide alignment, and prepare for TPU4CHRIST 2026—mobilising leaders and members to live out “I Will Go” with passion and purpose.

STRATEGY

TPUM’s strategy flows from the “I Will Go” mandate—driving Mission and Making Disciples through four pillars: Mission Focus, Discipleship, Leadership Development, and Governance. Mission Focus ensures that evangelism and community engagement remain intentional, integrated, and Spirit-led, aligning with the Harvest Cycle and union themes. Discipleship prioritises the retention and spiritual growth of new believers, training pastors, elders, and members to be disciple-makers. Leadership Development builds capacity from internship to ordination, including Theology Live for theological depth and the intentional inclusion of women in ministry. Governance aligns geographically dispersed missions with the union’s vision, ensuring accountability and shared strategy. The priority ahead is to infuse disciple-making into every initiative— whether evangelism, leadership training, or administrative planning—so that all efforts grow mature followers of Christ and prepare the church for the opportunities of TPU4CHRIST 2026.

HIGHLIGHTS

1. Leadership Development: Ministerial Retreats, Supervisor Training, and Theology Live

From 2021–2025, TPUM advanced its mission mandate through retreats in Fiji, Kiribati, Solomon Islands, Vanuatu, Tonga, and Samoa. These gatherings renewed spiritual passion, built leadership skills, and strengthened pastoral families—all with the aim of making pastors better disciple-makers. Internship training at Fulton Adventist University College, Vanuatu, Solomon Islands, and Kiribati built intentional mentorship capacity for future leaders. Zoom-based sessions engaged over 60 participants, breaking geographical barriers. Theology Live—was platform for theological engagement in issues facing Ministers, problem-solving, and mutual encouragement. Addressing real-world ministry challenges, it sharpened doctrinal clarity and cultural relevance. In partnership with Fulton Adventist University College, Theology Live also published research on theological issues affecting Pacific ministry, ensuring leaders were better equipped for disciplemaking in our context.

Challenges: Remote geography, high travel costs, and inconsistent internet access limited participation in some areas.

Collaboration: Local missions, SPD leaders, and Fulton faculty contributed to both online and in-person delivery, aligning content with the “I Will Go” theme.

2. Discipleship and Retention Initiatives

In 2024, the SET APART initiative laid a foundation for intentional disciple-making by equipping pastors and lay leaders to nurture spiritual growth beyond baptism. Targeted Discipleship and Retention training in Solomon Islands Mission (SIM) and Vanuatu produced district retention action plans, emphasising mentoring, small groups, and lay engagement in nurturing faith. This initiative framed retention not merely as keeping members, but as cultivating mature disciples who become disciple-makers themselves—directly embodying “I Will Go.”

Challenges: Not being able to follow up thoroughly with the initiative of the Discipleship and Retention trainigs.

Collaboration: leaders learned from each other, then adapted those ideas to fit their own people and setting so disciplemaking would be more effective.

3. Evangelistic Campaigns and Women in Ministry Empowerment

Evangelistic series in Samoa, Vanuatu, and Fiji—integrated with health ministry and prayer initiatives—resulted in hundreds of baptisms, even under COVID restrictions. These campaigns were designed as entry points into an ongoing disciple-making journey, ensuring new believers were quickly connected to small groups and mentoring relationships. Parallel to this, women in ministry were empowered through the 2025 “CALLED” Conference, recognition programs, and expanded leadership opportunities. Their involvement strengthened the church’s witness, embodying the “I Will Go” spirit in action.

Challenges: Cultural resistance in some contexts limited female leadership visibility; logistical issues delayed resource delivery for campaigns.

Collaboration: SPD support, local mission leadership, and women’s ministry coordinators worked together to integrate evangelism and discipleship objectives, ensuring long-term impact beyond events.

RECOMMENDATIONS

To fully embed “I Will Go” in TPUM’s ministerial work, the following steps are recommended:

1. Mission Focus

• Strengthen cross-mission evangelistic partnerships with shared themes, resources, and follow-up systems that intentionally lead to disciple-making.

• Expand community-integrated mission projects, blending service with gospel proclamation.

2. Discipleship

• Roll out standardised retention and discipleship tracking tools to all missions, ensuring data informs strategy.

• Expand SET APART and integrate Theology Live sessions to address theological and practical aspects of disciplemaking.

3. Leadership Development

• Formalise a leadership pipeline that embeds disciplemaking skills at every stage, from internship to senior pastor, including intentional mentorship of women leaders.

• Leverage hybrid formats for leadership training, ensuring accessibility for remote pastors while keeping theological depth central.

4. Governance

• Launch a central digital hub for mission planning, reporting, and resource sharing, enabling all leaders to align on disciple-making objectives.

• Conduct regular strategic reviews to ensure all initiatives clearly support the “I Will Go” vision and the making of multiplying disciples.

With these actions, TPUM will not only maintain growth but ensure every baptism leads to a life of discipleship, and every leader and disciples in TPUM congregation is equipped to multiply disciples across the Trans Pacific Union Mission.

Education

Talonga Pita Education Director

During this quinquennium, Trans Pacific Union Mission (TPUM) education has aligned its strategic plans or goals with the South Pacific Division (SPD) and the General Conference (GC). In addition, the strategies also supported the main areas of emphasis during these five years, that is, implementing and incorporating the strategic goals into the key thematic statements such as “I will go…. to my family, to my neighbour, to my workplace and to the end of the earth”. The implementation of these statements have been clearly demonstrated in our school communities and the outcomes of these activities, based on some Key Performance Indicators (KPI) was seen in the number of baptism in our schools. Schools are becoming evangelistic grounds where teachers, students and parents from the communities have engaged in making disciples for Jesus.

There were also some challenging areas observed with regards to government regulations but praise God that some of these issues were handled well and our schools are still operating and aligned their programs with different “Act of Education” in each country. In addition, our schools have continued fulfilling the vision, the mission and the commission that God has mandated for us to spread the Gospel (Mathew 28:19-20).

STRATEGIC FOCUS

TPUM Education Department set four main Goals to achieve during this quinquennium:

Goal 1: Ensure Adventist Ethos and Identity are evident in Adventist - Implementation of Adventist Ethos - INTEGRITY, and launching of the Abide Bible.

Goal 2: Develop effective leadership for learning in Adventist Education/Schools - Leadership training in different missions, Chaplaincy training, Teachers Conference, Educational Leadership Conference in Australia (Faith Science & Education Leadership).

Goal 3: Promote quality Adventist learning that is wholistic –School improvement - Accreditation of schools in the TPUM, The launching of the Quality Adventist School Framework Pacific, Version 1 (QASP).

Goal 4: Enhance the Sustainability of quality Adventist Education/Schools. Working together in collaborations with stakeholders, government and non-government and other sister Union and Conferences, Promote our Adventist Education uniqueness and distinctiveness.

HIGHLIGHTS

Three highlights include:

1. Working in collaborations with stakeholders – Each mission is working closely with stakeholders to ensure that they comply with their strategic plans and their Education Act.

Challenge 1: Some of the threats and trends influencing our educational system - Capacity within our institutions for managing increased government regulation, expansion of services (e.g. student and staff wellbeing/ equity/ diversity), flow-on effects of covid and prolonged disruption to workplaces, Expertise in emerging areas of disruption – Artificial Intelligence (AI), patterns of work and employment.

2. Promoting our Adventist identity, ethos and integrity – Several education conferences have been conducted to promote our Adventist education identity.

Challenge 2: Teachers’ commitment to our Adventist Ideologies and practices - This has greatly affected teachers’ commitment to the holistic Adventist Education. Examples: extra curricula activities like work education supervision, worship and taking activities are reluctantly attended by some teachers today.

3. Revisit and train mission education leadership on accreditation process and procedures. The TPUM Mission Education leaders have been trained on the new Quality Adventist School Pacific, Version 1 (QASP). This new framework will help support and accelerate the process of getting more schools accredited. Challenge 3: The urgent and robust need to have more schools complete their accreditation - The most effective way to check and help Schools towards quality Adventist school is through the accreditation process. So far most of our schools have not been accredited for more than 10 to 20 years.

RECOMMENDATIONS

1. Implementing the TPUM vision and mission I will Go… To promote and use Adventist Education as a medium or platform in making disciples for Jesus in schools, churches and the wider communities within the TPUM territories and the international arenas.

2. Alignment of strategies - To ensure that the TPUM Education strategies are aligned with the General Conference and the SPD Educational Strategies in the new quinquennium.

3. Accreditation of our schools in the TPUM - To continue implementing the Quality Adventist Schools Pacific Framework, QASP Version 1 in our schools in support of accelerating the process of accrediting our schools in the TPUM.

4. Training and capacitating of school leaders - To create, support and engage leaders at different levels of education and to inspire them to build their leadership skills and passion about leadership. Further, to identify emerging leaders and provide mentoring program and opportunities for upskilling via professional developments, professional learning and communities.

5. TPUM Scholarship Opportunities - To have each mission draw up their succession plans for their human resources (by doing some needs analysis) and recommend students to pursue studies in the areas identified to meet their existing needs in the field. Further, that the processes, procedures and policies used in the Advanced Study programs of our students from the mission to the TPUM level be carefully monitored to bring about out some excellent outcomes.

6. Working together in collaborations with each country’s Education Act and their regulations - Working closely in collaborations with government, stakeholders, nongovernment organisations and other communities in each mission. Further to demonstrate accountability, transparency, consistency and integrity to ensure that compliances are met.

Finally, “Ability can take you to the top, but it takes character to keep you there.” (Zig Ziglar).

Education Statistics

Primary and Secondary Teachers

Communication and Media

Maika Tuima Media Creative Producer

The Trans Pacific Union Mission (TPUM) Media and Communication Department has made significant strides in expanding media ministry across the Pacific. In 2024, efforts focused on three main areas: infrastructure upgrades, training, and empowerment. Several missions, including Vanuatu, Tuvalu, Kiribati, and American Samoa, established or upgraded Hope Channel and Radio facilities. Over 1,000 youth and church members participated in Digital Discipleship and Media Leadership training, funded by ADRA Austria. A major empowerment initiative sent 13 Hope Channel technical staff to the Philippines for skills development, while others received specialised training in radio transmission. Previous years laid the groundwork with the launch of the TPUM website, resource app, newsletters, and multiple radio and TV stations. Despite progress, challenges persist, including the need for trained professionals and structured educational pathways. A proposed Digital Media Diploma at Fulton Adventist University College aims to address these gaps, ensuring sustainable growth and mission impact in the region.

Strategy

The department’s strategic focus aligns with the mission of the Seventh-day Adventist Church in the Trans Pacific Union, emphasising three pillars: Infrastructure Development, Skills Training, and Empowerment. Upgrading and establishing media facilities strengthens local content production and communication outreach. Intensive training programs, both in-person and online, equip members with skills in digital discipleship, media leadership, and technical operations. Empowerment initiatives, such as international exposure tours and certified technical training, aim to foster innovation and leadership within mission-based media teams. Collaborative partnerships with stakeholders like ADRA Austria, South Pacific Division (SPD), and local mission leadership underpin these efforts, ensuring resource mobilisation and program sustainability. Long-term strategy also targets capacity building through formal education, with a proposed Digital Media Diploma at Fulton Adventist University College to meet the growing need

for skilled professionals. The integrated approach ensures that infrastructure, capability, and leadership development work hand-in-hand to advance the gospel across diverse Pacific contexts.

