Refresh Strategic Plan Booklet_Lettersize

Allegheny East Conference of Seventh-day Adventists

Strategic Plan Draft Document

2025 1

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

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TABLE OF CONTENTS Office of The President

4

Contributors

5

Vision & Mission

6

Core Values

7

Evangelism

8

Wellness

12

Stewardship

14

Education

18

Youth

56

3

OFFICE OF THE PRESIDENT Dear Members of the AEC family,

work and engagement of each stakeholder and every member of our conference family.

The prophet Habakkuk reminds us to “Write

I invite you to pray over the contents of this

the vision and make it plain…that he may run

plan and seek God’s guidance on your role

that reads it” (Hab 2:2). I am pleased to share

in this collective effort to build the kingdom.

the product of several months of diligent work by our AEC directors, pastors, leaders,

We are reminded in Acts 3:19 that “the times

and executive committee members.

This

of refreshing will come from the presence of

booklet represents the shared vision and

the Lord.” This is the time of the end, and we

missional direction for our conference for

are in the season of Holy Ghost refreshing

years to come. Within these pages, you will

(Joel 2:28). Let’s work together and get

find the vision, core values, and mission of

ready for the refresh!! “Refresh AEC: Rebirth,

the Allegheny East Conference.

Renew, Revive”

Recently created and adopted by our

Serving Together,

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 4

Trevor Kinlock, PhD, MDiv

CONTRIBUTORS Evangelism

Education

Dr. Marcus Harris

Pearlita Jones

Dr. Dewaine Frazer

Donna Springer

Thomas Monk

Bitengo Kiage

Lee Kimani

Marva Shand-Mcintosh

JoVan Whyte

Dr. Renee Humphreys

Dr. Emil Peeler

Dr. John Alberty

Lakeisha Dickerson Frances Foote

Health

Dr. Anthony Medley Cheryl O. Chavers

Youth

Dr. Ramone Griffith

Denise Crarey Wadson Pericles

Orien Clairmont Daeshawn Gray LaTasha Hewitt

Stewardship Jackson Doggette, Jr.

Dr. Emile Duvivier Christopher Williams Nadege Duvernay Pastor Novella Smith

Teresa Best DuWayne Privette Erika Tross Roy Willis 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 5

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

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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.”

Innovation 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.

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.”

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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.

2. Implement a mentorship program that pairs experienced leaders with trainees, coupled with quarterly assessments to track skill application and progress within local congregations

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.

What Conduct needs assessment to identify key outreach skill gaps

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Who Responsible?

Evangelism Dept. & Research/Advisory Team

When?

July - August 2025

KPI Survey completed Minimum 75% response rate from target group

Design evangelism training curriculum

Evangelism Dept. & Curriculum/Advisory Team

August - September 2025

Curriculum draft approved by leadership

Develop and finalize standardized training manual

Evangelism Dept. & Curriculum/Advisory Team

September - October 2025

Manual completed and distributed to all registered participants

Recruit and train facilitators

Evangelism Dept. & Curriculum/Advisory Team

October - November 2025

At least 10 facilitators trained and certified

Launch “AEC School of Evangelism” and conduct quarterly training sessions

Evangelism Dept. & Facilitator

Q4 2025 – Q2 2026

Program launched 4 sessions conducted 85%+ attendance rate each session

Implement certification process and collect participant feedback

Evangelism Dept. & Advisory team

During each session & final review in Q2 2026

Certification criteria implemented % certified (target: 85% pastors, 50% lay leaders) Feedback survey response rate >70%

Certify at least 50 trained evangelists annually to lead evangelistic efforts across AEC territory

Evangelism Dept. & Advisory team

Annually starting January 2026

50+ evangelists certified by Dec 2026 Records of certification renewals annually thereafter

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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?

KPI

Design and launch a mentorship program pairing experienced leaders with trainees

Evangelism Dept. & Research/Advisory Team

July - August 2025

Mentorship program launched Minimum 85% of trainees matched with mentors

Train mentors on coaching, leadership, and supporting outreach skill development

Evangelism Dept. & Curriculum/Advisory Team

August - September 2025

100% of mentors trained Mentor orientation completion records

Facilitate mentorship meetings and outreach activities in local congregations

Evangelism Dept. & Curriculum/Advisory Team, Mentors & Trainees

September - October 2025

At least 1 mentorship meeting per month per pair Documented outreach activities

Conduct quarterly assessments of trainees’ skill application within congregations

Evangelism Dept & Curriculum/Advisory Team

Quarterly (starting Dec 100% of mentees 2025) assessed quarterly % demonstrating outreach skill improvements

Report mentorship and assessment progress to leadership

Evangelism Dept. & Mentorship Team

Quarterly (Dec 2025 – June 2026)

Quarterly reports submitted on time Improvement trends tracked and reviewed

Objective 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.

