EXECUTIVE SUMMARY

The Great Commission Society (GCS) is an international organisation that exists to communicate the Gospel message relevantly to every person in all the world, as instructed by the Lord Jesus Christ (Mark 16:15; Matthew 28:18-20). GCS is a registered Charity and non-profit organisation relying extensively on the time and efforts of volunteers who provide the manpower, energy and skill to execute our mission statement.

GCS provides the very highest standard of evangelism, an effective training curriculum and a robust mentoring programme, designed to equip Christians for sustainable personal evangelism and discipleship. Our Vision is to equip hundreds, to teach thousands and to reach millions, until the job is done! GCS works closely with individuals, groups and church movements throughout the world to provide relevant training to help them practically reach out to friends, family and acquaintances with the clarity of the Gospel message.

Together with our partners, we are working in over 100 countries to translate that commitment into practical action, focusing special effort on equipping the global church. Here is a breakdown of what we provide:

Evangelistic Missions

GCS has a growing team of evangelistic speakers and musicians throughout the world, with experience of sharing the Gospel across a wide range of cultures and secular groups such as: schools, universities, prisons, detention centres, sports and fitness clubs, New Age events, market place meetings, rehabilitation centres, street work, public meetings, etc.… Our team come with God’s anointing, Biblical training, practical experience and missionary strategy.

School of Evangelism

GCS sends out experienced evangelists to train and equip students to effectively share the Gospel and provide follow-up support for new believers. The training curriculum is dynamic and practical, exploring a wide range of contemporary issues relating to sharing and defending the Christian faith. The combination of both ‘theoretical study’ and ‘putting it into practice’ is where we see most fruit. The curriculum has 3 levels: Foundation, Intermediate and Advanced.

Short-Term Mission opportunities

In conjunction with our partners, GCS host and organize short-term mission trips throughout the world, lasting anywhere from 1 week to 1 year. We offer hundreds of possibilities for individuals, families, married couples, churches and youth groups designed to get people equipped and fired-up for evangelism.

Mentoring & Discipleship

GCS provide one-to-one mentoring in personal evangelism to individuals throughout the world. We share teaching resources, and offer support and guidance in some of the most difficult mission fields to mobilize people to serve God to their fullest potential. Our objectives are to be Christ-centred, Bible grounded, and Gospel focused.

Relief & Development

GCS responds to a wide range of humanitarian needs across the world. We provide aid to those facing natural or man-made disaster, and free educational support to students, government organisations and the general public to promote human welfare and social justice.

Church Planting

GCS have the privilege of working in partnership with church groups that have a specific vision to establish and develop new fellowships in new locations. GCS help facilitate this through evangelistic training and missions. As people come to Christ, they are discipled to grow in their faith and develop into leaders of new faith communities, no matter where they’re planted.

 

Strategic Plan for 2018 – 2021

This Strategic Plan for 2018 – 2021 represents a significant change in the way GCS has operated over the past 3 years.  It sets out a new operational way of working, equipping the charity to become more effective and efficient in our efforts to meet the mission we have set ourselves. The plan describes a new organisational structure that we believe will support the overall mission and provide clarity for organisations and investors to understand what we do and to provide confidence that every penny that is pledged or donated is dedicated to meeting our mission.

 

 

STRATEGIC OBJECTIVES

 

OPERATIONAL DELIVERY

1.1      Strategic Priority 1

The operational delivery of Gospel training and evangelistic events requires careful planning and execution; therefore, a projected plan must be developed and delivered that falls in line with the GCS financial reporting year.  The GCS accounting year starts on July and ends the following June, therefore the Operational Delivery Plan (ODP) must be developed which provides full and comprehensive details of planned activity to be undertaken each year including the potential funding required for the activities planned.  The OPD must be agreed with the Board of Directors at the January meeting each year.

1.2      Strategic Priority 2

The effectiveness of operational delivery requires measurement and accurate data collection.  The delivery of training, evangelistic events forms the basis of what GCS does and therefore it is vital that we collect important information such as the numbers of people who attended the training, the numbers of people attending evangelistic events, the number of books given out to people, and aim to create a photographic record of meetings, and where possible to collect reference letters from event organisers.  This data must be collected after each activity and collated manually until a suitable central database is developed (see Strategic Priority 15).

1.3      Strategic Priority 3

It is important for members of the GCS Board to be informed of activities that have been undertaken to get feedback of what has been achieved operationally.   Therefore, a brief report must be written for the Board before the Board convenes on a quarterly basis, the report will provide a brief overview of the activities undertaken and should include any significant challenges faced or any learning opportunities gained from the projects undertaken.  The reports are a ‘Lagging’ indicator and will be helpful for the board to have a clear overview of past events.

1.4      Strategic Priority 4

Communication is essential to much of what GCS does.  It is crucial therefore that GCS keeps its members and key stake holders informed about the activities undertaken throughout the year. Information must be compiled for the Director of Communications and Media to produce a quarterly newsletter in accordance with a developing communications strategy (Strategic Priority 10).  The information can be an overview of what has been operationally achieved.

