5th Corporate Plan - Better Together

NCCK 5th Corporate Plan: 2009-2013
BETTER TOGETHER
NCCK 5th CORPORATE PLAN:
2009 - 2013
National Council of Churches of Kenya
One Church, United in Faith and Mission Witnessing to Jesus Christ 1

© National Council of Churches of Kenya (NCCK), 2008
General Secretary’s Office

National Council of Churches of Kenya
Jumuia Place, Lenana Road
P. O. Box 45009 – 00100 GPO
Nairobi, Kenya
Tel: (+254 2) 2721249 2724099
Fax: (+254 2) 2724183 2724169
Email: communications@ncck.org
Website: www.ncck.org
One Church, United in Faith and Mission Witnessing to Jesus Christ i

TABLE OF CONTENTS
TABLE OF CONTENTS i
PREFACE iii
EXECUTIVE SUMMARY v
1.0 INTRODUCTION 1
1.1 ENVIRONMENTAL SCAN ......................................................................................................................................... 1
1.2 ENHANCEMENT OF CAPACITY BUILDING FOR MEMBERSHIP IN THE 5TH CORPORATE PLAN ................................. 3
1.3 SWOT ANALYSIS .................................................................................................................................................... 4
1.3.1 Strengths ..................................................................................................................................................... 4
1.3.2 Weaknesses ................................................................................................................................................ 5
1.3.3 Opportunities ............................................................................................................................................... 6
1.3.4 Threats........................................................................................................................................................ 7
1.4 PRIORITY ISSUES .................................................................................................................................................. 8
1.5 STRATEGIC DIRECTIONS ..................................................................................................................................... 17
1.5.1 Goal And Objectives ................................................................................................................................... 19
1.5.2 Strategies .................................................................................................................................................. 20
1.5.3 Implementation Strategy ............................................................................................................................. 22
1.5.4 Stakeholder Analysis .................................................................................................................................. 23
2.0 PROGRAMMES 24
2.1 CAPACITY BUILDING FOR MEMBERSHIP ............................................................................................................. 24
2.1.1 Organizational Development ....................................................................................................................... 25
2.1.2 Social Services Projects and Programmes .................................................................................................... 25
2.1.3 Spiritual Formation ........................................................................................ Error! Bookmark not defined.
2.2 GOVERNANCE AND SOCIAL SERVICES ............................................................................................................... 26
2.2.1 Constitution and Legislative Reforms ........................................................................................................... 26
2.2.2 Ethical Governance and Accountability ......................................................................................................... 27
2.2.3 Peace Building and Conflict Management ..................................................................................................... 27
2.2.4 Education .................................................................................................................................................. 28
2.2.5 Family and Community Health ..................................................................................................................... 29
2.2.6 Environment .............................................................................................................................................. 29
One Church, United in Faith and Mission Witnessing to Jesus Christ i

THEME: Better Together
3.0 SERVICE DEPARTMENTS 31

3.1 HUMAN RESOURCE AND ADMINISTRATION......................................................................................................... 31
3.1.1 Legal Department ................................................................................................................................... 31
3.2 COMMERCIAL....................................................................................................................................................... 31
3.3 PLANNING, MONITORING AND EVALUATION ....................................................................................................... 32
3.4 INTERNAL AUDIT ................................................................................................................................................ 32
3.5 FINANCE .............................................................................................................................................................. 32
3.6 INFORMATION AND COMMUNICATION DIRECTORATE ........................................................................................ 33
3.6.1 Research and Documentation.................................................................................................................. 33
3.6.2 Information Management ........................................................................................................................ 34
3.6.3 Internal and External Communication ....................................................................................................... 34
3.6.4 Information and Communication Technology ............................................................................................. 35
3.7 GENERAL SECRETARY ........................................................................................................................................ 36
3.7.1 Preparations for The Centenary Celebrations ............................................................................................ 36
3.8 DEPUTY GENERAL SECRETARY .......................................................................................................................... 36
3.9 RISKS AND ASSUMPTIONS .................................................................................................................................. 38
4.0 IMPLEMENTATION MATRIX Error! Bookmark not defined.

4.1 NCCK 2009 - 2013 CORPORATE PLAN BUDGET SUMMARY ..................................... Error! Bookmark not defined.
4.1.1 General Secretary's Office............................................................................ Error! Bookmark not defined.
4.1.2 Deputy General Secretary's Office ................................................................ Error! Bookmark not defined.
4.1.3 Human Resource & Administration................................................................ Error! Bookmark not defined.
4.1.4 Finance ...................................................................................................... Error! Bookmark not defined.
4.1.5 Communication & ICT .................................................................................. Error! Bookmark not defined.
4.1.6 Governance and Social Services .................................................................. Error! Bookmark not defined.
4.1.7 Capacity Building for Membership ................................................................. Error! Bookmark not defined.
4.1.8 Regions ...................................................................................................... Error! Bookmark not defined.
4.1.9 Childrens Homes (Turkana & Garbatulla)....................................................... Error! Bookmark not defined.
4.1.10 Refugee Services Project ............................................................................. Error! Bookmark not defined.
4.1.11 Community Health Project – Huruma............................................................. Error! Bookmark not defined.
ii One Church, United in Faith and Mission Witnessing to Jesus Christ

PREFACE
The National Council of Churches of Kenya (NCCK) was founded in 1913 during the United Mission Conference at the
end of which representatives of four missionary organizations signed a constitution to establish the Federation of
Missions. The organizations that signed the constitution were: Church Missionary Society (current day Anglican Church of
Kenya), Church of Scotland Mission (current day Presbyterian Church of East Africa), United Methodist Mission (current
day Methodist Church in Kenya), and African Inland Mission (current day African Inland Church). A fifth member, British
and Foreign Bible Society (current day Bible Society of Kenya), was admitted in 1918. Since then, the Council has
undergone tremendous transformations allowing it to adapt effectively to the social, political and economic environment in
which it has operated.
Some milestones in the growth of the Council include change of name in 1924 to Kenya Missionary Council, and later to
Christian Council of Kenya in 1943. In 1966, the name was changed to National Christian Council of Kenya, with the
current name being adopted in 1984.
Through all this transformation, the core objective has however not changed, this being the Unity of the Church in Kenya.
This is reflected in the current Vision and Mission statement of the Council:
One Church, United in Faith and Mission Witnessing to Jesus Christ
The Mission Statement reads:
To facilitate the united mission of the Christian Church in Kenya, the Council shall:
 Promote fellowship and ecumenism;
 Nurture a common understanding of the Christian faith and mission;
 Build the capacities of the membership;
 Enhance the creation of a just and sustainable society.
The strategies for the actualization of this vision and mission have changed over the years, often being adapted to the
prevailing circumstances. From 1996, the Council started developing strategic plans that would guide their operations.
The first plan, covering January 1996 – June 1998, was considered a vital document after the renewal of the Council in
1995. It was key in adopting the integrated approach to activity implementation.
The second corporate plan, covering July 1998 – December 2000, guided the restructuring process that was aimed at
strengthening and consolidating the Council’s administrative and constitutional structures.
The third plan, covering 2001 – 2004, concentrated on institutionalizing the changes that had previously been introduced.
Key among these changes was the decision of 1997 to shift strategic focus from implementation to facilitation.
One Church, United in Faith and Mission Witnessing to Jesus Christ iii
The fourth plan, 2005 – 2008, focused on entrenchment of facilitation as the strategic approach. It was informed greatly by
the coming to power of the National Rainbow Coalition (NARC) government in 2002 that ended the 49-year rule of the
Kenya African National Union (KANU).
It emerged during this period that the shift to facilitation was facing specific challenges, the greatest of which was the lack
of capacity by member churches to take over the implementation of programmes and projects from the Council. In the
midst of the fourth corporate therefore, the Council created the Capacity Building for Membership (CBM) programme that
was to give specific attention to this need.
The fourth plan will end in December 2008, paving way for the launch of the fifth Corporate Plan that will run from 2009 –
2013.
The fifth Corporate Plan, based on the theme “Better Together”, will on its part focus on enhancing unity and oneness, first
of the membership of the Council, then the wider Christian family, and then the wider community. This is borne out of an
appreciation that events and processes outside the Council over the decades have strained the relationships between
communities and peoples, which has resulted in tensions and even open conflicts. The events surrounding the 2007
General Elections were evidence of the fragmentation the Kenyan society has experienced. The activities and strategies
envisioned in this plan will therefore seek to enhance and where necessary rebuild social ties and institutions so as to give
every Kenyan an opportunity for wholesome development.
It is appreciated that the end of this Corporate Plan will correspond with the centenary celebrations of the Council. A
review of this plan will be designed to correspond with a review of the performance of the Council over the last ten
decades.
It is my hope that your understanding of the Council will be enriched as you read this plan, and that you will join hands
with us to successfully implement it for the betterment of the lives of the people of Kenya. That way, our motto, “For
Wananchi”, shall remain true.
May the Lord God Almighty bless you and all the work that you do. And may He bless this Council also.
Rev Canon Peter Karanja