Highlights

1. Infrastructure Upgrade for Mission Studios

One of the major achievements has been the strategic upgrading of media infrastructure across multiple missions. In 2024, Vanuatu, Tuvalu, Kiribati, and American Samoa either built new facilities or significantly upgraded existing Hope Channel and Radio studios. These developments have not only improved production quality but also enabled missions to prepare for locally produced content rather than relying solely on international programming.

Challenges included logistical delays in transporting equipment to remote islands, high setup costs, and the need for technical expertise for installation and maintenance. Collaborative problem-solving with local mission teams, SPD technical advisors, and suppliers ensured successful delivery. The outcome is a network of better-equipped studios ready to serve both local communities and broader audiences.

2. Capacity Building through Training and Empowerment

Training has been a central focus, with over 1,000 participants across six Pacific nations benefitting from Digital Discipleship and Media Leadership training in 2024. Funded by ADRA Austria, these workshops equipped youth and church members to effectively use digital platforms for evangelism and storytelling. A standout empowerment initiative was sending 13 Hope Channel technical staff from seven missions to the Philippines for a two-week observation and upskilling tour. They were exposed to advanced production techniques, innovative program formats, and efficient workflow systems. Additionally, Mr. Felix Enasio underwent a three-week specialised training in radio transmission in Australia to support low-powered radio station installations and maintenance.

Key challenges included scheduling conflicts for participants, varying skill levels, and ensuring follow-up application of training. These were addressed through mentoring networks, online learning platforms like Udemy for continued development, and mission-based accountability plans.

3. Digital Tools and Strategic Outreach Expansion

Between 2022 and 2023, the department launched the TPUM website, a resource app, and digital newsletter, creating an integrated communication ecosystem. These platforms provide resources, event promotions, and inspirational stories to members across the union. Parallel to this, multiple radio and TV initiatives took shape:

• Hope Channel Kiribati began broadcasting in March 2023, with plans for local content in 2024.

• Hope Channel Tuvalu launched in October 2023.

• New Adventist Hope Radio stations were established in Fiji and planned for Niue.

• Samoa & Tokelau Mission developed a daily online morning show. These initiatives leveraged local partnerships, mission leadership support, and technical expertise to connect with communities more effectively.

Challenges included sustaining content production, aligning technical operations with mission goals, and building audience engagement. Collaborative engagement with mission leadership and targeted digital discipleship training helped bridge these gaps, fostering a more participatory communication culture.

Recommendations

To sustain and expand the department’s impact, several strategic actions are recommended:

1. Formalise Media Education Pathways

Accelerate the development of the proposed Digital Media Diploma at Fulton Adventist University College. This will

provide a sustainable pipeline of trained professionals in media production, technical operations, and strategic communication. Partnerships with global Adventist educational institutions could enhance curriculum relevance and resourcing.

2. Strengthen Local Content Creation Capacity

While infrastructure is now in place in several missions, content production remains a challenge. Establish dedicated content creation teams in each mission, supported by editorial guidelines, storytelling training, and content-sharing platforms to maximise resource use across the TPUM network.

3. Enhance Technical Support Systems

Create a regional pool of certified technical personnel who can be deployed for installations, troubleshooting, and maintenance across missions. This will reduce downtime and improve operational efficiency for both radio and TV stations.

4. Leverage Digital Platforms for Engagement

Expand the reach and interactivity of the TPUM website, app, and social media channels through live programming, audience feedback systems, and integration with local church activities. Encourage missions to connect digital audiences with physical church communities.

5. Secure Sustainable Funding Partnerships

Continue cultivating relationships with partners like ADRA Austria while seeking additional funding sources for training, production, and infrastructure upgrades. Explore revenuegenerating opportunities such as sponsored content or collaborative productions with like-minded organisations.

By implementing these steps, the department can ensure long-term growth, professional excellence, and deeper community engagement, positioning media and communication as central tools in fulfilling the mission of the church across the Pacific.

Media leaders in Phillipines. Special thanks to ‘former’ Media Director John Tausere who now serves in Adventist Media.

ADRA

Ana Maria Alburqueque Mogollon ADRA Regional Technical Advisor

Over the last quinquennium, the ADRA Regional Technical Advisor role has significantly advanced capacity building and program impact across the south pacific. Regional achievements include training 244 staff in proposal writing, Disaster Risk management and conducting specialised sessions on Cash Voucher Assistance (CVA), enhancing the quality of project development and emergency response readiness. The Advisor provided direct support to ADRA local offices in Vanuatu, Solomon Islands, Samoa, Papua New Guinea, and Fiji, strengthening compliance, proposal pipelines, and project quality delivery. A key highlight was the retrofitting of the TPUM office to improve functionality and facilitate inclusive access. Hands-on technical assistance in ADRA local office resolved pending compliance issues, while coordinated efforts across the region ensured robust project pipelines, including multiple proposals funded for example ADRA Germany and ADRA Austria and SPD. Emergency interventions, such as the rapid earthquake response in Vanuatu with prepositioned WASH kits, demonstrated ADRA’s readiness and impact. These combined efforts have reinforced the SDA Church’s visibility and leadership in resilience and community service.

Strategic Focus

Over the past quinquennium, the ADRA Regional Technical Advisor has significantly strengthened ADRA’s impact and visibility across the South Pacific, in alignment with the SPD and TPUM Strategic Framework and the global “I Will Go” initiative. By combining technical support and capacity building, the role-equipped Mission, TPUM departmental and ADRA staff to design and submit high-quality proposals to SPD and international donors, while also supporting ADRA country offices to implement impactful, community-driven programs. The Disaster Ready Churches initiative has enhanced the SDA Church’s presence as a trusted partner in resilience and emergency response. These actions have not only expanded project pipelines and improved compliance but also demonstrated the church in action, fulfilling the mission of “I Will Go.”

Highlights

Capacity Building in Needs Assessment and Proposal writing

Over the last quinquennium, significant efforts were made to strengthen the capacity of Mission staff and ADRA local offices in proposal development and disaster preparedness, directly supporting the SPD Strategic Framework and the Disaster Ready Churches initiative. Training programs reached 214 TPUM and Mission officers and 30 ADRA country staff, covering proposal writing, disaster risk management, child protection, and Cash Voucher Assistance (CVA). This training enabled local teams to design 12 project proposals, 7 of which secured funding, including the Empower Pacific Leadership project funded by ADRA Austria. Stakeholder engagement was integral: Mission staff, ADRA country teams, and TPUM leadership collaborated to ensure proposals aligned with donor requirements and regional priorities. Challenges included delayed endorsement of PSEAH policies at TPUM level, Continuous engagement with TPUM leadership and integration of biblical principles into M&E resources helped overcome barriers, fostering local ownership and compliance with international standards.

Strengthening Mission Operation and Regional Collaboration

A key achievement was the retrofitting of the TPUM office and the provision of hands-on technical support to ADRA offices in Vanuatu, Solomon Islands, Samoa, Papua New Guinea, and Fiji. This support resolved compliance gaps, improved operational readiness, and facilitated effective implementation of both development and emergency programs. Collaboration was central to this process. Regular monthly coordination meetings connected ADRA SPD, TPUM, and local office teams to monitor progress and share lessons learned. Strong communication with ADRA local offices helped to address pending compliance issues with ADRA support offices and strengthened emergency response structures. This support ensured smoother project cycles, compliance with ADRA Network standards, and enhanced proposal pipelines. The challenge of limited infrastructure, particularly for ADRA Vanuatu, hindered operational efficiency. The team-initiated discussions to provide adequate office and storage space, ensuring sustainable growth. These efforts not only built operational capacity but also reinforced the SDA Church’s

image as a prepared and reliable partner in disaster response and community resilience.

Emergency Response and the Impact of Disaster Ready Churches

Between 2020 and 2025, the South Pacific region faced a series of devastating natural disasters; the period saw frequent cyclones, including several Category 4 and 5 events that struck Vanuatu, Fiji, and Tonga, causing widespread damage to homes, infrastructure, and livelihoods. Severe flooding and king tides repeatedly affected low-lying islands, while volcanic eruptions and earthquakes in Vanuatu and the Solomon Islands triggered localised crises and displacement.

The Hunga Tonga–Hunga Ha’apai volcanic eruption and tsunami in 2022 had regional impacts, disrupting communications and affecting neighboring island nations. Additionally, the Enga landslide in Papua New Guinea. Emergency response remained a cornerstone of ADRA’s technical support.

The Disaster Ready Churches initiative further demonstrated the SDA Church’s role as “hands and feet of Jesus” during crises. A total of 244 local churches developed Disaster Ready Plans, and 244 Mission leaders received emergency management training, empowering them to lead preparedness and response in their communities. Local pastors and church members became first responders, providing spiritual and physical support to neighbours in need. Despite these achievements, challenges included delays in TPUM’s formal registration as a local CSO in Fiji, limiting access to external funding for emergency operations. To address this, ADRA facilitated ongoing engagement with SPD leadership and donors to align church-based disaster initiatives with compliance and donor expectations. The outcome was a stronger network of faith-driven, community-focused disaster response teams, enhancing church visibility and credibility in the region.

Next Steps

Building on the progress achieved in the last quinquennium,

the next phase of ADRA’s regional technical support should focus on consolidating gains, addressing identified challenges, and strategically positioning ADRA and the SDA Church as leaders in community resilience and disaster readiness. By implementing these steps, ADRA will ensure that the next quinquennium builds stronger, sustainable, and Christ-centered resilience across pacific communities.

Strengthen Local Ownership and Engagement

Future initiatives should emphasise Mission-driven leadership in project planning, implementation, and monitoring. Encouraging financial contributions and co-funding from Missions will foster ownership and sustainability. Church leaders and members should remain central in advancing the Disaster Ready Churches initiative, transforming local congregations into recognised hubs of community support and resilience.

Expand Capacity Building and Technical Training

While significant progress has been made in proposal writing and CVA training, the next phase should integrate advanced M&E, anticipatory action, leadership, accountability and digital risk communication tools. Establishing regional training-oftrainers (ToT) programs will ensure a sustainable pool of local experts in emergency management and development programming.

Enhance Infrastructure and Operational

Readiness

Addressing infrastructure gaps, such as ADRA Vanuatu’s limited office space, will improve operational efficiency. Exploring shared or rented facilities and upgrading IT capabilities across Missions will enhance coordination, data management, and rapid response readiness.

Strengthen Policy Compliance and Donor Alignment

Fast-tracking the endorsement of Child Protection and PSEAH policies, along with TPUM’s local CSO registration, is critical to unlock wider donor funding opportunities. Alignment with SPD strategic priorities and ADRA Network standards will continue to enhance trust with external partners.

