PRF Strategic Plan 2017 - 2020

PARKROAD FELLOWSHIP 

STRATEGIC PLAN 

2017 – 2020

PARKROAD FELLOWSHIP 

PRF Strategic Plan 2017 - 2020 

STRATEGIC PLAN 

2017 – 2020 

Parkroad Fellowship 

Tumaini House, Agha Khan Walk 

P.O. Box 60675 – 00200 

Nairobi 

Cell phone: +254 728 788 000 

Website: www.parkroadfellowship.org. 

Email: info@parkroadfellowship.org 

Presented by: 

Team Solutions Africa 

AACC Building, Waiyaki Way 

P.O. Box 16901 – 00620, 

Nairobi, Kenya 

0722861439/0787429035 

http://teamsolutionsafrica.com 

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Table of Contents 

List of Abbreviations and Acronyms.....................................................4 

Foreword.......................................................................................................5 

Executive Summary...................................................................................6 

1.0 Introduction..........................................................................................7 

1.1 Our Activities...................................................................................................................................7 

2.0 Context Analysis................................................................................9 

2.1 Organizational Analysis (SWOT analysis)................................................................................9 

2.1.1 Strengths .....................................................................................................................................9 

2.1.2 Opportunities.............................................................................................................................9 

2.1.3 Weaknesses.................................................................................................................................9 

2.1.4 Threats........................................................................................................................................9 

2.2 PESTEL Analysis..........................................................................................................................10 

2.2.1 Political.......................................................................................................................................10 

2.2.2 Economic....................................................................................................................................10 

2.2.3 Social Cultural............................................................................................................................10 

2.2.4 Technological..............................................................................................................................10 

2.2.5 Environment...............................................................................................................................11 

2.2.6 Legal.............................................................................................................................................11 

2.3 Stakeholder Analysis.....................................................................................................................11 


3.0 Strategic Focus.................................................................................13 

Our Vision :........................................................................................................................................13 

Our Mission :.....................................................................................................................................13 

Our Core Values:...............................................................................................................................13 

3.1 The Key Result Areas..................................................................................................................13 

4.0 Results Matrix 14 

Fellowship..........................................................................................................................................15 

Follow-up and Capacity Building...................................................................................................16 

Communication................................................................................................................................16 

Resource Mobilization and Financial Capacity.............................................................................18 

Organizational Capacity Development..........................................................................................21 

5.0 Implementation, Monitoring and Evaluation.............................22 

5.1 Implementation Budget/Financial Plan......................................22 

6.0 Proposed Implementation Structure...........................................22 

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List of Abbreviations and Acronyms 

BOT 

Board of Trustees 

BSF 

Brothers and Sisters Fellowship 

GPS 

Global Positioning System 

NEMA National Environment Management Authority 

PESTEL Political Economic Social Technological Environmental and Legal factors 

PRF 


SWOT Strengths Weaknesses Opportunities and Threats 

TOR 

Terms of References 

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Foreword 

Dear members, students and partners of Parkroad Fellowship. 

It is with great joy that I present the 2017-2020 Strategic Plan for 

Parkroad Fellowship. To remain true to its mission, the Fellowship 

must continually adapt to changing situations and circumstances. 

Our strategic plan takes the various dynamics into account and looks 

at the immediate and future needs of our students and the members. 

This plan is as a result of a consultative and participatory process that 

involved integration of input from various stakeholders followed by a 

plenary workshop attended by the leadership. 

Indeed, this strategic plan is a statement of intent and aspirations by 

the membership and the leadership. Like any other plan, it must be 

implemented well before its promises can become a reality to our students and the membership. 

We will need to keep referring to this document, and indeed make it a working document so that it 

can impact our work. Our request is that we work hard together to achieve our vision as outlined in 

this plan. I call out to each one of us to be action oriented and operate as one united team. We should 

all be familiar with this document in order to implement it and to allow the timely achievement of its 

vision. 


The leadership is ready and has made a commitment to support the implementation of the laid out 

plans. It is my humble request that each one of us supports this strategic plan. 

May the Almighty God bless each of you. 

