strategic plan

The New Testament Church of God Strategic Plan, 2015 –20120 comes as a result of hard work and many meetings and drafts by the Strategic Planning Committee and the input and guidance of the leadership of the East African Superintendent Joseph Kagarama.

The process began in 2014 when the National Executive Council the top Strategic Planning organ chaired by National Administrative Bishop began the process of coming up with the first ever strategic plan for NTCG.

This committee then issued directions to the NTCG Regional Overseers at the 2014 general ministers meeting updating them on goals and objectives to be accomplished and recommendations for action items needing to be initiated.

A retreat took place in the late December 18-19th 2014 at our Nairobi Church with all Regional Overseers and National Committees. This retreat was helpful for updating our mission, focusing on issues and goals and reaffirming the purpose and membership of the church.

The National Administrative Bishop of Kenya, David Gilbert Bwire,.then spearheaded the process of drafting a new plan guided by the outcomes of the retreat and planning processes identified at the retreat.

I would like to thank Benea Alukwe, the loyal members of the Strategic Planning Committee (the National Executive Council members) along with all Regional/District Overseers and National Committees for their roles in this process.

Bishop Gilbert Bwire

EXECUTIVE SUMMARY

First, I would like to thank the National Executive Council or the Strategic Planning Committee members for their commitment to this planning process, for their patience and good humor, and for their fortitude in seeing it through to the end. Thanks also to the members of the Regional overseers who participated in the facilitated planning day at the Nairobi Karen Church in Oct. 2014, and to Laura for the guidance and insight she provided to all of us.

The Strategic Planning Committee included the following National Executive Council members:

National Administrative Bishop of Kenya-David Gilbert Bwire-Chairman
Ann

Strategic planning keeps an organization on track over time, and allows the organization to respond to change while remaining faithful to their mission and vision. The process itself may have as much value to the organization as the final plan, since so much can be learned from surveying both the position of the organization and the state of the environment in which the organization operates.

The opportunity to step back and scrutinize, evaluate, consider and question our activities is crucial, and not afforded by the daily pace of the organization. As a Church that belongs to more than 100,000 Christians in the world/east African region.

Given NTCG maturity as a church, it was time for a more comprehensive look at the church. In 5… years, NTCG has grown from a regional to an international Church. We needed to examine our mission and our programs and be sure we were still on a trajectory that the National Executive Council supported.

With that goal we decided to adopt a different approach to our planning process. Our focus in 2014 had been to gain consensus from among the member of our church through a series of regional meetings. Each group of attendees at those meetings engaged in SWOT analysis and discussions. The results were eventually digested to arrive at the final plan. This time it was felt that the full participation and buy-in of the NTCG National Executive Council was most important to the process.

Following that meeting the planning committee drafted this plan, which captures the Council’s intentions and expectations based on the work that was accomplished during the process.

David Gilbert Bwire – Administrative Bishop

CHAPTER ONE

Introduction

1. Background

Overview of the Strategic Plan

God Himself does planning on behalf of His people! Jeremiah quoted God when he said,

‘For I know the plans I have for you’, declares the Lord, ‘plans to prosper you and not to harm you, plans to give you hope and a future’ (Jer. 29:11, NIV). The writer of Proverbs lifted this to the next level by affirming, “We should make our plans—counting on God to direct us” (Prov. 16:9, LB).

1.1. Our Vision, Mission and Core Values

Our Vision Statement

The Church of God is to be;

“A church guided by the Holy Spirit with the ultimate aim of nurturing God’s love and hope even in the midst of these end-time challenges”

Our Mission Statement

To perpetuate the full gospel of Jesus Christ (Matthew 28:19,20), in the spirit and power of Pentecost (Acts 2:1-4,6, 13-28), through specific attention to and emphasis upon the centrality of God’s Word, world evangelization, ministerial development, Christ discipleship, church growth, church planting, family enrichment, and servant leadership”

Our Core Values

The following ethos governs the operations and spiritual life of the NTCGK community:

Spiritual Discipline & Loyalty to God: – We believe in demonstrating our commitment to Christ through our practice of the spiritual disciplines; we will demonstrate our commitment to the body of Christ through our loyalty to God and commitment to His church; and we will demonstrate our commitment to the work of Christ through our being good stewards (Matthew 6:5-15; Luke 11:1-13; James 5:13-18). We commit to remain loyal to God and church as we seek to fulfill of our duties to the body of Christ. We are to unite regularly with other members of the church for the purpose of magnifying and praising God and hearing His Word (Matthew 18:20; John 4:23; Acts 2:42, 46, 47; 12:24; Hebrews 10:25). Sunday is the Christian day of worship. As the Lord’s Day, it commemorates the resurrection of Christ from the dead (Matthew 28:1) and should be employed for worship, fellowship, Christian service, teaching, evangelism, and proclamation (Acts 20:7; Romans 14:5, 6; 1 Corinthians 16:2; Colossians 2:16, 17). We are to provide for the financial needs of the church by giving of tithes (Malachi 3:10; Matthew 23:23) and offerings (1 Corinthians 16:2; 2 Corinthians 8:1-24; 9:1-15). It is our duty to respect and submit to those whom the Lord Jesus has placed over us in the church (1 Thessalonians 5:12-13; Hebrews 13:7, 17).
We believe in being Good Stewards: – In the Scriptures, the virtues of thrift and simplicity are honored, but the vices of waste and ostentation are solemnly prohibited (Isaiah 55:2; Matthew 6:19-23). The living of a godly and sober life requires the wise and frugal use of our temporal blessings, including time, talent and money. As good stewards we are to make the most of our time, whether for recreation or for work (Ephesians 5:16; Colossians 4:5).The idle use of leisure time degrades (2 Thessalonians 3:6-13; 1 Timothy 5:13), but the edifying use of it brings inner renewal. All our work and play should honor the name of God (1 Corinthians 10:31) as good stewards we must use fully our spiritual gifts (Romans 12:3-8; 1 Corinthians 12:1-11, 27-31; Ephesians 4:11-16; 1 Peter 4:9-11) and natural talents (Matthew 25:14-30) for the glory of God. As good stewards we must recognize that the wise use of money is an essential part of the Christian’s economy of life. God has committed temporal blessings to our trust (Matthew 7:11; James 1:17).
We believe in Moral purity: – We will engage in those activities which glorify God in our body and which avoid the fulfillment of the lust of the flesh. We will read, watch and listen to those things which are of positive benefit to our spiritual well-being. In this regard, we seek to; glorify god in our body by avoiding sinful practices ((Romans 12:1, 2; 1 Corinthians 6:19, 20; 10:31). Our readings, watching and listening should be solely to inspire us towards spiritual maturity. We seek to utilize our leisure time by engaging in activities which edify both the individual and the body of Christ (Romans 6:13; 1 Corinthians 10:31, 32). We are to avoid places and practices which are of this world. Consequently, a Christian must not be a part of any other types of entertainment which appeal to the fleshly nature and/or bring discredit to the Christian testimony (2 Corinthians 6:17; 1 Thessalonians 5:21, 22; 1 John 2:15-17).
We believe in Personal Integrity: – We will live in a manner that inspires trust and confidence, bearing the fruit of the Spirit and seeking to manifest the character of Christ in all our behavior. To achieve this we uphold trust and confidence while believing in being trustworthy, dependable and a people of our word (Matthew 5:37; 1 Peter 2:11, 12). We believe that we live in the Spirit, we will manifest the fruit (attitudes and actions) of the Spirit and will not fulfill the lusts of the flesh (Galatians 5:16, 22-25; 1 John 1:7). Trustful relationships with others are a natural outgrowth of our positive relationship with the Lord (Psalm 1:1-3; Matthew 7:16-20; Luke 13:6-9; John 15:1-8).We emulate the character of Christ knowing that; Love for others is the hallmark of the Christ-life (John 13:34, 35; 15:9-13; 1 John 4:7-11). In His relationship with His Father, Jesus displayed submission (Luke 22:42; John 4:34; 5:30).
We believe in modest appearance: – We will demonstrate the scriptural principle of modesty by appearing and dressing in a manner that will enhance our Christian testimony and will avoid pride, elaborateness or sensuality. According to the Biblical idea, modesty is an inner spiritual grace that recoils from anything unseemly and impure, is chaste in thought and conduct, and is free from crudeness and indecency in dress and behavior (Ephesians 4:25, 29, 31; 5:1-8; 1 Timothy 2:9, 10). Therefore, modesty includes our appearance, dress, speech and conduct and can be applied to all situations. The essential issue is, does our style of life please or displease God? Our life, character and self-image are reflected by our apparel and mode of dress. It is not displeasing to God for us to dress well and be well-groomed. However, above all we must seek spiritual beauty, which does not come from outward adornment with jewelry, expensive clothes or cosmetics, but from good works, chaste conversation, and a meek and quiet spirit (Philippians 4:8; 1 Peter 3:3-5).
We believe in Family responsibility: – We will give priority to fulfilling family responsibilities, to preserving the sanctity of marriage and to maintaining divine order in the home. We recognize the priority of the family. The family is the basic unit of human relationship and as such is foundational to both society and the church (Genesis 2:18-24). The divine origin of the family, along with its foundational character, makes it imperative that we give priority to ministry to the family, both from a personal and corporate standpoint. The practice of Christian disciplines and virtues should begin in the home (Deuteronomy 6:6, 7). Therefore, our families should establish some pattern for family devotions and should endeavor to provide a Christian environment in the home (1 Timothy 3:3, 4; 5:8). We believe that marriage is ordained of God and is a spiritual union in which a man and a woman are joined by God to live together as one (Genesis 2:24; Mark 10:7). We stress on the divine order in the family. When God created man, He created them male and female (Genesis 1:27). He gave them distinctly different characteristics (1 Corinthians 11:14, 15; 1 Peter 3:7) as well as different responsibilities (Genesis 3:16-19; 1 Peter 3:1-7). In God’s order, the husband is head of the home (Ephesians 5:22-31; Colossians 3:18, 19), parents are to nurture and admonish their children (Ephesians 6:4; Colossians 3:21), and children are to obey and honor their parents (Exodus 20:12; Ephesians 6:1-3; Colossians 3:20). In order for harmony to exist in the home, God’s order of responsibility must be observed.
We uphold Behavioral Temperance: – We seek to practice temperance in behavior and will abstain from activities and attitudes which are offensive to our fellowman or which lead to addiction or enslavement. One of the cardinal Christian virtues is temperance or self-control (1 Corinthians 9:25; Titus 1:8; 2:2). It is listed as fruit of the Spirit (Galatians 5:23). We are admonished to practice moderation and balance in our behavior (Philippians 4:5). The Scripture indicates that it is within our prerogative to control our thinking (Philippians 4:8), our anger (Ephesians 4:26) and our communication (Ephesians 4:29; Colossians 3:8). To exercise self-discipline reflects the power of God in our life (1 Corinthians 9:27; 2 Peter 1:5-11).
Social obligation: – We believe it should be our objective to fulfill our obligations to society by being good citizens, by correcting social injustices, and by protecting the sanctity of life. We emphasize on being good citizens knowing that we are members of the kingdom of God as well as social order of this world. Obedience to God requires us to act in a responsible manner as citizens of our country (Mark 12:13-17; Romans 13:1-7; 1 Peter 2:13-17). God’s law is supreme, but we are to obey the laws of our country insofar as they are not in conflict with obedience to God (Acts 5:29). When it becomes necessary to disagree with practices and requirements of government, we should do so out of a concern for the promotion of righteousness and not out of delight in discord and controversy. We fight against social injustices in recognition of the equal worth of all men in the sight of God (Acts 10:34; 17:26) should compel us to take steps to improve the situation of those who are underprivileged, neglected, hungry, homeless and victimized by prejudice, persecution and oppression (Matthew 22:39; Romans 13:8-10; 1 John 3:17). We endeavor to protect the sanctity of life by caring for ourselves and others (Genesis 1:1-31; Jeremiah 1:5; Luke 1:41).

1.2.Preparation of the Strategic Plan

In the year 2014 the East African Superindent and the National Administrative Bishop made the determination that it was time for NTCG to prepare a Vision Plan which would lead the congregation in the coming years through 2020. The National Executive Council was tasked with to come up with an eye toward diversity and openness to ideas and change.

The first task was to consider a recommendation which would be taken to the congregation for approval of what our Values, Vision and Mission would be in the coming years.

The committee identified Values important to both who we are and how we strive to act. This informed and led the committee as it developed the Vision and Mission statements.

An initial draft of the Values, Vision and Mission was shared with those who attended the focus groups where committee members listened to comments and recommendations of participants. After many iterations, the final Values, Vision and Mission statements were developed and can be found “front and center” in the plan immediately preceding this section.

The Strategic Planning committee met many times from late 2014 through early 2015 prior to asking members of the congregation to meet in under their regional overseers groups in May and June 2015.

In an effort to take a strategic approach in developing the plan, the SWOT approach was used, a well – known strategic planning process. SWOT is an acronym from the first letters of the words Strengths, Weaknesses, Opportunities and Threats.

This method of strategic planning involves examining the strengths and weakness within an organization along with opportunities and threats in the environment external to that organization. Once these are identified, it is normal to consider how organizational strengths might be used to minimize internal weakness, moderate threats and take advantage of opportunities.