Information Technology

Felix Enasio

TPUM IT Assistant

Pita Kabulevu

SPD Adtech

Systems Support Specialist

Rozlyn Rigamoto

SPD Adtech

Business Support Specialist

George Rakuita

SPD Adtech

Service Desk Technician

TPUM Information Technology

Over the past five years, the Information Technology (IT) team has been busy helping missions and supporting leaders. Here are some of the key functions that the team have provided for our stakeholders:

• Delivered low-power radio training in partnership with South Pacific Division (SPD) Adventist Media, enabling faster and easier radio installations in Samoa Mission and Northern Fiji.

• Installed low-powered transmitters in Samoa and Northern Fiji, expanding radio ministry reach in remote areas.

• Deployed Starlink internet across TPUM Headquarters, Vanuatu Mission (including schools), Tonga Mission, and Samoa–Tokelau Mission, with American Samoa rollout scheduled.

• Reduced internet costs significantly, with Vanuatu Mission’s Starlink sites operating at around FJD$426 monthly.

• Equipped mission staff with Microsoft Teams, improving communication, virtual meetings, and cross-mission collaboration.

• Planned for sustainable networks by assigning IT Champions, integrating hybrid solutions (radio + mobile/ solar), and finalising Starlink deployments.

• Strengthened cybersecurity readiness through continued collaboration with SPD IT on protocols and best practices.

Challenges

• Recruiting and retaining skilled IT staff across the Pacific remains a challenge, with many missions relying on limited local expertise.

• Maintaining system reliability in remote locations is difficult due to frequent power disruptions, limited technical support, and costly spare parts.

• In mid-2024, the IT team was reduced from two members to one when IT Manager Jope Laweloa accepted a call to serve at the Papua New Guinea Union Mission (PNGUM). We warmly congratulated Jope on this new appointment and celebrate with his wife, Seini, on her appointment as Associate CFO at PNGUM. We acknowledge and deeply appreciate IT Assistant Felix Enasio, who has continued to serve with efficiency while expanding his support to include the growing needs of radio stations in our missions.

Recommendations

Expanding radio outreach across the Pacific offers a vital opportunity to reach remote and underserved communities where internet access is limited. Adventist World Radio (AWR) highlights that shortwave and FM broadcasts remain powerful tools for sharing the Gospel in local heart languages, creating deep cultural and spiritual connections. Investing in radio infrastructure and localised programming strengthen

outreach and provide reliable communication, even during disasters, while digital platforms like podcasts can extend engagement. Strengthening radio ministry across the Pacific ensures the Gospel crosses barriers, bringing hope and transformation to isolated communities.

SPD Adventist Technology

The South Pacific Division (SPD) Adventist Technology team has provided strong support and training for TPUM and we have been grateful to have three of their team based in the TPUM office in Tamavua Fiji. While SPD’s work covers the whole of the South Pacific region, here are some examples of what they specifically did for TPUM:

• Provided end-user support across the Union, collaborating with Jope and Felix to resolve IT issues.

• Coordinated infrastructure maintenance, including full replacement of IT hardware for Vanuatu Mission.

• Delivered on-call technical support during key Executive meetings across TPUM.

• Implemented new IT systems, including the full setup for Tonga Mission.

• Conducted IT training during TPUM Moratorium sessions and rolled out Multi-Factor Authentication (MFA) across missions.

• Facilitated Digital Discipleship training at Fulton Adventist University College.

• Delivered technical support for major events, including the SPD Symposium at Fulton.

• Monitored mission sites daily for network outages and responded promptly to ensure continuity.

Next Steps

Priorities moving forward:

• Assign IT Champions in each mission to support training, guide best practices, and onboard new staff.

• Integrate hybrid communication solutions by combining radio, mobile tools, and solar-powered options as backup systems for Starlink in low-bandwidth or low-power areas.

• Complete Starlink deployment in the remaining mission territories and establish monitoring protocols to track uptime, efficiency, and cost-effectiveness.

• Develop a practical support and troubleshooting guide to empower local mission teams in managing IT systems.

• Expand the use of Microsoft Teams beyond basic communication—promoting its role in project planning, document sharing, task management, and training.

• Strengthen cybersecurity resilience in missions and institutions through ongoing collaboration with SPD Adventist Technology.

Together, TPUM and SPD are using technology to make mission stronger, communication faster, and outreach wider—even to the most remote places.

Seven Prayer Points & Questions for Reflection

1. Mission Impact

How has this ministry helped advance the gospel in the Pacific? Pray for continued effectiveness.

2. People & Leadership

Who are the leaders and workers behind this ministry? Pray for their strength, growth, and protection.

3. Challenges

What obstacles are identified in the report? Pray for wisdom and resilience in addressing them.

4. Innovation

What new initiatives or approaches stand out? Pray for creativity guided by the Holy Spirit.

5. Partnerships – How is this ministry working with churches, communities, or other stakeholders? Pray for stronger collaboration.

6. Future Vision

What goals are outlined for the next quinquennium? Pray for alignment with God’s will and resources to achieve them.

7. Personal Response

What is one way you or your church could support or engage with this ministry? Pray for willingness to act.

Trans Pacific Union Mission Map

Australian Union Conference (AUC)

Papua New Guinea Union Mission (PNGUM)

Indonesia

Timor-Leste

New Zealand Pacific Union Conference (NZPUC)

Trans Pacific Union Mission (TPUM)

ROTUMA

Missions, Institutions and Attached Regions and Attached Stations

Leaders will present their reports live at the session – refer to program. A copy will be made available in written form following the session.

*These positions are not elected officers.

American Samoa

Pastor Tui Tuliatu President

Pastor Tipalelupe Tapuai General Secretary

Maylynn Kaleta-Muasau Accountat

Fiji

Pastor Nasoni Lutunaliwa President

Pastor Epeli Saukuru General Secretary

Mr Semiti Turagarere Acting Chief Financial Officer

Pastor Taabua Rokeatau President

Pastor Titau Tavita General Secretary

Mrs Tiantaake Taratiera* Accountant

Pastor Sione Ausage President

Pastor Neru Nuuialii General Secretary

Mr Ben Tofilau Chief Financial Officer

Kiribati

Samoa Tokelau

Pastor David Filo President

Pastor Clifton Mark General Secretary

Mr Braden Vavozo Chief Financial Officer

Solomon Islands

Attached Region

Attached Stations

Institutions

Atoifi Adventist Hospital

Mr William Baefua Chief Executive Officer

Fulton Adventist University College

Professor Ronald Stone Vice Chancellor

Pastor Fanueli Mataele President

Pastor Sekope Finau General Secretary

Mrs Sela Moala Piliu Associate Chief Financial Officer

Tonga

Pastor Charlie Jimmy President

Pastor Max Senembe General Secretary

Mr Mac DeMesa Acting Chief Financial Officer

Vanuatu

Waisele Dokonivalu Pastor

Irving Vagha Pastor

Nyumhen Nangaha Pastor

Tuvalu

Nauru

Niue

Atoifi Adventist Hospital

Mr William Baefua Chief Executive Officer

Vision

“Atoifi Adventist Hospital will serve as a centre of influence, partnering with health professionals across Malaita and the Solomon Islands to transform lives through compassionate care, collaborative innovation, and a shared commitment to achieving healthy lifestyles for all.”

Mission

To deliver high-quality curative and primary health care services to communities across the Eastern Region and throughout the Solomon Islands, promoting holistic health, wellness, equity, and dignity for all.

Key Focus Areas

1. Health & Evangelism

2. Better Governance of the Institution

3. Resource Stewardship

4. Health Equity

1. Health and Evangelism

In fulfilling this mission, the institution’s core healthcare philosophy centres on whole-person care—a holistic approach. Healthcare is not just about treating illness, but also about promoting wellness in every aspect: physical, mental, social, and spiritual health. Our health messages emphasize the sanctity of the body, which is viewed as a temple of the Holy Spirit. Therefore, lifestyle choices should honour God, including diet, exercise, and abstaining from harmful substances.

Ellen G. White described health reform as “the entering wedge” of the gospel, opening the door for deeper spiritual engagement. The health message is not just about living longer—it is a strategic and compassionate way to share the love of Christ and the principles of the gospel.

Our hospital, church, and College are using every opportunity and means to share the love of Jesus with the people that it served. Current activities include:

• Branch Sabbath School at five identified sites

• Primary Health Care outreach activities

• Fortnightly patient feeding by Dorcas

• Weekly in-reach programs at out-patient doing health messages and devotions

• Bible study classes for non-Adventist students nonbaptized Adventist students

• College of Nursing outreach activities

• Revelation seminars on Sundays and Wednesdays for PAU students

• Prayer breakfasts and hospital visitations on Sabbath mornings

• Other church departmental activities

We successfully hosted a student convention at the Atoifi campground. From 22nd to 28th September 2025, we will host a Mini Pathfinder Camporee for the Northern Sub Office region. Praise God, young people are giving their lives to the Lord, and many more are attending Bible study classes.

As we anticipate the 2026 “Solomon for Christ” initiative, we are using every means to reach our people with our message. Atoifi Adventist Hospital, Atoifi College of Nursing, and Atoifi SDA Church are working together to shine the love of Jesus through evangelism activities. Just last week, our IT departmental leader from SIM installed screens in our hospital wards for evangelism. Thanks to SIM and TPU for purchasing the equipment that will help advance God’s cause.

2. Better Governance of the Institution Governance involves setting priorities, allocating resources, and designing policies that align with the National Health Strategic Plan, the Role Delineation Policy, and the National Development Strategy to meet the Sustainable Development

Goals and organizational health objectives. It includes the structures, processes, and relationships that guide how services are organized, delivered, and held accountable.

Challenges

For the past 20 months, the delivery of certain services— especially in governance—was a significant challenge. The institution lacked a CEO and a business manager. By God’s grace, a hospital board meeting was held in July 2025, and important decisions were made. Thanks to the Hospital Board, whose recommendation led to the TPUM executive re-electing me as CEO. I look forward to working with our team again for the next quinquennium.

Special thanks to Dr. Chester Kuma for serving as Acting CEO over the past year and into 2025. Despite his busy schedule and multiple roles as Health Director for the Solomon Islands Mission and the 10,000 Toes program, he led the institution admirably.

3. Our Systems & Resources Meet Our Needs and Are Responsibly Managed (Resource Stewardship)

The hospital’s finance department is managed by one senior accountant only, a bank officer, and a human resources officer. This key department coordinates the hospital’s annual operational and capital budgets, accounting, payroll, asset management (property and maintenance), and mandated financial reporting to the management team and Board.

Challenges

• Staffing and staff retention

• Financial constraints

• Only one accountant is managing both Finance and Business functions

• Urgent need for an Assistant Accountant or Business Manager

• Infrastructure challenges due to limited resources

• Staff houses and the main hospital building require immediate repairs

• Land acquisition remains a major challenge

• The hospital building needs over $200,000 for internal painting and at least $500,000 for structural repairs

Highlights & Achievements

Despite financial constraints, the government increased financial support in 2025 to address the country’s NCD crisis and other health challenges.