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 10

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

Evangelism Dept. & Advisory Team, Communication Department

July - August 2025

Assessment completed by August 2025 Minimum 75% response rate from congregations

Develop digital evangelism training curriculum and create resource toolkit for congregations

Evangelism Dept. & Advisory Team, Communication Department

September – October 2025

Curriculum and toolkit completed by October 2025 Toolkit distributed to 100% of congregations

Launch AEC Digital Evangelism Training Hub (online platform) with training modules and resources

Evangelism Dept. & Advisory Team, Communication Department

November 2025

Hub launched by November 2025 Training modules uploaded Platform user engagement data

Facilitate the first wave of training workshops for pastors, leaders, and communication teams

Evangelism Dept & Curriculum/Advisory Team, and Area Coordinators

December 2025 – January 2026

Minimum 85% of congregations represented in workshops Participant feedback scores ≥ 80%

Provide ongoing support and monitor integration of digital ministry strategies within local congregations

Evangelism Dept & Curriculum/Advisory Team, and Area Coordinators

Digital Ministry Taskforce & Area Coordinators

At least 80% of congregations actively implementing digital strategies Progress reports submitted by March 2026

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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

Book draft completed and ready for publication

Marketing Resources

HD/Media Team/ Others

12/2025

Apparel and visual resources for DELIVERANCE

Action Plan 1: Identify 75% Local Health Ministry Directors in AEC What

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Who Responsible?

When?

KPI

Upload/Update Church Clerks/Pastors/ eAdventist information Health Ministry Director

12/ 2025

Network and monthly communication with local health leaders.

Ensure each church has a local health leader

09/2026

Online monthly zoom meetings and planning sessions

Pastors

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

Increase participation in Personify Health Program.

Integrate Whole-life Health program

Health/Area Leaders/ Ministerial Dir/ED. Dept. /Admin.

12/2025

Testimonies from healthy employees of AEC

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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.

What

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Who Responsible?

When?

KPI

1. Provide each of the Stewardship Director 33 congregations that Area Leaders are not registered with documents and instructions for registering by July 15, 2025.

August 1, 2025

All 33 congregations have the needed documents and instructions.

2. Receive a report from each of the 33 remaining congregations.

Stewardship Director Area Leaders

September 30, 2025

At least 15 congregations have registered.

3. Receive a second report from each unregistered congregation.

Stewardship Director Area Leaders

October 30, 2025

At least 10 more congregations registered.

4. Receive a third report from each unregistered congregation.

Stewardship Director Area Leaders

November 30, 3035

At least five more congregations registered.

5. Receive a fourth report from each unregistered congregation.

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.

Stewardship Director Area Leaders

August 1, 2025

All congregations have the needed documents and instructions.

2. Receive a report from each congregation.

Stewardship Director Area Leaders

September 30, 2025

At least 25% of congregations have registered.

3. Receive a second report from each unregistered congregation.

Stewardship Director Area Leaders

October 30, 2025

At least 25% more congregations registered.

4. Receive a third report from each unregistered congregation.

Stewardship Director Area Leaders

November 30, 3035

At least 25% more congregations registered.

5. Receive a fourth report from each unregistered congregation.

Stewardship Director Area Leaders

December 30, 2025

Final 25% of congregations registered.

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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.

Smart Goal #3:

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.

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What

Who Responsible?

When?

KPI

1. Choose a curriculum or develop a curriculum with a budget for adults, and children.

Stewardship Director Stewardship Committee VP for Finance/CFO Office of Education

September 30, 2025

Decide on the curriculum options.

2. Deploy the curriculum through conferences, workshops, classes, and in the EC-12 classrooms.

Stewardship Director Office of Education

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?

When?

KPI

1. Receive a budget for the provision of an estate plan benefit for all AEC employees.

Stewardship Director VP for Finance/CFO

December 31, 2025

Inclusion in 2026 conference budget

2. Communicate the benefit to the employees.

Stewardship Director VP for Finance/CFO

March 31, 2026

Presentation at Employees Meeting

3. Register all employees to establish their estate plan.

Stewardship Director Area Leaders

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

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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?

Create a detailed proposal outlining the financial needs of the schools, the impact of contributions, and the mechanisms for collecting funds.

Conference Treasurer, Education Department, and Stewardship Ministry.

By June 2027.

Conduct a campaign to educate church leaders and members about the importance of supporting Christian education, including testimonies, videos, and informational sessions.

Communication Direc- May 2025 to tor, Education DirecDecember 2025. tor, and Local Pastors.

100% of churches receive campaign materials and host at least one informational session.

Work with church boards to approve the allocation of 1% of their budgets to Christian education.