1.5      Strategic Priority 5

GCS has developed a unique and exciting teaching programme which is a Global and Gospel leader.  To remain culturally current and significant and sensitive to global change the training curriculum must be reviewed and improved on a regular basis.  Therefore, any feedback from trainers or critical appraisal should be used to improve the delivery without compromising the Gospel message in any way.

FINANCE

2.1      Strategic Priority 6

Clear financial forecasting, accounting and governance is essential for the continued operational delivery.  Without the appropriate management of finance GCS will be unable to meet its strategic operational objectives.  Therefore, GCS board requires financial information on a monthly basis followed by a quarterly report to the Board on cash flow, profit and loss for the past 3 months against operational activities that should include an analysis of any discrepancies’.  In addition, an assessment should also be made of the future quarterly activity and forecast spend from the agreed ODP.

2.2      Strategic Priority 7

The maintenance of day to day financial administration is essential for GCS to ensure that the charity and function effectively and efficiently.  Therefore, receiving money from donations, manual bank transactions and financial book keeping must be accurate and up to date to ensure accurate financial accountability.

2.3      Strategic Priority 8

Gift aid provides a substantial boost to GCS financial status and therefore whenever possible Gift Aid must be applied for and accounted for in accordance with Government legislation.  The impact of Gift Aid must be clearly accounted for all funds donated and reported on a monthly basis.

COMMUNICATIONS AND MEDIA

3.1      Strategic Priority 9

It is vitally important that the work of GCS is publicised on a regular basis to ensure that followers are kept up to date with the progress and incredible work that GCS is achieving throughout the year, in accordance with GDPR regulations.  The Director of Communications and Media must develop an annual strategic plan with members of the GCS council to plan how and when followers of GCS will be updated on progress.  This strategy must include the planning and organisation of events like ‘Engage’ and other similar evangelistic events.

3.2      Strategic Priority 10

Included within the Communications Strategy GCS needs to provide a quarterly notice sheet that describes the activities that GCS had achieved in the past quarter and any news of up and coming events. The Director of Communications and Media must liaise with the Director of Operational Delivery and any other directors to obtain the information for the quarterly notice sheet.

3.3      Strategic Priority 11

GCS needs to raise awareness of what it does in many different languages and in many different formats, therefore we must develop a strategy that aims at developing different media applications to show the great work that GCS is doing and to encourage followers to invest in the Kingdom by pledging funds to GCS for the work it does.  This strategy should include the advertising of future events and utilise the latest media applications and social media platforms to achieve this.  This strategy should also support the work of the Director of Fundraising to promote fundraising events throughout the year.

 

 FUNDRAISING

4.1      Strategic Priority 12

Fundraising is the driving force behind GCS’s ability to meet its mission, it is therefore essential that it has a coordinated strategy to raise the funds necessary to meet the Operational Delivery Plan and all other activities that promote, inform and educate followers of GCS.  This strategy must be developed through the GCS Council who can provide the human resource necessary to achieve the challenging annual financial targets set by the ODP.

4.2      Strategic Priority 13

The Fundraising strategic plan needs to be effective in raising funds for the mission, therefore accurate cost based analysis is required to establish what events were the most effective in raising the most funds.  In addition, fundraising efforts need to be acknowledged, recognised and effectively communicated, therefore the DOFR is required to report each quarter on progress against plan and also provide information to the DOCM for the quarterly newsletter.

ADMINISTRATION AND GOVERNANCE

5.1      Strategic Priority 14

GCS is a registered charity and therefore requires a suite of clear policies and procedures that govern the operational functioning.  It is imperative that the policies protect those individuals who volunteer and work for the charity with clear guidance on how to represent GCS publicly.  These must be reviewed against Government legislation on an annual basis to ensure compliance with National standards.

5.2      Strategic Priority 15

Data collection and coordination is crucial to measure the effectiveness of our strategy; therefore, we need to develop a way of collecting this data and analysing this data to ensure that GCS as a whole is fully aware of the status of the charity at any time.  In addition, any potential investors in GCS would need to know that any funds donated are used efficiently and effectively for the mission and the promulgation of the Gospel.

Strategic Priority 16

The operational delivery of GCS’s mission presents the Board with a number of risks which require consideration and careful management.  Therefore, we must analyse the activities of GCS and establish a risk register highlighting all the risks associated with delivery of the mission and implement operational practices that mitigate against these risks.

SPIRITUAL GUIDANCE

6.1      Strategic Priority 17

Everything that GCS does as a charity is underpinned by our Christian faith and our desire to spread the Gospel.  Our firm belief in the Holy Spirit is fundamental to our existence as a Board and therefore everything we discuss, and action must be influenced by the presence of the Holy Spirit.  Therefore, any action or point of debate that we believe not to be biblical or spiritually supported must be stopped and discarded from the meeting.

6.2      Strategic Priority 18

The work of GCS and all its volunteers requires continuous spiritual support and therefore we need to develop a group of ‘Prayer Warriors’ who are dedicated to praying for the activities of GCS in all they key strategic areas within this plan. The Payer Warriors must be kept informed on a monthly basis of what to pray for and progress on the activities that GCS has achieved.

6.3      Strategic Priority 19

The work that GCS undertakes is spiritually challenging and difficult at times for board members and volunteers.  Therefore, there is a need for pastoral support for anyone who requires it.

 

 

 

 

 

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