Atoifi Major Solar Project: With Australian Aid as the main funder and Atoifi Hospital contributing a share, a 200-kilowatt solar grid will soon be installed to power the hospital 24/7. This will significantly reduce costs, as the hospital currently spends over half a million annually on fossil fuels.

4. Equitable Access to Fully Implemented Quality Health Care Programs (Health Equity)

The hospital offers a range of general health care services, including:

General outpatient services

• Admissions

• Paediatric services

• Maternal and child health

• Obstetrics and Gynaecology

Paramedic Services

• Medical lab

• Medical imaging

• Pharmacy

• Health information system

• Vector-borne disease control

• Health promotion Dental services

Nurse-led Programs

• Non-Communicable Diseases

• Primary Eye Care

• Expanded Program on Immunization

• Antenatal care & family planning

• Gender-Based Violence

• TB & Leprosy

• Nutrition

• Mental health services

• Infection Prevention control

Challenges

• Recruitment issues, nurse turnover and staff retention due to poor economic conditions and salary issues.

• Currently, only 24 nurses are at post.

Achievements

• Newly built standard dental clinic addressing a longstanding issue. Thanks to donors Timothy Edwards and Alexandria Levitch-Edwards, project manager Genna Levitch, Anne Levitch, and builder Wilbur Clarke, with his team of volunteers

• Installation of a new digital X-ray machine for Medical Imaging department

• 3 nurses on study leave pursuing bachelor’s degrees at SINU, studying Midwifery, PHC and Acute Nursing

• Two new nurses posted by the govt this year

• Starlink installation is improving connectivity for staff and health professionals

• Two Medical Officers posted to the hospital this year to cover Dr Zorik and wife who are on study leave.

• 8 students attached at hospital awaiting their Supervised probationary program

• Out of 13 nurses currently employed by the church 6 have filled in PS forms to be paid by the government

• Continuous help coming from govt in terms of vehicles and boats

Atoifi College of Nursing (PAU campus)

Nursing Education

Atoifi College of Nursing offers degrees in Nursing, training professionals to deliver compassionate, spiritually sensitive care. This training is supported through partnerships with the Trans Pacific Union Mission, Pacific Adventist University, the Solomon Islands Government, the Ministry of Education, and the Ministry of Health.

• 7 teaching staff currently at post, with 3 external lecturers

• 2025 first-year intake: 41 students

• Total student population: 120

Challenges

• Dormitory space

• Library access

• Classrooms and lecture theatres

• ITC services

• Staff accommodation

• Power outages

• Reliable internet services

• Human resources

Achievements

• The Deputy Principal’s house has just been completed

• Staff using Microsoft Teams for teaching and class sharing computer led screens

• Foundation of another staff house is now underway

• Continued government grants and student sponsorships have enabled improvements as accreditation bodies prepare to visit

• IT services now run on Starlink—more affordable and reliable

• Boys’ dormitory now completed and used. Girl’s dorm will be completed soon, thanks to SPD for funding the dormitories

Summary

All in all, God remains in control of everything. Deep appreciation to the TPUM team for your continuous support of Atoifi Hospital as we continue to provide services that touch the lives of countless individuals—bringing holistic transformation and preparing souls for the soon-coming of our Lord Jesus Christ.

Fulton Adventist University College

Professor Ronald Stone

Presented by the Vice Chancellor

A Brief History (1905 – 2025)

Fulton Adventist University was established in 1905 with a vision to provide Christian education that nurtures both academic excellence and spiritual growth. Over the years, Fulton has served thousands of students from across the Pacific, equipping them for service to their communities, churches, and nations.

Today, in 2025, Fulton celebrates 120 years of Adventist Education, with the milestone transition to University status on 9th October 2025 marking a new chapter in its journey.

Our Vision remains clear: “The Preferred Tertiary Education Provider upholding Christian Values in the Pacific.”

Our Mission continues to inspire: “Empower graduates through quality Adventist Education for dedicated service.”

1. Spirituality

Spirituality remains at the heart of Fulton’s identity, with every student invited to grow in faith and character through weekly worship programs that unite staff and students in prayer and praise, Week of Prayer sessions that inspire spiritual revival, guest speakers who share the Word of God, and Bible study and baptismal classes organized by the Chaplaincy Department to nurture ongoing spiritual maturity. Regular oncampus baptisms, where lives are dedicated to Christ, have been a highlight of campus life, with a total of 101 baptisms taking place over the last four years.

2. Student Life

Life at Fulton is vibrant and holistic, with social programs

fostering community bonding, cultural programs celebrating the diversity of our Pacific family, sports activities promoting health and teamwork, and work-line programs instilling responsibility, discipline, and a spirit of service.

3. Academic Programs

Academic excellence has been a cornerstone of Fulton’s progress, with the Master’s in Theology and Postgraduate Program in Accounting continuing to attract aspiring leaders, and Media Communications set to be introduced this year. Strategic MOUs with Canterbury University, Southern Adventist University, and Tokyo University have strengthened international collaboration, while AAA Accreditation was renewed for four years (2023–2027) with no regular visits, and SPAT Accreditation awarded the School of Theology six years of Ultimate status. The Education Summer Cohort continues to expand learning opportunities beyond Fiji to the wider Pacific, and the milestone launch of University Status on October 9, 2025, positions Fulton as a premier Christian tertiary institution in the region.

4. Infrastructure

Major infrastructure achievements include the tar-sealing of campus roads to improve accessibility, the construction of four married student duplexes sponsored by ex-students and alumni from TPU regions, New Zealand, the Cook Islands, and French Polynesia, and the addition of a new staff house. The School of Business now has a dedicated Computer Lab, and a new Student Management System (SMS) was introduced alongside the launch of online registration in the second semester. The campus has also seen the completion of a new

Student Centre, the establishment of a school bakery, and the acquisition of a 23-seater bus to support day students and married student families, as well as a new tractor for the Farm Department.

Progress continues on the New Chapel Project, which will feature a gym, clinic, health center, and four classrooms.

5. Future Infrastructure Plans

Looking ahead, Fulton plans to expand its facilities to meet growing demand, including the construction of a new Ladies’ Residence to accommodate increasing enrolments, a modern auditorium, additional staff and married student housing, and the acquisition of more land for future development, along with the establishment of new industries to generate sustainable revenue.

6. Staff and Staffing

Our staff remain our greatest asset. Fulton’s dynamic team continues to pursue higher qualifications, ensuring the highest standard of teaching and leadership:

• Jale Koroitubuna – Master’s in Information System (AIIAS)

• Toma Naivalu – Master’s in Theology (AIIAS)

• Laitia Wacegucegu – Master’s in Theology

• Rusina Leitabu – PhD in Accounting (Canterbury University)

• Anil Singh – Bridging PhD in Accounting (Auckland University)

• Casper Meiya – Doctorate in Education (AIIS)

• Naomi Bo’oia – PhD in New Testament (AIIS)

• Toakase Kauyaca – Doctorate in Education (Fiji National University, part-time)

7. Upcoming Academic Programs

In line with Fulton’s growth, several new academic initiatives are being introduced, including a Bachelor’s in Secondary Education, a Doctor in Ministry program, TVET programs, Theology and Interdisciplinary Journals, a Performance Management System, and a Certificate in Medical & Lifestyle.

8. Education Summer Cohorts

Fulton continues to extend its mission through off-campus cohorts in the Pacific: Vanuatu 2024:

• Certificate in Theology – 29

• Certificate in ECE – 13

• Certificate in Primary Education – 107 Solomon Islands 2024:

• Diploma in Primary Education – 40 Vanuatu 2025 Cohort:

• Certificate in Primary Education – 106

Enrolment

Full-time student enrolment increased from 337 in 2022 to 665 in 2025, showing a steady growth in on-campus learning. Part-time and off-campus programs have also expanded. By 2025, enrolments reached 1,012 students, with significant cohorts in Vanuatu, the Solomon Islands, Fiji, and Kiribati.

Here’s the graph showing student enrolment growth from 2022 to 2025, with both full-time and total enrolments (including parttime/off-campus students).

9. Financial Update

Fulton’s financial strength continues to grow.

• For the last 3 years, the budget increased from $4.1 million to $6.9 million, reflecting both financial stewardship and institutional growth.

Here’s the graph showing the figures for 2023 (4.1M), 2024 (5.5M), and 2025 (6.9M). Here’s the graph showing the figures for 2023 (4.1M), 2024 (5.5M), and 2025 (6.9M).

Conclusion

Fulton Adventist University stands at a historic moment — celebrating 120 years of service in Christian education and transitioning to full University status. Guided by our vision and mission, and strengthened by God’s blessings, Fulton is committed to shaping future leaders who will serve with excellence, faith, and dedication across the pacific.

Trans Pacific Union Mission of the Seventh-day Adventist Church

ARTICLE I – NAME

The name of this organisation shall be the Trans Pacific Union Mission of Seventh-day Adventists, hereinafter referred to as the union or union mission.

ARTICLE II – PURPOSE

The purpose of this union mission is to make disciples of Jesus Christ who live as His loving witnesses and proclaim to all people the everlasting gospel of the Three Angels’ Messages in preparation for His soon return (Matt 28:18-20; Acts 1:8; Rev 14:6-12).

ARTICLE III – RELATIONSHIPS

The Trans Pacific Union Mission is a member unit of the global Seventh-day Adventist Church and is located in the territory of the South Pacific Division of the General Conference (Division). The purposes, policies and procedures of this union mission shall be in harmony with the working policies and procedures of the South Pacific Division and the General Conference of Seventh-day Adventists (General Conference). The union mission shall pursue the mission of the Seventh-day Adventist Church in harmony with the doctrines, programs and initiatives adopted and approved by the General Conference in its quinquennial sessions.

ARTICLE IV – GEOGRAPHIC TERRITORY

The territory of this union mission shall consist of Fiji, American Samoa, Samoa, Tokelau, Tonga, Niue, Tuvalu, Nauru, Kiribati, Vanuatu and the Solomon Islands.

ARTICLE V—MEMBERSHIP/CONSTITUENCY

The membership of this union mission shall consist of such local conferences/missions as have been or shall be organised in any part of the territory served by the union and which have been formally approved for membership by vote of the delegates at any

union mission session/constituency meeting.

ARTICLE VI – PRINCIPAL OFFICE

The principal office for the transaction of the business of the Union Mission is fixed and located at 357 Princes Road, Tamavua, Fiji Islands. The executive committee of the South Pacific Division may change the location of the principal office.

ARTICLE VII – SESSIONS/CONSTITUENCY MEETINGS

Section 1 – Regular Meetings

This union mission shall hold regular quinquennial sessions/ constituency meetings at such time and place as the executive committee shall designate. In the event that the executive committee fails to call a regular session/ constituency meeting within the quinquennial period the South Pacific Division Executive Committee may give notice for such a meeting and designate the time and place. Notice of the time and place for the meeting shall be given by written notice sent to the presidents of local conferences and missions at least thirty days before the date of the session.

Section 2 – Special Meeting

a. The executive committee shall call a special session/ constituency meeting when:

1) It is voted by the executive committee, or 2) It is voted by the delegates at any session/constituency meeting, or

3) It is requested by at least 50 percent of the executive committees of the conferences/missions within the union mission, or

4) It is voted by the South Pacific Division Executive Committee or the General Conference Executive Committee.