General Secretary
August 2008
iv One Church, United in Faith and Mission Witnessing to Jesus Christ

EXECUTIVE SUMMARY
The National Council of Churches of Kenya has since 1996 been developing corporate plans that provide the framework
for the Council’s strategic direction. This is the 5th Corporate Plan, covering the period 2009 – 2013.
Overall, this plan will be implemented in a complex environment with many factors at play, some of them at cross
purposes. These factors range from political, social-cultural, economic and religious, all inter-phasing at the local, national
and even global levels. To work towards the achievement of the Council’s vision within this environment, great effort will
be put in the establishment and strengthening of national, regional and local institutions that will be responsive to the
people’s needs.
This plan therefore envisages the Council following a two-pronged strategic approach:
One, focus on supporting policy development and implementation through greater participation in the constitution review
process and the legislation process at the Parliament and local councils, and
Two, programme development and implementation at both the Council and membership levels, which will necessitate a
greater focus on capacity building of both member churches and organizations and the communities that we serve.
Building the capacities of the membership will be key since they are the best placed to implement social service delivery
projects at the local and regional levels. They will also engage in advocacy with both local and national leaders and
institutions, necessitating the strengthening of the Regional and District Coordinating Committees.
In summary, this plan has 4 sections:
Section 1: Introduction – this section presents an Environmental Scan of the Plan, a SWOT analysis of the Council,
Priority Issues as identified at the regional and national levels, Strategic Direction, Implementation Strategy and a
Stakeholder Analysis.
Section 2: Programmes – This section presents in detail the programmatic structure, approaches and objectives
envisioned under this plan.
Section 3: Service Departments – This section presents in detail the structures and objectives of the various
departments that will facilitate the programmatic work of the Council.
Section 4: Implementation Matrix and budget – This section presents in detail the activities that will give effect to each
programmatic objective as well as the budgeted costs of those activities.
One Church, United in Faith and Mission Witnessing to Jesus Christ v

1.0 INTRODUCTION
1.1 ENVIRONMENTAL SCAN
This plan was developed when the country was just emerging from a social political crisis of a magnitude never witnessed since its
independence. A concise description of its genesis and current status will suffice here since it heavily informs a greater portion of
the initiatives in this document. The elections of December 2002 were a turning point for Kenya. They ushered in a government
radically different from the 49 year leadership by KANU. The National Rainbow Coalition (NARC) government that swept into power
in 2002 on a wave of euphoria, found a populace that had had twelve years of political enlightenment and civic education and so
could not use the same tactics as the KANU government had. Despite its coming in, agitation for political and social reforms
continued.
The breakup of the NARC in 2003 radically changed the political landscape of the country. From this, several scenarios emerged:
One, the country was driven into deeper polarization along ethnic lines. Resolution of social injustices and concerns was paralyzed
as communities rallied behind political leaders who they believed would best protect their interests.
Two, overall economic transformation of the country was evidenced, but the government remained unpopular because of the lack of
political transformation.
Three, as had been anticipated in the 4th Corporate Plan, the government enhanced social services delivery to the people, with
significant transformation being witnessed in health, education, and agricultural sectors.
The 4th Corporate Plan was therefore implemented in an environment of heightened political activities. In the early part (2004 – 05),
the country was readying for the referendum on a new constitution that was held in November 2005. The build-up of political energy
among the people was not entirely dispensed since campaigns for the 2007 elections kicked off at the beginning of 2006.
This social-political environment was precipitated by the feeling among the people that after the 2002 elections, nothing much
changed. Only the people in leadership changed, but institutions of state were not reformed. As a result, some historical issues of
concern were not adequately addressed. These included:
 Corruption
 Land ownership
 Ethnic animosities
 Unequal distribution of resources
 Constitution review

The resultant skewed development increased the feeling of exclusion and marginalization notably among the young, women,
children and the disabled.
The next turning point for Kenya was the 2007 General Elections. Held in an environment of stiff political competition and divisive
campaigns, the elections did not produce a broadly accepted government since the opposition disputed the results. There ensued
violence that left more than a thousand people dead and over half a million displaced from their homes, effectively joining the list of
the vulnerable and marginalized people in Kenya.
Mediation efforts by the international community followed thereafter in early 2008 seeking to stem the violence. An agreement was
reached to form a coalition government between the Party of National Unity (and its affiliate parties) and the Orange Democratic
Movement. It also stipulated the medium term and long term issues that would need to be dealt with by the coalition government.
The import of this development is that during the period of this Corporate Plan, there will be virtually no official opposition in
Parliament. Besides playing the watch-dog function, the council will intensify its engagement in the processes of constitution and
legislative reforms.
The intervention by the international community in the crisis brought to Kenyans the reality of globalization. Globalization is the
process of interaction and integration among people, companies and governments of different nations. The process is driven by
international trade and investment aided by advancement in the information technology. This process has greatly impacted on the
environment, culture, political systems and socio-economic developments of nations. The current wave of globalization has focused
on having nations open their economies to free market systems. To find the right balance between benefits and costs associated
with globalization, citizens need to understand how globalization works and the policy choices facing them and their societies.
During the implementation of this plan, these issues will need to be considered at both local and international levels.
During the 4th Corporate Plan period, other global phenomena were highlighted. These included climate change caused by massive
deforestations and release of green house gases into the environment. Pollution continued to degrade habitats increasing the
disease burden particularly among the poor and vulnerable communities such as the urban informal settlements. Pressure on Arid
and Semi Arid Areas continued to increase due to desertification, overexploitation, pollution, introduction of invasive species and
climate change. Consequently, Kenya like many other developing nations is susceptible to disasters such as floods, mudslides,
disease outbreaks, droughts and famine.
On the educational front, the Kenya government during the 4th Corporate Plan period made great strides towards the achievement
of the Millennium Development Goal of education for all by 2015. This was through the introduction of the Free Primary and Free
Secondary Education programs. However, access to quality and relevant education remained a national challenge.
In addition, formal education has over the years been over emphasized at the expense of the informal and practical training. As a
result, over 98 percent of the unemployed youth have no skills from which they could earn a living.
2 One Church, United in Faith and Mission Witnessing to Jesus Christ

