10-Year Strategic Plan 2020 - 2029

PRESBYTERIAN CHURCH OF GHANA

Agenda for Church Growth August 2019 2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Table of Contents

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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 ii

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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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Table of Tables

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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Abbreviations

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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

The Committee that P repared the Strategic Plan

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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Strategic Plan Technical Committee 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;

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

• 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Acknowledgement

“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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Executive Summary

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’. The Objective 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. Some key challenges as analyzed in the Church 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 Strategic Considerations 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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Implementation 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’

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Introduction

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 The Challenge 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

1 . 4 The Objective 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 Methodology 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana 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 The Structure of the Report 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 Understanding this Report 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 How to use the Strategic Plan 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 Mission and Agenda 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’

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Abridged Histo r y o f t h e Presbyterian 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

T h e Presbyterian 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 Core Values 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

P e r f o r m a n c e Review of PCG Strategic Plan (2006 – 2016)

4 . 1 Introduction 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 Process of Preparation 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 The challenges in the process of Implementation 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 Lessons Learnt for future strategic plans Lessons learnt are presented in two subheadings: general and specific lessons. 4 . 4 . 1 General Lessons 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

4 . 4 . 2 Specific Lessons 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Situation Analysis of the PCG

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 Department of Mission and Evangelism 5 . 2 . 1 T h e R esponsibilities of the Director 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 Summary of General Activities 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 The Relationship of the Directorate with the 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 The Pattern of C h u r c h Growth (2012 – 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 % No. of % No. of % Membership Increase Congregations Increase 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 Department of C h u r c h Life and Nurture 5 . 3 . 1 T h e R esponsibilities of the Director 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 Committee on Christian Education 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 Department of Administration and Human Resource M a n a g e m e n t 5 . 4 . 1 The responsibilities of the Director 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 Summary of activities 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

5 . 5 D e p a r t m ent of Ecumenical and Social Relations 5 . 5 . 1 T h e R esponsibilities of the Director 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 Summary of General Activities – 2009 to Date 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 Department of Development and Social Services (DSS) 5 . 6 . 1 T h e R esponsibilities of the Director 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

5 . 6 . 2 Summary of General Activities 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 Department of Finance a n d A u d i t 5 . 7 . 1 T h e R esponsibilities of the Director 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 Financial Performance of PCG: 2013 – 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 5.78 5.19 4.49 5.04 6.02 5.3 Training Adm. Travel & Motor 4.43 4.55 3.64 2.92 3.76 3.86 Vehicle Expenses 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

5 . 8 Department of Education 5 . 8 . 1 The responsibilities of the Director 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 Summary of General Activities 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

C hallenges f r o m t h e Head Office 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Inherent Qualities and Challenges of the PCG (SWOT Analysis)

Strength Weakness a) The Church is well structured into a) The disciplined structure of the Church four Courts: National, Presbytery, creates its own bureaucracy that slows District and Congregation. It down information flow and creates some provides a disciplined route for disconnect between the National level and information flow. the lower Courts. b) There is a uniform format for b) The financial source of the Church remains preparing Congregational accounts traditional – offertory, tithing etc. lesser which are packaged through the number of projects than expected are Courts to the National level. completed each year. c) The Church has a guild of c) The professionals in the Church have not professionals who are called upon to been fully mobilized and used. render services to the Church as and d) There is inadequate knowledge and practice when needed. of biblical truth/principles in respect to d) The Christian educational growth of modern religious challenges. 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.

Opportunity Threat a) Access to Christian growth materials a) The environment is so polluted with in the country through the media, religious heresies that tempts away people books and technology is quite high. from the true gospel. b) There are a number of Churches and b) Other Churches bait the youth with chapels that makes it easy for people simplistic messages and positions/titles to select and attend Church service away from the established Churches. on Sundays. c) Apostasy is growing as a result of dwindling c) There is freedom of association of impact of the Christian faith at the national worship in the country and people level can attend Church service at any hour of the day and at any location.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

The Strategic Plan

IN RESPONSE TO ISSUES (HEAD OFFICE AND DEPARTMENTS)

