10-Year Strategic Plan 2020 - 2029pcgonline.org/wp-content/uploads/2020/01/strategicplan.pdf · FAA...
Transcript of 10-Year Strategic Plan 2020 - 2029pcgonline.org/wp-content/uploads/2020/01/strategicplan.pdf · FAA...
PRESBYTERIAN CHURCH OF GHANA
August 2019
10-Year Strategic Plan
2020 - 2029
Agenda for Church Growth
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T a b l e o f C o n t e n t s
Table of Contents ...................................................................................................................... i
Table of Tables ......................................................................................................................... iv
Abbreviations ........................................................................................................................... v
The Committee that Prepared the Strategic Plan .................................................................. vii
Strategic Plan Technical Committee Members ..................................................................... viii
Foreword ........................................................................................................................... ix
Acknowledgement ................................................................................................................... xi
Executive Summary ................................................................................................................ xii
Introduction ............................................................................................................. 1
1.1 Background ................................................................................................................... 1
1.2 The Challenge ................................................................................................................ 1
1.3 The Goal ........................................................................................................................ 1
1.4 The Objective ................................................................................................................ 2
1.5 Methodology ................................................................................................................. 2
1.6 The Structure of the Report .......................................................................................... 3
1.7 Understanding this Report ............................................................................................ 3
1.8 How to use the Strategic Plan ....................................................................................... 3
1.9 Periodic Review ............................................................................................................. 4
1.10 Mission and Agenda ...................................................................................................... 4
Abridged History of the Presbyterian Church of Ghana .......................................... 5
The Presbyterian Church of Ghana.......................................................................... 6
3.1 Vision ............................................................................................................................. 6
3.2 Mission .......................................................................................................................... 6
3.3 Core Values ................................................................................................................... 6
3.4 The Structure of the Church ......................................................................................... 7
Performance Review of PCG Strategic Plan (2006 – 2016) ..................................... 9
4.1 Introduction .................................................................................................................. 9
4.2 Process of Preparation .................................................................................................. 9
4.3 The challenges in the process of Implementation ........................................................ 9
4.4 Lessons Learnt for future strategic plans ................................................................... 10
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Situation Analysis of the PCG ................................................................................ 12
5.1 General ........................................................................................................................ 12
5.2 Department of Mission and Evangelism ..................................................................... 12
5.3 Department of Church Life and Nurture .................................................................... 15
5.4 Department of Administration and Human Resource Management ......................... 16
5.5 Department of Ecumenical and Social Relations ........................................................ 19
5.6 Department of Development and Social Services (DSS) ............................................. 20
5.7 Department of Finance and Audit .............................................................................. 22
5.8 Department of Education ........................................................................................... 25
Challenges from the Head Office........................................................................... 26
Inherent Qualities and Challenges of the PCG (SWOT Analysis) .......................... 29
The Strategic Plan .................................................................................................. 30
8.1 Issues for Head Office Consideration.......................................................................... 31
8.2 Mission and Evangelism .............................................................................................. 35
8.3 Administration and Human Resource Management .................................................. 41
8.4 Ecumenical and Social Relations ................................................................................. 45
8.5 Development and Social Services ............................................................................... 49
8.6 Finance and Audit ....................................................................................................... 52
8.7 Education .................................................................................................................... 55
8.8 Church Life and Nurture ............................................................................................. 58
Performance Management System (PMS) ............................................................ 61
9.1 Definition .................................................................................................................... 61
9.2 Methodology – the process of adopting the PMS ...................................................... 61
9.3 Accountable Officers for the Courts ........................................................................... 61
9.4 Monitoring and Evaluation ......................................................................................... 63
9.5 Year-End Reporting ..................................................................................................... 63
9.6 Commencement of Implementation .......................................................................... 64
Implementation Plan - Milestones ...................................................................... 65
10.1 Pre-General Assembly Approval ................................................................................. 65
10.2 Preparatory Work for Implementation....................................................................... 65
10.3 Implementation Processes ......................................................................................... 66
10.4 Annual Performance Appraisal ................................................................................... 67
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10.5 Noteworthy Issues ...................................................................................................... 67
Annexures 70
Annex 1: Toward Financing the Strategic Plan ....................................................................... 70
Annex 2: Trend of Church Growth, 2002 - 2018 ..................................................................... 73
Annex 3: Vision 1.5 - PCG Statement for Evangelism and Church Growth (2019-2023)........ 74
Annex 4: List of GAC members that analyzed the questionnaire responses – 4th June
2018 ............................................................................................................................ 83
Annex 5: List of GAC members that commented on the final draft: 26th Nov, 2018 ............. 85
Annex 6: Other individuals consulted outside the GAC .......................................................... 87
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T a b l e o f T a b l e s
Table 1: Ranked Level of Achievement per Department (2006-2016) ................................... 10
Table 2: Pattern of Church growth 2012-2016 ........................................................................ 15
Table 3: Presbyterian Church of Ghana – Financial Performance 2013 - 2017 ....................... 23
Table 4: Percentage of Expenditure per Item / Year ............................................................... 23
Table 5: Number of Ministers and % Increase (2010 – 2016) ................................................. 24
Table 6: Number of Presbyterian Public Schools / Division .................................................... 25
Table 7: Issues and Objectives for Head Office ....................................................................... 31
Table 8: Strategic Plan for Head Office Issues ........................................................................ 32
Table 9: Issues and Objectives for Mission and Evangelism .................................................... 35
Table 10: Strategic Plan for Missions and Evangelism ............................................................ 36
Table 11: Issues and Objectives for Administration and Human Resource Management ...... 41
Table 12: Strategic Plan for AHRM .......................................................................................... 42
Table 13: Issues and Objectives for Ecumenical and Social Relations ..................................... 45
Table 14: Strategic Plan for ESR .............................................................................................. 46
Table 15: Issues and Objectives for Development and Social Services ................................... 49
Table 16: Strategic Plan for DSS .............................................................................................. 50
Table 17: Issues and Objectives for Finance and Audit ........................................................... 52
Table 18: Strategic Plan for Finance and Audit ....................................................................... 53
Table 19: Issues and Objectives for Education ........................................................................ 55
Table 20: Strategic Plan for Education .................................................................................... 56
Table 21: Issues and Objectives for Church Life and Nurture ................................................. 58
Table 22: Strategic Plan for CLAN ........................................................................................... 59
Table 23: Accountable Officers ................................................................................................ 62
Table 24: End of Year Reporting Accountability ...................................................................... 63
Table 25: Pre-General Assembly Milestones ........................................................................... 65
Table 26: Schedule for Implementation Preparatory Work .................................................... 65
Table 27: Important Implementation Processes for the Strategic Plan .................................. 66
Table 28: Performance Appraisal Matrix ................................................................................. 67
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A b b r e v i a t i o n s
AACC - All African Conference of Churches
AHRM - Administration and Human Resource Management
AO - Accountable Officer
AQT - Annual Quarterly Target
CAHRM - Committee on Administration and Human Resource Management
CCG - Christian Council of Ghana
CLAN - Church Life and Nurture
DE - Department of Education
DSC - District Session Council
DSS - Development and Social Services
EMS - Evangelical Mission in Solidarity
ESR - Ecumenical and Social Relations
FAA - Finance and Audit
GA - General Assembly
GAC - General Assembly Council
GAO - General Assembly Office
GES - Ghana Education Service
IC - Implementation Coordinator
ICT - Information & Communication Technology
KRA - Key Result Area
M & E - Mission and Evangelism
MEO - Monitoring and Evaluation Officer
NAA - North America and Australia
NGO - Non-Governmental Organization
NGO - Non-Government Organization
NUPSG - National Union of Presbyterian Students, Ghana
PCG - Presbyterian Church of Ghana
PMS - Performance Management System
PSICE - Presbyterian Students in Church Evangelism
PWC - Presbyterian Women’s Centre
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PYICE - Presbyterian Youth in Church Evangelism
SHS - Senior High School
SPFT - Strategic Plan Facilitation Team
SPTC - Strategic Plan Technical Committee
ToT - Training of Trainers
TYRP - Three Year Rolling Plan
WCC - World Council of Churches
WCRC - World Communion of Reformed Churches
YAF - Young Adults Fellowship
YPG - Young People’s Guild
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T h e C o m m i t t e e t h a t P r e p a r e d t h e S t r a t e g i c P l a n
1. Mr. F. Ohene Kwafo Convener
2. Dr. Francis Kwadade-Cudjoe Chairman
3. Mr. Alfred Kwasi Opoku Facilitator
4. Rev. Ludwig Neils Hesse Member
5. Rev. Ezekiel Larbi Member
6. Rev. Desmond Anyetei Nai Member
7. Mr. Gabriel Canacoo Member
8. Mr. S. N. Tenkorang Member
9. Mr. Enoch Narteh Member
10. Mr. Sefah Nyame Member
11. Mrs. Lydia Annan-Nai Member
12. Mr. Daniel Pabby Member
13. Mrs. Mavis Adom Member
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S t r a t e g i c P l a n T e c h n i c a l C o m m i t t e e M e m b e r s
This team finalized the document by incorporating changes suggested by the Presbyteries in
their response to the remission for GA to adopt the strategic plan and editing the final
document for publication.
The team was made up of:
1. Dr. Francis Kwadade-Cudjoe - Chairman
2. Mr. F. Ohene Kwafo - Director, AHRM
3. Mr. Alfred Kwasi Opoku - Facilitator
4. Mr. J. N. B. Tetteh - Member
5. Mr. Ludwig A. Hesse - Member
6. Mr. S. N. Tenkorang - Member
7. Mr. Daniel Pabby - Member
8. Mrs. Magaret Doku - Member
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F o r e w o r d
The Presbyterian Church of Ghana (PCG) developed its first Strategic Plan in 2005 to help
her effectively carry out her mission in fulfillment of the Great Commission. The plan period
was envisaged for a duration of ten (10) years, from 2006 to 2015, with a view to reviewing
it periodically in order to respond to the ever-changing environment. The plan period was
divided into Short Term (2005 – 2008), Medium Term (2010 – 2012), and Long Term (2013 –
2015).
This is the second Strategic Plan of the Church, which was launched at the 2019 General
Assembly. It is slated for a duration of ten (10) years, 2020 to 2029. The first Strategic Plan
generated a lot of enthusiasm for the Church, as it revealed a lot of activities within the
seven (7) Key Results Areas (KRA) at the General Assembly (GA) Court, which had not been
attended to, for effective management and growth of the Church. In spite of the challenges
of the implementation of the first Strategic Plan (2006–2015), it has been able to sufficiently
generate the necessary interest to create a demand for the second Strategic Plan.
The second Strategic Plan was prepared by a Committee set up by the General Assembly
Council (GAC) in February 2018. This second Plan has been guided by an evaluation of the
first Plan and it has taken into account the recognized needs of the immediate future of the
Church.
The PCG has a vision: “To be a Christ-Centred, Self-Sustaining and Growing Church”.
The mission of the Church is: “To uphold the centrality of the Word of God and through the
enablement of the Holy Spirit, pursue a holistic ministry so as to bring all of creation to
glorify God”. The mission would be achieved through:
• mobilising the entire Church for prayer;
• improving Church growth through evangelism and nurture;
• attaining self-sufficiency through effective resource mobilisation;
• promoting socio-economic development through advocacy and effective delivery of
social services;
• upholding the Reformed Tradition; and
• cherishing partnership with the worldwide body of Christ”.
Furthermore, the Church is founded on certain Core Values that should not be compromised
in the achievement of the objectives of the second Strategic Plan. The Core Values are:
• Godly Leadership;
• Mentoring and Discipleship;
• Discipline;
• Sound Moral Principles;
• Integrity;
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• Skills Development;
• Hard work;
• Humility;
• Unity; and
• Upholding Democratic Principles”
The Church has a mission to fulfil, and an agenda to pursue. The 10-year Strategic Plan is
branded ‘AGENDA FOR CHURCH GROWTH’. With God’s unfailing help, by 2023, the Church
population is projected to reach a target of 1.5 million, from the current membership of
947,015. Members would have also grown spiritually and become matured disciples.
The Church is highly indebted to Mr. Alfred Kwasi Opoku and his team of experts for
producing this document, and the Technical Committee members who prepared the
necessary materials. Included in the materials are the Key Performance Indicators (KPI) for
the eleven (11) Committees at the District and Congregational Courts, and also
Templates/Forms, in readiness for take-off of the Plan. It therefore, behoves on us as a
Church, to give our best to make sure the objectives in the Strategic Plan (AGENDA FOR
CHURCH GROWTH), are achieved.
Rt. Rev. Prof. J.O.Y. Mante
Moderator of the General Assembly
Presbyterian Church of Ghana
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A c k n o w l e d g e m e n t
“Thou are worthy, O Lord to receive glory and honour and power: for thou has created all things, and for thy
pleasure they are and were created” Revelation 4:11.
First and foremost, praises and thanks to Almighty God for granting wisdom, guidance and
strength to all who contributed to the crafting of the second Strategic Plan 2020-2029 for
the PCG, to guide the Church in her Agenda for Growth, Sustainability and Christ
Centeredness (Vision 1.5). We are thankful to the inspiring guidance and invaluable
contribution of the Moderator of the General Assembly of the Presbyterian Church of
Ghana, Rt. Rev. Prof. J.O.Y. Mante, during the formulation of this Plan. He greatly inspired
the Technical Committee with valuable guidance and advice.
The entire Church is grateful to Mr. Alfred Kwasi Opoku, a member of the PCG Hope
Congregation, Sakumono who led the team set up by the General Assembly Council for over
eighteen (18) months to produce this Plan. The team included members of the Committee
on Information Management, Planning and Statistics, the Chairperson of the Committee on
Human Resource Management, and the Director and other Staff of the Department of
Administration and Human Resource Management.
Many thanks to the members of the General Assembly Council and the Directors at the
Head Office for helping to analyze the responses to the questionnaire and their comments
on the final draft during the November 2018 General Assembly Council meeting. The Church
also acknowledges the contribution of former Chairpersons, Heads of PCG Institutions,
Centre Directors, District Minsters, Lay Representatives of Presbyteries and members of
other churches who were consulted during the formulation of this Strategic Plan. The
Church is sincerely grateful to them for sharing their illuminating views on a number of
issues related to this Plan.
Special mention goes to the Technical Committee that incorporated the comments and
inputs from the twenty-one Presbyteries of the Church, and also painstakingly edited the
final work.
The Church is also appreciative to the known and unknown members who offered pieces of
advice during the planning process.
Rev. Dr. Samuel Ayete-Nyampong
Clerk of the General Assembly
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E x e c u t i v e S u m m a r y
B a c k g r o u n d
The Presbyterian Church of Ghana (PCG) is 190 years old as at 2019. This is the second
documented Strategic Plan of the Church. In spite of the challenges of the implementation
of the first one (2006 – 2016), it has generated sufficient interest to call for a second
attempt.
This document was prepared by a committee set up by the General Assembly Council (GAC)
in February 2018. Two sets of open-ended questionnaires were distributed to all
Presbyteries, selected Districts and individual Agents and the Lay. One set reviewed the
performance of the last strategic plan and the other reviewed the state of the Church and
the desires for the next 10 years. The responses were analyzed together with the GAC and
four (4) draft Strategic Plans were prepared and shared at different stages with an expanded
number of individual Agents and Lay office holders at various Courts of the Church, the
Directors and Unit Heads and again with the Council before the final copy was completed.
This second plan (2020 – 2029) has been guided by the all the criticism of the first plan and
taken into account the recognized needs of the immediate future of the Church.
T h e G o a l
The overall goal of this strategic plan is to promote the total growth of the Church – in
numbers, spiritual quality and the well-being of members. Essentially, emphasizes on the
Mission of PCG (see 3.2) and expands on the 2018 theme of PCG ‘Let the earth hear’.
T h e O b j e c t i v e s
In order to achieve the goal, the overarching objective is to take practical steps to
implement the stated mission of the PCG: “To uphold the Centrality of the Word of God and
through the enablement of the Holy Spirit, pursue a holistic ministry, so as to bring all of
creation to glorify God”. The specific objectives, therefore, are:
a) To maintain and contain the membership of the Church both spiritually and
physically.
b) To nurture the membership to develop a holistic, effective, sustainable evangelistic
and discipleship Christian mindset.
c) To improve and diversify funding sources for effective financial mobilization for the
Church
d) To seek and provide for the well-being of the membership and
e) To streamline an integrated approach in the design and construction of
infrastructural facilities for the Church.
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T h e S t r u c t u r e o f t h e P l a n
This plan is built around the structure of the Church as adopted in 2002, ie, the seven (7)
Departments, namely: Church Life and Nurture (CLAN), Development and Social Services
(DSS), Mission and Evangelism (M&E), Administration and Human Resource Management
(AHRM), Education, Finance and Audit and Ecumenical and Social Relations (ESR). Each
Department is analyzed with its corresponding strategies indicated.
S o m e k e y c h a l l e n g e s a s a n a l y z e d i n t h e C h u r c h
a) The Directors of the Departments are appointed without job description and this
presents a challenging situation as how they can be monitored and evaluated.
b) Much as each Director is pursuing a noble course, there is no official merger of their
activities suggesting a low supervision on their activities. This has trickled down to all
the Courts of the Church.
c) The Church adopted the Departmental structure since 2002 and has not been
evaluated. As to whether the Church is achieving the purpose for which it re-
structured itself into is not known.
d) The Legal and Properties Units have been subsumed under the Administration and
Human Resource Management (AHRM) Department. Their total input in the Church
is assumed rather than felt.
e) The evangelism outlook and performance in the Church is low as there is only one (1)
week slated for evangelism on the Almanac when the Church desires a 10% growth
rate at the end of the year.
f) Capacity building in Church Planting and Missions is quite low and there appears to
be no systematic and uniform national effort towards Church planting.
g) There is a disparity between the rate at which Reverend Ministers are being
commissioned and the rate at which Church membership is growing. For example,
between 2012 and 2016, while the number of Rev. Ministers increased by 28.9%, the
rate of growth of Church membership for the same period was 18.5%
h) Much is left undone at the end of each year as a result of lack of funds. Fund raising
sources remain traditional and limited and investment portfolios are negligible.