Mr. Felix Mungai 

Chairperson 

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Executive Summary 

Parkroad Fellowship is registered in Kenya under the Societies Act and is committed to towards 

the youth with the gospel. The fellowship gives a specific focus to students at high school, college 

and university level. Membership to the Fellowship is open to born-again Christians who subscribe 

to its statement of fundamental beliefs which are entrenched in the Holy Bible. The activities of the 

Fellowship include missions, follow-up on believers, camps, fellowship, bible studies and prayers 

among others. Over the years, the Fellowship has witnessed the work of our Lord Jesus Christ and 

indeed, PRF is a testimony that God works in amazing ways. This strategic plan is a result of fervent 

prayers and compilation of contributions from various stakeholders. Within the next four years, PRF 

will have an unreserved commitment to the set vision and the mission. Our vision is to ‘to be a holistic 

Christian ministry reaching out to the youth with the gospel of Christ’. The mission of the Fellowship 

is broad and involves building and maintaining a warm ongoing fellowship, proclaiming God’s Word 

in learning institutions, partnering with other like-minded ministries and nurturing and mentoring 

believers in successive generations. Within the next four years, the Fellowship will focus on five 

key result areas, namely: Fellowship; follow-up and capacity building; communication; resource 

mobilization and financial capacity; and organizational capacity development. The intention is to 

develop a vibrant fellowship characterized by continuous growth in various facets including the 

spiritual maturity of members and target students, diversity and number of members as well as the 

capacity to conduct planned activities unimpeded. The gap between the different generations of 

members will be intentionally bridged with improved fellowship within and across the different agesets. 

The Fellowship will seek to build the capacity of members to carry out mission work and conduct 

effective follow-up on new converts. To ensure maximum realization of set goals, the Fellowship will 

put in place effective communication structures that will ensure that all stakeholders get relevant 

information in time and in the right form. Feedback mechanisms will also be enhanced to ensure 

that stakeholders are given a chance to give their inputs and enhance the desire of the Fellowship 

to continuously improve. Within this strategic plan period, the Fellowship intends to establish a fully 

functional secretariat that will run the daily operations including the implementation of the strategic 

plan. Limited financial capacity is one of the major things that can curtail the operations and activities 

of the Fellowship thus effectively affecting the impact that the Fellowship makes among the target 

group. As such, the Fellowship will strengthen current sources of revenue and adopt new innovative 

ways of raising funds. It is the intention of PRF to either strengthen existing operational structures 

or introduce new ones where none exists. Such structures include financial management systems 

and human resources policy. On top of enhancing its financial capacity, the Fellowship will initiate 

and continually strengthen initiatives geared towards attaining financial sustainability. The strategic 

plan will be implemented through annual plans with each plan being developed at the end of the 

preceding year or early in the year of interest. Each annual plan will be extensively evaluated at 

the end of the year with specific focus being given to effectiveness, efficiency, output, outcome, 

impact, engagement of various stakeholders and sustainability. Lessons learnt and best practices 

will be recorded within the scope of the annual plans evaluation and this will be used to inform the 

next annual plan. Midterm evaluation and review of the strategic plan will be done at the end of the 

second year of implementation. Within the next four years, PRF will work towards being a holistic 

Christian ministry reaching out to the youth with the gospel of Christ. 

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1.0 Introduction 

Parkroad Fellowship is a Christian Ministry committed to witnessing Christ to the youth especially in 

high schools, colleges and universities. The ministry endeavors to proclaim and instruct the youth 

through an evangelical and holistic biblical doctrine as demonstrated in Christ’s Ministry on earth. 

Parkroad Fellowship is registered under the Societies Act in the laws of Kenya. Its membership is 

open to born again believers from different denominational backgrounds who have the burden for 

winning the youth for Christ. In addition, the members must subscribe to the Fellowship’s Statement 

of Fundamental Beliefs as listed below: 

Statement of Fundamental Beliefs 

The Fellowship believes in:- 

The inspiration of the Bible as the Holy Scriptures 

The Trinity of God (God the Father, the Son and the Holy Spirit) as one 

The fall of man because of sin and the salvation of his soul through Christ 

The universal church of Christ 

The Ministry and work of the Holy Spirit 

Baptism in water 

The Second coming of Christ 

The sacrament of the Lord’s Supper 


1.1 Our Activities 

Our activities include missions, follow-up, leadership development seminars and camps, partnerships 

and fellowship. 

1.1.1 Missions 

In obedience to the Great Commission, The Fellowship’s main focus is to reach out to the youth 

with the gospel of Christ. The ministry responds to invitations for missions throughout the country 

to preach, teach and train in Christian Unions (C.U), activities such as Sunday Services, Weekend 

challenges and other C.U meetings. 