Conference Officers and Local Pastors.

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.

Set up an easy-to-use onConference Treasurer, line and in-church giving IT Team, and Stewardplatform for members ship Ministry. to contribute 1% of their income directly to education. The online platform and the tithe envelope will have a 1%.

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KPI Completion of the proposal and approval by the Conference Executive Committee.

Churches will highlight on a continual basis how funds are used to encourage giving.

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.

Celebrate churches annually based on the percentage that they give to Christian education.

Office of Education

June 2027.

Office of Education send pastors letters of thank you acknowledging their giving to Christian education

Action Plan 2: 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

Local School Board or local Church Board, Associate Superintendent assigned to ECE

September 2027

100% of all K-8 schools complete a feasibility study

Complete the steps outlined in the Union packet

Local School Board or local Church Board, Associate Superintendent assigned to ECE

September 2027

Enrollment Growth, Facility Expansion, Retention Rates, Compliance & Accreditation

Hire and train qualified early childhood educators and support staff.

Local School Board or local Church Board, Associate Superintendent assigned to ECE

September 2027

Enrollment Growth, Facility Expansion, Retention Rates, Compliance & Accreditation

Market the program to local families, churches, and community organizations to increase awareness and enrollment.

Local School Board or local Church Board, Associate Superintendent assigned to ECE

September 2027

Enrollment Growth, Facility Expansion, Retention Rates, Compliance & Accreditation

Ensure compliance with state licensing requirements and safety regulations.

Local School Board or local Church Board, Associate Superintendent assigned to ECE

September 2027

Enrollment Growth, Facility Expansion, Retention Rates, Compliance & Accreditation 19

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.

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What

Who Responsible?

When?

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.

VP of Finance for AEC, Superintendent, Finance Committee, Scholarship Committee, and School Administrators.

Within 6 months

Implement systems to collect 1% of income from members and 1% of church budgets.

Create a transparent process for tracking and managing contributions.

Church Treasurers, Conference Finance Team, and Endowment Fund Committee.

Within 6 months

Completed program guidelines document.

Approval from the Allegheny East Conference board.

Contribution systems operational in all churches.

At least 50% of churches participating within the first 6 months.

Educate church mem- PR/Marketing Team, bers and leaders about Pastors, and School the tuition assistance Principals. program through newsletters, sermons, and town halls. Emphasize the impact of their contributions on student success.

Within 6 months

Begin awarding tuition assistance to eligible students. Monitor the program’s effectiveness and provide regular updates to contributors.

Starting the 2025/2026 school year and ongoing annually.

Scholarship Committee, School Administrators, and Finance Team.

KPI

Reach 80% of church members with the campaign materials.

Increase participation to 70% of members by Month 6.

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.

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.

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.

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.

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.

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.

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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

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Who Responsible?

When?

KPI

• 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.

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.

Ensure AEC schools have an active presence in local churches by hosting education-themed Sabbaths, student performances, and testimonial segments.

Church education Annually: Organize secretaries, Home & education-themed School leaders, constit- Sabbaths. uent school principal, and church pastors.

• Increase in student inquiries from church-affiliated families.

• Percentage of new enrollees citing church school updates as a deciding factor.

Coordinate with local churches to provide transportation for students attending Camp Meeting education programs for greater visibility.

Provide transportation for students to attend Camp Meeting education programs for greater visibility.

Attendance at Camp Meeting education programs.

Annually: Organize education-themed Sabbaths and Camp Meeting student participation.

Schedule annual training from the AEC Office of Education for church education secretaries to ensure they are well equipped to promote the schools.

Annual: Training sessions for church education secretaries..

• Number of church presentations and engagement activities held.

• Percentage of new enrollees citing church outreach.

Action Plan 2: 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 June 2027 and pastor

• 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.

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.

June 2027

Percentage increase in student enrollment due to ECE program

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

Percentage increase in student enrollment due to implementation of breakfast program.

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EDUCATION

Action Plan 3:

Enhance Marketing and Digital Presence.

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What

Who Responsible?

When?

KPI

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

• Quarterly: Social media updates and website content refresh.

• Annually: Distribution of marketing materials to churches and community centers.

• 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 me- • Increase in website dia updates and webtraffic and social media site content refresh. 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.

• 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.

When?

KPI

Action Plan 4: Improve Accessibility and Transportation What

Who Responsible?

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.

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EDUCATION Action Plan 3:

Maximize Visibility through Events and Outreach What

26

Who Responsible?

When?

KPI

Host open houses, school fairs, and community outreach events to introduce families to AEC schools.

School board and prin- Quarterly: Host open cipal house, school fairs and outreach events.

Increase in enrollment directly linked to recruitment events.

