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Scope of the Comprehensive Project, Geography, Church Engagement and Field Programs.

Likewise, they are encouraging every national organization and the participating partners to follow this model through the development of similar agreements that express a commit-ment with common goals.

This project is characterized by cooperation and collaboration as well as the complete work of SIL and Wycliffe in America. Many structural components of the project are executed by partner organizations along with SIL and/or Wycliffe staff –as consultants and coaches of such organizations– which are developing their own capacity to work independently. This cooperating dynamic does not recognize the typical chain of command regarding accountability, but it requires a strong dependency on interpersonal relationships and organizational trust, developed over time. Currently, this basic relationship between partner organizations is in force and it will continue to be nurtured so that the atmosphere of mutual responsibility results in benefits for all interested participants.

These are some examples of how these networks work:

• On a continental level, COMIBAM – Cooperación Misionera Iberoamericana [Latin American Missionary Cooperation]: SIL and Wycli�e work in close collaboration with COMIBAM, involving themselves with churches in order to actively participate in the Bible translation movement, as well as in training, literacy and activities of Scripture use.• BRAZIL: Asociación Misionera Transcultural del Brasil [Cross-cultural Missionary Association of Brazil] (AMTB) – An association composed of 50 organizations and denomi-nations which promote missionary work in Brazil with an Indigenous Department composed of 17 organizations which work with indigenous communities of Brazil.• In the CARIBBEAN: Biblical Society of the Eastern Indies – A regional entity a�liated with the United Biblical Society in the Caribbean. It works with other organizations which work with minority languages and Creole languages in order to promote the Scripture use and develop the translation.• In CENTRAL AMERICA: Viña – An indigenous organization headquartered in Guatemala which develops and produces non-printed materials through several vernacular media in Central America.• MEXICO: UNTI – A Christian indigenous organization involved in the ministry in the vernacular language among minority ethnic groups of Mexico.• BIBLE SOCIETY OF CANADA – A Canadian member of United Bible Society which collaborates with other organiza-tions in America by printing Scriptures and supporting others that work among the ethnic groups.• PERU: ATEK, AIDIA, JAWCA, AWI, RUNA SIMI, FAIENAP – These six Christian organizations are focused on the mother tongue ministry among the diverse minority ethnic groups along the country. They represent more than 30 language groups of Peru as a whole and they work on �eld programs in close collaboration with SIL.

“Passing the Torch” project covers a very wide geographical territory that encompasses the 35 countries of the American continent, including a diversity of languages, primarily Spanish, Portuguese and English. In addition to this wide geographical area, it implies key questions like church engagement, linguistic projects and related ministries as Scripture use and vernacular multimedia.

At the macro level, Wycliffe Global Alliance and SIL Americas Area are both committed to this project. People responsible in both organizations are working in close collaboration in order to strengthen and communicate all aspects of the Bible translation movement in America. In this regard, they have signed a mutual agreement that details how resources and information will be shared on a strategic level and how they are going to collaborate in the implementation of field programs.

>>>Continues.

In these pages, you will find a summary of the first three years of the comprehensive project "Passing the Torch so Others can

See", which we present with gratitude to God and His people. More than sixty organizations throughout the American conti-

nent have taken part in the implementation of the project. It was designed to strengthen and support the Bible translation

movement in partnership with local, national and regional organizations of America. In addition, it has been a catalyst to bring

indigenous and Latin churches closer together to work towards common goals to see the Scriptures transforming people,

communities and nations.

We are very grateful to all those who have participated in this great effort through their prayers, financial support and work.

We offer this brief report as a testimony of how God has been working in "Passing the Torch" by establishing the foundations

along the first three years of this 12 years project. We look forward in the future to inviting you to remain actively engaged in

the next phases of the project.

Until everyone has heard,

José A. de DiosAmerica Director

Wycliffe Global Alliance

James RobertsAmerica DirectorSIL International

1

“We continue passing the Torch”

James Roberts

How God prepared His people for this Comprehensive Project?