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M a j o r S t r a t e g i c C o n s i d e r a t i o n s
a) All appointed Directors must be given job description to enable them work according
to some guidelines and must be encouraged to develop complimentary programs
b) The Church must evaluate the Departmental structure adopted in 2002 to
understand its effect on the Church growth and advice accordingly
c) The Legal and Property Units must be decoupled from the AHRM Department to
enable them to play a more frontal role in the Church
d) There is the need to develop a blueprint Church planting and mission strategy for the
Church. This should be incorporated into the curricula of the School of Leadership,
Probationary Studies, School of Evangelism and at the Lay Training Centres
e) Every District must set up and inaugurate at least two (2) Congregations within the
plan period
f) Every Presbytery must establish at least one (1) English Assembly to capture the
youth who are being attracted away from the Church after tertiary education
g) The Moderator of the General Assembly must visit at least one (1) tertiary institution
with a NUPSG in a year and it should be part of his/her itinerary whenever he/she
visits a Presbytery
h) Presbytery Chairpersons and District Ministers respectively must include in their
annual itinerary to visit tertiary and all Senior High Schools institutions with NUPSG
in their jurisdictions
i) The Districts must adopt NUPSGs in their jurisdictions and support them in welfare
matters as a means maintaining the link between them and the Church.
j) Capacity building in entrepreneurial skills at both the congregational and individual
levels must be stepped up through DSS
k) The Departments should be encouraged to raise funds, within the constitutional
mandate, from corporate and partner institutions. Amounts raised should be ring-
fenced to support its activities.
l) Appointment of Directors should be done by head hunt where specific individuals
are shortlisted and interviewed for appointment.
m) A conscious effort must be made to groom personnel to take headship positions in
the educational institutions of the Church.
n) All annual reports at all the Courts and at the General Assembly must necessarily
give account on the progress of the implementation of the plan.
o) There is the need to appoint an Implementation Coordinator/Facilitator for this plan
or at least every Presbytery must organize a Training of Trainer’s (ToT) workshop on
how to implement the plan.
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I m p l e m e n t a t i o n
Sections 1.7 and 1.8 presents how to understand and use this document, respectively; an
implementation plan has also been presented in Chapter 9. It is recommended that this
plan is reviewed in the mid-term, 2024, using the annual monitoring and evaluation reports
as a guide.
The implementation of this plan does not replace prayer in the Church, it rather calls for
prayer support to enable it to play a role as the Church strides confidently into the third
century of its existence.
M i s s i o n
Finally, the Church has a Mission to fulfil, and an Agenda to pursue. With God’s unfailing
help, by the middle of the planned period the Church population is projected to reach a
target of 1.5million and the members would have grown spiritually and matured disciples.
Hence this 10-year Strategic Plan is branded as ‘AGENDA FOR CHURCH GROWTH’
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I n t r o d u c t i o n
1 . 1 B a c k g r o u n d
The Presbyterian Church of Ghana was borne in 1828. It was founded by Missionaries sent
down by The Evangelical Missionary Society in Basel in 1828. They came to preach the word
of God without establishing any particular form of Church structure. The stations they
opened were simply an assembly of Christians. The Assemblies have grown over the years to
establish a permanent structure under the name Presbyterian Church of Ghana that spans
from the Congregational to the national (General Assembly) level.
The Church prepared its first documented strategic plan which covered a 10-year period
between 2006 and 2016. It was implemented with some challenges, notably finance and low
appreciation of the concept in the Church setting. Key among them was that a good
number of the membership could not accept the fact of a man-made strategic plan to guide
the Church whose Master Planner is the Lord God Almighty Himself. They probably
overlooked the fact that God Himself followed a plan in creation and He led men like Moses,
Joshua, David and Nehemiah with a clear plan even though they were not termed as
‘Strategic Plan’.
However, because of the minimum success that was achieved, (see Table 1 for details), the
Church is awakening to the value of a strategic plan as a good guide for the direction of the
Church, hence this second strategic plan, covering 2020-2029 period.
Let us first answer this question: What is a strategic plan? As a working definition, a
Strategic Plan may be defined as ‘creating the future you want and taking the steps to get
there’. A strategic plan usually lasts for 10-years and it is subject to monitoring, evaluation
and review during the period.
1 . 2 T h e C h a l l e n g e
The Church realizes a slow growth rate, generally, and the youth who have been born and
nurtured in the Church migrate out into other Churches after tertiary education, a period
when they are most needed to help build and stabilize the Church for the future. Again, the
Church’s financial muscle is weak, and the sources remain traditional and non-diversified. It
is also noticed that the Church’s social impact at the national level is dwindling especially in
the area of disciplined upbringing which used to be the pride of Presbyterianism. There is
an increasing heresy and false doctrines in the society as the second coming is closer than
we first believed. For these reasons there is the need to look into the future over a specific
period and design the appropriate measures to create the future we want.
1 . 3 T h e G o a l
The overall goal of this strategic plan is to promote the total growth of the Church – in
numbers, spiritual quality, physical and financial well-being of members.
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1 . 4 T h e O b j e c t i v e
In order to achieve the goal, the overarching objective is to take practical steps to
implement the stated mission of the PCG: “To uphold the Centrality of the Word of God and
through the enablement of the Holy Spirit, pursue a holistic ministry, so as to bring all of
creation to glorify God” (see 3.2). This is just a rephrase of the mandate of the Lord Jesus
Christ as expressed in Matthew 28: 18 - 19: ‘‘And Jesus came and spoke to them saying ‘All
authority has been given to me in Heaven and on Earth. Go therefore and make disciples of
all nations baptizing them in the name of the Father, and of the Son and of the Holy Spirit’ “.
The specific objectives, therefore, are:
a) To grow, maintain and contain the membership of the Church both spiritually and
physically.
b) To nurture the membership to develop a holistic, effective, sustainable evangelistic
and discipleship Christian mindset.
c) To improve and diversify funding sources for effective financial mobilization for the
Church
d) To seek and provide for the well-being of the membership and
e) To streamline an integrated approach in the design and construction of
infrastructural facilities for the Church.
The strategies to achieve these objectives have been discussed under appropriate
Departments in Chapter 8.
1 . 5 M e t h o d o l o g y
An open-ended questionnaire was sent to all Presbyteries, representative Districts from
every Presbytery, representations from the General Assembly Council, key Ordained
Ministers and Lay persons. The response to the questionnaire was however poor, only 46%
was received. Following the process, these were analyzed together at a meeting by the
General Assembly Council on the 4th of June 2018. They added to and expanded the field
data which gave the basis upon which the strategic steps were formulated. Other key
stakeholders of the Church including retired, serving Ministers and Ministers serving out of
the mainstream of the Church were also interviewed. Principal Officers of the Church and
the Directors of the Departments and Heads of Units were interviewed / consulted after the
GAC workshop.
A third draft of the Strategic Plan was passed round for broader stakeholder consultation
through the office of the Clerk of GA. Comments were received from Presbyteries and the
national leadership of Generational and Service Groups, Property Management Committee
and Legal Unit. Their comments were included in the next draft document.
The final draft document, which was the fourth, was presented at the GAC meeting on the
26th of November 2018. The comments from this meeting has been incorporated in this 10-
year Strategic Plan.
The GAC remitted the document to all twenty-one Presbyteries for adoption at the 19th
General Assembly of the Church. A Technical Committee was put together by the GAO to
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consider all the feedback received from the Presbyteries and incorporate these into the final
document. The technical committee also undertook the final editing of the document for
publication.
1 . 6 T h e S t r u c t u r e o f t h e R e p o r t
The report is arranged into nine (9) chapters; Chapter 1 is the Introduction which ends with
this section. Chapters 2&3 present the abridged history and the structure of the Church,
respectively. Chapter 4 is the review of the first Strategic Plan, the lessons from which
informed the new thinking. Chapter 5 is the situation analysis of the Departments in the
Church structure. Chapter 6 delineates the cross cutting specific challenges of the Church as
gleaned from the situation analysis. This is followed by the inherent qualities and challenges
of the Church (SWOT Analysis) as Chapter 7. The Chapter 8 is the Strategic Plan which
packages the response to issues raised in Chapters 4 and 5 in the light of Chapter 7. The last
Chapter, Chapter 9 presents the Implementation Plan. The Annexes follow thereafter.
1 . 7 U n d e r s t a n d i n g t h i s R e p o r t
It is important to read all the Chapters preceding the proposed strategies which start from
Chapter 8. The write up has been devoid of much technical language as guided by the
reviewed comments of the previous document. For example, instead of SWOT analysis
‘internal qualities and challenges’ have been presented.
Further, in the strategic plan itself the use of matrix that is usually used to present a plan of
this nature has been avoided. The matrix usually has indicators, means of verification and
responsibility and timing. These have been toned down. Instead the strategies have been
presented under derived objectives, the period of implementation; general indicators
towards an outcome and the responsible institutions for each strategic activity have all been
presented in lateral instead of a vertical form.
The value of this approach is that quarterly and annual reports on the plan should inform
the duty bearers the effect (outcome) of activities on the Church rather than the number of
activities that have been undertaken.
The uniqueness of this document is that each Department is analyzed, its problems (issues)
are summed up, corresponding objectives have been assigned and specific strategies are
outlined for each of them. In this way, it can be used at all the Courts and in every
Congregation where these Departments are established.
1 . 8 H o w t o u s e t h e S t r a t e g i c P l a n
As said earlier, each Department has been presented with its issues, objectives and
strategies for a period of ten (10) years. Each strategic statement is pregnant with ideas
that must be implemented over a 10-year period. These statements must be broken down
into Annual Action Plans at every Court which will indicate what must be done in year one,
two or three and so on.
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Congregations and Districts are at different stages of growth; therefore, a national level
action plan has not been provided. However, a guide has been provided in Chapter 9 as to
how each District or Congregation can prepare an action plan based on its level in response
to a specific strategy. This approach will promote ownership and mass participation at each
Court.
1 . 9 P e r i o d i c R e v i e w
It is recommended that this plan is reviewed at the mid-term, 2024. The review will be
informed by the annual reports that will be submitted at the General Assembly level. Each
annual report will be evaluated against the targets set for each section of the report. The
review will enable us to know the challenges being faced and recommendation made as to
the way forward.
1 . 1 0 M i s s i o n a n d A g e n d a
Finally, the Church has a Mission to fulfil, and an Agenda to pursue. With God’s unfailing
help, by the middle of the planned –2024-- period the Church population is projected to
reach a target of 1.5million and the members would have grown spiritually and matured
disciples. Hence this 10-year Strategic Plan is branded as ‘AGENDA FOR CHURCH GROWTH’
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A b r i d g e d H i s t o r y o f t h e P r e s b y t e r i a n C h u r c h o f G h a n a
The Presbyterian Church of Ghana was ‘born’ on 18th December 1828, when four
missionaries form the Basel Evangelical Missionary Society arrived at Christiansburg, Osu.
They came at the request of the Danish Crown by Major de Richelieu, Governor of
Christiansburg, who was displeased with the moral life of the Europeans in the Fort.
Within a period of twelve years eight missionaries had died. The only survivor, Andreas Riss
and his wife had then settled at Akropong but had made no convert. The Basel Mission
interpreted the series of deaths as a sign from God that Africa was not ready for the gospel,
as such the mission was to be closed down.
At the farewell ceremony of Andreas Riss in 1840, the Okuapemhene, Nana Addo Dankwa is
reported to have made a famous request on behalf of his people:
“When God created the world, He made a book of the Whiteman and abosom for the
African. But if you could show me some Africans who can read the Whiteman's book, then
we would surely follow you.”
In response, the Basel Mission sent in 25 West Indians who arrived at the Gold Coast on 16th
April 1843. They settled at Akropong and the Lord blessed their mission immensely. By
1848, schools and health facilities had been opened, and Presbyterian Training College had
been opened at Akropong, Church stations established, and the missionary work had gone
beyond Asante to the North.
In 1918, the Scottish Mission took over from the Basel Mission and organized the first Synod
(August, 1918) and elected Rev. Peter Hall as Moderator and Rev. Nicolas Timothy as Clerk,
both were indigenized second generation West Indians. The Church thus became
independent and self-governing.
At a Synod meeting at Abetifi in 1926, the name “The Presbyterian Church of the Gold
Coast” was adopted and later became “The Presbyterian Church of Ghana” at the
attainment of independence in 1957. The Presbyterian Church of Ghana upholds the
Reformed policy.
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T h e P r e s b y t e r i a n C h u r c h o f G h a n a
3 . 1 V i s i o n
‘To be a Christ –Centered, Self-Sustaining and Growing Church’ (Art. 2 (3) PCG Constitution 2016).
3 . 2 M i s s i o n
“To uphold the Centrality of the Word of God and through the enablement of the Holy Spirit, pursue a holistic ministry, so as to bring all of creation to glorify God” (Art. 2 (3) PCG Constitution 2016). The Mission is to be derived through:
a) Mobilizing the entire Church for prayer
b) Improving Church growth through evangelism and nurture
c) Attaining self-sufficiency through effective resource mobilization
d) Promoting socio-economic development through advocacy and effective delivery of social services
e) Upholding the Reformed Tradition
f) Cherishing partnership with worldwide body of Christ.
3 . 3 C o r e V a l u e s
The PCG was founded on certain core values that are not compromised with in the attainment of the Church’s strategic objectives and these are:
a) Godly Leadership
b) Mentoring and discipleship
c) The Centrality of the Word of God
d) Discipline
e) Sound Moral Principles
f) Hard work
g) Integrity
h) Humility
i) Unity
j) Upholding Democratic Principles
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3 . 4 T h e S t r u c t u r e o f t h e C h u r c h
The Church is governed through four Courts. It starts from, below, the Congregational
Session, District Session, Presbytery, and the General Assembly.
The Session is the government of the Local Congregation. It is made up of the Agents
(Ministers and Catechists), and Presbyters who are elected every four years and have two
continuous terms only, but eligible for re-election after four years. The Agent-in-Charge
chairs the Session meetings.
The District Session is the next Court. It consists of a number of Congregations in the
Districts. It is led by a District Minister. It deals with matters affecting the Congregations
within the District. The District Session is managed by a Council and a Standing Committee
which meets in between the District Session meetings which happens only once a year.
The next Court is the Presbytery. It is made up of four (4) District Sessions. It deals with
matters affecting the Districts in its jurisdiction. Between Presbytery meetings, the
Presbytery is managed by a Council which meets every three months. The Council also has a
Standing Committee which meets monthly. The Principal Officers of the Presbytery are the
Presbytery Chairperson and the Clerk of Presbytery.
The Church adopted the General Assembly (GA) concept in 2000 as against the Synod. The
GA is a step above the Synod as the highest decision-making body of the Church. The GA
formulates policies to be implemented by the Church. There are two (2) broad
distinguishing factors between the GA and the Synod. Under the GA, the Presbyteries have
higher level of autonomy than it was under the Synod system and representatives from the
Presbyteries to the GA are designated as Commissioners and not as delegates as it was
under the Synod structure.
The GA meets annually to receive reports from the Presbyteries. In between Assemblies, the
Church is managed by a General Assembly Council (GAC). The GAC also has a Standing
Committee which meets monthly to deal with matters requiring attention between the
meetings of the GAC.
In 2002 the administration of the Church was reorganized into seven Departments. These
are: 1) Mission and Evangelism, 2) Church Life and Nurture, 3) Administration and Human
Resource Management, 4) Ecumenical and Social Relations, 5) Development and Social
Services, 6) Finance and Audit and finally 7) Education. Each Department has a Director
who reports to the General Assembly through the Clerk of the General Assembly. The
Departments coordinates the activities of the eleven (11) Committees in the Church.
The first Synod of the Church was held at Akropong-Akwapim in 1918. At that time, the
Church was organized around eleven Central Stations comprising 200 Town and Village
Congregations. This period began the self-governing structure of the Church as all the
stations were under the supervision of 30 African Pastors and a number of Teacher-
Catechists. The Central Stations which was reorganized into Presbyteries has grown steadily
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from five (5) in 19221 to twenty-one (21) in 20172 with a total of 294 Districts in 2017. The
number of Congregations has also increased from 200 in 1918 to 2,811 in 2017.
In 2002, when the administration of the Church was reorganized into Departments, its total
membership was 535,130. This was increased by 5.7% in 2003 and in 2010 the Church
membership again increased by 6.1%, the highest between 2002 and 2017. Ironically, in
2008 percentage increase of the Church was 0.4% and was the lowest growth rate between
2002 and 2017 (source: Church records 2002-2017).
1 Source: The Constitution of the Presbyterian Church of Ghana, 2016 Pg 164. The Presbyteries were Ga and Dangme, Akuapem and Anum, Agona and Kotoku, Akyem and Kwahu, Asante and Asante Akyem
2 This includes two foreign Presbyteries: North America & Australia and Europe
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P e r f o r m a n c e R e v i e w o f P C G S t r a t e g i c P l a n ( 2 0 0 6 – 2 0 1 6 )
4 . 1 I n t r o d u c t i o n
The PCG prepared and implemented the first documented 10-year Strategic Plan that
covered a period between 2006 and 2016. The performance of the plan was first evaluated
to understand the process of preparation and implementation in order to inform the
current plan which covers the period between 2020 and 2029.
