2016

2025
 COMMUNITY INTEGRITY

TRANSFORMATION ACCOUNTABILITY

MINISTRY

BUILDING CAPACITY FOR

GROWTH, IMPACT AND
SUSTAINABILITY
 FOREWORD
Organizations that are keen on gaining and sustaining support from stakeholders, must have solid
and sound plans on which to anchor their operations. Such plans must be reviewed from time to
time in light of prevailing circumstances in an ever-changing environment within which they operate.
Only that way can the organizations be assured of their relevance and survival in an ever changing
external and competitive arena.

Christ Is The Answer Ministries (CITAM) ten year Strategic Plan (2016-2025) is anchored on the
account and prayer of Nehemiah son of Hakaliah. Nehemiah took time to inspect Jerusalem’s walls,
got builders, rebuilt the wall and began to help the poor. In the same spirit, CITAM’s Top Leader-
ship took time to scan the environment and conduct a situation strategic analysis. We appreciate
the tremendous support of our members, congregants and other partners who have continued to
make significant contributions towards CITAM’s operations. I am glad to present this Strategic Plan
on behalf of CITAM’s Top Leadership and the entire membership. CITAM needs your prayers as we
move forward into an uncertain future, but a future with great opportunities. We remain grounded in
the Christian practice influenced by the life, teachings and Spirit of Jesus Christ.

While the Ministry has achieved phenomenal success over the years, there is need to pursue and
achieve further growth in line with our revised Vision statement and Core Values. We recognize that
there are tremendous opportunities for the ministry in the midst of changing dynamics.

To pursue the vision and mission, CITAM has to strengthen the implementation of key strategies
under the ten (10) identified pillars as described in this Strategic Plan.

We need collective effort and support from all our stakeholders in order to realize the desired
outcomes. The opportunities ahead call for a focused and systematic approach in pursuit of our
strategic goals. As we embrace the future, the leadership will continue in prayer as we endeavor to
listen and move in the direction the Lord is leading us.

David Oginde (PhD.), Rev

Presiding Bishop - CITAM

iv CITAM STRATEGIC PLAN 2016 -2025

EXECUTIVE SUMMARY
CITAM’s Leadership recognized the need for a strategic plan to enable us carry out ministry as we
enhance value to our stakeholders. This Strategic Plan helps us to be effective and focused in our
ministry operations.

This Strategic Plan document has six (6) chapters outlined as:
1. Introduction
2. Strategic Direction
3. Strategic Analysis (Environmental Scanning)
4. Strategic Issues, Strategic Objectives and Strategies
5. Strategy Implementation Framework
6. Control, Monitoring and Evaluation

Introduction
The introduction highlights the history of the church from the inception to present day; it describes
the management and governance structure; it gives the operating structure/situation analysis and
the planning process.

Strategic Direction
The Statement of Faith, Core values, Vision and the Mission statements of CITAM are discussed
under Chapter two of this document. The Vision and Mission statements and Core Values are
summarized herein below.

Our Vision Statement is:

“A Community of Believers Impacting the World with the Gospel of our Lord Jesus Christ through
the Transforming Power of the Holy Spirit”.

Our Mission Statement is:

“To Know God and to Make Him known through Evangelism and Discipleship”.

Our Core Values are:

Community
Integrity
Transformation
Accountability
Ministry

Strategic Analysis
The strategic analysis informed the planning process and helped to understand the strategic
position of CITAM. Chapter three discusses the strategic analysis (environmental scanning) and
presents sub-headings under; external, internal as well as stakeholder analysis.

CITAM STRATEGIC PLAN 2016 -2025 v

 Pillars, Objectives and Strategies
Chapter four reviews the issues raised in the previous chapters of this document with a view to
setting up the pillars and objectives for the Plan starting 2016 summarized as follows:

SUPPLEMENTARY REVENUE
MISSIONS, OUTREACH & CP

ADVOCACY & GOVERNANCE

LEARNING INSTITUTIONS
MARRIAGE AND FAMILY

ORGANIZATIONAL
SOCIAL ACTION,
DISCIPLESHIP

DEVELOPMENT
CHILDREN

YOUTH

MEDIA

i. Marriage and Family Ministry: To strengthen the family institution through effective ministry to
married and single persons.
ii. Children: To raise a God fearing generation of children and preteens who know and can explain
confidently their faith in Jesus Christ.
iii. High Schoolers, Ex-Candidates, College and University Students: To attract, retain and
equip high school leavers, ex-candidates, college and university students to be agents of
transformation in their spheres of influence.
iv. Discipleship, Fellowship and Pastoral Care: To enhance growth, transformation, and
multiplication of believers through intentional discipleship.
v. Learning Institutions: To raise a generation of God-fearing leaders with academic excellence
and spiritual maturity
vi. Missions, Outreach and Church Planting Ministry: To plant English-speaking multi-ethnic
congregations in all counties of Kenya, strategic cities of the world and establish indeginous
churches amongst unreached people groups.

vi CITAM STRATEGIC PLAN 2016 -2025

vii. Media: To engage the media as a tool for outreach, information, education, entertainment, and
holistic transformation
viii. Social Action, Advocacy and Governance Ministry: To develop and implement a biblical
response to matters Social Action, Advocacy and Governance.
ix. Supplementary Revenue Streams: To initiate and grow profitable and sustainable investment
ventures that contributes financially to our vision and mission.
x. Organizational Development: To establish an efficient and effective governance and
administration system that facilitates quick, smooth and robust service in all CITAM operations.

Strategy Implementation Framework

Chapter five presents a detailed implementation plan of the above strategic objectives. This
framework provides the basis for drawing-up annual work plans. Resource mobilization and critical
assumptions are discussed under this chapter.

Control, Monitoring and Evaluation

Chapter six discusses the control, monitoring and evaluation of the plan. This is an important
component for timely and effective execution of the plan.

CITAM STRATEGIC PLAN 2016 -2025 vii

 TABLE OF CONTENTS
STRATEGIC PLAN (2016-2025) i
FOREWORD i
EXECUTIVE SUMMARY iii
Introduction iii
Strategic Direction iii
Strategic Analysis iv
Pillars, Objectives and Strategies iv
Strategy Implementation Framework vi
Control, Monitoring and Evaluation vi

TABLE OF CONTENTS vii

ACRONYMS AND ABBREVIATIONS
ix
1. INTRODUCTION 1
1.1 Background Information 1
1.2 Management and Governance Structure 2
1.3 Strategic Planning Process 3

2. STRATEGIC DIRECTION 4
2.1 Strategic Plan Theme: 4
2.2 Identity of CITAM 4
2.3 Vision Statement 5
2.4 Mission Statement 5
2.5 Core Values 5
2.6 Statement of Faith 6

3. STRATEGIC ANALYSIS (ENVIRONMENTAL SCANNING) 7

3.1 External (PESTEL) Analysis 7
3.1.1 Political Factors 7
3.1.2 Economic Factors 7
3.1.3 Social-Cultural Factors 8
3.1.4 Technological Factors 9
3.1.5 Ecological Factors 9
3.1.6 Legal/Regulatory Factors 9
3.2 Internal Analysis 9
3.3 SWOT Analysis 10
3.4 Detailed Strategic Issue per Area of Operation 12
3.4.1 CITAM Assemblies 12
3.4.2 Missions 12
3.4.3 Discipleship 12
3.4. 4 Media 12
3.4. 5 Learning Institutions 13
3.4. 6 Hospitality 13

viii CITAM STRATEGIC PLAN 2016 -2025

4. STRATEGIC OBJECTIVES AND STRATEGIES 14
4.1 Marriage and Family Ministry 14
4.2 Children Ministry 15
4.3 High Schoolers, Ex-Candidates, College and University Students 15
4.4 Discipleship and Fellowship 16
4.5 Learning Institutions 16
4.6 Missions, Outreach and Church Planting Ministry 18
4.7 Media 18
4.8 Social Action, Advocacy and Governance Ministry 19
4.8.1 Social Action 19
4.8.2 Advocacy 19
4.8.3 Governance 19
4.9 Supplementary Revenue Streams 20
4.10 Organizational Development 21

5. STRATEGY IMPLEMENTATION FRAMEWORK 22

5.1 Implementation Matrix 22
5.2 Institutionalizing and Operationalizing Strategy 23
5.3 Resource Implications, Budgeting and Resource Mobilization 24
5.4 Critical Assumptions and Risk Analysis 25

6. CONTROL, MONITORING AND EVALUATION 27

6.1 Responsibility and Accountability 27
6.2 Performance Monitoring 27
6.3 Performance Evaluation 28
6.4 Conclusion 29

ANNEXES 30
Annex I : Implementation Matrix 30
Annex 2 : Detailed SWOT Analysis per Area of Operation 81
Annex 3 : Stakeholder Analysis 87
Annex 4 : Strategy Implementation Budget 91

CITAM STRATEGIC PLAN 2016 -2025 1

 ACRONYMS AND ABBREVIATIONS
ADC Annual Delegates Conference
AGM Annual General Meeting
BOM Board of Management
CED Christian Education Department
CITAM Christ is the The Answer Ministries
COFEK Consumers Federation of Kenya
CSR Corporate Social Responsibility
DTM Deposit-Taking Microfinance
DVBS Daily Vocational Bible School
ERP Enterprise Resource Planning
FM Frequency Modulation
GDP Gross Domestic Product
HIV Human Immunodeficiency Virus
HOD Head of Department
HOU Head of Unit
HR Human Resources
ICT Information Communication and Technology
ISO International Standards Organization
KEBS Kenya Bureau of Standards
Kesha A night of prayer
KNBS Kenya National Bureau of Statistics
Kshs Kenyan Shillings
NEMA National Environmental Management Authority
NPC Nairobi Pentecostal Church
PAOC Pentecostal Assemblies of Canada
PESTEL Political, Economic, Socio-cultural, Technological, Ecological and Legal
PTF Parents Teachers Fellowship
Safari CITAM’s discipleship programme
SAP Systems, Applications and Products
SOPs Standard Operating Procedures
SP Strategic Plan
SWOT Strength, Weaknesses, Opportunities and Threats
TV Television
USA United States of America
WARMA Water Resources Management Authority

2 CITAM STRATEGIC PLAN 2016 -2025

STRATEGIC
1
INTRODUCTION
OBJECTIVES AND
STRATEGIES

CITAM STRATEGIC PLAN 2016 -2025 3

 1. INTRODUCTION

1.1 Background Information

The history of Christ is the Answer Ministries (CITAM) dates back to 1959 when Nairobi Pentecostal
Church (NPC) was founded as a multi-racial church grounded in the Word of God and sound
doctrine. The church was established as a ministry of Pentecostal Assemblies of Canada (PAOC).
The initial services were held in a tent near Jeevanjee Street in Rahimtulla Hall. In September
1960, the church moved to Valley Road where the present CITAM Valley Road is located. In 2003
Nairobi Pentecostal Church changed its name to Christ is the Answer Ministries (CITAM) and was
registered as an autonomous independent entity under the Societies Act of Kenya. The name of the
ministry was changed to reflect the nature and the geographical spread which was beyond Nairobi.
The focus of CITAM is urban ministry targeting English-speaking persons with an emphasis on
outreach to young urban professionals. We have established mission stations among the unreached
communities in Kenya and by 2016, had missionaries in East Timor, Romania, USA, Namibia and
Burundi in keeping with the Church’s strategy of impacting the world.

By 2016, CITAM had a total of eighteen (18) assemblies: 7 located in Nairobi (Valley Road, Woodley,
Parklands, Karen, Thika Road, Buruburu and Embakasi), 4 in the environs of Nairobi (Ngong,
Kiserian/Rongai, Athi River and Thika Town), 4 in other towns (Kisumu, Nakuru, Eldoret, Kapsabet)
1 in Namibia and 2 out of Africa (Romania and USA).

CITAM runs mission stations in Marsabit, Isiolo and Turkana counties, with an outreach to the
Rendille, Borana, Burji, Gabra, Elmolo, Samburu and Turkana communities. CITAM’s goal is to
establish indigenous churches amongst the unreached people groups.

Currently CITAM has seven (7) primary schools (Woodley, Buruburu, Athi River, Ngong, Nakuru,
Kisumu and Eldoret), one (1) secondary school (Buruburu), Pan Africa Christian University and a
Children’s centre (Kiserian).

CITAM Media comprises radio and TV stations which also stream online. The radio station, Hope
FM, has become a premier station with a large listenership in Nairobi and its environs, Mombasa,
Western Kenya and streaming to other parts of the world

The church has grown from a small assembly with a morning service attendance of about 20 to 30
people in 1959, to an estimated attendance of 45,000 by June 2015 and more than 250 regular
staff. The annual financial support through tithes and offering has grown from Kshs. 399 Million in
2007 to Kshs. 1.05 Billion in 2015.

Since its inception in 1959, CITAM has had two (2) strategic plans. The first five-year Strategic Plan
covered the period between 2002 and 2006, while the second 10-year plan covered the period
between 2007 and 2016. It is against this backdrop that a deliberate decision was made by CITAM
Leadership to formulate the next 10-year Strategic Plan. The success of implementing this Plan is
hinged on our total obedience to God.

4 CITAM STRATEGIC PLAN 2016 -2025

1.2 Management and Governance Structure

CITAM has a well-defined management and governance structure that promotes sound stewardship
and accountability with separation of financial management and pastoral ministry. In accordance
with the Constitution of CITAM, the church management and governance structure has five levels:
•• The Annual General Meeting (AGM) is the supreme governing organ of CITAM
•• The Annual Delegates Conference (ADC) exercises delegated authority from the AGM
with functions spelt out in the constitution of CITAM.
•• The Deacon Board consisting of twelve members elected by local church registered
members and ratified by the AGM, provides oversight of the business affairs of the Ministry
•• The Council of Elders consisting of not more than seven members of CITAM, is responsible
for spiritual, disciplinary and doctrinal oversight of the Ministry.
•• The Senior Pastor, with the support of the assembly Advisory Committee, is responsible
for the functioning/running of individual Church Assembly assigned to them.

The management of CITAM’s day-to-day operations is carried out under the supervision of the Presiding
Bishop. He provides oversight to the Assemblies through the Deputy Bishop who oversees the Senior
Pastors’ functions and Forum. The Bishop’s oversight to the Ministry operations and management of
the Business Units is done through the Director for Administration. Legal custody of CITAM’s property is
entrusted to a Trust, with the Trustees being appointed by the Annual General Meeting.

1.3 Strategic Planning Process

Several planning workshops were held between the Consultants and CITAM’s top leadership which
included the Conclave (i.e. the Council of Elders, the Deacon Board and the Senior Pastors) besides
the HODs and the HOUs.

The Conclave appointed a Reference team from among themselves to oversee the process which
later on formed the Task force mandated to execute the development process. The Task force
worked closely with the management and ministry teams to develop the different components of
this plan.

The first step of the strategic planning process was to create a vision, mission statements and core
values. This step of the process allowed the leadership to clarify what CITAM is trying to achieve
(vision) and why it exists (mission). The strategic direction is what determines strategy, planning and
budgeting of resources to achieve CITAM’s vision. Throughout the planning processes the context
within which CITAM operates, and how the future is likely to unfold under the changing environment
were taken into consideration.

The second step involved environmental scanning and intensive strategic analysis, touching on
SWOT, PESTEL and Stakeholder Analysis.

CITAM STRATEGIC PLAN 2016 -2025 5

 The third step focussed on strategic gap analysis to answer the question: “Where are we compared
to where we want to be?” This part of the process looked at CITAM’s vision – where do we want
to be by 2025 – and compares it to where we are currently. The analysis was done in light of the
strategic issues evident in various ministries.

The fourth step was grouping the strategic issues into thematic areas and developing both strategic
objectives and corresponding strategies.

The fifth step involved the development of the implementation framework by the management and
ministry leaders in collaboration with the Consultants.

6 CITAM STRATEGIC PLAN 2016 -2025

 2
STRATEGIC
STRATEGIC
OBJECTIVES AND
DIRECTION
STRATEGIES

CITAM STRATEGIC PLAN 2016 -2025 7

 2.0 STRATEGIC DIRECTION

This chapter sets out the Ministry’s long-term strategic direction and strategic intent. The strategic
direction of CITAM is articulated by the vision (the desired end state or result), mission statement
(how the desired state will be pursued) and the core values that will guide the organizational
operations during the next ten years.

2.1 Strategic Plan Theme:

The theme of this Plan is “Building Capacity for Growth, Impact and Sustainability”, and it intends
to move CITAM from the current performance to a greater performance.

2.2 Identity of CITAM

CITAM is a unique institution whose ownership and configuration need to be understood and
appreciated by anyone who comes into contact with it. CITAM’s identity as stipulated in the
Constitution is a:
i. Pentecostal Church submitted totally to the Blessed Holy Spirit.
ii. Church that targets an English-speaking audience among the urban populace.
iii. Missions oriented church, with an outreach to the wider community
iv. Community of believers open to people of all ethnicities, races and social-strata of the society.
v. Church with a ministry approach that is holistic, seeking to reach out to the whole person
with the life changing Gospel.

2.3 Vision Statement

“A Community of Believers Impacting the World with the Gospel

of our Lord Jesus Christ through the transforming Power of the
Holy Spirit”

2.4 Mission Statement

“To Know God and To Make Him known through Evangelism

and Discipleship”

2.5 Core Values

CITAM espouses the following Core values and commitments:

8 CITAM STRATEGIC PLAN 2016 -2025

Community:

We are committed to work with and exist in a community: where

we encourage fellowship; uphold the family; and embrace unity.
We believe that it is our responsibility to impact them in a holistic
manner. We will stand in solidarity with those who are marginalized
by society.