1.1.2 Follow-Up 

Preaching and getting people to make a decision to get saved is the first step in the disciple 

making process. Helping new believers get established in their faith is equally important. Parkroad 

Fellowship endeavors to ensure believers are well established in their walk with Christ by facilitating 

the development of thoughts, habits and practices that will build their new lifestyle in Christ Jesus. 

1.1.3 Leadership Development Seminars and Camps 

The fellowship believes that students are best placed to lead and reach others towards faith and 

establishment in Christ. Therefore, every year PRF hosts a leadership training camp where Christian 

Union leaders are taught, trained and equipped on different aspects of leadership, discipleship and 

personal development. 

1.1.4 Partnership with Christian Teachers 

Over time, the Fellowship has partnered with the Christian teachers and Christian Union Patrons 

with the objective of enhancing the Ministry’s capacity to minister to the students. The Fellowship in 

conjunction with likeminded ministries organizes forums for Christian teachers and Christian Union 

Patrons where they can fellowship together, be trained, and learn from each other on how best to 

minister and disciple students. Subsequently, this enhances the establishment of strong Christian 

Unions in schools thus strengthening the follow-up ministry among students. Strong follow-up and 

discipleship programs are an assurance of spiritual maturity amongst student believers. 

1.1.5 Fellowship 

PRF encourages the gathering together of brethren in line with Hebrews 13:24-25. Consequently, 

there is a weekly fellowship meeting that takes place every Tuesday between 6:00 pm to 7.30 pm at 

Tumaini House, 7th Floor Nairobi. Tumaini House is along Moi Avenue adjacent to KenCom House. 

To cater for the varied needs of the entire membership, PRF has specialized group fellowships for 

the married, the singles and the young adults. 

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1.1.6 Bible Studies 

Regular, focused and systematic study of the bible either by using a Study Book or Topical Basis, is 

organized to increase members’ knowledge and understanding of the scriptures. 

1.1.7 Prayer 

The ministry believes that “Prayer is key to intimacy and connection with God which translates to 

effectiveness and productivity”. For this reason, the Fellowship emphasizes the need for prayer as a 

lifestyle both at corporate and/or individual levels. In order to achieve this, prayer and fasting forums 

are organized and observed throughout the year. 

1.1.8 Retreats 

From time to time, the Fellowship holds retreats for times of reflection, refreshments, refocusing and 

regeneration of the members and the ministry. In addition to seeking spiritual renewal, members 

take time to bond, relax and have fun. 

Cover page 

Members Barbeque 

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2.0 Context Analysis 

2.1 Organizational Analysis (SWOT analysis) 

This section summarizes an assessment of Parkroad fellowship’s internal and external operational 

environment done with the aim of identifying factors and challenges likely to affect achievement of 

its vision. It is the desire of the Fellowship to continuously maximize on the strengths while optimally 

tapping available opportunities. At the same time, the Fellowship is focused on strengthening where 

weak points exist while mitigating any threats that can pose a challenge to its operations and as 

such affect the realization of the ministry’s vision and mission. 

2.1.1 Strengths 

Through God’s grace, the Fellowship has been able to adopt technology and stakeholders have 

responded positively to various technologies that have served to improve its operations. The 

Fellowship has maintained a strong culture where fellowship meetings are held regularly and this 

has enabled maintain connection between members and reliability in ministry and operations. As a 

registered body, the Fellowship is a legal entity that is in line with laws of the land thus allowing it to 

operate and conduct various legal activities that not only ensure sustainability but also ensure full 

support from the authorities. The diversity presented among members is enormous as the fellowship 

brings together individuals from different cultural, generational, professional and denominational 

backgrounds; a factor that is priceless in executing the set mandate including mentorship of students 

and the youth as well as promotion of national unity and pride. If this diversity is utilized maximally, 

the fellowship will un-doubtfully go to new heights. Having a huge number of energetic members 

presents a great opportunity for the Fellowship to creatively come up with programs that will actively 

engage students and members in missions and evangelism. 


2.1.2 Opportunities 

The Fellowship operates in an environment with many hidden and half open doors that with a little 

push can open new avenues. Continued adoption of new technology can allow more effective 

communication, feedback on any communication made as well as enhance follow-up mechanisms. 

With increased efforts to computerize education at various levels, there is a great opportunity to 

provide Christian content in various forms that will be very attractive to students of various ages. 

The fellowship has a chance of increased partnership with County Governments as well as the 

central government in development of students and future leaders. Partnering with churches 

for outreach, missions and development and distribution of Christian materials is an avenue that 

remains untapped. 

