Allegheny East Conference of Seventh-day Adventists
Strategic Plan
For I will pour water upon him that is thirsty, and floods upon the dry ground: I will pour my spirit upon thy seed, and my blessing upon thine offspring.— Isaiah 44:3
The times of refreshing will come from the presence of the Lord — Acts 3:19
OFFICE OF THE PRESIDENT
Dear Members of the AEC family,
The prophet Habakkuk reminds us to “Write the vision and make it plain…that he may run that reads it” (Hab 2:2). I am pleased to share the product of several months of diligent work by our AEC directors, pastors, leaders, and executive committee members. This booklet represents the shared vision and missional direction for our conference for years to come. Within these pages, you will find the vision, core values, and mission of the Allegheny East Conference.
Recently created and adopted by our conference executive committee, the new core values and mission reflect the ethical values and priorities of our organization. Our vision statement reflects our commitment to the growth, vibrance, and viability of our churches and schools as we collectively execute kingdom mission in our territory and world.
Our team has organized our strategic priorities into five core areas: Evangelism, Christian Education, Youth & Young Adult Ministry, Stewardship, and Wellness. In each of these sections please find the detailed objectives and smart goals, complete with dates and key performance indicators.
A vision without a plan is a fantasy—however, all things are possible with a plan! The successful execution of this plan will take the
work and engagement of each stakeholder and every member of our conference family. I invite you to pray over the contents of this plan and seek God’s guidance on your role in this collective effort to build the kingdom.
We are reminded in Acts 3:19 that “the times of refreshing will come from the presence of the Lord.” This is the time of the end, and we are in the season of Holy Ghost refreshing (Joel 2:28). Let’s work together and get ready for the refresh!! “Refresh AEC: Rebirth, Renew, Revive”
Serving Together,
Trevor Kinlock, PhD, MDiv
CONTRIBUTORS
Evangelism
Dr. Emil Peeler
Dr. Marcus Harris
Dr. Dewaine Frazer
Thomas Monk
Lee Kimani
JoVan Whyte
Education
Dr. John Alberty
Pearlita Jones
Donna Springer
Bitengo Kiage
Marva Shand-Mcintosh
Dr. Renee Humphreys
Lakeisha Dickerson
Frances Foote
Health
Dr. Anthony Medley
Cheryl O. Chavers
Denise Crarey
Wadson Pericles
Stewardship
Jackson Doggette, Jr.
Teresa Best
DuWayne Privette
Erika Tross
Roy Willis
Youth
Dr. Ramone Griffith
Orien Clairmont
Daeshawn Gray
LaTasha Hewitt
Dr. Emile Duvivier
Christopher Williams
Nadege Duvernay
Pastor Novella Smith
This plan is the work of an engaged community of contributors. We thank you for charting the strategic course that will build our conference for years to come. Especial appreciation is expressed to Pastor Moses Njuguna for sharing his expertise in strategic planning, his skillful leadership, and countless hours guiding our committee through every step of this process.
Elder Gary Wimbish, Vice President of Administration
Elder Lawrance Martin, Vice President of Finance
VISION & MISSION STATEMENT
Vision Statement
To become a thriving conference of growing churches and schools, refreshed by the Holy Spirit to proclaim the everlasting gospel, empower our communities through faith, love, justice, and service, and prepare the world for the second coming of Christ.
Mission Statement
Transforming lives through the power and presence of God for now and eternity
CORE VALUES
Love
Reflecting Christ’s unconditional acceptance, inviting all to belong, grow, and thrive in faith together.
John 13:34-35 (NIV)
“A new command I give you: Love one another. As I have loved you, so you must love one another. By this everyone will know that you are my disciples, if you love one another.”
Justice
Championing fairness and equity by addressing the needs of the marginalized and promoting the well-being of everyone in our territory.
Micah 6:8 (NIV)
“He has shown you, O mortal, what is good. And what does the Lord require of you? To act justly and to love mercy and to walk humbly with your God.”
Excellence
We honor God by pursuing the highest standards in every aspect of ministry, as we prepare ourselves and others for Christ’s second coming, by nurturing flourishing communities of faith and education in these final days.
Colossians 3:23-24 (NIV):
“Whatever you do, work at it with all your heart, as working for the Lord, not for human masters, since you know that you will receive an inheritance from the Lord as a reward. It is the Lord Christ you are serving.”
Cultivating creative and impactful solutions to shape thriving churches and schools.
Isaiah 43:19 NIV
See, I am doing a new thing! Now it springs up; do you not perceive it? I am making a way in the wilderness and streams in the wasteland.
Innovation Legacy
Drawing strength from our past and embracing the richness of diverse cultures, we invest in the future through the development and empowerment of our youth.
Joel 1:3 (NIV)
“Tell it to your children, and let your children tell it to their children, and their children to the next generation.”
EVANGELISM
Evangelism has been identified as a strategic focus area for the Allegheny East Conference. Here below are two objectives, followed by SMART Goals and Action Plans.
Identified Objectives
1. To initiate a Spirit-led “cultural shift” within the ranks of our pastors and laity that prioritizes wholistic evangelism and healthy church growth within our territory by the summer of 2027 and accelerate Conference-wide membership growth through structured evangelism.
2. To establish a comprehensive digital evangelism ministry that leverages modern technology and social media platforms to expand gospel outreach globally, engaging diverse age groups and cultural demographics within the AEC territory.
Objective 1:
To initiate a spirit-led “cultural shift” within the ranks of our pastors and laity that prioritizes wholistic evangelism and healthy church growth within our territory by the summer of 2027.
Smart Goal:
By June 2026, implement and evaluate a structured evangelism training program that equips at least 85% of pastors and 50% of lay leaders with practical outreach skills, as measured by certification completion, quarterly skill assessments, and documented application in local congregations:
Action Plans:
1. Establish and operate the “AEC School of Evangelism” offering quarterly training sessions, a standardized training manual, and certification process to ensure pastors and lay leaders acquire and demonstrate practical outreach skills.
Action Plan 1:
Establish and operate the “AEC School of Evangelism” offering quarterly training sessions, a standardized training manual, and certification process to ensure pastors and lay leaders acquire and demonstrate practical outreach skills.
2. Implement a mentorship program that pairs experienced leaders with trainees, coupled with quarterly assessments to track skill application and progress within local congregations What Who Responsible? When? KPI
Conduct needs assessment to identify key outreach skill gaps
Evangelism Dept. & Research/Advisory Team July - August 2025 Survey completed Minimum 75% response rate from target group
Design evangelism training curriculum
Develop and finalize standardized training manual
Recruit and train facilitators
Evangelism Dept. & Curriculum/Advisory Team
Evangelism Dept. & Curriculum/Advisory Team
Evangelism Dept. & Curriculum/Advisory Team
Launch “AEC School of Evangelism” and conduct quarterly training sessions
Implement certification process and collect participant feedback
Evangelism Dept. & Facilitator
August - September 2025 Curriculum draft approved by leadership
September - October 2025 Manual completed and distributed to all registered participants
October - November 2025 At least 10 facilitators trained and certified
Q4 2025 – Q2 2026
Program launched 4 sessions conducted 85%+ attendance rate each session
Certify at least 50 trained evangelists annually to lead evangelistic efforts across AEC territory
Evangelism Dept. & Advisory team
During each session & final review in Q2 2026
Evangelism Dept. & Advisory team
Annually starting January 2026
Certification criteria implemented % certified (target: 85% pastors, 50% lay leaders) Feedback survey response rate >70%
50+ evangelists certified by Dec 2026 Records of certification renewals annually thereafter
EVANGELISM
Action Plan 2:
Implement a mentorship program that pairs experienced leaders with trainees, coupled with quarterly assessments to track skill application and progress within local congregations
What Who Responsible? When?
Design and launch a mentorship program pairing experienced leaders with trainees
Train mentors on coaching, leadership, and supporting outreach skill development
Facilitate mentorship meetings and outreach activities in local congregations
Conduct quarterly assessments of trainees’ skill application within congregations
Report mentorship and assessment progress to leadership
Objective 2:
Evangelism Dept. & Research/Advisory Team
Evangelism Dept. & Curriculum/Advisory Team
Evangelism Dept. & Curriculum/Advisory Team, Mentors & Trainees
Evangelism Dept & Curriculum/Advisory Team
Evangelism Dept. & Mentorship Team
KPI
July - August 2025 Mentorship program launched Minimum 85% of trainees matched with mentors
August - September 2025 100% of mentors trained Mentor orientation completion records
September - October 2025 At least 1 mentorship meeting per month per pair Documented outreach activities
Quarterly (starting Dec 2025) 100% of mentees assessed quarterly % demonstrating outreach skill improvements
Quarterly (Dec 2025 –June 2026)
Quarterly reports submitted on time Improvement trends tracked and reviewed
To establish a comprehensive digital evangelism ministry that leverages modern technology and social media platforms to expand gospel outreach globally, engaging diverse age groups and cultural demographics within the AEC territory.