Integrity:

We are committed to personal integrity and holiness by pursuing

Christ-likeness in the ministry. We are committed to teaching
and practicing sound Biblical doctrine; pursuing excellence and
encouraging fervent prayer.

Transformation:

We are committed to facilitating intentional discipleship and

stewardship; encouraging servant-leadership in all areas of
ministry and advocating for sustained social action.

Accountability:

We are committed to a culture of transparency and accountability

to God, His Word, to one another and to government.

CITAM STRATEGIC PLAN 2016 -2025 9

 Ministry:

We are committed to living, preaching and teaching the word

of God to the lost (Grace and Mercy), to the least (Love and
compassion) and to the last (Dignity and respect). Our love for
God and His calling shall be our driving force. The power and
influence of the Holy Spirit is the key agent of transformation.

We value, appreciate and recognize the diversity of gifts in the

MINISTRY body of Christ.

2.6 Statement of Faith

The constitution clearly articulates our statement of faith as follows;

We believe in:

i. One eternal God and in The Trinity of The Father, The Son and The Holy Spirit, the Creator
and Lord of the world, who governs all things according to the purpose of His Will, calling out
of the world a people for Himself and sending them back into the world to be His servants
and witnesses for the extension of His Kingdom; the building of Christ’s church to the glory
of His name.

ii. One Savior, Jesus Christ, Himself being the only God-Man, who died for the sins of mankind
and was raised from the dead according to the Scriptures; the only ransom for sinners and
mediator between God and man; who is exalted above every other name as Savior of the
world; who offers forgiveness of sins and the liberating gift of the Spirit to all who repent,
believe and come to Him personally; and those who reject Him, by so doing, also reject the
joy of salvation and condemn themselves to eternal separation from God.

iii. The Holy Spirit, sent by God the Father to bear witness to His Son, whose power and works
among men lead to the conviction of sin, faith in Christ, new birth and Christian growth; and
speaking through Scriptures illumines the minds of God’s people in every culture to perceive
the truth and wisdom of God. Thus, the Holy Spirit empowers believers to live a life and bear
the witness of Christ to the unbelieving world.

iv. Divine inspiration, truthfulness and authority of the Old and New Testament Scriptures as the
infallible Word of God with power to accomplish His purpose of salvation.

v. The Return of Jesus Christ personally and visibly in power and glory to consummate His
salvation and judgment; the interim period being filled with evangelism by the people of God,
who eagerly await for Christ’s return, the coming of the new heaven and new earth in which
righteousness will dwell and God will reign forever.

10 CITAM STRATEGIC PLAN 2016 -2025

 3
STRATEGIC
STRATEGIC ANALYSIS
OBJECTIVES AND
(ENVIRONMENTAL
STRATEGIES
SCANNING)
CITAM STRATEGIC PLAN 2016 -2025 11
 3. STRATEGIC ANALYSIS
(ENVIRONMENTAL SCANNING)

Understanding CITAM’s external and internal environments is important in charting our path
going forward. Whereas the external and competitive environments have implications for us as a
ministry, in form of opportunities and threats, the internal environment help interpret our strengths
and weaknesses. The external environment comprises of developments in the macro (remote)
environment and the micro (immediate operating) environment.

3.1 External (PESTEL) Analysis

CITAM is operating in a highly dynamic environment with increasing challenges posed by major
developments. These include political factors, economic trends, socio-political dimensions,
technological, ecological and legal changes. A summary of some of the major developments in the
external environment that impacts on the church is provided below.

3.1.1 Political Factors

Kenya has two governance levels: National and County Governments. Over the years, the church
has enjoyed political goodwill and support from the leadership.

The political arena has witnessed that;

• Kenya has a stable political outlook, making expectations higher

• There is competitiveness and occasional power struggles between the different political
levels or various organs – County versus National level; Senators versus Governors

• Population movement to County headquarters – seeking employment opportunities

• Civil rights – an increase in clamor for more space not only to be heard, but also direct
involvement in some of the national affairs

• Occasional heightened tension or politically motivated violence driven by the political class
based on negative ethnicity

3.1.2 Economic Factors

Since the promulgation of the Constitution of Kenya (2010), the country has witnessed positive
economic developments. Kenya realized 1.6% economic growth (gross domestic product) in 2008,
2.6% in 2009, 5.4% in 2014 and projected 6% in 2015 .

According to the World Bank study, the renewed economic growth increases the population’s purchasing
power. The improving economic trend has left many Kenyans better than they were 5 years ago. This
has a direct effect on the financial position of the church. Key economic issues include:

i. Government’s move towards supporting youth entrepreneurship to spur investment

ii. The middle class GDP has been improving and is expected to scale even higher

12 CITAM STRATEGIC PLAN 2016 -2025

iii. The Country and the Counties have experienced improved infrastructure

iv. Inflation rate dropped from double digits in 2008 to around 6.7% in June 2015.

v. Labour agitation

vi. Weakening Kenya Shilling resulting to high exchange rate

vii. High levels of unemployment (25%)

viii. Inequitable distribution of resources.

ix. Favorable environment to grow business

3.1.3 Social-Cultural Factors

In 2014, The Kenya National Bureau of Statistics (KNBS) (2015) indicated that the total population
of Kenya stood at 45.6 million people up from 36.8 million in 2007 and 8.1 million in 1960, changing
462% during the last 50 years. According to KNBS, the population of Kenya represents 0.60% of
the world´s total population which arguably means that one person in every 168 people on the planet
is a resident of Kenya. The increasing population growth rate, currently at 2.7%, impacts on both
the supply and demand for resources and by extension CITAM’s operations. Increasing population
avails cheap and affordable labor which is instrumental in economic development. The same growth
in population increases demand for services and products thus increase in the number of people
requiring spiritual care. The high unemployment rates, currently at 25% according to Index Mundi.
com, have pushed many Kenya citizens to live in challenging socio-economic lifestyles.

Key issues include:

• Effects of HIV & AIDS

• Outbreak of communicable diseases

• Effects of non-communicable chronic conditions

• Inequitable and unfair compensation at the work place

• Dysfunctional families

• High poverty levels

• Drug and substance abuse

• Negative ethnicity

• Effects of globalization and post-modernism such as same-sex relationships, secularism,

materialism, hedonism and extreme feminism, among others.

• Corruption

CITAM STRATEGIC PLAN 2016 -2025 13

 3.1.4 Technological Factors

The rapid and continuing growth and development of technology, especially information and
communication technologies (ICT), is beginning to have a major impact globally. This provides
CITAM with great opportunities. The effective use of new technologies offers ways in which the
quality, effectiveness, and in particular, the flexibility of services can be improved. It also provides for
major improvements in organizational administration by using intranet technologies to capture data,
simplify processes and deliver support materials to the congregants. Access to and availability of
new technologies including automation and other infrastructural investments is an added advantage.
The technological arena is characterized by:

i. The opportunities related to money transfer. Use of enterprise resource tools e.g. ERP in
management like SAP, Navision

ii. Use of social media as a tool of mobilization and communication

iii. The obsolescence of print media and literature

iv. A functioning of e-commerce

3.1.5 Ecological Factors

• Stringent environmental laws by NEMA and WARMA e.g. noise pollution laws and their
impact on church activities like Keshas

• Statutory requirements of renewable energy

• Poor attitude towards environmental conservation by the average Kenyan

3.1.6 Legal/Regulatory Factors

• Impact of Constitution of Kenya (2010)

• Compliance with employment regulations

• Competitive regulations that are being enforced to make for an even playing field by bodies
such as COFEK.

• Relevant issues that pertain to health and safety regulations

• Awareness of product regulations

• Regulations against aspects of discrimination

• Awareness of patent infringements in the country

3.2 Internal Analysis

The CITAM 2007-2016 Strategic Plan achieved success in the highlighted several strategies. A
Strategic Plan review was conducted by select committees. These committees used the annual
operational plans and CITAM’s functional and departmental performance reports to review progress

14 CITAM STRATEGIC PLAN 2016 -2025

towards meeting the strategic goals and objectives. A high level study of CITAM’s vision, mission,
core values, strategic objectives, key outputs, performance indicators and targets was undertaken
to establish the strategies that had worked and those that had not. It is important to note and
to appreciate that there are bottlenecks that can impede the implementation of even the best
strategic plans. The challenges of implementing some of the strategies were due to absence of
a communication strategy, execution gaps, limited resources and inadequte alignment to the
Strategic plan.

3.3 SWOT Analysis

CITAM internal and external analysis revealed several strengths, opportunities and strategic gaps.
Annex 2 presents a detailed SWOT summary per CITAM areas of operation. This section presents
a summary with the following highlights:

Table 3.1: CITAM SWOT Analysis

Strengths Weaknesses
i. Leadership and Governance structure i. Over centralization of systems and
that ensures smooth transition at critical structures resulting in heavy bureaucratic
levels red tape
ii. Embracing and using technology for ii. The absence of a clear communication
efficiency strategy
iii. The Safari: CITAM’s discipleship iii. Inferior multimedia equipment.
programme
iv. Holistic ministry (Children, Youth and iv. Shifting approaches in the running of
Adults) CITAM business units
v. Established church systems and v. Over confidence and a sense of
procedures complacency
vi. Respectable middle-class congregation vi. Poor implementation of policies and
strategies.
vii. Endowed financial and human resources vii. Under-utilization of lay potentials
viii. Modern and equipped church facilities viii. Unsustainable capital projects
ix. Financial accountability and integrity ix. Non-strategic financial expenditure/
investments
x. Qualified pastoral staff x. Inadequate depth in pulpit teaching
xi. Unlimited lay leadership potential xi. Poor management and maintenance of
facilities
xii. Effective community outreach xii. Major lapses in security systems
programmes which includes CSRs
xiii. Readily available skilled human capital xiii. Inadequate òptimal financial mobilization
amongst the membership
xiv. Inadequate leaders and pastoral care
programme.

CITAM STRATEGIC PLAN 2016 -2025 15

 Opportunities Threats
i. Church planting in counties within Kenya i. Religious extremism (terrorism) and
and major cities of the world insecurity
ii. An increasing population of the urban ii. Negative ethnicity in the nation
class
iii. The youthful demographic of Kenya’s iii. A high attrition of youth from CITAM
population churches
iv. Social media as a platform for iv. The negative influence by the social media
advancing the Gospel
v. Unexploited goodwill from stakeholders v. Disgruntled service providers
and partners.
vi. Potential to lead continental church vi. Toxic churches, cults and the occult
movement.
vii. Channels to expand influence through vii. Anti-Christian or oppressive legislation
the diaspora
viii. Potential to influence the national ix. Nationwide corruption
government
x. Ability to improve members’ economic
wellbeing.
xi. Respected Church brand
xii. Ability to develop strategic partnerships

3.4 Detailed Strategic Issue per Area of Operation

Strategic issues for each CITAM area of operation were raised and summarized under the sub-
headings below:

3.4.1 CITAM Assemblies

i. Less than 30% of CITAM members are active in various ministry programmes; with a small
percentage being faithful in paying tithe and giving offering

ii. Increasing negative effects of modernization, globalization, terrorism and insecurity.

iii. An expensive model (perceptively) of CITAM church planting

iv. High attrition of youth to other churches

v. Slow progress in embracing new technologies in CITAM worship services

vi. Fluid nature of urban churches

vii. Over centralization hence high bureaucracy

16 CITAM STRATEGIC PLAN 2016 -2025

3.4.2 Missions

i. Religious fundamentalism

ii. The danger of syncretism and pluralism (tolerance)

iii. Toxic churches

iv. High financial demands of running mission stations

v. Poverty and illiteracy

vi. Materialism as a result of growing affluence

vii. Terrorism and insecurity

viii. Practice of Satanism and the occult in instituions of learning

ix. A weak social action and advocacy function

3.4.3 Discipleship

i. Lack of effective discipleship across social strata

ii. The megachurch phenomenon and its attending challenges

iii. Influence of Ethnic/cultural identities impacting formation of small groups

iv. The perceived dichotomy between charisma and social action

v. Demanding lifestyles of CITAM congregants

vi. Need to build capacity in discipleship leaders

3.4.4 Media

i. Rapidly changing technology and high setup and media operating costs

ii. Growing intolerance against gospel-related media

iii. Stringent regulatory requirements for Christian Media houses

iv. Selective advertising resulting in low revenue to Christian Media houses

v. Apparent inability to attract and retain highly skilled personnel due to attending costs

3.4.5 Learning Institutions

i. Unsatisfactory academic performance leading to low enrolments in our Schools

ii. Inability to attract and retain the best teaching staff

iii. Poaching of bright pupils by some competitors, especially in our primary academies

CITAM STRATEGIC PLAN 2016 -2025 17

 iv. Unorthodox academic practises by some of our competitors

v. Inadequate modern facilities and equipment, hence, inferior learning resources in comparison to
the leading private schools

vi. Non-compliance to some statutory requirements

3.4.6 Hospitality

i. Inhibited service and quality offering

ii. Inadequate marketing and publicity of our product

iii. Lack of clear and competitive business models

iv. Inferior facilities in some of our establishments

v. Lack of a human resource model relevant to hospitality industry

18 CITAM STRATEGIC PLAN 2016 -2025

 4
STRATEGIC
STRATEGIC
OBJECTIVES AND
OBJECTIVES AND
STRATEGIES
STRATEGIES
CITAM STRATEGIC PLAN 2016 -2025 19
 4. STRATEGIC OBJECTIVES AND STRATEGIES

CITAM will address each of the strategic issues identified, in part 3 above, by achieving a number of
corporate strategic objectives. The strategic objectives below provide a link between the strategic
issues listed above and the strategies that CITAM will employ in order to attain her vision and
mission. Consequently, for the period 2016-2025, the Ministry will work towards achieving the set
objectives through pursuing the identified strategies.

4.1 Marriage and Family Ministry

Strategic Objective 1: To strengthen the family institution through effective ministry to married and
single persons
Strategies:

i. Develop and implement comprehensive marriage and family programs – family discipleship and
mentorship to be core functions

ii. Increase participation of married couples in marriage enrichment programs

iii. Standardize premarital counselling programs and follow up the couples to ensure sustainable
marriages

iv. Design and implement comprehensive programs for widowers, widows, orphans, senior singles
and other groups with special needs

v. Design and implement a comprehensive parenting, teaching and training programs

vi. Develop an engaging and robust program for singles

vii. Enhance the prophetic voice of the church on emerging issues related to marriage and family
matters

viii. Deliberately provide facilities e.g. crèches for new parents in CITAM assemblies

4.2 Children Ministry

Strategic Objective 2: To raise a God-fearing generation of children and preteens who can
confidently explain their faith in Jesus Christ
Strategies:

i. Recruit, develop and deploy pastors with a definite call and requisite skillset in children ministry
for every CITAM Assembly

ii. Benchmark with international best practice in children ministry

iii. Adopt The Safari Junior (children) discipleship tool for all CITAM Ministries

iv. Conduct an annual children’s outreach and discipleship program (DVBS) in all CITAM assemblies
and actively seek to export the same to other churches

20 CITAM STRATEGIC PLAN 2016 -2025

v. Mobilize participation of children ministry workers at 1:25 ratio for every child and preteen within
our assemblies

vi. Modernize and increase capacity of all CITAM Sunday School facilities with current multi-media
equipment

vii. Intentionally engage our children and preteens in regular pulpit ministry and leadership
development

viii. Enhance capacity to reach and disciple children with special needs

ix. Pursue strategic partnerships with like-minded organizations

x. Partner with parents and guardians as key stakeholders in raising God-fearing children

4.3 High Schoolers, Ex-Candidates, College and University Students

Strategic Objective 3: To attract, retain and equip high school leavers, ex-candidates, college,
and university students to be effective agents of transformation in their spheres of influence
Strategies:

i. Recruit, develop and deploy Pastors with a definite call and requisite skillset in teens and youth
ministry for every CITAM Assembly

ii. Benchmark with international best practice in youth ministry

iii. Mainstream The Safari discipleship tool in youth ministry

iv. Engage with parents and guardians as key stakeholders for support, guidance and formation

v. Pursue strategic partnerships with like-minded organizations

vi. Mobilize participation of adult youth workers at 1:10 ratio for every teen or youth within CITAM
assemblies

vii. Maximize the use of electronic media as a platform for outreach and discipleship

viii. Modernize all the sanctuaries with current multi-media equipment

ix. Engage teens/youth in regular ministry and relevant assembly leadership decision-making
processes

x. Incoporate youth in CITAM Leadership organs

xi. Develop and implement a comprehensive mentoring programme

4.4 Discipleship and Fellowship

Strategic Objective 4: To enhance growth, transformation, and multiplication of believers through

intentional discipleship

CITAM STRATEGIC PLAN 2016 -2025 21

 Strategies:

i. Mainstream The Safari initiative as the basic discipleship tool for all CITAM Ministries

ii. Develop a comprehensive mechanism to increase members’ participation in CITAM ministries.

iii. Entrench and nurture holistic stewardship among CITAM members.

iv. Strengthen research and publication of discipleship (Christian Education Department) materials

v. Empower small groups as a platform for discipleship and pastoral care

vi. Develop ministry leaders and staff for effective ministry and service

vii. Maximize use of media as a platform for discipleship initiatives

viii. Develop a chaplaincy department in partnership with other organizations and institutions for
inreach and outreach in CITAM Schools

