PFC's 7-Year Strategic Plan 2023-2030

Prisoners For Christ Strategic Plan 2024-2030

“Pointing inmates to Jesus!” Prisoners For Christ Woodinville, Washington

Prisoners For Christ Strategic Plan 2024-2030

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any way by any means—electronic, mechanical, photocopy, recording, or otherwise—without the prior permission of the copyright holder, except as provided by US copyright law. Unless otherwise noted, Scripture is taken from The Holy Bible, English Standard Version. ESV® Text Edition: 2016. Copyright © 2001 by Crossway Bibles, a publishing ministry of Good News Publishers. The Bible text designated (NKJV) is from THE NEW KING JAMES VERSION, Copyright © 1982, Thomas Nelson, Inc. Scripture references marked (KJV) are taken from the Holy Bible, King James Version.

Prisoners For Christ Strategic Plan 2024-2030

Contents About the cover of PFC’s Seven-Year Strategic Plan Letter from the President Letter from the Board Chairman Chapter 1 Overview Chapter 2 Strategic Priorities Chapter 3 Strategic Priorities with Goals Chapter 4 Strategic Priorities with Goals and Tasks Chapter 5 SWOT Analysis Chapter 6 Appendix Exhibit A- Board of Directors Exhibit B- Staff Exhibit C- Foreign Missionaries

Exhibit D- Prayer Journal Exhibit E- Financial Needs Exhibit F- Volunteers Needs Exhibit G- Speakers Bureau Exhibit H- International Trip Schedule Exhibit I- Org Chart Exhibit J- Centers of Influence

Prisoners For Christ Strategic Plan 2024-2030

About the Cover The chess board , what a great example and analogy of a Strategic Plan. What do you do in a game of chess? You use strategy and planning. You plan the best you can, for the expected, the unexpected and the unknown. That is where the real challenge is. You are constantly revising and pivoting when the unexpected happens. You can “never” give up because when the unexpected happens it is not always a bad thing, it might just be to your advantage. A Strategic Plan falls in the same category. It’s about thinking and planning for what may or may not come. It’s about always being ready, the best you can, for the unexpected. It falls under the same idea of leadership, which says you must make a decision. One of the basic tenants of leadership is, “always make the best decision you can with the best information at hand,” and then be ready to change if needed. The Strategic Plan is there to help point the way and to keep you in your lanes. The Challenge in the game of chess is to “win” the game. To do that we must know and understand who we are playing against. In the physical realm we normally have a human opponent. Our opponent’s goal is to outwit and out strategize us until they can boldly shout out “Checkmate,” winning the game. In the spiritual realm we have a more sinister opponent who is not only trying to outwit and out strategize us, but to completely destroy our ministries and anything of God. His name is Satan. When we are out in the woods and we are lost, one of the first things we are told to do is look for the North Star to help us know what direction to go. Why? It always points to the true North and will help us find our direction. We also have a spiritual “North Star” to guide us when we are writing and using our Strategic Plan. He is the ultimate strategic planner, and that is God. By trusting in God’s guidance while preparing and following our own Strategic Plan we are putting ourselves in the best hands possible to help us find our way out of the woods and be on the right path. The Result is that we here at Prisoners For Christ have learned to use the gifts God has given us to the best of our ability without fear. We can and do “move the pieces” and “strategize” without fear, much like during Covid when everyone and everything had to pivot. Chess is not a game for the fearful, it is a game for the bold. It is the same with a Strategic Plan. It is with this boldness

Prisoners For Christ Strategic Plan 2024-2030 and trust in God’s plan for PFC that we sit down at the chess board with our Seven-Year Strategic Plan, a plan we are now making public to you, our beloved constituency. The pieces are on the chess board! Follow the North Star! Don Szolomayer Vice Chairman of the Board International Director of Foreign Affairs

Prisoners For Christ Strategic Plan 2024-2030

Letter from the President

February 1, 2024 Dear Friends and Stakeholders,

Greetings in the precious name of our Lord and Savior Jesus Christ. I absolutely marvel at how the Lord is working through ordinary men and women of this ministry. In many ways 2023 was a follow-up test year as we continued to strengthen ourselves while the world slowly came out of the two- year global pandemic. I liken the years 2020 and 2021 of the pandemic to the years that a patient might have spent in the hospital recovering from major surgery. 2022 was like a year of physical therapy to obtain better range of motion and 2023 was like a year of strengthening while at home convalescing. This forthcoming year, 2024, will be like a year of post-surgery growth and stabilization, getting back to where we were before the pandemic started. In 2004, the Board of the Directors of PFC worked to develop our first strategic plan for the ministry. We didn’t know much about strategic planning or how to begin. We did know that setting goals was a good thing for any organization. Our first strategic plan was approved in 2005. As a Board we told ourselves that we could not complete the plan only to place it on a shelf, allowing it to collect dust. Guess what we did? We put it on the shelf and allowed it to collect dust, reviewing it every three to four years and cringing at how out of date it became so quickly. The last time we reviewed the strategic plan was in 2019, months before the pandemic hit the world turning everything upside down. One of the reasons that I believe our past strategic plan collected dust is because it was an internal document. We didn’t make it public. We aim to change that. Thus, the reason for making this strategic plan public to our constituency. We believe the strategic plan is much like a lighthouse. The purpose of the lighthouse is to shine a light into the dark of evening, showing the way, and warning of danger. We have committed this plan to the Lord. We have had many hours of staff meetings setting realistic strategic priorities and goals. That being said, I am honored to present to you, our friends, stakeholders, and constituency, PFC’s revised, post-pandemic Seven-Year Strategic Plan . Once you dig into the ensuing pages, you will realize that there is a lot of complexity to achieving these goals. You will notice that many goals are dependent upon other goals being met first. In Chapter 5 we have developed a SWOT analysis (Strengths, Weaknesses, Opportunities, and