Smart Goal:
By June 2026, launch and fully operationalize a digital evangelism network that engages at least 75% of AEC congregations, trains 100 certified digital evangelists, and increases online Bible study participation by 50%, as measured through quarterly digital analytics, engagement metrics, and conversion tracking systems
Action Plan 3:
Build and Launch Digital Evangelism Training & Resource Hub
What Who Responsible? When? KPI
Conduct a digital needs assessment across AEC congregations to identify training and integration gaps
Develop digital evangelism training curriculum and create resource toolkit for congregations
Launch AEC Digital Evangelism Training Hub (online platform) with training modules and resources
Facilitate the first wave of training workshops for pastors, leaders, and communication teams
Provide ongoing support and monitor integration of digital ministry strategies within local congregations
Evangelism Dept. & Advisory Team, Communication Department
Evangelism Dept. & Advisory Team, Communication Department
Evangelism Dept. & Advisory Team, Communication Department
Evangelism Dept & Curriculum/Advisory Team, and Area Coordinators
Evangelism Dept & Curriculum/Advisory Team, and Area Coordinators
July - August 2025 Assessment completed by August 2025
Minimum 75% response rate from congregations
September – October 2025
Curriculum and toolkit completed by October 2025
Toolkit distributed to 100% of congregations
November 2025 Hub launched by November 2025 Training modules uploaded Platform user engagement data
December 2025 –January 2026
Digital Ministry Taskforce & Area Coordinators
Minimum 85% of congregations represented in workshops Participant feedback scores ≥ 80%
At least 80% of congregations actively implementing digital strategies Progress reports submitted by March 2026
WELLNESS
Action Plan 1:
DELIVERANCE: Rooted in Wellness (ROLE OUT PROGRAM)
What Who Responsible? When? KPI
Completion of Document AEC Health Director/ Staff 06/2026
Draft for edit/review
Curriculum course (Online)
HD/Advisory Council 09/2026
Complete podcast and other online resources
Book (Workbook)
HD/Editor/Advisory Council 12/2026
Marketing Resources
Action Plan 1:
HD/Media Team/ Others 12/2025
Identify 75% Local Health Ministry Directors in AEC
Book draft completed and ready for publication
Apparel and visual resources for DELIVERANCE
What Who Responsible? When? KPI
Upload/Update eAdventist information
Church Clerks/Pastors/ Health Ministry Director 12/ 2025
Network and monthly communication with local health leaders.
Ensure each church has a local health leader Pastors 09/2026
Online monthly zoom meetings and planning sessions
Action Plan 1:
Identify 75% Local Health Ministry Directors in AEC
What Who Responsible? When? KPI
Enroll 50% of AEC Employees
Health/Treasurer Dept. Rep./ED. Dept. 12/2025
Integrate Whole-life Health program
Health/Area Leaders/ Ministerial Dir/ED. Dept./Admin. 12/2025
Increase participation in Personify Health Program.
Testimonies from healthy employees of AEC
STEWARDSHIP
Objectives & Action Plans
1. Every congregation make AdventistGiving available to its members
2. Provide financial literacy education to all constituents and employees
3. Every employee and adult member have an up-to-date estate plan
4. Every church have a written case for support
5. Hire a full-time professional fundraiser for our schools
6. Study staffing alignment at all levels of the conference for sustainability
7. Sponsor senior education students through their last year of college in exchange for year of service in AEC
8. Every area have an associate Stewardship leader trained in fundraising
9. Encourage every church stewardship director to obtain a fundraising certification
10. Establish a credit union for Seventh-Day Adventist members and institutions
Objective 1:
Facilitate the digitization of financial stewardship by implementing AdventistGiving for churches and Automated Clearing House (ACH) for treasurers to create seamless, secure transactions.
Smart Goal #1
By December 31, 2025, implement AdventistGiving in all 33 remaining AEC congregations through a phased approach beginning with instructions on August 1st, as verified by Conference Treasury Department’s monthly adoption reports confirming each congregation has the system fully configured, tested, and available for member use.
1. Provide each of the 33 congregations that are not registered with documents and instructions for registering by July 15, 2025.
2. Receive a report from each of the 33 remaining congregations.
3. Receive a second report from each unregistered congregation.
Stewardship Director Area Leaders August 1, 2025 All 33 congregations have the needed documents and instructions.
Stewardship Director Area Leaders September 30, 2025 At least 15 congregations have registered.
Stewardship Director Area Leaders October 30, 2025 At least 10 more congregations registered.
4. Receive a third report from each unregistered congregation.
5. Receive a fourth report from each unregistered congregation.
Stewardship Director Area Leaders November 30, 3035 At least five more congregations registered.
Stewardship Director Area Leaders
December 30, 2025 Final three congregations registered.
Action Plan For Smart Goal 1
Smart Goal #2
By December 31, 2025, implement Automated Clearing House (ACH) transfers in 100% of AEC churches through a phased approach beginning with the distribution of signup paperwork on August 1st, as verified by the Conference Treasury Department’s monthly transaction reports confirming that each congregation has completed the necessary documentation and is successfully transmitting funds electronically.
What Who Responsible? When? KPI
1. Provide each congregation that is not registered with documents and instructions for registering by July 15, 2025.
2. Receive a report from each congregation.
3. Receive a second report from each unregistered congregation.
4. Receive a third report from each unregistered congregation.
5. Receive a fourth report from each unregistered congregation.
Stewardship Director Area Leaders August 1, 2025 All congregations have the needed documents and instructions.
Stewardship Director Area Leaders
Stewardship Director Area Leaders
September 30, 2025 At least 25% of congregations have registered.
October 30, 2025 At least 25% more congregations registered.
Stewardship Director Area Leaders
Stewardship Director Area Leaders
November 30, 3035 At least 25% more congregations registered.
December 30, 2025 Final 25% of congregations registered.
STEWARDSHIP
Objective 2:
Provide comprehensive financial literacy education to all AEC employees and constituents to enhance personal and organizational financial management skills and stewardship practices.
By October 1, 2027, implement financial literacy education reaching 100% of AEC employees and 70% of constituents by developing curriculum and deploying it through training sessions, classes, workshops, and EC-12 classrooms, as measured by participation records and assessment scores.
By October 1, 2027, implement financial literacy education reaching 100% of AEC employees and 70% of constituents by developing curriculum and deploying it through training sessions, classes, workshops, and EC-12 classrooms, as measured by participation records and assessment scores.
Smart Goal #3: What Who Responsible? When? KPI
1. Choose a curriculum or develop a curriculum with a budget for adults, and children.
2. Deploy the curriculum through conferences, workshops, classes, and in the EC-12 classrooms.
Stewardship Director Stewardship Committee VP for Finance/CFO Office of Education
Stewardship Director Office of Education
September 30, 2025 Decide on the curriculum options.
January 3, 2026 through October 1, 2027
1. 500 people complete the curriculum by December 31, 2026
2. 1,500 by July 30, 2027
3. 4,500 by October 1, 2027
Objective 3:
To establish a comprehensive estate planning program that ensures all AEC employees create and maintain current estate plans to secure their financial legacy.
Smart Goal #4:
By August 31, 2028, ensure all AEC employees complete estate plans through a phased approach of budget approval (December 2025), benefit communication (March 2026), and facilitated registration, as measured by quarterly completion reports documenting 100% participation.
What Who Responsible?
1. Receive a budget for the provision of an estate plan benefit for all AEC employees.
2. Communicate the benefit to the employees.
3. Register all employees to establish their estate plan.
Stewardship Director VP for Finance/CFO
Stewardship Director VP for Finance/CFO
Stewardship Director Area Leaders
When? KPI
December 31, 2025 Inclusion in 2026 conference budget
March 31, 2026 Presentation at Employees Meeting
1. June 31, 2026
2. December 31, 2026
3. March 31, 2027
4. October 1, 2027
5. March 31, 2028
6. August 31, 2028
1. 50% of all employees registered
2. 60% registered
3. 70% registered
4. 80% registered
5. 90% registered
6. 100% registered
EDUCATION
Objective 1:
To make AEC Christian education operable and affordable.
Smart Goal #1
By June 2027, increase the AEC school system’s revenue by at least $1million by implementing a systematic plan to increase funding, that will go towards a tuition assistance program, facilities, staffing, technology, transportation, special education, retaining of a grant writer, and additional resources. We will ensure clear communication with stakeholders, and accountability measures are in place to achieve this target.
Action Plan 1:
Encourage members to contribute at least 1% of their income and churches not associated with a school to allocate at least 1% of their budget to support scholarships.
What Who Responsible? When? KPI
Create a detailed proposal outlining the financial needs of the schools, the impact of contributions, and the mechanisms for collecting funds.
Conduct a campaign to educate church leaders and members about the importance of supporting Christian education, including testimonies, videos, and informational sessions.