Wycliffe and SIL adopted Vision 2025 as a historical global proposal in 1999. Americas Area leaders tried to contextualize this goal by challeng-ing the interested parties to target year 2010. The challenge of Vision 2010 required Wycliffe and SIL Americas Area might cooperate in new ways, collaborating in the development of strategies for the language programs, the start of projects in new languages and the establishment of joint training programs in order to prepare Latin American workers. In 2006, a continental Bible translation movement emerged which included more than 40 partners serving in mobilization, recruiting, translation programs and Scripture use. As they were getting close to 2008, leaders started asking themselves how this movement could align itself to the growing momentum that emerged after the new vision, which would take them through the next decade. They together began to seek the guidance of the Lord about how to plan for the future and to participate in the management of that expanding movement.

In this context, the directors of SIL Americas Area were challenged by the leadership of the International office to develop a prototype of a compre-hensive plan in 2008. Wycliffe and SIL leaders felt God had already prepared them to face this opportunity. Both organizations had the necessary leadership and support staff in order to develop and manage a comprehensive planning structure. The strategic partners were committed and participating in the cooperative planning model. The previous dialogue and the cooperation meetings developed over the last two years had prepared the ground to elaborate a coordinated plan and apply the corresponding effort of implementation. The opportunity to present a comprehensive plan was seen as an answer to prayer and as a challenge that clearly captured the vision of working with and through local and regional institutions.

Design of the Comprehensive Project with the necessary flexibility to grow and adapt itself.

In view of the great diversity of cultures, contexts and languages in the whole American continent, “Passing the Torch” was designed to work with greater flexibility. Based on the staff and partners input, the people in charge of designing the project identified certain issues of sustainability that would lead the initial development and even the current project development. When we began developing this plan, we realized that it was necessary to develop the capacity of partner organizations for an adequate planning and implementation. The strengthening of a move-ment implied investing in people as well as in the organizations, so that the impact of the Scriptures might grow and become sustainable for future generations. The design allows new organizations to join the move-ment and the comprehensive planning model as they begin developing their own vision capacity to participate. The most important aspect is the leadership is seriously committed to the idea that working in a coopera-tive model is the most appropriate at a missiological level. The model recognizes the interdependency of the diverse representations of the Body of Christ for a successful ministry of Bible Translation. “Passing the Torch” has allowed foreigners, nationals and indigenous people to work together and with a greater efficiency than ever before.

Likewise, they are encouraging every national organization and the participating partners to follow this model through the development of similar agreements that express a commit-ment with common goals.

This project is characterized by cooperation and collaboration as well as the complete work of SIL and Wycliffe in America. Many structural components of the project are executed by partner organizations along with SIL and/or Wycliffe staff –as consultants and coaches of such organizations– which are developing their own capacity to work independently. This cooperating dynamic does not recognize the typical chain of command regarding accountability, but it requires a strong dependency on interpersonal relationships and organizational trust, developed over time. Currently, this basic relationship between partner organizations is in force and it will continue to be nurtured so that the atmosphere of mutual responsibility results in benefits for all interested participants.

These are some examples of how these networks work:

• On a continental level, COMIBAM – Cooperación Misionera Iberoamericana [Latin American Missionary Cooperation]: SIL and Wycli�e work in close collaboration with COMIBAM, involving themselves with churches in order to actively participate in the Bible translation movement, as well as in training, literacy and activities of Scripture use.• BRAZIL: Asociación Misionera Transcultural del Brasil [Cross-cultural Missionary Association of Brazil] (AMTB) – An association composed of 50 organizations and denomi-nations which promote missionary work in Brazil with an Indigenous Department composed of 17 organizations which work with indigenous communities of Brazil.• In the CARIBBEAN: Biblical Society of the Eastern Indies – A regional entity a�liated with the United Biblical Society in the Caribbean. It works with other organizations which work with minority languages and Creole languages in order to promote the Scripture use and develop the translation.• In CENTRAL AMERICA: Viña – An indigenous organization headquartered in Guatemala which develops and produces non-printed materials through several vernacular media in Central America.• MEXICO: UNTI – A Christian indigenous organization involved in the ministry in the vernacular language among minority ethnic groups of Mexico.• BIBLE SOCIETY OF CANADA – A Canadian member of United Bible Society which collaborates with other organiza-tions in America by printing Scriptures and supporting others that work among the ethnic groups.• PERU: ATEK, AIDIA, JAWCA, AWI, RUNA SIMI, FAIENAP – These six Christian organizations are focused on the mother tongue ministry among the diverse minority ethnic groups along the country. They represent more than 30 language groups of Peru as a whole and they work on �eld programs in close collaboration with SIL.