Ensure that AEC schools participate in high-visibility events (e.g., conferences, conventions, community gatherings) to showcase their offerings.

School board, principal, and superintendent

Annually: Participate in major enrollment events and Camp Meeting education sessions.

Increase in enrollment directly linked to recruitment at highvisibility events.

Adjust the timing of Camp Meeting education programs to maximize student attendance and engagement, aligning with other conferences' best practices.

Allegheny East Conference Superintendent in conjunction with Camp Meeting planning committee.

Annually: Organize education program at Camp Meeting sessions.

Increase in enrollment directly linked to attendance of Camp Meeting education program.

Train school leaders and staff on how to “sell” Christian education effectively when interacting with prospective families.

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

• Schools complete checklists May 1 annually.

• 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.

Ensure schools meet district and state compliance standards by incorporating safety, accessibility, and environmental regulations into the checklist.

Superintendent or designated associate superintendent

June 2027

• Percentage of schools in compliance with state safety regulations.

Require schools to submit completed checklists to the Office of Education for review and follow-up.

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.

27

EDUCATION Action Plan 2:

Establish Annual Facility and Maintenance Assessments What

Who Responsible?

When?

June 2027

KPI

Local school boards develop a facility and maintenance committee teams to annually assess facility needs.

School board or church board

Local school boards coordinate with specialists (e.g., structural engineers, electricians, and safety inspectors) to address concerns.

School board, principal, Annually starting June and superintendent 2027

• 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.

• Number of schools assessed annually.

• Percentage of facility concerns addressed within a year.

• Improvement in facility ratings across all schools.

Annually starting June 2027

• Number of schools assessed annually.

• Percentage of facility concerns addressed within a year.

• Improvement in facility ratings across all schools.

Action Plan 3: Establish Annual Facility and Maintenance Assessments What Organize fundraising initiatives to support school facility enhancements.

28

Who Responsible?

When?

Local school board and Annually starting June school principal 2027

KPI Total funds raised for facility improvements annually.

Identify and engage Local school board and Annually starting June potential donors school principal 2027 willing to contribute to capital improvement projects.

Total funds raised for facility improvements annually.

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.

• Number of schools receiving funding support.

• Percentage of identified projects completed each year.

School principal, school board, superintendent or designated associate superintendent

Annually starting June 2027

Action Plan 4: Establish Annual Facility and Maintenance Assessments What

Who Responsible?

When?

KPI

Recruit church members and community volunteers to assist with summer facility maintenance, including painting, landscaping, and minor repairs.

Local school board, principal, and pastors

Annually starting June 2027

Number of volunteers participating annually.

Number of schools benefiting from volunteer-led projects.

Cost savings from volunteer labor contributions.

Encourage area leaders to identify skilled volunteers (e.g., plumbers, electricians, painters) to contribute their expertise.

Local school board, principal, and pastors

Annually starting June 2027

Number of volunteers participating annually.

Number of schools benefiting from volunteer-led projects.

Cost savings from volunteer labor contributions.

Action Plan 5: Implement Monthly Facility Reporting at the Local School Board Level What Require each school to submit a monthly facility report to their local school board.

Who Responsible?

Principal and local school board

When?

KPI

Annually starting June 2027

Number of maintenance issues resolved within a month.

Reduction in emergency repairs due to proactive reporting.

29

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.

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.

Use the reports to Principal and local guide decision-making school board on budget allocations for facility upgrades and compliance needs.

Annually starting June 2027

• 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

30

Assess and replace outdated or damaged furniture to ensure age-appropriate and functional classroom environments.

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.

• Number of classrooms updated annually.

• Percentage of students with access to modern technology.

• Improvement in teacher and student satisfaction with classroom resources.

Integrate modern technology into classrooms, such as interactive whiteboards, updated computers, and digital learning tools.

Principal and local school board

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.

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.

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.

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 Principal, local school align with the mission board, Superintendent of AEC schools, or designee fostering safe, modern, and engaging learning environments.

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.

31

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

32

Who Responsible?

When?

KPI

Begin by hiring a Superintendent, HR, special education EC/12 School Board teacher to serve the entire conference and gradually add additional teachers as the budget permits.

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.

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

Assess student needs Superintendent, HR, across AEC schools EC/12 School Board to determine where additional special education staff should be prioritized.

2028/2029 School Year

• 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 Superintendent, Assofor all teachers on ciate Superintendents the REACH process outlined in the Columbia Union Code, emphasizing differentiation of instruction and classroom accommodations.

2026/2027 School Year

Number of schools differentiating instruction and implementing accommodations effectively.

Educate teachers on Superintendent, Assohow to differentiate ciate Superintendents instruction to meet the needs of all learners. .

2026/2027 School Year

Number of schools differentiating instruction and implementing accommodations effectively.