4.5 Learning Institutions

Strategic Objective 5: To raise a generation of God-fearing leaders with academic excellence and
spiritual maturity
Strategies:

i. Develop a culture of excellent academic performance purposefully to attract and retain clientele

ii. Attain sustainable financial independence

iii. Develop and implement a staff training programme on sound biblical doctrine that effectively
integrates faith and learning.

iv. Influence the development of curricula in the education system of Kenya

v. Establish and maintain qualified Guidance, Counselling and Chaplaincy services in all CITAM
Learning institutions

vi. Establish and Equip learning institutions with modern learning resources

vii. Develop and implement a marketing strategy for our learning institutions

viii. Develop a mechanism to identify and nurture potential

ix. Benchmark with like-minded institutions to establish partnership and exchange programmes for
teachers and learners for best practices

4.6 Missions, Outreach and Church Planting Ministry

Strategic Objective 6: To plant English-speaking multi-ethnic congregations in all counties

of Kenya, strategic cities of the world and establish indigenous churches amongst unreached
people groups

22 CITAM STRATEGIC PLAN 2016 -2025

Strategies:

i. Plant at least two (2) cost-effective CITAM churches every year in targeted counties in Kenya by
2025

ii. Engage every CITAM congregation in Nairobi that has been in operation for five (5) years to plant
at least one CITAM church in the Nairobi Metropolis every three years

iii. Engage every CITAM congregation outside Nairobi that has been in operation within ten (10)
years spearhead planting of an Assembly in their locale every four (4) years.

iv. Plant a multi-ethnic congregation in strategic Cities of the world every three (3) years.

v. Engage bi-vocational, lay and associate ministers as CITAM church planters and missionaries

vi. Equip CITAM members for personal, corporate and market place evangelism.

vii. Enhance CITAM’s outreach through media and develop a follow up mechanism for converts

viii. Embrace partnerships with like-minded churches and para-church organizations in running
outreach initiatives.

ix. Provide opportunities for members to give towards CITAM Missions and Outreach initiatives

x. Focus CITAM ministry to at least 5 priority unreached people groups in Kenya

xi. Run CITAM missions initiatives sustainably through income generating projects

xii. Establish and run an internship program for mobilizing missionaries and international church
plants

xiii. Enhance CITAM outreach to unreached communities in urban centres

4.7 Media

Strategic Objective 7: To engage the media as a tool for outreach, information, education,
entertainment, and holistic transformation
Strategies:

i. Expand the Hope Media footprint

ii. In liaison with the CED, develop a comprehensive discipleship program for multi-media platforms

iii. Enhance wholesome entertainment, information and educating programs

iv. Enhance our creative outreach to the youth

v. Establish a platform to exploit and utilize creative skills within CITAM family

vi. Position Hope TV to compete with other players in the industry

vii. Provide counselling services in conjuction with our assemblies where applicable on a 24 hour basis

CITAM STRATEGIC PLAN 2016 -2025 23

 viii. Develop and implement a program to train media staff in sound basic biblical doctrines

ix. Partner with other like-minded organizations to fulfil the media outreach

x. Establish an effective resource mobilization mechanism to support media outreach and funcntion

4.8 Social Action, Advocacy and Governance Ministry

Strategic Objective 8: To develop and implement a biblical response to matters Social Action,
Advocacy and Governance

4.8.1 Social Action

Strategies:

i. Develop and implement a timely and efficient mechanism in responding to natural disasters in
Kenya

ii. Proactively identify social needs for strategic communities and respond appropriately

iii. Mobilise reasources (Human and Financials) towards initiating and running social action
programmes

iv. Establish a relief and development agency as a vehicle for community transformation

v. Expand and scale up our approach to rescue, rehabilitation and re-integration of the vulnerable
members of the society

4.8.2 Advocacy
Strategies:

i. Mobilize CITAM fraternity in articulating God’s prophetic voice in their spheres of influence and
leveraging on existing platforms

ii. Establish a justice and peace commission as a platform for engaging in matters advocacy

iii. Interrogate and influence relevant legislation in the county and national governments

iv. Identify and partner with like-minded organizations in articulating the voice of the vulnerable and
disadvantaged members of the society

4.8.3 Governance
Strategies:

i. Identify captains of industry and corresponding working teams to influence and promote
Christlikeness in public and private sectors

ii. Develop and implement a curriculum of effective Biblical leadership models

iii. Partner with like-minded individuals and organizations in promoting godly governance

iv. Identify, mentor and equip christian leaders for political offices

24 CITAM STRATEGIC PLAN 2016 -2025

4.9 Supplementary Revenue Streams

Strategic Objective 9: To initiate and grow profitable and sustainable investment ventures that
contribute financially to our vision and mission
Strategies:

i. Develop and enhance a vibrant research and development function

ii. Develop and approve a business plan for all approved ventures

iii. Explore and evaluate funding options, selecting the most optimal

iv. Create business sustainability strategies

v. Decentralize operational functions for all businesses to run with their own cash flows

vi. Ensure all businesses contribute a percentage to the central kitty

vii. Review and develop comprehensive business plans for existing investment ventures

viii. Reward staff through various schemes to enhance performance and increase staff retention

ix. Identify key sectors for new business against global trends in the following areas:

• Agricultural sector

• Education

• Health

• Financial Services Sector (e.g. DTM Banks)

• Energy

• Real Estate/Construction and

• Hospitality

4.10 Organizational Development

Strategic Objective 10: To establish an efficient and effective governance and administration
system that facilitates quick, smooth and robust services in all CITAM operations
Strategies:

i. Strengthen the research function that relate to all strategic pillars

ii. Conduct a market intelligence survey of our operations every three (3) years

iii. Review the governance, management and operational structures to achieve an optimal decision
making matrix for enhanced synergy

CITAM STRATEGIC PLAN 2016 -2025 25

 iv. Review the HR management strategy to increase the attraction; development and retention of
competent staff

v. Optimize the research and development function to enable CITAM seize relevant growth
opportunities

vi. Facilitate the development of an effective and efficient infrastructure

vii. Establish an effective communication strategy with a clear implementation framework

viii. Develop and implement an operational strategy

26 CITAM STRATEGIC PLAN 2016 -2025

 5
STRATEGIC
STRATEGY
OBJECTIVES AND
IMPLEMENTATION
STRATEGIES
FRAMEWORK
CITAM STRATEGIC PLAN 2016 -2025 27
 5. STRATEGY IMPLEMENTATION
FRAMEWORK

Strategy implementation involves putting the developed strategies into action. CITAM’s pursuit of
its vision and attainment of mission is hinged on successful implementation of this strategic plan.
This includes developing steps, methods, and processes to execute the strategy. It also includes
determining the strategies to be implemented immediately and those to be executed later. The
strategies were prioritized based on the magnitude of the underlying issues. The plan provides
strategic positioning and value-creating strategies that are difficult to duplicate. Chapter 5 provides
detailed execution requirements and resource allocation to implement the goals and objectives
identified during the strategy formulation process.

5.1 Implementation Matrix

CITAM will continuously refer to the strategic plan as a roadmap because successful implementation
will eventually lead to greater impact and transformation. Strategic implementation is important
because it ensures:

i. CITAM’s compelling vision motivates and draws its stakeholders towards the future, thus
contributing to both the Great Commandment and the Great Commission.

ii. Achievement of the set Strategic Objectives hence enabling registration of remarkable growth

iii. That resources are mobilized and focused on the achievement of the strategies necessitating
optimal use of the same (resources)

iv. That CITAM shall respond to a set of interrelated strategic issues and challenges in an intentional
and coordinated manner, rather than responding to a series of problems as they arise.
The implementation framework, described in Annex 1, is a consolidated matrix containing defined
columns that guide the strategy implementation, namely:

i. Strategic objectives: these are the proposed clear steps and accomplishments that CITAM
will commit to complete to realize its mission

ii. Activities: These are the planned actions to realize a given strategies, with set targets.

iii. Key Performance Indicators: These are the measurable parameters that are to be used as
measures of the extent to which the strategy/strategic objective has been fulfilled. These are
given in form of a particular action to be completed or completed. Usually, this has been given
in form of time, number, and percentage, indicating when a particular action completed.

iv. Expected Outputs: This is a specification of the expected outputs after implementing a
particular strategy. This should be tangible so as to be measurable.

v. Time Frame: This indicates the time domain within which this strategy has to be completed.

vi. Responsibility: The specific office/officer to be responsible for a given action is stipulated

28 CITAM STRATEGIC PLAN 2016 -2025

5.2 Institutionalizing and Operationalizing Strategy

The implementation matrix details the activities as derived from the key strategic pillars and
objectives. This framework provides the basis for drawing-up annual operating work plans. Each
function/department will sign and commit themselves to achieve the stated objectives relating to
their function/department within a given year. These activities have been scheduled to facilitate
budgeting and planning for the resources to ensure timely implementation. The performance
indicators in the implementation matrix will help the owner of the activity monitor progress and for
the final evaluation of the strategic impact of the activities.

Just being able to conceive new strategies is not enough. A ‘Strategic Plan’ is a ‘Call to Action’
but the plan is only as good as the energy and commitment to implement it. The leadership is
expected to translate the vision into concrete steps that “get things done”. Strategy implementation
is about change management and the action stage of the planning process. To ensure successful
implementation of this plan, CITAM will assess the optimality of its current organizational structure and
if necessary, undertake culture change management at all levels, offer the requisite training, recruit
adequate staff, enhance the internal systems and processes, and mobilize adequate resources to
undertake this critical tasks. This involves designing and managing systems to achieve the best
integration of people, structure, processes and resources in achieving organizational objectives.
Four broad areas that stand out include:

i. Performing the recurring administrative tasks associated with strategy implemen¬tation.

ii. Creating a fit between strategy and the various internal “ways of doing things” in order to align
the whole Ministry behind strategy accomplishment.

iii. Figuring out an agenda and a set of action priorities that matches up well with the overall
situation and the context within which imple¬mentation must take place.

iv. What managerial approach and leadership style to adopt in inducing the needed
organizational changes.

Strategy implementers’ challenge in performing these tasks is to bring the Ministry’s internal operations
into good alignment with strategy and to unite the total organization behind strategy accomplishment.
Strategy-supportive matches are needed with organizational skills and capabilities, functional area
activities, structures, reward systems, incentives, policies and procedures, information systems and
control mechanisms, budgets and programs, and shared values and cultural norms. Successful
strategy execution depends greatly on good internal organization and com¬petent personnel. The
management’s role in the implementation process is leading and keynoting the tone, pace and style
of strategy imple¬mentation. A strategy implementer can opt for an active, visible role or a low-key,
behind the scenes role, remaining aloof from the day-to-day problems. To some extent, therefore,
each strategy implementation is unique enough to push for change in shaping the character of
implementation and moving the process along.

The success of the strategies in this plan that would eventually lead to better performance, lies in
implementation. The Ministry will continuously pursue this strategic plan as a roadmap for sustainability
and success. CITAM management shall ensure effective institutionalization and operationalization

CITAM STRATEGIC PLAN 2016 -2025 29

 during strategy implementation. Institutionalization requires that the plan is acceptable in CITAM and
its business units. The structure, culture, policies, staff and leadership style will be driven towards
successful implementation of this plan. Where there are inconsistencies, internal adjustment will be
necessary. Operationalization requires that the strategic plan be broken into shorter time frames
for implementation – immediate, short-term and long-term strategic initiatives. This will be done
through extraction of annual work plans.

5.3 Resource Implications, Budgeting and Resource Mobilization

Resources are always scarce and must be optimally utilized for maximum returns. Effective strategy
implementation requires careful attention to resource development and allocation. The base of both
financial and human resources will require consolidation in order to sustain CITAM operations over
the plan period. Putting in place a sustainable mechanism that ensures optimal utilization of human
and financial resources is therefore critical. The Ministry will require funds to finance both recurrent
and capital expenditure budgets. CITAM leadership will develop strategies to prioritize and mobilize
resources (tangible, intangible and capabilities) aimed at meeting likely resource gaps.

The strategic plan is a ten year plan. This will mean that each year, the various departments will
pick out strategies and activities planned for that particular year and schedule them. This will be
done through assigning tasks and responsibility to the implementers as well as budgeting. Work
plans will be completed before developing the budgets. In order to implement this plan, CITAM will
need to carry out annual budgeting to ensure resource mobilization and determine the estimates
required each year. The Ministry’s budgetary requirements and projections will be developed and
approved by the Deacon Board on an annual basis in form of an operational annual budget. Annual
action plans will be extracted by the various parties responsible for implementation. These annual
operating plans will then be synchronized with the Strategic Plan deliverables.

Attracting, maintaining and retaining qualified and competent human capital is one of the key drivers
of successful implementation of this plan. Short-term and long-term staff development programs
should form part of the Human Resource Management Strategy that supports implementation of the
planned activities in order to attain the set goals and objectives. Successful implementation of this
Strategic Plan is dependent on CITAM human capital management. In order to match the demands
of the Church planting strategy, it will be imperative to recruit missionaries for the international
field, pastors for the national Church plants, administrators and missionary pastors every year
appropriately. The Church plants will initially have the same structure as other existing assemblies,
but with the growth to all the 47 counties, and presence in different countries. The Council of Elders
and the Deacon Board will need to address matters of decentralization and probably cascaded
devolution as well. In an effort to reduce undue bureaucracy and enhance efficiency, we recommend
the following:

i. That once a budget has been duly drawn up and approved by the Deacon Board, that all
relevant local procurement functions be decentralized to the assemblies.

ii. That regional governance structures be put in place for both national and international fields.

30 CITAM STRATEGIC PLAN 2016 -2025

5.4 Critical Assumptions and Risk Analysis

The envisaged objectives of the plan shall only be realized if the conditions in the internal and external
environment do not change in ways that shall not be anticipated at the time of its preparation.
Successful implementation of this plan is thus premised on certain prevailing conditions and
assumptions; lack of the same could derail the Ministry from the charted course. These assumptions
act as constraints to the achievement of the various strategies, to which the action plan should
then be sensitive. Human resource capacity and availability of funds were critical assumptions
constraining successful implementation of this plan. At the same time there may be potential factors
and risks, which if they occur, shall threaten the degree to which the planned objectives may be
met. Whereas these factors and events can happen, it shall generally be assumed that they will not
occur during this plan period. It shall therefore be necessary to qualify the success of the plan by
making the assumption that the prevailing and anticipated conditions in the operating environment
shall not vary significantly from what is already known. It has been assumed that:

i) The Conclave will have legal positioning and will be supportive to the implementation process.

ii) Most resources required for the implementation of this Strategic Plan will be funded by CITAM
leadership through annual financial allocations.

iii) HR and capacity gaps identified will be addressed in a timely manner.

iv) The ICT function will be strengthened to respond to CITAM and stakeholders’ needs.

v) Required revenue targets for various strategies will be achieved.

vi) The global and political environments and uncertainties will remain stable.

vii) CITAM model of establishing a learning institution in every new assembly will continue.

viii) The learning institutions will consistently and deliberately pursue academic excellence.

ix) Government policies will allow the CITAM learning institutions to continue their twin role of
outreach and provision of quality holistic education.

x) The Discipleship ministry pillar be considered among the most critical in pastoral allocation and
placement

xi) Reserve 10% of the tithe allocation to scholarship and training support

xii) Make the school of ministry mandatory for all ministry workers and church leaders at all levels

xiii) Harmonize various ministries for maximum impact

The objective of risk assessment is to anticipate the occurrence of such risks, weigh their magnitude
and gravity and to factor them into the Strategic Plan management for control purposes. It is
important to identify risks that would hinder strategy execution or reduce the positive effect of this
plan so as to allow for their mitigation. The potential risk factors and events which, if they occurred,
would threaten attainment of planned strategic objectives were identified through environmental

CITAM STRATEGIC PLAN 2016 -2025 31

 scanning to enable preparation of CITAM Contingency Plan: the “What if” scenario. The following
factors could affect the momentum of implementing the plan unless mitigated:

i. Weak internal systems and structures

ii. Weak and unclear policies, processes and procedures

iii. Weak succession planning framework

iv. Insufficient resources to support the strategic objectives

v. Unplanned and ineffective performance management

vi. Lengthy administrative bureaucracy

vii. Poor plan implementation and monitoring

viii. High staff turnover

These are risks that are not easily quantifiable but can be handled by widening of the resource base
and deflection of some activities during implementation. On a continuous basis, departments and
functions are expected to identify and profile potential operational risks to facilitate documentation
of the lessons learned. Contingency plan function recovery priorities may include off-site back up
(secondary location) for CITAM most critical information for immediate recovery. In the event of a
disaster or disruption of the office facilities/activities, then CITAM operations should progress based
on the backed up data in a different location.

32 CITAM STRATEGIC PLAN 2016 -2025

6. CONTROL, MONITORING AND
EVALUATION

One of the key elements of strategic planning is studying why some organizations succeed while
others fail. Strategy control links the elements of the strategic management process together and
helps an organization to continuously adjust or revise strategic inputs and strategic actions in order
to achieve desired strategic outcomes. It is noted that these elements will provide indicators for
strategy control through continuous monitoring and periodic evaluation. Strategy monitoring and
evaluation involves examining how the strategy is to be implemented as well as the outcomes of
the strategy. Chapter 6 outlines how CITAM will ensure timely strategy monitoring and evaluation.

