Santa Cruz - Bolivia September 17 – 22, 2012

 An internal survey was done in 2000  Covered the period from 1975 –  1286 (F 443 and M 843) persons were trained.  Average return rate was 82%.  An external evaluation was conducted in 2010  Covered the period from 2000 –  1516 (M 755 and F 761) persons were trained.  Assessed the impact of the training programs.  Identified areas which needed improvement.  Recommended strategic directions.

 Enhanced professional capacities:  More effective Christian education, counseling and pastoral care.  Contextualized liturgy and worship.  Deeper understanding and practice of holistic mission.  Proactive diakonia – shifting from charity orientation to creation of opportunities.  Improved health care – greater focus on preventive aspect; including HIV & Aids.

 Improved institutional performances  Strategic Planning  Organizational development  Resource mobilization  Entrepreneurship  Modernization of mgt. and accountancy

 Enhanced women’s empowerment  Achieved gender equity in training:  1975 – 1999 (F 443 /34%/ and M 843 /66%/ )  2000 – 2010 (M 755 /49.8%/ and F 761 /50.2%/ )  Promoted women’s ordination.

 Strategic orientation of the program  Reconfigure/integrate the objectives of the different training programs.  Strengthen the role and profile of the HRD program.  Enhance links between the HRD and other capacity development initiatives within the LWF Secretariat and across the Communion.

 Dissemination of the Program Guidelines  Update the guidelines along with the reconfigured objectives and profile of the program.  Make the guidelines available in the official working languages.  Circulate the guidelines and also make them available in the LWF website.

 Management and follow-up  Enhance transparency and mutual clarity in the criteria and decision procedures.  Promote participatory processes (gender and generational inclusiveness) in decision making at various levels.  Strengthen synergy between the HRD and CCD programs, to develop institutional capacities (with respect to PME).  Improve/disseminate pertinent templates.  Ensure mutual flow of information in program planning, implementation and reporting.

/Key Priority Areas/  Enhance the links between the needs of churches and of the global communion.  Promote transparency, communication and information  Insist on active and competent human resources/capacity development committees  Information should be shared with key partners.  Identify available resources, improve networking and sharing of information.

/Key Priority Areas/  Promote institutional learning.  Encourage re-integration of returning scholars and sharing of learning in the churches.  Promote the creation and strengthening of networking among theological institutions and partners.  Enhance an environment for institutional learning that takes place at different levels of action and for different purposes.

/Key Priority Areas/  Promote/facilitate trans-contextual learning.  Experience sharing, exchanges and exposures among institutions, short term study visits, internships.  A platform for alumni, explore use of social media as channel of communication.  Encourage sharing of best practices among training institutions.