Doctor of Ministry Projects

Date of Award

2026

Document Type

Dissertation

Degree Name

Doctor of Ministry

College

Seventh-day Adventist Theological Seminary

Program

Doctor of Ministry DMin

First Advisor

Bruce L. Bauer

Second Advisor

Kleber D. Gonçalves

Third Advisor

Boubakar Sanou

Abstract

Problem

The Seventh-day Adventist Church emerged as a worldwide missionary movement committed to proclaiming the everlasting gospel to every nation, tribe, language, and people. Throughout much of its history, the Church demonstrated a strong commitment to cross-cultural mission and the establishment of an Adventist presence in territories with low or no access to the gospel message. However, as the Church expanded globally in membership, institutions, organizational structures, and administrative responsibilities, a gradual shift in mission priorities occurred. Increasing attention to institutional maintenance and regional demands often reduced emphasis on frontline mission territories and populations with no or low Adventist presence. This development created a growing concern regarding the Church’s ability to maintain its historic missionary focus, particularly within the Three Mission Refocus Windows: the 10/40 Window, the Urban Window, and the Post-Christian and Secular Window. The purpose of this study was to examine the theological foundations, historical background, implementation, and early outcomes of Mission Refocus, a General Conference initiative designed to realign mission resources and priorities, missionary deployment, and organizational attention toward areas of greatest missional need.

Method

This study employed a qualitative program evaluation methodology combining theological reflection, historical analysis, literature review, organizational document analysis, and evaluation of implementation processes. Biblical foundations for mission realignment were examined through selected Old and New Testament passages, Seventh-day Adventist theology, and the writings of Ellen G. White. Historical developments in Adventist mission were analyzed to identify factors contributing to changes in missionary priorities. The implementation of Mission Refocus was evaluated through official reports, statistical data, missionary deployment trends, leadership consultations, organizational feedback, policy discussions, Division initiatives, pilot projects, sponsorship records, and observed outcomes during the initial phases of the initiative. Particular attention was given to how Divisions, institutions, mission organizations, and Church leaders responded to efforts aimed at strengthening engagement within the Three Mission Refocus Windows.

Results

The study found that Mission Refocus successfully elevated awareness of worldwide mission priorities throughout the Seventh-day Adventist Church and generated significant organizational engagement across multiple levels of the denomination. The initiative stimulated strategic discussions regarding missionary deployment, increased sponsorship of missionaries serving in frontline mission territories, encouraged new missionary-sending initiatives, and strengthened collaboration among Divisions, institutions, mission organizations, and local entities. The implementation process demonstrated that mission ownership expands most effectively when supported by senior leadership and integrated across organizational levels rather than being limited to specialized mission departments. The study also identified challenges related to administrative complexity, reporting systems, and varying approaches to implementation. In addition, increased missionary sponsorship by sending Divisions reduced the use of some General Conference-supported international service employee budgets, resulting in lower-than-anticipated growth in officially funded missionary deployment. These conclusions highlight the importance of stronger coordination between missionary initiatives and existing deployment systems. Findings further indicated that volunteer service, institutional missionary initiatives, and lay missionary participation provide important pathways for expanding missionary engagement but cannot fully replace the strategic value of a long-term cross-cultural missionary presence in complex mission environments.

Conclusions

This study concluded that Mission Refocus should be understood not merely as an administrative program, but also as a strategic framework designed to help the Seventh-day Adventist Church preserve its prophetic identity and worldwide mission focus. The findings suggest that, while organizational growth is a positive expression of God’s blessing, it may unintentionally weaken emphasis on worldwide mission unless intentional efforts are made to maintain alignment with the Church’s missionary calling. The study further concluded that effective mission realignment requires integrated participation across all levels of the Church, including the General Conference, Divisions, Unions, local fields, institutions, pastors, local churches, and lay members. Mission Refocus demonstrates that strategic realignment can strengthen missionary awareness, mobilize resources toward unreached populations, and encourage broader ownership of the Church’s worldwide mission. However, its long-term effectiveness will depend on sustained leadership commitment, continuous evaluation, improved missionary deployment systems, stronger missionary formation pathways, enhanced collaboration among mission entities, and an ongoing commitment to prioritize territories and populations with no or low Adventist presence. Ultimately, Mission Refocus represents a continuing call for the Seventh-day Adventist Church to evaluate its priorities, align its structures with its prophetic mission, and maintain the worldwide proclamation of the gospel as its highest organizational priority in preparation for the return of Christ.

Subject Area

Missions; Seventh-day Adventists--Missions

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