2.1.3 Weaknesses 

The Fellowship notably lacks a permanent office and full time staff members to support operations. 

The missioners who are sent out in the field don’t always have the required capacity and there is need 

to ensure adequate training is offered to such missioners. There is also need to encourage members 

to show total commitment to the Fellowship’s activities and operations. While so much energy and 

resources go into evangelism, follow up of new believers is not always as strong as the fellowship 

would want it to be and there is need to ensure enhanced follow up. At times, there is reduced 

effectiveness in internal communication and response to such communication. It is the desire of 

the Fellowship to mend this and ensure effective communication and feedback mechanisms exist. 

Operations of the Fellowship need financial and human resources for them to run unhindered. 

Unfortunately, there is inconsistency in the current revenue streams calling for the need to develop 

much more structured ways of fundraising and generating revenue for the Fellowship. 

2.1.4 Threats 

The fellowship does not operate in isolation but rather operates in an environment that has so 

much going on and changing regularly. There has been a trend where new policies regulating or 

affecting religious bodies are passed regularly. The Fellowship needs to work proactively to ensure 

that it is always compliant with current and anticipated regulations. Since students are the main 

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stakeholders of the fellowship, any interruption of the normal school calendar poses a threat to the 

ministry’s operations. 

2.2 PESTEL Analysis 

The process of strategy development included an analysis of political, economic, social, technological, 

environmental and legal factors (PESTEL). These are factors in the external environment which can 

affect the activities and performance of the Fellowship. In this regard, PRF conducted an in-depth 

analysis of the external environment to identify the opportunities that can be exploited and the 

threats to be avoided and/or minimized. The output from this process enabled the development of 

robust strategies that are sensitive to the surrounding environment. 

2.2.1 Political 

Kenya has been blessed with political and economic stability making it possible for the Fellowship 

to run normal services and also be involved in outreach activities and missions. However, politically 

related ideologies around campaign periods propagated by some politicians sometimes cause 

disruption of this stability. The Fellowship should therefore be firm to avoid being used as a platform 

for propagation of such ideologies. The Fellowship professes no political affiliation and is not 

involved in political campaigns in whatsoever ways. At the same time, PRF supports the government 

of the day but within Christ’s teachings. Any stalemate between the government and teachers over 

salaries or any other grievances pose a serious threat to the activities of the Fellowship. Equally, 

any unrest among students leading to closure of schools poses an equally significant threat to the 

activities of the Fellowship. There are calls for regulation of individuals and entities who/which have 

access to schools and this call for the Fellowship to ensure that it meets all regulations that will 

ensure individuals sent for PRF’s activities are in a position to pass any vetting introduced. 

2.2.2 Economic 

Kenya has acquired lower middle income status and is showing promising signs of economic 

transformation. This coupled with the discovery of oil and other minerals is an interesting forerunner of 

good tidings for economic growth and returns on investments. The implementation of infrastructure 

projects such as the standard gauge railway is likely to open up the country making evangelism 

easier due to accessibility of some target geographical areas. Increasingly, as the government 

seeks to raise funds to fund such projects as well as pay its debts, it may look to extend taxation in a 

direction that may affect the Fellowship. 

As an emerging economy, Kenya is increasingly connecting to the outside world through trade, capital 

flows and Diaspora remittances. This connectivity has serious implications on the macroeconomic 

stability of Kenya’s economy with respect to inflation levels, exchange rates, availability of credit 

and general health of various economic sectors. Indeed, Kenya will remain exposed to global and 

regional business cycles. Any economic recession will affect the financial capability and operations 

of the Fellowship. 

2.2.3 Social Cultural 

The fast growth in technology has created a situation where the cultural environment has become 

increasingly dynamic with enhanced access to all sort of information. This requires the Fellowship 

to make deliberate efforts to keep pace with changes taking place in its environment if it is to remain 

relevant in the execution of its mandate. 

2.2.4 Technological 

Technological advancement has made communication easy and effective while still providing very 

interesting opportunities and ways of conducting evangelism. Technology does not only provide a 

way of keeping members and stakeholders abreast with what is going on but also provides avenues 

through which the Fellowship can successfully conduct fundraising. Technology also provides other 

important support services such as easy transfer of money, easier tracking of geographical locations 

of interest through Global Positioning System (GPS), and enhanced preparation of sermons. 

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On the downside, keeping at par with technology can be quite expensive in terms of technological 

upgrade and the management processes. Technology also provides easy access to immoral 

content that is increasingly leading to abuse of sex among the youth. Technology also exposes 

individuals and institutions to cybercrime. 