Prisoners For Christ Strategic Plan 2024-2030 Threats). We especially want to identify our potential weaknesses as well as potential threats that could derail this plan. There are many threats, but I believe there are more opportunities. I keep telling the Board of Directors and staff that “I believe our best years are a head of us.” At the end of this Seven-Year Strategic Plan , will we have met all of our goals? Probably not. Does that mean we have failed? No. If we meet 70% of these goals, does that mean we will have failed? No. As the world’s landscape changes, so might the plan. The PFC strategic plan is a W.I.P., a Work in Progress. Based on our ongoing research and development, we may even abandon a strategic priority or goals associated with it. The PFC Seven-Year Strategic Plan is like a superhighway with many lanes. We need to make sure we stay in our own lanes. This Seven-Year Strategic Plan will help us do just that. As you read through this plan, please continue to lift the staff, the Board of Directors and this Seven-Year Strategic Plan up to the Lord for His Glory. It is a new world, and we need to be trained and ready for battle.

Your friend and brother in Christ, Gregory E. Von Tobel President and Founder

Prisoners For Christ Strategic Plan 2024-2030

Letter from the Board Chairman

My Beloved, It is with profound joy and gratitude to our Lord Jesus Christ, the Righteousness of God, that I look back upon all that God has done through Prisoners For Christ in the lives of incarcerated men, women, and youth, as well as within my own life! My call to prison ministry came in 1978, after becoming a Christian at age 19 in 1977. I was leading sports teams inside the Monroe Reformatory, where a former schoolmate was imprisoned. We played sports as a ministry year-round, calling ourselves the Minutemen, because we’d pull a team together at the last minute! It was while playing softball in prison, standing in right field, that a presence came over me. Everything got quiet, and as I beheld men walking in the distance, I had an instant love for the inmate. The Spirit of God told me I’d be involved in prison ministry. That was 45 years ago. After being a part of two short-lived church-based jail ministries, God led me to Prisoners For Christ. That was in 1991. Since then, by God’s grace, with PFC I have ministered in every prison in Washington State. Internationally it’s been my privilege to be a senior group leader, and a veteran of 25 foreign campaigns. Prisoners For Christ is a full-time dedicated prison ministry equipping men and women to experience long-term consistent and fruitful ministry to the prisoner. We minister locally in the United States, and internationally to primarily the developing world - Central and South America, Asia and Africa. The sun truly never sets on PFC! The Strategic Plan becomes our valuable road map to achieving our mission by leveraging our strengths, taking advantage of opportunities, minimizing our weaknesses, and guarding against threats. The Strategic Plan is a pro-active plan of action embracing our values, our expertise, our passion, our vision, and incorporating them into a road map for success. Our board has three responsibilities – we call them S-O-P – Strategy, Oversight, Policy. The strategic plan fulfills one of those key responsibilities. Regarding oversight, we meet four times annually, with ad hoc meetings as required throughout the year. We set policy based on our environment, mission, opportunities, goals and values.

Prisoners For Christ Strategic Plan 2024-2030 A strategic plan is the most efficient means of goal setting, measurement and focus available. We are a soul-winning, discipleship-centric, teaching and training organization. Be it local ministry at our state’s most notorious prisons, or abroad in countries where we are sometimes accompanied by armed guards, we are indeed shining a bright light in a dark place. PFC changes lives in the inmate community. Like me, it also changes the lives of the volunteer. Jesus said, “Occupy till I come.” At Prisoners For Christ, locally and around the world, by God’s grace we will occupy the prisons, jails and juvenile institutions until His return. World without end, amen! May God’s richest and best be yours, Dr. Bob Jordan

