THE CHURCH OF PENTECOST

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VISION 2028
Five-Year Vision Document For The Church Of
Pentecost Covering The Period

2023-2028
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THEME:
“POSSESSING THE NATIONS II”
(Unleashing the Whole Church for the Transformation of their
World with the Values and Principles of the Kingdom of God)

Slogan:

Possessing the nations: I am an agent of transformation!

Possessing the nations: Transforming my world!

VISION 2028 1
Copyright  The Church of Pentecost, 2023

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Published by The Church of Pentecost.
ISBN:
Printed by Pentecost Press Limited
All Rights reserved. No part of this publication may be reproduced, stored in a
retrievable system, or transmitted in any form or by any means-electronic, mechanical,
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photocopy, recording or any other-except for brief quotation in printed reviews,
without the prior permission of the publishers
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2 VISION 2028
 A FT
“In the coming years, The Church of Pentecost will strive to
become a Church whose members go to possess or take their
nations by influencing every worldview, thought and behaviour
with Kingdom principles, values and lifestyle, thereby turning
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many people to Christ.”

VISION 2028 3
 TABLE OF CONTENTS
1.0 INTRODUCTION 9
2.0 BACKGROUND OF VISION 2028 13
2.1 Overall Goal 15
2.2 Gap Analysis 16
2.3 Strategic Objectives 17
2.4 Our Current Strengths 19
2.5 Strategic Approach 20

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3.0 IMPLEMENTATION STRATEGIES 27
3.1 STRATEGIC APPROACH #1: STRENGTHENING
THE LOCAL CHURCH AS A NURTURING
AND UNLEASHING CENTRE 27
3.1.1 The Repositioned Local Church as a Discipling and
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Unleashing Centre 27
3.1.2 Intentional Discipleship Programme 30
3.1.3 Intentional Intergenerational Approach 34
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3.1.4 Intentional Mentorship in the Local Church 37

3.1.5 Marriage and Family Life 38
3.1.6 The Counselling Ministry 40
3.2 STRATEGIC APPROACH #2: UNLEASHING
THE TREMENDOUS POTENTIAL OF THE CHURCH TO
TRANSFORM SOCIETY 41
3.2.1 Evangelism and Church Planting 42
3.2.2 International Missions 47
3.2.3 PENSA International 49
3.2.4 Winning the Cities - Rethinking Church Growth Strategy in
Urban Centres 51
3.2.5 The Traditional Ministries 53

4 VISION 2028
3.2.5.1 All Ministries 53
3.2.5.2 Children’s Ministry 54
3.2.5.3 Youth Ministry 57
3.2.5.4 Men’s Ministry (PEMEM) 61
3.2.5.5 Women’s Ministry 63
3.2.5.6 Evangelism Ministry 65
3.2.6 Possessing the Nations through Chaplaincy 67
3.2.7 Ministry to the Chieftaincy Institution 72
3.2.8
3.2.9
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Pentecost Workers’ Guilds
Home and Urban Missions
3.2.10 Reaching Out to Celebrities
3.2.11 Ministry to Persons with Disabilities (MPWDs)
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3.2.12 Ministry in the Digital Space – CoP Media Outlets
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82
83
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3.2.13 Pentecost International Worship Centres (PIWCs) as
Strategic Partners in Possessing the Nations 90
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3.3 STRATEGIC APPROACH #3: HARNESSING OUR SOCIAL

MINISTRY FOR SOCIETAL TRANSFORMATION 93
3.3.1 Enhancing Church and State Relations 93
3.3.2 The Church and Socio-economic Development 95
3.3.3 Community Transformation 99
2.4 STRATEGIC APPROACH #4: STRENGTHENING
OUR CHURCH’S SYSTEMS, STRUCTURES AND
INSTITUTIONS 101
3.4.2 Pentecost Convention Centres (PCC) 107
3.4.3 Projects and Infrastructural Development 110
3.4.4 General Headquarters Administration and Finance 116
3.4.5 Digital Transformation 119
3.4.6 The Executive Council 123
3.4.7 General Council 124
VISION 2028 5
3.4.8 Regional Coordinating Committees (RCCs) 124
3.4.9 Strengthening our Ecumenical Relations 125
4.0 FUNDING VISION 2028 127
5.0 A MONITORING AND EVALUATION
FRAMEWORK FOR VISION 2023 129
APPENDIX 1: BUILDING AN INTENTIONAL STRATEGY FOR
DIGITAL MINISTRY IN THE CHURCH OF PENTECOST 134
APPENDIX 2: THE CITY CHURCH CONCEPT 143
APPENDIX 3: WHAT IS A GREEN BUILDING? 149