The committee also used the PESTEL analysis of the church in the development of this plan; PESTLE is a mnemonic which in its expanded form denotes Political, Economic, Social, Technological, Legal and Environmental. It gives a bird’s eye view of the whole environment from many different angles that one wants to check and keep a track of while contemplating on a certain idea or plan.

1.3.History of NTCG

The New Testament Church of God Ministries NTCGK was started in 1977 by xxxxxxxxxx region. NTCGK is registered as a in the Kenya as an xxxxxxxxxx organization.

1.3.1. The Great Commission

Then Jesus came to them and said, “All authority in heaven and on earth has been given to me. Therefore go and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit, and teaching them to obey everything I have commanded you. And surely I am with you always, to the very end of the age.

Matthew 28:16-20

1.3.2. Building Up of the Church

It was he who gave some to be apostles, some to be prophets, some to be evangelists, and some to be pastors and teachers, to prepare God’s people for works of service, so that the body of Christ may be built up until we all reach unity in the faith and in the knowledge of the Son of God and become mature, attaining to the whole measure of the fullness of Christ.

Then we will no longer be infants, tossed back and forth by the waves, and blown here and there by every wind of teaching and by the cunning and craftiness of men in their deceitful scheming. Instead, speaking the truth in love, we will in all things grow up into him who is the Head, that is, Christ. From him the whole body, joined and held together by every supporting ligament, grows and builds itself up in love, as each part does its work.

Ephesians 4:11-16

Our purpose as a church is to worship God by demonstrating His love as we share Jesus with others.

We achieve our purpose by:

Worshipping our God with joyful praise;

Obeying God’s Word, the Bible;

Reaching out, challenging the world for Christ; and

Demonstrating Jesus’ love to one another.

1.4.Current Programmes and Projects

NTCGK has initiated a number of projects that are meant to make our church self-sustainable

CHAPTER TWO

2. Situation Analysis

This chapter discusses the current situation facing the New Testament Church of God with regard to its structure, programs, functions and responsibilities. It also deals with the lessons learnt in the previous phase of the strategic. It then proceeds to a SWOT analysis that explains the church’s strengths, weaknesses, opportunities and threats, followed by a PESTEL scan on the environment under which this plan will be implemented.

2.1.Current Organisation Structure of the Church

The NTCGs’ organisation structure is as are outlined below.

2.1.1. The East African Office

The Kenyan church falls in the larger East African block under the leadership of the East African Superintendent. It is the prerogative of the Superintendent to coordinate the church not only in East Africa but also the larger Eastern Africa.

2.1.2. The National Administrative Bishop

The NTCG K is headed by the Chief Executive Officer (CEO) who is the chief administrative officer in Kenya; the person bears the heavy responsibility of ensuring that the church remains viable in Kenya while articulating to the policies of the East African Office. The national administrative office is charged with the following responsibilities:-

Ensuring smooth running of the activities of the church in the country based on the Ideals of God and the church in the framework of the New Testament Church of God doctrine.
To offer spiritual and moral leadership in the church to ensure that the operations of the church are aligned to the overall mission and vision of the NTCGK.
Ensure that the church grows both spiritually and materially. It is the duty of the Bishop to provide leadership in the mobilization of the church resources and pastoral opportunities to ensure that the church membership continues to expand
To objectively manage the church so in order to enhance team work among the church ministers across the country to full fill the great commission of the church.
To cultivate the culture of accountability, honesty and holiness among the church ministers, key staff members and the church congregation by leading by example like the messiah himself ……………. Quote from bible………

2.1.3. The National Executive Council

The National Executive Council is the top strategic planning organ of the NTCGK. It is headed by The National Administrative Bishop as the chairman. The council consists of:-

The National administrative bishop
The six Regional overseers

Six other members who hold office for a period of not more than Four years.

The specific duties of the National executive council include:-

Putting the interest of the ministry before everything else in their quest to plan for the church so as to ensure that they act within the vision of the church,
Liaising with regional overseers and other church ministers to get timely and relevant data and information to ensure that they make wise decisions while undertaking strategic planning,
Promote the desire to brainstorm, meditate, and seek spiritual discernment in addressing church issues ….. Quote from bible ……..,
Develop the strategic plan of the church while consulting and considering the concerns of the ; church ministers, staff, and the church members and other stakeholders in the formulation of the strategic plan of the church, and
To monitor and evaluate the strategic plan of the church consistently to ensure that the church remains on track as regards to achieving its spiritual, moral and material goals.

The National Executive Committee is tasked to partake in short-term, medium term and long range planning during which process the committee through consultation will chart the road map for the church to follow in the present and future. The process is people centered hence involve intensive & extensive consultation. Thus the process will be directed toward helping the church become the ministering family of faith that accomplishes what the congregation can best understand to be God’s purpose for the church. QUOTE ………bible verse ……..

2.1.4. Regional Overseers

The Kenyan church is divided into six regions under the leadership of regional overseers including: – These are North Central, Nairobi, Coast, Western, Nyanza and North Western regions. The regional overseers assume the following duties and responsibilities:-

To ensure that the ministry grows both numerically and spiritually in their respective regions,
To ensure that the ideals of the church are upheld at the regional level in line with the church’s constitution and spiritual guidance,

To coordinate the church ministers under their care and foster evangelization,

To develop their respective strategic plans within the framework of the National strategic plan,
To ensure that the regional operations and strategic plans support the national strategic plan, and
To partake in national strategic planning by giving their views as and when required by the National Executive Council.

2.2. National Committees

2.2.1. Finance Committee

The purpose of this committee is to consider all matters of finance and make recommendations as appropriate to the church for approval or disapproval. The focus of the finance committee is to offer stewardship in the church since stewardship is an essential aspect of Christian discipleship and responsible Christian living. In this regard the finance committee acknowledges accountability to the savior and accepts responsibility to manage to the glory of God and the good of others. The committee appreciates the fact that as stewards, we affirm God’s ownership over the world and all that is in it. Prudent financial management has strong biblical foundations. In fact it is evident in creation: “and god said, Let us make man in our image, after our likeness; and let them have dominion …. over all earth” (Gen. 12:26).

This committee has eleven (11) members consisting of six (6) at-large members with each serving a staggered three-year term. Other members include the a member of the National executive council, Youth Committee Chairman, Women Committee Chairman, Evangelization Committee Chairman and the National Treasurer. Every member of the Finance Committee should be a professed tither to New Testament Church of God Church. The Ex-officio staff member is the Stewardship Director.

Under the leadership of a Bishop the finance committee is charged with the following duties:-

In preparation of the budget, the finance committee shall have the heads of all church organizations, church officers, committee chairpersons and other staff presents their request for funds in writing.
Plan, recommend and promote the annual church budget.

Coordinate and communicate with any other applicable committee such as personnel for their input regarding salaries, etc.