Work with church boards to approve the allocation of 1% of their budgets to Christian education.
Set up an easy-to-use online and in-church giving platform for members to contribute 1% of their income directly to education. The online platform and the tithe envelope will have a 1%.
Conference Treasurer, Education Department, and Stewardship Ministry.
By June 2027. Completion of the proposal and approval by the Conference Executive Committee.
Communication Director, Education Director, and Local Pastors.
May 2025 to December 2025.
Conference Officers and Local Pastors.
Conference Treasurer, IT Team, and Stewardship Ministry.
100% of churches receive campaign materials and host at least one informational session.
June 2027. 100% of churches commit to the 1% budget contribution by the deadline.
June 2027. Functional contribution platform launched in 100% of churches by October 2025.
Churches will highlight on a continual basis how funds are used to encourage giving.
Celebrate churches annually based on the percentage that they give to Christian education.
Action Plan 2:
Local Educational Secretary, Pastors, Home and School Leader, Office of Education
June 2027. Churches provide plans on how they will highlight how the funds raised are being used.
Office of Education June 2027. Office of Education send pastors letters of thank you acknowledging their giving to Christian education
Expand and develop ECE programs or nurseries to attract new families, increase enrollment, and boost revenue.
What Who Responsible? When? KPI
Begin conducting feasibility studies based on the Union guidelines
Complete the steps outlined in the Union packet
Local School Board or local Church Board, Associate Superintendent assigned to ECE
Local School Board or local Church Board, Associate Superintendent assigned to ECE
September 2027 100% of all K-8 schools complete a feasibility study
September 2027
Hire and train qualified early childhood educators and support staff.
Market the program to local families, churches, and community organizations to increase awareness and enrollment.
Ensure compliance with state licensing requirements and safety regulations.
Local School Board or local Church Board, Associate Superintendent assigned to ECE
Local School Board or local Church Board, Associate Superintendent assigned to ECE
Local School Board or local Church Board, Associate Superintendent assigned to ECE
September 2027
Enrollment Growth, Facility Expansion, Retention Rates, Compliance & Accreditation
Enrollment Growth, Facility Expansion, Retention Rates, Compliance & Accreditation
September 2027
September 2027
Enrollment Growth, Facility Expansion, Retention Rates, Compliance & Accreditation
Enrollment Growth, Facility Expansion, Retention Rates, Compliance & Accreditation
EDUCATION
Action Plan 3:
To establish a tuition assistance program funded by member and nonmember donations, church contributions, and the endowment fund to support students who wish to attend Allegheny East Conference schools.
What Who Responsible? When? KPI
Define the eligibility criteria, application process, and allocation guidelines for the tuition assistance program. Include provisions for funds from 1% member income contributions, 1% church budget donations, and endowment fund earnings.
Implement systems to collect 1% of income from members and 1% of church budgets. Create a transparent process for tracking and managing contributions.
Educate church members and leaders about the tuition assistance program through newsletters, sermons, and town halls. Emphasize the impact of their contributions on student success.
VP of Finance for AEC, Superintendent, Finance Committee, Scholarship Committee, and School Administrators.
Church Treasurers, Conference Finance Team, and Endowment Fund Committee.
Within 6 months Completed program guidelines document.
Approval from the Allegheny East Conference board.
PR/Marketing Team, Pastors, and School Principals.
Within 6 months Contribution systems operational in all churches.
At least 50% of churches participating within the first 6 months.
Within 6 months Reach 80% of church members with the campaign materials.
Increase participation to 70% of members by Month 6.
Begin awarding tuition assistance to eligible students. Monitor the program’s effectiveness and provide regular updates to contributors. Scholarship Committee, School Administrators, and Finance Team.
Starting the 2025/2026 school year and ongoing annually.
Disbursement of 90% of funds collected within each cycle.
Quarterly impact reports showing student enrollment growth and success stories.
Action Plan 4:
To create a sustainable endowment fund that provides financial support for Allegheny East Conference schools to enhance educational programs, scholarships, facilities, and student success.
What Who Responsible? When? KPI
Leverage Churches: Train church education secretaries and Home and School leaders to promote AEC schools regularly in their congregations.
Church education secretaries, Home and School leaders, school administrators, and the AEC Office of Education.
Annual training sessions for church leaders; monthly outreach events and social media campaigns.
Community Outreach: Host open houses, community fairs, and information sessions to showcase AEC schools.
Church education secretaries, Home and School leaders, school administrators, and the AEC Office of Education.
Annual training sessions for church leaders; monthly outreach events and social media campaigns.
Number of church members reached through promotions.
Attendance at open houses and community events. Social media engagement metrics (clicks, shares, inquiries).
Increase in inquiries generated through outreach activities.
Number of church members reached through promotions.
Attendance at open houses and community events. Social media engagement metrics (clicks, shares, inquiries).
Increase in inquiries generated through outreach activities.
Transportation Support: Provide transportation for students to attend annual education programs at camp meetings.
Church education secretaries, Home and School leaders, school administrators, and the AEC Office of Education. Annual training sessions for church leaders; monthly outreach events and social media campaigns.
Enhanced Social Media Campaigns: Run targeted campaigns highlighting student success stories and program offerings.
Church education secretaries, Home and School leaders, school administrators, and the AEC Office of Education. Annual training sessions for church leaders; monthly outreach events and social media campaigns.
Number of church members reached through promotions.
Attendance at open houses and community events. Social media engagement metrics (clicks, shares, inquiries).
Increase in inquiries generated through outreach activities.
Number of church members reached through promotions.
Attendance at open houses and community events. Social media engagement metrics (clicks, shares, inquiries).
Increase in inquiries generated through outreach activities.
EDUCATION
Objective 2:
To develop and execute a comprehensive recruitment plan to maintain existing enrollment and attract new students and families to join AEC schools.
Smart Goal #1
Increase student enrollment across the Allegheny East Conference schools by 10% annually through the implementation of a targeted recruitment plan. This plan will include social media campaigns, community outreach events, updated school websites, and partnerships with local churches, with monthly progress tracked through inquiries, applications, and enrollment data.
Action Plan 1:
Strengthen Church and Community Partnerships
What Who Responsible? When? KPI
Have church education secretaries and Home & School leaders to consistently share AEC school updates with church members.
Church education secretaries, Home & School leaders, and church pastors.
• Annual: Training sessions for church education secretaries.
• Monthly: AEC school updates
• Annually: Organize education-themed Sabbaths
• Number of church presentations and engagement activities held.
• Increase in student inquiries from church-affiliated families.
• Percentage of new enrollees citing church school updates as a deciding factor.
Ensure AEC schools have an active presence in local churches by hosting education-themed Sabbaths, student performances, and testimonial segments.
Coordinate with local churches to provide transportation for students attending Camp Meeting education programs for greater visibility.
Church education secretaries, Home & School leaders, constituent school principal, and church pastors.
Annually: Organize education-themed Sabbaths.
Provide transportation for students to attend Camp Meeting education programs for greater visibility.
Annually: Organize education-themed Sabbaths and Camp Meeting student participation.
• Increase in student inquiries from church-affiliated families.
• Percentage of new enrollees citing church school updates as a deciding factor.
Attendance at Camp Meeting education programs.
Schedule annual training from the AEC Office of Education for church education secretaries to ensure they are well equipped to promote the schools.
Action Plan 2:
Annual: Training sessions for church education secretaries..
Number of church presentations and engagement activities held.
• Percentage of new enrollees citing church outreach.
Expand Program Offerings to Attract More Families What Who Responsible? When? KPI
Ensure schools have essential resources such as P.E. programs, technology integration, music, sports, STEM, and counseling services.
School board, principal and pastor
June 2027
Establish Early Childhood Education (ECE) or daycare programs to attract families earlier and build long-term enrollment stability.
Establish Early Childhood Education (ECE) or daycare programs.
Educate church
Implement a full breakfast and lunch program aligned with AEC’s dietary policies and teach students about nutrition as a life skill.
Implement a full breakfast and lunch program promoting healthy eating habits.
June 2027
• Number of new programs introduced.
• Percentage increase in student enrollment due to new offerings.
• Student and parent satisfaction ratings on new programs.
• Retention rate improvements in schools offering enhanced services.
Percentage increase in student enrollment due to ECE program
June 2027 Percentage increase in student enrollment due to implementation of breakfast program.
EDUCATION
Action Plan 3:
Enhance Marketing and Digital Presence.
What Who Responsible?
Develop a strong social media strategy across platforms to showcase student achievements, testimonials, and school events.
Administrative assistant, principal or staff designee, AEC PR office
When?
Quarterly: Social media updates and website content refresh.
• Annually: Distribution of marketing materials to churches and community centers.
KPI
Increase in website traffic and social media engagement.
• Number of inquiries and applications generated from online marketing.
• Growth in school visibility measured through survey responses.
• Number of marketing materials distributed and used effectively.