The date for such a meeting in response to paragraphs 3) and 4) above shall not be more than 90 days from the date when the actions described in paragraphs 3) and 4) above are communicated to the officers/executive committee of the union.

b. In the absence of a timely response by the union executive committee to paragraphs 2) through 4) in section 2.a. above the South Pacific Division Executive Committee or the General Conference Executive Committee may call a special session/ constituency meeting of the union mission and designate the time and place for such a meeting.

c. The agenda for special sessions/constituency meetings shall be included in the notice of the meeting.

d. The time and place of special sessions/constituency meetings shall be given in the same manner as for regularly scheduled sessions/constituency meetings.

Section 3 – Virtual attendance at Sessions/Constituency Meetings:

Generally, regular and specially called sessions/constituency meetings are to be held in person and onsite. However, delegates when requested by the Executive Committee, and if permitted by local law, may participate by means of an electronic conference or similar communications by which all persons can hear each other at the same time, and participation by such means shall constitute presence in person and attendance at such a meeting.

Section 4 – Chair and Secretary for Sessions/Constituency Meetings

The president of this union mission shall serve as the chair and the secretary of this union shall serve as the secretary for sessions/constituency meetings of this union. The president may designate other individuals to assist in chair duties from time to time. In the event that the president’s office is vacant or that the president is unavailable to serve as chair, the ranking division officer present shall serve as chair for the meeting.

In a similar manner, arrangements may be made for a secretary pro tem if the secretary’s office is vacant or the secretary is unavailable to serve at the session/constituency meeting.

Section 5 – Regular Meeting Business

The business of the regular session/constituency meeting will include the election/appointment of personnel for various positions (see Section 10. and 11. below), the receipt of reports from the president, secretary, treasurer/chief financial officer (report based on audited statements), departmental directors, and the auditor. In addition, the session/constituency meeting shall review/create plans of moving the union mission toward union conference status. It shall also endorse/approve/ develop plans for the conduct of the work as are desirable and in harmony with the policies of the South Pacific Division.

Section 6 – Quorum

At least 66.7 percent of the delegates authorised hereinafter under Section 1. and 2. of Article VIII must be present at the opening of any regular or special session/ constituency meeting to constitute a quorum for the transaction of business. Once the meeting is declared open the delegates remaining shall constitute a quorum.

Section 7 – Proxy Voting

All delegates must be present in person at any session/ constituency meeting, or participating by electronic means, in order to be eligible to vote. There shall be no voting by proxy.

Section 8 – Voting Rights of the Delegates

Each delegate appointed to act on behalf of the members of this union mission shall be entitled to one vote on each question to be decided by the body. The voting rights of the individual delegates representing the members as hereinafter provided shall be limited to the particular session/constituency meeting of the union in which they have been designated to represent a local conference/mission, institution, the Division, or the General Conference.

Section 9 – Voting

The voting on matters of business shall normally be by viva voce. The chair may call for the vote by other means, including a secret ballot, when it is deemed advisable or is requested by the membership. Votes cast remotely shall have the same validity as if the delegates met and voted onsite.

Section 10 – Parliamentary Authority

The parliamentary authority for sessions/constituency meetings pertaining to all rules and procedures not covered by this policy shall be based on those published in the General Conference Rules of Order unless otherwise determined by a two-thirds (2/3) majority vote of the session/constituency meeting.

Section 11 – Elections/Appointments and Term of Office

a. Elections

The President, Secretary and Treasurer/Chief Financial Officer of this union mission shall be elected by the Division executive committee at its quinquennial meetings rather than by the session of this union mission. The election of departmental directors, associate departmental directors, associate secretaries, or associate treasurers, is normally done during the union session/constituency meeting. If personnel for available positions are not all elected during the session, their appointment shall be referred to the executive committee. The union session/constituency meeting shall also elect members (other than ex officio) of the union committee and, where required by the governance documents of union institutions, the chief administrator(s) and board members of such entities.

b. Term of Office

Persons elected at the session/constituency meeting and those appointed by the executive committee normally serve until the next regular session/constituency meeting. However, their period of service may be shorter due to resignation, voluntary retirement, retirement in situation where a mandatory retirement age policy is in effect, or removal from office, for cause, by the executive committee or a special session/constituency meeting.

c. Binding Nature of Appointments

Appointments made pursuant to this policy or as provided for in the union operating policy shall be binding on the relevant employing bodies.

*The phrase “for cause”, when used in connection with removal from an elected or appointed position, shall include incompetence and/or conduct which in the opinion of the executive committee amounts to, but is not limited to, (1) persistent failure to cooperate with duly constituted authority in substantive matters and with relevant employment and denominational policies, and/or (2) actions which may be the subject of discipline under the current edition of the Seventhday Adventist Church Manual.

Section 11 – Election of Local Mission Officers and Term of Officer

a. Elections

The presidents, secretaries and treasurers/chief financial officers of local missions within the territory of this union mission shall be elected by the union mission in regular session.

b. Term of Office

Local mission officers elected at the session/constituency meeting normally serve until a midterm meeting of the union executive committee, unless they resign, voluntarily retire, retire in situations where a mandatory retirement age policy is in effect, or are removed from office, for cause, by the union executive committee or by a special session/constituency meeting.

ARTICLE VIII – REPRESENTATION AT SESSIONS/CONSTITUENCY MEETINGS

Section

1 – Regular Delegates

Each member organisation shall be represented at union sessions/constituency meetings by duly appointed delegates as follows:

a. Each local conference or mission shall be entitled to one delegate without regard to conference/mission membership and one additional delegate for each . . . . . . . church members or major fraction thereof.

b. Such delegates shall be chosen by the respective local executive committees from among those who hold membership in a duly organised local church within the respective conference/mission.

c. The delegation from each conference/

mission if comprised of three or more individuals shall include representation from laity, pastors and/or other frontline employees of the respective conference/mission and include persons of both genders.

Section 2 – Delegates at Large

Delegates at large to a union mission session/constituency meeting shall be:

a. The current members of the executive committee of this union.

b. Such other persons from the union mission staff, institutions owned and operated by the union, institutions operated by the division and located within the union territory, and local conferences/missions, as may be recommended by the union mission executive committee and accepted by the delegates in the session/ constituency meeting. The number of such delegates shall not exceed ten percent of the total number of regular delegates provided for hereinabove.

c. Members of the General Conference and South Pacific Division executive committees, who may be present at any session/constituency meeting of this union mission. The number of such delegates shall not exceed ten percent of the total number of delegates otherwise provided for.

Section 3 – Church Membership Requirement

All delegates appointed to represent the members of this union mission at any session/constituency meeting shall be members in regular standing of the Seventh-day Adventist Church.

ARTICLE IX – SESSION/CONSTITUENCY MEETING COMMITTEES

Prior to each session/constituency meeting of this union mission, the executive committee shall provide for such temporary committees as may be necessary to conduct the preliminary work for the session.

Committees that facilitate the business of the session include:

Section

1 – Organising Committee

a. An organising committee for each session/constituency meeting shall be appointed. It shall consist of two representative(s) from each local conference/mission, one representative(s) from each attached mission, one representative from each union mission operated institution or division operated institution located in this union territory, and the president of the South Pacific Division or his designee, who shall serve as chair.

b. The members of the organising committee shall be appointed by their respective delegates as one of the first items of business at each regularly scheduled session/ constituency meeting.

c. The organising committee shall nominate and the constituency shall elect:

1. A nominating committee

2. Plans and recommendations committee, unless the delegates in session vote to address all agenda items from the floor.

3. Credentials and licences committee

4. Other committees as may be necessary

Section 2 – Nominating Committee

The nominating committee shall consist of twenty members, including the president of the South Pacific Division, or his designee, who shall serve as chair.

a. Those chosen as members of the Nominating Committee must be duly appointed delegates in attendance at the session/constituency meeting and shall consist of fifteen to twenty-one members that include:

1. At least one Division Officer

2. Union president, secretary and treasurer/chief financial officer

3. At least two representatives from union institutions

4. Representatives from all local conference(s)/ missions within the Union territory

b. Persons holding elective office, as outlined in Article VII, Section 10. and 11. in the current term shall not be eligible to serve on the Nominating Committee.

c. The Nominating Committee shall limit its nominations to those positions for which persons are to be elected at the session/constituency meeting and for which budgetary provisions has been made.

d. The Nominating Committee shall also nominate members for the union executive committee and for the boards of union institutions whose policies indicate that board members for the entity are elected at a union session/constituency meeting.

Section 3 – Credentials and Licences Committee

a. The credentials and licences committee shall be composed of the following persons:

1. Five ordained ministers of experience

2. Two non-ordained employees or lay members of experience

b. The credentials and licences committee shall recommend to the session for approval the issuing of credentials and licences for the following persons:

1. Union mission employees, excluding those appointed by the Division

2. Local conference/mission officers

3. Retired ministers located within the territory of the union

d. Delegates in session may, as an option, vote to refer the issuing of credentials and licences to the first meeting of the executive committee.

ARTICLE X – EXECUTIVE COMMITTEE

Section 1 – Membership of the Executive Committee

The executive committee of the union mission shall consist of not more than twelve elected members. The union president, the union secretary and treasurer/chief financial officer, heads of major union institutions, Vice Chancellor Pacific Adventist University (PNGUM executive committee only), and the presidents of local conferences/missions shall be members ex officio, the other members being elected at the union session/constituency meeting. The officers of the South Pacific Division and of the General Conference are members ex officio of the union mission executive committee; however, their membership shall be in addition to the number detailed above. Any such officers exercising their voting rights at any one meeting shall not make up more than ten percent of the committee membership present.

Section 2 – Delegated Authority

The executive committee of this union mission is delegated the authority to act on behalf of the constituents between sessions/constituency meetings, including the authority to remove, for cause*, persons who have been elected at a union session/constituency meeting including: officers of local missions; directors of departments/services; chief administrators of institutions; and board/committee members whose election or appointment is a result of sessions/ constituency meetings or executive committee action; and to fill, for the remaining portion of the term, any vacancies thus created.

Section 3 – Administrative Authority

The executive committee shall have full administrative authority:

a. To fill for the current term any vacancies that may occur by death, resignation, or otherwise, in its boards, committees, departments, or in offices which have been filled by union mission session/constituency meeting election.

b. To appoint committees, such as an administrative committee, with their terms of reference.

c. To employ such personnel as may be necessary to execute its work effectively.

d. To grant and withdraw credentials and licences. The withdrawal of credentials shall require the affirmative vote of two-thirds (2/3) of those voting at a union executive committee meeting where a majority of members is present.

e. To transact such executive business as is in harmony with the general policies and actions of the South Pacific Division.

Section 4

Meetings of the executive committee shall convene no less than quarterly and may be called at any time or place by the president, or in his absence by the vice-chair. If the president is absent from the field and no acting chair has been appointed, such a meeting may be called by the secretary upon the written request of any five members, or twenty-five percent (whichever is more), of the executive committee.