>>>Continuing.

“Passing the Torch” project covers a very wide geographical territory that encompasses the 35 countries of the American continent, including a diversity of languages, primarily Spanish, Portuguese and English. In addition to this wide geographical area, it implies key questions like church engagement, linguistic projects and related ministries as Scripture use and vernacular multimedia.

At the macro level, Wycliffe Global Alliance and SIL Americas Area are both committed to this project. People responsible in both organizations are working in close collaboration in order to strengthen and communicate all aspects of the Bible translation movement in America. In this regard, they have signed a mutual agreement that details how resources and information will be shared on a strategic level and how they are going to collaborate in the implementation of field programs.

2

Training

Church ENGAGEMENT

Result: 42 trained missionaries.

Result: 540 mother-tongue translators.

Result: 66% of the consultants available.

When evaluating the first three years of the Comprehensive Project, we are surprised and pleased to see we have reached and even surpassed the proposed goals by the mercy of God. Throughout this report we can appreciate each of the goals and the results grouped according to the central themes of the Comprehensive Project: Church Engagement, Comprehensive Development of the Organizations, Training, Strategic Alliances and Networks, Transition of Field Programs and Sharing the Acquired Experience.

We give glory to God, celebrate with joy and continue moving forward!

Goal: “The commitment of more than 50 churches or organizations in mobilization, training, sending and caring of the missionaries who participate in the work of Bible translation.”Goal: “The active service of 150 people for the benefit of ethnic groups.”

Result: More than 70 committed churches and organizations.

Result: 278 people serving in ethnic groups.

Goal: “The appropriate training for 25 missionaries so they serve in the Bible translation movement.”Goal: “The service of 500 mother-tongue translators in the Bible translation movement.”Goal: “The availability of 66% of the consultants in all pertinent disciplines to satisfy the long term needs of the ethnic groups.”

3

Transition of LANGUAGE PROGRAMS

Sharing the ACQUIRED EXPERIENCE

Result: 51% of language communities have access to the Scriptu-res in appropriate formats.Result: 31 language projects transferred.

Result: 60% capacity to continue translating.

Result: Four Areas accessed to the information and all five are using it.

Result: 45 positive stories that have impact.

Goal: “Access to the information with interest from four Areas of Wycliffe Global Alliance at an international level and the use of at least two models of Americas Area.Goal: “To get five positive stories about the impact and the benefit of the Bible translation movement on a global level”.

Goal: “Access to the Scriptures in appropriate formats for 47% of language groups”.Goal: “Transferring of 25 language projects to local and/or national leadership”.Goal: “53% local and national capacity to continue Bible transla-tion process, the ministry of the Scriptures and language development”.

Goal: “The effective leadership, planning, resources provision and Bible translation and related ministries promotion according to the context of 20 national and local organizations.Goal: “Effectiveness of 35 leaders from national organizations in management and the recognition of their servant attitude towards others.”

Result: 19 organizations with a measurable improvement of institu-tional strength.

Result: 35 effective and recognized leaders.

Goal: “Supporting of the Bible translation movement by three new appropriate networks.”

Result: 8 new networks supporting Bible translation.

STRATEGIC Alliances and WORK networks

COMPREHENSIVE DEVELOPMENT of the ORGANIZATIONS

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GOAL

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Progress

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

>>>>>>>>>>>>>>>>

>>>>>>>>>>>>>>>>

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

Analysis of the external situation

Performance Evaluation

Organizational Evaluation

Sense of God's Direction

Monitoring and Revision

Strategic Direction

Implementation

Strategic Plans

5

Project cycle

>>Results Based Management Model (RBM)SIL and Wycliffe had to use innovative tools in planning for developing this project, in response to changes in the context. Results Based Management Model has allowed us to focus on our tasks and roles to achieve the same aim. This tool has been an important factor in the first cycle of the project.