2.2.5 Environment 

The establishment of regulatory bodies such as National Environment Management Authority 

(NEMA) ensures that the right to a clean and secure environment, which is now enshrined in the 

Kenyan Constitution, is protected and guaranteed for all citizens. As such, noise pollution during 

activities organized by the Fellowship must be controlled with any regulatory measures being 

observed. The Fellowship bears both a legal and a biblical responsibility to preserve and conserve 

the environment and should consider partnerships involving environmental conservation. 

2.2.6 Legal 

While the Kenyan Constitution guarantees freedom of worship, there are various policies that will 

have been enacted or will be enacted directly affecting activities of the Fellowship in schools. 

Unfortunately, the freedom of worship as provided for in the bill of rights has been abused leading 

to emergence and thriving of cults. 


2.3 Stakeholder Analysis 

Parkroad fellowship fully appreciates that all stakeholders are key to the achievement of set objectives 

and vision. As such, the Fellowship conducted stakeholders’ analysis in an effort to determine how 

the various stakeholders can get engaged within the strategic plan period and ensure their needs 

and expectations are fully met. 

The Fellowship is mandated to reach out to students with the Gospel of Jesus Christ and support 

them with counseling and discipleship services. Teachers and the schools expect the Fellowship to 

provide encouragement to the students, follow-up on the students and observe the school schedule 

and program. Members of the fellowship expect to be provided with a platform that nourishes them 

spiritually and supports their spiritual growth, empowers them and provides a chance to utilize 

their spiritual gifts. The trustees expect the Fellowship to maintain the practice of sound Christian 

doctrines and operate within the set mission, vision and core values. 

Family bonding 

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Fun and games on Bible Study and Funn Day 

Fellowship 

PRF Members’ wedding 

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3.0 Strategic Focus 

Parkroad Fellowship’s strategic focus is anchored on a well-defined vision, mission and core values. 

Our vision statement defines the future that we aspire to create through continuously challenging 

ourselves to become better both individually and collectively. As a Fellowship, we strongly believe 

that if we do our best always, we will develop into a holistic Christian ministry reaching out to the 

youth with the Gospel of Christ. As we work hard to play our role, we are fully reliant on God’s promise 

that ‘Unless the Lord builds the house, those who build it, labor in vain’ as stipulated in Psalms 127:1. 

As a Fellowship, we are committing to stay focused and do our best fully aware that God requires 

our very best, and we dishonor Him if we offer anything less. 

Our Vision is: 

‘To be a holistic Christian ministry reaching out to the youth with the gospel of Christ’ 

Our Mission is to: 

i. Build and maintain a warm ongoing fellowship 

ii. Proclaim God’s Word in learning institutions 

iii. Partner with other like-minded ministries 

iv. Nurture and mentor believers in successive generations 


Our Core Values: 

i. Integrity 

ii. Honesty 

iii. Stewardship and accountability 

iv. Excellence 

v. Faithfulness with the Holy Scriptures 

vi. Teamwork 

vii. Witness 

viii. Compassion 

ix. Unity 

x. Trustworthiness 

xi. Humility 

xii. Inclusivity 

3.1 The Key Result Areas 

The strategic planning process resulted in five key areas that the Fellowship will focus on for the next 

four years. These areas are: 

1. Fellowship 

2. Follow-up and capacity building 

3. Communication 

4. Resource mobilization and financial capacity 

5. Organizational capacity development 

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4.0 Results Matrix 

Fellowship 

Strategic Objective One (1): To take fellowship to new heights and provide a platform where members can develop and utilize their spiritual 