Ensure each school's website is updated regularly with key information, enrollment procedures, and success stories.
Administrative assistant, principal or staff designee, AEC PR office
Quarterly: Social media updates and website content refresh.
• Increase in website traffic and social media engagement. Number of inquiries and applications generated from online marketing.
• Growth in school visibility measured through survey responses.
Create professional marketing materials (brochures, videos, testimonials) to distribute in churches, community centers, and online.
Administrative assistant, principal or staff designee, AEC PR office
Quarterly: Distribution of marketing materials to churches and community centers.
Number of marketing materials distributed and used effectively.
If school budgets support Implement a part-time administrative assistant or marketing staff member to manage communications, inquiries, and social media updates consistently.
Administrative assistant, principal or staff designee, marketing staff member
Quarterly: Social media updates and website content refresh.
• Quarterly: Distribution of marketing materials to churches and community centers.
Action Plan 4:
Improve Accessibility and Transportation
Increase in website traffic and social media engagement.
• Number of inquiries and applications generated from online marketing.
• Growth in school visibility measured through survey responses.
• Number of marketing materials distributed and used effectively.
What Who Responsible? When? KPI
Expand transportation options to accommodate families in different locations and improve accessibility.
School board, school principal June 2027
• Number of students benefiting from new transportation services.
• Percentage of families citing transportation as a reason for enrollment.
• Cost-effectiveness of expanded transportation routes.
• Reduction in transportation-related barriers to school enrollment.
Coordinate with churches to assist with transportation for school visits and promotional events.
School board, church board, school principal June 2027
• Number of students benefiting from new transportation services.
• Percentage of families citing transportation as a reason for enrollment.
• Cost-effectiveness of expanded transportation routes.
• Reduction in transportation-related barriers to school enrollment.
EDUCATION
Action Plan 3:
Maximize Visibility through Events and Outreach
What Who Responsible? When? KPI
Host open houses, school fairs, and community outreach events to introduce families to AEC schools.
Ensure that AEC schools participate in high-visibility events (e.g., conferences, conventions, community gatherings) to showcase their offerings.
Adjust the timing of Camp Meeting education programs to maximize student attendance and engagement, aligning with other conferences' best practices.
Train school leaders and staff on how to “sell” Christian education effectively when interacting with prospective families.
School board and principal
Quarterly: Host open house, school fairs and outreach events.
Increase in enrollment directly linked to recruitment events.
School board, principal, and superintendent
Allegheny East Conference Superintendent in conjunction with Camp Meeting planning committee.
Annually: Participate in major enrollment events and Camp Meeting education sessions.
Annually: Organize education program at Camp Meeting sessions.
Increase in enrollment directly linked to recruitment at highvisibility events.
Increase in enrollment directly linked to attendance of Camp Meeting education program.
Superintendent or outside organization selected by the superintendent.
Annually
Effectiveness of staff training based on conversion rates from inquiries to enrollment.
Objective 3:
To upgrade and modernize school facilities within the Allegheny East Conference by addressing structural deficiencies, improving safety standards, and incorporating technology-enhanced learning environments to foster student engagement and academic success.
Smart Goal #1
Support local churches and schools in their efforts to renovate or rebuild their school facilities, prioritizing those housed in old churches or outdated facilities, to meet modern educational standards. This will include updated safety measures, improved classroom functionality, and integration of advanced technology, with progress evaluated annually through facility audits
Action Plan 1:
Implement a Standardized Facility and Maintenance Checklist
What Who Responsible? When? KPI
Distribute a Conferenceapproved Facility and Maintenance Checklist to all schools in the spring, ensuring completion before the end of summer.
Superintendent, principal
Ensure schools meet district and state compliance standards by incorporating safety, accessibility, and environmental regulations into the checklist.
Require schools to submit completed checklists to the Office of Education for review and follow-up.
• Schools complete checklists May 1 annually.
• Office of Education reviews submissions and follows up before the new school year.
Superintendent or designated associate superintendent June 2027
School principal, school board, superintendent or designated associate superintendent
Office of Education reviews submissions and follows up before the new school year.
• Percentage of schools completing checklists on time.
• Number of compliance issues identified and resolved.
• Improvement in facility safety ratings year over year.
• Percentage of schools in compliance with state safety regulations.
• Percentage of schools completing checklists on time.
• Number of compliance issues identified and resolved.
• Improvement in facility safety ratings year over year.
EDUCATION
Action Plan 2:
Establish Annual Facility and Maintenance Assessments
What Who Responsible? When? KPI
Local school boards develop a facility and maintenance committee teams to annually assess facility needs.
School board or church board June 2027
Local school boards coordinate with specialists (e.g., structural engineers, electricians, and safety inspectors) to address concerns.
School board, principal, and superintendent
Annually starting June 2027
• Number of schools assessed annually. Percentage of facility concerns addressed within a year.
• Improvement in facility ratings across all schools.
• Number of schools assessed annually. Percentage of facility concerns addressed within a year.
• Improvement in facility ratings across all schools.
Ensure schools create an action plan to systematically address urgent and long-term facility upgrades.
School principal, school board, superintendent or designated associate superintendent.
Action Plan 3:
Annually starting June 2027
• Number of schools assessed annually.
• Percentage of facility concerns addressed within a year.
• Improvement in facility ratings across all schools.
Establish Annual Facility and Maintenance Assessments
What Who Responsible? When? KPI
Organize fundraising initiatives to support school facility enhancements.
Local school board and school principal
Annually starting June 2027
Total funds raised for facility improvements annually.
Identify and engage potential donors willing to contribute to capital improvement projects.
Maintain an updated list of capital improvement projects on the local level and at the Office of Education to align funding opportunities with school needs.
Action Plan 4:
Local school board and school principal
Annually starting June 2027
School principal, school board, superintendent or designated associate superintendent
Annually starting June 2027
Establish Annual Facility and Maintenance Assessments
Total funds raised for facility improvements annually.
• Number of schools receiving funding support.
• Percentage of identified projects completed each year.
What Who Responsible? When? KPI
Recruit church members and community volunteers to assist with summer facility maintenance, including painting, landscaping, and minor repairs.
Encourage area leaders to identify skilled volunteers (e.g., plumbers, electricians, painters) to contribute their expertise.
Action Plan 5:
Local school board, principal, and pastors
Annually starting June 2027
Local school board, principal, and pastors
Annually starting June 2027
Implement Monthly Facility Reporting at the Local School Board Level
Number of volunteers participating annually. Number of schools benefiting from volunteer-led projects. Cost savings from volunteer labor contributions.
Number of volunteers participating annually. Number of schools benefiting from volunteer-led projects. Cost savings from volunteer labor contributions.
What Who Responsible? When? KPI
Require each school to submit a monthly facility report to their local school board.
Principal and local school board
Annually starting June 2027
Number of maintenance issues resolved within a month.
Reduction in emergency repairs due to proactive reporting.
EDUCATION
Action Plan 5:
Implement Monthly Facility Reporting at the Local School Board Level
Ensure that school boards review and discuss facility needs regularly to address urgent maintenance issues proactively.
Use the reports to guide decision-making on budget allocations for facility upgrades and compliance needs.
Principal and local school board
Annually starting June 2027
Principal and local school board
Annually starting June 2027
• Number of maintenance issues resolved within a month.
• Reduction in emergency repairs due to proactive reporting.
• Percentage of schools submitting reports on time.
• Number of maintenance issues resolved within a month.
• Reduction in emergency repairs due to proactive reporting.
Action Plan 6:
Enhance Classroom Furniture and Technology
Assess and replace outdated or damaged furniture to ensure age-appropriate and functional classroom environments.
Principal and local school board
Integrate modern technology into classrooms, such as interactive whiteboards, updated computers, and digital learning tools.
Principal and local school board
• School-wide furniture and technology assessments conducted in the fall starting June 2027.
• Upgrades implemented before the start of the next academic year.
Start June 2027 and revisit annually
• Number of classrooms updated annually.
• Percentage of students with access to modern technology.
• Improvement in teacher and student satisfaction with classroom resources.
• Number of classrooms updated annually.
• Percentage of students with access to modern technology. Improvement in teacher and student satisfaction with classroom resources.
Seek grants and donations to support technology enhancements and equipment upgrades.
Principal, local school board, Superintendent or designee
Start June 2027 and revisit annually
Number of classrooms updated annually.
• Percentage of students with access to modern technology.
• Improvement in teacher and student satisfaction with classroom resources.
Action Plan 7:
Local School Boards Develop a Long-Term Capital Improvement Strategy as part of their strategic plan
Maintain an ongoing list of facility improvement projects for strategic planning and donor engagement.
Work with financial and facility experts to create a phased plan for longterm structural improvements.
Principal, local school board, Superintendent or designee
Start June 2027 and revisit annually Number of schools with long-term improvement plans.
• Percentage of planned capital projects completed on schedule.