Chairman, Board of Directors Sr. International Group Leader

Prisoners For Christ Strategic Plan 2024-2030

Chapter 1 Overview

Purpose The Board of Directors of Prisoners For Christ Outreach Ministries is committed to organizational alignment and reaching its ministry goals in the quickest manner possible. Consequently, this Strategic Plan was created to ensure organizational viability, that our actions are planned, and our activities leverage our strengths while minimizing our weaknesses. Our departments are positioned to serve our constituency. Introduction Prisoners For Christ Outreach Ministries (PFC) is a nondenominational Christian prison ministry based in Woodinville, WA, near Seattle. An expanded history and ministry accomplishments can be reviewed at www.prisonersforchrist.org. PFC is recognized by the IRS as a non-profit 501(c)3 corporation and is a long-term- member in good standing with the ECFA (Evangelical Council for Financial Accountability). Founded in 1989, Prisoners For Christ Outreach Ministries is dedicated to taking the Gospel of Jesus Christ into the jails, prisons, and juvenile centers in the Northwest and around the world. We accomplish this task through worship services, Bible studies, special concerts and performances, and one-to-one visitations. We have expanded throughout the United States with our popular Bible study correspondence course and Yard Out newspaper. We are also expanding internationally with field offices in over twenty-three foreign countries. PFC currently has over 1,400 volunteers, approximately half in the United States and half in different countries. Those volunteers in the United States come from approximately two hundred local churches. The ministry has an eight-member Board of Directors that governs the affairs of the ministry. In 2023, PFC had attendance of 1,260,123 inmates who attended our programs, both nationally and internationally, in which 49,102 inmates made first time commitments to our Lord Jesus Christ. Our worldwide volunteers conducted a total of 9,005 PFC services, averaging 750 services per month, or almost 24 services per day. That’s one service every hour.

Prisoners For Christ Strategic Plan 2024-2030

Vision Statement Impacting the global prison community for His glory.

Mission Statement To minister the Gospel of Jesus Christ to the prisoner behind bars.

Motto Taking the world for Christ, one cell at a time.

Prisoners For Christ Strategic Plan 2024-2030

PFC’s Core Values PFC embraces, subscribes, and actively encourages its staff, Board members, international associates, and volunteers to adhere to the following Twelve Core Values in their ministerial life as well as their personal life. 1. Biblical Authority: We believe the Bible to be God’s inerrant written Word and is the standard for our faith in all decisions we make, our actions, values, and ministerial activities. 2. Christ’s Headship : As a Christ-centered ministry we acknowledge Christ’s headship and Lordship as head of Prisoners for Christ. We, therefore, will be obedient and submit ourselves to His leading and will. 3. Biblical Focus : We will train our volunteers to teach Biblical principles with integrity, while we minister to inmates and the global prison community. 4. Prayer : As a ministry, we believe in the power of prayer; that private and corporate prayer will undergird this ministry in all activities and all decisions. We will endeavor to saturate our lives with the power of prayer so that God’s power will mark this ministry. 5. Dependence of God : As a ministry, we desire to be a part of something much bigger than ourselves truly having the thumb print of God. We will be totally dependant on God for all our needs. We will plan and dream, be creative and innovative and live with an end times urgency as we totally depend and trust in God. 6. Ministry to the Lost in Prisons : As an organization we will always look for opportunities to share the good news of the Gospel to inmates and their families in everything we do. 7. Global Perspective : It is a calling of PFC as an organization to reach out to inmates worldwide. We are committed to prayerful expansion of the ministry to inmates globally according to the leading and direction of the Holy Spirit. 8. Equipping and Mobilization : We will strive to equip and mobilize Christians to serve the Kingdom by witnessing in the prisons. We will always seek to mentor, equip and deploy those He calls to serve to effectively

Prisoners For Christ Strategic Plan 2024-2030 accomplish the work of the ministry to the inmates and the Global prison community. 9. Ministry Excellence : Since God gave His best for our sins, His son Jesus, Prisoners for Christ as a ministry will honor Him by maintaining a high standard of excellence in all of our activities, programs and decision-making processes. 10. Personal Development : We believe every believer to be uniquely gifted for Kingdom work. Therefore, PFC will work to exhort our volunteers to develop their God-given giftedness for Kingdom business. 11. Integrity : We desire our words and actions to be seamlessly maintained as we either individually or corporately pursue moral and relational integrity. 12. Family : We believe in God’s divine plan for the family unit. We will always put family first before ministry and to impart this value to the volunteers God calls to serve with us.

Prisoners For Christ Strategic Plan 2024-2030

Our Constituency The constituency of this ministry is four-fold: Inmates, Volunteers, Chaplains, Donors. Inmates : We minister to men, women, and juvenile offenders in jails, prisons, and juvenile detention centers through chapel and church services and Christian concerts. Volunteers : We train, equip, and support local and worldwide volunteers. We facilitate the efficient and effective new and seasoned ministries of those called to prison ministry. Chaplains : The ministry partners with local chaplains to carry out the work of the gospel. PFC is an extension of the ministry of the local chaplain. Donors : Donor partners are the lifeblood of this ministry. PFC desires to minister to those who faithfully and sacrificially give to this ministry. Initially the scope of ministry was offenders in the State of Washington yet over the past few years we have extended our literature ministry nationwide (Yard Out newspaper, Bible Correspondence Course Bible School and our newly formed Literature Distribution Department). Further, we have an outreach in Arizona and Idaho modeled after the Washington State ministry format. The doors have now been opened for PFC to go to the four corners of the world in equipping the indigenous nationals in foreign countries in ministering to their local inmate community. We see this mission field as the last frontier in Christian ministry to the least of the least and the forgotten of this world. Truly the fields are white unto harvest! Present Financial Model The ministry’s revenue source in 2023 came from individuals, churches, grants, private and small companies. The present annual budget exceeds $1,000,000. These revenues are principally raised through the direct and regular fund-raising efforts of the ministry President. PFC financially supports thirty-four missionaries in twenty- one countries. (See the international map in the 2023 Impact Report) Domestic missionaries in the United States are responsible for raising their own support.