Impact 

Enhanced vibrancy 

and growth within the 

Fellowship 

Outcomes 

-Increase in number and 

diversity of members 

-All members including 

new members well versed 

with the traditions of PRF 

and expectations on each 

member 

Objectively Verifiable 

Indicators 

-Percentage growth in 

membership 

-Percentage of members 

well versed about PRF and 

living the mission 

Targets and Timelines 

-1st year; 50% increase of the current 

-By 4th year: 200% increase 

-At least 90% of the membership well versed 

with PRF at the end of each implementation 

year 

-Increased attendance 

and participation 

-Number of members 

actively attending and 

participating in regular 

fellowship meetings 

-90 percent of the membership actively 

attending and participating in regular 

fellowship by December 2017 

Enhanced oneness, 

impact and fellowship 

within and across different 

generations of members 

-Increased interaction 

and fellowship across 

generations 

-Percentage of members 

engaged in crossgeneration 

mentorship 

-Number of activities 

bringing all generations 

together 

- 80% of membership engaged in crossgenerational 

mentorship by Dec 2017 

-50% increase in number of activities bringing 

together all generations 

-Enhanced development 

of members within the 

right Christian doctrines 

-Number of members 

utilizing their spiritual gifts 

-70% of members actively utilizing their gifts by 

December 2017 

Developed and more 

balanced believers 

-Enhanced Maintenance 

of the fundamentals of 

the Christian faith in a 

changing environment/ 

world 

-Effectiveness of trainings 

conducted 

- Relevance of trainings 

conducted in addressing 

pertinent needs 

-90% of members adequately equipped in 

areas of interest. 

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gifts 

Responsible Proposed Interventions Risks/ Assumptions 

-Executive Committee 

-Executive Committee 

-Set up a team to spearhead and guide reaching out 

to potential members/recruitment drives 

-Set up a team that ensures effective assimilation and 

induction of members 

-Acquisition and development of induction resources 

-PRF is attractive to potential members 

-The teams are adequately equipped and 

committed 

-Material are easy to interpret and applicable 


- Executive committee 

- PRF Members 

-Maintain and improve the regular meetings and 

events 

-Make meetings and events relevant and attractive to 

all members 

-Members will participate actively 

-Executive committee 


- The Media and 

Communication Committee 

-Organizing activities that bring members together 

and encourage teamwork 

-Increased mentorship where members from different 

generations are paired 

-Improve communication and follow up systems 

-Activities are interactive, interesting, relevant 

and attractive across generations 

-All stakeholders will participate 

-Open communication systems 

-Executive committee 


-Create an environment where diverse spiritual gifts 

can be utilized 

-Ensure inclusivity when selecting the topics and 

activities of the fellowship 

-PRF will have members who are teachable 

-Members will take ownership of PRF 

- Executive committee 

-Understanding the contemporary issues through 

research dissemination 

-Adequate response to emerging issues through 

training and sensitization 

-Information acquired will be beneficial for 

alignment to sound doctrine 

-Proactive and effective people will be available 

to fulfill the commission 

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Follow-up and Capacity Building 

Strategic Objective Two (2): To enhance multiplication, growth and transformation of believers through evangelism 

Impact Outcomes Objectively Verifiable Indicators 

Increased evangelism 

and ministering across the 

country 

Improved oversight and 

leadership sustainability 

at PRF 

-Enhanced capacity among 

members to conduct mission 

work and for personal 

witnessing 

-Strong mentorship structure 

and its implementation 

-Percentage of members with adequate capacity 

to conduct effective missions 

-Percentage of members demonstrating 

enhanced leadership skills 

-Number of members committed to the 

mentorship program 

Enhanced follow-up with 

increased membership, 

commitment and 

engagement with the 

contact people 

-A follow-up program with 

elaborate structures 

-Fully functional database 

-Rate of follow-up 

Deepened spiritual growth 

through the knowledge of 

the word 

-Greater availability and 

improved access to resource 

materials 

-Percentage of stakeholders utilizing the resource 

Centre 

-Percentage of stakeholder with an in-depth 

understanding of the scriptures 

Communication 

Strategic Objective Three (3): To enhance coordination of operations within the Fellowship and improve communi 

Impact Outcomes Objectively Verifiable Indicators 

Informed stakeholders and increased 

efficiency in running of PRF 

operations 

-Timely and clear 

communication 

- Number of 

members available 

for prf events 

-Enhanced 

management of 

meetings 

-Percentage of members and other stakeholders 

receiving clear communication on time on 

relevant issues 

-Turn-around time 

-Quality of engagement of stakeholders 

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, discipleship and intentional capacity building. 