6.1 Responsibility and Accountability

The overall responsibility of implementing the strategy rests with CITAM Management, under the
leadership of the Deacon Board. The Council of Elders shall ensure that the implementation of the
Strategic Plan adheres to the vision and mission of CITAM. However, it was necessary to form a
Monitoring and Evaluation Team reffered to as Strategic Plan Oversight Team (SPOT) to carry out
this responsibility in order to ensure the achievement of strategic objectives in a timely manner,
and in line with resource availability. The team will periodically receive reports, provide feedback,
co-ordinate and supervise implementation of recommendations from the other stakeholders.
The implementation matrix forms the basis for monitoring and evaluation. The Committee will
also ensure:

• Total quality assurance standards and a continuous improvement process.

• Culture of change and effective management of change.

• Maintain healthy relations with all the stakeholders, taking stock and sharing success stories.

• Review performance management, monitoring and evaluation mechanism.

• Greater impact when carrying out various activities.

6.2 Performance Monitoring

Monitoring is a check on whether the results produced by implemented activities are the same as
the expected outputs, and whether they were achieved according to the stated the performance
measurement, including timelines. A desk top monitoring framework (dashboard) should be
developed out of the implementation matrix to facilitate online check on the status of planned
activities, thereby prompting action in case of delays or gaps. The monitoring framework should
include prompts to the management on strategy implementation progress, detail activities that are
behind schedule and those that are complete. Implementers should continuously ask: does the
strategy need revising? Where are challenges likely to occur?

At the beginning of each year, all the units/functions/ministries will set their performance targets as
part of their annual work plans as derived from their strategic plans. In setting these targets, it is

CITAM STRATEGIC PLAN 2016 -2025 33

 proposed that performance be monitored in a special management meeting chaired by the Bishop
or a delegated officer. The milestones of strategy monitoring and reporting will be:

a. Bi-annual departmental work-plan implementation (monitoring) report

b. Annual CITAM performance (evaluation) reports

c. Mid-Term Review (MTR) report (impact) to inform subsequent review and revision

d. Final evaluation in 2025, after ten years (impact)

The key reasons for monitoring are, among others, to:

i) Establish if performance targets have been met and the deviations explained;

ii) Act as an early warning system and detect potential difficulties as well as helping to address
them during implementation; and

iii) Provide feedback to the next phase of implementation, reduce the cost and/or increase the
efficiency of post evaluation studies.

Table 6.1 presents a tool to guide the monitoring of strategy implementation.

Table 6.1: Strategy Monitoring Tool

Strategic Strategy Activities Timeline Output

Objective
Planned Actual Expected Actual
Status Status

6.3 Performance Evaluation

Evaluation provides the impact of the plan at the end of a given period – financial year, mid-
term and at the end of the plan period. CITAM’s Strategic Plan will be evaluated during and after
implementation to ensure that it is feasible and has been executed to produce the intended results.
The evaluation of the annual plans remains critical during strategy implementation, to find out if
the intended results have been realized. Performance evaluation shall be carried out at the end
of the year. The agreed performance indicators and targets will be used as bench marks for year-
end evaluations. The outcome of the annual evaluation will form a good basis for the plans for the
following year. A tool for performance evaluation is presented in Table 6.2.

34 CITAM STRATEGIC PLAN 2016 -2025

Table 6.2: Strategy Evaluation Tool

Strategic Strategy Performance Actual Status Comments

Objective Indicator

It is preferable for CITAM to observe the following evaluation mechanisms:

i. Half yearly ministry/departmental work-plan implementation review and reporting

ii. Annual performance evaluation and reporting

iii. Impact Assessment after every three (3) to inform the subsequent plan review and revision

iv. Final plan evaluation by the ninth year if implementation

6.4 Conclusion

Monitoring, evaluating and amending strategy (strategic controls) provides continuous feedback for
the Plan Review and enhances constant communication. Strategy monitoring checks whether results
produced during the implementation of various activities. CITAM management will play a key role in the
implementation of the Plan through providing leadership and inspiration to the CITAM staff.

Good strategic plans are not rigid: they are flexible and ought to be periodically reviewed and
adjusted to reflect emerging realities. This strategic plan will be reviewed periodically to ensure it
remains relevant and valuable to CITAM. Collective ownership, responsibility of and total commitment
to this plan remain integral. All stakeholders are expected to understand what is expected of them
and the role they should play. A strong performance management culture will be critical in getting
everyone deliver according to expectations. The Ministry should be driven by a focus on continuous
performance improvement.

CITAM STRATEGIC PLAN 2016 -2025 35

 ANNEXES
STRATEGIC
OBJECTIVES AND
STRATEGIES

36 CITAM STRATEGIC PLAN 2016 -2025

ANNEXES

Annex I: Implementation Matrix

Strategic Objective 1: To raise a God-fearing generations of children and preteens who

can explain confidently their faith in Jesus Christ

Key Performance Expected Timelines Responsibilities

Strategies Activities
Indicators Outcome (By When) (By Whom)

Every newly planted

Conduct immediate
church to have a children
Orientations for newly
ministry pastor from the Smooth transition
recruited children’s
onset of pastors into the 2016 Coordinator
pastors and those
children ministry
transferred from other
Documented orientation
ministries.
strategy

Have a children’s
Organized and strategic Elimination of
Ministry Coordinator
coordination of ministry leadership gaps 2017 Bishop’s office
as a substantive
activities and programs. in the ministry
position

Intentional Recruit-
Pastors passionate about Every assembly
ment of male Children
the ministry and with the having a chil-
Recruit, develop pastors in every as- 2020 Elder’s Council
relevant skills needed to dren’s pastor in
and deploy Pas- sembly especially the
manage the ministry charge
tors with a definite large assemblies.
call and requisite
skill set in children
ministry for every Attend workshops Reduction in shifts of Pas-
CITAM Assembly and short courses on tors from children ministry
All CITAM as-
children ministry re- to other ministries
semblies growing Bi-annual Senior Pastors
lated matters offered Growth in competence
together
by universities and of children pastors and
partner organizations workers.

Skills learnt to trickle down

Recommend and Increase in moti-
throughout CITAM
facilitate relevant vation and morale
Bi-annual Senior pastors
trainings for the newly among children
Growth in competent
recruited pastors. pastors
children pastors.

Frequent training on Pastor in charge of Well managed

Elder’s Council
emerging trends in Children Ministry in every and growing chil- Annual
the children ministry. assembly dren ministries

CITAM STRATEGIC PLAN 2016 -2025 37

 Key Performance Expected Timelines Responsibilities
Strategies Activities
Indicators Outcome (By When) (By Whom)

Organize for transfer Uniformity and

of knowledge and consistency in
Timely and prompt in-
skills within a month children ministry Children ministry
house children Ministry Bi-annual
after the training or practices across coordinator
workshops
exposure of children’s CITAM assem-
pastors blies

Annual,
Annual training
Conduct annual Annual needs Assessment before Sep- Children Ministry
needs Assess-
needs assessment report tember every Coordinator
ment Report
Year

Expose Children
Have at least 3 children Enhanced and
pastors by facilitating
pastors attend training relevant method- Bishop’s office
them to visit leading
and/or exposure every year ologies of doing Children’s ministry
churches locally and
Benchmark with and each file a training children ministry Coordinator
internationally who Annually
international best and/or exposure outcome in rapidly chang- Children Pastors
are doing well in
practice in chil- report. ing times.
children’s ministry
dren ministry

Compile and docu-

ment clear training Continuous Children ministry
Well documented annual
outcome reports and growth and coordinator
reports and implementa- Annually
share a Plan of Action improvement of
tion plans
for implementation ministry practices. Children pastors
where appropriate.

Professionally packaged
Develop a strategic Enlarged ministry
ministry products
annual programme of influence beyond
Children’s ministry
training for churches CITAM
Strategic and intentional coordinator
and organizations Annually
transfer of ministry prod-
desiring to learn from Continuous inno-
ucts to other non-CITAM Bishop
CITAM’s children vation within the
churches locally
ministry programs children’s ministry
and internationally

Develop and review

curriculum for
children ministry: Put Conduct a comprehensive 2016
Mainstream The
in place a mecha- curriculum review every Children ministry
Safari as junior Enhanced disci-
nism that will ensure three years Every 3 coordinator
(children) disci- pleship process
regular review and A relevant curriculum that years after
pleship tool for all for all age groups
evaluation of existing addresses current needs the first re- Children pastors
CITAM Ministries
curriculum from all view
stakeholders (parents
and teachers)

38 CITAM STRATEGIC PLAN 2016 -2025

 Key Performance Expected Timelines Responsibilities
Strategies Activities
Indicators Outcome (By When) (By Whom)

Develop and im-

Effective training
plement standard
Competent and commit- of workers for
and comprehensive
ted teams of trainers and DVBS programs Annually
training kits for DVBS
workers within and without
workers within CITAM
CITAM
and for export

Children ministry
Conduct an annual Develop and doc- Published and copy-right-
coordinator
children’s outreach ument an annual ed curricula that is Increase impact
and discipleship DVBS curriculum in archived and available for of DVBS in reach- Annually
Children workers.
program in all CI- line with the CITAM future use and export to ing children
Children pastors
TAM assemblies annual theme other churches
and actively seek
Children ministry
to export the same
coordinator
to other churches
Uniformity and
Create mechanisms consistency in
Excellence in running of
for evaluation and running DVBS Annually
DVBS
quality control across CITAM
assemblies

CITAM STRATEGIC PLAN 2016 -2025 39

 Key Performance Expected Timelines Responsibilities
Strategies Activities
Indicators Outcome (By When) (By Whom)

Increased
awareness,
participation and
appreciation
Participation of children in 2016
of children’s
church services
ministry by all
stakeholders
Monthly family Sunday ser-
Pulpit advocacy and
vice that includes children Monthly Senior Pastor
emphasis on impor- Enriched family
(e.g. Holy communion
tance and place of experiences in
Sunday) Children pastors
the children ministry church

Periodic pulpit preaching

• Enhanced
and teaching in children
sense of be-
matters Quarterly
longing and
ownership of
the church
by children

Deliberately Follow up
workers and volun- Significant increase in Adequately
teers during DVBS number of children ministry manned Sunday
Mobilize the with the intention of workers annually in all school classes 2018 Children pastors.
participation of recruiting them into assemblies (At least 15%) at 1:25 (teach-
children ministry the Children Ministry er-learner ratio)
workers at 1:25
ratio for every
child and preteen
within our
assemblies Trained, skilled
and passionate
All children pastors trained Children’s Pastors
on children ministry
Facilitate professional 2018
• 10% of all Ministry Coordinator
training of children
All children ministry work- children’s
ministry pastors and
ers trained ministry
workers (Partnership
workers Deputy Bishop
with PAC University) 2025
trained
annually
beginning
2016

• Motivated
and commit-
ted children
Conduct successive ministry
Children pastors
short trainings for the Skilled and competent workers
workers to ensure children ministry workers Annually
Children ministry
they are constantly Change in general
coordinator
developed perception of
children ministry
as a substantive
ministry

40 CITAM STRATEGIC PLAN 2016 -2025

 Key Performance Expected Timelines Responsibilities
Strategies Activities
Indicators Outcome (By When) (By Whom)

Fit every children’s Modern multimedia

Use of modern
classroom with equipment in every class 2019
methods to teach
modern technologies room

Increase the number Adequate number of

Closer and
of classrooms to allow Sunday school class
Modernize and more effective
the implementation rooms with no more than 2019
increase capacity discipleship of
of the recommended 30per class learners in all
of all CITAM children in all ages Senior Pastors
teacher-learner ratio assemblies
Sunday School Children pastors
facilities with DFA
current multi- Allocation and Access to
media equipment establishment of A functional library in resources for
2021
children libraries in all every assembly both workers and
assemblies children

Invest in modern Enriched learner

Up-to-date teaching aids
learning and teaching experience in the 2018
in all assemblies
aids classroom

Intentionally
engage our Development
Identify and engage Regular engagement of
children and of gifts, talents Senior Pastor
gifts and talents children in ministry in the
preteens in regular and leadership Monthly
among the children church services (At least
pulpit ministry qualities among Children pastors
into the ministry once a month)
and leadership the children
development

Increase in children with Integration of

Advocate for special special needs attending children with 2016
needs children from Sunday school and special needs Continuous
the pulpits relevant stake holder into the larger after that
involvement Christian family

Effective
Enhance capacity Train workers on At least 5 trained and Children ministry
discipleship of
to reach and ministry to children competent workers in 2020 coordinator
children with
disciple children with special needs every assembly
special needs
with special needs Children pastors

Enhanced
Basic infrastructural capacity to take
Develop facilities that development in every care and ensure
cater for children with CITAM assembly to cater the comfort of 2020
special needs for children with special children with
needs special needs in
the assemblies

CITAM STRATEGIC PLAN 2016 -2025 41

 Key Performance Expected Timelines Responsibilities
Strategies Activities
Indicators Outcome (By When) (By Whom)

Identify and partner

Access to relevant
with para-church 2016
Strategic partnerships print and elec-
organizations locally
that complement the tronic resources
and internationally that Continuous
CITAM children’s ministry that enrich the
specifically deal with thereafter
children’s ministry
children ministries

Partner with PAC Uni-

versity and other uni-
Increased ca- Children ministry
Pursue strategic versities in curriculum Availability of certified
pacity of skilled coordinator
partnerships with development, related children workers training 2016
children ministry
like-minded orga- research and training programs
workers
nizations programs for children
Children pastors
ministry workers

Partner with HOPE

FM, HOPE TV and
other media to create Relevant and regular Enhanced out-
and generate relevant broadcast of children reach to children 2016
media content for programs through media
children’s programs for
broad cast

Increased involve-
Train parents to prior-
Annual Tailor-made ment of parents
itize their relationships
trainings to meet needs and guardians
to their children as a Annually
of parents in different age in the disciple-
means of Christian
clusters ship process of
discipleship
children
Partner with
parents and
Incorporate the
guardians as key
family altar as a key Families regularly praying Stronger Christian Children’s pastors
stakeholders in 2016
element of CITAM together families
raising God-fear-
discipleship models
ing children

Organized and en- Enhanced fellow-

trench Parent-teacher ship and rapport
Convene meetings at 2016
fora as part of the between parents
least twice a year Twice a year
children discipleship and children
model workers

42 CITAM STRATEGIC PLAN 2016 -2025

Strategic Objective 2: To attract, retain and equip high school leavers, ex-candidates,
college, and university students to be effective agents of transformation in their spheres
of influence.
Timelines
Key Performance Expected Responsibilities
Strategies Activities (By
Indicators Outcome (By Whom)
When)

Recruit and identify a

called pastor; every
1. Identify Pastors Quality ministry Recruitment: Council
youth pastor having
with a definite call to youth; holistic of elders/HR/Senior
attended at least training; 2016
to Youth Ministry; growth of the Pastors; Training:
every assembly MUST
Capacity building youth PAC University
have a definite youth
pastor

Empowered pastors:
2. Hold Seminars with they will be empowered
Empowerment;
Ministers\pastors and challenged by those Bishop’s office/ youth
exposure to great- 2016
specialized in Youth whom have made it in pastors
Recruit, develop er ministry
Ministry having effective and
and deploy
efficient youth Ministry.
Pastors with a
definite call and
All assemblies
requisite skill set
Realization of the goals will be working
in teens and youth 3. Annual evaluate per-
in each assembly and towards the real-
ministry for every formance of pastors
positive impact the pas- ization of the set 2016 Pastoral team
CITAM Assembly and the set goals of
tor has in the assembly goals and the pas-
Youth Ministry
to the youth tors being cautious
of the goals

They will be
enculturated into
4. Mentorship of
Mentorship programs; CITAM culture and
upcoming youth Youth Pastors &
those who are new to own the vision 2017
pastors in various Patron
CITAM as pastors and goals set for
assemblies
the CITAM youth
ministry

Understanding of
the youth ministry
1. Send the youth
within interna-
pastors for interna- International ministry
tionals standards Bishop’s Office/
tional conferences, exposure; youth pastor’s 2016
in relation to our Senior Pastors
seminars and experience
local assemblies;
Benchmark with symposiums
Diverse ministry
international best
approach
practice for the
target group
2. Conduct exchange Exposure to different
To become more Bishop’s Office/
programs with inter- ways of running ministry 2017
effective Senior Pastors
national ministries and networking.