Administer the budget and all spending in accordance with the financial polices of the church.
Communicate regularly with and provide necessary oversight of the duties of the church treasurer.
Provide a complete financial statement to the church at the regular business meeting.

Liaising with the National executive council in the establishment, adoption and implementation of the National budget of the church.
Ensuring best practice in the management of the church’s resources with regards to accountability and transparency under the guidance of the ethos of the church and spiritual prudence.

Cultivate a culture of ensuring that the respective staff does proper financial reporting on disbursement, and investment planning.
Establish an auditing arm to ensure transparency and accountability in the management of the church resources.
Establish resource mobilization policies for the church in order to ensure that there is enough financial, physical and human resources for the ministry.

Authorize expenditure requests to ensure efficiency in the allocation and optimal utilization of the church’s resources.

2.2.2. Jipange Pension Scheme

Going by the current economic realities in the country, Jipange pension scheme was initiated by Administrative National Administrative Bishop in the year, 2014 with the sole aim of empowering the church congregation. The scheme aims at ensuring that members learn and partake in financial prudence through small savings. The overall goal of this arrangement is to ensure that the church grows both spiritually and materially to overcome the ever increasing material demands in this end time era. This division is headed by a Reverend

2.2.3. Evangelism and Church Planting

The purpose of the Missions Committee, in conjunction with the National Executive Council, is to provide oversight of mission work to be undertaken and conducted by the church.

All organizations of the church shall be under church control, all officers being elected by the church and reporting regularly to the church. It is understood that the pastor is ex?officio head of all the organizations named, and his leadership is to be recognized in them all.

The committee is compost of a minimum of five (5) members who shall serve on the Committee with each member being nominated by the Committee on Committees and elected by the church to serve for three-year terms. The Associate Pastor for Missions & Evangelism is an ex-officio member of this committee.

Working with the Associate Pastor for Missions & Evangelism the Missions Committee has the following duties:

This committee shall evaluate mission’s needs and opportunities and recommend specific plans for enlisting the support and participation of the church in mission’s work.
Establish and maintain communication with the Associational Missionary as a resource for missions work within our church and association.

Communicate with and promote joint growth and development of the evangelism.

Oversee mission churches and pastors.
Recommend to the church mission involvement and approve all mission partnerships, trips and participants, church building and other construction.
Encourage a complete discipleship program with a view to mission commitment.

Recommend to the Finance Committee mission items to be included in the annual budget.
Encourage prayer support for all individual GABC and SBC associational, state, home, and foreign missionaries.

2.2.4. Prayer and Intercessory

Under the leadership of a Bishop, the intercessory Prayer Ministry Committee is to promote and encourage a participatory and consistent Intercessory and Prayer Ministry in our church with emphasis with special prayer.

The committee membership is, a minimum of six (6) members who shall serve on the Intercessory Prayer Committee with each member being nominated by the Committee on Committees and elected by the church to serve for three-year terms. The Minister to Forerunners is an ex-officio member of this committee.

Additional duties of the Intercessory Prayer Committee are as follows:

Organize and maintain an Intercessory Prayer Ministry through the Intercessory Prayer Center that ministers in intercession for:
The lost, spiritual needs and special times of evangelism and revival for the church.

Organize mission trips and partnerships between the pastors, churches, and missionaries.

Cooperate with special emphasis on prayer with Denominational emphasis (weeks of prayer for International, National, State, and Associational Missions)
Cooperate with National Day of Prayer and other interdenominational emphasis.
Establish a Life Book Store and Library in purchasing important books on prayer.

Host conferences on prayer and sponsor courses on prayer and spiritual warfare.
Utilize “prayer chain ministry” through the Sunday School Organization.

Develop “Special Emphasis Prayer” opportunities.

2.2.5. Project Management Committee

The purpose of establishing the projects management committee is to support the work of all ministries of the church through the appropriate utilization of material, financial resources and productivity equipment leading to successful adoption and implementation of key church projects.

Membership of the committee is at least five (5) members who shall serve on the committee with each member being nominated by the Committee on Committees and elected by the church to serve for a three-year term. The Stewardship Director is an ex-officio member of this committee.

Under the Stewardship of a Director, the project management Committee has the following duties:

Review project development proposals
Monitor and evaluate ongoing projects and Submit budget request for monies in a timely manner to the Finance Committee.

Evaluate and analyze All applicable contracts, warranties, service provider agreements, employee job descriptions (maintenance man) shall be maintained, reviewed by the Building & Grounds committee and kept filed in the church office

Liaise with the Finance committee to establish expense limits on repairs, maintenance, equipment replacements which might need to have Finance Committee, deacon and/or church approval.
Chairman should consult with treasurer to insure that a procedure is in place for the review, approval and submission of bills to the treasurer, for prompt payment to vendors.
Consideration for repairs and maintenance should include: professional service providers, current and contracted employees, church-wide work day events.

Review the church’s utilization of productivity equipment at least annually to determine that all such equipment is operating properly and is being put to its best use.
Determine needs for new or replacement equipment and make recommendations for such equipment to the church.

Prepare and submit to the Budget Planning Committee an annual budget request for productivity equipment anticipated needs, including, but not limited to, hardware, software, training, repairs and maintenance contracts.
Develop and update at least annually, a productivity equipment master plan compatible with the church’s overall master plan. This master plan should seek to furnish the needed equipment and software which can be applied to the church’s mission statement.

2.2.6. Youths

The main goal of this committee is to assist the appropriate staff member in the planning and implementation of a youth ministry program.

Specific Responsibilities of the Youth Committee are:

Meet with the appropriate staff person to indentify and share ministry goals, plan and develop ministry activities and events.
Chairperson (or designee) should be available to provide direct assistance to staff, as needed.

Due diligence and care should be exercised by this committee and staff to provide adequate supervision of all youth activities.

Ensure that venues, volunteers and activities associated with the youth ministry should be carefully screened by the Youth committee and/or staff to insure the safety and protection of the youth.
Communicate and coordinate with other committees as needed.
Make recommendations to the church concerning the development of a child protection policy.

2.2.7. Children

PURPOSE: To join the Children’s Minister in conducting an effective Christ-centered program for infants, preschool and children in school grades kindergarten through the sixth grade.

This committee will provide additional direction in various aspects of the Children’s Ministry and to be a positive means of communication with parents of children and other church members. This committee is responsible for the endorsement of the overall church children’s program and the recommendations of the budget funds for the program.

The children’s committee has a minimum of six (6) members who shall serve on the committee with each member being nominated by the Committee on Committees and elected by the church to serve for three-year terms. The Children’s Minister and Children’s Coordinators are ex-officio members of this committee.

The Children’s Minister is the head of the Children’s Committee which has the following duties:

Develop a Christ-centered children’s program to cater to the member and nonmember.
Prepare and recommend to the Finance Committee the annual children’s activities budget and any subsequent additions to the budget.