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APPENDIX 4: THE COP E-CHURCH/DIGITAL CHURCH/
ONLINE CHURCH (ASSEMBLY) AT-A-GLANCE
APPENDIX 5: TENETS OF THE CHURCH OF
PENTECOST
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160
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6 VISION 2028
 SCRIPTURAL FOUNDATION
The following Biblical texts set the foundation for Vision 2028
in our quest to possess the nations.
His intent was that now, through the church, the
manifold wisdom of God should be made known to
the rulers and authorities in the heavenly realms (Eph.
3:10, NIV).
And so you became a model to all the believers in

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Macedonia and Achaia. 8 The Lord’s message rang out
from you not only in Macedonia and Achaia—your faith
in God has become known everywhere. Therefore we do
not need to say anything about it, 9 for they themselves
report what kind of reception you gave us. They tell
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how you turned to God from idols to serve the living
and true God, 10 and to wait for his Son from heaven,
whom he raised from the dead—Jesus, who rescues us
from the coming wrath (1 Thess. 1:7-10, NIV).
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While we wait for the blessed hope—the appearing

of the glory of our great God and Savior, Jesus Christ,
14 who gave himself for us to redeem us from all
wickedness and to purify for himself a people that are
his very own, eager to do what is good (Titus 2:13-14,
NIV).
And when they could not find them, they dragged Jason
and some of the brothers before the city authorities,
shouting, “These men who have turned the world upside
down have come here also, (Acts 17:6, ESV).
Righteousness exalts a nation, but sin condemns any
people (Prov. 14:34, NIV).

VISION 2028 7
 Whatever you do, work at it with all your heart, as
working for the Lord, not for human masters, 24 since
you know that you will receive an inheritance from the
Lord as a reward. It is the Lord Christ you are serving
(Col. 3:23-24, NIV).
As a prisoner for the Lord, then, I urge you to live a life
worthy of the calling you have received (Eph. 4:1, NIV).

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8 VISION 2028
1.0 INTRODUCTION
To God be all the glory for seeing me through my first term in
office as Chairman of this highly esteemed Church. I am very
grateful to the Lord for giving me another opportunity to serve
Him and His Church for a second term at the highest office of
The Church of Pentecost.
From 2018 to 2023, the Church focused on the overarching
theme, “Possessing the Nations – Equipping the Church to
Transform Every Sphere of Society with the Values and Principles

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of the Kingdom of God”. Through this Vision, we sought to build
a church where members would be equipped to possess their
nations by transforming every worldview, thought and behaviour
with values, principles, and lifestyle of the Kingdom of God,
thereby turning many people to Christ and making their faith
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relevant in the public space as the salt of the earth and light in
the world.
To the glory of God, the five-year strategic Vision, dubbed Vision
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2023, has been concluded with remarkable success. The success

is evident in the appreciable progress made in all the twenty-five
(25) commitments earmarked for implementation.
For instance, the period saw an increase in members’ commitment
to the work of the ministry both within and outside the church.
This resulted in membership growth of 30.38% as of December
2022 (4-year period),1 representing an absolute growth of 838,313
members. During this same period, 1,142,472 souls were won
for the Lord, with 827,449 baptised in water and 3,892 churches
planted. Again, 975,793 persons received the baptism of the Holy
Spirit with the initial evidence of speaking in tongues.

1 Statistics for four years - 2019-2022.

VISION 2028 9
The church also made substantial contributions to the
nation’s development and societal transformation and saw its
members excelling in various areas of influence. To mention
but a few, through Pentecost Social Services (PENTSOS), the
church implemented significant community transformation
interventions such as providing 184 water facilities in deprived
communities in Ghana with over 90,000 inhabitants accessing
potable water. It also established a solar-powered irrigation
block farm in the Upper East Region of Ghana. The church again
provided employable skills training for over 2,300 youth, women,

