6. 2026-27 Plan & Budget

 

This year, IVCF Philippines is putting nearly everything it has into the people and the ground that will still be bearing fruit long after this generation of campus missionaries has moved on. We are at a turning point. Many of our most seasoned staff are nearing a season of transition. Our 75th year as a movement is only two seasons away. And right now, behind the scenes, the next five-year plan for this whole farm is being written. This is not simply another year of planting the same rows the same way. This is the deliberate work of making sure there is still a farm here for whoever comes after us.

That work is taking three shapes.

Raising up the next generation of farmhands, at every level

From the regional discipleship camps to Kawayan Camp, from Leaders Summits to Student Leaders’ Councils, almost everything in next year’s plan for students is really about growing leaders, not just running activities. At the same time, the Human Resources Department (HRD) is recruiting new staff, revising outdated job descriptions, finalizing the pension plan we told you about earlier, and mapping out a three-year staff scenario — not just next year’s. We are deliberately thickening the pipeline from student leader to graduate leader to staff worker, so the field is never one resignation away from going untended.

Rooting graduates into this farm as both its spiritual and financial foundation

Every regional unit has named the Graduates Ministry Department’s (GMD) work a top priority for the coming year, and GMD is accelerating its ministry through the National Graduates Conference, two new Cross-Current modules, the Transitions Program, and sectoral fellowships built around specific professions. And here’s something worth knowing: the Resource Development Department’s (RDD) entire campaign architecture — Bless the Staff, Start Right, the Kawayan Camp Campaign, and ongoing Partner Engagement — is, underneath it all, a graduates and partner mobilization strategy.

Strengthening the organization itself, so it can carry the mission forward

Organization-wise, our four priorities for the year — Strategic Planning 2027–32, the 75th Anniversary, PCNC/DSWD Certification, and Nurturing Partnerships — are all acts of institutional stewardship. Alongside that, the Administration & Finance Department (AFD) is building better information systems, digitizing records, clearing out the last of the compliance backlog, and repairing aging properties — widening the very irrigation channels we described earlier so they can carry the next seventy-five years of rain. And the Field Ministry Department (FMD) is releasing new discipleship curriculum modules and finalizing a formal Safe Space policy to protect every student who steps into this fellowship. None of this is maintenance for its own sake. It is the quiet work of an organization that intends to still be here, and still be trusted, for the generation after this one.

What This Will Cost, and What We’re Asking For

To carry out this work in the year ahead (June 2026 to May 2027), the Board has approved a more prudent budget than last year’s: a revenue budget of ₱37.2M against an expense budget of ₱36.4M, yielding a projected net surplus of ₱0.8M to keep the farm on stable footing. Both figures were deliberately built lower and tighter than last year’s plan, which had stretched for more rain than actually fell — correcting an overestimation in both proposed revenue and expense. Separately, the Board has also approved a continuing ₱33M commitment toward the Inter-Varsity Leaders Development Center (IVLDC) — a long-term building project meant to give the next generation of leaders a permanent home to be trained in.

TABLE 1. Proposed Budget vs. This Year’s Actual Revenue & Expense (in ₱M)

 

Five Things We’re Planting Toward

Next year’s plan rests on five integrated strategic priorities, each one a different part of tending the same farm:

Create IMPACT | Program Strategies

• Deepen the spiritual formation of student-leaders and prepare them to cross cultures for the sake of the gospel.
• Fortify pioneering and developing chapters.
• Increase staff capacity for, and volunteer engagement in, coaching students in chapter building.
• Strengthen international students ministry in CEVRU, SMRU, and MMRU.
• Rethink Digital Ministry.

Extend INFLUENCE | Stakeholder Strategies

• Provide enabling structures for graduates as partners in IVCF’s sustainability.
• Provide spiritual care for graduates in various seasons of life.
• Promote marketplace ministry among graduates and equip them with discipleship curriculum.
• Nurture a movement-building culture in order to develop movement builders who will pioneer movements in their professional fields.

Strengthen INTERNAL CULTURE | Team Strategies

• Promote a staff culture of faithfulness and excellence.
• Deepen the spiritual formation of staff.
• Increase staff resiliency.
• Develop staff leadership and pursue succession planning.

Sustain INCOME | Financial Strategies

• Improve recruitment, engagement, and care of givers and ministry partners.
• Improve implementation of IVCF’s financial policies and procedures.

Vitalize IDENTITY | Organizational Strategies

• Strengthen the relationship between the national movement and the regional units so that we remain one movement in nine regions.
• Begin strategic planning for 2027–2032.
• Pursue PCNC certification and maintain a good reputation of transparency and accountability.
• Sustain partnership with national and international Christian bodies such as PCEC, VoteNet, and IFES.
• Continue building the IV Leaders Development Center.

What Did This Harvest Stir In You?