Monitor and assess the children’s activities to assure the program is meeting the overall needs of children.

Counsel and support the Children’s Minister and serve as goodwill ambassadors for the children’s program.
Encourage and solicit the support of parents of children and children workers.
Develop an effective Parents-of-Children Ministry.

Organize and lead Parent/Children retreats, conferences, workshops, etc.
Plan periodic activities for children, coordinating them through the Sunday school director/teachers, Children’s Choir leaders and related fellowships.

Provide assistance as needed and requested to the leaders of the children’s ministries listed above.
Encourage and attempt to involve the parents of children in one of the ongoing ministry programs to children.
Consider and make recommendations about any space used in the children’s ministries.

Make recommendations to the church concerning the development of a child protection policy.

2.2.8. Women

Under the stewardship of a Bishop the Women’s Ministries Committee is to develop opportunities for the women’s ministries of our church.

The purpose of the Missions Committee, in conjunction with the National Executive council, is to provide oversight of mission work to be undertaken and conducted by the church.

Specific responsibilities of the Women’s Ministries Committee will be to:-

Coordinate and conduct Bible Studies for women of all ages.
Develop a strategy to use Bible Studies as an outreach/evangelism tool.

Schedule “Special emphasis events”
- Weekend Workshops
- Special Speakers
- Sponsor Family Events

Coordinate with other church organizations, such as WMU, Baptist Men’s Ministries and the Missions Committee.
Coordinate all activities through the pastor and/or his designee.
Develop a ministry for Young Women

2.2.9. Education

The education committee serves as liaison between the Church and the Early Education Center. The committee will work with the EEC Director in the administration and coordination of the faculty and counsel with the EEC Director on budget and finance matters.

The membership of the children committee is a minimum of six (6) members who shall serve on the Early Education Committee with each member being nominated by the Committee on Committees and elected by the church to serve for three-year terms. The EEC Director and the Minister to Children are ex-officio members of this committee.

The education Director, the EEC Committee has the following as its duties:

Determine policies and procedures for operating and administering the program which reflect the purpose and philosophy of the EEC.
Assist the EEC Director in developing a workable budget.

Assist the EEC Director in compliance with legal and licensing requirements.

Assist in efforts to inform, involve, and educate church members and the community about the program.
Assist in efforts to establish and maintain good relationships between the EEC and other church programs.
Review reports and records to ensure proper operation of the program.

Report regularly to the church about the work of the weekday education program.

2.3. Achievements and Lessons Learnt

Generally, NTCG K has done well in many areas of its core mandate. Section xxxxx.1 highlights a summary of the Church’s achievements up to 2014 while section xxxxxx.2 provides the major lessons learnt.

2.3.1. An Overview of the NTCGOK’s achievements

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2.3.2. Summary of Major Lessons Learnt

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2.4. Strengths Weaknesses Opportunities and Threats (SWOT) Analysis

SWOT analysis is a basic, straightforward model that provides direction and serves as a basis for the development of a strategic plan.

It accomplishes this by assessing:

Strengths of the organization (what an organization can do)
Weaknesses (what an organization cannot do)

Opportunities (potential favorable conditions for an organization)

Threats (potential unfavorable conditions for an organization).

STRENGTHS	WEAKNESSES
	Activities and Groups
· People’s acceptance of the current situation and a desire for mission and necessary change.· Our Sunday school and School programs · Worshiping the true God · Our positive Social Life · Outreach to Baptism Families · Development of a monthly, bi-annual and annual meeting of the church council, regional overseers’, church leaders and the secretariat. · Our Positive Community Image and Culture of Service · Strong Sense of Community engagement · Talent Pool among the laity, congregation & the secretariat and other church organs. · Church membership Growth · Participatory leadership and management approaches that involve the entire church community · Intentional use of missionary opportunities across East Africa and beyond · Outreach to community · Caring & sharing – friendship and fellowship · Interesting stimulating meetings / fellowship	· Pastoral care, follow up (after topical series, christening etc.)· Lack of a frame work for Prayer focus · Communication · Poor Delegation · Lack of adequate community knowledge · Poorly defined “job” descriptions · Limited cooperation among the overseers, national executive and other administrative organs of the church in Kenya · Duplication of Efforts due to poor job descriptions · Visiting. We are considering a structured pastoral visiting scheme at the branch level
	People · Inequality in Age proportions among the church congregation in Kenya · Responsibility undertaken by a relatively small number of the congregation. · Availability of the congregation at critical times · Talents, gifts and interests of congregation not known due to the lack of a sound frame work · Reliant on peoples’ generosity · Lack of full Commitment · Lack of confidence · Minimum Inclusion of youth in decision making
People· “Doers” · Commitment, reliability, trust, cooperation · Good leaders · Gifted and trained members · Volunteers ++ · Generous people · Enthusiastic · Good working relationships · Maturity in life and faith · Good ministry team · Open discussion of issues possible · Unity, “holy”, compassionate · Embrace change · Good record keeping · Broadly representative
Resources · God · Emphasis on mission and reputation · Own mission statement · Good facilities and assets · An aggressive Ministry team · Our Music potential	Resources · Huge needs and demands given the increasing size of the NTCGK congregation in Kenya and the region · Increasing Fixed expenses · Lack of financial and human resources to run the church programs at national and regional level · Lack of succession planning That lead to the inheritance of huge debts from the previous national administration Bishop that are yet to be settled · Need to review resources against priorities · Limitations of the church buildings and land across Kenya
OPPORTUNITIES	THREATS
Activities and Groups	Activities and Groups
· Involvement of youth· Lots of ministry options · Work together, e.g. market day · Involvement with community · Counseling · Conversations /dialogue window	· It may be hard to involve everyone· How to engage with families post baptism · Desire to maintain “comfort zone” (something doing well? Just stick with it) · The challenge of ensuring Communication among the various church organs across Kenya · Economic & Moral Climate including Substance abuse.
People	People
· Involve more, especially youth· Growth in area population · Significant Giving Potential	· Too busy people to commit to the church work· Committee members getting “stale” · Reliance on volunteers · Apathy of congregation · Lack of use of gifts due to others holding positions for a long time – “closed shop” · Demographics · Commitment to spiritual matters is different now particularly among the youth in Kenya due to globalization · Less culture of volunteering in younger age groups in Kenya · Burnout among the few staff and the secretariat coupled with lack of adequate financial resources.
Resources · Seek the Holy Spirit · Improve pastoral care through seminars & training · Youth – communicate faith well · Embrace entrepreneurship and Ideas from finance group · Respect the Authority of Church Council · Empower the respective Ministry Groups · Establish comprehensive Succession planning to ensure smooth future transitions · Positive contact with a very wide range of people through Pastoral Offices, Parent and · Toddler Group, School etc.
	Resources · Constrained by funds. The church is struggling to clear a heavy burden of debts that have accumulated over the years · Lack of adequate resource mobilization strategies at the branch, regional and national level. · There are few ongoing projects that can generate any significant resources for the church programs. · History of church divisions and arguments in the NTCGK · Lack of people / project managers to lead projects

Table 2.1: SWOT Analysis Table

2.5. A PESTEL Analysis of the Church

In preparing this Strategic Plan, a broad Political, Economic, Social, Technological, Environmental and Legal (PESTEL) scan was undertaken. A PESTEL analysis enabled the Church to focus on the environment in which it operates and therefore appreciate the factors that will either support or impede the process of implementing the strategic plan. Table 2.2 below presents a synthesis of the outcome of the PESTEL analysis.