This model follows a logical chain that measures long term results (IMPACT), medium term results (OUTCOMES) and short term results (OUTPUTS).

The three impacts of the project are:

1. The commitment and participation of the church in America in the transformation of people and communities throughout the world by means of Bible translation into their own language.2. The motivation of Indigenous people in America to have access to adequate Scriptures. They have the ability to continue the Bible Transla-tion process, the ministry of the Scriptures and the development of the language.3. The benefit from the lessons learned and the models developed in the Americas Area for the global Bible translation movement.

>>Project Planning Period Long Term: 12 years. This is Wycliffe and SIL joint comprehensive project. It goes from October, 2008 until September, 2020.

Medium Term: 3 years. There are goals and objectives for each phase of the comprehensive plan: AF 09-11, AF 12-14, AF 15-17, AF 18-20.

Short Term: 1 year. These are plans with annual budgets, connected to the objectives and goals from each three-year phase.

>>Monitoring and EvaluationThe diagram on the left shows the Project cycle, in which Monitoring and Evaluation process is included. The system of Monitoring and Evalu-ation is implemented through annual and tri-annual reports, which give feedback to the planning process to make the necessary adjustments.

Likewise, it is possible that a new analysis of the context may be required. These evaluations can indicate deficiencies in the implemen-tation and show the need of making adjustments to the plans.

by

Wycliffe Global Alliance America and SIL Americas Area –in partnership with other organizations– have committed them-selves to promote the strengthening of the Bible Translation Movement through the comprehensive project “Passing the Torch so Others Can See”. Leaders of the organizations that form this movement have made a commendable effort in the implementation of a long term strategy partly as a result of the great effort and dedication of their members from October, 2008 to the present.

The comprehensive project offers a fascinating and practical perspective to the leaders of the movement in America by promoting radical changes, ensuring the development of their own capacities and the sustainability of the growing Bible translation movement in America. However, if the movement wants to fulfill its commitment by playing a critical role main-taining a sense of urgency to reach Vision 2025, we must make sure their work is constantly improved in order to maximize the worldwide impact.

The comprehensive project is composed of a network of part-ners and we all are responsible to strengthen the movement. To lead the strategic change in partnership and collaboration is one of the greatest challenges the leaders of Translation Move-ment in America must face in the next cycle. The work in networks and mutual collaboration will be key factors so that creativity and innovation can flow, and the whole may become greater than the sum of its parts. May God continue guiding us to fulfill this purpose.

“Collaboration drives creativity because innovation always emerges from a series of ideas, never form a

single spark of intuition” (“The Creative Power of Collaboration”. Keith Sawyer, 2007)

6

- Good internal communication along project design and implementation is as important as the design itself. A strong and creative leadership is required in order to reach a consensus in the comprehensive plan.

- Much flexibility is required during the first year to make the adjustments based on the lessons learned. The comprehensive project is not a static document. It has to be reviewed and improved. Funds are required for research and development. Those in management have to act together with the teams to make adjustments in design, gathering of indicators and monitoring system.

Gathering lessons learned allows us to make an effective implementation and –without a doubt–, it is useful for other similar projects. The main lessons learned are:

- Participatory planning with the main actors helps to achieve a greater commitment and identification with the project. The leadership must be totally commit-ted to the planning process. Previously, the implementa-tion team should acquire all the planning tools as well as the guidelines from the leadership.

- No plan should be implemented from the top down, but from the bottom up. The consultants gave a significant input during the planning.

- A culture of strategic planning –and not of activ-ism– brings clarity and drives the project. Every role is important when everyone works interdependently. Dedicating sufficient time to the team achieves total awareness.

- To know what and when to celebrate. Sharing with the external public is important and delicate at the same time. As this is a Wycliffe and SIL initiative, the partners sometimes do not see the whole picture and have problems to identify with it.