Prisoners For Christ Strategic Plan 2024-2030

The Four-Fold Ministerial Focus

“Life VEST” Over the years PFC has attempted to have programming in all four quadrants above. However, we have determined that the heartbeat of this ministry is Evangelism and Discipleship to those who are behind the four prison walls. As the Board of Directors, we have decided to focus the ministry’s time and talents on those two areas in the Visit and Equipping quadrants. Because we feel strongly that the Support and Transition quadrants are vitally important to the inmate transformation, although beyond the scope of this ministry, we have decided to support other organizations that solely focus on those two remaining quadrants. Visit "Proclaiming the Gospel to the Incarcerated." PFC is dedicated to working with incarcerated men, women and youth by providing spiritual programming in the form of Bible study, church services, small groups, special concerts & performances, one to one visitations and mentoring. The Lord has opened the door for PFC to take our resources internationally to further equip foreign nationals. We financially support thirty-four missionaries in twenty-one different countries.

Prisoners For Christ Strategic Plan 2024-2030

Equip "To Prepare God's People for Works of Service."

PFC believes in providing spiritual literature and resources to help the inmates grow in the knowledge of God. This is accomplished with our Bible Study Correspondence School, which provides basic and advanced study curriculum to over 2,208 students nationwide; our "Yard Out" newspaper, which is printed to reach the inmates with Christ-centered testimonies; and our tracts which include "What's Next" for the new believer, "Behind Bars" for the more mature believer. As stated, the inmate requires ministry and assistance both inside the walls, and upon release, outside the walls. Prisoners For Christ’s heart, core values, expertise, and passion are in the Visit and Equip sectors where Evangelism and Discipleship is most predominant as our core values. Whereas we understand the work of Support and Transition (below), and at one time sought to actively participate in these sectors. PFC now seeks to familiarize itself with organizations who specialize in these arenas and who are better equipped to carry out these necessary works. Support "Offering Hope by Connecting Families." Support is an active facet of an inmate’s success after release. He or she often has a family. If not a spouse and children, often has parents who, like wives, have spent a lot of their scarce resources on the legal system during their loved one’s incarceration. To that end, PFC has, when able, provided material support to these family members. We also do this internationally, and always have. Again, we will seek to identify like-minded private interests, and also government resources, which can provide tangible support to inmates and their families. We have a heart for this, like we do for all four quadrants. Yet, we leave this and the transition piece up to those better equipped for raising the necessary resources it takes for the distribution of those resources. Transition "Building Bridges for a Productive Return to Society" Prisoners For Christ has direct experience in Transition. In our past we investigated functioning organizations specializing in this necessary work. Being eager to meet such a need, we imported materials and training methods from an out-of-state

Prisoners For Christ Strategic Plan 2024-2030 ministry and set out to replicate their very successful model. We opened a facility in Eastern Washington, invested in remodeling, had a trade-level work program available to the men, and set out to settling into a productive Transition ministry. Many men did come into the home and were being taught biblical values. What turned out to be a major impediment was the government competing with us, along with the clientele being exclusively for former inmates. The government competition could not be overcome, as they had fully staffed and funded facilities that did not require much of the residents, whereas we had solid rules and methods that had to be followed. Having facilities exclusive to former inmates became a stumbling block for some potential men who did not want that environment. The transition model we used ministered to the drug and alcohol addict, not just former inmates. We know what we would like to see in a transition setting and will use our learned knowledge to seek out those in the community who model this.

Prisoners For Christ Strategic Plan 2024-2030

Chapter 2 Strategic Priorities

The first step in the strategic planning process is to define the targeted Strategic Priorities for the ministry. In this chapter the reader can quickly see that the ministry has twelve Strategic Priorities. This is the 30,000-foot view for the ministry. Although this is the responsibility of the Board of Directors to approve and direct, staff input also carries weight, as do those who live and breathe the ministry. We committed these Strategic Priorities to the Lord and on Wednesday, December 13, 2023, the Board of Directors convened to unanimously approve this direction for the ministry for the next seven years. These twelve Strategic Priorities will be the emphasis in our work and how we spend our resources of time, talent and manpower. National Strategic Priority #1: Establish PFC national centers of influence in strategic metropolitan areas in the United States.

Strategic Priority #2: Expand the number of inmates on the Bible Correspondence School student body roster.

Strategic Priority #4: Establish a Development Department of PFC.

Prisoners For Christ Strategic Plan 2024-2030

Strategic Priority #5: Continue to grow the literature distribution department. Worldwide Strategic Priority #6: Increase our footprint across the world in terms of paid foreign personnel and the number of countries we are involved in.

Strategic Priority #7: Increase the inmate attendance coming to PFC sponsored church services worldwide.

Strategic Priority #8: Increase our volunteer base worldwide.

Strategic Priority #9: Increase total number of Bibles or New Testaments distributed annually.

Strategic Priority #10: Become a leader worldwide in volunteer training.

Strategic Priority #11: Become a leader worldwide in inmate training.

Strategic Priority #12: Increase attendance on the PFC short-term mission trips per year.

