VOTED, To adopt the Code of Best Practice and Standard Operating Procedures for Short-Term International Services, Projects, or Ministries, which reads as follows:
Code of Best Practice and Standard Operating Procedures for Short-Term International Services, Projects, or Ministries
1. An Emerging Characteristic of Christian Missions
Short-term international service (usually less than three months duration) is a growing characteristic of Christian missions and is emerging as a major feature among a wide array of Seventh-day Adventist entities. The ease of communication for planning and affordability of travel enhance the attractiveness and feasibility of church members, either as individuals or in groups, gaining first-hand experience in church growth activities in cross-cultural settings. Most of those who get involved in these activities return home with new energy, stimulated faith, and an enlarged vision of the Church and its mission. Opportunities are abundant and enthusiasm is evident on the part of those who provide the services as well as among those who receive them.
2. Impact of Short-term Service May Advance or Deter Significant Progress
One of the greatest values of short-term international service is the inspiration and enthusiasm that participants derive. Their commitment to the Church is deepened and shared with the members of their congregations and with their colleagues. Considerable resources are mobilized which might not otherwise be placed at the disposal of the Church. The centrality of “mission” is given higher visibility, the gospel is preached, membership growth rates are accelerated, and substantial improvements are made to various physical facilities. Service providers gain an exhilarating sense of initiative and involvement in frontline evangelistic activity.
The eagerness with which a group of individuals involves itself in such projects might blur one’s vision of other dynamics that can undermine the value of short-term service at a given location. Failure to appreciate another culture and its differences from one’s own can result in an attitude of superiority. It takes time to understand and develop a respect for another culture’s strengths. With limited time at their disposal, service providers can convey the impression that the only way to do something is the way the providers do it in their culture and with their resources.
For long-term success it is vital that a sense of program ownership be held by the recipient entity. Unless careful attention is given in this regard the export of programs and resources can quickly generate an attitude of dependency. The infusion of external resources often overwhelms that which is locally available and people lose the creativity and initiative to develop their own resources and dependence on God. It is of utmost strategic importance for international service providers to function in such a way that the recipient body is empowered to own and to further the programs with which donors may be involved on a temporary basis.
The ease with which travel and communication technology allow for networking of groups and individuals lends itself to bypassing the supervisory function of the Church. Although the Church as a whole bears responsibility for orderly development and sustainability, it is often felt that church structure and organization stifle initiative. Such attitudes must be dispelled by timely engagement and collaboration between denominational structure and persons or entities providing temporary services.
Church structure is a unifying element among Seventh-day Adventists that gives continuity and a supporting framework for mission advancement. Lack of collective adherence to appropriate systems for planning, evaluating, and supervising the internationalization of services spawns disregard of system and organization at all levels. There is much room for private initiative in carrying out the Church’s mission. But care must be taken lest independence of action and ad hocery in services and programs contribute to disunity and disarray.
3. Mutual Commitment to a Code of Best Practice
In order to maximize the benefits and minimize the potential for adverse outcomes in short-term international service, all participants (church leadership, donors/providers, and recipients) need to understand what practices will have the most beneficial influence. The interests of all parties are well served when each subscribes to, and is willing to be held accountable for, the following:
a. Respect for culture.
The effective transmission of ideas and values to another culture proceeds from an understanding and appreciation concerning cultural differences. Service providers will study in advance how to present culturally appropriate expressions of ministry and behavior and, where possible, offer training opportunities to the participants.
b. Recognition of church authority and preservation of denominational identity and structure.
Participants in projects and ministries will be fully supportive of Seventh-day Adventist Church beliefs, organization, lifestyle, leadership, and ethos. Service providers will not seek to establish their own subsidiary infrastructures abroad without the prior consultation and consent of the administration of the division concerned.
c. Local ownership.
Service providers will encourage recipient ownership of the project. This will be demonstrated by recipient involvement in project planning, scheduling, design, and implementation.
d. Ethical conduct.
Principles of Christian ethics must be reflected by all involved in international service arrangements. All activities shall be in harmony with the injunctions of Scripture and the laws of the land. Misrepresentations shall not be made. Agreements shall be documented and commitments kept. Denominational policies and practices will be respected. All participants will demonstrate integrity in advertising, resource mobilization, and reporting.
e. Long-term impact envisioned. Services/Programs/Ministries shall serve the long-term objectives of the church entities involved. Service providers and recipient organizations will assess the ability of the local entity being served to support and maintain programs or projects that may be initiated through short-term international services or ministries.
f. Communication, collaboration, and cooperation with denominational structure.
All participants in short-term international service will recognize the legitimate role of denominational structure in guiding and sustaining growth. They will facilitate and support the supervisory authority of church structure. Communication and cooperation in these endeavors involves more than just a provider/recipient interface. Unions, divisions, and the General Conference will be kept informed of plans and accomplishments within their respective territories. These entities must be sufficiently involved so as to be able to comprehend and superintend the larger picture of growth and development in the territory for which they are responsible.
g. Service provider precautions to minimize risk to all participants.
Persons involved in or recruited for short-term ministry projects will be fully informed regarding the project and its purposes, as well as any financial obligations they are expected to bear. Before undertaking international travel, individuals or groups shall be briefed about relevant issues such as healthcare and insurance, medical contingencies, security and evacuation, emergency measures in the event of terrorism or political unrest, conflict resolution, misconduct, discipline, stress management, etc.
h. Financial accountability.
Financial records will be maintained in a manner that preserves the credibility and accountability of all organizations involved. Financial disclosure shall be available to the parties concerned. Treasury services of the denomination will not be used to accomplish purposes or activities that are inconsistent with regular financial practices and policies. Recipient organizations shall use designated funds for the purposes that were identified at the time the funds/resources were provided. Financial expenditures made with the authorization of a provider/donor are not reimbursable should the provider/donor subsequently abandon the intended project.
i. Post-event evaluations and follow-up.
In order to continually nurture improvement in the delivery of international/cross-cultural services the entities participating in a service/project/ministry will conduct post-event evaluations and will share the benefit of their experience with church administrations (unions and divisions concerned) and other agencies involved in similar projects.
4. Standard Operating Procedures
Organizations involved in providing or receiving short-term international services will observe standard procedures that build trust and confidence while ensuring the highest level of effectiveness. These procedures will include:
a. Communication with church organizational structure.
In the early stages of planning an event the recipient organization will inform its supervisory organization and the appropriate division officer concerning the proposal and the participants involved. The supervisory organization and/or the division, at its discretion, may counsel the recipient organization concerning the proposal and its impact.
b. Divisions responsible for ensuring the appropriateness of proposals and projects.
It is the responsibility of the division in which the recipient organization is located to assess the appropriateness of proposals or projects and to ensure that the code of best practice is followed. Divisions shall also be responsible for providing regular periodic reports to the designated officer of the General Conference.
c. Service calls processed.
General Conference Working Policy B 145 and R 15 15 outline procedures for processing interdivision service and volunteer calls. Such calls must be processed sufficiently in advance of any interdivision travel so as to permit the application of safeguards such as references, documentation, travel insurance, etc.
d. Service providers to inform division concerned.
In order to facilitate information flow and mutual understanding, providers of international services are expected to regularly inform officers of the division in which they reside concerning their services to entities outside the home division.
e. Short-term international services reflected in strategic plans.
The utilization and deployment of resources in short-term international services shall be reflected in the strategic planning process at the General Conference and divisions.