Section 5 – Attendance at Meetings

Where allowed by local law, executive committee members may participate in meetings by means of an electronic conference or similar communications by which all persons participating can hear each other at the same time, and participation by such means shall constitute presence in person at such a meeting.

Section 6 – Notice of Meetings

Notice as to time and place, and any other requirements under this policy, shall be provided to all members in a reasonable manner at least 48 hours prior to the meeting if the meeting is to take place by electronic conference or similar communications, or at least 96 hours if the meeting is to take place in person.

Section 7 – Quorum

Unless otherwise required in this policy, seven members, including the president, of the union executive committee shall constitute a quorum.

Section 8

As soon as practical following the quinquennial session and no later than the annual meeting in the year of session, the executive committee shall appoint for the union:

a. The officers and boards of institutions

b. Standing committees

Section 9 – Administrative Committee

a. The executive committee may appoint an administrative committee to operate under the authority and terms of reference delegated to it by the executive committee. It shall meet regularly or at the call of the chairperson. Minutes of the administrative committee shall be distributed to the current recipients of the executive committee minutes.

b. The composition of the administrative committee shall be determined by the executive committee on the following basis:

• Members (ex-officio)

• President, union mission, or designee, chairperson

• Secretary, union mission, secretary

• Treasurer/CFO, union mission

• Vice-president, union mission, if appointed

• An associate secretary/chief financial officer, union mission, if appointed

• An associate treasurer, union mission, if appointed

• Members (appointed): Rotated annually and elected at the annual meeting of the executive committee to include at least one from each of the following groups:

• Union mission departmental directors

• Others who are members of the executive committee

c. A minimum of four members shall constitute a quorum, including a chairperson, or as determined by the executive committee.

Section 10

An appointed member to the executive committee who fails to attend three consecutive regular executive committee meetings shall forfeit their position on the executive committee and be replaced unless, in the opinion of the executive committee, there are special or extenuating circumstances. Should an appointed executive committee member move and reside out of the territory of the union they are no longer eligible to serve as an executive committee member and should be replaced unless there are special or extenuating circumstances. Further, should an executive committee member change their status and no longer come within the category in which they were elected to the committee, they shall forfeit their position on the committee and be replaced.

ARTICLE XI – OFFICERS AND THEIR DUTIES

Section 1 – Executive Officers

The executive officers of this union mission shall be a president, a secretary, a treasurer/chief financial officers/ undertreasurers, and where deemed advisable a vicepresident and such associate and/or assistant officers as may be appointed. The offices of “secretary” and “treasurer” may be held by one individual known as the secretary-treasurer.

It is the duty of these officers, in consultation with one another, to carry forward the work according to plans, policies and programs voted by the division executive committee, by the constituency and/or the union mission executive committee. These plans, policies and programs shall be in harmony with the doctrines and actions adopted and approved by the General Conference in its quinquennial sessions/constituency meetings.

The union mission executive officers shall be appointed by the South Pacific Division, at its first major meeting known as the quinquennial meeting, following the General Conference Session, and shall hold office for a period of five years or until their successors are appointed and commence their duties. Vacancies in such offices shall be filled by action of the South Pacific Division executive committee. The associate and/or assistant officers/undertreasurers shall be elected at the union mission session or between sessions/constituency meetings by the union mission executive committee.

a. President

The president, who shall be an ordained minister of experience, is the first officer and shall report to the executive committee after consultation with the secretary and the treasurer/chief financial officer. He shall act as chair of sessions/constituency meetings and of the executive committee and serve in the general interests of the union mission as the constituency and the executive committee shall determine. In his leadership he shall adhere to the policies of the South Pacific Division and of the General Conference, work in harmony with the division executive committee and in close counsel with the division officers.

During any period of prolonged absence of the union mission president from the field, the executive committee shall be authorised, in counsel with the South Pacific Division officers, to appoint an individual to act as chairperson during such absence.

b. Secretary

The secretary, associated with the president as an executive officer, shall serve under the direction of the executive committee and shall act as vice-chair of the executive committee. The secretary shall report to the executive committee of the union mission after consultation with the president. It shall be the duty of the secretary to keep the minutes of the union mission sessions/constituency meetings and of the executive committee meetings, and to furnish copies of such to all members of the executive committee and to the officers of the South Pacific Division. The secretary shall also be responsible for providing information as may be requested by the president or by the union or division committee; and shall perform other duties as pertain to the office.

c. Treasurer/Chief Financial Officer

The treasurer/chief financial officer, associated with the president as an executive officer, shall serve under the direction of the executive committee. The treasurer/chief financial officer shall report to the executive committee of the union mission after consultation with the president. The treasurer/chief financial officer shall be responsible for providing financial leadership to the organisation which will include, but shall not be limited to, receiving, safeguarding and disbursing all funds in harmony with the actions of the executive committee, for remitting all required funds to the Division/General Conference in harmony with the South Pacific Division policy, and for providing financial information to the president and to the executive committee. The treasurer/ chief financial officer shall also be responsible for furnishing copies of the audited financial statements to the South Pacific Division officers annually.

Bank accounts within this union territory, approved by the executive committee, shall be operated by the treasurer and/ or the president and/or such other individuals as may be authorised by the executive committee.

The treasurer/chief financial officer shall be responsible to ensure that all real estate, owned or leased by the Church, is registered in the name of the denominational trustee organisation used to hold Church property in the area.

ARTICLE XII – DIRECTORS OF DEPARTMENTS/ASSOCIATIONS/ SERVICES

Section 1 – Departments/Services Structure

Union mission departments, associations and services shall be organised in harmony with the department associations, and service structure of the General Conference, but shall not necessarily duplicate the departments, associations and services at the South Pacific Division or the General Conference.

Section 2 – Advisory Role

The Directors of departments/associations/services of this union mission shall work under the direction of the executive committee and the president, and shall serve in an advisory relationship to the field.

Section 3

This union shall employ such committees, ministers, missionaries, secretaries, treasurers, agents and other persons, and shall make such distribution of its labourers as may be necessary to execute its work effectively, and shall also grant credentials and licences to such workers.

ARTICLE XIII – OTHER ORGANISATIONS

Section 1 –

Unincorporated Organisations

The Union Mission may carry on its ministry through unincorporated subsidiary organisations. Sessions/ constituency meetings of such organisations shall be held in conjunction with the regularly scheduled sessions/ constituency meetings of this union.

Section 2 – Corporations

The Union Mission may form corporate bodies provided it obtains the prior approval of the South Pacific Division. Membership meetings and elections of boards of directors shall be held as provided by constitution of the corporations and in harmony with applicable laws.

ARTICLE XIV--FINANCE

Section 1 – Tithes and Offerings

The church funds managed by this union mission shall be:

a. Such portion of tithe as it shall be assigned by policy and receive from its respective conferences/missions.

b. Appropriations from the South Pacific Division and/or the General Conference.

c. Special donations and funds, legacies, gifts, devises and bequests made to it.

d. The assigned portion of tithe from churches not directly under the local conferences/missions of the union.

e. Ten per cent of the net earnings of union institutions within its territory.

Section 2 – Policies

The portion of tithe which is reserved for this union mission, as specified by policy, and all other funds shall be used in harmony with the policies of the South Pacific Division of the General Conference; and in the case of donations, their use shall be in harmony with the specifications of donors and in compliance with government regulations. Tithe is shared with the division on fixed percentages as set by the division executive committee, and with the General Conference on fixed percentages as set by the Annual Council of the General Conference Executive Committee. This union mission shall pass on to the South Pacific Division the specified tithe percentage, retirement fund percentages as may be decided by the division committee and all mission offerings.

Section 3 – Bank Accounts

The funds of this union mission shall be safeguarded in harmony with the financial policies of the Division. Moneys shall be deposited in the name of the . . . . . . . Union Mission of Seventh-day Adventists in regular or special accounts in such banks or savings institutions as the executive committee shall designate, and shall be withdrawn only by persons authorised by resolution of the executive committee.

Section 4 – Financial Statements

The Union Mission shall regularly prepare statements of income and fund balances and shall be responsible for the filing of copies of the audited financial statements with the South Pacific Division and the General Conference and, to the extent required by law, with any branch of local or national government.

Section 5

Major trust funds belonging to this union mission shall be deposited with the Division until needed to fulfil the purpose for which they were raised.

ARTICLE XV – BUDGET, EMPLOYEE COMPENSATION REVIEW AND FINANCIAL AUDIT

Section 1 – Budget

The Union Mission shall prepare an annual budget in harmony with the policies of the Division.

Section 2 – Employee Compensation and Expense Review

The executive committee shall appoint an employee compensation review committee, including a division officer or one or more representatives appointed by the division committee. The tasks of this committee are outlined in General Conference Working Policy.

Section 3 – Independent Audit

All accounting records of this union mission shall be audited at least annually by an auditor chosen in harmony with General Conference Working Policy; and the records of this union mission or any of its subsidiaries, agencies, or institutions shall at all times be open to the auditor.

ARTICLE XVI – DISSOLUTION AND DISPOSITION OF ASSETS

This union mission may be dissolved only by action of the division executive committee.

In the event of the dissolution of this union mission and unless otherwise required by local law, all assets remaining after all claims have been satisfied shall be transferred to a legal entity authorised by the Division.

ARTICLE XVII--INDEMNIFICATION

Section 1 – Definitions/Clarifications:

In this policy: “legal action” means any legal proceeding or action whatsoever, and, without limiting the generality of the above, includes a threatened or prospective legal action, a quasi-judicial proceeding, and investigative or disciplinary proceeding conducted by a Government authority or pursuant to statute, but does not include a legal proceeding to which this union or any of its institutions, agencies or services is or is proposed to be a party having an interest adverse to that of the office-holder;

“liabilities” include, but are not limited to, expenses, awards of damages and compensation, amounts paid in settlement, fines, penalties, interest, legal costs (on a solicitor and client basis) and disbursements’

“office-holder” means any persons who is or was:

a. a member of the executive committee; or

b. a member of a committee or sub-committee of this union or of any of its institutions, agencies or services, who was appointed by this union or any of its institutions, agencies or services; or an officer, agent or employee of this union, or any of its institutions, corporations agencies or services, other than an agent, who, not being an employee, acts as such for fee or reward;

“performance of duties” includes an attempt to perform duties and a failure to perform duties.

Section 2

Subject to sections 3 and 4 of this policy, this union shall indemnify an office-holder against all liabilities incurred in consequence of any legal proceeding to which they are a party or to which it is proposed that they be a party arising out of or in connection with the office-holder’s performance of their duties as an office-holder.