Prisoners For Christ Strategic Plan 2024-2030

Chapter 3 Strategic Priorities with Goals

We liken this step to an NFL Football team whose goal is to make it to the Super Bowl at the end of the season. Throughout the season, strategies and tactics may change weekly according to the changing landscape. For that football team, those changes may come in the form of injuries to key players making personnel changes necessary, along with any number of other obstacles that may occur each week. What is our Super Bowl? Pointing inmates to Jesus! That is our end game. Everything we do is to accomplish our mission of pointing inmates to Jesus, whether through our evangelistic or discipleship programs. In developing the Strategic Priorities in the previous chapter, everything is measured according to whether it points inmates to Jesus, their Savior. Pointing inmates to Jesus is a great endgame, but it really isn’t something that is measurable. That is why we have this chapter to develop goals that can be measured. These Strategic Priorities, coupled with the following twenty- three goals is overseen by the Board of Directors. Once again, the Board of Directors convened on Wednesday, December 13, 2023, to unanimously approve these goals for the ministry for the next seven years. Strategic Priorities typically do not change. However, they can change with new information or insight over the period of seven years. Goals and tactics are more likely to change. Much like the football team that makes adjustments to its offense or defense each week they play, we too may make adjustments to our goals as the seven years progress. Although this Strategic Plan is a great management tool in discerning how well we are doing as a ministry, it can also be a tool to measure the merits of a new idea or project with which the ministry is approached. All we have to do is ask the question, does that new idea point those who are currently serving time behind bars to Jesus? If yes, then the Board can make adjustments to this strategy. If no, then we can legitimately, in good conscience, decline. In this chapter, we list out twenty-three goals with specific targets and timelines.

Prisoners For Christ Strategic Plan 2024-2030

National

Strategic Priority #1: Establish PFC national centers of influence in strategic metropolitan areas in America. Goal #1.1: Establish seven PFC national centers of influence in strategic metropolitan areas in America by 2030. (Currently at 1) (See Appendix J) Strategic Priority #2: Expand the number of inmates on the Bible Correspondence School student body roster. Goal #2.1: Increase the number of inmates on the Bible Correspondence School student roster to 3,500 by 2030. (Currently 2,208- 2023) Strategic Priority #3: Continue producing Yard Out in print at its current national level, three times per year at 50,000 run size. Accommodate the increasing need for Yard Out to transition to an electronic medium for inmate tablet usage. Goal #3.1: Research the capabilities of transitioning Yard Out to an electronic medium for inmate tablet usage for institutions that require an electronic format by 2027.

Goal #3.2: Research the capabilities of creating a Spanish version of Yard Out by 2027.

Prisoners For Christ Strategic Plan 2024-2030

Strategic Priority #4: Establish a Development Department of PFC. Goal #4.1: Establish a functioning Development Department that is assisting the President in increasing donations to the ministry by 2028.

Strategic Priority #5: Continue to grow the literature distribution department. Goal #5.1: Provide 69,000 resources annually to prisons and inmates in the United States in printed or media format by 2030. (Currently at 34,485- 2023)

Goal #5.2: Expand the chaplains database to 1000 by 2030. (Currently at 654- 2023)

Goal #5.3: Recruit three additional office volunteers for daily mailings support by 2025.

Worldwide Strategic Priority #6: Increase the number of foreign paid personnel. Goal #6.1: Establish seventy paid foreign personnel worldwide by 2030. (Currently at 29- 2023)

Goal #6.2: Increase the number of countries by seven where we have a paid associate by 2030. (Currently at 23- 2023)

Prisoners For Christ Strategic Plan 2024-2030

Strategic Priority #7: Increase the inmate attendance coming to PFC sponsored church services worldwide. Goal #7.1: Expand the annual attendance count to 1,700,000 worldwide at PFC sponsored services by 2030. (Currently at 1,260,123- 2023)

Strategic Priority #8: Increase our volunteer base worldwide. Goal #8.1: Grow the volunteer base to 3,000 volunteers worldwide by 2030. (Currently at 1,400 est. pre-covid- 2023)

Strategic Priority #9: Increase total number of Bibles or New Testaments distributed annually. Goal #9.1: Distribute 12,000 Bibles or New Testaments annually by 2030. (Currently at 5,497- 2023)

Strategic Priority #10: Become a leader worldwide in volunteer training. Goal #10.1: Create a video training library to be used by our foreign personnel that encompasses our seminar topics as listed on our Zoom Table of Contents. Goal #10.2: Create an all-day training conference, PFCU-I, for our foreign personnel. Goal #10.3: Increase usage of live video conferencing for Central and South America. Goal #10.4: Create a training manual for Regional Directors.