The other challenge in the educational sector is in respect to the values being imparted to the children in schools. This is made
worse by the unlimited access to all manner of information as aided by the internet.
The Council will therefore increase its role in the education sector seeking to advocate for and build the capacities of the member
churches to advocate for resolution of these challenges.
The Health Sector Reform Program in Kenya has been underway for sometime now. A key element of this reform was the adoption
of strategies focusing on the human life cycle, and seeking to ensure that sufficient attention is given to implementation of health
programs at all levels, from the national to the household. Though there has been general consensus that prevention against
disease outbreaks at the community level may be more cost effective in the long run, inadequate attention on this front continues to
plague the sector. Additionally, adolescent health has not received sufficient attention from the stakeholders.
It is also expected that the nation will continue to experience the negative impact of the HIV and AIDS epidemic during the period of
this Corporate Plan.
The church in Kenya has been very dynamic in terms of the number of denominations coming up and the general increase in
membership. This has however brought to the fore the challenge of ensuring effective church ministry as it seeks to remain
spiritually, socially, culturally, economically and politically relevant. This is tied to the twin challenge of fulfilling its social
responsibility within the society. The church’s administrative and governance systems have also come into sharp focus. For
instance, various internal reviews carried out within the Council have pointed to the challenges faced by its membership in the way
they manage their churches as institutions. It has also been realized that churches as institutions are endowed with resources
whose potential needs to be tapped and properly managed. Self-seeking interests within the church have immensely contributed to
the erosion of values within the society thereby introducing the challenge of Christian nominalism. The failure of the Kenyan church
to speak with one voice in the 2007 post general election crisis is a pointer to the need for concerted efforts in addressing the socio-
economic and political issues.
It is in this complex environment of many factors at play, some at cross purposes, that the 5th Corporate Plan will be implemented.
1.2 ENHANCEMENT OF CAPACITY BUILDING FOR MEMBERSHIP IN THE 5TH CORPORATE PLAN
It is during the implementation of the 4th Corporate Plan that the membership of the Council started assimilating the concept of
facilitation vs implementation. Government efforts towards service delivery greatly reduced the demand that had previously been
placed on civil society and religious institutions to provide such services. Church leaders during this period were more involved in
advocacy for better services. This raised their awareness of their need for greater capacity to engage the government and other
actors effectively. The review of the 4th Corporate Plan showed a reduced demand for the Council to get involved in service delivery.

The activities planned under the 5th Corporate Plan will therefore focus more on capacity building of the membership and the
communities, while reducing the number of projects directly implemented by the Council. It will be a period of further integrating the
shift from implementation to facilitation in the life of the Council.
Towards this, the Capacity Building for Membership programme will intensify the scope and coverage of its efforts to accompany the
member churches and organizations in their operations.
A primary task for the Council and the membership will be advocacy for restructuring and strengthening of social institutions. During
the violence experienced in early 2008, there was an apparent breakdown of socio-political order, and all institutions (social, political
and religious) were severely tested. It became apparent that they were inadequate. With this in mind, the Council will in the lifetime
of the 5th Corporate Plan work to reclaim its position as a neutral player in socio-political issues. It will therefore avoid extreme
positions but remain focused on the needs and concerns of the people. On these, there can be no lukewarmness.
The Council will play a central role in the truth and justice agenda especially at the community level. This will entail development and
dissemination of concept papers and organizing of pilot initiatives that will provide momentum and motivation for national processes.
Such initiatives will primarily focus on healing and reconciliation among communities.
1.3 SWOT ANALYSIS
From the data gathered during the review of the 4 th Corporate Plan, SWOT (Strengths, Weaknesses, Opportunities and Threats)
analysis was conducted and the following emerged:
1.3.1 Strengths
Long track record The long track record in advocacy has given the Council a key position in the nation. It has been
in advocacy possible because the Council has a good organizational structure from the national to the
community level. People across the country know the Council as the voice of the voiceless,
fighter for human rights.
Experience in The Council has been instrumental in peace building and conflict prevention in the country for
peace work along time. It has facilitated the formation of peace structures at the district and sub-district
levels.
Human capital There is extensive human capital available for Council operations in form of contact persons who
among member contribute such services on a voluntary basis. There is a marked willingness by member
churches churches to support NCCK activities.

High moral The Council generally commands a high level of moral authority at the different levels, resulting
authority from a perception of fair distribution of resources to beneficiaries. This vantage point has
contributed to the acceptance of the Council by other faith based groups such as the Kenya
Episcopal Conference, Muslims and Hindus.
Ecumenical The general environment in the country is one where denominationalism plays the same role in
approach the church as ethnicity plays in the nation. The Council holds an important niche by addressing
contemporary social issues without the baggage of denominational alignment. This makes the
Council acceptable to a cross-section of the community.
High capacity The Council has a strong team of well trained and committed staff who have good public
within the Council relations. There is an existing capacity in proposal writing, facilitation skills, civic education,
secretariat peace building and guidance and counseling. An internal capacity for desk top publishing makes
production of IEC (Information Education and Communication) materials affordable.
Sustainability The Council has made efforts towards sustainability through the investment program in the
hospitality sector. There are four high quality conference centers and guest houses spread
across the country, in addition to four rent-generating properties.
1.3.2 Weaknesses
Apparent gap There appears to be a gap between the Secretariat and the member churches, manifested by a low
between member level of understanding of NCCK among the member churches. Little interaction takes place between
churches and the the membership and the secretariat, making ownership of Council programmes by the membership
secretariat difficult.
Poor There is poor documentation and communication of the Council which results in people outside the
documentation secretariat not understanding the Council. This stems from the generally low priority given to this
and area and an in-adequate monitoring and evaluation system.
communication
Weak District Although the DCCS were meant to play a pivotal role in coordinating ecumenical activities at the
Coordination district level, in-sufficient support was given to them during the third and fourth corporate plan
Committees periods. This led to inadequate capacity within the DCC to mobilize the member churches to carry

(DCCs) out development work.

Strategy challenge The transition by the Council from implementation to facilitation has not been clearly understood and
embraced by the membership. This was exacerbated by weaknesses in follow-up mechanisms after
capacity building.
1.3.3 Opportunities
Common religious The common religious inclination through the ecumenical platform provides an avenue for
inclinations addressing contemporary issues at a wider scale.
New leadership The transition in the leadership of the Council provides an opportunity for re-energized thinking on
new frontiers since there is minimized baggage.
Greater The involvement by member churches and organizations in advocacy as well as project
involvement by management and development presents an opportunity for the Council to concentrate on capacity
membership in building and facilitation. The impact will be greater when more Christians are involved.
advocacy and
development
Youth and women There is a considerable focus on youth and women activities among the donor and implementation
programs partners. The Council will get more support as its activities focus on these two key groups.
Resources There are a lot of incentives in the various sectors that are undergoing reform under the leadership
sectoral reforms of the government. These reforms are expected to continue under the coalition government. The
reforms include incentives to encourage faith-based organizations to participate in sectors such as
health, education, environment, water and transport.

1.3.4 Threats
Collapse of the Should there be a collapse in the investment programme, the ramifications would be far reaching
investment since the facilities are heavily indebted.
program
Perception that Operating in a socio-political environment means that the Council cannot avoid addressing political
the organization is issues. In this there lies the risk that people and even some within the membership might consider
too political the Council too political.
Below is the summary matrix for the SWOT analysis:
STRENGTHS WEAKNESSES
 Long track record in advocacy  Apparent gap between member churches and the
 Experience in peace work secretariat
 Human capital among member churches  Poor documentation and communication
 High moral authority  Weak District Coordination Committees (DCCs)
 High capacity within the secretariat  Strategy challenge
 Ecumenical approach
 Sustainability
OPPORTUNITIES THREATS
 Common religious inclinations  Collapse of the investment program
 New leadership  Perception that the organization is too political
 Greater participation by membership in advocacy and
development
 Youth and women programs
 Resources under sectoral reforms

1.4 PRIORITY ISSUES
The identification of the priority issues for the 5th Corporate Plan was conducted during the review of the 4 th Corporate Plan through
discussions at the regional level. The church leaders were asked to individually rank the issues they felt the Council should give top
priority over the next five years. The ranking of the issues involved the following process:
 Brain storming of issues that the church leaders felt should be addressed by the Council in their respective areas.
 Each church leader was then asked to list the four priority issues as far as they were concerned.
 Depending on the frequency, the issues were ranked, assigned scores and finally calculated as percentages for the
respective regions.
It should be noted that the priority issues were identified before the violence of early 2008, which may explains why peace building
and reconciliation did not feature explicitly.
In total, 25 priority issues were highlighted:
1. Poverty 14. Disasters