3. Create mentorship Skills acquired and char- To become lead- Senior & Youth
2016
programs acter development ers in this ministry Pastors

CITAM STRATEGIC PLAN 2016 -2025 43

 Timelines
Key Performance Expected Responsibilities
Strategies Activities (By
Indicators Outcome (By Whom)
When)

1. Develop and review

curriculum for
target group

2. Identify the needs of Using of a relevant and Well-equipped and Youth Pastors and
2017
the target group need based curriculum discipled youth CED

Getting a curriculum
Mainstream The 3. Identify gifted or
development team Embraced by all
Safari as junior qualified curriculum 2017
from at least all our CITAM assemblies
(teens and youth) developers
assemblies
discipleship tool
for all CITAM
Ministries
To be well
3. Search for relevant grounded on
Impact on the youths
curriculum resourc- sound doctrine 2017
that use the curriculum
es approved by
CITAM

4. Develop a compre-
A relevant curriculum that
hensive and bal-
addresses current needs
anced curriculum

44 CITAM STRATEGIC PLAN 2016 -2025

 Timelines
Key Performance Expected Responsibilities
Strategies Activities (By
Indicators Outcome (By Whom)
When)
Good working
relationships
between par-
Objective Parental and ents, youth and
1. Parents and youth
pastors meetings and youth workers; 2017 Youth Pastors
pastors meeting
trainings; Development of
strong family units;
Enhance spiritual
formation

Close relationship be-

tween parents/guardians
and teenagers; Create Parents/Guardians
2. Teenage parental
report cards that can be to understand the Senior and Youth
training to parents/ 2017
used by parents during different phases of Pastors
guardians
Engage with a monthly or quarterly teenage hood
parents and briefings for account-
guardians as key ability
stakeholders for
3. Provide parents with
support, guidance Restore broken
support resources
and formation families and bring Youth Pastors &
for both their per- Willingness to be helped 2017
healing to those Counsellors
sonal use and time
wounded.
with their students

Foster inter-min-
4. Enlist parents for
istry relationships;
short-term trainings
Benchmarking of
as the primary Engagement and involve-
activities; grow the 2018
spiritual developers ment in partnerships
youth pastor to be
in the lives of our
more relevant in
youth
ministry

Show forth pro- Youth Pastors/ Senior

5. Establish strategic
Professional proposal fessionalism and Pastors/ Bishop’s
partnerships with 2018
writing Skills commitment to office
parents
excellence

1. Identify the
Level of engagement To become knit
like-minded organi- 2018
with the partners together
zations

To access the
progress, achieve-
2. Develop partnership Accomplished targets ments and chal-
2019
proposals and objectives lenges and know
how to counter
them.
Pursue strategic
partnerships Efficient and
with like-minded effective minis-
organizations 3. Participate in joint Having a pool of pas- try to the youth;
activities like con- sionate and equipped Foster posterity of 2018
ventions youth workers the youth ministry; Youth Pastors; Youth
Shared ministry Leadership; Senior
responsibility Pastor
4. Organize annual
meetings with them
Planning meetings with
to plan, monitor Progress report 2018
deliverables
and evaluate the
progress

CITAM STRATEGIC PLAN 2016 -2025 45

 Timelines
Key Performance Expected Responsibilities
Strategies Activities (By
Indicators Outcome (By Whom)
When)

1. Identify, recruit and Number of hired

Adequate and compe-
Mobilize train passionate workers for this 2016
tent workers recruited
participation adult youth workers; group
Youth Pastors; Youth
of adult youth
Leadership; Senior
workers at 1:10
Pastor
ratio for every teen
or youth within
2. Create joint events
CITAM assemblies
that would be a Number of forums
Harmonious Teens-
platform for the available for the 2016
Youth ministry
teens to identify with target group
the young adults

1. Identify potential
mentors (members,
companies) and
work on integrating Tangible growth in
the mentorship ministry, profes-
Effective and running
program with the sionalism and fam- 2018
mentorship programs
CITAM available at- ily life; character
tachment programs formation
Youth Pastors; Pas-
(STEP M; CAMP
Develop and tors and guardians
Internships; Pastoral
implement Internships);
an effective
mentoring
framework for 2. Develop an Inten-
effective ministry, tional discipleship Spiritually Mature teens Developed pro-
2106
professional program to grow the and youth gram
development and youth spiritually;
family life
3. Develop skill set and Filling skills and compe- Job shadowing
2018
job shadowing tence gaps plan

4. Establish exchange
Number of target
programs for our
Exchange program in group enlisted
youth with our in- 2017
operation into the exchange
ternational partners
program
and networks.

46 CITAM STRATEGIC PLAN 2016 -2025

 Timelines
Key Performance Expected Responsibilities
Strategies Activities (By
Indicators Outcome (By Whom)
When)
Qualitative and
Working and effective
1. Open relevant social Quantitative
electronic media for out- 2017
media accounts; growth in outreach
reach and discipleship
and discipleship
Youth Pastors; Senior
Pastors; CED office
2. Encourage and train
the youth on the
Positive use of social Number of youth By end of
positive use of social
Maximize the use media trained 2016
media for disciple-
of electronic media
ship and outreach;
as a platform for
outreach and
discipleship 3. Create online links
1. Modernized sanctu-
for summons and Numerical growth 2020
aries
church notices

4. Translate our new

believers’/doctrinal/
2. Modern musical Availability of soft
SAFARI materials
instruments and lighting copies of SAFARI 2018
into soft copies with
systems installed materials Bishop’s Office; DFA;
copy rights then let
Senior Pastors; Youth
members buy online
Pastors
1. All youth sanctuar-
ies to be installed Number of fitted
Equipped sanctuaries 2017
with modern/ digital equipment
screens

2. Build fully-equipped
youth centres
Modernize all the
(studios], musical Furnished assem-
sanctuaries with Equipped sanctuaries 2020
instruments, indoor blies
current multi-
games) in all assem-
media equipment
blies;

3. Youth services
equipped with Equipped and
Evident spiritual gifts and
modern and proper well-lit assembly 2017
strengths
musical instruments, structures
lighting systems

1. Appoint and involve

Participation of teens Number of youth/
youth in church
and youth in church teens on duty 2016
leadership (e.g. dea-
leadership within a month
cons and elders); Youth Pastors; Senior
Pastors; Advisory
2. Engage youth in Number of regular Boards
Target group sharing the
Engage teens/ preaching and doc- preachers from 2018
Word (preaching)
youth in regular trinal classes this target group
pulpit ministry and
relevant assembly 3. Engage youth in our
Percentage of tar-
leadership annual church cal- Involvement of the target
get group involved 2019
decision-making endar and activities group in church activities
in ministry
processes planning

4. Allocate months or
Sunday when the Percentage of tar-
Youth participating in
youth can run the get group involved 2020
active ministry
church Sunday and in ministry
weekly services

CITAM STRATEGIC PLAN 2016 -2025 47

 Key Perfor- Timelines
Expected Responsibilities
Strategies Activities mance Indica- (By
Outcome (By Whom)
tors When)

5. Encourage the youth/ Percentage of tar-

teens to maximize Full utilisation potential get group involved 2025
their potential in ministry

Engage teens/ 6. Give the teens/youth

youth in regular platform to showcase
Percentage of tar- Youth Pastors; Senior
pulpit ministry and their gifts and talents
Exploitation of gifts get group involved 2023 Pastors; Advisory
relevant assembly while supporting
in ministry Boards
leadership them, but without
decision-making criticism
processes
7. Let the Teens
Teens’-led and Percentage of tar-
participate in church
teens’-initiated ac- get group involved 2025
missions and ministry
tivities in ministry
projects

48 CITAM STRATEGIC PLAN 2016 -2025

Strategic Objective 3: To strengthen sustainability of the institutions of marriage and family
through structured comprehensive programmes

Key Perfor-
Expected Timelines Responsibilities
Strategies Activities mance Indica-
Outcome (By When) (By Whom)
tors

1. Assembly Family Data base kept of

Seminars (in-house) couples attending
or outdoors & the church family
Couples Dinners programs.

Develop and 2. Facilitate Assembly Evaluation reports

implement family month. of each family
comprehensive seminar or activity Annually Pastor
marriage and family 3. Implement Parenting
Number of get-
programs seminars.
together forums held
4. Develop various annually
models of hosting
married couples care
groups

Increase Database kept of

participation of 1. Placing individuals in attendees to MCCG God fearing
married couples MCCGs =participation of 60% families
into the marriage by 2025
enrichment
programs 2. Attending married Retreat 1per year Record of those
couples retreats. counselled

3. Attendance of Young Monthly or bi-monthly

At least one Monthly or
couples (>5years) meeting.
session in a year Bi-monthly FACE Pastor.
fellowship
meetings
90% of those
taken through pre-
marital counselling
Number that has
4. Post-marital couple continue with
received post- marital
counselling. post-marital
counselling:
counselling
sessions during
the first 3 years

Standardized
1. Review and revise the
premarital curriculum
current curriculum.
in place.

2. Retreat for graduating Minimum of 2

PMCCs participants. meetings with PMCC
Standardize couple with a pastor
premarital before the wedding.
counselling 2 Classes
Healthy Christian
programs and 3. Individual PMCC annually in FACE Pastors
Families.
follow up to counselling with assemblies.
ensure sustainable Pastors before PMCC
marriages class.
Pastoral care beyond
4. Develop a pastor-
the wedding day
couple (client)
relationship and
establish pastoral
care beyond the
wedding day

CITAM STRATEGIC PLAN 2016 -2025 49

 Key Perfor-
Expected Timelines Responsibilities
Strategies Activities mance Indica-
Outcome (By When) (By Whom)
tors

Design and 1. Formation of care

implement groups and visitation
comprehensive to Widows, orphans,
Number of meetings
programs for the Aged and other
for these groups in a
widows, orphans special needs.
year.
and other groups
with special needs 2. Recognize groups
with special needs

3. Integrate these 1 Retreat for Monthly,

Evaluation reports
special groups in Spiritual Formation / Bi-monthly,
Healthy families
the family assembly Encouragement. 1 annual
as a result
programs (e.g. family event & FACE Pastors
of imparting
fest, etc.) Continuously
parenting skills to
within the
this category
4. Partnership with year.
institutions running
similar programs.

5. Identify and equip all 1 or 2 seminars on

the key stakeholders coping mechanism.
(pastors, parents,
leaders) to address
emerging issues
affecting the family

1. Develop and Bi-monthly parenting

Implement Baby training for Baby
Dedication dedication.
curriculum.

2. Participate in
Ensure that the Baby
Design and Parenting Seminars.
Dedication, and Healthy families
implement a
Parenting training as a result
comprehensive 3. Develop and
curriculum are in of imparting Annually FACE Pastors
parenting, teaching Implement a
place. parenting skills to
and training parenting curriculum.
this category
programs
4. Equip parents/
guardians to be
primary disciplers of Percentage of families
family units, hence with family altars
the establishment of
strong family altars

Form and establish

Singles teams to engage
Spiritually mature
Develop an active participation in
singles who
engaging and ministry. Monthly and
Monthly meetings for are involved FACE and Youth
robust program for Bi-monthly
the singles. 1 Retreat. enthusiastically Pastors
singles who are Participate in spiritual meetings
in church family
over 35 years of age formation and
growth
discipleship for personal
growth.

50 CITAM STRATEGIC PLAN 2016 -2025

Strategic Objective 4: To enhance growth, transformation, and multiplication of believers
through intentional discipleship and comprehensive involvement in the ministry of the church

STRATEGIES ACTIVITIES KEY PERFORMANCE DUE DATE RESPONSIBILITY

INDICATORS

Mainstream The Safari Develop initial curriculum and publish Published Safari 2017 Head of CED
initiative as the basic materials for all Safari stages Learners ‘work- book
discipleship tool for all and Facilitators’
CITAM Ministries Manuals

Run the first phase of Safari in all Certificate award for all 2017 Senior Pastors
CITAM congregations successful participants

Develop and publish Curriculum for Published Curriculum 2018 Head of CED/Head
various Schools envisioned in the of Missions/ Prayer
Safari (School of Ministry, School of coordinator
Missions, School of prayer etc.)

Review and publish the Safari Published Curriculum 2020 Head of CED
materials for use by the wider church
(Beyond CITAM)

Develop a Establish a school of ministry at every Published Curriculum 2020 Senior Pastors
comprehensive CITAM assembly Annual training
mechanism to calendar
increase members’
participation in CITAM
ministries.

Running an annual ministry fair and Continuous Senior Pastors

recruitment day at every assembly

Setting forth a specific ministry focus

every year that gives opportunity for
every member to participate e.g ‘buy
a shoe for a shoeless child’!
Develop a ministry charter

Entrench and nurture Preaching and Teaching on Yearly schedule of Continuous

holistic stewardship Stewardship teaching/preaching on
among CITAM stewardship
members. Personal Testimonies of
transformed lives

Develop and ensure availability of Library of published Continuous Head of CED

relevant and contextualized Bible resources
Strengthen research Study and Discipleship materials.
and publication of
Discipleship (CED) Develop and publish at least 2 Published study guides
materials for all age study guides and or Devotional
guides annually

Review and publish Daily Vocational Published DVBS Continuous

Bible School materials for use by the material
wider children church

Review and enhance Pastoral and Trained chaplains in

Chaplaincy support for CITAM schools/institutions
academies/institutions

CITAM STRATEGIC PLAN 2016 -2025 51

 STRATEGIES ACTIVITIES KEY PERFORMANCE DUE DATE RESPONSIBILITY
INDICATORS

Join the Global Intentional disciple List of partners 2017

Establish strategic making churches’ movement MOU on partnership
partnerships with
organizations that Support interested churches in running The Safari User Guide
major in discipleship the Safari in their own contexts

Adopt various disciple-making List of relevant disciple-

initiatives that are in line with making initiatives
the Safari

Host a leaders’ discipleship Schedule of the Every 2 years

conference Conference (s)

All verifications, recommendations, Recommendation to Continuous Senior Pastors

and membership recruitment to begin Church Membership
at the Safari Group levels and Ministry/leadership
participation be from on
Empower small the Safari Groups
groups as a platform Trained small Group
for discipleship and leaders
pastoral care
Map/zone out all areas for Senior Pastors/CED
effective coordination pastors

Appoint pastors and or elders to Senior Pastors

oversee every zone

Develop a systematic one-on-one CED Office

and enhance group discipleship
/ mentorship programme for all
church members

Enhance the recruitment process to

ensure that at least 70% of people
in all assemblies are registered
members and are actively involved in
the Safari Groups

Develop a comprehensive curriculum Relevant training 2019

for the CAMP program and Lay curriculum
Ministers

Equip members for ministry through Continuous Senior Pastors

Develop leaders for teaching & training for service in
effective ministry specific areas of ministry and to
programs counter the onslaught of other
religions, cults, and negative
cultural practices.

Establish a specialized ministry to Senior Pastors

empower and support members in
political, executive and professional
leadership for effective witness in
the market place

Partner with Theological training Continuous

institutions in training ministry leaders
and pastors in specific areas of
need e.g Counselling, curriculum
development, youth ministry, e.t.c

52 CITAM STRATEGIC PLAN 2016 -2025

STRATEGIES ACTIVITIES KEY PERFORMANCE DUE DATE RESPONSIBILITY
INDICATORS

Maximize use of media Publish an online CITAM Weekly – Collaboration between 2018
as a platform for targeting various areas of focus like Hope FM/TV and CED
discipleship initiatives family, sexuality, governance, etc.

Develop series of teachings on Continuous

various emerging issues on HOPE
media (Radio & TV)

Develop interactive online daily 2017 CED

devotional platform

Enhance scholarship Increase funding for the CITAM Criteria for scholarship 2018 Elders Council
and educational Theological scholarship fund to awards
support enhance theological training

Establish Secondary School and Criteria for scholarship Deacon Board

college scholarship Foundation awards
[Christ is the Answer Scholarship
Foundation]- pick bright children
from poor families and educate
them from High school to college in
partnership with our academies and
PAC University

CITAM STRATEGIC PLAN 2016 -2025 53

 Strategic Objective 5: To plant English-speaking multi-ethnic congregations in the 47 Counties
of Kenya and in other Strategic Cities of the world in partnership with equipped congregants
to be actively involved in personal and corporate evangelism
Key
Expected Timelines Responsibilities
Strategies Activities Performance
Outcome (By When) (By Whom)
Indicators
5 percent
1. Roll out school of At least 5%
increase in church February 28th Evangelism &
evangelism in every graduation of the
attendance 2016 Outreach Coordinator
assembly congregants annually
annually

Increased
participation
2. Monthly Pulpit Scheduled pulpit
in personal
emphasis on emphasis in assembly Annually Senior Pastor
and corporate
evangelism annual calendar
evangelism by our
members

3. Two annual training Graduation of Safari

sessions for safari Group members Numerical increase Evangelism &
Twice a year
groups in effective from the School of of the assemblies outreach Coordinator
evangelism evangelism

4. Annual Participation of at
congregational least 50% of the Numerical increase Assembly Missions
Annually
outreach week (Easter/ congregation in the in every assembly Pastor
September) annual outreach week

5. 2 CITAM wide Mobilization of all Numerical increase

Crusades annually congregations to and spiritual Evangelism &
Quarterly
(Heavens gates hells participate in 4 annual growth of the Outreach Coordinator
flames) crusades participants

Equip CITAM 6. Conduct two training

Graduation of at least Capacity building
members of trainers seminars for Evangelism &
two trainers from each of trainers for each Annually
for personal, at least 2 leaders per Outreach Coordinator
assembly annually assembly
corporate and CITAM assembly
market place 7. Develop and equip A resource centre Readily available
evangelism a missions resource stocked with relevant resources for Ongoing Head of Missions
centre evangelism material CITAM assemblies

At least 5% of our
8. Participate in the members of each
Numerical growth Evangelism &
global day outreach assembly participating Annually
of every assembly Outreach Coordinator
(last Saturday of May) in the Global Outreach
Day

Every ministry Numerical increase

9. Coordinated
participating in co- and spiritual Assembly Missions
outreach through Twice a year
ordinated outreach growth of the Pastor
ministry teams
initiatives annually participants

10. Adopt 4 shopping Every assembly

malls annually in adopting a mall and Holistic outreach to Urban Missions
Ongoing
partnership with the carrying out outreach mall patrons Coordinator
assemblies to the same

Heightened mutual
Three annual
11. Host three annual accountability and
forums for strategic Assembly Missions
strategic professionals harnessed synergy Quarterly
professionals and Pastor
and business forums among Christian
business people
professionals

