WorldServe Team – WorldServe Team

Profile

For each drop-down, select the current best option

If you have insights for the following, select the best response(s). If unsure leave blank. These items can be updated any time at a later date through interactions

Engagement Level – Think of this as a continuum. People may be in more than one category, but choose the level that best describes the current depth and type of connection.

Donor Status – Select the status option that best describes the current engagement.

Satisfaction Level – Based on your assessment, select the satisfaction level that best describes.

Communication Preferences

Select all that apply (there are 2 categories here)

Some people have strict preferences for communications, others are quite flexible. Select multiple options as needed.

“MEA” buttons – These are for your personal notes on contact preferences, and only for use by yourself.

“WSM” buttons – These are for corporate WSM communication preferences. Our office will use this for Newsletter lists, sending ministry reports, or other relevant materials. We generally send a monthly and quarterly piece.

Areas of Interest

Select all that apply (this is areas of interest, not gift designations)

WorldServe’s mantra is to connect people to the persecuted church to strengthen and empower! We believe people give “through” WS (not “to” WS) into their personal mission to bring hope, spark transformation, and live out the gospel. Because of this, some people (but not all people) have specific priorities they want to participate in. These fund options capture that.

WMN – “Where Most Needed“. At a high level, WMN is the broadest fund, and the preferred one to allow for maximum flexibility in working with team & international church partners to design responses needed.

Impact Groups – “Kingdom Impact Groups“. WS works on a community model, where we work with the pastors of an area to discern and respond to what is needed. This happens both for the local churches (what is needed to strengthen biblically), and for the community (what is the Gospel response needed to care for the community-at-large).

Within Impact Groups, the following designated funds are often applicable. Donations to one of these funds will be used within the context of a community ministry model as overseen by WS and guided by the pastors of the region identifying priorities, and creating long-term implementation support.

- Pastors – “Pastor Partnerships“. WS creates donor-pastor partnerships between the donor and a specific pastor in a difficult region who needs their encouragement and support. Typically a pastor partnership is $55/month, but it can be any gift amount and we’ll combine multiple partnerships to support a pastor as needed.
- Micro-Business – Many churches desire to serve sacrificially and care for the people around them, even those who are hostile to them. However, these same church communities often face financial challenges that hinder their ability to grow and support their wider communities and congregations effectively. Families in these communities often lack the skills, resources, and opportunities to establish sustainable incomes. Micro-Business equips, trains and provides zero-interest loans that benefit the church and families.
- Bibles – “We need Bibles” is an urgent request we hear. Physical Bible distribution remains essential, particularly in regions where Bibles are scarce or restricted. Distributing Bibles is crucial for strengthening the church and spreading the gospel to those who might not otherwise hear it.
- Children’s – Often the children of a region are a key focus for local churches. Many children struggle in their daily lives due to poverty, war, parental circumstances, and more. Currently over 100,000 children are involved in church-led responses through our networks. This fund resources churches to meet the spiritual and practical needs of children and young people by providing a safe place to thrive, learn about Jesus, and provides much-needed practical care such as food, medicines, and clothing.
- Compassionate Aid – Jesus teaches us to love God and our neighbors. When war, famine, and disasters strike, the Church is called to respond. Yet, churches in crisis zones often face the same struggles as their communities—hunger, medical shortages, and lack of shelter. Churches in regions of adversity provide humanitarian aid exactly where it’s needed most. Local pastors with their churches help identify needs, and resources are delivered through the church—empowering them to serve their own communities.

WSBC – “WorldServe Bible College“. WSBC involves over 1000+ pastors each year, providing a solid Biblical foundation for leadership. Many pastors encounter persecution or other barriers that restrict access. WSBC training is provided in-person where it is safe, and electronically if needed, empowering pastors to teach, disciple, and lead effectively in their church and community.

Address

Enter the address needed for tax receipt purposes if and when a gift is received. Generally this is the home address.

This address will also be used for WorldServe hard mail (if indicated in options below) like Newsletters or other relevant materials. If an alternate address is preferred for non-tax-receipt mailings please make note of that in the “Comments & Notes” section.

Opinions

Unlike personality, identity or beliefs (which are core and stable), opinions are often situational, time-based, or evolving.

Simply add your notes or observations as applicable.

What perspectives on specific issues or experiences have you gleaned?
Are there particular theological or societal viewpoints that are good to connect over?

Beliefs

Beliefs guide how we frame thank-you language, our appeals, and even campaign/project invites.

The following are some questions or statements that can be used to hear, care and understand how we can best serve engagement for this person. Simply add your notes or observations as applicable.

Question Ideas

“What do I think is the best way to impact the world?”
“Why is the persecuted church worth supporting?”
“What role should faith, justice and community play in difficult regions?”

Value Statements

“Faith drives change” – you may use stories with ministry focus, believe in prayer, or believe change happens through faith and community.
“Sustainability over quick fixes” – you may show long-term program results and believe in sustainable, long-term change.
“Empower local, not foreign aid” – you may highlight indigenous leadership and believe in equipping local leaders.
“All people matter as much as I do” – you may believe justice and mercy must go hand-in-hand, every child & person deserves a future.

Identity

What motivates your giving or support for WSM?