Prisoners For Christ Strategic Plan 2024-2030

Strategic Priority #11: Become a leader worldwide in inmate training. Goal #11.1: Develop two new PFC TUMI sites in the five-state region of Washington, Idaho, Montana, Wyoming, and Alaska per year. (Currently at 1- 2023)

Goal #11.2: Develop two International Bible Institutes (IBI’s) per year. (Currently at 5- 2023)

Goal #11.3: Develop one prison church plant per year. (Currently at 1- 2023)

Strategic Priority #12: Increase attendance on the PFC short-term mission trips per year. Goal #12.1: Increase the annual attendance on PFC’s mission trips to a hundred campaigners annually by 2030. (Currently averaging 24 per year- 2023) (See Appendix H) Goal #12.2: Double our PFC trips from six to twelve by 2030. (Currently at 6- 2023) (See Appendix H) Goal #12.2: Double our base of International Group Leaders (IGL’s), those who meet qualifications to lead an international campaign from eight IGL’s to sixteen IGL’s by 2030. (Currently at 8- 2023)

Prisoners For Christ Strategic Plan 2024-2030

Chapter 4 Strategic Priorities with Goals and Tasks Assignments

In this chapter underneath each goal, we attempt to list a simple direction of tasks that need to occur and assigning someone on staff to oversee those tasks. This exercise was never meant to be a detailed task timeline. It is another 30,000-foot view of some tasks that need to be accomplished in order to meet these assignments. Where it is the responsibility of the Board of Directors to manage and oversee the general direction of the ministry, i.e. the Strategic Priorities and Goals, it is the responsibility of the President and staff to oversee the day-to- day operation of the ministry, assuring these tasks are being met or adjusted over this seven year period. We offer this portal into the life of the ministry to our constituency in order to give a glimpse of what is entailed in accomplishing these Strategic Priorities and Goals. This certainly could be a detailed prayer list for the intercessors of the ministry. Listed below is a legend to those initials of staff that are assigned different tasks. Legend: AC- Advisory Council DD- Director of Development DJ- Dave Jezak DP- Dee Peterson DS- Don Szolomayer GP- Grace Paynter GVT- Greg Von Tobel IGL’s- International Group Leaders JPH- Jill Payne Holman KR- Kathleen Retan MN- Mike North

NH- New Hire PF- Paul Franks PB- Peyton Burkhart

Prisoners For Christ Strategic Plan 2024-2030

Task 1: Write a grant for the salary of National Director. Staff Responsibility: GVT Percentage Complete:

Task 2: Write a job description.

Staff Responsibility: GVT/JPH Percentage Complete:

Task 3: Hire and train this new staff person. Staff Responsibility: JPH/GVT Percentage Complete:

Task 4: Identify major metropolitan areas to target. Staff Responsibility: NH/GVT Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Strategic Priority #2: Expand the number of inmates on the Bible Correspondence School student body roster. Goal #2.1:Increase the number of inmates on the Bible Correspondence School student body roster to 3,500 by 2030. (Currently 2,208- 2023) Task 1: Each year establish two new churches as a new Bible study hub where reviewers can drop off and return lessons. Staff Responsibility: LH Percentage Complete:

Task 2: Add ten additional reviewers per year.

Staff Responsibility: LH and Team Leaders Percentage Complete:

Task 3: Teach our reviewers to recruit others to be PFC reviewers. Staff Responsibility: LH Percentage Complete:

Task 4: Continue to hold Team Leader Training sessions twice per year. Staff Responsibility: LH Percentage Complete:

Task 5: Hold a reviewer appreciation event for reviewers once every two years. Staff Responsibility: LH Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Strategic Priority #3: Continue producing Yard Out in print at its current national level, three times per year at 50,000 run size. Accommodate the increasing need for Yard Out to transition to an electronic medium for inmate tablet usage. Goal #3.1:Research the capabilities of transitioning Yard Out to an electronic medium for inmate tablet usage for institutions that require an electronic format by 2027. Task 1: Research how this would work internally in producing a PDF version of Yard Out. Staff Responsibility: PB Percentage Complete:

Task 2: Determine the process in sending this to each state’s internal infrastructure. Staff Responsibility: PB Percentage Complete:

Task 3: Determine how many states are moving to this format. Staff Responsibility: PB Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Goal #3.2:Research the capabilities of creating a Spanish version of Yard Out by 2027.

Task 1: Recruit Spanish translators for translation and proofing. Staff Responsibility: GVT/Team Percentage Complete:

Task 2: Develop a process to complete. Staff Responsibility: PB/GVT Percentage Complete:

Task 3: Make a go-no-go decision

Staff Responsibility: PB/GVT Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Strategic Priority #4: Establish a Development Department of PFC. Goal #4.1:Establish a functioning Development Department that is assisting the President in increasing donations to the ministry by 2028.

Task 1: Write a grant for the salary and startup costs for the Director of Development. Staff Responsibility: GVT Percentage Complete: Complete- pending award from a private foundation.

Task 2: Write a job description for the Director of Development. Staff Responsibility: GVT/JPH Percentage Complete: Complete

Task 3: Hire and train new staff person. Staff Responsibility: JPH/GVT Percentage Complete:

Task 4: Evaluate progress annually. Staff Responsibility: GVT Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Strategic Priority #5: Continue to grow the literature distribution department. Goal #5.1:Provide 69,000 resources annually to prison and inmates in the United States in printed or media format by 2030. (Currently at 34,485- 2023)

Task 1: Develop a database tracking system to track the progress for this goal. Staff Responsibility: DP/DJ Percentage Complete:

Task 2: Develop the revenue stream for postage to match the demand. Staff Responsibility: DP Percentage Complete:

Task 3: Recruit two more additional PFC volunteers to assist in the mailings of inmate packages. Staff Responsibility: DP/Staff Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Goal #5.2: Expand the chaplain’s database to 1000 by 2030. (Currently at 654- 2023)

Task 1: Continue to search state websites for the head Chaplain of the Department of Corrections to make zoom presentations. Staff Responsibility: DP Percentage Complete:

Task 2: Continue to ask for referrals from other chaplains. Staff Responsibility: DP Percentage Complete:

Task :3 Research and decide if it benefits PFC to become members of the ACA. Staff Responsibility: DP Percentage Complete: Notes:

Prisoners For Christ Strategic Plan 2024-2030 Goal #5.3:Recruit additional office volunteers for daily mailings by 2025.