• Increase in overall facility condition ratings over time.
Ensure all upgrades align with the mission of AEC schools, fostering safe, modern, and engaging learning environments.
Principal, local school board, Superintendent or designee
Start June 2027 and revisit annually
Principal, local school board, Superintendent or designee
Start June 2027 and revisit annually
• Number of schools with long-term improvement plans.
• Percentage of planned capital projects completed on schedule.
• Increase in overall facility condition ratings over time.
• Number of schools with long-term improvement plans.
• Percentage of planned capital projects completed on schedule.
• Increase in overall facility condition ratings over time.
EDUCATION
Objective 4:
To establish a comprehensive REACH program within the Allegheny East Conference school system that provides individualized support, resources, and services to meet the diverse learning needs of all students.
Smart Goal #1
Have a REACH Coordinator in all Allegheny East Conference schools by training a staff member in each school on how to follow the REACH process outlined in the Columbia Union Code ensuring access to necessary resources and accommodations for students with special needs. Success will be measured through the enrollment and support of at least 10% of students requiring special education services, with annual reviews of program effectiveness and compliance.
Action Plan 1:
Hire Special Education Teachers
What Who Responsible? When? KPI
Begin by hiring a special education teacher to serve the entire conference and gradually add additional teachers as the budget permits.
Superintendent, HR, EC/12 School Board
2028/2029 School Year
• Number of special education teachers hired.
• Number of geographical areas with at least one special education teacher.
Develop a phased hiring plan to ensure that each geographical area has at least one dedicated special education teacher over time.
Assess student needs across AEC schools to determine where additional special education staff should be prioritized.
Superintendent, HR, EC/12 School Board
2028/2029 School Year
Superintendent, HR, EC/12 School Board
2028/2029 School Year
• Number of special education teachers hired.
• Number of geographical areas with at least one special education teacher. Student-tospecial education teacher ratio
• Number of special education teachers hired annually.
• Number of schools with at least one special education teacher.
• Student-to-special education teacher ratio.
Action Plan 2:
Provide REACH Orientation for Teachers
What Who Responsible? When? KPI
Conduct an orientation for all teachers on the REACH process outlined in the Columbia Union Code, emphasizing differentiation of instruction and classroom accommodations.
Educate teachers on how to differentiate instruction to meet the needs of all learners. .
Superintendent, Associate Superintendents
Ensure school leadership is trained to support special education initiatives within their schools.
Superintendent, Associate Superintendents
2026/2027 School Year Number of schools differentiating instruction and implementing accommodations effectively.
Superintendent, Associate Superintendents
2026/2027 School Year Number of schools differentiating instruction and implementing accommodations effectively.
2026/2027 School Year Number of schools differentiating instruction and implementing accommodations effectively.
EDUCATION
Action Plan 3:
Offer Ongoing Professional Development
What Who Responsible? When? KPI
Implement specialized professional development (PD) sessions on working with students with special needs through the Adventist Learning Community and other educational platforms.
Host workshops led by experts in special education to help teachers develop effective strategies for differentiated instruction.
Ensure training includes compliance with legal requirements for special education services and accommodations.
Action Plan 4:
Superintendent, Associate Superintendent, AEC Curriculum Committee
2027/2028 School Year • Number of PD sessions conducted annually.
• Percentage of teachers participating in special education PD.
Superintendent, Associate Superintendent, AEC Curriculum Committee
2027/2028 School Year • Number of PD sessions conducted annually.
• Percentage of teachers participating in special education PD.
Superintendent, Associate Superintendent, AEC Curriculum Committee
2027/2028 School Year • Number of PD sessions conducted annually.
• Percentage of teachers participating in special education PD.
Leverage Church and Alumni Networks for Training and Support
What Who Responsible? When? KPI
Identify members, alumni, and professionals in local churches who have expertise in special education and invite them to conduct training sessions.
REACH Coordinator, Principal, Pastor
2027/2028 School Year • Number of church/ alumni-led training sessions.
Develop a mentorship program where experienced special educators provide guidance to new teachers.
Action Plan 5:
REACH Coordinator, Principal, Pastor, Local School Board
Utilize a Proficiency Exam for New Students
2027/2028 School Year Number of educators paired in mentorship programs.
What Who Responsible? When? KPI
Implement a proficiency exam for all new students enrolling in AEC schools to assess learning needs early.
Teachers, Principals
Use assessment results to develop a REACH plan for students who require additional support.
REACH Coordinator, REACH Team
2026/2027 School Year • Percentage of new students assessed upon enrollment.
• Number of students identified for Individualized Learning Plans (ILPs).
• Student progress in ILPs based on periodic assessments.
2026/2027 School Year • Percentage of new students assessed upon enrollment.
• Number of students identified for Individualized Learning Plans (ILPs).
• Student progress in ILPs based on periodic assessments.
Ensure teachers review, REACH plans, IEPs, and 504s to adapt instruction based on student needs.
Teacher, REACH Coordinator
2026/2027 School Year Percentage of new students assessed upon enrollment.
• Number of students identified for Individualized Learning Plans (ILPs).
• Student progress in ILPs based on periodic assessments.
EDUCATION
Action Plan 6: Action Plan 7:
Secure Funding and Resources for Special Education Services
What Who Responsible? When? KPI
Seek grants and donors to support the hiring of special education teachers and the purchase of specialized learning materials.
Ensure schools have appropriate accommodations and technology for students with special needs (e.g., assistive technology, resource rooms, and adaptive learning tools).
Local School Board, Superintendent, Grant Writer
Principal, REACH Coordinator
Establish a Support Network for Families
2026/2027 School Year
• Amount of funding secured annually.
• Number of schools equipped with specialized resources.
• Number of students receiving financial support for services.
2026/2027 School Year
• Amount of funding secured annually.
• Number of schools equipped with specialized resources.
• Number of students receiving financial support for services.
What Who Responsible? When? KPI
Develop a parent resource group to educate families on navigating special education services and advocating for their children.
Provide workshops for parents on supporting students with special needs at home.
Encourage collaboration between families and teachers to create a supportive learning environment.
Home and School, Principal, REACH Coordinator
Home and School, Principal, REACH Coordinator
Home and School, Principal, REACH Coordinator
2026/2027 School Year
• Parent satisfaction survey results.
• Increase in parental engagement in special education planning.
2026/2027 School Year Number of parents participating in workshops.
2026/2027 School Year Parent satisfaction survey results.
• Increase in parental engagement in special education planning.
Objective 5:
To integrate evangelism into the educational experience within Allegheny East Conference schools, fostering spiritual growth and increasing student engagement with the Seventh-day Adventist message, resulting in increased baptisms.
Smart Goal
Increase student baptisms by 15% through weekly chapel services, Bible study groups, spiritual mentorship programs with constituent pastors, weeks of prayer, and collaboration with local churches for evangelistic events. Progress will be monitored through quarterly baptism reports and student participation metrics.
Action Plan 1:
Establish Regular Weeks of Prayer
What Who Responsible? When? KPI
Schedule Weeks of Prayer at least twice a year with engaging speakers, student participation, and spiritual activities.
Invite constituent or AEC pastors to lead sessions, weeks of pray, Friday chapels and share testimonies.
Incorporate interactive elements such as music, small group discussions, and personal reflection to make the experience chapel, weeks of prayer impactful.
School Chaplain (PFA), Principals, Local Pastors, Students
Every school year starting 2025/2026 school year
Number of students requesting Bible studies or baptism after events.
School Chaplain (PFA), Principals, AEC Pastors, Students
Every school year starting 2025/2026 school year
School Chaplain (PFA), Principals, AEC Pastors, Students
Every school year starting 2025/2026 school year
Number of students requesting Bible studies or baptism after events..
Number of students requesting Bible studies or baptism after events.
EDUCATION
Action Plan 2:
Implement Bible Study Classes Led by Pastors
What Who Responsible? When? KPI
Partner with constituent or AEC pastors to offer weekly or biweekly Bible study classes for students who request to participate.
Ensure classes are engaging and interactive, allowing students to ask questions and deepen their understanding of Adventist beliefs.
School Chaplain (PFA), Principals, AEC Pastors
Every school year starting 2025/2026 school year
• Number of students attending Bible studies regularly.
• Number of students expressing interest in baptism.
School Chaplain (PFA), Principals, AEC Pastors
Every school year starting 2025/2026 school year
• Number of students attending Bible studies regularly.
• Number of students expressing interest in baptism.
• Student engagement levels based on class participation and feedback.
Encourage voluntary participation in baptismal classes for students who express interest.
School Chaplain (PFA), Principals, AEC Pastors, Teachers
Action Plan 3:
Foster Christlike Character Development
Every school year starting 2025/2026 school year
What Who Responsible? When?
Incorporate lessons on kindness, love, and Christian values into daily classroom discussions and activities.
Teachers, Principal, Staff Every school year starting 2025/2026 school year
Number of students attending Bible studies regularly.