Ensure school leadership is trained to support special education initiatives within their schools.

2026/2027 School Year

Number of schools differentiating instruction and implementing accommodations effectively.

Superintendent, Associate Superintendents

33

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.

Superintendent, 2027/2028 School Year Associate Superintendent, AEC Curriculum Committee

• Number of PD sessions conducted annually.

• Percentage of teachers participating in special education PD.

Host workshops led by experts in special education to help teachers develop effective strategies for differentiated instruction.

Superintendent, 2027/2028 School Year Associate Superintendent, AEC Curriculum Committee

• Number of PD sessions conducted annually.

• Percentage of teachers participating in special education PD.

Ensure training includes compliance with legal requirements for special education services and accommodations.

Superintendent, 2027/2028 School Year Associate Superintendent, AEC Curriculum Committee

• Number of PD sessions conducted annually.

• Percentage of teachers participating in special education PD.

Action Plan 4: Leverage Church and Alumni Networks for Training and Support What Identify members, alumni, and professionals in local churches who have expertise in special education and invite them to conduct training sessions.

34

Who Responsible?

REACH Coordinator, Principal, Pastor

When?

KPI

2027/2028 School Year

• Number of church/ alumni-led training sessions.

Develop a mentorship program where experienced special educators provide guidance to new teachers.

REACH Coordinator, Principal, Pastor, Local School Board

2027/2028 School Year

Number of educators paired in mentorship programs.

When?

KPI

Implement a Teachers, Principals proficiency exam for all new students enrolling in AEC schools to assess learning needs early.

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.

Use assessment results REACH Coordinator, to develop a REACH REACH Team plan for students who require additional support.

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.

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.

Action Plan 5: Utilize a Proficiency Exam for New Students What

Who Responsible?

Teacher, REACH Coordinator

35

EDUCATION Action Plan 6:

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.

Local School Board, Superintendent, Grant Writer

2026/2027 School • Amount of funding Year secured annually.

• Number of schools equipped with specialized resources.

• Number of students receiving financial support for services.

Ensure schools have appropriate accommodations and technology for students with special needs (e.g., assistive technology, resource rooms, and adaptive learning tools).

Principal, REACH Coordinator

2026/2027 School • Amount of funding Year secured annually.

• Number of schools equipped with specialized resources.

• Number of students receiving financial support for services.

Action Plan 7: Establish a Support Network for Families What

36

Who Responsible?

When?

KPI

Develop a parent resource Home and School, group to educate families Principal, REACH on navigating special Coordinator education services and advocating for their children.

2026/2027 School Year

• Parent satisfaction survey results.

• Increase in parental engagement in special education planning.

Provide workshops for parents on supporting students with special needs at home.

Home and School, Principal, REACH Coordinator

2026/2027 School Year

Number of parents participating in workshops.

Encourage collaboration between families and teachers to create a supportive learning environment.

Home and School, Principal, REACH Coordinator

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?

Schedule Weeks of Prayer at least twice a year with engaging speakers, student participation, and spiritual activities.

School Chaplain (PFA), Principals, Local Pastors, Students

Every school year start- Number of students ing 2025/2026 school requesting Bible year studies or baptism after events.

Invite constituent or School Chaplain (PFA), AEC pastors to lead Principals, AEC sessions, weeks of pray, Pastors, Students Friday chapels and share testimonies.

Every school year start- Number of students ing 2025/2026 school requesting Bible year studies or baptism after events..

Incorporate interactive elements such as music, small group discussions, and personal reflection to make the experience chapel, weeks of prayer impactful.

When?

School Chaplain (PFA), Every school year Principals, AEC Pastors, starting 2025/2026 Students school year

KPI

Number of students requesting Bible studies or baptism after events.

37

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.

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.

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.

• Student engagement levels based on class participation and feedback.

Encourage voluntary School Chaplain participation in (PFA), Principals, AEC baptismal classes for Pastors, Teachers students who express interest.

Every school year starting 2025/2026 school year

• Number of students attending Bible studies regularly.

• Number of students expressing interest in baptism.

Action Plan 3: Foster Christlike Character Development What Incorporate lessons on kindness, love, and Christian values into daily classroom discussions and activities.

38

Who Responsible?

Teachers, Principal, Staff

When?

Every school year starting 2025/2026 school year

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.

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.

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.

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

39

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

Principal, Teachers

Every school year start- Student retention, ing 2025/2026 school reciting and year understanding of the 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.

Principal, Teachers

Every school year start- Student retention, ing 2025/2026 school reciting and year understanding of the creed

Action Plan 6: Strengthen Church-School Collaboration What Have constituent pastors visit schools regularly to engage with students and provide spiritual mentorship.