Section 3

The indemnity granted by section 2 does not extend to liabilities incurred as a result of:

a. acts or omissions of the office-holder, where they were aware prior to January 1, 1995, that those acts or omissions might result in legal proceedings to which they might be a party unless the executive committee, in its absolute discretion, otherwise determines;

b. legal action initiated or threatened by the office-holder without the prior written consent of the executive committee, unless the executive committee in its absolute discretion, otherwise determines;

c. the deliberate commission of a tort or other civil wrong, or dishonest or malicious conduct by the office-holder;

d. the commission of a criminal offence by the office-holder, unless the office-holder did not intentionally commit the acts or omissions constituting the offence;

e. conduct (including omissions) of the office-holder, where they fail to satisfy the executive committee that they held an honest and reasonable belief that the conduct would further the legitimate interests of this union;

f. liabilities (other than those imposed by a court or other public authority without the consent of the officeholder) incurred by the office-holder without the prior written consent of the executive committee, such consent not to be unreasonably withheld, unless the executive committee, in its absolute discretion, otherwise determines.

Section 4

No indemnity shall be granted under section 2 unless the office-holder gives notice in writing to the executive committee as soon as is reasonably practicable after becoming aware of any occurrence which may result in

an indemnity being sought under section 2, unless the executive committee, in its absolute discretion, otherwise determines.

Section 5

It is a condition of the grant of an indemnity under section 2 that the executive committee or its nominee shall be entitled to take over and conduct in the name of the office-holder the oversight and settlement of the legal proceeding (other than the defence to a criminal prosecution), and that the officeholder shall not admit any civil liability or settle any claim against them without the consent of the executive committee or its nominee.

Section 6

a. Where the office-holder is not eligible for an indemnity under section 2, the executive committee may, in its absolute discretion, pay all or part of the legal costs (on a solicitor and client basis) of an office-holder who is in name or substance a defendant to any legal action, whether civil or criminal, where the executive committee considers, in its absolute discretion, that the reasons the office-holder has been made a defendant include the fact that they are an office-holder, and that it would be just and proper for this union to make the payment.

b. This union or the executive committee shall be under no legal obligation to make a payment authorised by paragraph a. or to consider whether a payment should be made in any individual case.

c. The executive committee may impose such conditions as in its absolute discretion it sees fit on the making of a payment under paragraph a.

ARTICLE XVIII – AMENDMENTS

At any annual meeting of the South Pacific Division executive committee this operating policy may be amended by a majority vote (unless local law requires a higher majority), provided that such amendments shall not be inconsistent with the Constitution of the General Conference and the working policy of the Division, and with the spirit of the Union Mission Model Operating Policy. However, those portions of this Operating Policy which are essential to the unity of the Church worldwide and are designated in bold print shall only be amended or revised from time to time by the South Pacific Division Executive Committee by a simple majority vote (unless local law requires a higher majority) in order to comply with changes to the Union Mission Model Operating Policy as voted by the General Conference Executive Committee in its annual meetings.

Constituency Meeting Procedures and Guidelines 2025

According to Article VII of the Trans Pacific Union Mission Constitution, the quinquennial “session/constituency meeting” is the official gathering of delegates to conduct the business of the Union. In this document, the term Constituency Meeting is used, as it is synonymous with “Session” in the Operating Policy.

General

1. 1. The procedures and guidelines outlined in this booklet shall be the recommended Constituency Meeting procedures and guidelines for conducting the business of the Trans Pacific Union Mission (TPUM) Constituency Meeting and shall be supplied in printed form to each delegate.

2. All duly appointed delegates and delegates-at-large shall be registered for attendance purposes on arrival at the Constituency Meeting venue.

3. Only duly appointed regular delegates and delegatesat-large may participate in the discussion, voting and committee activities of the Constituency Meeting.

4. The Church recognises that after earnest prayer for the guidance of the Holy Spirit and careful consideration by the respective committees, the Lord guides in appointments. Therefore, lobbying or the activities of pressure groups prior to or during the TPUM Constituency Meeting are most inappropriate. Persons known to have engaged in this type of activity should be considered ineligible to serve on committees.

“Any church or conference/mission officer or leader attempting to control the votes of a group of delegates would be considered disqualified for holding office.” (Church Manual, pp. 114–115, 2015 edition).

5. All business of the Constituency Meeting should be carried out “decently and in order” and above all in a constructive manner and a Christ-like spirit.

6. “Regular delegates” are those persons appointed as follows:

a. Each local conference/mission/field shall be entitled to one delegate without regard to conference membership and

one additional delegate for each 300 church members or major fraction thereof.

b. Such delegates shall be chosen by the respective conference/mission/field executive committees from among those who hold membership in a duly organised local church within the respective local conference/mission/field or from among those who are employees of the member organisation.

c. The delegation from each local conference/mission/ field, if comprised of three or more individuals, shall include male and female representatives from laity, pastors, and/or other frontline employees of the respective local conference/mission/field.

7. “Delegates-at-large” are persons present at the Constituency Meeting that are:

a. Members of the TPUM Executive Committee.

b. Members of the General Conference and Division Executive Committees, who may be present at any Constituency Meeting of this Union Mission. The number of such delegates shall not exceed ten percent of the total number of delegates otherwise provided for.

Constituency Meeting Agenda

1. Items will be added to the agenda of the Constituency Meeting as follows:

a. Such matters as are provided for in the Constitution.

b. As are recommended by the Trans Pacific Union Mission Executive Committee.

c. Such matters as have been proposed in writing by any conference/local mission executive committee and recommended by the Union Executive Committee.

d. Notwithstanding the above, a motion may be presented from the floor of the Constituency Meeting but only if it flows from the presentation of one of the reports and the ensuing discussion.

2. The chairperson has the duty to keep discussion to items which have been approved under clause 1. The chairperson may exercise the power of veto in not accepting other items unless they satisfy the conditions of clause 1.d.

3. Constituency Meeting motions shall be recorded in the minutes of the constituency meeting irrespective of whether the motion is carried or not.

Participation

1. All delegates are eligible to participate in the business of the constituency meeting.

2. Delegates shall be entitled to speak to any report or motion if they believe that by so doing a worthwhile contribution can be made to the work of the constituency meeting.

3. Before speaking, a delegate shall stand, move to a microphone, and when invited to speak clearly give his/ her name and also state the name of the entity they represent or that they are a delegate-at-large and their conference, mission, or institution role.

Motions

1. A motion must be moved by one delegate, seconded by another delegate and accepted by the chair before it can be discussed.

2. Once a motion has been accepted it must, in due course, be put to a vote unless withdrawn by the mover of the motion or replaced by a successful amendment.

3. A new or alternative motion cannot be accepted by the chair while an existing motion is still under consideration, except for an amendment to the motion or a procedural motion which will take precedence over a substantive motion.

4. Each delegate may speak only once to any motion or topic, for a maximum of two minutes, except by express permission of the chairperson. The mover of a motion, however, has the right of reply before the vote is taken.

5. During discussion an amendment to a motion may be moved, and if seconded, shall be voted upon.

a. If the amendment is successfully carried the amended motion becomes the motion under consideration, and after further discussion, if necessary, shall be voted upon. If the amendment is lost the original motion stands and is voted upon.

b. An amendment cannot negate a motion but must be constructive to the original motion.

6. Discussion of a motion must be confined to matters directly related to the motion.

Reports

Reports to the Constituency Meeting shall include presentations from:

• The President

• The Secretary

• The Treasurer/Chief Financial Officer (report based on audited statements)

• Departmental Directors

• The Auditor

The Constituency Meeting shall endorse/approve/develop plans for the conduct of the work as are desirable and in harmony with the policies of the South Pacific Division. Other matters recommended by the TPUM Executive Committee or the South Pacific Division Executive Committee may also be included.

Selection Committee

1. The Selection Committee shall be elected by the Constituency Meeting from among the duly appointed delegates.

2. Delegates holding elected positions that come up for consideration at the Constituency Meeting shall not be eligible for appointment to the Selection or Nominating Committees.

3. The Selection Committee shall recommend membership of the Nominating Committee and such other committees as are required to the Constituency Meeting for approval.

Nominating Committee

1. The Nominating Committee shall be elected by the Constituency Meeting on the recommendation of the Selection Committee.

2. The Nominating Committee shall limit its nominations to those positions for which persons are to be elected at the Constituency Meeting and for which budgetary provision has been made.

3. The Nominating Committee shall also nominate members for the Union Executive Committee and for the boards of union institutions whose policies indicate that board members for the entity are elected at a Union Constituency Meeting.

4. Persons holding elective office in the current term shall not be eligible to serve on the Nominating Committee.

5. The President of the South Pacific Division, or his designee, shall serve as chair of the Nominating Committee, in harmony with TPUM’s Operating Policy.

Rules of Order

This summary of the guide to the General Conference Rules of Order (General Conference Rules of Order, Seventh Edition, 2025), outlines the essential responsibilities of the chair, delegates, and committee members, as well as the procedures for quorum, voting, and elections. It is designed for quick reference during session. It reflects the official provisions of the General Conference and should be read with reverence for the mission of the Church.

The Church Manual and General Conference, Constitution, Bylaws, and Working Policy take precedence over the Rules of Order, should there be any conflict.

Duties of the Chair

1. Preside over sessions and committee meetings in harmony with the Rules of Order.

2. Present committee reports and business items on the approved agenda.

3. Work for consensus by treating all sides of an issue with fairness.

4. Vote: a) When voting is by ballot; or b) To make or break a tie (if not already voted by ballot).

5. Hold speakers to their allotted time and move business along fairly and efficiently.

6. Decide points of order (subject to appeal by delegates).

7. Remain impartial in floor debates while chairing. If the chair wishes to speak at length or take sides, another officer should be asked to preside temporarily. In committee meetings, the chair may fully participate.

Duties of Delegates and Committee Members

1. Conduct themselves with Christian decorum, avoiding frivolous, irrelevant, or obstructive remarks or motions.

2. Speak only once to a motion until others have had the opportunity, unless clarifying or answering questions.

3. May speak in their own language, subject to interpreter availability.

Quorum

1. Defined by the bylaws of the respective Church organization.

2. Unless otherwise stated, once a meeting is declared open, the delegates present constitute a quorum.

Voting

1. Method determined by the chair, unless bylaws specify otherwise. Options include voice vote, show of hands/ cards, standing, secret ballot (paper or electronic).

2. If no objection, the chair may declare a vote by common consent.

3. Delegates may, by majority vote, choose a different voting method than the one specified by the chair.

4. If there is reasonable doubt about the outcome, votes may be counted/recounted at the request of the chair or any member.

5. Chair may ask the secretary or appointed tellers to assist in counting.

6. A simple majority means more than half of valid votes cast. Abstentions are not counted as votes.

Elections

1. Must be in harmony with the General Conference Constitution, Bylaws, and Working Policy.

2. Nominations are made exclusively by the Nominating Committee — no floor nominations.

3. Only one name is presented for each position. Partial reports may be given when many positions are to be filled.

4. Nominating Committee meets in closed session, though higher-level officers may be invited as counselors.

5. Election requires a simple majority vote.

6. Objections to a report (not an individual name) may be referred back to the Nominating Committee, at the chair’s discretion. A motion to refer is nondebatable and decided by simple majority.

7. Objections must be made known to the Nominating Committee chair and secretary, who determine the hearing procedure.

8. Persistent referrals back (especially from the same source) may be refused, and the report put to a vote without delay.