2. Resources 15. Marginalised
3. Education 16. Citizenry
4. Insecurity 17. Un employment
5. Governance 18. Accountability
6. Theology 19. Wildlife
7. Inter Faith 20. Child Labour
8. HIV / AIDS 21. Drug Abuse
9. Food 22. Defilements
10. Environment 23. Infrastructure
11. Gender 24. GOK intertia
12. Membership 25. Family Life
13. Conflicts

The scores presented in the charts below are reflective of the regional priority rankings. There could be variations in ranking within
each region given that in some regions not all the districts were represented.
COASTAL REGION
The four priority issues at the coast region

in order of importance were poverty, poor
natural resource management, low
educational levels and insecurity. Poverty
in this analysis refers to low socio-
economic empowerment. In-security issues
were clustered around resource
utilization particularly land and water as well as
fuelled by un-employment. Apparently
religious tensions that featured in the
previous corporate plan seemed to have
gone down dramatically.
LOWER EASTERN REGION
The four high priority issues in lower Eastern

in order of importance were Insecurity, poverty,
governance and theology. Theology in this
analysis refers to the difficulty in linking the
contemporary issues with the perceived role of
the church. Poor governance included issues of
poor leadership, lack of democracy and public
accountability.

UPPER EASTERN REGION
The four high priority issues in Upper

Eastern in order of importance were
Insecurity, governance, low capacity
among membership and theology.
CENTRAL REGION
The four high priority issues in Central

Region in order of importance were
governance, HIV/AIDS, theology and
irresponsible citizenry. Issues of
irresponsible citizenry came up due the
lithergy then in participating in
governance issues such as the electoral
processes.


NYANZA REGION
The four high priority issues in Nyanza

Region in order of importance were
HIV/AIDS, insecurity, governance and
poverty.
WESTERN REGION
The first three high priority issues with equal

strengths in Western Region were
Theology, Marginalization and governanc.
HIV/AIDS was also included among the first
four priority areas. It should be noted that
disaster could have featured low due to
apparent low representation from the
disater areas of Busia for instance.
Marginalization was perceived in terms of
geography, harsh environment, infra-
structurally disadvantaged or high levels of
PWDs and OVCs.


NORTH RIFT REGION
The four high priority issues in North Rift Region

in order of importance were insecurity,
marginalization, low education and the
apparent government inertia in responding to
insecurity issues in the region.
SOUTH RIFT REGION
The four high priority issues in South Rift Region

in order of importance were marginalization,
insecurity, governance and environment. Child
labour as an issues featured but with minimal
frequency.

NAIROBI REGION
The four high priority issues in Nairobi Region

in order of importance were insecurity, un-
employment, HIV/AIDS and governance. Family
life issues featured in the Nairobi region most
likely due to the powerful western
influence on morality
NATIONAL LEVEL
When aggregated at the national level, the

top 10 priority issues church leaders felt the
Council should focus on during the 5th
Corporate Plan period were: Insecurity, poor
governance, theological / spiritual issues
among member churches, HIV and AIDS,

perceived marginalization of some regions, poverty, un-employment, low education, environmental degradation and disasters.

In addition to the above prioritized issues by regions, membership expects the Council to deliberately address the challenges they
identified in past researches. These include:
 Programming for the needy (PLWA, OVC, PWDs, elderly)

 Project management
 Peace building and conflict management
 Networking
 Micro-financing
 Theology
 Civic education
 Leadership
 Governance
 Environment
 Marketing
 Resource mobilization and management
 Monitoring and evaluation
 Gender and development
 Infrastructural development (office, resource centers, communication)
1.5 STRATEGIC DIRECTIONS
The Council is guided by her Vision and Mission statements:
VISION One Church; United in faith and mission witnessing to Jesus Christ
MISSION To facilitate the united mission of the Christian Church in Kenya, the Council:
 Promotes fellowship and ecumenism;
 Nurtures a common understanding of the Christian faith and mission;
 Builds the capacities of the membership;
 Enhances the creation of a just and sustainable society.
The council will promote ecumenism through various strategies in an effort to contribute towards a
just and sustainable society.
VALUES In pursuing of its Christian calling, the council upholds:
 Integrity through accountability and transparency;

 Stewardship through sound resource management;

 Professionalism through competence and efficiency;
 Partnership by collaborating with others;
 Servant-hood through fair and humble services.

1.5.1 Goal and Objectives
The Council during the 5th Corporate Plan period will follow a two-pronged strategic approach: One focusing on supporting policy
development and implementation; the other focusing on program development and implementation.
This will enable the Council contribute to national development through establishment and strengthening of national institutions that
safeguard national interests as well as sub-national institutions that will be responsive to regional needs. Through the national
secretariat, the Council will be actively involved in policy development at the national level, while the Regional Committees and
District Coordinating Committees will create awareness and monitor the implementation of the policies.
Through the member churches, the Council will develop and implement programs at the grass root level in the relevant governance
and social service delivery areas. In this, the key focus will be on building the capacities of the membership to undertake social
service delivery programs in their respective communities. Some programs will however continue to be implemented directly by the
national office for strategic reasons. These programs include: Refugee services program at Dadaab and Kakuma; OVC (Orphans
and Vulnerable Children) projects in Garba Tula and Kalokol, and the Community Based Health care program at Huruma/Mathare
area of Nairobi.
Policy development and implementation

The issues that the country will continue to grapple with over the next five years require that strong socio-political and legal
frameworks are put in place. The Council will reclaim its position as the voice of the voiceless within the policy making processes
especially at the national level. This will require engagement with processes such as constitution review process and legislation
processes in Parliament as well as playing the watch-dog function. Mechanisms for peace building, healing and reconciliation will be
central in the corporate plan period.
Attention will also be given to governance, democracy and accountability issues that will encompass the relevant policy making
aspects at the sub-national level.
Program development and implementation

The need to respond to social economic challenges at the community level is growing by leaps and bounds. Council member
churches are best placed to directly respond to such challenges. It is for this reason and many others that the Council took the
decision to shift implementation of programs from the national secretariat to the member churches. There however remains a need
to build the capacities of member churches to develop and implement these programs. The requirement that member churches
become active implementers of these programs will therefore be taken a notch higher.

1.5.2 Strategies
Advocacy
It is recognized that the Council has long held a track record in advocacy work through its national-wide network. It has accumulated
a lot of experience that will be handy in the life of this Corporate Plan. The Council will intensify its advocacy work at all levels
particularly with regard to issues of governance, democracy, peace building and public accountability.
To make its work effective, the Council will embark on the process of developing and documenting clear advocacy strategies at all
levels which will involve identification of advocacy areas and issues where the Council has a niche; identification of the intended
advocacy outcomes; and assigning specific advocacy roles to the different players within the Council. Leaders from member
churches will be trained in advocacy work and relevant advocacy forums at all levels clearly identified and enhanced. Since effective
advocacy work requires information, a research committee will be put in place to provide that information as well as make
appropriate recommendations to the relevant committees and government structures through presentation of memoranda.
Capacity Building
Capacity building is a strategy that generally ran through all the thematic areas of the 4th Corporate Plan. This plan sets out to
concentrate its capacity building efforts on the member churches and the governance structures at the sub-national level in all the
thematic areas. This will be done through a comprehensive and systematic capacity building process that involves participatory
needs assessment for member churches, review of linkages between the churches and their development wings, and carrying out
skills development for the identified weak areas.
Civic Education
As a strategy, civic education will continue to cut across most of the thematic areas under governance and social service
programme in pursuit of the community awareness agenda. Civic education will include all the awareness/sensitization and
community education sessions around the constitution review process, peace education, behaviour change and communication on
HIV/AIDS, community health and general public education. The Council will use innovative methods to educate people on
governance and social service processes. In doing this, the Council will not try to indoctrinate people but rather to train them to
develop their own points of view and opinions based on their realities. Practice has shown that experiencial learning and lively
discussions among participants are effective methodologies. In providing civic education, the Council will endevor to not only
emphasize the human rights of the people and the duties of the state, but equally focus on the responsibilities of the citizens. Key
themes of national building, democracy, good governance, constitutinalism and human rights will be covered. Civic education
programmes will go a long way in developing mature and responsible citizens who will contribute to the evolving and vibrant
democratic culture.
Ecumenism
The council is an umbrella organization bringing together various denominations which are autonomous by nature. Each member
brings on board various strengths and potentials which needs to be synergized. Appreciating unity in diversity requires deliberate