Targets Responsible Proposed Interventions Risks/ Assumptions 

-90% of members 

have the capacity 

to carry out 

evangelism by 

March 2018 

-90% of members 

committed to 

mentorship 

program by March 

2018 

-100% of new 

believers 

adequately 

followed as per the 

program (by March 

2018) 

-80% of 

stakeholders 

being positively 

impacted by the 

resource Centre by 


- Executive 

committee 

- Follow-up 

committee 

- Missions’ 

committee 

- Trustees 

- Executive 

committee 

- Follow-up 

committee 


- Organizing 

Secretary 

- Follow-up 

committee 

-Executive 

committee 

- The Library 

Committee 


communications 

committee 

-Focused and structured 

capacity building programs that 

offer trainings where members 

move from one level to another 

systematically 

-Acquisition and development of 

training resources eg. Manuals, 

trainers 

-A mentorship program with 

elaborate structures (clearly defines 

who, when, what, how, why) 

-Organize and conduct forums on 

mentorship 

-Progressive learning and 

improvement of the mentorship 

program to meet the prevalent 

needs 

-Maintain an up-to-date database 

-Efficient use of the database 

-Develop strong feedback 

mechanisms 

-Develop a digital resource Centre 

with different kind of media 

including PDFs and videos 

-Develop periodic publications eg. 

Newsletters and blog posts 

-The trainings will be 

effective and efficient 

-Members will take the 

programs seriously 

- Members will be 

committed 

- That contact people will 

be reachable 

-Stakeholders will access 

and maximally utilize the 

resources 


cation, information exchange and access to available information. 

Targets Responsible Proposed Interventions 

- Effective communication 

-Timely update of 

(time, content) to at least 90% 

- Organizing Secretary communication on relevant 

of stakeholders by Dec 2017 


platforms 

going forward 

Communication 

-Timely creation of relevant 

- 90% of stakeholders 

Committee 

content 

effectively giving feedback 

-Develop feed-back mechanisms 

by Dec 2017 

-90% of meetings managed 

effectively 

- Executive Committee 

-Adopt virtual meetings and 

trainings where necessary 

(for example, stakeholders in 

Diaspora can be engaged in 

AGMs virtually and in real time) 

-Improved management of 

meetings 

Risks/ 

Assumptions 

-Stakeholders will 

give resourceful 

feedback 

-Channels of 

communication 

will be effective 

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Resource Mobilization and Financial Capacity 

Strategic Objective Four (4): To develop adequate and reliable stream of resources that will ensure financial sustainability and 

Impact 

Outcomes 


Indicators 

-Percentage of PRF activities 

running unimpeded by lack of 

resources 

-Functional and up-to-date 

database 

-Number of contacts in the 

database 

Targets 

-100% of members honoring their subscriptio 

obligations by December 2017 

-50% increase in revenue every year (compar 

preceding) starting with 2017 

-Operational database by 2017 with quarterly 

ensure the database is up to date 

-100% of contacts in the database effectively 

informed 

Enhanced impact 

through mission 

work and other 

PRF activities 

-Enhanced financial 

capacity of PRF 

-A strong resource mobilization 

team with necessary capacity 

-Number of partners engaged 

-Adequate resource mobilization capacity by 


-Successfully engage 5 new partners every y 

next four years 

-Number of impactful 

partnerships developed 

-Successfully engage 5 new partners every y 

next four years 

-Number of government 

institutions engaged 

-Financial 

independence and 

sustainability of PRF 

-Levels of income 

-PRF to be in a position to run 20% of its budg 

through income from investments by 2020 

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facilitate realization of PRF’s mission and vision 

n 

ed to the 

audits to 

kept 

ear for the 

ear for the 

et 


- Board of 

Trustees 

- Finance 

committee 


- Organizing 

Secretary 

- Executive 

committee 

- Board of 

Trustees 

- Executive 

Committee 

-Finance 

committee 

- Board of 

Trustees 

- Executive 

Committee 

-Finance 

committee 

- Board of 

Trustees 

- Executive 

committee 

- Finance 

committee 

- Board of 

Trustees 

- Executive 

committee 

1. Membership 

-Enhancement of goal driven and 

event oriented giving 

-Members subscriptions 

-Introduction of commitment forms 

and pledges 

- Regular updates to members on 

financial standing 

-Encourage members to give in kind 

eg. Books, expertise, assets (including 

office furniture and equipments) etc 

-Target focus groups eg. BSF, old 

Parkroaders, Young Professionals etc. 