12. Facilitate/participate Successful hosting Enhanced outreach

Urban Missions
in at least one sports of at least one sports to urban youth and Annually
Coordinator
tournament annually tournament numerical increase

54 CITAM STRATEGIC PLAN 2016 -2025

 Key
Expected Timelines Responsibilities
Strategies Activities Performance
Outcome (By When) (By Whom)
Indicators

1. Conduct a sustained A weekly evangelistic Numerical

Urban Missions
media outreach program on Hope FM increase of CITAM Weekly
Coordinator
Enhance CITAM’s programme & Hope TV congregants
outreach through
media and 2. Establish a functional
develop a follow integrated digital Enhanced outreach
up mechanism for A fully fledged
platform outreach and discipleship December Urban Missions
converts won outreach program on
which is inclusive of a through digital 2016 Coordinator
all media platforms
24/7 tele/counselling platforms
centre

Enhanced visibility
1. Leverage on 2 Two successful annual
of CITAM’s
existing corporate outreach programs Urban Missions
Embrace presence and Annually
functions for targeted in partnership with Coordinator
partnerships numerical increase
outreaches annually corporates
with like-minded in our assemblies
churches and
para-church
organizations in 2. Mobilize at least 5%
running outreach 5% of all CITAM Numerical increase
of our congregants
initiatives congregants involved in our assemblies
to participate in an Evangelism &
in an annual city wide and spiritual Annually
annual city wide Outreach Coordinator
stratified Evangelism growth of the
stratified evangelism
campaign participants
campaign in Kenya

1. Provide an
At least 10% of the Enhanced financial
opportunity for
annual missions resourcing for
giving during the Annually Head of Missions
budget raised during missions and
annual congregation
the week outreach
Provide outreach week
opportunities
for members to
2. Create an online Increased financial
give towards An online giving
giving platform for giving towards
CITAM Missions platform with a link to Ongoing Head of Missions
giving for missions missions and
and Outreach every assembly
and outreach outreach
initiatives

At least 20% of the Sufficient financial

3. Fundraise for church
outreach initiatives resources for Annually Head of Missions
planting initiatives
fundraised outreach initiatives

CITAM STRATEGIC PLAN 2016 -2025 55

 Key
Expected Timelines Responsibilities
Strategies Activities Performance
Outcome (By When) (By Whom)
Indicators

1. Hold business A strong network

A business community
community clubs in of business people Assembly Missions
club established in Annually
the church twice a impacting the Pastor
Prepare CITAM every assembly
year per assembly market place
members to
be effective
witnesses at the 2. Conduct an
An annual Christian
market place annual Christian Empowered
professionals Assembly Missions
professionals witnesses at the
workshop in every Pastor
empowerment market place
assembly
workshop
Annually

1. Host an annual An annual gathering

Strengthened
gathering for CU for all Christian
school ministry Assembly Missions
patrons and CU Union patrons and
and ministry Pastor
leaders in our CU leaders in every
opportunities
catchment areas assembly

2. Conduct an
annual leadership An annual leadership
Empowered CU
conference for conference for CU Assembly Missions
patrons and CU Annually
CU patrons and patrons and CU Pastor
leaders
Develop a CU leaders in our leaders
comprehensive catchment areas
outreach
programs 3. Engage in strategic
to learning Monthly outreach Conversions
monthly outreach
institutions programs to learning amongst students Assembly Missions
initiatives to learning Monthly
institutions in every in learning Pastor
institutions in our
assembly institutions
catchment areas

Enhanced
students ministry
4. Host annual career
An annual career and ministry
days for the students Assembly Missions
day in every CITAM opportunities to Annually
within our catchment Pastor
assembly learning institutions
areas
within our
catchment areas

1. Identify and offer

chaplaincy services Ongoing Chaplaincy
to at least one services to at least Assembly Missions
Pursue chaplaincy Ongoing
strategic institution one institution by every Enhanced ministry Pastor
opportunities within our catchment CITAM assembly impact to strategic
in partnership areas organizations and
with other
institutions
organizations and
institutions 2. Conduct annual
An annual training
training for existing Evangelism &
session for existing Annually
and targeted Outreach Coordinator
and targeted chaplains
chaplains

56 CITAM STRATEGIC PLAN 2016 -2025

 Key
Expected Timelines Responsibilities
Strategies Activities Performance
Outcome (By When) (By Whom)
Indicators

1. Carry out a feasibility A documented

Commencement
study of strategic feasibility report Church Planting
of church planting Annually
locations as per the on targeted church Committee
initiative
church strategy planting locations

2. Identify, train and

At least two key
deploy relevant
church planters Annually Missions Director
church planters and
deployed
missionaries teams
Commencement
3. Develop an of church planting
intentional ministry initiative
A functional school of
development
missions and church
program that will Annually Missions Pastors
planting with clear
serve as a pool of
curriculum
church planters and
missionaries.

Plant at least two

(2) cost effective 4. Every 5 year old
CITAM churches CITAM congregation
Viable congregation on Every Three Assembly Missions
every year (in spearhead a church A church planted
the ground Years Pastor
strategic locations plant at least every
in Kenya by 2025) 3 Years

At least one ministry

partner (for each Sufficient human
5. Identify strategic
church plant) willing and financial
partners for the Annually Missions Director
to either fund, train resources for
church plants
or offer relevant church plants
personnel

6. Carry out evangelistic A nucleus gathering

Campaigns in the regularly for Every Three
A functional church Missions Director
identified locations discipleship and Years
for church plants. fellowship

7. Build a land bank by

Procurement of the
acquiring in at least Procurement of the
land and acquiring Annually Missions Director
one strategic urban lands
the title deed
location annually

1. Identify, train
A successful
and commission Commissioned
Engage bi- completion
international migrants and Deployed Urban missions
vocational, lay of a hundred Bi- Annually
(Expatriates, executives, international Coordinator
and associate commissioned
international business migrants
ministers as international migrants
people and students )
CITAM church
planters and
missionaries 2. Develop a policy Have an approved
Enactment of the Missions Director and
framework for policy by the elders Aug-16
policy Elders Council
engagement council in place

CITAM STRATEGIC PLAN 2016 -2025 57

 Key
Expected Timelines Responsibilities
Strategies Activities Performance
Outcome (By When) (By Whom)
Indicators

1. Carry out a feasibility

A documented
study of strategic Commencement
feasibility report After every Church Planting
locations in Nairobi as of church planting
on targeted church three (3) Years Committee
per the CITAM church initiative
planting locations
planting strategy

2. Identify, train and A commensurate Commencement

deploy a relevant number of church of church planting Annually Missions Director
church planting team planters available initiative

Plant at least one 3. Establish a ministry A functional school of Trained,

CITAM church in a development program missions and church commissioned and
Annually Missions Director
strategic location that will provide a pool planting with clear deployed team of
within the Nairobi of church planters curriculum church planters
Metropolis every
two years
At least one ministry
4. Identify strategic partner (for each Sufficient human
partners for the church church plant) willing and financial
Annually Missions Director
plant in strategic to either fund, train resources for the
location or offer relevant church plant
personnel

5. Carry out evangelistic A nucleus gathering

campaigns in the regularly for Every Three
A functional church Missions Director
identified locations for discipleship and Years
church plant fellowship

1. Carry out a feasibility A documented

Commencement
study of strategic feasibility report After every two Church planting
of Church planting
locations as per the on targeted church (2) Years committee
initiative
church planting strategy planting locations

Plant a
2. Identify, train and A team of at least five Commencement
multi-ethnic
deploy relevant (5) key church planters of Church planting Annually Missions Director
congregation in
missionary teams available initiative
strategic Cities of
the world every
two years 3. Establish a ministry A functional school of Trained,
development program missions and church commissioned and
Annually Missions Office
Have every CITAM that will provide a pool planting with a clear deployed team of
congregation of missionaries curriculum missionaries
that has been
in operation for
At least one ministry
five (5) years
4. Identify strategic partner (for each Sufficient human
spearhead
partners for the church church plant) willing and financial
planting of an Annually Missions Director
plant in strategic to either fund, train resources for the
Assembly in every
locations or offer relevant church plant
three (3) years
personnel

5. Engage in strategic At least thirty (30) Commencement

Every two
and relevant outreach potential members to of church services Missions Director
Years
activities establish the Church and fellowships

58 CITAM STRATEGIC PLAN 2016 -2025

 Key
Expected Timelines Responsibilities
Strategies Activities Performance
Outcome (By When) (By Whom)
Indicators

A documentation that
1. Get update
is verified by at least Priority unreached
information of the
3 recognized Christian people group
unreached people
bodies.(Churches and identified.
group in Kenya. After every 3 Northern Kenya
parachurches)
years Missions coordinator

2. Fact finding trip to Updated record

unreached people Fact finding report of at least 5
Focus CITAM every year/annual after every year unreached people
ministry to 5 fact finding trip group every year
priority unreached
people in Kenya Need analysis
report for at least 10 Report available Northern Kenya
3. Need analysis 3 years
unreached people every three years Missions coordinator
group within 3 years

Rescued
4. Establish and run A documented report
rehabilitated, Children Centre
a children rescue and a functioning on going
reintegrated manager
centre. rescue centre.
children

1. Annually awareness
Annually awareness At least 5
campaign in
campaign in all our missionaries Northern Kenya
assemblies, 2 years
assemblies and 5 responding for the Coordinator
Recruit and theological college
theological universities call;
send five trained and universities
missionaries
to 5 unreached To raise 10
Updated online
peoples in Kenya. 2. Develop online potential
mission platform Every quarter/
and Newsletter missionary Head of Missions
quarterly and annual Annually
awareness. available for
newsletter
recruitment

1. Arrange for annual

missions networking
A successful annual Missionary
Seek to partner forums for key Northern Kenya
networking forum for resource pool for Annually
with like-minded leaders(mission coordinator
50 key leaders redeploy
churches and leaders in churches
church planting and organizati0n)
organizations in
Kenya and other establish
parts of the world Exhibit in three partnership with at Every two Northern Kenyan
2. Exhibit in institutions
institution annually least one institution years coordinator
after 2 years

1. Identify and recruit

a professional
personnel to manage
At least two years
Run CITAM and overseer field
missions Initiates project
sustainably At least 2 million
Annually Head of missions
through income a year
generating 2. Annually fund raising
An annually fund
projects. events from our
raising event taking
partners and CITAM
place
churches

3. Need assessment
The person is recruited profitable projects Jun-16 Head of missions
report

CITAM STRATEGIC PLAN 2016 -2025 59

 Key
Expected Timelines Responsibilities
Strategies Activities Performance
Outcome (By When) (By Whom)
Indicators

1. Create awareness
Information distributed At least 50
in churches and
Establish and to CITAM assemblies responses every Annually Northern Kenya
Christian bodies and
run an internship and institutions year
institutions
program for
mobilizing
missionaries 2. Conduct short term
Will have conducted At least 20 People
training and induction Annually Northern Kenya
one month training qualified.
program

1. Map out and deploy

Committed and
relevant staff to Identified and Urban Missions
multiplying Annually
targeted locations deployed staff coordinator
disciples
and groups

2. Establish an
intentional and Committed and
Annual relevant Assembly missions
focused relevant multiplying Annually
Enhance CITAM outreach programs pastor
outreach program in disciples
outreach to the assemblies
unreached
communities and
groups in urban 3. Establish forums
centres for countering the Believers equipped
Annual forum of Assembly missions
advance of the Cults, to defend Christian Annually
engagement pastor
occults and false faith/
teaching

4. Partner with strategic

Identified and engage
media houses in Enhanced media Urban Missions
strategic media On going
addressing current outreach coordinator
houses
and emerging issues

60 CITAM STRATEGIC PLAN 2016 -2025

Strategic Objective 6: To mobilize CITAM in articulating Biblical response to matters of
Social Action, Advocacy and Governance and increase the influence of church through
deeds (action).

Key Performance Expected Timelines Responsibilities

Strategies Activities
Indicators Outcome (By When) (By Whom)

1. Recruit and train

a core team A skilled emergency
A rapid response
for emergency response team in every Apr-16 Mission Pastors
team within 24hrs
response in each assembly
assembly

2. Organise drills
Increased level
to prepare our Every
of preparedness
members on how to One successful drill alternate Mission Pastors
Establish amongst our
respond to natural September
an effective members
disasters
mechanism in
responding to
3. Carry at least out
natural and national Increased
one sensitization
disasters A successful sensitization awareness
program per Annually Mission Pastors
program amongst our
year- on disaster
members
management

4. At least 100 ,000/=

Budget allocation Available kitty for
Approved budgetary
for emergency initial response to Annually Mission Pastors
allocation
response in every an emergency
assemblies

A sustainable
1. Identify and partner
rescue,
with at least two Two structured Missions Office &
rehabilitation Annually
existing institutions partnerships Mission Pastors
and reintegration
for referrals
programs

Expand and scale 2. Training the

Ongoing
up our approach counsellors &
A readily available trained interventions
to rescue, Missions & Outreach Annually Mission Pastors
team towards the
rehabilitation and teams in our
vulnerable
re-integration of assemblies
the vulnerable
members of the 3. Design a mentorship A well-documented &
Discipled Kiserian Centre
society program for functional mentorship End of 2016
Children Manager
Kiserian Centre program in place

4. Design an exit Effectively

A well-documented &
program for the reintegrated Kiserian Centre
functional exit program End of 2016
children in Kiserian Kiserian children Manager
in place
Centre into the society

Mobilise CITAM Establish a relief

Holistic
constituents and development An officially registered
engagement
to be engaged agency as a vehicle relief & development June 2016 Head of missions
with targeted
in community for community Agency
communities
transformation transformation

CITAM STRATEGIC PLAN 2016 -2025 61

 Key Performance Expected Timelines Responsibilities
Strategies Activities
Indicators Outcome (By When) (By Whom)

1. Establishing a
Pro-active
Justice and Peace A registered and
engagement September
commission as a functional Justice and Head of missions
with National & 2016
platform for carrying Peace commission
emerging issues
out Advocacy

2. Leverage on legal
expertise in our Timely and active
Functioning forums
assemblies to engage engagement
of engagement in our Ongoing
and interrogate on current &
assemblies
relevant national and emerging issues
county legislation

3. Running two annual

campaigns in our Heightened
Two Successful Assembly Mission
assemblies for the conservation Twice a year
Enhancing CITAM’s awareness campaigns pastors
conservation of flora awareness
prophetic mandate
and fauna.

4. Establish a
mechanism in our
assemblies for
mentoring, harnessing Effective and
and maximizing A successful mechanism engaged Assembly Mission
Ongoing
leadership and in every assembly witnesses at the pastors
professional capacity market place
for CITAM members
in public and private
sector

5. Equip and mentor A successful mentoring Equipped God

Christians for political program for 2017 & 2022 -fearing political July 2016 Head of Missions
office elections leaders

62 CITAM STRATEGIC PLAN 2016 -2025

Strategic Objective 7: To employ the Media as a tool for outreach, information, education,
entertainment, and as an agent of godly influence and social transformation.

Key Performance Expected Timelines Responsibilities

Strategies Activities
Indicators Outcome (By When) (By Whom)

Feedback from listeners

1. Strengthen our fre- from places not reached
quencies nationally so farming Nyeri, Meru,
Kakamega

increased pres-
Increased Facebook reach 1 year After
ence and interac-
2. Employ relevant staff from the current 220,0000 Radio Digital Head of Media
tion on all social
- to at least 1m migration
media platforms

Feedback from those who

Expand media 3. Avail programmed on visit our website and leave
outreach and podcast/online their comment on the
coverage programmed

4. Avail programmed on 1. New believers

electronic platforms converted 2. Dec 2017
Installed equipment and
(iPTV, Mobile, Social Increased audi- installation Head of Media
activated platforms.
media, satellite, Con- ence 3. Satisfied and
tent on demand etc.) clientele

December
5. Explore buying rele-
Nero included in our reach 2016 and Media Board
vant frequencies
continuous
Increased on-air
1. Set aside specific air- questions
A running discipleship 2016 and
time that target New Head of Media
programs continuous
Believers.