efforts by all stakeholders so that they may influence the society with a united voice. This will be done through the ecumenical
fellowships at all levels of councils’ operations.
Operational Research
Operational research will be highly emphasized in the 5th Corporate Plan as a way of sharpening and focusing the advocacy,
capacity building and civic education agenda. Operational research findings will be required for effective delivery on practically all
the thematic areas. Cost-effectiveness will be a major driver in accomplishing research hence will heavily rely on secondary data
sources.

1.5.3 Implementation Strategy
The implementation matrix below summarizes the main features of implementation in terms of the main approaches and the key
issues / activities at the different implementation levels. The Council will endeavor to strengthen and streamline resource
mobilization at all program levels.
Main approach Policy development and implementation Program development and implementation
Issues at the national  Heavy on advocacy  Advocacy
level  Monitoring and Evaluation  Monitoring and Evaluation
 Capacity building for NCCK governance  Capacity Building for Membership in social services
organs, other institutions and church  Resource mobilization
leadership  Strategic direct implementation (refugees services,
 Resource mobilization OVCs and Huruma / Mathare community health project)
 Direct implementation in research
Issues at the regional  Advocacy  Advocacy
level (Regional  Monitoring of policy implementation  Monitoring and evaluation
coordinator and DCC  Resource mobilization
included)
 Limited capacity building for membership in social
services
Issues at the member  Direct implementation of programs such  Heavy direct implementation of programs / projects
churches level civic education  Resource mobilization
 Implementers are church leaders  Implementers:
 Church leaders for spiritual formation
 Church leaders for OD
 Lay persons for program implementation

1.5.4 Stakeholder Analysis
List of people, groups and institutions that will influence NCCK work
Stakeholder Stakeholder’s Interest in the council Council’s interest in the Strategies for obtaining
stakeholder support from the
stakeholders
GOK and its  Constitutional review  Political good will  Strengthening of formal
institutions  Ethical governance communications
 Peace building and conflict prevention  Enhancement of informal
 Community health interactions
 Education
Ecumenical and Organizational development for member  Material and financial  Strengthening of formal
bilateral partners churches Resources communications
Spiritual formation
Capacity for social services Programs
Bilateral partners  Constitutional review  Material and financial  Strengthening of formal
 Ethical governance Resources communications
 Peace building and conflict prevention
 Community health
 Education
Other Faith based  Community engagement  Resource persons  Enhancement of informal
organization interactions
Civil Societies  Constitutional review  Resource persons  Enhancement of informal
interactions
Local Communities  Peace building and conflict prevention  Cooperation  Provision of IEC materials on
 Community health council work
 Education
Political Parties  Constitutional review  Political good will  Enhancement of informal
 Peace building interactions
Staff  Opportunities to serve the country  Technical competence  Effective motivation
 Financial compensation
Member churches  Opportunities for increasing the  Appreciation of council  Strengthening of formal
and organizations effectiveness of their institutions services communications

 Enhancement of ecumenical
interactions
Media  Information  Information 
dissemination
2.0 PROGRAMMES
To implement the 5th Corporate Plan, the Council’s programmatic focus is in two main areas namely: Capacity Building for
Membership and Governance and Social Services
2.1 CAPACITY BUILDING FOR MEMBERSHIP
Churches in Kenya continue to play a significant role in the spiritual, moral and socio-economic development of the people. Their
active role in engaging the government of Kenya in the past has been notable and key in influencing some policies. The dynamic
nature of events in the country makes it mandatory for the church to continue playing her role in a non-partisan manner to contribute
to the well being of the society.
Various assessments during the course of the 4th Corporate Plan made it clear that the membership of the Council needed
facilitation to become strong in order to appropriately respond to the challenges from within and without. The findings of the
assessments indicated that capacities of the membership to manage their projects in the social services delivery are at different
levels. Further analysis of the challenges on the ground essentially identified four areas of need in the church: Theological,
Leadership and Governance, Structural and Administrative, and Resources including human.
At that time, political and partisan differences were mentioned as posing divisive challenges. Financial base of most member
churches was relatively weak with some experiencing brain drain to other organizations. There was also limited training to equip lay
people hence feeling of marginalization within member churches was real.
The role of the church is to bring transformation to the society in its spiritual, moral, social, political and economic engagements;
hence it exists to minister to people and their needs through holistic approaches. This is achieved through relevant teaching and
social action. Where society and social institutions fail, the church should play the critical role of creating a just social order.
Capacity building for the membership Programme was initiated with the objective of facilitating the membership to attain
effectiveness and efficiency in their mission work.

During this Corporate Plan, the Council will engage in three broad thematic areas for building the capacities of member churches:
Organizational Development; Social Services Projects / Programmes and Spiritual Formation.
2.1.1 Organizational Development
The surveys conducted in 2005-2006 indicated that member churches face challenges in the way they manage their affairs, which is
influenced by the wider context. Responding to issues of roles and responsibilities in a dynamic environment makes it difficult for
the leadership to balance their spiritual and professional roles. Leadership skills development and principles of governance will be a
key component in this thematic area.
Whereas the Council’s interventions are implemented through the regional structures, it recognizes that the different members are at
different levels in terms of their organizational strengths, hence appreciates that the membership has varied and different needs.
Addressing the organizational challenges within the membership will ensure that they have adequate capacities to fruitfully interact
and work with each other to achieve development. The church is endowed with resources whose potential needs to be tapped and
properly managed to realize sustainable development. A church which embraces inclusiveness will have a strong social capital
base and will be more responsive to the various needs of the members.
Through the CBM directorate, the council seeks to accompany the membership to have in place strong organizational structures
and systems to promote sustainability and good governance. Functional structures and systems in place will respond to the
challenge of internal conflicts which need to be addressed so that the church is able to concentrate her energy and efforts on
activities which promote sustainable livelihoods.
Objectives
 To facilitate effective governance and administrative structures and systems within membership
 To facilitate membership towards the realization of responsible and effective leadership
 To enhance membership capacity in resource mobilization and management
2.1.2 Social Services Projects and Programmes
The NCCK is called to community service to respond to issues of de-humanization, inequality and poverty. This requires the
membership to have the necessary skills in place to respond to the felt needs to initiate and manage community based projects. The
Council’s shift from direct implementation of projects to facilitation requires a change of attitude and an empowered membership
who are able to implement and manage their projects. The Council’s strategic shift suits the local needs and seeks to address the
needs using local resources; which will promote ownership and sustainability of the projects. During this Corporate Plan, the Council
will facilitate the membership to appreciate their role in social action and service so that they may respond to poverty, inequality and