Category	Issue	Description
Political


Economic



Social


Technological
Environmental

Legal
Legal

Table 2.2: PESTEL Analysis Table

2.6. Stakeholder Analysis

This Strategic Plan takes cognizance of the Church’s stakeholders and their varied expectations which the church intends to meet. The church in turn has expectations of these stakeholders which it hopes to be equally met.

2.6.1. Internal Stakeholders

Laity
Clergy
Congregations
All the church groups
Administrative staff

2.6.2. External stakeholders

The global church community
Development partners
The county and national government
Service providers
Other regional NTCG church offices in East Africa
National Environmental Management authority
Law enforcement agencies
Financial institutions
Consultancies & advisory

The NTG K’s linkage with its stakeholders is summarized in Table 2.3 below which presents the interested parties in the NTCGK including their expectations and the NTCGK’s expectations from our stakeholders.

Stakeholder	Stakeholders Expectation	Church Expectations from Stakeholders
The Congregation	· Transparency & accountability· Spiritual & pastoral care · Moral and spiritual direction	· Uphold true Christian values· Full participation in the church programmes · Commit to tithing & offering for the work of the church · Commit to consistent prayer offerings and meditation for the church
The Staff	· Adequate compensation where necessary· Provision of an enabling working environment · Provision of the right working tools	· Continuous improvement· High productivity · High Efficiency · Accountability
The Government	· Constitutional & legal compliance· Aligning our goals to nation building and policy · Partake in peace & security initiatives	· Regard of church needs· Freedom of worship · Internal security · Provision of public goods e.g. roads, water etc.
Service Providers	· Reasonable &Timely payment· Proper contract management	· Quality service delivery· Provision of value for money · Good rapport
Development Partners	· Best practice in project management· Adequate communication & feedback mechanisms · Nurturing acceptable resource mobilization strategies.	· Provision of financial and material input· Good role models

Table 2.3: Stakeholder Analysis

The SWOT and PESTEL analysis done above have informed the Church in identifying its strategic issues and in subsequently developing strategic objectives and strategies to address these issues as indicated in Chapter Three below.

CHAPTER THREE

3. Strategic Goals and Objectives

The mission of the Church of God is to be perpetuate the full gospel of Jesus Christ (Matthew 28:19,20), in the spirit and power of Pentecost (Acts 2:1-4,6, 13-28), through specific attention to and emphasis upon the centrality of God’s Word, world evangelization, ministerial development, Christ discipleship, church growth, church planting, family enrichment, and servant leadership.

This strategic plan is based on the following strategic goals and objectives that the NTCGOK will strive to achieve in the next 5 years.

Thoughtful planning will shape and guide an organization for the future. Its purpose is to help the organization do a better job, to focus its goals and to work together towards the identified goals.

The Planning Committee, through thoughtful process and facilitated brainstorming, identified the following primary strategic questions.

Are the current activities of the church assisting members leave a better Christian life and supporting their spiritual needs? Should current activities be continued, expanded or abandoned? What, if any, new activities should be considered?
Should NTCGOK actively pursue strategies that would widen the appeal of NTCGOK and increase members’ participation?

What role should different committees and groups, play in NTCGOK?

What effect would continued growth have on the administration of NTCGOK, the quality of the services provided and sense of community and its members?

How can communication be improved – both within the church itself as well as with the various stakeholders that comprise the driving force of our member church.

How can we assure the efficient and effective administration of the Church? If management vacancies occur, what policies and procedures should be implemented to ensure a smooth transition and minimize any loss of efficiency NTCGOK?

3.1.Objectives and Strategies of the plan

3.1.1. Outreach and Mission

Strategy

To improve the quality of our churches by setting set up 47 model churches one in

every county

3.1.2. Financial Stewardship: Operate and grow in a financially sustainable way

Strategies

To reverse the persistent financial state of our Church in Kenya through innovation (To automate all our financial activities in the churches)
To set up income generating project on every region of our church, with a goal of empowering our people through quality education programmes.(To establish income generating projects in every region)
Audit all our church finances yearly

3.1.3. Fostering excellence in academic insight and nurturing practical Church skills

Strategies

Set up centers that will act as cohorts for Discipleship University with a focus on making discipleship a regional university with a difference this is in the interest of the NTCOG-K owning the institution. (Set up centers to act as cohorts for Discipleship University)
Construction of learning institutions in each of our six regions to create income for both the national office and regional offices with a goal to do the same for districts (Construct learning institutions in each region)

3.1.4. Members Development: Job creation and retirement plan

Strategies

Create job opportunities for our members by engaging experts among us to help establish viable industrial ventures and partnerships that will create these jobs with an aim of alleviating poverty and illiteracy, which are key challenges to the Church of God congregations in Kenya.
Jipange retirement scheme

3.2. Stakeholder Analysis

This section presents the interested parties in the NTCGOK including their expectations and the NTCGOK’s expectations.

3.2.1. Internal Stakeholders

Laity
Clergy
Congregations
All the church groups
Administrative staff

3.2.2. External Stakeholders

The global church community
Development partners
The county and national government
Service providers
Other regional NTCOGK church offices in East Africa
National Environmental Management Authority
Law enforcement agencies
Financial institutions
Consultancies & advisory
Our customers

3.2.3. Stakeholder Expectation Matrix

Stakeholder	Stakeholders Expectation	Church Expectations from Stakeholders
The Congregation	· Transparency & accountability· Spiritual & pastoral care · Moral and spiritual direction	· Uphold true Christian values· Full participation in the church programmes · Commit to tithing & offering for the work of the church · Commit to consistent prayer offerings and meditation for the church
The Staff	· Adequate compensation where necessary· Provision of an enabling working environment · Provision of the right working tools	· Continuous improvement· High productivity · High Efficiency · Accountability
The Government	· Constitutional & legal compliance· Aligning our goals to nation building and policy · Partake in peace & security initiatives	· Regard of church needs· Freedom of worship · Internal security · Provision of public goods e.g. roads, water etc.
Service Providers	· Reasonable &Timely payment· Proper contract management	· Quality service delivery· Provision of value for money · Good rapport
Development Partners	· Best practice in project management· Adequate communication & feedback mechanisms · Nurturing acceptable resource mobilization strategies.	· Provision of financial and material input· Good role models