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 1 I s s u e s for Head Office Consideration 8 . 1 . 1 Issues and Objectives 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

b) High level of autonomy among the Generational o To improve the effectiveness of Directors of Departments by Groups 2029 c) Directors derive their job description from the constitution without specific performance targets o To improve the evangelism consciousness in the Church by 2029 d) Low visibility of the Directors at the Courts

e) There is little formal interrelationship among the o To properly situate the role of Catechist in Church Planting, Directors discipleship and nurturing of preaching points into full Congregations 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 1 . 2 Strategies in R esponse to the Head Office 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

b) Assess the possibility of decoupling the Legal and Property units from the AHRM All reports, and commercialize them quarterly or

annual,

c) Design a procedure to appoint Directors by should Directors can Clerk of the head hunt indicate how be monitored General close the and Assembly, Prepare annual targets within the confines d) activities effectiveness Presbytery of the constitution for all Directors on undertaken at lower Chairpersons appointment are leading to Courts achieving the improved e) Directors should work with an approved outcome annual work plan

f) Conduct annual evaluation for Directors based on the work plan

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 All reports, Directors to strategize for total evangelism quarterly or Church Clerk of the at all Court levels annual, members will General should receive a Assembly, b) Incorporate Mission and Evangelism targets indicate how boost towards Presbytery in every activity of each Department at all close the Mission and Chairpersons, Courts activities Evangelism District undertaken Ministers are leading to c) Permit Directors to appraise achieving the plans/programs from the groups and the outcome Courts with Mission and Evangelism lens

d) Prepare a composite budget on annual basis to ensure adequate support for Departmental activities

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 Catechists are rendering b) Organize refresher courses to build the Clerk, GAC and effective capacities of Catechists for effective GA Same as ministerial delivery above services in the c) Increase and acknowledge the role of Church Catechist in the Church hierarchy

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 2 Mission and Evangelism 8 . 2 . 1 Issues and Objectives 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 b) Membership of the Church is growing in reverse order in o To increase the membership growth at the national relation to the number of Ministers (see 5.1.4) level by an annual average of 10% annually c) There is apparent lack of the exercise of spiritual gifts as o To improve the exercise of spiritual gifts and its members in the Church seek prayer support from outside impact in the Church from 2020 the Church o To increase resource (financial) allocation to M&E d) Actual expenditure on Mission and Evangelism is among from 2021 the lowest in the key results areas o Informal Specialized Ministries must be mainstreamed e) Informal Specialized Ministries operates on behalf of the Church with minimum official input

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 2 . 2 Strategies in response to Mission and Evangelism i s s u e s Table 10: Strategic Plan for Missions and Evangelism

Objective with strategies Year Indicator Outcome Responsibili ty 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 All reports, The Missions train NUPSG in all secondary and tertiary quarterly or knowledge and institutions annual, of the youth Evangelism should and their Director, b) The Moderator of the General Assembly should indicate how interest in Chaplain, visit at least one tertiary institution with a close the the Church Moderator, NUPSG every year activities would Chairperson undertaken increase and s and c) The Moderator of the General Assembly should are leading with the District visit the tertiary institution with a NUPSG when to achieving right Ministers he visits a Presbytery the outcome teaching, they will d) The Chairperson of every Presbytery should visit remain in at least two tertiary institution with NUPSG in his the Church 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Objective with strategies Year Indicator Outcome Responsibili ty 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 All reports, Agents and Clerk, M&E and Evangelism Agenda quarterly or Members and CLAN annual, would be Directors at b) Organize capacity building workshops on the should equipped to all Courts, Blueprint at the Probationary studies, School of indicate how evangelize District and Leadership, School of Evangelism and at the close the and disciple Local Catechist Training Institutes activities new Ministers, undertaken members Session and c) Increase the number of Mission and Evangelism are leading Group week on the Almanac from 1 – 4 designed for to achieving Executives outreach programs the outcome d) Set targets for M&E in every program of all generational and service groups

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Objective with strategies Year Indicator Outcome Responsibili ty 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 All reports, Spiritual gifts the Church quarterly or manifestatio M&E annual, n will Director, all should increase to Agents b) Increase the number of Prayer Centers headed indicate how meet the by trained Agents of the Church close the needs of activities members

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Objective with strategies Year Indicator Outcome Responsibili ty 1 2 3 4 5 6 7 8 9 10 undertaken c) Institute annual fasting and prayer weeks are leading alongside the M&E week on the Almanac 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 All reports, expenditure budget quarterly or Church Agents, annual, growth Session b) Prepare annual M&E Action Plan with the should would be members budget for the authorizing body for approval at indicate how enhanced and Group all Courts close the Leaders, activities Property c) Diversify and increase fund mobilization avenues undertaken Mgt. C’ttee through the DSS at all Courts (see annex 1) are leading and Finance to achieving Coord. at d) Prepare Church Planting Budget at the beginning the outcome of the year the District Levels e) Organize teaching services on giving beyond harvest days

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Objective with strategies Year Indicator Outcome Responsibili ty 1 2 3 4 5 6 7 8 9 10