dehumanization at different levels of the society. The membership will be facilitated to challenge and influence systems and policies
which lead to social, political and economical exploitation of the common people by the powerful. An informed membership will be in
a position to advocate for quality social service delivery.
The challenge of duplication and fragmentation of effort at both community and national levels remains a major hurdle in achieving
sustainable development. During the life of the 5th Corporate Plan, the Council will accompany the churches to explore and adopt
strategies which will enable them to design, implement and manage their projects effectively to enhance their performance in
development interventions. Skills development in identified areas for different categories will be given due attention to enhance the
relevant capacities depending on the needs on the ground.
Objectives
 To facilitate skills development within membership in project / program development and management
 To empower membership on effective advocacy
 To promote inclusiveness and appreciation of unity in diversity in the membership
2.2 GOVERNANCE AND SOCIAL SERVICES
2.2.1 Constitution and Legislative Reforms
Kenyans have for long been seeking a new constitutional order, wishing to leave behind the current constitution written in 1963
without input from the citizens. Over the years, a series of the amendments have been affected unilaterally by the political elite to
serve their vested interests. In 1990s, the Council was involved in the faiths-lead Ufungamano Initiative for Constitution Review
which later merged with the Parliamentary Select Committee to form the Constitution of Kenya Review Commission. The Council
was represented in the National Constitution Conference and provided civic education in readiness for Referendum in 2005, in
which Kenyans rejected the Proposed New Constitution. This Corporate Plan recognizes that although the Council devoted
immense resources towards the constitution review process in the past, a new constitutional order is yet to be realized.
The division and polarization of the people of Kenya following the referendum was taken a notch higher by the 2007 general
elections which culminated into the Post Election Violence triggered off by the disputed presidential election results. The political
crisis was resolved when the two principals namely President Mwai Kibaki and Hon Raila Odinga signed the Agreement of
Principles of Partnership of the Coalition Government that promised to deal with the root causes of the conflict. Agenda Item Four
promised to undertake constitutional and institutional reforms, tackle poverty and inequality, tackle unemployment among the youth,
consolidate national cohesion and unity, undertake land reforms, and address transparency, accountability and end impunity.

To implement this reform the government has undertaken a heavy legislative agenda. The Council will participate in the legislative
processes from formulation and drafting to advocacy and implementation of the subsequent legal frameworks.
Objectives
 To scale up advocacy efforts for the attainment of a new constitutional order
 To empower Kenyans to effectively participate in the constitution review process and legislative reforms
2.2.2 Ethical Governance and Accountability
Corruption and impunity are two main vices that are the greatest threat to the stability, peace and prosperity in Kenya. The two vices
have permeated and penetrated the national life like gangrene, imprisoned both the leaders and the lead and entangled every
sphere of life like an octopus does on its prey. This is the challenge that faces us all today. It is the challenge of our time Kenya has
suffered immensely due to corruption. Decades of endemic corruption have fundamentally perverted the rich cultural values,
religious beliefs and social fabric of the people of Kenya. As a result, the thieves are celebrated by their tribes as heroes whereas
honest public servants are derided as good-for-nothing social failures and misfits. The prevailing perceptions and attitudes aspects
appear to celebrate rather that stigmatize corruption. Transparency and accountability systems set up by the government are weak
and ineffective. For instance, Parliament that is established to play a watchdog role has frequent abused its powers by increasing
the salaries and allowances of Members of Parliament. To make matters worse, Parliament uses its legislative powers to pass laws
that exempt them from paying taxes. The Council will contribute to tackling transparency and accountability and end impunity.
Objectives
 To empower Kenyans to fight corruption
 To promote proper management and equity in allocation of public resources
2.2.3 Peace Building and Conflict Management
The Council has a rich history in peace building and conflict management. Past interventions included responses to resource-based
conflicts, border conflicts and the 1992, 1997 and 2007 ethnic clashes. Unlike the previous conflicts, the 2007 Post Election
Violence left in its wake over 1,500 people dead and 500,000 Internally Displaced Persons. The crisis brought to the surface
deep-seated and long-standing divisions within the Kenyan society. As a result, the Kenya Dialogue and Reconciliation
Process, four agenda items were identified for implementation by the Grand Coalition Government. The process emphasized the
need for national healing and reconciliation. On its part, the government has enacted the National Integration and Cohesion Act to
promote ethnic and racial harmony. The Council will monitor and evaluate the implementation of the legal and institutional
frameworks as well as facilitate healing and reconciliation.

Since most of Kenya’s neighbors such as Somalia, Uganda, Sudan, and Ethiopia are embroiled in civil strife, the Council has
programmes for refugees in both Kakuma and Daadab refugee camps which have hosted refugees since 1992 and 1993
respectively. The Council addresses the issues of conflict and insecurity as well as high incidences of sexually transmitted diseases
and sexual and gender based violence among the refugee communities.
Objectives
 To empower communities on peace building, healing and reconciliation
 To strengthen community peace structures
 To provide safe spaces for demobilization and de-oathing
 To promote nationhood and ethnic harmony
 To foster peaceful co-existence and facilitate peace education among refugees and host communities
 To contribute to the reduction of violence against children in and out of school
2.2.4 Education
Education in Kenya has largely become a preserve of the rich hindering the achievement of the education for all by 2015 Millennium
Development Goal. Thus the initiation of the Free Primary and Free Secondary Education programs by the government were step in
the right direction. However, access to quality and relevant education is still a national challenge as influx of students in schools has
not been accompanied by quality assurances such as infrastructural development, learning materials and reduction of teacher-
student ratio. In addition, formal education has been over emphasized at the expense of the Technical Industrial Vocational
Entrepreneurial Training (TIVET) sector. As a result, over 98 percent of the unemployed youth have no skills from which they could
earn a living.
Every year, more than 670,000 pupils and 250,000 students complete primary and secondary schools respectively. Most of them do
not progress to the next level of education. For instance, the primary to secondary transition rate for girls and boys is 57.7 percent
54.2 percent respectively making the national average transition rate 56 percent. The remaining 294,000 children (44 percent) are
wasted. They are not guaranteed access to secondary or university or college education nor youth polytechnics due to poverty or
lack of such facilities.
Objectives
 To advocate for quality, accessible and relevant formal and non formal education
 To promote and advocate for a value based education system in Kenya
 To advocate for enactment and / or implementation of education policies and legislations
 To contribute to and support government efforts in providing adult / functional literacy
 To enhance access to education for bright and disadvantaged children

2.2.5 Family and Community Health
Through the Family and Community Health thematic area, the Council will focus on the health and development of individuals and
families. The Council will focus on people and support them address key health concerns of the human life cycle. The Council will
seek to enhance health and development by supporting the membership and communities in identifying, developing, implementing
and evaluating approaches and interventions that foster healthy development across the human life cycle. Through this, the Council
will contribute to the national health goal of an efficient and high quality health care system that is accessible, equitable and
affordable for every Kenyan.
In addition, the Council recognizes that by 2003, there were an estimated 1.2 to 1.5 million people in Kenya aged between 15 and
49 years infected with the Human Immuno-deficiency Virus (HIV). Although there have been slight improvements in the overall
prevalence of HIV, the magnitude of the scourge remain un-acceptably high. Kenya has for instance an estimated burden of over a
million OVC. The Council will contribute towards the national response to HIV reduction through initiatives aiming at reduction of
new infections, improvement of the quality of life for those affected and mitigate the social economic impact of the epidemic.
Objectives
 To empower communities on protection against preventable diseases
 To empower membership to contribute to the health and development of adolescents
 To contribute to the prevention of new HIV infections, Improvement of the quality of life of Persons Living with HIV and
AIDS, and Mitigation of the socio-economic impact of the epidemic
 To promote quality, accessible and affordable health care services for disadvantaged communities
 To enhance reproductive health among refugees and host communities
2.2.6 Environment
Africa is one of the most vulnerable continents to climate variability and change because of multiple stresses and low adaptive
capability’. IPCC (2007b:2).
Climate change is affecting all countries but the least developed countries are expected to be hit earliest and hardest. The regional
analysis for Africa in the Intergovernmental Panel on Climate Change (IPCC) Publication Climate Change 2007: Mitigation:
Contributions of working Group III the Fourth Assessment Report of the Intergovernmental Panel on Climate Change concludes that
Africa is one of the most vulnerable continents to climate variability and change because of multiple stresses and low adaptive