- Integration avoids confusion and duplication of structures and produces a greater efficiency. Histori-cally, cultural differences obstruct integration. We need to recognize the strengths of each organization and to concentrate in that which unite us and complements us. The Wycliffe/SIL cooperation brings clarity to the partners: we walk on the same road and we communicate in one voice. It is important to have only one calendar between SIL and Wycliffe. We encourage the partners to develop their vision and act with contextualized judgment by not having headquarters of Wycliffe in the continent.

- We need a plan to develop the plan and a techno-logical platform for the follow up.

- The service model in Latin clusters had good results. We have seen a 100% increase in assignments to positions of Bible translation and related ministries.

7

Budget

1. Trips, Training 35%

2. Production 8%

3. Services, Public Relations, Communications,

ggothers 21%

4. Contributions to Partners 6%

5. Wycliffe Strategic Expenses 8%

6. Scholarships 6%

7. Labor Cost 8%

8. Administrative Charges of the Project 8%

Total US$11,645,690

The dialogue with the leaders of Bible

Translation movement took us to identify

the four topics of sustainability for planning

and execution: Cooperation, Comprehen-

sive Development, Training and Transition.

Likewise, the additional processes of

support for Management, Monitoring and

Evaluation are fundamental for project

execution and growing.

5

1. Cooperation 28%

2. Transition 39%

3. Development13%

4. Training 7%

5. Monitoring and Evaluation 1%

6. Management 12%

Transition of programs to Local Leadership

Recording and Distribution of New Testament in audio

Translation Consultancy Service

Leaders/Partners meetings

Services through collaboration

Strengthening of Partners capacities

Recording the Acquiring Experience

Research and Development

Reports

Initiative of Coordinated Training

Consultants Development

Organizational Development

Leadership Development

Management of Field Programs

Integral Attention Service for the Staff

Strategic Initiatives

8

JAMAICA - The New Testament in Jamaican dialect will be dedicated in 2012 during the 50 years of Jamaican independ-ence celebration. The project is a joint effort of the Biblical Society of the Eastern Indies and Wycliffe Caribbean, sponsored by The Seed Company and the American Bible Society. The University of the Eastern Indies is providing consulting on language issues. SIL is helping Wycliffe Caribbean with a bilingual literacy project, promoting reading in the mother tongue in the churches –before the arrival of the Bible– to prepare pastors in Scripture use. “Patois” is the prestigious native language and the Scriptures will likely stimulate the interest and may drive adaptations to other native languages in the region.

COLOMBIA - A Tuyuca man said, “At the beginning, I did not under-stand why those translators had arrived at our town. Now I know they came to bring us something really good: The Word of God.”

Another Tuyuca man expressed his gratitude to all those who have supported the missionary translator throughout these years. He turned to the Christians in Colombia and asked them: “Are you planning to help us? We Tuyucas are like small children taking our first steps. We need to grow.”

Primeros Pasos

And how will that read…?PERU - The congregation grew from 60 to 320 people who came from other eight congregations. They came from as far away as a day of travel to celebrate God together with their brothers and sisters. There were dedications of babies, baptisms, praise, and they used the New Testament in Quechua of course. Sister Isabel Santos said to one of our colleagues while she was sitting in the sun during lunch: “We already have the Son; we now need the Father. It is very difficult to walk on one foot. We often want to make reference to a passage in the Old Testament in Quechua, but we only have the New Testament.”

After the baptisms, each one of the 11 People baptized signed the "Acta" (the registration book of the church). But only one could sign with her own signature from the eight women baptized. Although some ladies were elderly, most of them were young. I was in shock...

Let's pray for the Church may truly assume the responsibility to teach these people for reading and writing. A literacy book has been made based on Bible texts and some people are starting to use it in a prelimi-nary form. They are growing in their faith without a doubt. A Quechuan family felt deeply touched upon hearing the radio program in its own language. For this reason, they decided to walk four hours to an Evangelical church to surrender their lives to Christ and receive Him as their Savior.