5) Informal Specialized Ministries must be mainstreamed a) Informal Specialized Ministries volunteers should Just as Informal be formally trained after being recognized by the above Ministries Clerk of Church are General streamlined Assembly b) They must be given periodic financial support for and and M&E effective operations accountable Director c) The M&E Director should report on them at GAs

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 3 Administrati on and Human Resource Management 8 . 3 . 1 Issues and Objectives 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 b) The Public Relation Unit must be developed and used more o 2) To ensure value for money in development at all the effectively Court levels 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 3 . 2 Strategies in response to AHRM 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 AHRM and all the b) Facilitate the linkage of the Courts to the Uniform other national website and All reports, Departme coordinate quarterly or nt from c) Build the capacities of the lower Courts in d activities annual, should the accessing the internet and the linkage to would be indicate how national the national website carried out close the to the from the activities local level, d) Upload all the annual action plans, policies national to undertaken Chairpers and protocols of every Department on the the local are leading to ons of site level of the achieving the Presbyteri Church e) Upload the annual action plans of all the outcome es and Courts to the site District and Local f) Ensure that all the action plans of the Ministers lower Courts are linked to the national action plans of each Department

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 4 Ecumenical and Social Relations 8 . 4 . 1 Issues and Objectives 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 o To scale up the relevance of the Church at the social issues such as unemployment, divorce rate and national level indiscipline is slow o To promote disciplined and corrupt free Christian life in the Church b) The reported cases of corruption and drug abuse in the Church is on the increase o To enhance the ecumenical presence at all levels of PCG c) Ecumenical presence at the various levels of PCG is low

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 4 . 2 Strategies in response to ESR 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

b) Seek alliances with NGOs, Ministries and All reports, The ESR, Finance Agencies in areas of great concern to quarterly or position of Department, provide solutions annual, should the Church Presbyteries, indicate how is known Districts, c) Organize public discussions on topical issues close the on social Church of national importance both at local and activities issues at partners, eg: national level through FM stations and undertaken are the EMS, Gov’t Information Centers leading to national and all other achieving the level and in Departments d) Engage in public discussion on relevant outcome the levels at all the national issues either on television, of the Courts newspaper publication or radio discussion Church

e) Set up and equip the research unit to monitor and evaluate issues of national interest for effective participation in national

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 All reports, The ESR, Finance on the Christian community quarterly or position of dept, annual, should the Church Presbyteries, b) Institute and implement punitive measures indicate how is known Districts to both Agents and congregants on close the on social Church corruption practices activities issues at partners, eg: undertaken are the EMS, Gov’t c) Educate the Agents on ToT basis in order to leading to national and dept at all educate the Congregations on the menace achieving the level and in the Courts of drug abuse outcome the levels

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Objective with Strategies Years Indicator Outcome Responsibility

1 2 3 4 5 6 7 8 9 10 of the d) Liaise with experts and rehabilitation centers Church to organize seminars and talks in the Church on drug abuse

3) To enhance the ecumenical presence at all levels of PCG

a) Promote inter-faith training and teaching at All reports, Team work Presbyteries, all levels of the Church quarterly or on national Districts and annual, should issues Local Levels indicate how achieved close the activities undertaken are leading to achieving the outcome

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 5 Development and Social Services 8 . 5 . 1 Issues and Objectives 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 o a) Many of the activities such as capacity building, agriculture To facilitate the development of entrepreneurship at the local and health and relief services are mostly donor driven level to promote diversification of income generating sources both at the Congregational and individual levels

b) Not many Congregations have developed income generating activities

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 5 . 2 Strategies in R esponse to DSS 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

b) All Districts/Congregations should develop at least one project and submit proposals to the DSS within the plan All reports, Individuals DSS, ESR and period quarterly or and Court M&E annual, level Departments, c) Organize capacity building workshops should groups District and for applicants by project groups indicate would be Local how close opened to Ministers d) Determine location of projects when the business to foreign support is received from the list activities raise of applications in the project file in the undertaken income national project file are leading both for to achieving themselves

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 the and for the national level to serve as a case study outcome Church for all projects at the lower Courts 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 6 F i n a n c e a n d A u d i t 8 . 6 . 1 Issues and Objectives 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 o To prudently manage and maintain a healthy financial from the lower Courts balance of the Church in order to finance the needs of the Church b) Actuals are always below budgeted accounts of the o Expand the mobilization base of financial resources of Church the Church c) The income and expenditure of the Church are growing in reverse directions