2. Turn CITAM approved A maturing audi-

discipleship material A running discipleship ence evidenced 2016 and
Head of Media
into broadcast for- programs by having new continuous
Develop a
mat. questions
comprehensive
discipleship
3. Develop continuous
programmed
on-air, online and so- Dynamic feedback
for electronic 2016 and
cial media campaigns -New listeners and Head of Media
and multi-media continuous
towards listeners new content
platforms Available discipleship
spiritual maturity
content for on air, online,
social media
Increased
4. Identify organizations
facilitators from
that can partner to 2016 and
other churches in Head of Media
offer discipleship continuous
the discipleship
on-air
program

CITAM STRATEGIC PLAN 2016 -2025 63

 Key Performance Expected Timelines Responsibilities
Strategies Activities
Indicators Outcome (By When) (By Whom)

1. Analyse current
programming using Better KARF
2016 and
research findings Purchased research data ratings for Hope Head of Media
continuous
towards sustained Media.
relevance

Increased December
2. Increase coverage of Having correspondents
Provide listenership and 2016 and Head of Media
county News covering every county
nourishment, viewership continuous
information
and education An audience that
programs Have a weekend re-airing
is educated, in- December
3. Enhance coverage of of the Beacon as “ week
formed, nourished 2016 and Head of Media
global Christian News that was” in Christian
and growing in continuous
News
numbers

December
4. Establish an optimally Smooth transmis-
Fully functional TV station 2017 and Head of Media
functioning TV station sion of programs
continuous

1. Enhance outreach Consistent Participation Increased partici- December

to youth through by CITAM and other Youth pation and listen- 2018 and Head of Media
outdoor events Pastors ership by 15% continuous

Growing interac-
Enhance tion and attention December
Consistent coaching of
our creative from youth on our 2018 and Head of Media
volunteers on air
outreach to the youth targeted continuous
youth fraternity 2. Enhance outreach slots
and discipling of
Teens
Introduce a throughout Increased par-
December
show for Teens that goes ticipation and
2018 and Head of Media
beyond on air studio to listenership of the
continuous
their base teen by 25%

1. Have an active
Provide Increased
counselling unit in all
counselling Create a comprehensive feedback and December
CITAM Assemblies
services on database of all listener satisfaction from 2017 and Head of Media
that tasks referrals
24 hour basis response the counselee by continuous
from on air triggered
incorporating 50%
cases
technological
protocols
(Virtual Private 2. Install all necessary Create a platform for To offer better December
Networks technological plat- Feedback from those who services based on 2020 and Head of Media
(VPNS)/ forms come for counselling their feedback continuous
Multiprotocol
Label Switching
Use ERP to effectively A satisfied December
(MPLS) 3. Employ a counselling
store important counsel- counselling based 2017 and Head of Media
telephone) coordinator for media
ling related data audience continuous

64 CITAM STRATEGIC PLAN 2016 -2025

 Key Performance Expected Timelines Responsibilities
Strategies Activities
Indicators Outcome (By When) (By Whom)

1. Develop a mentorship
For the mentee
program that targets Youth Pastors recom- December
to serve both in
Establish a the CITAM Youth with mendation list for youth to 2020 and Head of Media
Media and the
platform to talent and desire for be mentored continuous
Church
exploit and media related fields
utilize creative
skills within 2. Avail audition and
More participation
CITAM family for basic training oppor- December
Invites for Pastor’s audi- and ownership by
media tunities for Pastors 2020 and Head of Media
tions CITAM family in
who would like to get continuous
Media ministry
involved in media

1. Have online coun- Increased Dias-

December
selling that links Increased online partici- pora listeners
2018 and Head of Media
listeners with church pation in counselling
continuous
counsellors programs

December
Offer church 2. Have Live church ser- Buy outside broadcast Increased “church
2016 and Head of Media
ministry on a vice airing quarterly equipment voice” on air
continuous
virtual platform
3. Have a compre-
increase listener-
hensive system of
Have a database of all ship and growth
airing sermons from
aired programmed in the different
the different CITAM December
assemblies
assemblies 2016 and Head of Media
continuous
1. Partner with Christian Spiritually Mature
Universities towards Feedback on live pro- staff sound
staff Training on grammed throughout the
Develop and Theology different shows
implement a
programmed to 2. Develop periodic
train media staff theological training
in sound biblical for all staff with
Satisfied listeners
doctrine CITAM Pastoral Have all staff trained
and viewers
Team to synchronize
response on theologi-
2016 and
cal and life questions Head of Media
continuous
1. Revive Spotlight
Be a strong, well
programmed or
Increased coverage of known platform
its equivalent as
church stand on relevant of the voice of
platforms for the
matters in the nation the church in the
church to be heard
Develop nation
on current issues
programs
that enhance 2. Enhance News cover-
Ensure every news bul- Increased
CITAM’s age on church stand
letin has a church story / listenership and
prophetic voice and participation in
church position viewership by 25%
on societal national issues
2017 and
issues Head of Media
continuous
3. Enhance participation
in government and Membership in Christian
The number of
other forays that dis- Media Associations and
policies influenced
cuss issues affecting other lobbying bodies
media in the country

CITAM STRATEGIC PLAN 2016 -2025 65

 Key Performance Expected Timelines Responsibilities
Strategies Activities
Indicators Outcome (By When) (By Whom)

1. Providing media part- Increased listenership, 2017 and

Partner Head of Media
nership on events viewership and revenue continuous
with other
like- minded Brand visibility by
organizations 2. Church visits and 30%
to fulfil the CSR, prisons, hospi-
Increased listenership, 2017 and
outreach tals, crusades, door Head of Media
viewership and revenue continuous
mission to door, road shows
etc.

1. Regularize Friends
of Hope and other Annual meeting to recruit Met annual finan- 2017 and
Head of Media
partners’ communi- and appreciate partners cial targets continuous
cation

2. Work with CITAM

Bishop and senior
pastors to establish
Have a database of new
a system where Increased revenue 2017 and
customers and Friends Head of Media
members will take by 20% continuous
of Hope
ownership of Hope
Media and support in
Establish
advertising
an effective
resource
mobilization Be a well-known
3. Brand visibility
mechanism Increased feedback from station that cannot 2018 and
through on-line and Head of Media
satisfied clientele be ignored by continuous
outdoor advertising
clients

4. Empower the
marketing team Employ relevant media 2017 and
Head of Media
through training and staff Increased adver- continuous
motivation tising scope and
revenue by 20%
Keeping a database of
5. Send devotions to our 2017 and
listeners and viewers Head of Media
listeners and viewers continuous
enrolled

66 CITAM STRATEGIC PLAN 2016 -2025

Strategic Objective 8: To raise a generation of God-fearing leaders through
academic excellence.

Key
Expected Timelines Responsibilities
Strategies Activities Performance
Outcome (By When) (By Whom)
Indicators

2016 and
Increase the continuous
1. Put in place
number in top 100
mechanism for high
Mechanism in place candidates within
academic performance
the county to a High schools
and excellence
minimum of 5 by
2016 C+
2017 B-

Get relevant 2018 B-

2. Develop a robust Resources
performance Functional
measurement tool with academic
Clear KPIs through Department
balance score card
(Course books,
market place 2021 B
mentorship)

Develop a culture
of excellent
academic
performance to 3. Build a powerful
attract and retain sense of ownership
Refined remedial 2022 B+
clientele spirit in the enterprise.
Ready Exams bank programmes in
Nurture, empower and
place.
link pay to business
performance.

2024 B+

4. Develop a robust
reward and celebrate Reward system for 2025 A+
Motivated
system. Good Bonus good performers in
teaching staff
schemes for best place
performing staff.

4. Develop and manage

No dropping out
Scholarship Fund, for Scholarship Fund in
of a bright learner
bright, talented and place
due to school fees
needy Learners.

CITAM STRATEGIC PLAN 2016 -2025 67

 Key
Expected Timelines Responsibilities
Strategies Activities Performance
Outcome (By When) (By Whom)
Indicators
5. Engage a professional
to rebrand hence
create an image that
resonates with the
CITAM culture of
Develop a culture excellence, reflected
of excellent in the school Rebranding
Rebranding CITAM
academic image through the CITAM Learning
Learning Institution –
performance to building structures, Institution – value
value proposition
attract and retain well maintained proposition
clientele compounds, well-
groomed learners
with clean uniform,
desks, chairs and
face lifts that reflect
quality.

1. Establish and
maintain transparent
processes and Strong internal
procedures for controls
accountable
documents

2. Have proper
Financial strength
budgetary and
of the learning
Attain sustainable financial systems and Attain sustainable
institutions 2016 and
financial controls. financial Principals
continuous
independence 3. Aggressive, independence
consistent and Timely collection of
maximum fees fees from all pupils/
collection as per fee students
policy.

4. Stagger the fee

Constant cash flow
payment with the
for the running of the
bulk in first and
institutions
second term

1. Strategic, intentional
staff recruitment, Staff and learners
while partnering ability to articulate Staff with
with CITAM CED, and share the Vision, appropriate
PAC University and Mission and the Core knowledge, skills DB
other institutions values of CITAM and right attitude
Develop and to develop and and to share their on board;
implement a implement suitable Christian faith.
programme to staff programs.
recruit and train
staff on sound
biblical doctrine to Pupils educated
effectively integrate in a holistic
faith and learning. manner, with a
well-balanced
2. Promoting a culture of Academic excellence character,
Principals
academic excellence in CITAM learning qualifying to and
being accepted by
quality secondary
schools and
universities.

68 CITAM STRATEGIC PLAN 2016 -2025

 Key
Expected Timelines Responsibilities
Strategies Activities Performance
Outcome (By When) (By Whom)
Indicators

3. Encourage Staff
to share their faith
with learners during 2018 and
Assembly, Class continuous
Develop and devotions, Bible Clubs,
implement a Green Pastures etc.
programme to
Grounded staff and Knowing God
recruit and train
learners in the Word and making Him
staff on sound
of God known
biblical doctrine to
effectively integrate 4. Intentional inclusion
faith and learning. of Christian values within
learning programmes
through Christian
Religious Education

1. Establish and Appointed Chaplain

Spiritually nurtured
institutionalize as with guidance and
learners and staff
chaplaincy counselling program

2. Establish a
comprehensive outreach
Comprehensive
and discipleship Mature learners
outreach and
programme for learners, ready to share the
discipleship
parents/guardians and gospel
Establish and programme in place
other relevant stake
Maintain qualified
holders
Guidance,
Counselling 2016 and
3. Use learning
and Chaplaincy continuous
institutions activities Deputy Bishop
services to the
for discipleship e.g.
school community
days for Prize Giving, Increased
in all the CITAM Events taking place
Talent, Open, Sports, visibility of CITAM
Learning in CITAM grounds
Swimming Gala Days, institutions
institutions
PTF AGMS, Prayer
Break fasts, CITAM
DVBS.

Impacting the
4. Introduce Junior Safari activities and school community
Safari and form an an alumni forum in with the Word and
alumni association place Gospel of Jesus
Christ

CITAM STRATEGIC PLAN 2016 -2025 69

 Key
Expected Timelines Responsibilities
Strategies Activities Performance
Outcome (By When) (By Whom)
Indicators
1. Develop architectural Conducive From 2016- Principals
Well designed and
brand for all our learning learning 2015 VC’s
refurbished facilities
institutions environment DB
2. Construction of
swimming pools in the Swimming pools Extra-curriculum
CITAM schools starting available in most of activities; Efficient
with Buruburu, Kisumu, the schools teaching methods
Ngong
Establish and
Equip learning 3. Construction of
institutions with dining hall, kitchen, Number of new
modern learning learning resource centre facilities started and Enhanced comfort
resources in Woodley, Kisumu, completed within a of the learners
Nakuru, Eldoret, Athi year
River….

Excellent
Evidence of
educational
4. Develop a creative E-classroom,
institution of
arts centre and E-books, E-boards, 2017 and
choice comprising
Science laboratories E-teacher, Over-head continuous
high performing
projectors.
Learners.

1. Broaden the
curriculum to include Principal
foreign languages and
other special subjects
Comprehensive Diversity in clients
e.g. music, art and
curriculum in place base
design, Vocational
training, IGCE/ GCE,
ACE, Sports academy
etc.

2. Develop an attractive,
Increased visibility All staff
Marketing of CITAM comprehensive and Interactive CITAM
of CITAM learning
Institutions to interactive CITAM website in place
institutions
attract and retain Schools web-site

Number of
Networking 2018 and
3. Establish network organizations
and partnership continuous
with other Learning partnering with
Clientele with other
institutions CITAM learning
organizations
institutions

4. Marketing
publications (soft and Increased visibility
Availability of
hard copies) including and reputation of
marketing materials
an attractive set of CITAM learning
and publications
brochures, newsletters institutions
and Year-Book

5. Facilitate the
Active participation
motivation of staff/ Supportive
by parents, learners
parents and learners community for
and teachers in
through the award of sustainability
School activities
prizes or fees discounts.

70 CITAM STRATEGIC PLAN 2016 -2025

 Key
Expected Timelines Responsibilities
Strategies Activities Performance
Outcome (By When) (By Whom)
Indicators

1. Introduce sporting Principal

Number of trained Trained teachers
programs and develop
teachers on talent ready to nurture
appropriate sports
development talents
facilities

Develop a
2. Organize swimming,
mechanism to Number of
athletics, sports, Increased visibility
identify and nurture competition events 2018 and
Music, French & Drama and reputation
talent in CITAM held within a year continuous
competitions
institutions of All staff
learning
3. Participate in Zonal,
Increased
District, Provincial and Number of trophies
reputation of
National competitions; won from various
CITAM learning
debating & science competitions
institutions
congress

1. Carry out a need Principal

Need-based
assessment to identify Needs Assessment
benchmarking
the weak areas that Report
visits
require improvement
Benchmark with
like-minded 2. Plan and coordinate Planned,
institutions visits by the learners and organized and
to establish staff with bench-marked well-Coordinated
DB
partnership partners Number of visits 2017 and
and exchange benchmarking visits continuous
programmes for in a year
teachers and 3. Conduct exchange
Local and
leaners for best programs both locally
international visit
practices and internationally.

4. Organize platforms for Implementation

Reporting sessions
analyzing and reporting of the lessons
conducted
to the rest of the team. learned

CITAM STRATEGIC PLAN 2016 -2025 71

 Strategic Objective 9: To establish an efficient and effective governance and administration
system that facilitates quick, smooth and robust service in all CITAM operations

Key Performance Expected Timelines Responsibilities

Strategies Activities
Indicators Outcome (By When) (By Whom)

Increased
1. Map out and efficiency in
2019 (It
implement areas of Document detailing service delivery
should take
decentralization for the scope of the *Delegated The Bishop
a pvwhased
Review the improved internal decentralized plan authority
approach)
governance, processes *Consistency in
management service delivery
& operational 2. Revise the financial
*Shorter lead time
structures approval matrix to adopt *Review and adoption of
for payments and 2016 The Bishop
to achieve to current changes in a new approval matrix
decision making
an optimal Church growth
decision
making matrix 3. Carry out a SWOT
for enhanced analysis of our structures *Eradication of
*A detailed document
synergy & policies to align with the bureaucratic
outlining areas that need Q1; 2016 The Bishop
the new strategic plan red tape *Revised
to be amended within the
organizational
CITAM system
4. Consultancy for best structure
practice review
*A performance
driven culture
*Individual staff appraisal
1. Engage continuous *Objective
reports *Concrete
awareness performance remuneration Q1, 2016 The Bishop
employee management
management campaigns and promotion
system
plan *Systematic
succession plan
2. Review the current HR *Revised HR Policy for
policy manual *Review *Motivated staff
best-fit organization
the organogram to *Equity in staff
in tandem with the
include the expertise cadres *Attraction
changing market trends
of a legal department and retention of
*Relevant legal advice
*Identification and qualified staff
Review the HR provided for CITAM staff
approval of rewards
management and property *Reduce
strategy to 3. Identification and legal costs
increase the *Reward systems Q2, 2017 DFA
approval of rewards
attraction;
*Improved staff
development
performance
and retention of
*Growth of
competent staff
employees’ skills
4. Link all training to the *Annual training schedule and competencies
individual Balance Score for all staff *Mentorship/ *Optimization of
Card *Staff training and Coaching plan for staff CITAM’s resources Ongoing DFA
development (Learning *Widely distribute staff *Reduced
and Growth) manuals supervision
*Deliberate value
addition to the
lives of each
employees
Optimize the
research and
*Implementable
development
*Needs assessment innovations
function to 1. Carry out a needs
plan for CITAM units and *Unique products Ongoing The Bishop
enable CITAM assessment mechanism
assemblies *Competitive
seize relevant
advantage
growth
opportunities

72 CITAM STRATEGIC PLAN 2016 -2025

 Key Performance Expected Timelines Responsibilities
Strategies Activities
Indicators Outcome (By When) (By Whom)

1. Develop and imple-

ment a comprehensive *A comprehensive con- *A conducive work
Q4, 2016 DFA
plan for construction of struction plan environment
CITAM facilities

*Optimized main-
Facilitate the
tenance and sup-
development 2. Standardization of
port *Enhanced
of an effective facilities to ensure con- *Standard manuals &
brand presence Ongoing DFA
and efficient sistency and regulation policies
*Consistent quality
infrastructure across the ministry
of service across
the ministry

3. Embracing new tech- *Enhanced effi-

*State of the art facilities
nologies to leverage on ciency *Increased Ongoing DFA
and equipment
cost, time and quality productivity
1.Induction and reori-
*Reduction of
entation of new and *Shared knowledge
grapevine
current staff
2. Establish and main-
Communication logging Effective commu-
Establish tain a communication
in place nication
an effective log
communication 3. Channel & Re-chan-
Mechanism of informa- Timely information
strategy nel information to the Ongoing DFA
tion flow in place flow
with a clear relevant offices
implementation 4. Maximization of the Optimal utilisation
Level of usage of the
framework integrated system for of the available
available system
reporting resources
5. Develop a feedback
Effective commu-
and follow-through Mechanism in place
nication
mechanism
1. Design and install rel-
evant protective security
systems of property *Achieve the
(tangible & intangible) *Risk register security threshold
and persons that are to best-fit
structural and embrace
modern technology
*Stakeholders
2. Carry out a security
*Security Policy security-conscious
systems SWOT analysis
raised
Establish a 3. Rigorous continuous *Safety of persons
*Regular security reports
responsive and security education and property
compact security Ongoing DFA
4. Development of a
strategy *Security levels register
security policy
5. Regular physical *Reduced security
*Availability of a security
security audits incidences
execution plan
6. Creating control
approaches

7. Design counter-ter-
rorism protective Develop a counter-terror- *Security respon-
measures ism policy siveness

8. Networking and
partnerships

CITAM STRATEGIC PLAN 2016 -2025 73

 Key Performance Expected Timelines Responsibilities
Strategies Activities
Indicators Outcome (By When) (By Whom)

1. Comprehensive *Prudent use of

*Budgeting schedule
budgeting process resources

Develop and 2. Development of Ongoing DFA

implement an *Timely service
annual procurement *Procurement plan
operational delivery
strategy plans

3. Creation of an ICT *Reduced budget

ICT strategic plan
strategic plan overrun

74 CITAM STRATEGIC PLAN 2016 -2025

Strategic Objective 10: To initiate and/or grow profitable and sustainable investment
ventures so as to contribute financially to CITAM vision and mission.