4 . 2 P r o c e s s o f P r e p a r a t i o n
The general view is that the stakeholder input in the planning and preparation was not
broad enough and, especially, the validation of the final draft should have been sent to
presbyteries and all Departments in the Church for their comments, but it was not. As a
result of this, the majority of the stakeholders claim little knowledge of the strategic plan:
while many have not heard about it, few, on the other hand, have either seen or have little
knowledge of the contents.
4 . 3 T h e c h a l l e n g e s i n t h e p r o c e s s o f I m p l e m e n t a t i o n
The key challenge in the implementation of the strategic plan was the fact that there was a
general disagreement of the concept of a strategic plan for the Church as God Himself is the
owner and Master Planner for the Church. The document nearly experienced a still-birth in
the minds of many. Others described it as being too technical, academic or abstract.
Nevertheless, some level of success was achieved in the implementation. This was
accounted for by the initial positive euphoria; relevant capacity building, some financial
resources made available and the high level of involvement by leadership.
However, the success could not be sustained for long as interest in the strategic plan waned
due to lack of sustainable funding, poor supervision and monitoring, lack of ownership of
the document due to lack of mass participation in the preparation and inadequate copies
for all Congregations.
The overall performance evaluation by the respondents showed a low achievement rate in
all the Departments, as presented in Table 1. Respondents were asked to rank the
Departments in terms of performance and in their view, what level of percentage did each
Department achieve in its performance. The collated response shows that the
Administration and Human Resources Department had a better performance and Mission
and Evangelism was ranked fifth (5th) out of the seven (7) Departments.
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Table 1: Ranked Level of Achievement per Department (2006-2016)
Rank Department Collated scores (%)
1 Administration and Human Resource Management 71
2 Finance & Audit 64
3 Church Life & Nurture 62
4 Development and Social Services 59
5 Mission & Evangelism 58
6 Education 56
7 Ecumenical and Social Relations 51
Source: Field Data from Stakeholders, 2018
4 . 4 L e s s o n s L e a r n t f o r f u t u r e s t r a t e g i c p l a n s
Lessons learnt are presented in two subheadings: general and specific lessons.
4 . 4 . 1 G e n e r a l L e s s o n s
a) The stakeholder participation during the preparation of the plan must be broadened
to include Presbyters’ Conference, Ministers’ Conference, Generational and Non-
Generational Groups, Property Management Committee, Legal Unit, Catechists’
Conference, General Assembly Council. Representations from these bodies must
participate in the preparations at all levels.
b) There must be massive awareness creation, education and capacity building in order
to appreciate and to sustain the interest during the period of implementation. A
Training of Trainers approach may be used to extend capacity building to the
congregational level.
c) Annual appraisal for the performance of the plan must be built into the system in
order to track the progress of the implementation.
d) Agents must be trained to be disciplined in respect of the plan implementation and
their performance in Mission and Evangelism must be appraised on annual basis.
Good performance must be rewarded.
e) Fund mobilization must be diversified and improved and prioritized expenditure
policy must be adopted and skewed towards Mission and Evangelism.
f) Programs from the lower Courts are presented to the Departmental Directors as a
matter of information but not for appraisal or approval.
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4 . 4 . 2 S p e c i f i c L e s s o n s
a) Ecumenical and Social Relations (ESR): The Department lacked the resources to
respond promptly to social issues at the national level such as unemployment,
divorce rate and indiscipline.
b) Development and Social Services (DSS): The Department must be enabled to
increase its contact at the lower Courts for more entrepreneurial effect.
c) Finance and Audit (FAA): The Finance Department must advice on prioritize
expenditure policies while the paperwork (budget and financial accounting) is
properly handled, supervision and monitoring must improve especially at the lower
Courts. Income sources are not diversified enough.
d) Mission and Evangelism (M&E): The evangelism and discipleship consciousness of
the Church appears low. This is reflected in the expenditure ranking and from the
assessment of the respondents. There is little coordination among the Departments
towards evangelism and Church growth.
e) Church Life and Nurture (CLAN): Not every Congregation has a Counselling
Committee. NUPSG coordination is weak as it has not been identified as one of the
Generational Groups in the Church which serves as a focal point for Christian
education (The Third Schedule (1)). This must be rectified.
f) Administration and Human Resource Management (AHRM): The AHRM Directors at
the various Courts could have done more in supervising and coordinating the
implementation of the plan.
g) Education: The moral impact of the Church is not greatly felt in the schools and the
Church must rearrange itself to play a role in the moral life of the schools.
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S i t u a t i o n A n a l y s i s o f t h e P C G
5 . 1 G e n e r a l
The Church under the Synod system have been run from the Head Office organized around
Desks offices such as Missions and Evangelism Desk, Women Fellowship Desk and Children
Desk. In order to run the Church more efficiently, the administration of the Church was
reorganized in 2002 into seven Departments. This came as a matter of course, two years
after the adoption of the General Assembly Concept. The re-organization into the
Departmental structure was modeled after a business enterprise which operates efficiently
under Departments headed by directors who report to the governing board. Article 29 of
the Constitution states the type and number of Departments that would be established in
the Church and the corresponding Committees at the Presbytery and Congregational levels.
The Departments are:
a) Mission and Evangelism
b) Church Life and Nurture
c) Administration and Human Resource Management
d) Ecumenical and Social Relations
e) Development and Social Services
f) Finance & Audit and
g) Education
The situation analysis or the state of the Church is discussed around the seven Departments
(the key results areas) focusing on their mandate, performance, achievements and
challenges. The summary of their challenges would be the summary of the challenges of the
Church. Based on Article 30 of the Constitution, Directors shall be appointed for each
Department and their qualification and role have been specified, the Committees the
Directors would work with have also been specified and presented below.
5 . 2 D e p a r t m e n t o f M i s s i o n a n d E v a n g e l i s m
5 . 2 . 1 T h e R e s p o n s i b i l i t i e s o f t h e D i r e c t o r
a) Encourage evangelistic programs by advising on methods of evangelism for use by
Congregations, groups and individuals in the Church
b) Encourage and guide the activities of the Bible Study and Prayer Group in the Church
c) Formulate policies/guidelines for the operation of prayer centers, schools/campus
ministry and other specialized ministries
d) Organize seminars, training, workshops, etc. to enhance the efficient operation of
the ministries
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e) The Department coordinates the work of the:
o Committee on Evangelism;
o Committee on Global Mission; and
o Committee on Specialized Ministries
5 . 2 . 2 S u m m a r y o f G e n e r a l A c t i v i t i e s
The achievements of the Department recounted below dates back to 2002 when it was
established as the sixth Department until then the CLAN Department was responsible for
evangelistic activities of the Church. Among the achievements are:
a) Production of evangelism materials
Among others the Department has produced the following evangelism materials: Share the
Life; Rooted in Christ; Operation Philip; Steps to Salvation; Prayer Bulletin; (Church Planting;
Church Growth leaflets). These are summarized in bits and designed in the annual
Evangelism Week brochure and distributed into the Church as tools for evangelism.
Other policy documents such as the NOP Handbook (to guide the Northern Outreach
Program); Dorcas Project (on reaching out to “Commercial sex workers”); Prayer Centers’
Guide and Chaplaincy Handbook have been produced and are in use.
Besides these the School of Evangelism has been instituted to equip leadership of the
Church towards achieving the growth target of the Church.
b) Global Mission
The Department has led the establishment of a number of Congregations in countries
outside Ghana. Currently, the Congregations have been grouped into Districts under two
Overseas Presbyteries.
c) Specialized Ministries
o Prayer Centers Retreat
The Department coordinates the over thirty (30) Prayer Centers of the
Church and has been organizing annual retreats for the leadership of the
Centers.
o Television ministry
The Department run the “Channel of Hope” ministry on television networks
from 2007 but this was suspended later by the General Assembly Council due
to financial constraints.
o Campus ministry
The Department coordinates what is termed as Presbyterian Students in
Church Evangelism, P-SICE. In this program, Presbyterian Students visits
selected communities for evangelism activities during the long vacation.
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o Empowerment
The Department has and continues to organize and facilitate trainings,
seminars and retreats for the leaders of the Church at all Courts.
d) Informal specialized Ministries
There are a number of other specialized ministries in the Church which be classified as
‘Informal Specialized Ministries.’ These include the Blue Cross, Northern Outreach
Program/Ministry (NOP/M), Police Cells, Prisons, Market, Hospital, Sports, Garages, Ghetto,
Palace, Commercial Sex workers (Dorcas Project), Artisans, Beauticians, Street Children,
Widows and Single parents, and Ministry to the Physically Challenged Persons. These
ministries are recognized and supervised by the Church.
5 . 2 . 3 T h e R e l a t i o n s h i p o f t h e D i r e c t o r a t e w i t h t h e L o w e r C o u r t s
The GA formulates policies and the Directors operationalize them into Annual Plans for
implementation by their respective Departments at the lower Courts through the
Presbyteries. The Directors also issues “newsletters” outlining upcoming events through the
Presbyteries to the lower Courts. Major decisions from the statutory Committees of the
Departments are also sent to the Presbytery Coordinators for implementation at the lower
Courts.
In effect, the Directors have no formal oversight relationship with the rest of the lower
Courts beyond the Presbytery level. For example, annual plans prepared by the lower
Courts reach the Head Office through their Presbyteries only for information and study but
not for appraisal or approval by the Directors who operationalized the policies of the GA.
5 . 2 . 4 T h e P a t t e r n o f C h u r c h G r o w t h ( 2 0 1 2 – 2 0 1 6 )
The Church has grown in terms of total membership, number of Congregations and number
of Agents as presented in Table 2. Between the period 2012 and 20163 Church membership
increased by 18.45%. During the period the highest increase was 5.0% recorded between
2013 and 2014.
In terms of the number of Congregations, the Church experienced 10.46% increase during
the five (5) year period of 2012 and 2016. The highest year by year increase of 7.0%
occurred between 2014 and 2015.
With reference to the Agents, their number increased cumulatively by 28.9% between 2012
and 2016, the highest year on year increase of 13.7% occurred between 2013 and 2014.
In 2012, there was an average of 292 members per Congregation, but this increased to 313
members per Congregations in 2016. In corresponding terms, the ratio between Agents and
Congregations members was 1: 876 in 2012 and in 2016, it was 1: 805.
3 This was the period where comparative figures were available in the three categories
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In summary it is not appropriate to draw a straight-line graph between the increase in the
number of Ministers and Church growth. On the other hand, the slow rate of the Church
growth as analyzed above cannot be blamed on lack of Ministers; because in percentage
terms the intake of Ministers has increased above Congregational growth rate and the
Agent /membership ratio has reduced.
Table 2: Pattern of Church growth 2012-2016
Year Church
Membership
%
Increase
No. of
Congregations
%
Increase
No. of
Agents
%
Increase
2012 739,548 - 2,533 - 844 -
2013 773,504 4.6 2,515 0.71 883 4.6
2014 811,807 5.0 2,573 2.3 954 13.7
2015 846,222 4.2 2,754 7.0 1,045 10.4
2016 876,010 3.5 2,798 1.5 1,088 4.1
Total % Inc. 18.45 10.46 28.9
Source: AHRM, PCG 2018
5 . 3 D e p a r t m e n t o f C h u r c h L i f e a n d N u r t u r e
5 . 3 . 1 T h e R e s p o n s i b i l i t i e s o f t h e D i r e c t o r
a) Commission graded suitable study material to be prepared for ministry to children,
youth, young adults, adults and the aged;
b) Organize retreats, seminars, workshops and training courses for the leaders of the
Generational Groups in the Presbyteries;
c) Facilitate lay training in the Church;
d) Advise the General Assembly on how to remedy factors in the socio-cultural life of
the country that endanger and hinder the proper status and welfare of women and
children;
e) Promote the work of the Generational Groups as instruments of the Church for
ministry among children;
f) Formulate guidelines to encourage the functioning of Church choirs, singing bands
and other recognized musical groups in the worship life of the Church;
g) Arrange the periscope and Almanac of the Church;
h) Advise and keep under review the liturgy for various services in English and the local
language.
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i) The Department coordinates the work of the:
o Committee on Christian Education
o Committee on Worship
o Committee on Ministry: Training & Scholarship
o Committee on Counselling & Family Life and
o Committee on Heritage and Doctrine
5 . 3 . 2 C o m m i t t e e o n C h r i s t i a n E d u c a t i o n
Currently, the National Committees for all the Generational Groups are no longer in
operation in the Church. They have representations on the National Committee on Christian
Education. This Committee is responsible for producing the Bible Study material for the
whole Church and also for each of the Generational Groups. Among other tasks, the
National Committee on Christian Education is expected to:
a) Work out a mechanism for providing members of the Church with Christian
Education.
b) Organize courses, conferences and retreats for teachers and leaders of Church
Groups.
c) Develop manuals for use by the various Generational Groups in the Church.
d) Supervise and promote the work of the Generational Groups.4
The above effectively means that the same Committee is responsible for the production of
the Bible Study material for the Church and the Generational Groups. This is expected to
ensure that materials used in the Church for Bible Studies and in the Groups have a common
focus.
5 . 4 D e p a r t m e n t o f A d m i n i s t r a t i o n a n d H u m a n R e s o u r c e
M a n a g e m e n t
5 . 4 . 1 T h e r e s p o n s i b i l i t i e s o f t h e D i r e c t o r
a) Organize personnel administration and supervise the work of the staff at the Head
Office
b) Organize and periodically update statistics, personal records and staff lists of the
Agents of the Church
c) Be responsible for acquisition of goods and the general maintenance of property of
the Church
4 Manual of Order, p115
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d) Be responsible for logistics, administrative systems and procedures and the efficient
functioning of general support services
e) The Department coordinates the work of the:
o Committee on Human Resource Management
o Committee on Property Management and Logistics
o Committee on Information, Statistics and Planning and
o Committee on Legal and Constitutional Matters
5 . 4 . 2 S u m m a r y o f a c t i v i t i e s
a) Administration
The Department organizes programs and events for the General Assembly and engagement
of personnel on behalf of the Church including awards, ordination services and the
preparation of strategic and action plans;
b) Human Resource Management
The Department is in charge of Human Resource Planning; this includes employment
processes for both Lay and Ordained, capacity building (local and foreign), entry into the
ministry, staff welfare and organizes Church statistics.
c) Property Unit
This is a unit under the AHRM Department to manage all properties of the Church beginning
with acquisition, documentation, maintenance and custody of properties and documents. It
advices Congregations on the choice and acquisition of land procedures. The unit acts as a
member and advisor to the registered trustees of the Church on all property matters.
In spite of the numerous legal cases on property issues that confronts the Church at all
Court levels the unit just provide advisory services while Congregations and individuals seek
professional advice at a cost from private individuals. As a Unit it is understaffed, under
resourced and under budgeted.
The Unit can be of much value to the Church if it is decoupled to provide policy direction.
For example, some Congregations have a 10-bedroom unit manse; the size of signages for
some Congregations are of no economic or spiritual value, some chapels are constructed
without the future growth of the Church such as JY Hall, ICT Cubicles and Infirmary. This is
because there is no prototype design of structures by which Congregations can have a guide
to develop appropriate structures for Church growth.
d) Legal Unit
The Unit under AHRM facilitates gazetting of Ministers, provides legal advice on landed
property registration, handles legal and litigating issues, drafting of legal documents,
undertakes legal education and the formulation and review of policies.
As a unit, the legal sector functions only in an advisory capacity. Meanwhile individual
members of the Church, and the various Court levels occasionally end up in court either as
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plaintiffs or defendants in a matter affecting the acquisition of a property or individuals with
civil cases. Congregations or individuals who find themselves in these awkward situations
do rely on private legal practitioners at very high cost. Because of the cost involved some
cases are not pursued and are therefore lost. As at now, not every Presbytery or a District
has a direct access to a legal officer even though they require their services very regularly.
As a unit, it has to channel its request through the parent Department ie. AHRM. The Unit
can do more by decoupling it into a Department and engaged in commercialization for the
Church and other interested individuals.
This will require a constitutional ‘grant’ and the Church is urged to look into this seriously.
See section 8.1.1 (a)
e) Public Relations Unit
The unit is the public relations arm of the Church, coordinating between the Church and the
State, media engagement and informing Management of the socio-political trends in the
country.
The mission of this unit is to serve as the vehicles to advance the communication initiatives;
collaborate with other Departments, units and Presbyteries to communicate relevant news
to Church membership; drive conversation and member engagement to increase the value
of PCG members.
Communications Goal of the Church is to:
o Utilize communication channels to increase professional pride within the
Presbyterian Church of Ghana membership,
o Generate greater visibility for the Church through comprehensive public relations
activity plan that not only keeps the membership informed about the Church’s
activities, but also elevates the understanding of the value of the PCG and its
activities
o Develop and implement a public relations strategy that will influence public opinion
regarding initiatives of the PCG and create more goodwill for it among its major
stakeholders, including Church members, non-members, ecumenical bodies, and the
worldwide communion at large.
o To improve the overall success as well as enhance the communication, public
relations and media relations of the PCG.
o To maintain relevance and effectiveness, this plan should be reviewed and modified
as needed annually.
f) ICT Unit
Advises the Church on best ICT practices, manages information flow, monitor, maintain and create access to technology use at all levels of the Church.