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 6 . 2 8.6 .1 Strategies in response to 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

b) Organize training courses for all treasurers All reports, at the lower Courts and the Agents quarterly or

annual, should c) Financial reports from the lower Courts indicate how Healthy Finance must be supervised by the next higher close the financial Department, Courts before it reaches the head office activities balance and all other undertaken record Departments d) Request submission of periodic financial are leading to keeping for and all Court reports from the lower Courts achieving the the Church levels outcome 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 All reports, Constitution the means of fund raising quarterly or Finance beyond the traditional structures annual, should Department, indicate how Financial base all other b) Create and advice on the use of ring close the of the Church Departments fence account for the Church activities widened and and all Court undertaken improved levels c) Sell pages of publications such as bible are leading to study materials, conference reports of achieving the Generational Groups outcome

d) Liaise with the DSS Department to run entrepreneurship courses for Districts and individuals who have submitted project proposals for funding

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 7 Education 8 . 7 . 1 Issues and Objectives 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 o To ensure discipline and improve academic deteriorated in spite of the number of schools the performance among the youth and staff in our Church operates institutions o To develop a base for an effective succession plan for b) The Church has little control over the appointment of Directors of Education Heads and staff of Schools. It is the prerogative of the Ghana Education Service

c) There is no Committee for tertiary education

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 7 . 2 Strategies in response to Education 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 All reports, To improve involving the Principal Officers of the quarterly or Christian CLAN, M & E Church to get the right persons to be annual, should discipline and Education posted into our schools indicate how among the Directors close the youth in the activities Church b) Strict disciplinary measures to be undertaken are enforced in the schools leading to achieving the outcome 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 All reports, Effective Education with Presbyterian principles to fill quarterly or succession Director and vacancies in the educational sector as and annual, should plan Principal when they occur indicate how implemented Officers close the b) Create a Committee to advice the Director activities on tertiary education and its impact on undertaken are the Church leading to achieving the outcome

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 8 C h u r c h Life and Nurture 8 . 8 . 1 Issues and Objectives 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. b) NUPSG coordination is weak as Ministers in charge o To improve counselling and discipline and spiritual are poorly resourced. growth along the generational group structure in the Church c) The autonomy of the Generational Groups is too o To improve discipleship training and nurturing in the strong. Church 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

8 . 8 . 2 Strategies in response to C h u r c h Life and Nurture 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

b) Set up counseling Committees in all

Congregations All reports, The level of quarterly or discipline and c) Liaise with the education Department to CLAN and all annual, should the spiritual develop a devotional guide for staff in the other indicate how quality of the Presbyterian schools for devotion Departments close the youth in at all the d) Appoint a chaplain for every Presbyterian activities particular will Court levels Senior High School, either an Agent or a undertaken are improve committed Christian teacher. leading to achieving the outcome e) Liaise with school chaplains and the other Departments to improve the spiritual and discipline nurture of students in the schools.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 The level of CLAN, M&E develop discipleship manuals discipleship and Catechist,

training Dept. at all b) Organize discipleship Training of Trainers Same as above nurturing Courts (ToT) workshops at the Presbytery levels improved c) Districts and Congregations should include Discipleship Training in all their outreach programs

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Performance Management System (PMS)

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 Methodology – the process of adopting the PMS 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 Accountable Officers 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Table 23: Accountable Officers

Court Accountable Officer Monitoring & Facilitated By Evaluation (Reviewing) Officer

General Clerk of General General Assembly GAC Strategic Plan Assembly Assembly Council Facilitation Team (SPFT)

Directors of Clerk of General GAC Strategic Plan Departments Assembly Facilitation Team (SPFT)

Staff in General Directors of respective Not applicable Assembly Office Departments

Presbyteries Chairperson of Clerk of the General GAC Strategic Plan Presbytery Assembly Facilitation Team (SPFT)

Clerk of Presbytery Chairperson of Presbytery Strategic Plan Presbytery Facilitation Team (SPFT)

Directors of Clerk of Presbytery Presbytery Strategic Plan Departments Facilitation Team (SPFT)

Staff in Presbytery Directors of Not applicable Office Departments

District District Ministers Chairperson of Presbytery Strategic Plan Presbytery Facilitation Team (SPFT)

Agents in Charge District Ministers District Strategic Plan Facilitation Team (SPFT)

Conveners of District Minister District Strategic Plan Committees Facilitation Team (SPFT)

Staff in District Office District Officer Not applicable

Congregation Conveners of Agent in Charge Congregational Strategic Committees Plan Facilitation Team (SPFT)

Staff in Congregation Agent in Charge CAHRM

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 Monitoring and Evaluation 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 - End Reporting 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 Commencement of Implementation 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Implementation Plan - Milestones