The “Cause-driven” role is:

“I’m a justice advocate”
“I’m a faith-driven entrepreneur”
“I’m a community builder”

The “Value-alignment” role is:

“I care about the church having community impact”
“I give because I believe in legacy and long-term effectiveness”
“I support faith-based global work, especially for those who are persecuted”

The “Relational” self-view is:

“I’m a mentor”
“I’m a champion”
“I’m a servant”

Personality

The “Engager” is:

Warm, outgoing, social-oriented, responsive to visits, likes personal stories

The “Thinker” is:

Structured, prefers updates with impact substance, cognitive-oriented, analytical, responsive to reports/data

…Risks

I.

…Results

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Immediate Outcomes

Immediate outcomes articulate the changes in capacity that intermediaries and/or beneficiaries should experience during the life of a project. For example:

BHC examples need to be built in, all examples framed as church health equals people health….
Improved knowledge of sustainable agricultural-production practices among women-smallholder farmers in village X, of country Y
Improved business skills of urban women and youth in city Y of country X
Enhanced access to improved water and sanitation facilities for women of reproductive age, newborns and children under age five in rural areas of country X
Improved trade negotiation skills, especially women, in province Y of country X

Immediate outcomes represent the first level of change that intermediaries or beneficiaries experience once implementers start delivering the outputs of a project. For instance, “Increased knowledge of ….” may result from the outputs of “Training on ….” and “Mentorship program established for ……”

Intermediate Outcomes – Change in behaviour, practice or performance

Intermediate outcomes articulate the changes in behaviour, practice or performance that intermediaries and/or beneficiaries should experience by the end of a project. For example:

Church has an elder board
church has discipleship journeys
church events go beyond the event and into regular practice/relationship…
Increased use of business development and financial services by micro enterprises, particularly those led by women, in province Y of country X
Enhanced equitable access to safe, quality education for girls and boys in crisis-affected province Y of country X
Increased engagement in trade opportunities by small and medium enterprises, particularly those led by women, in country X

Intermediate outcomes usually stem from the application of the capacity built among intermediaries or beneficiaries at the immediate outcome level. For instance, “Improved antenatal care by health professionals in region X” may stem from the immediate outcomes “Increased knowledge of antenatal care practices by health professionals in region X” and “Improved access to equipment and infrastructure by rural clinics in region X.”

Ultimate Outcomes – Change in state, condition or well-being of beneficiaries

The ultimate outcome represents the “why” of a project and should describe the changes in state, condition or well-being that a project’s ultimate beneficiaries should experience. These should not be confused with changes in surrounding circumstances, such as increased economic growth […]. An ultimate outcome should instead reflect changes in the lives of women, men, girls and boys, through the church, in the partner country. For us, Biblically Healthy Church initiatives supports learning, and learning then translates into “measurable” acvtivies. For example:

Church outcomes – disciples, leadership, care, ...will make examples once we have evaluation form configured?
Enhanced economic prosperity for the poor, particularly women and youth, in country X
Increased food security of food insecure populations in region Y of country X
Improved equitable health of girls and boys under age five in rural areas of region X
Improved equitable learning outcomes of all girls and boys in crisis-affected province Y of country X
Reduced suffering in communities experiencing acute food insecurity in country X
Increased freedom of marginalized women, men, girls and boys in country X
Enhanced well-being of women in village Y of country Z

An ultimate outcome usually occurs after the end of the project, but should, when feasible, still be measured during the life of the project as changes may occur earlier. Once the project is over, the achievement of the ultimate outcome can be assessed through an ex-post evaluation.

Theory of Change

Every project is based on a “theory of change” – a set of assumptions, risks and external factors that describes how and why the project is intended to work. This theory connects the project’s activities with its expected outcome. It is inherent in a good project description and is often based on knowledge and experience of the project design team, research, evaluations, best practices and lessons learned.

A theory of change explains how a project is expected to produce its results. The theory typically starts out with a sequence of events and results (outputs & immediate outcomes, sometimes intermediate outcomes and ultimate outcomes) that are expected to occur owing to the project. This is commonly referred to as the “program logic” or “logic model.” However, the theory of change goes further by outlining the mechanisms of change, as well as the assumptions, risks and context that support or hinder the theory from being manifested as observed outcomes.

The importance of assumptions

Assumptions are the conscious and unconscious beliefs we each have about how the world works. From the perspective of the design team, assumptions constitute beliefs (validated or otherwise) about existing conditions that may affect the achievement of outcomes and about why each level will lead to the next. In the context of the theory of change and logic model, assumptions are the necessary conditions that must exist if the relationships in the theory of change are to behave as expected. Accordingly, care should be taken to make explicit the important assumptions upon which the internal logic of the theory of change is based.

Assumptions can be difficult to identify, as they are often taken for granted or are linked to deeply held convictions. Participatory exercises with a wide variety of local and non-local stakeholders are a good way of uncovering assumptions. This is because assumptions tend to vary among stakeholders and will become apparent when there are differing views on whether or not a project will lead to the desired change.

The importance of identifying risks

Risk are defined as the effect of uncertainty on expected results (outcomes). Developing a theory of change will also help identify any risks that would affect the achievement of outcomes. Note: Once risks are identified, suitable response strategies should be developed and managed throughout the life of the project.

The results chain

Developing a theory of change combines a reflective process with the mapping of the logical sequence from inputs to outcomes in a project. The results chain provides the conceptual framework for articulating this logical sequence. A results chain depicts the relationships between inputs, activities, outputs, and the outcomes of a project.

The results chain addresses our need to explain manageable building blocks or steps that lead to one another, making it easier to sequence and identify changes during both analysis and planning. These steps also become the points at which ministry partners will measure whether or not the expected change is actually occurring throughout project implementation.