3.3. Evangelical Services

The NTCGOK offers an array of services to the church congregation and wider community. The services are geared towards ensuring that the church impacts positively on the spiritual, moral and material growth of the church and the community in general. To make this feasible, the ministry partakes in the following core services:

Mass services
Baptism
Wedding services
Hospitality and welfare ministry
Funeral support services
Holy communion
Guidance and counseling services

3.4. Stepping Into the Future

To spearhead evangelization the NTCGK anticipates undertaking the following initiatives:

3.4.1. Procurement of a Vehicle for the National Administrative Bishop

Owing to the dare state of the logistic department at the national office and the ever increasing obligations of the newly appointed National Administrative Bishop, there is need for the church to mobilize resources to purchase a new car for the Bishop to enhance his logistics.

The Bishop is currently moving across the country to attend a series of meetings with the laity, the bishop fraternity, church council and members of the various committees in a bid to reform the church. It is therefore prudent that he gates a good car to facilitate his effort given that the current car is in bad condition.

3.4.2. Mobilizing Resources for Evangelization Ministry

Currently the church has no resources for running her great commission of evangelization. We anticipate that the church fraternity starting from the branch level to the regional offices starts initiatives that can generate funds to run the church’s ministry. The respective committees will work in tandem with the national executive to determine which activities will be undertaken at the branch and regional level to generate income for the church other than the formal offering s and tithes.

3.4.3. Prayer and Submission

The success of this strategic plan is only feasible through consistent prayer and submission to the will of God the almighty. In this regard the NTCGK intends to:

Organize for frequent full-house fellowships which will aim at bringing together all the church leaders to pray and fast for the church and the respective ongoing programs.
Form a strong intercessory team that will offer continuous prayer sessions on behalf of the church at the branch, regional and national level.

3.4.3.1.1. Financial Resources

To educate members on making church offerings and tithing
Financial
Payoff our Line of Credit
Increase giving to meet growth needs
Develop a comprehensive funding plan that includes a philosophical framework, fundraising strategy, financial campaign(s), fee for service revenue, and additional avenues for support
Define a method of measuring the appropriate proportion of financial resources allocated to program versus administration and fundraising activities, and use this measurement for assessment and clearer reporting
Review the suitability of the various self-funding ministry models for today’s realities and recommend any changes that would improve the effectiveness and viability of those ministries.

3.4.3.1.2. Human Resources

Develop an intentional approach to employment practices so that positions (salaried or hourly employees, contractors or volunteers) carry out the organization’s mission effectively and efficiently.
Develop recruitment and retention plans that recognize the essential need for a gifted and committed workforce, reward employees’ competencies and continued growth.
Engage in the periodic review of the organization’s position descriptions, examining the effectiveness of the position within the mission of the Board and the fit of the current person filling the position.

3.4.3.1.3. Physical Resources

Determine the current and future physical needs of Church of the Brethren ministries and take action to align property ownership or occupancy with ministry priorities and available resources.
Maintain property in ways that are consistent with the church’s commitment to care for creation.

3.5. Development Objectives

3.5.1. Financial Sustainability

Enlighten members on tithing and church offering
Initiate viable investment projects within at the branch, regional and national level
Enhance capital investments like the ongoing Jipange pension scheme
Partake in capital and equity ventures like buying of shares by the various groups in the church
Instill accountability and transparency in handling church resources and property
Consult and establish viable income generating business for the various groups in the church to enable them contribute to the church fund
Arrange for periodical investment seminars for the various groups in the church ranging from the youth to men groups to empower them with entrepreneurial knowledge thereby enabling them become more economically productive to themselves, the church and the wider society.

3.5.2. Complete Ongoing Church Projects

The church will endeavor to successfully complete any viable project that the church inherited from the previous leadership based on resource availability.

3.5.2.1. Strategies

Complete the refurbishment of the offices at the NTCGK head office in Karen Nairobi.
Replace or install new telecommunication systems and infrastructure at the head office to accommodate modern technology like internet and ICT to enhance communication and administration for the secretariat.
To put in place a system that will foster online reporting from all the branches in Kenya to ensure efficiency and transparency.
To provide funding for a fish and poultry farm project by the administrative Bishop at the Head office and residence. This project is aimed at enabling the National administrative bishop and family to engage in some form of income generating venture to facilitate his work for the church.

CHAPTER FOUR

4. ACTION PLANS

To make the achievement of the objectives of the strategic plan feasible, the role of the various church groups is paramount. This section outlines the action plans as per respective church groups and members.

Objective 1: Outreach and Mission
Strategy 1: Setting up model churches in 47 counties
	Tasks	People responsible	Resources	Deadline	Measurable results
1
Objective 2: Financial Stewardship: Operate and grow in a Financially Sustainable Way
Strategy 1: To automate all our financial transaction in the churches
	Tasks	People responsible	Resources	Deadline	Measurable results

Strategy 2: To establish income generating projects in every region
	Tasks	People responsible	Resources	Deadline	Measurable results


Strategy 3: Audit all our church finances yearly
	Tasks	People responsible	Resources	Deadline	Measurable results

Strategy 4: To develop other development projects and activities in the church
	Tasks	People responsible	Resources	Deadline	Measurable results
	Purchase of motor vehicles
Objective 3: Fostering Excellence in Academic Insight and Nurturing Practical Church Skills
Strategy 1: Set up centers that will act as cohorts for Discipleship University with a focus on making discipleship a regional university with a difference this is in the interest of the NTCOG-K owning the institution. (Set up centers to act as cohorts for Discipleship University)
	Tasks	People responsible	Resources	Deadline	Measurable results


Strategy 2: To construction of learning institutions in each of our six regions to create income for both the national office and regional offices with a goal to do the same for districts (Construct learning institutions in each region)
	Tasks	People responsible	Resources	Deadline	Measurable results



Objective 4: Members Development: Job creation and retirement plan
Strategy 1: Create job opportunities for our members by engaging experts among us to help establish viable industrial ventures and partnerships that will create these jobs with an aim of alleviating poverty and illiteracy, which are key challenges to the Church of God congregations in Kenya.
	Tasks	People responsible	Resources	Deadline	Measurable results


Strategy 1: Jipange Retirement Scheme
	Tasks	People responsible	Resources	Deadline	Measurable results

CHAPTER FIVE

5. Implementation of The Strategic Plan

The National Executive Council will be tasked to ensure successful implementation of this strategic plan. While the strategic plan provides the overall frame work, the NEC will endeavor to put in place the critical success factors for effective adoption and implementation of this road map.