1 0 . 1 P r e - General Assembly Approval 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 Jul-2019 Clerk of General Completed Remissions from Presbyteries and updates the Assembly Strategic Plan Adoption of Strategic Plan by General Assembly Aug-2019 Clerk of General Completed Assembly

1 0 . 2 Preparatory Work for Implementation 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 Sept-2019 Clerk of General the attention of GAC Standing Committee Assembly

Publish the Strategic Plan Sept-2019 Clerk of General Assembly Undertake Strategic Plan dissemination activities for all Dec-2019 Clerk of General Courts Assembly Design and setup operational system and infrastructure Feb-2020 Clerk of General Assembly Undertake training activities for implementation of the Jun-2020 Accountable Officers for Strategic Plan for all Courts each Court

All Courts Prepare of the first compliant Three-Year Sept – Dec Accountable Officers for Rolling Plan (TYRP) and Annual Quarterly Plans (AQP) 2020 each Court

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

1 0 . 3 Implementation 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 September Clerk of Critical for the preparation of priority areas for Annually General the Three-Year Rolling Plans implementation of the strategic Assembly (TYRP) for the Courts plan Sign annual performance October Clerk of Tabled before the General targets with: Annually General Assembly Council for noting o Chairpersons of Assembly Presbyteries; and o Director of the GAO Communicate to Districts and September Chairperson of Include both national and Congregations priority areas for Annually Presbytery Presbytery priorities and implementation of the strategic break these down under the plan eleven Committees in the Congregation Sign annual performance October Presbytery Tabled before the Presbytery targets with: Annually Chairperson Session Council for noting o Clerk of Presbytery; and The Clerk signs with the o District Ministers Directors Communicate to Congregations September District As received from Presbytery priority areas for Annually Minister together with any District implementation of the strategic specific priority plan Sign annual performance November District Tabled before the District targets with: Annually Minister Session Council for noting o Agents-in-Charge; and o District Conveners of Committees All Courts Submit Their TYRP September – AO for each Approved by Court and and AQT December Court Communicated to the MEO Annually for noting Quarterly Reports Quarterly AO for each The Clerk reports to the Court Schedule Court and AO reports to the MEO Annual Reports Annual AO for each The Clerk reports to the Court Schedule Court and AO reports to the MEO

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

1 0 . 4 Annual Performance Appraisal 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 Accountable Officer (Reviewing) Officer General October GAC Clerk of General Assembly 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 Noteworthy Issues 1 0 . 5 . 1 Strategic Plan Implementation Coordinators 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 Availability and use of the Strategic Plan 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

1 0 . 5 . 3 Statutory Reports from the Courts 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 Reward Systems 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 on 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 of Action Plan 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

Annexures

A n n e x 1 : Toward Financing the Strategic Plan Introduction 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. Fundraising Approaches 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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. Bequeathment 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. Financing Com mercial Development Projects Corporate partnership or Joint Venture arrangements present options for funding the Church’s commercial development projects (lands) through equity and debt financing. A Strategy for Church Financing – A n E i g h t - Step Approach 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

A n n e x 2 : T r e n d o f C h u r c h Growth, 2002 - 2018

No Years Church (Total % Increase No. of No. of No. of Membership) Presbyteries Districts 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

A n n e x 3 : V i s i o n 1 . 5 - PCG S t a t e m e n t f or Evangelism a n d C h u r c h G r o w t h ( 2 0 1 9 - 2 0 2 3 ) Introduction 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 sults Areas i. Youth and Campus Ministry ii. Global Mission iii. Specialized Ministries iv. General Evangelism 3 . 1 . Youth and Campus Ministry 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 Year 2 Year 3 Year 4 Year 5 Total (2019) (2020) (2021) (2022) (2023)

JY 153,695 184,434 221,321 265,585 318,702 382,442 228,747

YPG & 172,706 169,247 203,094 243,716 292,459 350,950 181,703 NUPS-G

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 Methodology 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,

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 Global Mission 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 Methodology 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)

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 SUGGESTION 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 Specialized Ministry 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 Other Suggestions • 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 General Evangelism 3 . 4 . 1 . Methodology 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana 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 . Soul Winning Target for Pre 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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 Timeline 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 Other Suggestions 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.

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

A n n e x 4 : List of GAC members that a n a l y z e d t h e questionnaire responses – 4 th 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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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)

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

A n n e x 5 : List of GAC members that commented on the final draft: 26 th 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)

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

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

2020- 2029 Strategic Plan o f the Presbyterian Church of Ghana

A n n e x 6 : Other individuals consulted outside the GAC 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)