capacity. The African continent will be particularly affected in terms of food security, sustainable water supply and extreme whether
phenomena such as floods and droughts. The IPCC report also shows that by 2020 between 75 and 250 million people are
projected to be exposed to an increase of water stress due to climate change and rain-fed agriculture could in some countries be
reduced by up to 50%. If continuing unabated, climate change poses a serious risk to poverty eradication and threatens to undo
years of development efforts. Droughts and floods are increasingly having devastating consequences on Africa’s poor and
vulnerable communities. Climate change is also aggravating the water crisis in Africa. For example, East Africa now faces short yet
very intense rainfall leading to floods or droughts and at the same time compromising production.
Kenya is endowed with some of the world’s richest natural resources and ecosystems; and globally it is recognized as one of the
few mega-diverse countries. The country has a complex environment providing habitats to thousands of unique plants and animal
species. This heritage is however, threatened by increasing demands of a fast growing population and development. It is deplorable
that by 2007, Kenya’s forest cover had dwindled to less than 1.6 percent compared to the 10 percent international benchmark. Snow
in Mt. Kenya is fast melting away and by 2015 there may be no snow on Mt. Kenya. Considering that about 70 per cent of Kenya’s
electricity is from hydro-power electricity generation, the country is threatened because about 26 streams that flow from Mt. Kenya
are drying up. Pollution continued to degrade habitats increasing the disease burden particularly among the poor and vulnerable
communities such the urban informal settlements. Pressure on Arid and Semi Arid Areas continued to increase due to
desertification, over-exploitation, pollution, introduction of invasive species and climate change. Consequently, Kenya like many
other developing nations is susceptible to disasters such as floods, mudslides, disease outbreaks, droughts and famine; and the
effects of climate change will be devastating if mitigation measures are not put in place immediately.
Objectives
 To contribute towards conservation and protection of the environment and natural resources
 To mobilize churches to understand and respond to climate change and rights of water
 To promote ecologically sustainable methods of utilization of natural resources
 To promote proactive response to disasters

3.0 SERVICE DEPARTMENTS
3.1 HUMAN RESOURCE AND ADMINISTRATION
The purpose of the Human Resource and Administration Department is to set authoritative guidelines on the sourcing, management
and development of the human resources of the NCCK. The Council is committed to building a staff that is balanced with regard to
gender, church membership, ethnic and geographical representation. The Council will make every effort to continue providing
salaries that are commensurate with those offered by similar organizations. It is the policy of the council to encourage staff to
undertake self-education and self development supplemented by Council sponsored programs for training for enhancing skills
development.
Objectives
 To ensure effective and efficient communication within the Council (internal)
 To ensure staff development caters for both short term and long term needs of the organization
 To facilitate the formulation and implementation of HRA policies and procedures
3.1.1 Legal Department
The Legal Department is mandated with ensuring that the Council operates within the legal and statutory framework by providing
legal, technical and related institutional support to the Council and its wholly owned subsidiaries.
Objectives
 To provide legal and technical advice to the Council
3.2 COMMERCIAL
The Commercial Department is anchored in the four-member Jumuia Resorts chain that the Council has set up. Jumuia is a Swahili
word meaning community or federation. The brand name for the Resorts was adopted in the 2001- 04 Business Plan. The Plan
included upgrading of the facilities to make them competitive.
Vision of the Jumuia Resorts

The vision of Jumuia Resorts is “To be the leading Christian Hospitality Resort chain in East Africa, offering professional hospitality
services focused on ensuring customer satisfaction”.
Mission
The mission of Jumuia Resorts is to be a chain of resorts that offers: -
 Excellence in the hospitality industry by way of offering professional accommodation and conference facilities and meal
services
 Ethical hospitality services that maintain a Christian environment
 Regularly upgrade conference equipment and gust amenities in keeping with trends in the industry with consistence
maintenance of the Resort property
Objective
 To generate income through efficient and effective management of property and investments of the Council
3.3 PLANNING, MONITORING AND EVALUATION
In the 5th Corporate Plan period, the Planning Monitoring and Evaluation unit will ensure that systems are put in place to effectively
and efficiently monitor and evaluate Council programs for maximum impact.
Objective
 To ensure effective planning, monitoring and evaluation
3.4 INTERNAL AUDIT
Internal audit is a tool to be used by the management to measure the performance and compliance of its operations. Internal audit is
referred to as a watchdog of any organization as it has no boundaries of its operations when it comes to checks of its compliance as
per the set goals. During this Corporate Plan period, this function will continue to be coordinated under the General Secretary’s
Office.
Objective
 To ensure effective and efficient financial and operational controls
3.5 FINANCE

Finance permeates the entire fabric of any organization. The management of the Council financial affairs is vested in a
constitutionally mandated Finance and Administration Committee appointed by the Executive Committee. Day to day monitoring of
program budgets shall be the responsibility of the program directors.
Objective
 To ensure prudent management of the financial resources of the Council
3.6 INFORMATION AND COMMUNICATION DIRECTORATE
During the review of the 4th Corporate Plan, it emerged that the flow of information between the Council and its publics was not very
effective. Many people, even among the Council’s beneficiaries, continued to display a low level understanding of the Council. This
resulted in there being wrong impressions about the Council among the different publics. Most notably, policies adopted by the
Council faced challenges in their adoption by the partners, especially the shift of focus from implementation to facilitation.
“The review also showed that many of the activities that were implemented by the Council at both the national and grassroot levels
as well as those undertaken by the membership were neither documented nor disseminated. This means that the information
publicly available does not give a complete picture of the role that the church and the Council plays in the lives of the people.”
Under this Corporate Plan, the Information and Communications Department will enhance activities aimed at projecting a positive
image of the Council. These will include development of communication strategies for each programme / department and media
engagement at all levels. Research will be carried out to determine the feasibility of the Council owning media stations (Television,
Radio, Electronics, Newspapers and magazines).
The department will therefore be guided by the two main objectives:
Objective:
 To facilitate information gathering, management and dissemination
 To facilitate effective corporate communications function of the Council
 To provide information technology services management
To facilitate achievement of these objectives, the department will operate through four thematic areas:
3.6.1 Research and Documentation

The review of the 4th Corporate Plan showed that many of the activities that were implemented at the grassroots level by the Council
as well as those implemented by the membership were neither documented nor disseminated. The information publicly available
does not give a complete picture of the role of the church and the Council in the lives of the people.
To ensure that the activities are accurately recorded and the information stored and shared, the Communication department will
provide documentation support to the Programmes and functions of the Council. In this, research will be undertaken on issues
identified by the Programmes.
3.6.2 Information Management
One of the challenges that staff and partners faced during the previous Corporate Plan period was retrieval of information from the
Council within reasonable time. During this plan period, the Department will facilitate the development and implementation of an
effective and efficient Information Management System that will eliminate multiple-filing of documents and reduce the time it takes to
trace documents and reports. In addition, the IMS will enable the Council maintain a proper record of what it has done at both
grassroot and national levels.
The Department will revitalize the Resource Centre and market it to ensure that many people benefit from the records held there. A
strategy will be developed to facilitate digitization of the materials held in the Archives and Resource Centre to create an online
library accessible to Council staff, member churches, partners and researchers.
3.6.3 Internal and External Communication
The Council is guided by the Vision and Mission Statements. These are the glue that binds the member churches and organizations
together. It is therefore of great importance that the leaders and individual members of the member churches and organizations, as
well as Council staff, always understand the strategies and activities of the Council. During this Corporate Plan period, the
Communications Department will enhance the internal communication channels and systems to ensure that there is an efficient two-
way communication within the Council.
Externally, the Council operates in partnership with other organizations and the target communities. The evaluation of the Council
showed that on the main, information flowing to these publics was not adequate for them to understand the activities, strategies and
achievements of the Council. During the Corporate Plan period therefore, the Communications Department will facilitate the
development of communication strategies for each of the programmes / projects of the Council to ensure maximum publicity.
Linkages with the media will be enhanced, as will strategies to facilitate better sharing of information between the Council and her
partners.
In addition, the department will develop a comprehensive plan for building the capacities of member churches and organizations on
media relations.