Task 1: Recruit three volunteers to become a weekly mailing volunteer to cover one day of the week. Staff Responsibility: DP/Staff Percentage Complete:

Task 2: Train the new volunteers in their job descriptions. Staff Responsibility: DP/KR Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030 Increase the number of foreign paid personnel. Goal #6.1:Establish seventy foreign paid personnel worldwide by 2030. (Currently at 29- 2023) Task 1: Continue to use the International Partnership Developer to find additional candidates. Staff Responsibility: GP/NH Percentage Complete: Complete- Ongoing Task 2: Network mission pastors for leads of individuals whom they might know in other countries. Staff Responsibility: DS/GP/GVT Percentage Complete: Task 3: Attend one to two missions conferences per year to find leads of individuals in other countries. Staff Responsibility: PFC Staff Percentage Complete:

Strategic Priority #6:

Task 4: Raise support for the second International Partnership Developer. Staff Responsibility: GVT Percentage Complete:

Task 5: Hire and train the second International Partnership Developer. Staff Responsibility: JPH/DS/GP Percentage Complete:

Task 6: Evaluate ongoing the progress of the International Partnership Developers. Staff Responsibility: DS/GVT Percentage Complete:

Task 7: Develop revenue streams to meet the demand for monthly support of new nationals. Staff Responsibility: GVT/DD Percentage Complete

Prisoners For Christ Strategic Plan 2024-2030

Goal #6.2: Increase the number of countries by seven to 30 countries where we have paid associates by 2030. This goal is totally dependent on many of the above goals for international. (Currently at 23- 2023)

Notes:

Strategic Priority #7: Increase the inmate attendance coming to PFC sponsored church services worldwide. Goal #7.1: Expand the annual attendance count to 1,700,000 worldwide at PFC

sponsored services by 2030. (Currently at 1,260,123- 2023)

Task 1: Continue to recruit and invite foreign partners to be a part of PFC. Staff Responsibility: DS/GP/IGL’s Percentage Complete: Task 2: Train and equip new nationals according to the PFC model. Staff Responsibility: DS Percentage Complete:

Task 3: Continue to train via the Zoom training models. Staff Responsibility: DS Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030 Increase our volunteer base worldwide. Goal #8.1:Grow the volunteer base to 3,000 volunteers worldwide by 2030. (Currently at 1,400 est.- 2023). Strategic Priority #8: Task 1: Continue to teach and train our foreign nationals how to recruit, train, and manage volunteers. Staff Responsibility: DS/Team of IGL’s Percentage Complete:

Task 2: Create a list of video training content. Staff Responsibility: DS Percentage Complete:

Task 3: Recruit speakers to produce video content. Staff Responsibility: DS Percentage Complete:

Task 4: Develop a means for annual tracking of volunteers. Staff Responsibility: GVT/DJ Percentage Complete:

Task 5: Research the possibilities of translating PFC’s training books into strategic foreign languages. Staff Responsibility: DS/GVT Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Strategic Priority #9:

Increase total number of Bibles or New Testaments distributed annually.

Goal #9.1:Distribute 12,000 Bibles or New Testaments annually by 2030. (Currently at 5,497- 2023)

Task 1: Review method of tracking international Bible distribution, i.e. monthly reporting and mission trip tracking. Staff Responsibility: GVT/JPH/DJ Percentage Complete:

Task 2: Work with Dave Jezak in compiling a report. Staff Responsibility: JPH Percentage Complete:

Task 3: Develop a list of free country resources for Bibles for our foreign associates. Staff Responsibility: DS/GVT Percentage Complete:

Task 4: Continue to communicate to our nationals the importance of getting Bibles into the hands of inmates. Staff Responsibility: DS/PF/GVT Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Strategic Priority #10: Become a leader worldwide in volunteer training. Goal #10.1: Create a video training library to be used by our foreign personnel that encompasses our seminar topics as listed on our Zoom Table of Contents. Task 1: Evaluate the possibilities of producing training videos with the built-in capability for translations in playback. Staff Responsibility: DS/MN Percentage Complete:

Task 2: Determine courses to include.

Staff Responsibility: DS/GP/GVT Percentage Complete:

Task 3: Determine method of recordings, actual training vs studio production. Staff Responsibility: DS/MN Percentage Complete:

Task 4: Determine method of access by users. LMS vs. Zoom Staff Responsibility: DS/MN Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Goal #10.2: Create an all-day training conference, PFCU-I, for our foreign personnel.