• Number of students expressing interest in baptism.
KPI
• Number of students receiving character awards.
• Improvement in school climate survey responses on kindness and respect.
• Teacher feedback on student behavioral changes.
Schools recognize students who demonstrate Christlike behavior through monthly awards or acknowledgments.
Encourage teachers and staff to model what it means to be a Seventh-day Adventist Christian in their actions and interactions.
Teachers, Principal, Staff
Every school year starting 2025/2026 school year
Number of students receiving character awards.
• Improvement in school climate survey responses on kindness and respect.
• Teacher feedback on student behavioral changes.
Teachers, Principal, Staff Every school year starting 2025/2026 school year
• Number of students receiving character awards.
• Improvement in school climate survey responses on kindness and respect.
• Teacher feedback on student behavioral changes.
Action Plan 4:
Provide Adventist Beliefs Orientation for Parents
What Who Responsible? When? KPI
Include a session on Adventist beliefs in the orientation process during back to school night or at Home and School for new families.
Principals, AEC Pastors, Home and School Associations
Every school year starting 2025/2026 school year
Number of parents attending orientation sessions.
• Parent survey responses on understanding and engagement with Adventist beliefs.
• Participation rates in AEC church attendance
Distribute informational materials or direct new parents to Adventist websites explaining core Adventist doctrines, the school’s spiritual mission, and ways families can support their child’s faith journey.
Principals, AEC Pastors, Home and School Associations
Every school year starting 2025/2026 school year
• Number of parents attending orientation sessions.
Parent survey responses on understanding and engagement with Adventist beliefs.
• Participation rates in AEC church attendance
EDUCATION
Action Plan 4:
Provide Adventist Beliefs Orientation for Parents
Offer ongoing opportunities for parents to engage in Bible study or attend church and school-led spiritual programs.
Principals, AEC Pastors, Home and School Associations
Every school year starting 2025/2026 school year
• Number of parents attending orientation sessions.
• Parent survey responses on understanding and engagement with Adventist beliefs.
Participation rates in AEC church attendance
Action Plan 5:
Teach and Reinforce the Adventist Creed
What Who Responsible? When? KPI
Ensure all students learn and understand the Adventist education creed
Incorporate the creed into school assemblies, recite it each morning in class or during morning announcements to strengthen student identity and connection to the Adventist faith.
Action Plan 6:
Principal, Teachers Every school year starting 2025/2026 school year
Principal, Teachers Every school year starting 2025/2026 school year
Student retention, reciting and understanding of the creed
Student retention, reciting and understanding of the creed
Strengthen Church-School Collaboration
What Who Responsible? When? KPI
Have constituent pastors visit schools regularly to engage with students and provide spiritual mentorship.
Principal, Constituent and AEC Pastors
Every school year starting 2025/2026 school year
Number of pastoral visits to schools.
Encourage student participation in church ministries, such as preaching, collecting offerings, or reading scripture during worship services.
Ensure schools work closely with Pathfinders, integrating Pathfinder activities into school events and allowing students to earn spiritual and leadership honors.
Action Plan 7:
Principal, Constituent and AEC Pastors
Every school year starting 2025/2026 school year
Student participation in church ministries and Pathfinders.
• Feedback from churches on student involvement.
Principal, Constituent and AEC Pastors, Pathfinder Leaders
Every school year starting 2026/2027 school year
• Student participation in church ministries and Pathfinders.
Infuse Prayer and Bible Reading into Daily School Life
Who Responsible?
Ensure every school begins the day with prayer and Bible reading/worship.
Principal, Teachers
Encourage student-led prayers to help them develop confidence in their faith.
Principal, Teachers
Every school year starting 2025/2026 school year
Student feedback on the impact of daily worship practices.
• Observed increase in student spiritual engagement.
Incorporate Bible promises and devotional thoughts into school bulletins and announcements to create a spiritually uplifting environment.
Principal, Teachers
Every school year starting 2025/2026 school year
• Student feedback on the impact of daily worship practices.
• Observed increase in student spiritual engagement.
Every school year starting 2025/2026 school year
Student feedback on the impact of daily worship practices.
• Observed increase in student spiritual engagement.
EDUCATION
Objective 6:
To enhance the academic rigor and cultural relevance of the curriculum in Allegheny East Conference schools, fostering critical thinking, academic excellence, and a deeper connection to students’ diverse cultural backgrounds.
Smart Goal
By August 2026, supplement the curriculum across all Allegheny East Conference schools to increases academic rigor and make it more cultural relevant by incorporating advanced coursework, projectbased learning, and critical thinking activities while integrating culturally relevant content. Success will be measured by a 10% improvement in standardized test scores and a 90% satisfaction rate in annual student and parent surveys assessing curriculum relevance and engagement.
Action Plan 1:
Establish System-Wide Benchmarks for Academic Excellence
What Who Responsible? When? KPI
Develop standardized academic benchmarks across all AEC schools to ensure consistency and high expectations in core subjects.
Principal, Associate Superintendent Assigned to Curriculum, Teachers
Regularly assess student progress through formative and summative assessments aligned with these benchmarks.
Principal, Associate Superintendent Assigned to Curriculum, Teachers
Start 2026/2027 School Year Student performance improvement in standardized tests
Use data-driven instruction to tailor support and interventions for students who need additional academic assistance.
Principal, Associate Superintendent Assigned to Curriculum, Teachers
Start 2026/2027 School Year Student performance improvement in standardized tests
Start 2026/2027 School Year Student performance improvement in standardized tests
Action Plan 2:
Implement a Culturally Responsive Curriculum Framework
What Who Responsible? When? KPI
Overlay a culturally responsive framework onto the existing NAD curriculum to ensure inclusivity and relevance.
Incorporate literature, historical perspectives, and contributions from diverse cultures, particularly those representative of the student body.
Ensure cultural representation in instructional materials to affirm students’ identities and experiences.
Action Plan 3:
Principal, Associate Superintendent Assigned to Curriculum, Teachers
Principal, Associate Superintendent Assigned to Curriculum, Teachers
Start 2026/2027 School Year Increased student engagement; positive student/parent feedback on cultural inclusivity
Start 2026/2027 School Year Increased student engagement; positive student/parent feedback on cultural inclusivity
Principal, Associate Superintendent Assigned to Curriculum, Teachers
Start 2026/2027 School Year Increased student engagement; positive student/parent feedback on cultural inclusivity
Provide Strategic Professional Development on Cultural Responsiveness
What Who Responsible? When? KPI
Train teachers on culturally responsive teaching strategies to help them integrate diverse perspectives into their instruction.
Ensure PD sessions are strategically timed so that teachers can immediately implement what they’ve learned in the classroom.
Engage experts in culturally responsive pedagogy to provide ongoing coaching and support.
Principal, Associate Superintendent Assigned to Curriculum, Teachers
Start 2026/2027 School Year Observation of cultural responsiveness during classroom observations
Principal, Associate Superintendent Assigned to Curriculum, Teachers
Start 2026/2027 School Year Observation of cultural responsiveness during classroom observations
Principal, Associate Superintendent Assigned to Curriculum, Teachers
Start 2026/2027 School Year Observation of cultural responsiveness during classroom observations
EDUCATION
Action Plan 4:
Promote Cultural Representation in Learning Environments
What Who Responsible? When? KPI
Ensure every school visually reflects the cultural diversity of the community and students it serves.
Use diverse texts, examples, and teaching methods that align with students’ cultural backgrounds and lived experiences.
Create opportunities for students to explore and celebrate their heritage through projects, discussions, and schoolwide events.
Action Plan 5:
School Principals, Teachers Start 2026/2027 School Year
School Principals, Teachers Start 2026/2027 School Year
Student participation in cultural programs; survey data on school climate
Student participation in cultural programs; survey data on school climate
School Principals, Teachers Start 2026/2027 School Year
Differentiate Instruction to Meet Diverse Learning Needs
Student participation in cultural programs; survey data on school climate
What Who Responsible? When? KPI
Implement differentiated instruction strategies to cater to students’ varied learning styles and academic levels.
Provide teachers with tools and resources to adapt lessons for different learners, including gifted students and those needing extra support.
Encourage studentcentered learning approaches such as project-based learning, inquiry-based instruction, and collaborative discussions.
Principals, Teachers Start 2025/2026 School Year
Principals, Teachers Start 2025/2026 School Year
Increase in student academic performance; teacher effectiveness ratings
Increase in student academic performance; teacher effectiveness ratings
Principals, Teachers Start 2025/2026 School Year
Increase in student academic performance; teacher effectiveness ratings
Objective 7:
To develop and implement a strategic principal and teacher recruitment and retention plan within the Allegheny East Conference school system. This plan will focus on attracting highly qualified educators, enhancing professional development opportunities, and fostering a supportive work environment to improve teacher satisfaction and long-term commitment.