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5 . 5 D e p a r t m e n t o f E c u m e n i c a l a n d S o c i a l R e l a t i o n s
5 . 5 . 1 T h e R e s p o n s i b i l i t i e s o f t h e D i r e c t o r
a) Advise the General Assembly Council on policy matters affecting the relations of the
Church with international and local ecumenical bodies such as, the World Council of
Churches (WCC), the World Communion of Reformed Churches (WCRC), the All-
Africa Conference of Churches (AACC), the Christian Council of Ghana (CCG), the
Catholic Bishops’ Conference, Ghana Pentecostal Council, and other recognized
Christian bodies;
b) Resource and facilitate the direct partnership relationships between Presbyteries
and overseas Churches and institutions;
c) Maintain close contact with the Inter-faith/Inter-Church Committee of CCG and to
advise the Church on its relations with people of other faiths;
d) Organize programs/fora on issues of international and ecumenical interest
e) The Department shall coordinate the work of the:
o Committee on Ecumenism and Relations with People of Other Faiths; and
o Committee on Church and Society
5 . 5 . 2 S u m m a r y o f G e n e r a l A c t i v i t i e s – 2 0 0 9 t o D a t e
a) PCG Partners Consultation 2009
PCG Partners’ Consultation is a business meeting held biennially by all PCG Partners in
Europe, Asia, Africa and other places. Partners basically meet to discuss issues of common
interest, challenges, aspirations and fulfillments of their common vision and missions.
The last PCG Partners’ Consultation was held at the Presbyterian Women’s Centre, Abokobi
from 27th to 31st October 2009 under the theme ‘Current Global Challenges: Implications
for the Church’s Mission’. A total of sixty (60) persons from member countries participated.
b) Public Forum for a Peaceful Election
The Department of ESR organizes Public Forum during Election year. In 2011 a public forum
was organized on 8th November under the theme ‘Putting Our House In Order for a
Peaceful Election in 2012’ at the Presbyterian Church of Ghana, Resurrection Church. About
300 participants attended the Forum. The Guest of Honour was Hon. John Akologa Tia,
Minister of Information.
The Department organized a peace walk on 19th November 2016 under the theme ‘Peace
for Our Motherland’ to create awareness towards maintaining peace during and after the
December 2016 elections.
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c) 200 Year Anniversary of the Basel Mission
The Department of ESR organized a number of activities to celebrate the 200th anniversary
of the Basel Mission. The theme for the celebration was: Mission Moves: (“Not by might
nor by power, but by my Spirit says the Lord Almighty” Zachariah 4:6). A Public Lecture,
Symposium, Exhibition and Drama were organized to commemorate the anniversary.
d) EMS International Bible Workshop
The ESR hosted the International Bible Workshop of the Evangelical Mission in Solidarity
(EMS) from 16th to 21st April, 2017 at the Presbyterian Women’s Centre (PWC), Abokobi.
The Workshop was part of an intercultural Bible Reading Project initiated by the EMS to
connect groups and individuals from different countries and cultural backgrounds to study
the Bible together. About twenty-two (22) people from Germany, Cameroon and Ghana
participated in this workshop.
e) Relationship with the Lower Courts and Supporting Committees
ESR organizes annual workshops for the Directors at the lower Courts. During the
workshop, the lower Courts present their reports and receive the required information from
the Department. The lower Courts present their annual plans to the Department at the
annual workshops for information and not for approval. It also works with the assigned
Committees, but they are financially handicapped and therefore unable to meet three times
in the year as mandated.
5 . 6 D e p a r t m e n t o f D e v e l o p m e n t a n d S o c i a l S e r v i c e s ( D S S )
5 . 6 . 1 T h e R e s p o n s i b i l i t i e s o f t h e D i r e c t o r
a) Advise on the determination of the overall policy for the running of the health
institutions, i.e., the mobilization, allocation and management of resources-human,
financial, physical, etc., and the creation of new units;
b) Expose Church members to entrepreneurial skills and rudimentary business
management methods to encourage viable self-employment among the youth;
c) Advice the General Assembly on matters concerning agricultural programs; and on
the determination of the overall policies for the running of such programs;
d) Organize workshops, seminars and training courses on issues relevant to health,
entrepreneurship and agricultural programs.
e) In order to carry out its mandate, the directorate is to coordinate the work of three
Committees namely:
o Committee on Health and Environment
o Committee on Entrepreneurship
o Committee on Agriculture
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5 . 6 . 2 S u m m a r y o f G e n e r a l A c t i v i t i e s
a) Health and Environment
DSS has updated the HIV / AIDS policy and is in use. It collaborated with the Church of
Scotland (Ministers’ Spouses) to organize workshops on HIV/AIDS prevention and behaviour
change. A total of 2,528 women and 6,989 in-school youth benefited from the program.
In 2010, under the Healthcare for Disadvantaged and Vulnerable Groups program, 4,788
adults (mainly women) and 1,607 children benefited from medical screening from diseases
such as Hepatitis B, Diabetes, Hypertension and Malaria. The beneficiary communities
included Nana Benin, Ampedwea, New Asuoyaa, Anum, Boso Nkwakubiu, Duga, Glefe,
Toseng, and Nanyor.
From 2011 to date the Church has increased its health facilities from 46 to 53. The most
recent ones include an eye-care centre (Hospital) at Bolgatanga and Bawku, a nursing and
midwifery training college at Dorma Ahenkro and the mid-wifery college at Duayaw
Nkwanta.
b) Entrepreneurship
The NGO policy document on entrepreneurship has been developed. Guided by this
document, DSS has collaborated with Simavi (Netherlands), OSIWA and others to run
programs such as Sustainable Economic Empowerment for Women, Poverty Reduction
through Economic Empowerment of Rural Women and Rural Enterprise to build capacities
of women in small-scale enterprises including fish farming, soap/detergent making and
grasscutter rearing. An agro-processing center has also been established at Asante Akyem,
Domeabra with support from Evangelical Mission in Solidarity (EMS), Germany.
c) Agriculture
The following administrative procedures have been completed.
o The National Agricultural Committee has been re-constituted.
o A strategic plan for the development of Tease has been.
o New Managers have been appointed to head the Tamale, Lanbgensi and Sandema
Agricultural Stations.
o Partnership agreement has been signed with Dakoma Ventures to produce Kenaf for
export.
Under the agricultural sustainability programs, 15,450 farmers are working as farmer-based
organizations whose cereal yield has increased from 300kg to 1200kg per acre. This has
reduced the hunger gap from 6 months to 1 month in the Garu area and a new variety of
sorghum that would yield 5,000 metric tonnes yearly is being planted to be supplied as raw
materials to Guinness Ghana Limited.
The Agriculture Coordinating Unit has a total investment of GH₵ 600,000.00 and a 14-seater
Toyota Bus that transports Agents and Generational Groups in the North to attend meetings
in the Church.
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The Church is working in collaboration with the USA Millennium Challenge Account Compact
1 in Walewale. By 2020, the project, which is worth GH₵ 1,500,000.00 on a 10-acre piece of
land will be fully handed over to PCG for ownership and management.
Among others, the Agric Unit supported the construction of a 1,500 sitting capacity chapel
for UDS, Nyankpala campus, which is near completion.
d) Other programs - Relieve services
The Department has provided boreholes for Presbyterian Senior High School in the Volta
Presbytery, provided support to flood victims in 2010 in Agona West, Agona East, Gomoa
East and Ashaiman. In the 2016 floods in Accra, 10 communities in Ga South District
received relieve items which included rice, mosquito nets and blankets. About 350 people
have been trained as Disaster Volunteer Groups in flood prone areas.
Humanitarian assistance was extended to 32,295 refugees from Cote D’Ivoire residing at
Fetentaa, Brong Ahafo Region. Items donated included bibles, mattresses, detergents,
sports equipment and cassava grater machine.
5 . 7 D e p a r t m e n t o f F i n a n c e a n d A u d i t
5 . 7 . 1 T h e R e s p o n s i b i l i t i e s o f t h e D i r e c t o r
a) Advise the General Assembly on mobilization and investment of funds
b) Explore new areas of investment
c) Advise the General Assembly in formulating policy on those who qualify to be
members of the Pensions scheme and those who should join the Social Security and
National Insurance Trust scheme
d) Advise the General Assembly in formulating policy guidelines for the effective
operation of the Welfare Committees at the Congregational level
e) The Department shall coordinate the work of the:
o Committee on Accounts & Budget and
o Committee on Projects and Investments
5 . 7 . 2 F i n a n c i a l P e r f o r m a n c e o f P C G : 2 0 1 3 – 2 0 1 7 5
5.7.2.1 Budget and Actuals
The financial performance of the Church for the past five years has been presented in Table
3. During the period, the Church has been able to raise above 80% of its annual budget. For
example, in 2013 the Church was able to raise 83.91% of its budget, in 2016 it raised 85.55%
and in 2017 the percentage went up to 90.22%.
5 Data before 2013 is not immediately available after the Church moved to the New Office at Osu
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Table 3: Presbyterian Church of Ghana – Financial Performance 2013 - 2017
Year Budget Actual % Paid % Point
Increase
2013 9,623,358.00 8,075,420.00 83.91
2014 11,946,118.00 9,578,479.00 80.18 (3.63)
2015 15,052,110.00 12,659,737.00 84.11 3.93
2016 16,555,000.00 14,162,627.00 85.55 1.44
2017 19,038,250.00 17,177,260.00 90.22 4.67
Source: Finance Office, PCG 2018
Besides 2014 where it experienced a drop-in percentage points of 3.63, there has been a
steady growth in the income levels of the Church.
Table 2 further shows the budget of the Church has increased from GH₵9.62m in 2013 to
Ghc19.04m. This may reflect the growing needs of the Church resulting from either
expansion, growth or the needs of the Church. Notwithstanding, the fact remains that the
Church has never raised 100% of its budgeted income in the last five years. It is obvious that
the Church is unable to honor all its obligations in any particular year since 2013 to date.
5.7.2.2 Expenditure Pattern
The expenditure pattern of the PCG between 2013 and 2017 has been presented in a
descending order in terms of expenditure value in Table 4. There are eight items in all over
which expenses were made in the last five years. Salaries and allowances have consistently
been the major expenditure item for the period under discussion, over 70% on average
every year. This is followed distantly by General Administration Expenses which, on the
average, is 11.22%.
Table 4: Percentage of Expenditure per Item / Year
Expenditure Items 2013 2014 2015 2016 2017 Average
Salaries & Allowances 69.46 70.36 69.83 72.54 72 70.84
General Adm. Expenses 12.51 10.49 11.69 10.49 10.93 11.22
Scholarship & Ministerial
Training
5.78 5.19 4.49 5.04 6.02 5.3
Adm. Travel & Motor
Vehicle Expenses
4.43 4.55 3.64 2.92 3.76 3.86
Departmental Expenses 3.15 3.96 4.32 3.15 1.07 3.13
Utilities 1.02 1.37 1.74 2.67 3.86 2.13
Property Upkeep 1.69 2.23 1.97 2.32 2.12 2.07
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Expenditure Items 2013 2014 2015 2016 2017 Average
Evangelism expenses 1.96 1.85 2.32 0.87 0.54 1.51
Total 100 100 100 100 100 100
Source: Finance Office, PCG 2018
On the other hand, Evangelism expenses are the least covering 1.51% on the average in the
last five years. This anomaly, where a Church is spending more on Salaries and Allowances
than Evangelism, may not necessarily be a deliberate policy. To unravel this a number of
questions can be raised:
a) At which level of the Church structure do evangelism activities and its associated
expenditures take place?
b) Is the Head Office only an office for the development of policies and does not make
any expenditure on implementation of its policies?
If evangelism as an activity take place at the lower Courts and the Head Office is only a
policy formulation Court, then the expenditure pattern as in Table 4 is justified. On the
other hand, if this is not the case then the structure must be looked at again and strategize
appropriately to pay attention on evangelism expenditures at the Head Office level.
From Table 5 the number of Ministers has increased from 844 to 1,088 (28.9%) in five years.
Specifically, in 2014 the number of Ministers increased by 13.7% over the previous year and
in 2015 there was an increase of 10.4% over 2014. This may partly explain the growing of
the overall budget (Table 3) and specifically the increase in Salaries and Allowances
expenditure item in the budget (Table 4).
Table 5: Number of Ministers and % Increase (2010 – 2016)
Year No. of Ministers % Increase
2012 844 -
2013 883 4.6
2014 954 13.7
2015 1,045 10.4
2016 1,088 4.1
Source: AHRM, PCG 2018
The reality facing the Church is that it has never been able to raise 100% of its annual
budget requirements during the period under consideration.
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5 . 8 D e p a r t m e n t o f E d u c a t i o n
5 . 8 . 1 T h e r e s p o n s i b i l i t i e s o f t h e D i r e c t o r
a) Advise the Church on general education matters and
b) Ensure the implementation and evaluation of the education policy
c) The Department shall coordinate the work of the:
o Committee on Non-formal Education
o Committee on Basic and Secondary Education and
o Committee on Technical and Vocational Education
There is no Committee that coordinates the activities for the tertiary education with the
Department. This must be corrected.
5 . 8 . 2 S u m m a r y o f G e n e r a l A c t i v i t i e s
The Department works in close collaboration with Ghana Education Service to manage all
Presbyterian Schools. It advices the Church and the Ghana Education Service in the
appointment of Regional, District and Local managers to help in the administration of the
schools. The District managers are usually ordained Ministers of the Church.
As at 2018, the Department with its working Committees are managing a total of 2,453
Presbyterian public schools in the following divisions.
Table 6: Number of Presbyterian Public Schools / Division
Division No.
Kindergarten 814
Primary School 1,027
Junior High Schools 571
Senior High Schools 32
College of Education 5
Vocational Education 3
University 1
Total 2,453
Source: PCG Department of Education
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C h a l l e n g e s f r o m t h e H e a d O f f i c e
a) All the Directors derive their job description from the Constitution. It provides
them with a general frame from which they should operate. An individual is left to
craft his own specific annual performance targets. In that case, it is difficult to
evaluate any Director by any standard. This presupposes that the supervisory
regiment over the Directors is lacking.
b) The Directors have no direct oversight responsibilities of the Department at the
lower Courts beyond the Presbyteries. After policy guidelines have been developed
at the National level, the Presbyteries carry out the implementation and report to
the General Assembly Council and the General Assembly. The Directors receive
information of implementation and impact of the policies from the Presbytery levels.
There is therefore no direct link between the Directors and their Departmental
coordinators at the lower Courts.
This lack of oversight responsibilities of the Department over the lower Courts raises
three (3) fundamental questions:
o Do the Directors perform administrative function only on the lower Courts?
o Are the Directors not permitted by the GA concept to perform pastoral roles
as well over the lower Courts? or
o Are they limited by the General Assembly concept to remain as policy
formulators and not to appraise its implementation?
If the responses to all the three (3) issues above is ‘Yes’, how are they helping the
growth of the Church? On the other hand, if the responses are in the negative, how
long must this be perpetuated? Whichever way there is the need to evaluate the GA
system to ensure that effective Church growth structures are developed and
implemented.
c) There is a challenge with the Bible Study material prepared by the Church. The
Generational Groups mainly the Men and Women Fellowship and some Inter-
Generational Groups such as the Bible Study and Prayer Group are effectively
supervised by the National Committee on Christian Education to prepare their own
Bible Study material. The groups prefer and consistently use their material at their
group meetings and conduct competition based on the material. Who then is the
target of the Bible Study material prepared for the Church by the Church? It is
possible that this may be a contributing factor that Bible Study Programs organized
at the Congregational level is least patronized.
d) The link between the Department of Development and Social Services and the
lower Courts can be improved. Currently, the Department receives proposals from
Congregations seeking for support or direction to implement one project or the
other in their locality. In an attempt to diversify and expand the income generation
base of the Church, it can be made mandatory for every District to propose a project
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for implementation. Based on the receipts from the Districts, the Department can
re-group them and seek for external support as may be directed by the GA. Training
programs can also be organized based on the evaluation of the proposals received.
The Department can also give direction to the Church as to where donor funding
projects may be implemented based on the number of requests received from the
District.
e) There is a financial challenge for all the Departments. None of the Departments is
able to complete its mandated activities in the course of the year due to financial
challenge. This is because the Church is able to raise only eighty percent (80%) of its
annual budget and spend about 70% of the amount raised on salaries and
allowances.
In a bid to broaden the base of resource mobilization, the Directors must be guided
by the Church to raise funds from the partner organizations and spirited
philanthropist. However, the amount raised must be ‘Ring-fenced’ to support the
operations of the particular Department.
f) Mission and Evangelism does not receive the required emphasis. M&E has only one
week of celebration in the course of the year in spite of the Mission of the Church.
‘Asempatrew’ which was used as a vanguard to start new Congregations is no longer
the case. It also found that evangelism as a subject is studied as a one semester
course at the Trinity Theological Seminary. The challenge is that it cannot be tailored
to suit Presbyterian criteria since it is multi-denominational institution. The
Evangelism School for the Church at Bunso is by invitation making entry restrictive.
The summary is that capacity building in M&E in the Church is limited in its impact
and influence.
g) The Education Department liaises between the Ghana Education Service and the
Church and provides technical advice for mutually beneficial relationship between
the two institutions. It works with Regional and Local Managers of schools who are
at the Courts of the Church. The challenge here is that the role of the Department in
ensuring discipline in the schools is reduced because it does not have full control of
the administration of the schools such as insisting on the religious background of the
teachers posted to the schools and the one who heads the school. There is the
need to train the Christian teachers to lead ‘morning devotions’ in the schools.
h) The Church recognizes and runs Informal Specialized Ministries (Section 5.1.2 d Pg.
17). However, those involved in these ministries have no formal training. They
operate per their "calling and desires." They are neither appointed nor selected by
the Church, but they are officially accepted to start work after they have introduced
themselves to the Church. They are then monitored for a period of time after which
they are given the official recognition. They remain as voluntary workers who do not
receive any formal training nor allowances from the Church. The exception is the
"Evangelist" who is paid by the head office. There is the need to take a second look
for purposes of discipline by training them and offering allowances.