Task 1: Create an advisory council to determine feasibility, logistics, language, and budget issues of conducting training on Zoom in multiple countries with multiple time zones with multiple languages. Staff Responsibility: DS/GP/DP Percentage Complete:

Task 2: Determine a “Go- or No-Go” decision. Staff Responsibility: DS/GP/DP Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Goal #10.3: Increase usage of live video conferencing for Central and South America.

Task 1: Encourage leaders of our countries to take advantage of the training available. Staff Responsibility: DS/GP Percentage Complete:

Task 2: Recruit more American volunteer teachers for these Zoom Conferences. Staff Responsibility: DS/GP Percentage Complete:

Task 3: Use the quarterly e-newsletter to advertise the availability of free training. Staff Responsibility: DS/PF Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Goal #10.4: Create a training manual for Regional Directors.

Task 1: Create an advisory council to determine feasibility, logistics, language and budget issues of electronic manual or flipbook of important specific trainings for PFC’s Regional Directors and lay leaders to have as reference material on hand. Staff Responsibility: DS/GP Percentage Complete:

Task 2: Determine a “Go- or No-Go” decision. Staff Responsibility: DS Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Strategic Priority #11:

Become a leader worldwide in inmate training. Goal #11.1: Develop two new PFC TUMI sites in the five-state region of Washington, Idaho, Montana, Wyoming, and Alaska per year. (Currently at 1- 2023) Task 1: Write a grant for an additional staff person. Staff Responsibility: GVT Percentage Complete: Complete- Awarded $36,000. Task 2: Develop a job description for this staff person. Staff Responsibility: GVT/DP/JPH Percentage Complete: Task 4: Determine the best TUMI curriculum to use and in what order: 1.) Fighting the Good Fight, 9- week curriculum, 2.) Cornerstone, 30-week curriculum, 3.) Capstone, 4-year program. Staff Responsibility: DP/GVT Percentage Complete: Task 5: Identify the largest prisons in Idaho, Montana, Wyoming, and Alaska. Staff Responsibility: NH Percentage Complete: Task 6: Contact the head chaplains of those prisons. Staff Responsibility: NH Percentage Complete: Task 7: Make a TUMI presentation to those chaplains. Staff Responsibility: NH/DP/GVT Percentage Complete: Task 8: Gain approval from institutions for individual TUMI launches. Staff Responsibility: NH Percentage Complete: Task 9: Recruit and train volunteers that would be facilitating these outreaches. Staff Responsibility: NH/DP/GVT Percentage Complete: Task 10: Establish inventory control for long distance ministry. Staff Responsibility: NH/DP/GVT Percentage Complete:

Notes:

Goal #11.2: Develop two International Bible Institutes (IBI’s) per year. (Currently at 5- 2023)

Prisoners For Christ Strategic Plan 2024-2030 Task 1: Continue to promote this vision amongst our nationals. Staff Responsibility: DS Percentage Complete:

Task 2: Write a grant for a part time coordinator for this position. Staff Responsibility: GVT Percentage Complete:

Task 3: Train and equip this person.

Staff Responsibility: DS/DP/GVT Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Goal #11.3: Develop one prison church plant per year. (Currently at 1- 2023) Task 1: Continue to promote this vision amongst our nationals. Staff Responsibility: DS/PF Percentage Complete:

Task 2: Train potential senior pastors. Staff Responsibility: DS Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Strategic Priority #12: Increase attendance on the PFC short-term mission trips per year. Goal #12.1: Increase the annual attendance on PFC’s mission trips to a hundred campaigners annually by 2030. (Currently averaging 24 per year- 2023) Task 1: Raise support to hire one full-time person who could be an internal planner, being able to plan ten to twelve trips per year. Staff Responsibility: GVT Percentage Complete:

Task 2: Hire and train that person. Staff Responsibility: JPH Percentage Complete:

Task 3: Increase the average number of participants per trip from four to seven. Staff Responsibility: Team Percentage Complete:

Task 4: Instill into the PFC leadership’s DNA to always be recruiting for men and women to be part of these short-term teams. Staff Responsibility: GVT Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030 Goal #12.2: Double our PFC trips from six to twelve per year by 2030. (Currently at 6- 2023)

Task 1: Raise support to hire one full-time person who could be an internal planner, being able to plan ten to twelve trips per year. Staff Responsibility: GVT Percentage Complete:

Task 2: Hire and train that person. Staff Responsibility: JPH Percentage Complete:

Task 3: Complete the task of hiring and training a full-time person who could be an internal planner. Staff Responsibility: JPH/GVT Percentage Complete: Task 4: Continue to develop training materials either in print or for the video library for first time campaigners. Staff Responsibility: Team Percentage Complete:

Notes:

Prisoners For Christ Strategic Plan 2024-2030

Goal #12.3: Double our base of International Group Leaders (IGL’s), those who meet qualifications to lead an international campaign from eight IGL’s to

sixteen IGL’s by 2030. (Currently at 8- 2023)

Task 1: Hold one to two IGL Training meetings per year to instill upon leadership the need to recruit and train quality individuals to lead trips. Staff Responsibility: GVT/Team Percentage Complete:

Task 2: Personally, mentor individuals that could become IGL leaders. Staff Responsibility: GVT/Team Percentage Complete:

Notes:

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