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.
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