5.1.The Critical Success Factors

To create an enabling environment, the following key requirement must be put in place:

5.2. Top Management & Stakeholder Support

To make the achievement of the objectives of this plan feasible, the top management organs of the church must work in unison with all the stakeholders to reduce chances of sub-optimality and conflict.

5.3. Competent staff

The achievement of the goals and outcomes in the plan largely depends on the commitment, and competency of the staff. The reward and compensation policy should ensure that the salaries and allied benefits are adequate to ensure job satisfaction. To further enhance job satisfaction, proper job analysis and job description should be done and matched with the reward and remuneration of the workers. Ultimately with job satisfaction and proper reward systems in the church, the level of organizational commitment will remain high to reduce staff turnover and enhance productivity.

5.4. Availability of Adequate resources & Capacity building

All the stakeholders, the clergy and the congregation should strive to mobilize sufficient resources to actualize this strategic plan. Various resource mobilization strategies will be devised by the finance committee in consultation with the other church organs to facilitate resource mobilization towards this end.

It is the prerogative of the clergy to instill the spirit of giving and tithing among the congregation through spiritual guidance on matters of tithe and offering. In addition, the clergy will be tasked to enlighten the church congregation on the objective of tithing and funding church activities to demystify the current misnomer about giving in the Kenya going by the recent church scandals.

CHAPTER SIX

6. Sustainability

6.1. The Implementation Team

National Executive Council will set an appropriate date to convene a special meeting to appoint the implementation team that will steer the implantation of the. The composition, mandate and demarcations of the implementation team membership will be based on the church’s constitution, technical assessment, expert advice, and spiritual guidance. The membership will consist of some members from the secretariat, the church members, and the respective church committees. The mandate of the implementation team will be renewed annually to identify mismatches. Cross cutting issues will include gender parity issues and integrity.

6.2. Terms of Reference

Adherence to the timeframe set out in the strategic plan will be paramount during the implementation phase. The performance of the implementation team and the milestones achieved in the respective projects will be adequately reported to enhance monitoring and evaluation. The team is expected to give weekly, monthly bi-annual and annual reports.

6.3. Monitoring and Evaluation

The NEC shall provide leadership to ensure there periodic monitoring and evaluation of the annual implementation plans. The progress report of the Strategic Plan Sustainable Implementation Committee shall be a compulsory agenda of each NEC meeting).

A monitoring and evaluation plan

A sustainable implementation communication plan
Resource allocation for identified or emergent needs
Ways of sharing information and results of monitoring and evaluation
Celebration of achievement of milestones

6.4. Periodic Reviews

The Strategic Plan shall be reviewed every two years. As such, the first such review shall be due in August 2016.

6.5. Feedback and Information Sharing

The Implementation team shall at all times encourage members and visitors alike to share information sharing without delay. This is considered crucial to so as to consolidate gains as soon as they are realized as well as block possibilities for losses. All lessons learnt shall be given utmost attention and follow up.

6.6. Documentation

The NEC will demand that; all issues raised and processed with regard to implementation of this Strategic Plan that is, compliments, suggestions, complaints and reports shall be documented. This can be in form of e-mails, letters, photographs, drawings, digests and any other formal reports. This is to provide traceable track record for sustainable implementation.

NTCOGK DRAFT OF STRATEGIC PLAN 2020
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Languages:	English
Author:	Administrative Bishop
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Category:	strategic plan
License:	GNU General Public License
Date:	July 28, 2015

Your Transformation Our Passion

strategic plan

INTRODUCTION

EXECUTIVE SUMMARY

CHAPTER ONE

Introduction

1. Background

1.1. Our Vision, Mission and Core Values

1.2.Preparation of the Strategic Plan

1.3.History of NTCG

1.3.1. The Great Commission

1.3.2. Building Up of the Church

1.4.Current Programmes and Projects

CHAPTER TWO

2. Situation Analysis

2.1.Current Organisation Structure of the Church

2.1.1. The East African Office

2.1.2. The National Administrative Bishop

2.1.3. The National Executive Council

2.1.4. Regional Overseers

2.2. National Committees

2.2.1. Finance Committee

2.2.2. Jipange Pension Scheme

2.2.3. Evangelism and Church Planting

2.2.4. Prayer and Intercessory

2.2.5. Project Management Committee

2.2.6. Youths

2.2.7. Children

2.2.8. Women

2.2.9. Education

2.3. Achievements and Lessons Learnt

2.3.1. An Overview of the NTCGOK’s achievements

2.3.2. Summary of Major Lessons Learnt

2.4. Strengths Weaknesses Opportunities and Threats (SWOT) Analysis

2.5. A PESTEL Analysis of the Church

2.6. Stakeholder Analysis

2.6.1. Internal Stakeholders

2.6.2. External stakeholders

CHAPTER THREE

3. Strategic Goals and Objectives

3.1.Objectives and Strategies of the plan

3.1.1. Outreach and Mission

3.1.2. Financial Stewardship: Operate and grow in a financially sustainable way

3.1.3. Fostering excellence in academic insight and nurturing practical Church skills

3.1.4. Members Development: Job creation and retirement plan

3.2. Stakeholder Analysis

3.2.1. Internal Stakeholders

3.2.2. External Stakeholders

3.2.3. Stakeholder Expectation Matrix

3.3. Evangelical Services

3.4. Stepping Into the Future

3.4.1. Procurement of a Vehicle for the National Administrative Bishop

3.4.2. Mobilizing Resources for Evangelization Ministry

3.4.3. Prayer and Submission

3.4.3.1.1. Financial Resources

3.4.3.1.2. Human Resources

3.4.3.1.3. Physical Resources

3.5. Development Objectives

3.5.1. Financial Sustainability

3.5.2. Complete Ongoing Church Projects

3.5.2.1. Strategies

CHAPTER FOUR

4. ACTION PLANS

Objective 1: Outreach and Mission

Objective 2: Financial Stewardship: Operate and grow in a Financially Sustainable Way

Objective 3: Fostering Excellence in Academic Insight and Nurturing Practical Church Skills

Objective 4: Members Development: Job creation and retirement plan

Strategy 1: Create job opportunities for our members by engaging experts among us to help establish viable industrial ventures and partnerships that will create these jobs with an aim of alleviating poverty and illiteracy, which are key challenges to the Church of God congregations in Kenya.

Strategy 1: Jipange Retirement Scheme

CHAPTER FIVE

5. Implementation of The Strategic Plan

5.1.The Critical Success Factors

5.2. Top Management & Stakeholder Support

5.3. Competent staff

5.4. Availability of Adequate resources & Capacity building

CHAPTER SIX

6. Sustainability

6.1. The Implementation Team

6.2. Terms of Reference

6.3. Monitoring and Evaluation