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i) The Church has the Legal and Property Units subsumed under the AHRM. This is an
important unit that must be separated and play a more frontal role in the
administration of the Church. For example, the Legal Department could accept
commercial cases from Church members and even the general public at a lower fee
and ring fence the amount for use in the Department. The Property Unit could also
provide designs and guidance to infrastructure development at all the Courts to
ensure structures that symbolize the identity and effective use by the Church.
Conclusion
The Church has operated around the Departments since 2002. As has been realized from
the above analysis, there are both operational challenges and advantages and this must be
carefully studied. It is recommended that the role of the Departments in the administration
of the Church must be evaluated to inform future directives of the Department.
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I n h e r e n t Q u a l i t i e s a n d C h a l l e n g e s o f t h e P C G
( S W O T A n a l y s i s )
Strength
a) The Church is well structured into
four Courts: National, Presbytery,
District and Congregation. It
provides a disciplined route for
information flow.
b) There is a uniform format for
preparing Congregational accounts
which are packaged through the
Courts to the National level.
c) The Church has a guild of
professionals who are called upon to
render services to the Church as and
when needed.
d) The Christian educational growth of
the Church is streamlined through
the use of an Almanac and a Bible
Study outline.
e) The Church encourages generational
group memberships which nurtures
the spiritual and physical needs of its
membership.
Weakness
a) The disciplined structure of the Church
creates its own bureaucracy that slows
down information flow and creates some
disconnect between the National level and
the lower Courts.
b) The financial source of the Church remains
traditional – offertory, tithing etc. lesser
number of projects than expected are
completed each year.
c) The professionals in the Church have not
been fully mobilized and used.
d) There is inadequate knowledge and practice
of biblical truth/principles in respect to
modern religious challenges.
Opportunity
a) Access to Christian growth materials
in the country through the media,
books and technology is quite high.
b) There are a number of Churches and
chapels that makes it easy for people
to select and attend Church service
on Sundays.
c) There is freedom of association of
worship in the country and people
can attend Church service at any
hour of the day and at any location.
Threat
a) The environment is so polluted with
religious heresies that tempts away people
from the true gospel.
b) Other Churches bait the youth with
simplistic messages and positions/titles
away from the established Churches.
c) Apostasy is growing as a result of dwindling
impact of the Christian faith at the national
level
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T h e S t r a t e g i c P l a n
IN RESPONSE TO ISSUES
(HEAD OFFICE AND DEPARTMENTS)
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8 . 1 I s s u e s f o r H e a d O f f i c e C o n s i d e r a t i o n
8 . 1 . 1 I s s u e s a n d O b j e c t i v e s
There are crosscutting issues which have been already discussed and being summed up with corresponding objectives around which strategies
are developed are presented in Table 7. They are to be handled administratively at the Head Office.
Table 7: Issues and Objectives for Head Office
Summary Issues raised Objectives
a) Low evangelism outlook and performance in the
Church
o To improve the effectiveness of Directors of Departments by
2029
o To improve the evangelism consciousness in the Church by
2029
o To properly situate the role of Catechist in Church Planting,
discipleship and nurturing of preaching points into full
Congregations
b) High level of autonomy among the Generational
Groups
c) Directors derive their job description from the
constitution without specific performance targets
d) Low visibility of the Directors at the Courts
e) There is little formal interrelationship among the
Directors
f) Much is left undone every year as a result of lack of
finance
g) The role of Catechist is not well defined and their
impact in Church growth not acknowledged
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8 . 1 . 2 S t r a t e g i e s i n R e s p o n s e t o t h e H e a d O f f i c e I s s u e s
Table 8: Strategic Plan for Head Office Issues
Objective with strategies Year Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
1) To improve the effectiveness of Directors of Departments by 2029
a) Evaluate the Departmental structure of the
Church to improve its effectiveness
All reports,
quarterly or
annual,
should
indicate how
close the
activities
undertaken
are leading to
achieving the
outcome
Directors can
be monitored
and
effectiveness
at lower
Courts
improved
Clerk of the
General
Assembly,
Presbytery
Chairpersons
b) Assess the possibility of decoupling the
Legal and Property units from the AHRM
and commercialize them
c) Design a procedure to appoint Directors by
head hunt
d) Prepare annual targets within the confines
of the constitution for all Directors on
appointment
e) Directors should work with an approved
annual work plan
f) Conduct annual evaluation for Directors
based on the work plan
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Objective with strategies Year Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
g) Allocate slots on the PCG website for all
Directors to post their Annual Action Plans
and Programs that can be accessed by the
lower Courts
2) To improve the evangelism consciousness of the Church by 2029
a) Organize quarterly meetings among
Directors to strategize for total evangelism
at all Court levels
All reports,
quarterly or
annual,
should
indicate how
close the
activities
undertaken
are leading to
achieving the
outcome
Church
members will
receive a
boost towards
Mission and
Evangelism
Clerk of the
General
Assembly,
Presbytery
Chairpersons,
District
Ministers
b) Incorporate Mission and Evangelism targets
in every activity of each Department at all
Courts
c) Permit Directors to appraise
plans/programs from the groups and the
Courts with Mission and Evangelism lens
d) Prepare a composite budget on annual
basis to ensure adequate support for
Departmental activities
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Objective with strategies Year Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
3) To properly situate the role of Catechist in Church Planting, discipleship and nurturing of preaching points into full Congregations
a) Upgrade Catechist training to include
Church Planting and Discipleship
Same as
above
Catechists are
rendering
effective
ministerial
services in the
Church
Clerk, GAC and
GA
b) Organize refresher courses to build the
capacities of Catechists for effective
delivery
c) Increase and acknowledge the role of
Catechist in the Church hierarchy
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8 . 2 M i s s i o n a n d E v a n g e l i s m
8 . 2 . 1 I s s u e s a n d O b j e c t i v e s
The specific issues already discussed is summed up and the corresponding objectives under Mission and Evangelism are developed and
presented in Table 9. The Mission and evangelism aspect will be tackled in two fronts; internal and external. At the internal level, the Church
intends to build a brigade branded as Young Missionary Movement. By this the Church will pursue programs that will seek to capture,
nurture, maintain and sent forth to lead the Church in evangelism and expand territory of the Church for the future.
The external front will be to train the Church as a whole to go out and evangelize as a mandate of the Church and the goal of this strategy.
Table 9: Issues and Objectives for Mission and Evangelism
Summary of Issues Objectives
a) There is emigration out of the Church especially the youth o To retain, increase and maintain the youth in the
Church by 2029
o To increase the membership growth at the national
level by an annual average of 10% annually
o To improve the exercise of spiritual gifts and its
impact in the Church from 2020
o To increase resource (financial) allocation to M&E
from 2021
o Informal Specialized Ministries must be
mainstreamed
b) Membership of the Church is growing in reverse order in
relation to the number of Ministers (see 5.1.4)
c) There is apparent lack of the exercise of spiritual gifts as
members in the Church seek prayer support from outside
the Church
d) Actual expenditure on Mission and Evangelism is among
the lowest in the key results areas
e) Informal Specialized Ministries operates on behalf of the
Church with minimum official input
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8 . 2 . 2 S t r a t e g i e s i n r e s p o n s e t o M i s s i o n a n d E v a n g e l i s m i s s u e s
Table 10: Strategic Plan for Missions and Evangelism
Objective with strategies Year Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
1) To retain, increase and maintain the youth in the Church by 2028
a) M&E should liaise with CLAN Department to train NUPSG in all secondary and tertiary institutions
All reports, quarterly or annual, should indicate how close the activities undertaken are leading to achieving the outcome
The knowledge of the youth and their interest in the Church would increase and with the right teaching, they will remain in the Church
Missions and Evangelism Director, Chaplain, Moderator, Chairpersons and District Ministers
b) The Moderator of the General Assembly should visit at least one tertiary institution with a NUPSG every year
c) The Moderator of the General Assembly should visit the tertiary institution with a NUPSG when he visits a Presbytery
d) The Chairperson of every Presbytery should visit at least two tertiary institution with NUPSG in his Presbytery every year
e) Every District Minister should visit at least two times, every secondary school with a NUPSG in his District every year
f) Every Congregational Minister should visit a secondary school with NUPSG in his locality
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Objective with strategies Year Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
g) Every Congregations must raise support for the NUPSG members within its locality
h) Establish in every Presbytery at least one International Assembly
i) Encourage responsible youth to take up positions at all levels of the Courts in the Church
j) Parents should support the Church to encourage and inspire their children to remain in the Church
2) To increase the membership growth at the national level by an annual average of 10% annually
a) Develop a Blueprint for National Church Growth and Evangelism Agenda
All reports, quarterly or annual, should indicate how close the activities undertaken are leading to achieving the outcome
Agents and Members would be equipped to evangelize and disciple new members
Clerk, M&E and CLAN Directors at all Courts, District and Local Ministers, Session and Group Executives
b) Organize capacity building workshops on the Blueprint at the Probationary studies, School of Leadership, School of Evangelism and at the Catechist Training Institutes
c) Increase the number of Mission and Evangelism week on the Almanac from 1 – 4 designed for outreach programs
d) Set targets for M&E in every program of all generational and service groups
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Objective with strategies Year Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
e) Increase capacity building programs of M&E at the Congregational level
f) Establish two fully fledged Congregations in every District in every ten (10) years. Newly posted District Ministers must complete Congregations in progress before new ones are started
g) Appoint an evangelism coordinator for every District to lead all M&E activities.
h) Districts and Congregations should budget a minimum of 10% of total expected income for direct evangelistic activity
3) To improve the exercise of spiritual gifts and its impact in the Church from 2020
a) Select and train Agents in the miracle mission of the Church
All reports, quarterly or annual, should indicate how close the activities
Spiritual gifts manifestation will increase to meet the needs of members
M&E Director, all Agents
b) Increase the number of Prayer Centers headed by trained Agents of the Church
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Objective with strategies Year Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
c) Institute annual fasting and prayer weeks alongside the M&E week on the Almanac
undertaken are leading to achieving the outcome
d) Institute teaching services on the gifts of the Holy Spirit at the Congregational level at least two times in a year led by the Agents or members so gifted
e) Set up and operate District level prayer teams to offer prayer needs at the local level
4) To increase resource (financial) allocation to M&E from 2020
a) Accept M&E as a priority item on the expenditure budget
All reports, quarterly or annual, should indicate how close the activities undertaken are leading to achieving the outcome
Church growth would be enhanced
Agents, Session members and Group Leaders, Property Mgt. C’ttee and Finance Coord. at the District Levels
b) Prepare annual M&E Action Plan with the budget for the authorizing body for approval at all Courts
c) Diversify and increase fund mobilization avenues through the DSS at all Courts (see annex 1)
d) Prepare Church Planting Budget at the beginning of the year
e) Organize teaching services on giving beyond harvest days
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Objective with strategies Year Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
5) Informal Specialized Ministries must be mainstreamed
a) Informal Specialized Ministries volunteers should be formally trained after being recognized by the Church
Just as above
Informal Ministries are streamlined and accountable
Clerk of General Assembly and M&E Director
b) They must be given periodic financial support for effective operations
c) The M&E Director should report on them at GAs
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8 . 3 A d m i n i s t r a t i o n a n d H u m a n R e s o u r c e M a n a g e m e n t
8 . 3 . 1 I s s u e s a n d O b j e c t i v e s
The specific issues already discussed are summed up and the corresponding objectives under AHRM are developed and presented Table 11.
Table 11: Issues and Objectives for Administration and Human Resource Management
Summary of Issues Objectives
a) The coordinating role of the AHRM is more at the National than the
lower Courts
o To improve the visibility and effectiveness of AHRM and
its units at the lower Courts and the general public
o 2) To ensure value for money in development at all the
Court levels
b) The Public Relation Unit must be developed and used more
effectively
c) The properties unit can function better than it is now if it is
appropriately positioned
d) The Legal Unit is not being utilized to serve a full purpose for the
Church
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8 . 3 . 2 S t r a t e g i e s i n r e s p o n s e t o A H R M
Table 12: Strategic Plan for AHRM
Objective with Strategies Years Indicator Outcome Responsib
ility 1 2 3 4 5 6 7 8 9 10
1) To improve the visibility and effectiveness of AHRM and all the Departments at the lower Courts by 2029
a) Create a central website with slots for all
the Departments at the national level
All reports,
quarterly or
annual, should
indicate how
close the
activities
undertaken
are leading to
achieving the
outcome
Uniform
and
coordinate
d activities
would be
carried out
from the
national to
the local
level of the
Church
AHRM
and all the
other
Departme
nt from
the
national
to the
local level,
Chairpers
ons of
Presbyteri
es and
District
and Local
Ministers
b) Facilitate the linkage of the Courts to the
national website
c) Build the capacities of the lower Courts in
accessing the internet and the linkage to
the national website
d) Upload all the annual action plans, policies
and protocols of every Department on the
site
e) Upload the annual action plans of all the
Courts to the site
f) Ensure that all the action plans of the
lower Courts are linked to the national
action plans of each Department
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Objective with Strategies Years Indicator Outcome Responsib
ility 1 2 3 4 5 6 7 8 9 10
g) Orientate AHRM Directors at the lower
Courts to partner the M&E Director in
organizing, mobilizing and executing
Mission and Evangelism activities
h) Explore the use of social media to reach
specific and targeted individuals, both
Agents and Lay on occasions such as
birthday and special anniversaries
i) The PRO Unit to conduct interactive social
media campaigns around the following key
initiatives: PCG membership renewal,
annual meeting and advocacy activities
j) Communicate and refresh the PCG
leadership, staff, and all group leaders in
the course of the ecclesiastical year the
theme of the year as a way of sustaining
interest.
k) Establish and preserve the integrity of the
PCG brand and logo through monitoring of
signage and posters etc.
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Objective with Strategies Years Indicator Outcome Responsib
ility 1 2 3 4 5 6 7 8 9 10
2) To ensure value for money development in the Congregations
a) Property Department to design module
housing and Church structures for
Congregations to select and develop
b) Educate Congregations to factor in
future needs of a growing Church e.g.
children service and JY meeting rooms,
ICT cubicles etc.
c) Educate Congregations to adopt
common signage for the Church
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8 . 4 E c u m e n i c a l a n d S o c i a l R e l a t i o n s
8 . 4 . 1 I s s u e s a n d O b j e c t i v e s
The specific issues already discussed are summed up and the corresponding objectives under ESR based on which strategies are developed
have been presented below.
Table 13: Issues and Objectives for Ecumenical and Social Relations
Summary of Issues Objectives
a) The rate of response by the Department to national
social issues such as unemployment, divorce rate and
indiscipline is slow
o To scale up the relevance of the Church at the
national level
o To promote disciplined and corrupt free Christian life
in the Church
o To enhance the ecumenical presence at all levels of
PCG
b) The reported cases of corruption and drug abuse in
the Church is on the increase
c) Ecumenical presence at the various levels of PCG is
low
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8 . 4 . 2 S t r a t e g i e s i n r e s p o n s e t o E S R
Table 14: Strategic Plan for ESR
Objective with Strategies Years Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
1) To scale up the relevance of the Church at the national level by 2029
a) Assemble data on socio economic issues
such as unemployment, divorce rate, level of
indiscipline, environmental degradation and
state of cleanliness both at the local and
national levels
All reports,
quarterly or
annual, should
indicate how
close the
activities
undertaken are
leading to
achieving the
outcome
The
position of
the Church
is known
on social
issues at
the
national
level and in
the levels
of the
Church
ESR, Finance
Department,
Presbyteries,
Districts,
Church
partners, eg:
EMS, Gov’t
and all other
Departments
at all the
Courts
b) Seek alliances with NGOs, Ministries and
Agencies in areas of great concern to
provide solutions
c) Organize public discussions on topical issues
of national importance both at local and
national level through FM stations and
Information Centers
d) Engage in public discussion on relevant
national issues either on television,
newspaper publication or radio discussion
e) Set up and equip the research unit to
monitor and evaluate issues of national
interest for effective participation in national
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Objective with Strategies Years Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
affairs
f) Liaise with all the Departments especially
M&E at all the Courts to factor in Mission
and Evangelism targets
g) Organize fora - seminars, workshops – to
educate Agents on topical issues in order to
educate members at all levels through the
pulpit and the Channel of Hope media
h) Christian Messenger editions should publish
topical national issues
2) To promote disciplined and corrupt free Christian life in the Church
a) Educate Agents on the effects of corruption
on the Christian community
All reports,
quarterly or
annual, should
indicate how
close the
activities
undertaken are
leading to
achieving the
outcome
The
position of
the Church
is known
on social
issues at
the
national
level and in
the levels
ESR, Finance
dept,
Presbyteries,
Districts
Church
partners, eg:
EMS, Gov’t
and dept at all
the Courts
b) Institute and implement punitive measures
to both Agents and congregants on
corruption practices
c) Educate the Agents on ToT basis in order to
educate the Congregations on the menace
of drug abuse
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Objective with Strategies Years Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
d) Liaise with experts and rehabilitation centers
to organize seminars and talks in the Church
on drug abuse
of the
Church
3) To enhance the ecumenical presence at all levels of PCG
a) Promote inter-faith training and teaching at
all levels of the Church
All reports,
quarterly or
annual, should
indicate how
close the
activities
undertaken are
leading to
achieving the
outcome
Team work
on national
issues
achieved
Presbyteries,
Districts and
Local Levels
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8 . 5 D e v e l o p m e n t a n d S o c i a l S e r v i c e s
8 . 5 . 1 I s s u e s a n d O b j e c t i v e s
The specific issues already discussed are summed up and the corresponding objectives under DSS are developed and presented Table 15.