3.6.4 Information and Communication Technology
Modern organizations are critically dependent on the smooth functioning of Information and Communication Technologies. ICT is a
term that describes the combination of computer technology (hardware and software) with telecommunications technology (data,
image and voice networks).
During this Corporate Plan period, the ICT function will focus on upgrading and maintaining the Information Technologies used
within the Council to ensure that operations are carried out effectively and efficiently.

3.7 GENERAL SECRETARY
The General Secretary serves as the Chief Executive Officer of the Council. It is this office that bears ultimate responsibility for the
Council in all its operations and functions. Under this Corporate Plan, the General Secretary will continue giving strategic,
management and administrative leadership to all the functions and operations of the Council.
Objective
 To provide leadership in the articulation and implementation of the vision and mission of the Council and upholding of its
heritage and values
3.7.1 Preparations for the Centenary Celebrations
The Council was formally founded in 1913 during the United Missionary Conference held in June 1913 at Thogoto, Kikuyu, when
four missionary groups signed a constitution to form the Federation of Missions. The four were: Church Missionary Society, Church
of Scotland Mission, United Methodist Mission, and African Inland Mission.
From the outset, the members of the Council realized that Christian evangelistic work would be incomplete if it did not embrace the
concerns raised by the overall condition of the people. They therefore resolved to use this common ecumenical instrument as the
vehicle for addressing these needs. As such, the core calling of the Council has never changed: Only the needs, circumstances and
strategies have.
The Centenary Celebrations in 2013 will therefore be an opportunity for the Council, and the church in Kenya, to reflect back on the
100 years of contributing to the wellbeing of the nation. Towards this, the Communication Department will over this Corporate Plan
period facilitate the Council and membership to reflect and prepare adequately for the centenary celebrations. It is appreciated that
the reflections will also help define the role and place of the Council and the Church in Kenya in the coming century.
3.8 DEPUTY GENERAL SECRETARY
The Deputy General Secretary is the principal assistant to the General Secretary. During the 4 th Corporate Plan period, leadership
of the Capacity Building for Membership programme was placed under the DGS office, alongside the non-programmatic spiritual
formation within the Council. In this plan, the DGS will continue playing the role of the principal assistant to the General Secretary as
well as facilitating the theological aspects of overall council work.
The activities and operations of the church are in a dynamic secular context which requires the membership to be abreast with
current affairs. This thematic area seeks to facilitate the membership to be theologically engaged in order to remain relevant to the
socio-cultural, economic and political realities of the society. Holistic ministry, which enables people to take responsibility for both

secular and sacred roles, will be emphasized through partnership with relevant institutions / players especially in the development of
appropriate curriculum for theological training. In addition to the ministries in place, the Council will facilitate the membership to
strengthen the children, persons with disabilities and youth ministries.
Objectives
Objective
 To deputize the General Secretary in providing overall strategic leadership
 To develop Biblical and theological basis for Council's engagement on contemporary issues
 To enhance collaboration and networking among theological institutions
 To enhance effective holistic and relevant church ministries

3.9 RISKS AND ASSUMPTIONS
This Corporate Plan takes into consideration several assumptions. These are:
 One that the political agreement reached in 2008 that restored peace in the country will hold.
 Two, that the member churches and organizations of the Council will continue growing in their assumption of responsibility
in implementation of advocacy and development projects
 Three, that the political leadership will push forward the constitution review agenda which will be key to unlocking many
other anticipated political and legal stalemates
The Risks that the Plan has taken into consideration are:
 One, drought and famine could wreck havoc to the environment at a time when most communities don’t have disaster
management and recovery plans
 Two, ethnic disharmony could escalate leading to violent conflict

NCCK CONSOLIDATED ORGANIZATONAL CHART
MEMBERSHIP
GENERAL ASSEMBLY
Executive Committee
Finance & Administration Programme Committee

Committee
General Secretary
Deputy General
Secretary
Internal Personal Assistant Monitoring &
Auditor to General Evaluation
Secretary Officer
Human Resources & Finance Commercial Programmes Information &

Administration Director Director Director Director Communications Director
Human Legal Finance Resorts Building Senior Senior Information & Information &
Resources & Services Manage Manager Maintenanc Program Program Communications Communicatio
Administration Manager e Officer Officer CBM Officer Officer n Technology
Officer r s
GSS Manager
Senior
Accountan Program Program Documentali Information &
ts Officers Officers st Communicati
on
Technology
Accountant Assistant
s

Abbreviations
RC - Regional Coordinator RC RC RC RC RC RC RC RC RC

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NCCK 5th Corporate Plan: 2009-2013

National Council of Churches of Kenya

One Church, United in Faith and Mission Witnessing to Jesus Christ 1

© National Council of Churches of Kenya (NCCK), 2008

General Secretary’s Office

One Church, United in Faith and Mission Witnessing to Jesus Christ i

One Church, United in Faith and Mission Witnessing to Jesus Christ i

3.0 SERVICE DEPARTMENTS 31

4.0 IMPLEMENTATION MATRIX Error! Bookmark not defined.

ii One Church, United in Faith and Mission Witnessing to Jesus Christ

One Church, United in Faith and Mission Witnessing to Jesus Christ

The Mission Statement reads:

Rev Canon Peter Karanja

iv One Church, United in Faith and Mission Witnessing to Jesus Christ

In summary, this plan has 4 sections:

One Church, United in Faith and Mission Witnessing to Jesus Christ v

1.1 ENVIRONMENTAL SCAN

One Church, United in Faith and Mission Witnessing to Jesus Christ 1

2 One Church, United in Faith and Mission Witnessing to Jesus Christ

One Church, United in Faith and Mission Witnessing to Jesus Christ 3

1.3 SWOT ANALYSIS

4 One Church, United in Faith and Mission Witnessing to Jesus Christ

One Church, United in Faith and Mission Witnessing to Jesus Christ 5

(DCCs) out development work.

6 One Church, United in Faith and Mission Witnessing to Jesus Christ

Below is the summary matrix for the SWOT analysis:

One Church, United in Faith and Mission Witnessing to Jesus Christ 7

1.4 PRIORITY ISSUES

In total, 25 priority issues were highlighted:

1. Poverty 14. Disasters

8 One Church, United in Faith and Mission Witnessing to Jesus Christ

The four priority issues at the coast region

LOWER EASTERN REGION

The four high priority issues in lower Eastern

One Church, United in Faith and Mission Witnessing to Jesus Christ 9

UPPER EASTERN REGION

The four high priority issues in Upper

The four high priority issues in Central

10 One Church, United in Faith and Mission Witnessing to Jesus Christ

One Church, United in Faith and Mission Witnessing to Jesus Christ 11

The four high priority issues in Nyanza

The first three high priority issues with equal

12 One Church, United in Faith and Mission Witnessing to Jesus Christ

One Church, United in Faith and Mission Witnessing to Jesus Christ 13

NORTH RIFT REGION

The four high priority issues in North Rift Region

SOUTH RIFT REGION

The four high priority issues in South Rift Region

14 One Church, United in Faith and Mission Witnessing to Jesus Christ

The four high priority issues in Nairobi Region

When aggregated at the national level, the

One Church, United in Faith and Mission Witnessing to Jesus Christ 15

16 One Church, United in Faith and Mission Witnessing to Jesus Christ

 Programming for the needy (PLWA, OVC, PWDs, elderly)

1.5 STRATEGIC DIRECTIONS

The Council is guided by her Vision and Mission statements:

One Church, United in Faith and Mission Witnessing to Jesus Christ 17