40

Who Responsible?

Principal, Constituent and AEC Pastors

When?

KPI

Every school year start- Number of pastoral ing 2025/2026 school visits to schools. year

Encourage student Principal, Constituent participation in church and AEC Pastors ministries, such as preaching, collecting offerings, or reading scripture during worship services.

Every school year start- • Student participation ing 2025/2026 school in church ministries year and Pathfinders.

• Feedback from churches on student involvement.

Ensure schools work closely with Pathfinders, integrating Pathfinder activities into school events and allowing students to earn spiritual and leadership honors.

Every school year start- • Student participation ing 2026/2027 school in church ministries year and Pathfinders.

Principal, Constituent and AEC Pastors, Pathfinder Leaders

Action Plan 7: Infuse Prayer and Bible Reading into Daily School Life What Ensure every school begins the day with prayer and Bible reading/worship.

Who Responsible?

When?

KPI

Principal, Teachers

Every school year start- • Student feedback on ing 2025/2026 school the impact of daily year worship practices.

• Observed increase in student spiritual engagement.

Encourage student-led Principal, Teachers prayers to help them develop confidence in their faith.

Every school year start- • Student feedback on ing 2025/2026 school the impact of daily year 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.

Every school year start- • Student feedback on ing 2025/2026 school the impact of daily year worship practices.

• Observed increase in student spiritual engagement.

Principal, Teachers

41

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

42

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

Start 2026/2027 School Student performance Year improvement in standardized tests

Regularly assess student progress through formative and summative assessments aligned with these benchmarks.

Principal, Associate Superintendent Assigned to Curriculum, Teachers

Start 2026/2027 School Student performance Year 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 Student performance Year 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.

Principal, Associate Superintendent Assigned to Curriculum, Teachers

Start 2026/2027 School Increased student Year engagement; positive student/parent feedback on cultural inclusivity

Incorporate literature, historical perspectives, and contributions from diverse cultures, particularly those representative of the student body.

Principal, Associate Superintendent Assigned to Curriculum, Teachers

Start 2026/2027 School Increased student Year engagement; positive student/parent feedback on cultural inclusivity

Ensure cultural representation in instructional materials to affirm students’ identities and experiences.

Principal, Associate Superintendent Assigned to Curriculum, Teachers

Start 2026/2027 School Increased student Year engagement; positive student/parent feedback on cultural inclusivity

Action Plan 3: 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.

Principal, Associate Superintendent Assigned to Curriculum, Teachers

Start 2026/2027 School Observation of cultural Year responsiveness during classroom observations

Ensure PD sessions are strategically timed so that teachers can immediately implement what they’ve learned in the classroom.

Principal, Associate Superintendent Assigned to Curriculum, Teachers

Start 2026/2027 School Observation of cultural Year responsiveness during classroom observations

Engage experts in culturally responsive pedagogy to provide ongoing coaching and support.

Principal, Associate Superintendent Assigned to Curriculum, Teachers

Start 2026/2027 School Observation of cultural Year responsiveness during classroom observations

43

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.

School Principals, Teachers

Start 2026/2027 School Year

Student participation in cultural programs; survey data on school climate

Use diverse texts, examples, and teaching methods that align with students’ cultural backgrounds and lived experiences.

School Principals, Teachers

Start 2026/2027 School Year

Student participation in cultural programs; survey data on school climate

Create opportunities for students to explore and celebrate their heritage through projects, discussions, and schoolwide events.

School Principals, Teachers

Start 2026/2027 School Year

Student participation in cultural programs; survey data on school climate

Action Plan 5: Differentiate Instruction to Meet Diverse Learning Needs

44

What

Who Responsible?

When?

KPI

Implement differentiated instruction strategies to cater to students’ varied learning styles and academic levels.

Principals, Teachers

Start 2025/2026 School Year

Increase in student academic performance; teacher effectiveness ratings

Provide teachers with tools and resources to adapt lessons for different learners, including gifted students and those needing extra support.

Principals, Teachers

Start 2025/2026 School Year

Increase in student academic performance; teacher effectiveness ratings

Encourage studentcentered learning approaches such as project-based learning, inquiry-based instruction, and collaborative discussions.

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.

HR Department, AEC Administration, AEC Office of Education

June 2027

Number of teachers enrolling in graduate programs; retention rate of program participants

Ensure reimbursement is tied to a service commitment of at least five years, with a repayment requirement for early departures.

HR Department, AEC Administration, AEC Office of Education

June 2027

Number of teachers enrolling in graduate programs; retention rate of program participants

Communicate the availability of this benefit through annual teacher meetings, recruitment materials, and HR policies.