Smart Goal
By August of each year, increase teacher recruitment and retention rates across Allegheny East Conference schools by 15% through targeted hiring initiatives, competitive salary and benefits packages, structured mentorship programs, and professional development opportunities. Progress will be tracked quarterly through teacher surveys, retention data, and exit interviews.
Action Plan 1:
Establish a Tuition Reimbursement Program
What Who Responsible? When? KPI
Implement a tuition reimbursement policy for teachers pursuing advanced degrees, covering a portion of tuition costs.
Ensure reimbursement is tied to a service commitment of at least five years, with a repayment requirement for early departures.
Communicate the availability of this benefit through annual teacher meetings, recruitment materials, and HR policies.
Action Plan 2:
HR Department, AEC Administration, AEC Office of Education
June 2027
HR Department, AEC Administration, AEC Office of Education
June 2027
HR Department, AEC Administration, AEC Office of Education
Fund Graduate Degrees for Teachers
June 2027
Number of teachers enrolling in graduate programs; retention rate of program participants
Number of teachers enrolling in graduate programs; retention rate of program participants
Number of teachers enrolling in graduate programs; retention rate of program participants
What Who Responsible? When? KPI
Provide financial support for teachers to obtain master’s or doctoral degrees, similar to the support offered to pastors.
HR Department, AEC Administration, AEC Office of Education
June 2027
Number of teachers completing graduate degrees; teacher retention rate
EDUCATION
Action Plan 3:
Increase Teacher Compensation
What Who Responsible? When? KPI
Advocate for and implement competitive salary increases to attract and retain top educators.
Regularly review salary structures to ensure they remain competitive with local and regional school districts.
Provide stipends or bonuses for highperforming teachers and those taking on leadership roles.
Action Plan 4:
HR Department, AEC Administration, AEC Office of Education
HR Department, AEC Administration, AEC Office of Education
June 2027
June 2027
HR Department, AEC Administration, AEC Office of Education
Implement Teacher Appreciation Initiatives
June 2027
Competitive salary benchmarking; improved teacher retention statistics
Competitive salary benchmarking; improved teacher retention statistics
Competitive salary benchmarking; improved teacher retention statistics
What Who Responsible? When? KPI
Develop a structured teacher appreciation program that includes annual awards, recognition events, and incentives.
Encourage school leadership to regularly acknowledge teachers' efforts through personalized messages, small gifts, or school-wide announcements.
Celebrate teachers during "Teacher Appreciation Week" with tokens of appreciation
School Principals, Constituent Churches, Home and School
Every school year starting 2025/2026 school year
School Principals, School Board
School Principals, Constituent Churches, Home and School
Every school year starting 2025/2026 school year
Teacher satisfaction survey results; participation in appreciation events
Teacher satisfaction survey results; participation in appreciation events
Every school year starting 2025/2026 school year
Teacher satisfaction survey results; participation in appreciation events
Action Plan 5:
Support Continuing Education Beyond Certification Requirements
What Who Responsible? When? KPI
Allocate funds for teachers to participate in continuing education courses that go beyond state certification requirements.
Offer financial incentives for teachers who complete specialized training that enhances student learning outcomes and have them train AEC teachers.
Action Plan 6:
HR Department, AEC Administration, AEC Office of Education
HR Department, AEC Administration, AEC Office of Education
June 2027
Number of teachers completing advanced training; student performance improvements
June 2027
Develop Upward Mobility and Leadership Pathways
Number of teachers completing advanced training; student performance improvements
What Who Responsible? When? KPI
Create structured career advancement tracks that allow teachers to grow into administrative or leadership roles.
Establish mentorship programs where experienced educators support early-career teachers in their professional growth.
Provide leadership training and workshops to prepare teachers for roles such as department heads, deans, and school administrators.
Superintendent June 2027
Superintendent June 2027
Superintendent June 2027
Number of teachers advancing to leadership roles; mentor-mentee program satisfaction
Number of teachers advancing to leadership roles; mentor-mentee program satisfaction
Number of teachers advancing to leadership roles; mentor-mentee program satisfaction
EDUCATION
Action Plan 7:
Increase Teacher Compensation
What Who Responsible? When? KPI
Stay informed on federal and state funding opportunities that support teacher salaries, training, and school improvement initiatives.
Apply for grants and state-sponsored programs that can enhance teacher professional development resources.
Objective 7:
Principals, Superintendent or Associate Superintendent June 2027
Principals, Superintendent or Associate Superintendent
Yearly starting June 2028
Amount of funding secured; number of teachers benefiting from financial support
Amount of funding secured; number of teachers benefiting from financial support
To educate and empower students in the Seventh-day Adventist school system with a comprehensive understanding of the Adventist health message, encouraging them to adopt healthy lifestyle habits in their daily lives based on the principles of nutrition, exercise, temperance, and spiritual well-being.
Smart Goal
By the end of each school year, 100% of students in the Allegheny East Conference schools will participate in a structured health education program that incorporates the Adventist health message. This will include hands-on activities, daily wellness practices, and integration into the curriculum. Success will be measured through student engagement, participation in health-related challenges, and self-reported behavior changes.
Action Plan 1:
Implement Daily Health Practices in Schools
What Who Responsible? When? KPI
Encourage students to drink adequate water daily by incorporating hydration challenges and providing water stations in classrooms.
Teachers, Principals Start 2026/2027 school year
Percentage of students participating in hydration challenges
Promote daily fresh air and physical activity by integrating short movement breaks, outdoor play, and PE classes.
Encourage healthy eating habits by offering plantbased lunch options and educating students on balanced nutrition.
Teachers, Principals Start 2026/2027 school year
Observation of daily physical activity sessions
Teachers, Principals Start 2026/2027 school year
Student feedback on meal preferences and consumption
Action Plan 2: Action Plan 3:
Incorporate the Adventist Health Message into the Curriculum
What Who Responsible? When? KPI
Use age-appropriate reading materials, case studies, and projects to help students understand the benefits of a healthy lifestyle.
Provide guest speakers, such as Adventist health professionals and nutritionists, to educate students on real-world applications.
Principal
Superintendent or Designee, Principal
Start 2026/2027 School Year • Number of healthbased lessons incorporated • Student performance on health-related assignments and projects
Start 2026/2027 School Year Number of speakers invited to speak on healthy living with a focus on health issues impacting individuals of color
Train Teachers and Staff on Health Principles
What Who Responsible? When? KPI
Provide professional development sessions for teachers on how to model and promote a healthy lifestyle.
Offer resources and lesson plans that help teachers integrate health topics into various subjects.
Superintendent, Principal, Teachers
Start 2027/2028 School Year Number of staff members trained
Superintendent, Principal, Teachers
Start 2027/2028 School Year Teacher-reported integration of health principles in lessons
EDUCATION
Action Plan 4:
Involve Parents and the Community
What Who Responsible? When? KPI
Host parent workshops and informational sessions on Adventist health principles to encourage a homeschool partnership.
Work with local Adventist churches to provide ongoing health seminars, cooking classes, and wellness programs for families.
Action Plan 5:
Principal, Home and School, Constituent Church Health Ministries
Start 2026/2027 school year Parent attendance at workshops
Principal, Home and School, Constituent Church Health Ministries
Establish a School Garden or Health Club
Start 2026/2027 school year Parent attendance at health seminars.
What Who Responsible? When? KPI
Create a school garden where students can grow fresh fruits and vegetables, teaching them the importance of whole foods and sustainable eating.
Principal, Teachers, Church Member Volunteers
Start 2026/2027 school year Number of students engaged in the school garden project
Incorporate cooking classes and hands-on nutrition lessons to help students develop lifelong healthy eating habits.
Principal, Teachers, Church Member Volunteers
Start 2026/2027 school year Production and consumption of fresh produce
Action Plan 6:
Establish a School Garden or Health Club
What Who Responsible?
Integrate daily prayer and mindfulness exercises to encourage students to trust in God for their overall well-being.
Pastors, Teachers, Pastors, Church Health Ministries
Start 2027/2028 school year • Participation rates in mindfulness and prayer exercises
• Student selfreports on stress management and spiritual growth Availability and utilization of counseling services
Teach students the importance of adequate rest and stress management, emphasizing the Sabbath as a time for physical and spiritual renewal.
Provide access to counseling and emotional support programs that address mental and spiritual health.
Pastors, Church Health Ministries
Start 2027/2028 school year
• Participation rates in mindfulness and prayer exercises
• Student selfreports on stress management and spiritual growth
• Availability and utilization of counseling services
Pastors, Counselors Start 2027/2028 school year Availability and utilization of counseling services
EDUCATION
Objective 9:
To expand and strengthen Adventist education within the Allegheny East Conference (AEC) by supporting existing schools in adding grades 9-10 to become junior academies, launching early childhood programs, and establishing new schools to meet the growing demand for faith-based education.