Committee Duties and Participation in Business Sessions

The guidelines presented here are drawn from the Operating Policy and the Church Manual (2022) to ensure clarity, order, and consistency in the conduct of business sessions. This outlines the key responsibilities of committees serving at the Trans Pacific Union Mission (TPUM) Constituency Meeting, as well as the role of delegates who are not appointed to committees.

Executive Committee

• Acts between Constituency Meetings to carry forward the work of the Union Mission.

• Implements actions voted by the Constituency Meeting and oversees the overall governance of TPUM.

• Advises and supports local conferences and missions in administration and policy.

• Ensures that the mission and policies of the South Pacific Division and General Conference are carried out in the Union territory.

• Prepares agenda items and recommendations for presentation to Constituency Meetings.

Selection Committee

• Elected by the Constituency Meeting from among the duly appointed delegates.

• Recommends membership of the Nominating Committee and other committees as required.

• Ensures fair representation and diversity (gender, lay, pastoral, administrative) in its recommendations.

• Members currently holding elective positions are not eligible to serve on the Selection Committee.

Nominating Committee

• Elected by the Constituency Meeting on the recommendation of the Selection Committee.

• Nominates candidates for Union Mission officers (President, Secretary, Treasurer) and departmental directors as provided in the budget.

• Nominates members for the Union Executive Committee and boards of union institutions where required by policy.

• Works confidentially, seeking the guidance of the Holy Spirit in its deliberations.

• Presents reports directly to the Constituency Meeting for approval, where names may be accepted or referred back for further consideration.

• Delegates Not Serving on Committees

• Participate actively in the plenary business sessions of the Constituency Meeting.

• Review and discuss reports from Union officers, departmental directors, and auditors.

• Debate and vote on motions, policies, and strategic directions for the mission of the Union.

• Receive and act upon the reports and recommendations of the Nominating Committee and other committees.

• Uphold a Christ-like spirit in all deliberations, ensuring that business is conducted decently and in order.

References Include

General Conference of Seventh-day Adventists. (2022).

*Church manual: 20th edition, revised 2022, with South Pacific Division supplement*. Silver Spring, MD: Secretariat, General Conference of Seventh-day Adventists.

ADM.10.35 SPD Working Policy

Attendees

This table provides a summary of attendees to the Trans Pacific Union Mission (TPUM) Session/Constituency Meeting, with definitions and references to the Operating Policy and the Church Manual.

Category Definition Reference

Regular Delegates

Appointed representatives from each local conference/mission within the union territory. Each unit has one delegate regardless of membership, plus additional delegates based on membership. Must be members in regular standing.

Delegates-at-Large

Ex Officio Delegates

Observers

Invitees/Guests

Delegates by virtue of office or position, including TPUM Executive Committee members, SPD/GC Executive Committee members, and union institutional representatives. Limited to 10% of total regular delegates.

Officers of the South Pacific Division (SPD) and General Conference who are present automatically hold delegate status (also within the 10% cap).

Church members or visitors who may attend but do not have voice or vote. They can listen but not participate in deliberations.

Individuals invited for specific purposes (guest speakers, staff, advisors). They do not have voice or vote unless recognised by the chair.

Operating Policy, Article VIII, Sec. 1 (2020)

Operating Policy, Article VIII, Sec. 2 (2020)

Operating Policy, Article VIII, Sec. 2(c) (2020)

Church Manual, 20th ed., p. 121 (2022)

Church Manual, 20th ed. (2022)

Fiji National Anthem

ENGLISH LYRICS

Verse 1

Blessing grant oh God of nations on the isles of Fiji

As we stand united under noble banner blue

And we honour and defend the cause of freedom ever

Onward march together, God bless Fiji.

Chorus

For Fiji, ever Fiji, let our voices ring with pride

For Fiji, ever Fiji, her name hail far and wide,[a]

A land of freedom, hope and glory to endure whatever befall

May God bless Fiji forever more!

Verse 2

Blessing grant, oh God of nations, on the isles of Fiji

Shores of golden sand and sunshine, happiness and song

Stand united, we of Fiji, fame and glory ever

Onward march together, God bless Fiji.

Verse 1

FIJIAN LYRICS

FIJI HINDI LYRICS

Meda dau doka ka vinakata na vanua

E ra sa dau tiko kina na savasava

Rawa tu na gauna ni sautu na veilomani

Biu na i tovo tawa savasava

Chorus

Me bula ga ko Viti ka me toro ga ki liu

Me ra turaga vinaka ko ira na i liuliu

Me ra liutaki na tamata e na veika vinaka

Me oti kina na i tovo ca

Verse 2

Bale ga vei kemuni na cauravou e Viti

Ni yavala me savasava na vanua

Ni kakua ni vosota na dukadukali

Ka me da sa qai biuta vakadua

Verse 1

He jagdishwar, kripa karo tum Fiji desh pe apne

Ahle watan hum teri sharan mein, teri dhwaja ke neehe

Ajaadi ki raksha aur samman sada hum karege

Sab milke badhte rahege, sarwamangal Fiji

Chorus

Yeh Fiji, hamara Fiji, hum sab mil gaate rahe

Yeh Fiji Hamara Fiji, yeh naara lagate rahe

Dharti hai apni, azaadi, asha aur garva ki

Kripa rahe prabhu ki, Fiji par sarwada

Isa Lei

VERSE 1

Isa, isa, vulagi lasa dina

Nomu lako au na rarawa kina

Na Cava beka ko a mai cakava

Nomu lako au na sega ni lasa.

CHORUS

Isa lei, na noqu rarawa

Ni ko sa na vodo e na mataka

Bau nanuma, na nodatou lasa

Mai Fulutoni nanuma tiko ga.

VERSE 2

Vanua rogo na nomuni vanua

Kena ca ni levu tu na ua

Lomaqu voli meu bau butuka

Tovolea ke balavu na bula

CHORUS

VERSE 3

Domoni dina na nomu yanuyanu

Kena kau wale na salusalu

Moce lolo, bua, na kukuwalu

Lagakali, ma ba na rosi damu.

CHORUS

Lord, I will go

Matthew & Bernice Brown for Trans Pacific Union Mission

Verse 1

Through the crystal waters, through jungles so green, Here I journey with You, Lord You are my Saviour.

What about my family, their fears and their joys?

Jesus help me show them, show them to You.

Chorus

Who will go to reach them? Who will show the way?

Jesus, Saviour, Guide and Friend, Lord I will go

Who will go to reach them? Who will show the way?

Jesus, Saviour, Guide and Friend, Lord I will go

Verse 2

Through the warmest sunshine, through the raging storms, Here I journey with You, Lord You are my Friend.

What about my neighbour, their trials and their doubts?

Jesus help me show them, show them Your love.

Chorus

Who will go to reach them? Who will show the way?

Jesus, Saviour, Guide and Friend, Lord I will go

Who will go to reach them? Who will show the way?

Jesus, Saviour, Guide and Friend, Lord I will go

Verse 3

Through the steepest mountains, through valleys so deep, Here I journey with You, Lord You are my Guide.

What about my workplace, their thirsting and their tears?

Jesus help me show them, show them Your mercy.

Chorus

Who will go to reach them? Who will show the way?

Jesus, Saviour, Guide and Friend, Lord I will go

Who will go to reach them? Who will show the way?

Jesus, Saviour, Guide and Friend, Lord I will go

Verse 4

Through the golden sunrise, through the darkest night, Here I journey with You, Lord You are my Saviour.

What about the world, the harvest is ready?

Jesus help me show them, show them the Truth.

Chorus

Who will go to reach them? Who will show the way?

Jesus, Saviour, Guide and Friend, Lord I will go

Who will go to reach them? Who will show the way?

Jesus, Saviour, Guide and Friend, Lord I will go

Safety & Care

Welcome to Fulton Adventist University College, Sabeto, Fiji. During the TPUM Session , this campus is a home to others as well as delegates and we would like to ensure the safety and care for during this time. Please familiarise yourself with the key areas and guidelines to ensure a safe, smooth, and meaningful TPUM Session experience. An orientation will be presented at the Session.

Preparation

Delegates are encouraged to bring any personal medication and if feeling unwell before leaving home, consult your local doctor. There are cases of dengue fever in some regions and you are experiencing symptoms please take a test for this with your local medical provider. Please let your Mission General Secretary know urgently so that travel arrangements can be reviewed. TPUM Contact is Loloma Suguturaga by email lolomasuguturaga@adventist.org.fj or phone +679 332 1711. Loloma will also be managing the guest services registration desk at the Session.

Key Campus Areas

Multipurpose Hall: Venue for Sabbath Service, Walk4Life start, Opening Ceremony, Registration, Business, and Worship Sessions.

Dining Hall: Meals are served here. Return room keys at checkout.

Administration Block: Location for Selection and Nominating Committee meetings.

Dormitories: Delegate accommodation. Male and female blocks are separate. Follow safety rules and respect no-go zones.

Safety & Security Guidelines

• Stay hydrated at all times.

• In case of fire, follow Fire Warden instructions calmly.

• Use marked evacuation routes and proceed to the assembly point.

• Protect yourself against mosquitos, especially at dawn and dusk.

• Wash hands and use hand sanitiser regularly, especially before meals.

• Sign in/out at the security gate when visiting town and secure valuables.

• Move in pairs especially at night.

• Obtain official approval before hiking or off-campus activities.

Emergency Information

First Aid: Onsite trained personnel available. Nearest clinic/hospital details are in your folder.

Emergency Contacts: TPUM Guest registration is the contact and can provide additional information.

Security: Fulton security is on duty at the gate and the campus is locked during the evenings.

Your cooperation ensures a safe and productive TPUM Session. Thank you for your participation and commitment to the mission as we gather at Fulton.

Thank You

Executive Committee Members

We express our sincere gratitude to the members of the Executive Committee for the time, energy, and prayerful commitment you have given during the past quinquennium. Your leadership has strengthened the governance, mission, and growth of TPUM, guiding our work with wisdom and integrity. More than fulfilling duty, you have served because of your relationship with God and your passion for the spreading of His Gospel. The Union thanks you for your faithfulness and dedication in ensuring that the mission of Christ continues to advance across our Pacific family.

American Samoa Mission

Pastor Tui Tuliatu

Miranda Sefulu Galo

Atoifi Adventist Hospital

Dr Chester Kuma (Former Acting CEO)

William Baefua (newly elected CEO)

Fiji Mission

Pastor Nasoni Lutunaliwa

Adi Litia Vateitei

Pastor Senitiki Waqa

Fulton College

Professor Ronald Stone

Kiribati Mission

Pastor Taabua Rokeatau

Dr Kathy Uriam

Samoa Mission

Pastor Sione Ausage

Felise Sam Chong

Solomon Island Mission

Pastor David Filo

Barbara Kiere

Pastor Steve Aquila

Tonga Mission

Pastor Fanueli Mataele

Dr Raelyn Esau

Vanuatu Mission

Pastor Charlie Jimmy

Fremden Shadrack

Jean Rose Seth

Trans Pacific Union Mission

Pastor Maveni Kaufononga

Jane Gibson-Opetaia

Fraser Alekevu

Elise Napa’a

Mac DeMesa

Pr Linray Tutuo