HR Department, AEC Administration, AEC Office of Education

June 2027

Number of teachers enrolling in graduate programs; retention rate of program participants

Action Plan 2: Fund Graduate Degrees for Teachers What

Who Responsible?

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

When?

June 2027

KPI Number of teachers completing graduate degrees; teacher retention rate 45

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.

HR Department, AEC Administration, AEC Office of Education

June 2027

Competitive salary benchmarking; improved teacher retention statistics

Regularly review salary structures to ensure they remain competitive with local and regional school districts.

HR Department, AEC Administration, AEC Office of Education

June 2027

Competitive salary benchmarking; improved teacher retention statistics

Provide stipends or bonuses for highperforming teachers and those taking on leadership roles.

HR Department, AEC Administration, AEC Office of Education

June 2027

Competitive salary benchmarking; improved teacher retention statistics

Action Plan 4: Implement Teacher Appreciation Initiatives What

46

Who Responsible?

When?

KPI

Develop a structured School Principals, teacher appreciation Constituent Churchprogram that includes es, Home and School annual awards, recognition events, and incentives.

Every school year starting 2025/2026 school year

Teacher satisfaction survey results; participation in appreciation events

Encourage school leadership to regularly acknowledge teachers' efforts through personalized messages, small gifts, or school-wide announcements.

School Principals, School Board

Every school year starting 2025/2026 school year

Teacher satisfaction survey results; participation in appreciation events

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

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.

HR Department, AEC Administration, AEC Office of Education

June 2027

Number of teachers completing advanced training; student performance improvements

Offer financial HR Department, AEC incentives for teachers Administration, AEC who complete Office of Education specialized training that enhances student learning outcomes and have them train AEC teachers.

June 2027

Number of teachers completing advanced training; student performance improvements

Action Plan 6: Develop Upward Mobility and Leadership Pathways What Create structured career advancement tracks that allow teachers to grow into administrative or leadership roles.

Who Responsible?

When?

KPI

Superintendent

June 2027

Number of teachers advancing to leadership roles; mentor-mentee program satisfaction

Establish mentorship Superintendent programs where experienced educators support early-career teachers in their professional growth.

June 2027

Number of teachers advancing to leadership roles; mentor-mentee program satisfaction

Provide leadership training and workshops to prepare teachers for roles such as department heads, deans, and school administrators.

June 2027

Number of teachers advancing to leadership roles; mentor-mentee program satisfaction

Superintendent

47

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.

Principals, Superintendent or Associate Superintendent

June 2027

Amount of funding secured; number of teachers benefiting from financial support

Apply for grants and state-sponsored programs that can enhance teacher professional development resources.

Principals, Superintendent or Associate Superintendent

Yearly starting June 2028

Amount of funding secured; number of teachers benefiting from financial support

Objective 7: 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

48

What

Who Responsible?

When?

Encourage students to drink adequate water daily by incorporating hydration challenges and providing water stations in classrooms.

Teachers, Principals

Start 2026/2027 school year

KPI Percentage of students participating in hydration challenges

Promote daily fresh air Teachers, Principals and physical activity by integrating short movement breaks, outdoor play, and PE classes.

Start 2026/2027 school year

Observation of daily physical activity sessions

Encourage healthy eating habits by offering plantbased lunch options and educating students on balanced nutrition.

Start 2026/2027 school year

Student feedback on meal preferences and consumption

Teachers, Principals

Action Plan 2: Incorporate the Adventist Health Message into the Curriculum What

Who Responsible?

When?

KPI

Use age-appropriate Principal reading materials, case studies, and projects to help students understand the benefits of a healthy lifestyle.

Start 2026/2027 School • Number of healthYear based lessons incorporated • Student performance on health-related assignments and projects

Provide guest Superintendent or speakers, such as Designee, Principal Adventist health professionals and nutritionists, to educate students on real-world applications.

Start 2026/2027 School Number of speakers Year invited to speak on healthy living with a focus on health issues impacting individuals of color

Action Plan 3: 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.

Superintendent, Principal, Teachers

Start 2027/2028 School Number of staff Year members trained

Offer resources and lesson plans that help teachers integrate health topics into various subjects.

Superintendent, Principal, Teachers

Start 2027/2028 School Teacher-reported Year integration of health principles in lessons

49

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.

Principal, Home and School, Constituent Church Health Ministries

Start 2026/2027 school year

Parent attendance at workshops

Work with local Adventist churches to provide ongoing health seminars, cooking classes, and wellness programs for families.

Principal, Home and School, Constituent Church Health Ministries

Start 2026/2027 school year

Parent attendance at health seminars.

When?

KPI

Create a school garden Principal, Teachers, where students can Church Member grow fresh fruits and Volunteers vegetables, teaching them the importance of whole foods and sustainable eating.

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.