Smart Goal
Increase the number of AEC schools offering early childhood programs, junior academies, and new K-12 institutions, ensuring each school has sustainable funding, certified staff, and appropriate facilities. Success will be measured by the number of schools expanding or opening, enrollment growth, and financial stability.
Action Plan 1:
Support Schools Expanding to Junior Academy (Grades 9-10)
What Who Responsible? When? KPI
Conduct feasibility studies to assess demand and sustainability for expansion.
Assist schools in meeting NAD accreditation and staffing requirements for grades 9-10.
Local School Board, Church Board
Junior Academy Applications are due to the Columbia Union by February 1 for consideration
Superintendent, Associate Superintendent, School Board, Principal
Junior Academy Applications are due to the Columbia Union by February 1 for consideration
• Number of schools successfully expanding to junior academy status.
• Growth in 9th and 10th-grade student enrollment.
Number of schools successfully expanding to junior academy status.
• Growth in 9th and 10th-grade student enrollment.
Secure funding sources for facility upgrades, curriculum expansion, and teacher salaries.
Church Board, School Board Junior Academy Applications are due to the Columbia Union by February 1 for consideration
• Number of schools successfully expanding to junior academy status.
• Growth in 9th and 10th-grade student enrollment.
Action Plan 2:
Support Schools Expanding to Junior Academy (Grades 9-10)
What Who Responsible? When? KPI
Implement NADaligned early childhood curriculum for all AEC schools.
Associate Superintendent, Principals, Early Childhood Directors, Early Childhood Teachers
2027/2028 School Year
Secure funding for classroom modifications, licensing, and materials.
Make sure all early childhood programs meet NAD and state requirements for licensing
Local School Board, Principal 2027/2028 School Year
• Number of schools successfully launching early childhood programs.
Enrollment growth in ECE programs.
• Percentage of students transitioning from ECE to elementary grades.
Parent satisfaction ratings based on surveys.
• Number of schools successfully launching early childhood programs.
• Enrollment growth in ECE programs.
• Percentage of students transitioning from ECE to elementary grades.
• Parent satisfaction ratings based on surveys.
Launch a marketing campaign targeting young families through churches and social media.
Associate Superintendent, Principals, Early Childhood Directors, Early Childhood Teachers
2027/2028 School Year
Principals, Early Childhood Directors
2027/2028 School Year
• Number of schools successfully launching early childhood programs.
• Enrollment growth in ECE programs.
• Percentage of students transitioning from ECE to elementary grades.
• Parent satisfaction ratings based on surveys.
• Number of schools successfully launching early childhood programs.
• Enrollment growth in ECE programs.
• Percentage of students transitioning from ECE to elementary grades.
• Parent satisfaction ratings based on surveys.
EDUCATION
Action Plan 3:
Support Churches that want to development new AEC Schools K – 8th and 9 – 12th
What Who Responsible? When?
Assist churches in securing facilities, staffing, and curriculum resources.
Superintendent, Associate Superintendent, Church Boards, Pastors
Support churches in identifying high-need areas for new school development.
Superintendent, Associate Superintendent, Church Boards, Pastors
Timeline starts once a church or churches put in a request to start a new school
KPI
• Number of new schools successfully opened.
• Student enrollment numbers in newly established schools.
• Percentage of students transitioning to higher grades within AEC schools.
Timeline starts once a church or churches put in a request to start a new school
Assist churches in securing facilities, staffing, and curriculum resources.
Superintendent, Associate Superintendent, Church Boards, Pastors
Support constituent churches to establish a governance model ensuring new schools align with NAD, Columbia Union and AEC educational standards.
Superintendent, Associate Superintendent, Church Boards, Pastors
Timeline starts once a church or churches put in a request to start a new school
• Number of new schools successfully opened. Student enrollment numbers in newly established schools.
• Percentage of students transitioning to higher grades within AEC schools.
• Number of new schools successfully opened.
• Student enrollment numbers in newly established schools.
• Percentage of students transitioning to higher grades within AEC schools.
Timeline starts once a church or churches put in a request to start a new school
• Number of new schools successfully opened.
• Student enrollment numbers in newly established schools.
• Percentage of students transitioning to higher grades within AEC schools.
Action Plan 4:
Secure Sustainable Funding for School Expansion
What Who Responsible? When?
Identify grants, corporate sponsors, and donors to support school expansions or building a new school.
Superintendent, Associate Superintendent, Church Boards, Pastors
The process starts once a church or churches vote to expand an existing school or plant a new school
KPI
• Total amount of funds raised annually.
• Number of schools benefiting from financial aid programs.
YOUTH
Objective 1:
Enhancing Retention of Children, Youth, and Young Adults Through Meaningful Engagement.
Smart Goal:
Increase the retention rate of children, youth, and young adults within the AEC from 20% to 50% by 2027 by implementing targeted engagement initiatives, mentorship programs, leadership development opportunities, and enriched ministry experiences.
Action Plan 1:
Develop a Comprehensive Engagement Strategy for Retention.
What Who Responsible? When? KPI
Create a comprehensive plan for developing a sense of belonging, community, and spiritual growth for children, youth, and young adults.
Design and implement a structured approach for active involvement in church, and decisionmaking processes.
Youth Department Draft document by 2025, 25% of churches engaged by 2026
Set Up Framework to establish Public Campus Ministry in the AEC via churches and federations.
Establish Day Camps in all 6 Areas
Area Leaders, Local Church Pastors, Ministerial By 2025 increase of 20%, additional 20% 2026, and additional 20% by 2027.
• Number Trainings for Church community Production of resource manual
YD, Pastors Introduced by spring of 2027
• Assess Baseline
• Increase in small group participation.
• Number of children, youth, and young adults actively engaged in leadership roles.
• Growth in discipleship program enrollment.
• Retention percentage increases annually.
• Increased participation in local and conferencewide youth events.
Number of school campuses impacted
Youth Department Two in 2025, adding two more in 2026, and finally adding two more in 2027
Number of camps established
Action Plan 2:
Implement a Mentorship & Leadership Pipeline
What Who Responsible?
Create a structured mentorship and leadership development curriculum that intentionally invests in children, youth, and young adults
When?
Youth Department Curriculum completed (2026): Pilot April 2026
Annual Youth Congress & Leadership Convention to Provide structured leadership training for young adults and leaders.
Youth Department Starting January 2026
KPI
• Percentage of curriculum developed and finalized.
• Ensure the mentorship program launches on schedule.
• Number of mentorship materials developed and distributed.
• Identifying 6 mentors per area
• Number of children, youth, and young adults registered.
• Total mentorship and leadership workshops held.
• Lowering the median age of youth executives by 10 years. (church to youth executive pipeline)
YOUTH
Action Plan 3:
Establish a Young Adult Church designed to meet the unique spiritual and community needs of young adults (ages 18–35).
What Who Responsible? When? KPI
Develop a strategic plan, identify leadership team, and secure funding.
Allocate resources for leadership and church development
Launch a pilot phase, conduct interest meetings, and establish core ministries.
Officially plant one church, conduct inaugural services, and assess engagement impact
YD, Ministerial & Presidential, Area Leader, Director of Evangelism 2025
• Location secured and operational.
• Completion of strategic plan
Treasury , Presidential, Area Leader 2025 for use in 2026 Resources available for training and recruiting
YD, Ministerial & Presidential, Area Leader 2026
Core leadership team established and trained.
YD, Ministerial & Presidential, Area Leader Spring of 2027
• Growth in attendance and engagement.
• Number of young adults actively involved in leadership roles.
• Digital and in-person engagement metrics.
• Community impact through outreach and service projects.
Objective 2:
Establish Specialized Ministries for Children, Youth, and Young Adults
Smart Goal:
By 2027, provide specialized training for pastors and hire two rotating specialized pastors to enhance ministry effectiveness, strengthen engagement, and foster spiritual growth among children, youth, and young adults across the AEC.
Action Plan 1:
Hiring individuals that are specialized pastors in these areas.
What Who Responsible? When?
Define job roles, expectations and potential rotation structure.
YD, Ministerial & Presidential & Area Leaders 2025; to be revisited in 2026
Allocate funding for hiring Specialized Pastors & Training Treasury
Recruit and onboard pastors specializing in children, youth, or young adult ministries.
Action Plan 2:
Youth Department (YD), Ministerial & Presidential
Funds for one hire in 2025, one additional hire in 2026, add more as resources allow
Hire one pastor by 2026, one more by 2027
• Retention and effectiveness of new hires.
• Number of pastors hired. Number of trainings
• Number of pastors hired.
• Increase in ministry engagement.
• Retention and effectiveness of new hires.
Create a Pastors curriculum for targeted children, youth and young adult ministry.
What Who Responsible? When? KPI
Develop and implement one standardized curriculum
Youth Department , Ministerial Draft by 2025, pilot in 2026, implemented by 2027.
• Completion and adoption of curriculum.
• Pastors trained and certified.
Allocate funds for training and curriculum development Treasury 2025 Number of Trainings