Table 15: Issues and Objectives for Development and Social Services
Summary of Issues Objectives
a) Many of the activities such as capacity building, agriculture
and health and relief services are mostly donor driven
o To facilitate the development of entrepreneurship at the local
level to promote diversification of income generating sources
both at the Congregational and individual levels
b) Not many Congregations have developed income generating
activities
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8 . 5 . 2 S t r a t e g i e s i n R e s p o n s e t o D S S
Table 16: Strategic Plan for DSS
Objective with Strategies Years Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
1) To facilitate the development of entrepreneurship at the local level to promote diversification of income generating sources
both at the Congregational and individual levels
a) Create a file at the national level to
receive mandated applications from the
lower Courts on proposed projects
All reports,
quarterly or
annual,
should
indicate
how close
the
activities
undertaken
are leading
to achieving
Individuals
and Court
level
groups
would be
opened to
business to
raise
income
both for
themselves
DSS, ESR and
M&E
Departments,
District and
Local
Ministers
b) All Districts/Congregations should
develop at least one project and submit
proposals to the DSS within the plan
period
c) Organize capacity building workshops
for applicants by project groups
d) Determine location of projects when
foreign support is received from the list
of applications in the project file in the
national project file
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Objective with Strategies Years Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
e) Manage at least one project at the
national level to serve as a case study
for all projects at the lower Courts
the
outcome
and for the
Church
f) Facilitate the setting up and running of
individual or group enterprises
g) Liaise with the M&E Department to
factor in mission and evangelism
impacts in all activities
h) Report to the GA implementation
progress of all submitted applications
i) Develop an appraisal mechanism
framework to monitor businesses to
determine their level of functioning in
order to profer technical advice
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8 . 6 F i n a n c e a n d A u d i t
8 . 6 . 1 I s s u e s a n d O b j e c t i v e s
The specific issues already discussed are summed up and the corresponding objectives under Finance and Audit are developed and presented
below.
Table 17: Issues and Objectives for Finance and Audit
Summary of Issues Objectives
a) There is no structured format for financial reporting
from the lower Courts
o To prudently manage and maintain a healthy financial
balance of the Church in order to finance the needs of
the Church
o Expand the mobilization base of financial resources of
the Church
b) Actuals are always below budgeted accounts of the
Church
c) The income and expenditure of the Church are
growing in reverse directions
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8 . 6 . 2 8 . 6 . 1 S t r a t e g i e s i n r e s p o n s e t o F i n a n c e a n d A u d i t
Table 18: Strategic Plan for Finance and Audit
Objective with Strategies Years Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
1) To prudently manage and maintain a healthy financial balance of the Church in order to finance the needs of the Church
a) Prepare a reporting outline to be used by
all the lower Courts
All reports,
quarterly or
annual, should
indicate how
close the
activities
undertaken
are leading to
achieving the
outcome
Healthy
financial
balance and
record
keeping for
the Church
Finance
Department,
all other
Departments
and all Court
levels
b) Organize training courses for all treasurers
at the lower Courts and the Agents
c) Financial reports from the lower Courts
must be supervised by the next higher
Courts before it reaches the head office
d) Request submission of periodic financial
reports from the lower Courts
e) Liaise with the AHRM Department to audit
the staff strength of PCG administrative
staff and ordained Agents and advice on
the value-for-money number of staff for
the Church
f) Liaise with M&E to factor evangelism
needs in the expenditure budget
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Objective with Strategies Years Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
2) Expand the mobilization base of financial resources of the Church
a) Advice the Directors within the Church
Constitution the means of fund raising
beyond the traditional structures
All reports,
quarterly or
annual, should
indicate how
close the
activities
undertaken
are leading to
achieving the
outcome
Financial base
of the Church
widened and
improved
Finance
Department,
all other
Departments
and all Court
levels
b) Create and advice on the use of ring
fence account for the Church
c) Sell pages of publications such as bible
study materials, conference reports of
Generational Groups
d) Liaise with the DSS Department to run
entrepreneurship courses for Districts
and individuals who have submitted
project proposals for funding
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8 . 7 E d u c a t i o n
8 . 7 . 1 I s s u e s a n d O b j e c t i v e s
The specific issues already discussed are summed up and the corresponding objectives under Education are developed and presented below.
Table 19: Issues and Objectives for Education
Summary of Issues Objectives
a) Discipline among the youth in the Church has
deteriorated in spite of the number of schools the
Church operates
o To ensure discipline and improve academic
performance among the youth and staff in our
institutions
o To develop a base for an effective succession plan for
Directors of Education b) The Church has little control over the appointment of
Heads and staff of Schools. It is the prerogative of
the Ghana Education Service
c) There is no Committee for tertiary education
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8 . 7 . 2 S t r a t e g i e s i n r e s p o n s e t o E d u c a t i o n
Table 20: Strategic Plan for Education
Summary of Issues Years Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
1) To ensure discipline and improve academic performance among the youth and staff in our institutions
a) Develop strong lobbying procedures
involving the Principal Officers of the
Church to get the right persons to be
posted into our schools
All reports,
quarterly or
annual, should
indicate how
close the
activities
undertaken are
leading to
achieving the
outcome
To improve
Christian
discipline
among the
youth in the
Church
CLAN, M & E
and Education
Directors
b) Strict disciplinary measures to be
enforced in the schools
c) Develop the Presbyterian staff in the
schools to run devotional services in the
schools
d) Provide financial and material resources
to support teaching and learning in the
schools
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Summary of Issues Years Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
2) To develop a base for an effective succession plan for Directors of Education
a) Identify and consciously groom people
with Presbyterian principles to fill
vacancies in the educational sector as and
when they occur
All reports,
quarterly or
annual, should
indicate how
close the
activities
undertaken are
leading to
achieving the
outcome
Effective
succession
plan
implemented
Education
Director and
Principal
Officers
b) Create a Committee to advice the Director
on tertiary education and its impact on
the Church
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8 . 8 C h u r c h L i f e a n d N u r t u r e
8 . 8 . 1 I s s u e s a n d O b j e c t i v e s
The specific issues already discussed are summed up and the corresponding objectives under CLAN are developed and presented in Table 21.
Table 21: Issues and Objectives for Church Life and Nurture
Summary of Issues Objectives
a) Not every Congregations has a Counseling
Committee.
o To improve counselling and discipline and spiritual
growth along the generational group structure in the
Church
o To improve discipleship training and nurturing in the
Church
b) NUPSG coordination is weak as Ministers in charge
are poorly resourced.
c) The autonomy of the Generational Groups is too
strong.
d) Discipline among the youth (YPG) in the Church is
weak.
e) Discipleship training is least emphasized.
f) There is little coordination between the M&E and
CLAN Departments in Evangelism and Discipleship
training.
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8 . 8 . 2 S t r a t e g i e s i n r e s p o n s e t o C h u r c h L i f e a n d N u r t u r e
Table 22: Strategic Plan for CLAN
Summary of Issues Years Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
1) To improve counseling and discipline and spiritual growth along the generational group structure in the Church
a) Establish, support and strengthen NUPSG
in all secondary and tertiary educational
institutions
All reports,
quarterly or
annual, should
indicate how
close the
activities
undertaken are
leading to
achieving the
outcome
The level of
discipline and
the spiritual
quality of the
youth in
particular will
improve
CLAN and all
other
Departments
at all the
Court levels
b) Set up counseling Committees in all
Congregations
c) Liaise with the education Department to
develop a devotional guide for staff in the
Presbyterian schools for devotion
d) Appoint a chaplain for every Presbyterian
Senior High School, either an Agent or a
committed Christian teacher.
e) Liaise with school chaplains and the other
Departments to improve the spiritual and
discipline nurture of students in the
schools.
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Summary of Issues Years Indicator Outcome Responsibility
1 2 3 4 5 6 7 8 9 10
f) Increase the role of the Department in the
affairs of the Generational Groups
especially in the preparation and use of
their plans and bible study outlines.
g) Organize Bible Study competitions among
Generational Groups based on the central
bible study outline at all the Courts.
2) To improve discipleship training and nurturing in the Church
a) Liaise with the M&E Department to
develop discipleship manuals
Same as above
The level of
discipleship
training
nurturing
improved
CLAN, M&E
and Catechist,
Dept. at all
Courts b) Organize discipleship Training of Trainers
(ToT) workshops at the Presbytery levels
c) Districts and Congregations should include
Discipleship Training in all their outreach
programs
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P e r f o r m a n c e M a n a g e m e n t S y s t e m ( P M S )
9 . 1 D e f i n i t i o n
Performance Management system is the principle of setting SMART (Specific, Measurable,
Achievable, Realistic and Time bound) Objectives. It underpins the management axiom
which states that ‘what gets measured gets done’. This means that if you cannot measure
something you cannot do it.
In the context of this 10-year strategic plan, AGENDA FOR CHURCH GROWTH, the
Performance Management System will mobilise the entire organisation made up of all the
four Courts of the Church (the General Assembly , Presbytery Session and District Session
and Congregational Session) to focus on the Thematic Issues expressed in the Strategic Plans
and extracted into Court specific plans, covering all Departments and Committees of the
Church at all the Courts. It is expected that all the Courts will take ownership for their plans
and this will form the basis of the successful implementation of the plan.
To take ownership of the plan means that each Court must allocate resources for the
implementation of the plans; the resource can be financial, human or a material such as a
property that can advance the course of the implementation.
9 . 2 M e t h o d o l o g y – t h e p r o c e s s o f a d o p t i n g t h e P M S
At the beginning of each year, the Courts will develop Three-Year Rolling Plans (TYRP) and
Annual Quarterly Targets (AQT) plan based on the 10-year strategic plan. Each Department
will have its own action plan as presented in the strategic plan. For each objective and its
strategies, ACCOUNTABLE OFFICERS shall be appointed at various levels of the Court who
will have PRIME RESPONSIBILITY in carrying out the Plan with the support of the various
Councils/Session/Committees as the case may be.
9 . 3 A c c o u n t a b l e O f f i c e r s f o r t h e C o u r t s
Accountability shall be exercised as provided in Table 23 at each of the Courts.
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Table 23: Accountable Officers
Court Accountable Officer Monitoring &
Evaluation (Reviewing)
Officer
Facilitated By
General
Assembly
Clerk of General
Assembly
General Assembly
Council
GAC Strategic Plan
Facilitation Team (SPFT)
Directors of
Departments
Clerk of General
Assembly
GAC Strategic Plan
Facilitation Team (SPFT)
Staff in General
Assembly Office
Directors of respective
Departments
Not applicable
Presbyteries Chairperson of
Presbytery
Clerk of the General
Assembly
GAC Strategic Plan
Facilitation Team (SPFT)
Clerk of Presbytery Chairperson of
Presbytery
Presbytery Strategic Plan
Facilitation Team (SPFT)
Directors of
Departments
Clerk of Presbytery Presbytery Strategic Plan
Facilitation Team (SPFT)
Staff in Presbytery
Office
Directors of
Departments
Not applicable
District District Ministers Chairperson of
Presbytery
Presbytery Strategic Plan
Facilitation Team (SPFT)
Agents in Charge District Ministers District Strategic Plan
Facilitation Team (SPFT)
Conveners of
Committees
District Minister District Strategic Plan
Facilitation Team (SPFT)
Staff in District Office District Officer Not applicable
Congregation Conveners of
Committees
Agent in Charge Congregational Strategic
Plan Facilitation Team
(SPFT)
Staff in Congregation Agent in Charge CAHRM
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At the beginning of each year, the GAC provides the priority areas of the Church. These
priority areas will inform the Courts which activity requires much attention (weight) in their
plans. The Courts would know the activity to which much resources should be allocated,
and they will easily know which Accountable Officer is to be in charge of that particular
activity.
Since everyone knows the priority activity on the Action Plan and sufficient resources has
been allocated to it and an Accountable Officer has been assigned to it, it will be easy to
access the performance of the officer and the officer can also perform self-assessment at
the end of the year.
9 . 4 M o n i t o r i n g a n d E v a l u a t i o n
The Accountable Officers will issue quarterly and annual reports. These reports will be used
as a monitoring and evaluation tool. At each level of the report, it is expected to find the
progress being made towards achieving the priority area as determined by the GAC
directives to which much resources have been allocated. Reasons must be assigned as to
why progress is being made or otherwise so that decisions are made to improve upon the
performance at the end of the operational year. Scores, in percentage terms, can be
assigned to the progress made on each activity at the end of the year.
9 . 5 Y e a r - E n d R e p o r t i n g
Annual Reviews of performance in terms of implementation of the Annual Quarterly Targets
(AQT) will be compiled and presented at each Court by the Accountable Officer. The report
will be compiled and presented as shown in Table 24.
Table 24: End of Year Reporting Accountability
Court Accountable Officer Audience
General Assembly Clerk of General Assembly GAC/General Assembly
Presbytery Clerk of Presbytery PSC/Presbytery Session
Chairperson of Presbytery Clerk of General Assembly
District District Clerk DSC/District Session
District Minister Chairperson of Presbytery
Congregation Session Clerk Session/ Congregational Forum
Agent in Charge District Minister
Each Court is placed in a position to compile Consolidated League Tables – this will be
extremely helpful in determining how each Congregation/District/Presbytery is faring for
each Objective and eventually the overall scores.
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Centres of Excellence will thus be identified, and Presbytery can use this productivity index
when making appointments in specific areas or getting various Districts to seek support
and/or assistance from the centres of excellence.
The Church will thrive – mission sustainability is the goal.
9 . 6 C o m m e n c e m e n t o f I m p l e m e n t a t i o n
Implementation of the 10-Year Plan will commence from January 2020. There are however
several activities that must be put in place to make the process ready for take-off in January
2020.
The Plan Is formulated on the basis that End of Year Appraisal is done latest by September
(for practical reasons) ahead of the formulation and completion of the following year’s plan.
Each Accountable Officer must be properly assessed for performance during his/her period
of stay at a post/ station.
The process as far as possible is not expected to straddle two Ministers. However, it is
possible that as result of Agents movements that may not be the case. In such a situation
the Reviewing Officer shall review the performance of the Accountable Officer before the
latter moves to the new station/post. This will form part of the Handing over process.
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I m p l e m e n t a t i o n P l a n - M i l e s t o n e s
1 0 . 1 P r e - G e n e r a l A s s e m b l y A p p r o v a l
An ad-hoc Strategic Plan Technical Committee (SPTC) will be set up to review comments on
the strategic plan received from the Presbyteries and finalize the document to be presented
to the GAC and subsequently to the General Assembly for adoption. The milestones and
status are provided in Table 25.
Table 25: Pre-General Assembly Milestones
Milestone & Tasks Timeline Responsibility Status
ASPTC puts together comments from
Remissions from Presbyteries and updates the
Strategic Plan
Jul-2019 Clerk of General
Assembly
Completed
Adoption of Strategic Plan by General Assembly Aug-2019 Clerk of General
Assembly
Completed
1 0 . 2 P r e p a r a t o r y W o r k f o r I m p l e m e n t a t i o n
The SPTC will continue to prepare a road map for the implementation and advise the GAC
Standing Committee accordingly. This initial work shall be coordinated by the Clerk of GAC.
It is expected that implementation of this road map will commence October 2019.
Table 26: Schedule for Implementation Preparatory Work
Milestone & Tasks Deadline Responsibility
Prepare a Strategic Plan Implementation Framework for
the attention of GAC Standing Committee
Sept-2019 Clerk of General
Assembly
Publish the Strategic Plan Sept-2019 Clerk of General
Assembly
Undertake Strategic Plan dissemination activities for all
Courts
Dec-2019 Clerk of General
Assembly
Design and setup operational system and infrastructure Feb-2020 Clerk of General
Assembly
Undertake training activities for implementation of the
Strategic Plan for all Courts
Jun-2020 Accountable Officers for
each Court
All Courts Prepare of the first compliant Three-Year
Rolling Plan (TYRP) and Annual Quarterly Plans (AQP)
Sept – Dec
2020
Accountable Officers for
each Court
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1 0 . 3 I m p l e m e n t a t i o n P r o c e s s e s
The implementation processes have been presented in steps for ease of reference. The
MEOs should take this seriously to ensure effective implementation of the plan otherwise
future strategic plans will not be popular in the Church. The main processes are detailed in
Table 27.
Table 27: Important Implementation Processes for the Strategic Plan
Milestone & Tasks Timeline Responsibility Comments
Communicate to Presbyteries priority areas for implementation of the strategic plan
September Annually
Clerk of General Assembly
Critical for the preparation of the Three-Year Rolling Plans (TYRP) for the Courts
Sign annual performance targets with:
o Chairpersons of Presbyteries; and
o Director of the GAO
October Annually
Clerk of General Assembly
Tabled before the General Assembly Council for noting
Communicate to Districts and Congregations priority areas for implementation of the strategic plan
September Annually
Chairperson of Presbytery
Include both national and Presbytery priorities and break these down under the eleven Committees in the Congregation
Sign annual performance targets with:
o Clerk of Presbytery; and o District Ministers
October Annually
Presbytery Chairperson
Tabled before the Presbytery Session Council for noting
The Clerk signs with the Directors
Communicate to Congregations priority areas for implementation of the strategic plan
September Annually
District Minister
As received from Presbytery together with any District specific priority
Sign annual performance targets with:
o Agents-in-Charge; and o District Conveners of
Committees
November Annually
District Minister
Tabled before the District Session Council for noting
All Courts Submit Their TYRP and AQT
September – December Annually
AO for each Court
Approved by Court and Communicated to the MEO for noting
Quarterly Reports Quarterly Schedule
AO for each Court
The Clerk reports to the Court and AO reports to the MEO
Annual Reports Annual Schedule
AO for each Court
The Clerk reports to the Court and AO reports to the MEO
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1 0 . 4 A n n u a l P e r f o r m a n c e A p p r a i s a l
Annual performance appraisal of the Accountable Officers (AOs) have been incorporated to
ensure that annual performance targets are agreed with the MEO and these are appraised
periodically and at the end of the year.