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and other adults in the church in Ghana to be empowered
economically to overcome hardship and poverty. Similar social
interventions were carried out in the external nations.
In the area of strategic partnerships towards national development,
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the church made significant progress in collaborating with key
state institutions such as the Ghana Prisons Service, the Ghana
Police Service, the National Council for Civic Education (NCCE),
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and the Forestry Commission at the national level. These

collaborative efforts resulted in the implementation of novel
projects such as the Inmates’ Skills and Training Acquisition
Centres (Prison projects) at Ejura and Nsawam and police
stations at Akuapim Akronpong and Abrem Agona.
For the past five years, we have also achieved a massive push
and expansion in the missions’ frontiers of the Church, both
geographically and numerically - reaching out to an additional
50 nations, which is a 50% increase over the number of nations
covered by the Church at the commencement of the Vision 2023.
The attention given to our local assemblies as equipping centres,
restructuring existing institutions, and creating other ministry
opportunities have all produced highly beneficial outcomes. To
God be all the glory!

10 VISION 2028
At this time, I would like to express my gratitude for the dedicated
efforts of the former Chairmen, General Secretaries, International
Missions Directors, past Executive Council members and other
founding leaders, who laid a solid foundation for this Church
during their time.
I am particularly grateful to current and past Executive Council
members who were directly involved in the planning and
execution of Vision 2023. All Heads, ministers, officers, and
members are appreciated for their massive support for the many

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successes achieved in the past five years.
To consolidate the gains made in the past five years and execute
the Possessing the Nations agenda to its fullest, Vision 2028 will
serve as a direct follow-up of Vision 2023 by diligently pursuing
the reason the church exists and its purpose in the world. In
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this regard, Vision 2028 will focus on unleashing the whole
church into the world as salt and light to transform its spheres.
This demands that we renew our commitment to the corporate
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mandate of the Church and become individually responsible for

the transformation of our world.
Vision 2028 will span five years from 2023 to 2028, though
practically, it will cover September 2023 to August 2028. As
was the case for Vision 2023, the preparation of this document
involved personal retreats where I sought the Lord’s guidance and
direction for the next phase of my leadership. It has also involved
consultations with many stakeholders, including Executive
Council members, Ministry Directors, and heads of departments
and institutions, for their input and advice. Subsequently, the
draft document was thoroughly discussed with all Heads at the
2023 November Heads’ Meeting and again with all ministers at
the 2024 Ministers and Wives’ Conference for further inputs.

VISION 2028 11
I am deeply grateful to everyone who has contributed in diverse
ways and from different perspectives to bring this document to
its current stage. I now appeal to all ministers, church officers,
and members to join us again as we continue to pursue the noble
cause of our Lord Jesus Christ in the next five years of the Church.
Let us all rise and shine forth in the nations, for the glory of the
Lord is risen upon His Church. Let us reach out to everyone and
everywhere for Jesus.
Brothers and sisters in the Lord, our efforts to unleash the

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Church into society to possess it is a spiritual warfare that will
attract fierce resistance from the enemy. We admit that we cannot
depend on our efforts; neither can we rely upon our willpower.
We need help from God to fulfil this Great Commission, which
is the purpose of the Church on earth. I, therefore, call on the
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entire church to bear this vision in prayer. May the kingdoms of
the world become the Kingdom of our God.
ERIC KWABENA NYAMEKYE (APOSTLE)
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CHAIRMAN

12 VISION 2028
2.0 BACKGROUND OF VISION 2028
The theme for Vision 2028 is “Possessing the Nations: Unleashing
the Whole Church for the Transformation of their World with
the Values and Principles of the Kingdom of God”. This Vision
is a direct follow-up on the Vision 2023 agenda, which spanned
2018-2023.
In the context of the theme, the term “unleashing” means getting
members out of the fortress of the Church into their spheres of
influence and transforming them.

Gospel. FT
The word “transformation” is also used here to describe the
conversion of souls and the conversion of society through the

The Possessing the Nations agenda is strictly in line with the

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Mission Statement of The Church of Pentecost: “We exist to
establish responsible and self-sustaining churches filled with
committed, Spirit-filled Christians of character who will impact
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their communities”.
The Church, as the body of Christ, is an elected group with a
unique mandate to carry the gospel to the ends of the earth. The
mandate is given to the Church as a corporate entity and not
individual members. It must, however, be emphasised that the
Church comprises individual members who collectively form this
corporate entity. Thus, the “whole” is mandated to embark on the
Church’s mission to the world. In other words, in approaching its
mission, the Church should think corporately as a community
and mobilise all its resources, including the clergy, laity and
children. Believers are not to see themselves as individuals only
but as essential members of a body, which is the Church.
While Vision 2023 (phase 1 of the Possessing the Nations agenda)
focused on equipping our members, Vision 2028 (phase 2) would
VISION 2028 13
focus on unleashing these equipped members into the world as
agents of transformation. The ultimate goal is to fulfil the Great
Commission by reaching individuals from all walks of life and
elevating the values and principles of the Kingdom of God in
every sphere of society.
In the church unleashed, an individual’s primary ministry may be
within one of many traditional church programmes or in-house
activities. However, there is an equal chance that his/her ministry
may also be in prisons or working in a hospital. In either case,