2. Diaspora 

-Develop and continuously update 

database of members in the Diaspora 

-Update those in Diaspora regularly 

on events, needs and successes 

-Send appeals through an appointed 

person (liaison) 

3. Partners 

-Develop capacity on proposal 

writing and develop targeted 

proposals 

-Identify and approach potential 

donors 

-Share with partners quality half year 

and yearly reports 

-Approach organizations to donate in 

kind eg. Bible, books, space 

-Donations from like-minded 

organizations with no strings 

attached 

-Mutually beneficial sharing of 

resources 

-Positive use of donations from 

partners 

-Capacity building and knowledge 

sharing 

-Partnerships in mission work 

4. Government 

-Tax exemption and waivers 

-Send proposals to relevant 

government institutions 

-Establish competent board of 

trustees (BOT) 

-Executive committee and BOT to 

mobilize funds 

-Invest wisely on income generating 

ventures 

-Members will willingly give and generously 

-Favorable response 

-Initiatives will attract the attention of target 

groups 

-Initiatives will attract the attention of target 

groups 

-PRF will be appealing to partners 

-Government will respond favorably 

-Availability of adequate resources for 

investment 

-Sound investments that will be in line with 

PRF’s mission 


19


Organizational Capacity Development 

Strategic Objective Five (5): To establish an effective and efficient governance and administration system with the capacity to f 


Impact 

Outcomes 

Targets 

Indicators 

Effectiveness 

and efficiency 

in running PRF 

operations 

-Increased efficiency 

in the management of 

the Fellowship 

-Increased guidelines 

on the running of PRF 

operations 

-Functional secretariat 

-Operations of PRF in line with 

the constitution 

-Operational BOT 

-Policy documents in place 

-TORs and job descriptions in 

place 

-Established secretariat by December 2017 

Reviewed constitution by December 2017 

-BOT in place by December 2017 

-Policy documents in place by December 20 

Increased efficiency, 

effectiveness and 

accountability 

in handling and 

management of 

resources 

-Operational accounting 

system 

-Percentage of individuals 

handling resources at PRF with 

adequate relevant capacity 

-Automated accounting system operational b 

December 2018 

-100% of individuals handling resources com 

guidelines by December 2018 

PRF Mentorship day 

20

acilitate smooth and robust services in all PRF operations. 

18 


- Executive 

committee 

- Constitutional 

Review 

committee 

- General 

meeting (PRF 

Members) 

- Executive 

committee 

- Ad-Hoc 

Committee 

- Constitutional 

Review 

committee 

-Establish a secretariat 

-Acquire office premises and 

equipment 

-Review the constitution to align with 

new organizational structure and 

other changes 

-Recruit staff 

-Establish Board of Trustees 

-Develop operational policies and 

guidelines 

-Develop terms of reference (TOR) 

and job descriptions 

-Develop code of conduct and 

service charter 

-PRF will have the capacity to attract and retain 

qualified personnel 

-Members will selflessly volunteer their 

professional services 

-All stakeholders will comply 


y 

ply with 

- Executive 

committee 

(Treasurer) 

- Board of 

Trustees 


-Adopt effective and user friendly 

accounting system 

-Develop Human Resources manuals 

-Hire competent professional human 

resources 

-Build capacity of people PRF 

resources and the management 

-Members will adopt and appreciate new ways 

of doing things 

Members at a wedding 

21


5.0 Implementation, Monitoring and Evaluation 

The strategic plan has given focus to both the desired outcome and proposed interventions and 

implementation will be executed through annual implementation plans. A committee composed of 

representatives of the executive committee, BOT and the secretariat will form the IM&E committee 

with the role of spearheading and coordinating the implementation of the strategic plan. 

The desired targets for the year will be set within the Annual Plan and at the end of every year, 

detailed evaluation of the annual plan will be done with a focus on effectiveness, efficiency, impact 

and recording of lessons learnt. This will help in setting the targets for the next year, adopt better 

implementation approaches and maximize on what works well. Evaluation will be based on the 

indicators provided in the results matrix and any other that the team may deem important. 

The success of implementation will depend heavily on the ownership, skills and commitment of the 

executive committee, BOT, members, secretariat, and partners. It is proposed that annual planning 

be done in a consultative manner. 

5.1 Implementation Budget/Financial Plan 

The budget for each of the years covered by this Strategic Plan will be drafted consultatively by 

the Executive committee, BOT members, secretariat and the Annual General Meeting (AGM) in line 

with the Annual Plans which shall be approved at the General Meeting. 

6.0 Proposed Implementation Structure 

AGM 

Executive 

Committee 

Board of 

Trustees 

Sub- 

Committees 

Secretariat 

22

Annual Dinner 


Bible Study 

Brothers - Sisters Fellowship 

23


Tumaini House, Agha Khan Walk 

P.O. Box 60675 – 00200 

Nairobi 

Cell phone: +254 728 788 000 

Website: www.parkroadfellowship.org. 

Email: info@parkroadfellowship.org

PRF Strategic Plan 2017 - 2020

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