Start 2026/2027 school year

Production and consumption of fresh produce

Action Plan 5: Establish a School Garden or Health Club What

50

Who Responsible?

Principal, Teachers, Church Member Volunteers

Action Plan 6: Establish a School Garden or Health Club What

Who Responsible?

When?

KPI

Integrate daily prayer Pastors, Teachers, Start 2027/2028 school and mindfulness Pastors, Church Health year exercises to encourage Ministries students to trust in God for their overall well-being.

• 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.

• Participation rates in mindfulness and prayer exercises • Student selfreports on stress management and spiritual growth • Availability and utilization of counseling services

Pastors, Church Health Start 2027/2028 school Ministries year

Provide access to Pastors, Counselors counseling and emotional support programs that address mental and spiritual health.

Start 2027/2028 school year

Availability and utilization of counseling services

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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?

KPI

Conduct feasibility studies to assess demand and sustainability for expansion.

Local School Board, Church 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.

Assist schools in meeting NAD accreditation and staffing requirements for grades 9-10.

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.

Secure funding Church Board, School sources for facility Board upgrades, curriculum expansion, and teacher salaries.

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When?

Junior Academy Ap• Number of schools plications are due to successfully the Columbia Union by expanding to junior February 1 for considacademy status. eration • 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

• 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.

Secure funding for classroom modifications, licensing, and materials.

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.

Make sure all early childhood programs meet NAD and state requirements for licensing

Associate Superintendent, Principals, Early Childhood Directors, Early Childhood Teachers

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.

Launch a marketing campaign targeting young families through churches and social media.

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.

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EDUCATION Action Plan 3:

Support Churches that want to development new AEC Schools K – 8th and 9 – 12th What

54

Who Responsible?

When?

KPI

Assist churches in securing facilities, staffing, and curriculum resources.

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.

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

• Number of new schools successfully opened.

• Student enrollment numbers in newly established schools.

• Percentage of students transitioning to higher grades within AEC schools.

Assist churches in securing facilities, staffing, and curriculum resources.

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.

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.

Action Plan 4: Secure Sustainable Funding for School Expansion What

Who Responsible?

When?

KPI

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

• Total amount of funds raised annually.

• Number of schools benefiting from financial aid programs.

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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

When?

KPI

Youth Department

Draft document by 2025, 25% of churches engaged by 2026

• Number Trainings for Church community • Production of resource manual

Design and Area Leaders, Local implement Church Pastors, a structured Ministerial approach for active involvement in church, and decisionmaking processes.

By 2025 increase of 20%, additional 20% 2026, and additional 20% by 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.

Set Up Framework to establish Public Campus Ministry in the AEC via churches and federations.

YD, Pastors

Introduced by spring of 2027

Number of school campuses impacted

Establish Day Camps in all 6 Areas

Youth Department

Two in 2025, adding two more in 2026, and finally adding two more in 2027

Number of camps established

Create a comprehensive plan for developing a sense of belonging, community, and spiritual growth for children, youth, and young adults.

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Who Responsible?

Action Plan 2: Implement a Mentorship & Leadership Pipeline What

Who Responsible?

When?

KPI

Create a structured mentorship and leadership development curriculum that intentionally invests in children, youth, and young adults

Youth Department

Curriculum completed (2026): Pilot April 2026

• 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

Annual Youth Congress & Leadership Convention to Provide structured leadership training for young adults and leaders.

Youth Department

Starting January 2026

• 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)

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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 Develop a strategic plan, identify leadership team, and secure funding.

Who Responsible?

YD, Ministerial & Presidential, Area Leader, Director of Evangelism

When?

KPI

2025

• Location secured and operational.

• Completion of strategic plan

Allocate resources for Treasury , Presidential, leadership and church Area Leader development

2025 for use in 2026

Resources available for training and recruiting

Launch a pilot phase, conduct interest meetings, and establish core ministries.

YD, Ministerial & Presidential, Area Leader

2026

Core leadership team established and trained.

Officially plant one church, conduct inaugural services, and assess engagement impact

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.

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What

Who Responsible?

When?

KPI

Define job roles, expectations and potential rotation structure.

YD, Ministerial & Presidential & Area Leaders

2025; to be revisited in 2026

• Retention and effectiveness of new hires.

Allocate funding for hiring Specialized Pastors & Training

Treasury

Funds for one hire in 2025, one additional hire in 2026, add more as resources allow

• Number of pastors hired.

• Number of trainings

Hire one pastor by 2026, one more by 2027

• Number of pastors hired.

• Increase in ministry engagement.

• Retention and effectiveness of new hires.

Recruit and onboard Youth Department pastors specializing (YD), Ministerial & in children, youth, or Presidential young adult ministries.

Action Plan 2: 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

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Thank You

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