Table 28: Performance Appraisal Matrix
Court Timeline Monitoring & Evaluation
(Reviewing) Officer
Accountable Officer
General
Assembly
October GAC Clerk of General Assembly
Clerk of General Assembly Directors of GAO
Directors Conveners of Committees
Staff
Presbyteries October Presbytery Chairperson Presbytery Clerk
District Ministers
Presbytery Clerk Directors of Departments
Directors Conveners of Committees
Staff
Districts October District Minister Agents-in-Charge
Conveners of Committees
Staff
Congregation October Agent-in-Charge Agents-in-Charge
Conveners of Committees
Staff
1 0 . 5 N o t e w o r t h y I s s u e s
1 0 . 5 . 1 S t r a t e g i c P l a n I m p l e m e n t a t i o n C o o r d i n a t o r s
The Courts must appoint Implementation Coordinators (IC) supported by a technical team
to support the Accountable Officer to facilitate the dissemination, training, planning and
monitoring and evaluation of strategic plan.
1 0 . 5 . 2 A v a i l a b i l i t y a n d u s e o f t h e S t r a t e g i c P l a n
Each Congregations and Preaching Point must have a copy of this Strategic Plan. The three-
year rolling plan and annual quarterly plans at every level of the Courts must be derived
from this central document and enhanced with local content. This will promote synergy in
the growth of the Church and will ease monitoring and evaluation.
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1 0 . 5 . 3 S t a t u t o r y R e p o r t s f r o m t h e C o u r t s
All reports from all Courts either by Generational Groups, service groups or Congregations
should be fashioned along the administrative structure of the Church and must be based on
the outcomes as stated in this document. For example, the report should not just
enumerate the number of activities undertaken but the effect of the activities on the
Church.
1 0 . 5 . 4 R e w a r d S y s t e m s
The Church should institute an appreciation and recognition systems for Congregations or
Districts that would increase its Church membership on annual basis. Individual efforts
must also be acknowledged at all the Court.
1 0 . 5 . 5 E v a l u a t i o n
This plan must be evaluated after 5 years of implementation. However, GAC through, the
Clerk of General Assembly shall monitor and report on progress made with the three-year
and annual plans and present a comprehensive Report annually at the General Assembly.
1 0 . 5 . 6 P r e p a r a t i o n o f A c t i o n P l a n s
This Strategic Plan did not provide a blueprint action (annual) plan. This is because, the
starting points of all the derived actions proposed will differ from one Presbytery/District to
the other. Examples of such derived actions include: every District should at least
inaugurate two Congregations within the planned period, District Ministers should visit all
SHS with NUPSG in their jurisdiction, Districts should submit project proposals to the office
of DSS.
In all these, the Districts are not at the same level. While some Districts have Preaching
Points to be developed into full Congregations, others are now going to search for a new
location to start a Preaching Point; further while some Districts already have SHS with
NUPSG, others are now going to establish the NUPSG, both will start from a different angle.
For instance, to establish a Preaching Point from the scratch, the District must answer the
following questions systematically.
a) What are we expected to achieve in the plan period?
b) What resources do we need and where do we get them?
c) In which locality would the project or plan be implemented and when?
d) What role would each Congregation, Department and Generational / Service Group
play?
e) For each specific player, what is their current capacity in relation to the project and
what training would they require?
f) Who will coordinate the program?
Let the District answer these questions on paper, tag every action with starting and
completion dates, assign responsibilities for each action and show when progress reports
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would be made. As these are documented, the plan implementation has begun, and all
progress reports should indicate how close they are towards achieving the outcome –
Church growth. By this approach, the process will be locally owned, ensuring mass
participation.
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Annexures
A n n e x 1 : T o w a r d F i n a n c i n g t h e S t r a t e g i c P l a n
I n t r o d u c t i o n
A feast is made for laughter, wine makes life merry, and money is the answer for everything
(Ecclesiastes 10:19). This plan acknowledges the power of the Holy Spirit to advance the
cause of the Church. Somehow, we need finance to move from one strategy to the other
towards obtaining the objectives and the goals of the plan. Analysis of the Church finances
in the plan shows a greater challenge in achieving the goals of the Church on yearly basis.
This section of the plan attempts to suggest and formalize funding sources and typologies
beyond the traditional practices (notably Sunday offerings). It gives the different ways a
Church may adopt to raise funds for its projects.
F u n d r a i s i n g A p p r o a c h e s
While there are Biblical principles and commands that speak into this, the practical models
are open-handed and deserve some thinking through. Four of such models are presented
for consideration:
a) The Fund Drive Model
Gifts may be presented to targeted individuals or events may be organized to attract donors
into the Church for donation and fund raising.
Advantage: Heavy group participation can build awareness and interest in the Church
project.
Disadvantage: The disadvantage may be that the cost of the gift and the effort put into the
events may be higher than the amount raised at the end of the event. In this case, the
balance sheet is negative.
b) The Large Donor Campaign Model.
This approach seeks an initial lump sum, and it’s often driven by pursuing large donors. It’s
modelled on the business investment/venture capital view of the world.
Advantage: If successful, you can gamble by putting a lump-sum into a project or something
pretty and win a big dividend.
Disadvantage: Can be tougher to pitch than you think. Investors like to invest in known
quantities with proven results and tight accountability. And fixed amounts run out quickly if
applied to on-going costs.
c) The Bi-Vocational Model
We need money, so the Church starts a business on the side and each of the members is
encouraged to work bi-vocationally to pay for our ministry work. The bi-vocational approach
avoids fundraising by trying to leverage market forces for individual employment and even
business-as-mission.
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Advantage: Built-in community engagement for gospel relationships. Church leaders are a
witness in their secular workplaces, and/or Church-based businesses (e.g. bakery, cafeteria,
event space) may contribute to the local community and economy
Disadvantage: Certain jobs are not well-suited to this, and Church planters may need the
right career training or education to get the right ones. A full-time demanding job, a growing
family, and a growing Church can sometimes feel as if “bi-vocational” has grown into 3 or 4
or 5 vocations!
d) The Missionary Support Model
This is the Campus Crusade Model. In an era of falling Church investment in evangelism, the
individual missionary support model, which would seek commitments from 50 to 100
individuals in a local Congregation to give regular monthly amounts.
Advantage: This “small-donor” model can raise a surprising amount of money over time,
because the request is for an on-going amount, not a one-time gift. The giving tends to be
stable through economic and ministry downturns. Once established, this can support
multiple Church ministries, and is much easier to maintain than build the first time. An
outside team’s on-going commitment invests them in the Church’s ministries not only
financially, but prayerfully.
Disadvantage: Missionary style support can take 6-12 months of focused, full-time work to
complete, much like starting up a small business. This makes it better for ongoing ministry.
B e q u e a t h m e n t
The Church may develop a policy that supports and encourages members and Christians in
general to leave and pass their properties on to the Church for missionary work by way of
Wills. This is common in the West.
F i n a n c i n g C o m m e r c i a l D e v e l o p m e n t P r o j e c t s
Corporate partnership or Joint Venture arrangements present options for funding the
Church’s commercial development projects (lands) through equity and debt financing.
A S t r a t e g y f o r C h u r c h F i n a n c i n g – A n E i g h t - S t e p A p p r o a c h
How can a ministry come up with a plan to finance land and buildings when financing is
necessary?
The following is an eight-step approach which may be used to discern an acceptable method
of financing our ministry so that growth would not be hindered. This eight-step approach is
not canonical nor is it the Biblical way. God has not ordained a method for Churches to
finance (or not to finance) land and buildings, projects and missions and ministries. The
Bible teaches that freedom is to be exercised under the leadership of the Holy Spirit where
no clear scriptural command is given.
There is no clear scriptural command given to prohibit churches from borrowing money.
Also absent in Scripture are any indications that financing Church buildings and missions is
less than God's best. Therefore, the seven-step approach is an option to be considered as a
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means of determining what a Church should do when faced with the dilemma of taking out
a loan, issuing bonds, or waiting for the cash to be raised.
We may have to only trust God for the provision of the needed money without taking out a
loan. This, however, is one possibility. There is nothing wrong with this method as an option
for each Church to consider. But to say it is God's only way, or the spiritual way, is
inaccurate. When a ministry faces the decision of whether or not to finance its land,
buildings, projects, etc. the following steps are recommended:
1. Know what God's Word says – Acts 17:11 (the example of the Bereans)
2. Be sensitive to the circumstances – Rev. 22:18-19; Gal 5:16-26
3. Seek godly counsel – Proverbs 11:14
4. Fast and pray – Matthew 6:16-18
5. The peace of God – Philippians 4:7
6. Is there unity? – 1 Corinthians 14:33
7. Teaching on biblical giving other than annual harvest days
8. Consider your options – e.g. Denominational agencies, endowment insurance
policies, loan brokers, Church bonds, bank loans
C o n c l u s i o n
Money is going to matter for mission. It can capture and focus the efforts of many into
building the Church. The Church planter’s challenge is to discern how its use affects the
mission.
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A n n e x 2 : T r e n d o f C h u r c h G r o w t h , 2 0 0 2 - 2 0 1 8
No Years Church (Total
Membership)
% Increase No. of
Presbyteries
No. of
Districts
No. of
Congregations
1 2002 535,130 6.8 13 187 1,812
2 2003 565,637 5.7 14 189 2,181
3 2004 578,727 2.3 14 199 2,202
4 2005 612,337 5.8 14 206 2,160
5 2006 615,391 0.5 14 213 2,171
6 2007 622,609 1.2 14 215 2,267
7 2008 624,890 0.4 14 222 2,217
8 2009 652,083 4.4 15 223 2,347
9 2010 691,949 6.1 16 227 2,392
10 2011 721,599 4.3 16 245 2,443
11 2012 739,548 2.5 16 252 2,533
12 2013 773,504 4.6 17 264 2,515
13 2014 811,807 5.0 19 275 2,573
14 2015 846,222 4.2 20 278 2,754
15 2016 876,010 3.5 21 290 2,798
16 2017 910,732 4.0 21 294 2,811
17 20186 947,015 4.0 21 303 2,828
6 The 2018 data was added after this report had been finalized and does not reflect in the discussions in this report.
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A n n e x 3 : V i s i o n 1 . 5 - P C G S t a t e m e n t f o r E v a n g e l i s m a n d C h u r c h
G r o w t h ( 2 0 1 9 - 2 0 2 3 )
I n t r o d u c t i o n
The quantitative growth of the Presbyterian Church of Ghana has been a major concern for
all the past and current leadership of the Church. This concern guided the Church to take a
decision in 2005 that “all Presbyteries should work towards increasing their membership by
at least 10% every year in the short term.” In spite of the strategies outlined by the
leadership of the Church, the average percentage growth since the decision was taken is
3.6%. This, obviously, calls for reflection on the part of the current leadership
The vision of the current Moderator of the General Assembly, the Rt. Rev. Prof. Joseph Obiri
Yeboah Mante, in his reflection on the abysmal growth rate of the Church is to increase the
membership to at least One Million, Five Hundred Thousand (1.5 million) by 2023. This
vision has now come to be known as “Vision 1.5.”
The Moderator in May 2019 met with all the three Committees of the Department;
Committee on Evangelism, Committee on Global Mission and Committee on Specialized
Ministries; at a three-day Workshop in Kumasi to brainstorm on practical steps towards
achieving this goal. This document; Vision 1.5: PCG Statement for Evangelism and Church
Growth (2019-2023) is the outcome of the Workshop. This document was endorsed by the
June 2019 General Assembly Council at Abokobi.
The document focuses on four key result areas.
i. Youth and Campus Ministry
ii. Global Mission
iii. Specialized Ministries
iv. General Evangelism
It is our hope that the entire Church will adopt and work with this document to the glory of
God and to ensure that the Church grows quantitatively and qualitatively.
1 . 0 O b j e c t i v e s
i. Achieve 1.5 million membership within 5 years;
ii. Set up administrative structures to promote and sustain growth;
iii. Design a comprehensive fundraising strategy to mobilize support to fulfill the set
objectives; and
iv. Institute appropriate monitoring mechanism to regularly review, monitor and
evaluate progress.
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2 . 0 S l o g a n
“Operation 5.1.2”
The Operation 5.1.2 is a Disciple-making principle of multiplication.
i. Five (5) people win at least one (1) soul and disciple him/her within 2 years
ii. Five (5) Districts plant at least one (1) Church and nurture it into a full Congregation
in two (2) years
iii. Five (5) city Districts or Congregations identify one (1) rural Congregation outside
their Presbyteries and support it for two (2) years
iv. Five (5) endowed Presbyterians should construct a chapel for one (1) rural
community in two (2) years
v. Five ministry Groups select 1 rural community for mission and support for 2 years
3 . 0 K e y R e s u l t s A r e a s
i. Youth and Campus Ministry
ii. Global Mission
iii. Specialized Ministries
iv. General Evangelism
3 . 1 . Y o u t h a n d C a m p u s M i n i s t r y
3 . 1 . 1 T a r g e t
The target is to increase the youth population (13-30 years) by 20% annually.
2018 Year 1
(2019)
Year 2
(2020)
Year 3
(2021)
Year 4
(2022)
Year 5
(2023)
Total
JY 153,695 184,434 221,321 265,585 318,702 382,442 228,747
YPG &
NUPS-G
172,706 169,247 203,094 243,716 292,459 350,950 181,703
Total 326,401 429,618 515,615 618741 742,489 890,986 410,450
A total of 410,450 youth are expected to be added to the membership of the Church by
2023.
3 . 1 . 2 M e t h o d o l o g y
A. Youth in Sports: Getting the youth to participate in sports can help the Church to
achieve the target of increasing the youth by 20%. By this, it is recommended that
Congregations, Districts and Presbyteries can organize sporting activities like soccer
and volleyball in their communities, which would bring the youth together. This will
create the chance for the Church to evangelize to the town folks. Also,
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Congregations can result to telecasting live football matches at vantage points.
Congregations, through their youth can help telecast some matches (Champions
League, Europa etc.). This will draw more youth to the arena and as such, an avenue
will be created for the word to be shared. Outside the cities, Congregations can
create Recreational Centers where indoor games like table tennis, ampe, etc. can go
on to bring more youth around. After this, it is expected to add 5% more figures to
the youth.
B. Student Ministry Outside Campus: Creating a student ministry outside campus that
will absorb the NUPS-G when they vacate or complete school. International Worship
Centres and first services will help keep the youth in the Church.
C. Transport Ministry to the Youth: Congregations that are surrounded by schools can
adopt this strategy where they can organize buses to convey students (day students/
non-residents) to and fro campus. Tracts can be shared to them and also invite them
to the Church services. A 2% increase in the number of the youth is expected with
this method.
D. Agents must be in charge of JY: This is the time the youth make up their mind to
leave or stay in the Church when nurturing doesn’t go through well. Since youth can
be good witnesses, when they are given proper care from these agents, they would
go and witness to their colleagues; a 20% increase is envisaged in this. Training
should be given to personnel. The personnel to be trained should be given specific
task of being in charge of the JYs
Also, the JY and Children Service must be resourced, in terms of worship places,
instruments etc.
E. Campus Impact: The Church must have an interest to make a massive impact on
Presbyterian and non-Presbyterian students at the various campuses. Just like the
Charismatic Churches have been doing at the tertiary campuses, it is being
recommended that the PCG also takes interest in doing such. This will help increase
the number of the youth on the campuses by 30%.
F. Hostel Ministry: Hostel ministry is another method recommended. Presbyteries,
Districts and Congregations which have the resources can build, buy or rent hostels
and intend rent them out to students at a discount. Devotions should be conducted
at these hostels by the leadership of the sponsoring Courts.
G. Capacity building. The Church is encouraged to runs programs for the youth in the
Church to build their capacity. Also, mentorship must be intensified at the
Congregations. Agents and Presbyters must try and mentor the youth when they
realize a potential in them to keep them in the Church. After doing this, it is expected
that the number of youth in the Church grows by 2% through this method.
H. Youth in mission outside the country: The youth in the Church can be trained and
resourced so that they can be sent as Missionaries within and outside the country.
The Presbyterian Young Missionary Movement (PYMM) model can be adopted.
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I. Scholarships: As much as possible, scholarships should be given to the youth who
are in need in the Congregations. These people will always have the Church at heart
and will do their best to help the Church.
J. Balanced Ministry: Ministers/Coordinators must not always concentrate only on YPG
at the expense of the NUPS-G.
3 . 1 . 3 F u n d i n g
The funding for this course is expected to come from all the Courts of the Church.
3 . 1 . 4 R e s u l t s
There must be quarterly reports from the various Courts to the Head Office. The General
Assembly Council should monitor to ensure proper implementation.
It is expected that the focus on the youth and campus ministry should give a one-third of
the Vision 1.5 target.
3 . 2 G l o b a l M i s s i o n
3 . 2 . 1 T a r g e t s
A. North America / Australia Presbytery
– As at 2017, their statistics stood at 4,442
– Compounded 10% annual growth for the next 5 years = 7,149
– 5 years variance will be 2,707 which may mean 541 approx. 600 yearly growth
B. Europe Presbytery
– As at 2017 had a membership record of 5,642
– Compounded 10% annual growth for the next 5 years = 9,087
– 5years variance will be 3,447 which may mean 690 approx. 700yearly growth
C. Ukraine
– Increase the membership record to 250.