Key Performance Expected Timelines Responsibilities

Strategies Activities
Indicators Outcome (By When) (By Whom)

1. Carry out an
extensive feasibility
Feasibility report
Scout and study *Research and
appraise development
business
*Running
proposals 2. Put together a
profitable
which may technocrat board that
businesses
include mergers, will review the proposals Continuous DFA
Business board *Viable business
acquisitions and will at the same
ventures with
and start-ups time be facilitated
optimal returns
for viability financially
(profitability and
risk appetite) Net present value
3. Develop business
*Payback period *Internal
indicators/parameters
rate of return

Develop and
approve a *Develop a standard *Efficient and
business plan best fit business *Approved business plan profitable Continuous DFA
for the approved template business
venture

1. Negotiate favourable
*The selected financier(s) *Prudent use of
interest rates from the
Explore and = Available funds resources *Net
financier
evaluate funding profit margins
Continuous DFA
options, selecting (pre-tax) that
2. Leverage on strategic
the most optimal *Signed financial contract surpass the cost
partnerships for
offer = Available funds of funding
resource mobilization

*Implement an
operational strategy that
includes a staffing and
marketing plan *Lay *Operational profitable
Execute the *Increased
down the necessary business *Motivation and
approved revenue for Ongoing DFA
relevant infrastructure retention of competent
business plan CITAM
efficiently within the staff
given timelines *Prudent
management of
resources/facilities

*Determine a rate of
return within a given
stipulated period
*Establish periodic
reviews *Develop
a monitoring and *Regular financial reports
Create business
evaluation plan *Periodic reviews of the *Sustainable
sustainability Ongoing DFA
*Develop a wind-up business plan *A wind up businesses
strategies
plan for unprofitable plan *
ventures*Implement
cost-cutting measures
creatively *Dispose
any asset not making
business sense

CITAM STRATEGIC PLAN 2016 -2025 75

 Key Performance Expected Timelines Responsibilities
Strategies Activities
Indicators Outcome (By When) (By Whom)

*New business
sectors like:
*Analyse and take a
*Agricultural
decision after studying
sector *Education
Identify key the economic trends.
*Health *Financial *Every 3 years
sectors for new * Submit the report *An approved report and
Services Sector at the point of DFA
business against to the Deacon Board feedback
(e.g. DTM SP review
global trends for consideration. *
Banks) *Energy
Receive feedback for
*Real Estate/
implementation
Construction
*Hospitality

*Review policies for

best fit *Development
*Self-sustaining
Decentralize of structures to support
business
operational decentralization
*Revised policies *New units *Efficient
functions for all *Capacity building
structures *Regular service delivery Q2, 2016 DFA
businesses to run *Optimization of
reports *Customer delight
with their own technology *Cascade
*Surplus from the
cash flows the function
business units
*Implementation of the
decentralization plan

*Sustained
*Set and agree
contributions
contribution targets
Ensure all to the central
unique to each
businesses *Actual cash transfers to kitty *Increased
business *Submit the
contribute a the central kitty *Monthly contributions to Q4, 2016 DFA
contributions on a
percentage to the financial reports the central kitty
monthly basis *Monitor
central kitty *Empowered
and evaluate financial
heads of
performance
department

Review and *Review all existing

*Reviewed
develop business plans
and developed
comprehensive *Develop business *Consistency
comprehensive
business plans plans for newly in the
business plans *Official Q2, 2016 DFA
for old and newly established ventures implementation of
communication from the
established *Submit the plans to the business plan
governance bodies (e.g.
investment relevant governance
via minutes)
venture bodies

*Enhance the usage

Reward staff of the Balance Score *Increased
through various Card *Set and agree ownership of the
schemes performance targets *Staff satisfaction business venture
to enhance *Deliberate training and *Appraisal and training *Motivated staff Ongoing DFA
performance and intentional capacity reports * *Reduced attrition
increase staff development *Create *Increased
retention competitive reward productivity
schemes

76 CITAM STRATEGIC PLAN 2016 -2025

ANNEX 2: DETAILED SWOT ANALYSIS PER
AREA OF OPERATION

STRENGTHS WEAKNESSES

Corporate – CITAM Corporate – CITAM

1. Governance structure- a leadership structure that 1. Inadequate financial mobilization of our
makes for smooth transition at critical leadership constituents from the pulpit.
levels 2. Over centralization of systems and structures
2. Embracing technology- integrating electronic resulting in heavy bureaucratic red tape.
payment of tithes and offerings 3. Lack of clarity and shifting approaches in the
3. Our discipleship program (The Safari) running of our institutions & units.
4. Holistic Ministry (Children, Youth and Adults) 4. The absence of a clear communication strategy.
5. Established church systems and procedures 5. Non-strategic financial expenditure/investments.
6. Respected and influential middle class 6. Over confidence and a sense of complacency
congregation 7. Poor implementation of policies and strategies.
7. Endowed financial and human resources 8. Inferior multimedia equipment in places of worship.
8. Good facilities 9. Sloppy and mediocre staff performance
9. Financial accountability and integrity. 10. Centralized operational structures
10. Qualified and competent staff 11. Unsustainable capital projects
11. Unlimited lay leadership potential. 12. Inflexibility to changing environment
12. Community outreach programmes 13. Poor management and maintenance of facilities
14. Major security systems/Major security lapses
15. Bureaucratic systems/processes
16. Under-utilization of lay potentials
17. Poor communication
18. Inadequate leader care programme
19. Inadequate pastoral care
20. Inadequate depth in pulpit teaching
21. Poor strategic partnership
22. Limited of creativity.

Assemblies Assemblies
13. Strong pulpit ministry 23. Disparity in provision of ministry facilities
14. Trained ministers 24. Inadequate pastoral and administrative staff
15. Dedicated ministry leaders 25. Poor retention of good staff
16. Suitable facilities for ministry 26. Inadequate security
17. Generous giving 27. Mismanagement (Wastefulness)
18. Prime locations 28. Poor Synergy in campuses

Schools Schools
19. Good catchment area 29. Inadequate learning facilities
20. The CITAM brand name 30. Weak advancement of the mission and Vision of
21. Holistic approach CITAM
31. Poor management of facilities
32. Unsatisfactory school performance

CITAM STRATEGIC PLAN 2016 -2025 77

 Missions Missions
22. Availability of financial resources 33. Inadequate financial resources for growth
23. Trained and committed personnel 34. Lack of sustainable initiatives in Northern Kenya
24. Clear policy framework for engagement 35. Inadequate structures of operation

Media Media
25. Adequate coverage Hope FM
26. Wholesome content 36. Inadequate follow up mechanism system
27. An arm of CITAM 37. Lack of a counselling center
28. Has skilled and knowledgeable staff 38. Divided focus
29. Founded & guided by Christian Principles 39. Lack of clear identity (ministry vs. business)
30. Appeals to both Christians and non-Christians 40. Limited income streams
31. Rated top English Christian station for 8 years 41. Limited resources and equipment
running 42. High staff turnover of experienced human resource
32. Friendly station - reaches out & is responsive to 43. Poor work culture
individual and community needs 44. Non-competitive remuneration compared to market
33. Non-partisan 45. Suffers from low brand visibility
34. Enjoys goodwill from the stakeholders 46. Limited geographical reach and footprint
35. Competes favorably for market share with the 47. Low market penetration
secular stations 48. Too many interested parties
36. A platform for influencing the local gospel music
scene and the socio-political environment Hope TV
37. Well positioned to make the change-over to 49. Lack of a competitive remuneration scheme
digital age 50. Lack of responsive working conditions, such as
having relievers or co-presenters
51. Low investment in technology
52. Insufficient resources for training and development
53. No income streams at the moment.
54. Lacks brand visibility.
55. Low staffing
56. Limited funds
57. No investment in studios and equipment
58. The digital platform has many Christian channels
with similar content
59. Lack content differentiation for relevance and
freshness
60. Lack of sufficient local content

Hospitality Hospitality
38. Availability of product offering(food and facilities) 61. Inadequate facilities
62. Poor systems of operations
39. Service offering to institutions of learning 63. Inferior product offering – lack of standardization of
service delivery & offering–attitude issues

78 CITAM STRATEGIC PLAN 2016 -2025

OPPORTUNITIES THREATS

Corporate – CITAM Corporate – CITAM

1. Readily available skilled human capital amongst 1. A high attrition of youth from our churches
the membership 2. Negative ethnicity and corruption
2. Church planting in the counties and nations of 3. Duplication of corporate strategies that is
the world contrary to Biblical precepts.
3. An increasing population of the urban class in 4. The negative influences of social media
the counties 5. Toxic churches, cults and the occult
4. The youthful demographic of Kenya’s 6. Religious extremism and insecurity
population 7. Disgruntled service providers
5. Social media as a platform for advancing the 8. Self- conceited /self-belief
Gospel 9. Divided focus and energy on projects unrelated
6. Unexploited goodwill from stakeholders and to the core business
partners. 10. Overdependence on clergy leaders
7. Potential to lead continental church movement. 11. Pre-occupation with building projects
8. Opportunities to expand influence through the 12. Mission drift and creep
diaspora 13. Politicization of leadership
9. Potential to influence the Government of Kenya 14. Spiritual dryness and lack of formation
and other governments 15. Lack of futuristic thinking and engagement.
10. Ability to improve social economic wellbeing of
our members.
11. Goodwill and a respected brand
12. Ability to develop strategic collaboration
13. Potential to be a global player in setting mission
agenda

Assemblies Assemblies
14. Goodwill 16. Disconnection from our communities
15. Lay leadership potentials; unutilized potential 17. Security concerns and terrorism
16. Poor strategic partnership 18. Inconsistency of membership
17. Local assembly to generate content for media; 19. Migration of the Teens and youth
TV, Radio.
18. Outreach to community around our local
assemblies

Schools Schools
19. Excellent performance 20. Complaisance
20. Impacting pupils/Students and parents 21. Going out of business
21. Raising Christian workers 22. Mission drift and creep
22. Holding mission schools over the school 23. Poaching of good staff by competitors
holidays

CITAM STRATEGIC PLAN 2016 -2025 79

 Missions
Missions
23. Numerous unreached people groups
24. The advance of Islam, other religions and non-
24. Unexploited partnerships and alliances with
Christian ideologies.
like-minded organizations
25. Religious extremism and persecution.
25. Financial mobilization from partners and well-
26. Non-compliance to national and foreign
wishers.
government statutory requirements.

Media Media
26. Global evangelism and discipleship 27. Unfair competition
27. Transformation of communities 28. Clarification and implementation of media
28. Mission driven media Mission and vision
29. Collection of offerings and Tithe 29. Relevant media staff to drive mission and vision
30. New entrants with similar target audience of the church.
31. Poor enforcement of government policies and 30. Huge market potential especially if able to
corruption in the regulation of frequencies increase footprint
32. Mergers and acquisitions by media houses 31. No political interference
33. Rapidly changing technology 32. No strong competition from other Christian
34. Compromised media research data stations for the English speaking segment
35. Entrance of competitors with secular media 33. Large potential exists in Swahili speaking
offering Christian programs listeners
36. Slow and bureaucratic CITAM systems not 34. Availability of broadcast & communication
responsive to the fast paced media industry technology to offer multiple and scalable
37. Peer pressure inclined towards moral alternatives for global coverage
degradation 35. Opportunities to create partnerships and
38. Huge market potential collaboration through networks with other
39. Larger coverage area by a single TV media houses
transmitting station 36. There exists a gap in clean wholesome
40. Flexibility to simultaneously accommodate high contents in the market
definition and standard definition channels, 37. New entrants with similar target audience
mobile TV and digital audio 38. Poor enforcement of policies and corruption
41. Improved security to prevent unauthorized 39. Mergers and acquisitions by media houses
persons from receiving services. 40. Rapidly changing Technology
42. Gap in clean wholesome contents in the 41. Peer pressure inclined towards moral
market degradation
43. Availability of technological shared services 42. Compromised media research data
44. Opportunities to create partnerships and 43. Entrance of competitors from secular media
collaboration through networks offering Christian programs
45. Modern communication technology offers 44. High setup and operational costs
multiple and scalable alternatives for global
coverage via the internet (e.g. i-PTV)

Hospitality Hospitality
46. Strategic positioning in the food chain and 45. Competition in the industry.
industry 46. Non-compliance to statutory requirements.
47. An insatiable consumer market

80 CITAM STRATEGIC PLAN 2016 -2025

ANNEX 3: STAKEHOLDER ANALYSIS

Stakeholders are an integral part of the day to day operations of CITAM, spreading across Kenya
and other parts of the world. An understanding of who the stakeholders are and what relationships
exist between them and CITAM is important because the satisfaction of their interests is key to the
success of the Ministry in the achievement of strategic objectives. There are a few instances where
there are many variances between the stakeholder’s expectations (both internal and external) and
CITAM expectation as shown on table below.

Strategies:
Stakeholder & Stakeholder Interest(s) Perceived impact of their
- Obtaining Support
the Role and/or Expectations interest
- Reducing Obstacle
• Commensurate • Morale • Talent management
compensation/total reward • Performance • Clear career path
systems • Turnover • Employment policy
• Non-monetary benefits • Legal suits • Competitive remuneration
1. Staff: rendering • Requisite training • Staff recognition
service to CITAM. • Enabling (conducive) working • Staff training and development
environment • Performance management
• Clear and effective • Equitable and fair remuneration
communication mechanism • Effective Communication
• Equity/fairness processes

• Encounter with God • Faithful members • Strong pulpit ministry

• Spiritual nourishment • Commitment to service • Warm welcome
• Solutions to problems • Giving • Vibrant worship
• Pastoral care & fellowship • Spreading the word – happy • Strong fellowship and care
• Ministry opportunity customers • Quick response to needs
• Business contacts • Spiritual maturity • Strong follow up
2. Congregants • Relationships • Transformation/Vibrant • Intentional discipleship and
• Sense of belonging • Excitement for God mentorship
• Empowerment • Sense of ownership and belonging • Leadership development
• Social support and status • Ministry involvement • Social action
• Good stewardship of • Defend ministry
financial resources • Numerical growth
• Attrition, negative publicity

• Direction • God fearing leadership • Intentional leadership

• Affirmation • Mentorship development
3. Leaders
• Sense of belonging program
• Empowerment

• Quality education • Responsible citizens • Integrating faith and learning

• Wholesome training • Grounded disciples of Jesus Christ • Deliberate outreach programs for
4. Students/pupils
• Intellectual and morally astute students and parents
learners

• Timely payments • Building of a strong corporate • Compliance to ISO standards

• Business growth brand • Strategic interaction with
5. Service providers • Networking • Facilitate and compliment ministry suppliers
• Ethical business practice • Quality service provision
• Reliable pool of service providers

6. Government • Source of taxes • A responsive government to • Compliance to statutory

agencies (national • Developed and spiritual emerging issues. requirements
or county level) & citizen leading to reduced • A government that is considerate • Law-abiding organization
Umbrella organizations crime and social evils of church dynamics
(like EAK) • Land rent and rates
• Social and community
development
• Service to Kenyans

CITAM STRATEGIC PLAN 2016 -2025 81

 Strategies:
Stakeholder & Stakeholder Interest(s) Perceived impact of their
- Obtaining Support
the Role and/or Expectations interest
- Reducing Obstacle
• Source of congregants • Unhealthy rivalry for followers • Encouragement to learn from
for their church – ‘sheep- • Division in the Universal Church of each other and undertake some
stealing’ Jesus Christ project together
7. Para church
• A transformed society for the
organizations & Other
LORD
churches
• Healthy competition/
complementing each other
for the LORD

• A healthy partnership • Responsible and professional • A healthy and intentional

• Generation of local content journalism interaction with members of the
• Business relationship Loyal listenership fourth estate
• Encounter with God • 24 hour counselling centre
• Spiritual nourishment • Committed in service • Cyber pastor/minister
• Counselling • Giving (Friends of Hope) • Strong follow up
• Solutions to problems • Spread the word – happy • Intentional discipleship and
• Entertainment customers mentorship
8. Media
• Business contacts • Spiritual maturity • Leadership development
• Information • Transformation • Social action
• Empowerment • Vibrant community • Face-to-face interaction with
• Social support • Excitement for God listeners
• Sense of ownership and • Media policies
participation

82 CITAM STRATEGIC PLAN 2016 -2025

ANNEX 4: STRATEGY IMPLEMENTATION BUDGET
Budget
Strategic Total
Strategies
Objective Budget
Year 1 Year 2 Year 3 Year 4 Year 5

Strategic
Objective 1

Sub-Total

Strategic
Objective 2

Sub-Total

Strategic
Objective 3

Strategic
Objective 4

Strategic
Objective 5

Other SO….

Grand Total
Budget

CITAM STRATEGIC PLAN 2016 -2025 83

 2nd Parklands Avenue
P. O. Box 42254 - 00100 Nairobi, Kenya
Cell: +254 733 520 596,
+254 725 375 180
Email: [email protected]
www.citam.org