Involvement with the Church, transferring of leadership, strategic alliances, training, sharing the lessons and the experience acquired.by Nory Grant

As a child

The New Testament, 50 years after the Jamaican Independency

GUATEMALA - Hundreds of people filled the temple to participate in a literacy conference. They were going to show a movie in the language of the community after the regular service. A six year old boy from a small group –three miles away from Rabinal– was invited to the platform. His father explained that the child had not yet learned to read, but he liked to hear the Scriptures by audio. The boy was fascinated with the cassettes and he heard them so often that he learned whole sections of the recording by memory. So he began to recite Luke chapter 9. Those who heard said his reciting was done with such authority and expres-siveness that it could be called “preaching”. As the boy continued sharing passage after passage, parable after parable, a reverential silence fell upon the congregation. The boy continued in chapter 10 and when the right hand of the person who held the microphone got tired, he changed it to the left hand. His voice began sounding hoarse by chapter 11, but he continued reciting with the same enthu-siasm as when he started.

That evening there was no sermon or invitation, but there was a strong conviction over all who heard him. Half the congregation ended up at the altar praying fervently for God to bring a revival to their lives.

This is only one example of how God’s Word in the mother tongue is producing fruit in Guatemala.

God is faithful!

9

Since we as Chileans and Latin Americans began to participate in the Comprehensive Project “Passing the Torch”, we have been able to see significant progress in the countries that have accepted this initiative.

Until 2008 LETRA Chile was a group of people who planned short term activities without much fruit, except the passion we were able to transmit love, passion, and service for the Bibleless people to others. Today, we have received institutional and leadership training thanks to “Passing the Torch” project. One of the great tools we are using is the planning system RBM**; after working for more than a year in prayer and planning, we were able to create a Plan of Impact for year 2020. Henceforth, all our actions were modified: our organizational chart, organizational structure, work areas, roles and functions showed a different emphasis in mobilization, a more effective long range planning, the development of training programs, etc.

At the same time, we could take a very important step to formal-ize a group of mobilizers. We could establish ourselves as a legal entity, a corporate body recognized in our country. Today, we are under the Law of Worship with the name “Misión Cristiana LETRA Chile” [Christian Mission LETRA Chile] with more than 90 members among every city in our country.

In terms of translation, we have developed a special RBM for Bible Translation Project in LENSE (Chilean Sign Language). As a result, SIL is providing us consulting and therefore, we have been able to start Bible translation in LENSE.

Regarding Chilean church, she is becoming more and more involved due to the experiences, the knowledge and the progress LETRA Chile transmits to them, thank God.

Finally, I have received leadership training as a leader of LETRA Chile; I have been able to establish strong ties with our continen-tal partners, to participate in key international meetings to strengthen the capacities of the leaders in our team.

For all of this, we express our appreciation to the team that has made the Comprehensive Project possible. We praise the Lord for all He continues doing in America!

“We will see our dream die”, said a promoter of UNTI in Mexico –regarding our organization– a few years ago. We were an organization supported only by the good wishes and the encouragement some people gave us for a long time. But some indigenous translators were convinced they would take the torch of translation in their hands and run with it to take the message of God to their own people one day. They remained firm in their vision and did not allow the organization to die.

We were introduced with the opportunity we have been waiting at the end of 2009; the moment arrived and we signed up to participate. A feeling of joy and renewed enthusiasm filled us when we were invited to participate in the project “Passing the Torch”. This was the beginning of a new stage for us and we are grateful for it.

We have received many benefits through this project: training in fundraising, institutional development and leadership development. We already see results; we are managing new translation projects, revision and Scripture use and we are training new potential leaders. The benefit is great and we are sure it pleases our God. But above all, the benefit we value the most is the friend-ship and brotherhood of those with whom we share the same vision, the same call from God. We have realized the strength of others complements our weakness and that our strength benefits much people. We and our language groups are the most benefited by this project, without a doubt.

Currently, we have already clung to the torch we saw far away before and we realize the burden is lighter when we hold it together and run towards the goal.

Testimonies of Partners After 3 years of the Comprehensive Project

Preparing us to take the Torch

“Passing the Torch 2009-2012”By Luis E. Chávez Aquino

10

**RBM: Results Based Management.

Published by:

Wycliffe Global Alliance and

SIL International,

Americas Area

May, 2012