3 . 2 . 2 M e t h o d o l o g y
A. Leadership
Train ministers and equip them with "cultural and exigencies package"
Generally, in 2017, there were 22 Ministers in the North America / Australia Presbytery. The
ratio of Minister to member(s) then was 1:201. Whereas in the Europe Presbytery there
were 20 Ministers. The ratio of Minister to member(s) then was 1:282.
Should this statistic be applied after 5 years, it would realise that more Ministers (from 22 to
40) in NA/A Presbytery; 20 to 40 in Europe Presbytery will be needed to take care of the
Congregants (1:179 for NA/A Presbytery; 1:227 for Europe)
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More Congregations will need to be opened and train 4 Ministers per year for 5 years in the
both Presbyteries and:
• Empower Ministers - Presbyters - membership relationship
• The Ministers should be empowered to tailor their teaching, preaching and
healing to meet the expectations of the Congregants whilst not losing sight of the
Centrality of the Word of God.
• Post matured leaders whom Congregants can identify with.
• Train and send leaders to new grounds/ frontiers.
• Move from the migrant Churches to the indigenous people (International Worship
Centres)
• Plant at least three (3) Congregations per year per Presbytery
• Adopt the “Guests Service” where people are invited to attend service
• The PYMM model should be included in the Global Mission report.
• Considerations should be made to extend our boundaries to other West African
countries like Niger and Mali.
B. Breaking Boundaries
• Strengthen language proficiency to break the language barrier
• Strengthen phone and social media ministry (groupings or cells)
• Strengthen the hostel ministry
• Presbyteries promote good networking
• Deliberately train interested members in media evangelism or bring together
professionals in the media circles to champion the course
• Mobilize to own properties e.g. Church auditorium, manse and conference halls
• Young Missionaries should be sent to Ukraine to help grow the Ukrainian
Fellowship to a Congregational Status.
• Engaging in Intentional Evangelism geared towards Church Growth
C. Motivation
• Provide scholarship packages for further studies with the aim of promoting
evangelism
• The Church should keep contact with Presbyterians who will be studying abroad,
by organising a send-off party for them. These people can be identified by the
Local Ministers.
• To launch and strengthen NUPS-G Global
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D. Financial Mobilization
• Encourage members in the diaspora to contribute to sustain the evangelism
agenda
E. Future
a. Togo
Total estimated Church membership is presently about 100. Must grow to 300 within next
five (5) years, making it 40 yearly over the period. This will result in opening more Churches
and assigning 2 more Ministers with the right requisite with reference to language (Ewe and
French).
b. South Africa and Lesotho
Enter new territories and breaking grounds with at least 250 members within the 5-year
period. Train 4 Ministers within the 5-year period with the requisite language proficiency.
c. Côte d’viore
Enter new territories and breaking grounds with at least 150 members within the 5 years
period. Train 2 Ministers within the 5-year period with the requisite language
proficiency (French and a local language).
3 . 2 . 3 S U G G E S T I O N
Focusing on establishing Churches in other countries, it is proposed that the name,
“Presbyterian Church of Ghana” is reconsidered. Special orientation should be given to
Overseas Chairpersons on this agenda.
3 . 3 S p e c i a l i z e d M i n i s t r y
3 . 3 . 1 M e t h o d o l o g y
Every Congregation should identify at least one area of specialized ministries and focus on.
District Session should coordinate the Congregations. Congregations should focus more on
Street Child Evangelism, thus evangelizing to the children outside the Church. During Group
Conferences, more attention must be given to the specialized ministries when going out for
evangelism. E.g. During PSICE, PYICE, YAF Conferences etc.
3 . 3 . 2 T i m i n g
Every Congregation should identify her area of specialization by September 1st (thus at the
beginning of the ecclesiastical year).
3 . 3 . 3 T r a i n i n g
Resource persons should be invited to various Presbyteries based on their area of
specialization to train the congregants. Training sessions will be organized or conveyed by
the Presbyteries. Training should be done before December 31st.
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3 . 3 . 4 M o n i t o r i n g
The monitoring will be done by the Presbytery and the District Mission and Evangelism
Directors and Coordinators respectively.
`3 . 3 . 5 R e p o r t i n g
There should be a comprehensive quarterly report presented by the Congregations to the
District and Districts to the Presbyteries and finally to the General Assembly Council.
3 . 3 . 8 O t h e r S u g g e s t i o n s
• Ushers should be well trained to receive new members in all Congregations
• In other to raise the awareness of embarking on ministry for Celebrities, the Church
should organize a mega national program inviting Celebrities for a night of praise
which can be fused with evangelical messages. This can be dubbed as Guests Service.
• Church service in all Congregations should be experiential in nature.
• All Children service teachers should be trained in child evangelism and each
recognized and appreciated for the number of children brought into the Church.
• At least all Districts head stations be encouraged to operate Blue Cross. Individuals
must be trained, resourced and request for quarterly report. Blue Cross Coordinators
should be appointed at the District level.
• District Session Council Standing Committees should ensure that, Congregations
adopt nearby schools for chaplaincy activities – Both private and public schools, from
Crèche to tertiary schools. Specific Church members be appointed and trained for
this assignment and periodic report made to Session.
• Agent in Charge of all the Courts should be made accountable for the success or
otherwise of the Specialized Ministries.
3 . 4 G e n e r a l E v a n g e l i s m
3 . 4 . 1 . M e t h o d o l o g y
A. Revivals
All Congregations should embark on activities such as revivals. Congregations should
organize revivals in their locals so as to revive the Church members in order for them to be
able to go out and win souls. Revival services should also aim at discipleship and evangelism
(to the old members and the new entrants.) Fund raising should not be the sole focus for
revival services.
B. Crusade and other Outreach Activities
Crusades, personal evangelism, street and tract distribution evangelism and other forms of
outreach should be organized by the Church. Representatives from the various Groups
should be well trained by the Agents or persons who are well vexed in evangelism on how to
follow up and keep the souls in the Church. Group leaders are encouraged to include
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outreach programmes/activities in their Conferences, anniversaries and annual meetings at
all Courts.
C. Discipleship
Discipleship which is a strong tool to Church Growth should be intensify at the various
Courts. Outreach and Inreach programmes without discipleship would not lead to the
growth of the Church. Conscious efforts should be made to disciple the converts and other
members of the Church. Rooted in Christ and other materials on Discipleship should be
used. Rooted in Christ is strongly recommended for use by all newly planted Churches
before any other Bible Study material can be used or before preaching with the Church’s
lectionary.
D. Church Planting
Church Planting should be mandatory. Every District must at least plant and nurture a
Church in two years. Proper survey should be conducted before embarking on Church
planting. The Presbyterian Young Missionary Movement (PYMM) model would be used for
such purposes. The P-YICE, P-SICE and the PYMM must be tasked to lead in the Church
Planting. Follow up teams should be set up by Mission and Evangelism Coordinators in the
Districts and the Congregations. These follow- up teams must be well resourced for effective
execution.
Districts which for obvious reasons cannot plant Churches in their jurisdictions are
encouraged to cross borders to other Presbyteries to plant and nurture the Churches.
Districts in such situations can adopt and strengthen other weaker Churches outside their
Presbyteries. Twinning is also recommended.
3 . 4 . 2 . S o u l W i n n i n g T a r g e t f o r P r e s b y t e r i e s
Presbytery Target by 2023
Ga 180,000
Asante 125,000
Ga West 100,000
Akuapem 25,000
Brong Ahafo 24,000
Western 13,000
Akyem Abuakwa 13,000
West Brong 12,000
Dangme Tongu 12,000
Sekyere 12,000
Asante Akyem 11,000
Central 11,000
West Akyem 11,000
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Presbytery Target by 2023
Asante South 7,000
Kwahu 7,000
Volta 7,000
Northern 6,000
Sefwi 6,000
Upper 6,000
Europe 1,000
North American/Australia 1,000
Total 590,000
3 . 4 . 3 T i m e l i n e
The Districts and the Presbyteries should use their monthly Standing Committee’s and
quarterly Council meetings as an opportunity for monitoring and evaluation.
3 . 4 . 4 O t h e r S u g g e s t i o n s
i. Evangelism Committees within the Courts should spearhead implementation of the
Vision 1.5
ii. Operational guidelines should be provided by the M&E Directorate.
iii. Orientation be run at Presbytery levels for all District Committees on evangelism.
iv. With regards to monitoring; Evangelism Consultation must be organized every mid-
week.
v. The Courts will be used for supervision and monitoring
The above set target will require an amount allocated to the Presbyteries from the two
million Ghana Cedi target set for the Vision 1.5.
4 . 0 C o n c l u s i o n
In conclusion, all Presbyteries, Districts and Congregations are entreated to help the Church
in its quest to achieve the Vision 1.5 in the proposed years. As Paul said, “I can do all things
through Christ who strengthens me,” Philippians 4:13. It is believed with God’s strength, all
these can be done to the glory of God. Amen
Note: The financial component of this document is under consideration.
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A n n e x 4 : L i s t o f G A C m e m b e r s t h a t a n a l y z e d t h e
q u e s t i o n n a i r e r e s p o n s e s – 4 t h J u n e 2 0 1 8
1. Rev. Hebert Anim Opong - Chairperson, N. America & Australia
2. Rev. Dr. Samuel Ayete-Nyampong - Clerk General Assembly
3. Mrs. Getrude Tetteh-Ametefe - Lay Rep Sefwi Presbytery
4. Rev. Alex Owusu-Addo - Chairperson, Central Presbytery
5. Rev. I.D. Asare - Chairperson, Akuapim Presbytery
6. Rev. Kofi Nyarkoh - Chairperson, Europe Presbytery
7. Mrs. Stella Amofa Doodoo - Lay Rep, Central Presbytery
8. Rev. Fei Hyeamang - Chairperson, West Brong Presbytery
9. Mr. Paul Julius Asiama -
10. Ansah Anoboah S. G. -
11. Mr. Stephen Opoku-Mensah -
12. Rev. G Kwame Acheampong - Chairperson, Kwahu Presbytery
13. Rev. Daniel A. Nyarko - Chairperson, Ga West Presbytery
14. Rev. Dr. Seth Kissi - Chairperson, Akyem Abuakwa
Presbytery
15. Mrs Randa Asare - Lay Rep, Western Presbytery
16. Rev. Dr. William Ofosu Addo - Chairperson, Brong Ahafo Presbytery
17. Rev. Ernest Odame Asare - Chairperson, Sekyere Presbytery
18. Mr. Frank Annor - Lay Rep, Dangme Tongu Presbytery
19. Rev. Dr. Oko Abbey - Acting Moderator & Chairperson, GA
20. Mr. Stephen Atua Oppong - Lay Rep, Brong Ahafo Presbytery
21. Mr. J. N. B. Tetteh - Lay Rep, Ga Presbytery
22. Mad. Alice Oforiwa - Lay Rep, Asante Akyem Presbytery
23. Rev. Timothy Ernest Annoh - Chairperson, Western Presbytery
24. Rev. E. B. Atami = Chairperson, Upper Presbytery
25. Mr. Daniel Kobila = Lay Rep, Northern Presbytery
26. Mr. Kwaku Saviour Woanya - Lay Rep, Volta Presbytery
27. Rev. Emmanuel Asare Amoah - Chairperson, Asante South
28. Mr. David Boakye Kessie - Lay Rep, Asante Presbytery
29. Mr. R.G. Adu Mantey - Lay Rep, Akuapim Presbytery
30. Rev. Samuel Atteh Odjelua - Chairperson, Dangme-Tongu Presbytery
31. Rev. Daniel Opong Wereko - Chairperson, Volta Presbytery
32. Rev. Anokye Nkansah - Chairperson, Asante Akyem
33. Mr. Joseph Mensah Diawuo - Lay Rep, West Brong Presbytery
34. Rev. Osafo Kantanka - Chairperson, Asante Presbytery
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In Attendance
1. Rev. Kwaku Bio Kyeame - Director, CLAN
2. Mr. Festus Ohene Kwafo - Director, AHRM
3. Rev Daniel Edmund Kofi Asante - Director, DSS
4. Rev E. N. A. Ashitey - Director, ESR
5. Rev. Felix Akresu- Anim - Director, M&E
6. Mr. Alex De-Graft Hanson - Director, Finance
7. Rev. David Aboagye Danquah - Properties Manager
8. Rev. Ezekiel George Larbi - Public Relations Officer
9. Rev Frank Kissi - Personal Assistant to Clerk of
GA (Recorder)
10. Rev. William Ameka - Personal Assistant to Moderator of GA
(Recorder)
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A n n e x 5 : L i s t o f G A C m e m b e r s t h a t c o m m e n t e d o n t h e
f i n a l d r a f t : 2 6 t h N o v , 2 0 1 8
N A M E POSITION
1 Rev. Dr. Victor O. Abbey - Ag. Moderator & Chairperson, Ga
2 Rev. Dr. S. Ayete-Nyampong - Clerk of G.A.
3 Rev. I. D. Asare - Chairperson, Akuapem
4 Mr. R. G. Adu-Mante - Lay Rep, Akuapem
5 Rev. Dr. Seth Kissi - Chairperson, Akyem Abuakwa
6 Rev. Dr. B. I. Adu-Okoree - Chairperson, West Akyem
7 Mr. Kumi Brobbey - Lay Rep., West Akyem
8 Rev. Dr. W. K. Ofosu-Addo - Chairperson, Brong Ahafo
9 Mr. Stephen Atua Oppong - Lay Rep., Brong Ahafo
10 Rev. Samuel Atteh Odjelua - Chairperson, Dangme Tongu
11 Mr. Frank Yaw Annor - Lay Rep, Dangme Tongu
12 Rev. Daniel Opong-Wereko - Chairperson, Volta
13 Mr. Saviour K. Woanya - Lay Rep., Volta
14 Mr. Maxwell Akandem - Lay Rep, Upper
15 Rev. Alex Owusu Addo - Chairperson, Central
16 Ms. Stella Amofaa Doodo - Lay Rep., Central
17 Mr. J. N. B. Tetteh - Lay Rep., Ga
18 Rev. Daniel A. Nyarko - Chairperson, Ga West
19 Mrs. Sarah Mildred Addo - Lay Rep., Ga West
20 Rev. Dr. Anokye Nkansah - Chairperson, Asante Akyem
21 Mad. Alice Oforiwa - Lay Rep., Asante Akyem
22 Rev. Ernest Odame Asare - Chairperson, Sekyere
23 Ms. M. Afranewaa Appiah - Lay Rep., Sekyere
24 Rev. G. K. Akyeampong - Chairperson, Kwahu
25 Rev. Timothy Ernest Annoh - Chairperson, Western
26 Mrs. Randa Asare - Lay Rep., Western
27 Rev. Fei Hyeamang - Chairperson, West Brong
28 Mr. Joseph Mensah-Diawuo - Lay Rep., West Brong
29 Rev. Osafo Kantanka - Chairperson, Asante
30 Mr. David Boakye Kessie - Lay Rep., Asante
31 Rev. Michael C. Otu - Chairperson, Sefwi
32 Mrs. Gertrude Tetteh Ametefe - Lay Rep., Sefwi
33 Rev Emmanuel Asare Amoah - Chairperson, Asante South
34 Mrs. Doris Frempoma Aniagyei - Lay Rep., Asante South
35 Rev. Herbert Anim Opong - Chairperson, N. America and Australia
36 Dr.Alex Boateng - Lay Rep., North America and Australia
37 Rev. Peter Kofi Nyarkoh - Chairperson, Europe
38 Dr. Yaw Ohene - Abuakwa - Lay Rep, Europe
39 Mr. Alfred Appiah - Youth Rep. (Male)
40 Ms. Cecilia Afra Acheampong - Youth Rep. (Female)
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In Attendance
1 Rev. Kwaku Bio-Kyeame - Director, CLAN
2 Mrs. Rosamund Amoako-Apenteng - Director, Education
3 Mr. F. Ohene Kwafo - Director, AHRM
4 Rev E. N. A. Ashitey - Director, ESR
5 Rev. Felix Akresu- Anim - Director, M&E
6 Mr. Alex De-Graft Hanson - Director, Finance
7 Rev. David Aboagye Danquah - Properties Manager
8 Rev. Ezekiel George Larbi - Public Relations Officer
9 Rev Frank Kissi - Personal Assistant, Clerk of GA
10 Rev. William Ameka - Personal Assistant, Moderator of GA
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A n n e x 6 : O t h e r i n d i v i d u a l s c o n s u l t e d o u t s i d e t h e G A C
1. Rev. Dr. Effah Ababio - Former Chairperson (retired)
2. Rev. Dr. B.Y. Quarshie - Lecturer- Akrofi-Christoler Inst
3. Rev. Gideon Puplampu - Abetifi Training Institute
4. Rev. Dr. Erasmus Odonkor - Bible Society, Ghana
5. Rev. E. Obeng Ntow - Sakumono District Minister
6. Rev. S.K. Mensah - Grace Congregation, Buoho, Kumasi
7. Rev. K.K. Sarpong - Minister-in-Charge, Gbawe Congregation
8. Rev. Frederic K. Ashaley - Hope Congregation, Sakumono
9. Rev. Sylvia Ofori-Amoako - Hope Congregation, Sakumono
10. Rev. Martin Obeng - Lecturer, Trinity Theological Seminary
11. Rev. Kofi Owusu - Methodist Church, Ghana
12. Dr. Edmond Atuahene - Former Lay Rep. GA Presbytery
13. Dr. Stephen S. Yirenkyi - Former Lay Rep. Western Presbytery
14. Mr. David Mireku - Former Sakumono District Director, ESR
15. Mrs. Patience Arthur-Baidoo - Former Director, Dept. of Education
16. Mr. Alex Afari - Sakumono District CLAN Director
17. Mr. Elijah Danso - (Consultant & Society Steward, Methodist
Church)