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the norm is people-centred ministry.
The church unleashed is not unconcerned with what goes on
within its church building. The local church will continue to serve
as an equipping and nurturing centre where Christlike disciples
will be raised for the unleashing agenda.
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This strategy document presents the details of what we seek
to achieve through Vision 2028, with a detailed outline of
implementation strategies spelt out under carefully selected
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thematic areas. Each of the thirty-one (31) thematic areas

designated for this Vision has specific strategic objectives to
guide the implementation strategies.
The Vision 2028 agenda recognises that The Church of Pentecost
is a global church that operates in 150 nations as of December
2022. While this strategy document serves as a guide for the
Church’s activities over the next five years, it is impractical to
include specific interventions that are relevant and appropriate
for every context. Therefore, it is essential to note that some
planned interventions may be more applicable to the mother
church in Ghana than in other nations. However, our external
branches should be guided by the spirit of the Vision and develop
specific interventions within their contexts that align with the

14 VISION 2028
Church’s goal of unleashing the whole church to transform their
world with the values and principles of the Kingdom.
2.1 Overall Goal
Vision 2028 shall keep to the overall goal set for the Possessing
the Nations agenda: “a church where members go to possess their
nations by transforming every worldview, thought and behaviour
with values, principles and lifestyles of the Kingdom of God and
thereby turning many people to Christ”.

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By pursuing Vision 2028, leveraging on what has already been
achieved in the last five years, we foresee a church actively
conscious of its role as salt and light in the world - a church
where each member identifies himself or herself as a disciple and
a witness of Christ tasked with a ministry outside the walls of the
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Church (1 Thess. 1:8). This underscores the fact that while Vision
2023 focused on “equipping the Church”, Vision 2028 focuses on
“unleashing the Church” into the society to possess it.
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Every member will, therefore, be encouraged to have a ministry

outside the church, becoming channels through which God’s
grace will flow to the outside world. In pursuit of this, the
chaplaincy ministry and the workers’ guilds are expected to play
a prominent role in realising the objectives of the Vision 2028
agenda and bringing many to the saving knowledge of our Lord
Jesus Christ.
The goal of the Vision 2028 agenda, therefore, implies that
evangelism and missions work will not be limited to any specific
department of the church but would rather be the DNA that runs
through every fibre of the church. In this regard, every member,
every ministry, and every local assembly would be a channel
through which God’s grace reaches others. Both the letter and
the spirit of Vision 2028 enjoin every church member to embrace

VISION 2028 15
their jobs, schools, families, communities, and wherever God has
planted them as their mission field.
Per Vision 2028, ministry shall, therefore, be defined as whatever
one does to bring their sphere of influence subject to the
principles and values of the kingdom of God. We shall, by this,
be proactive in raising members for the church and the state,
members who will influence their spheres with righteousness
and thereby bring transformation to society.
As earlier defined, the word “transformation” refers to the

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conversion of souls and society through the Gospel. The Gospel
entails the salvation message and the values and principles of the
Kingdom of God that reform society. The gospel must, therefore,
be taken into every area of society so that persons and cultures
are truly transformed by divine grace.
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2.2 The Gap Analysis
In the past five years, we have focused on equipping the
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church to possess the nations. However, equipping people

does not guarantee they will take the necessary actions in their
communities to possess the world for Jesus Christ. It requires
a systematic effort to strategically unleash the vast potential
currently held within the church. A church, equipped, must be
unleashed to transform the world.
The Church of Pentecost, as a “local church”, has such a committed
lay leadership, but that is not big enough. It is not big enough to
achieve the objective of unleashing the whole church for ministry.
It is not big enough to reach this generation that has a waning
interest in church.
There are church members who have strong desires to use their
relationship with God, leadership abilities, talents, gifts, and
life experiences to serve the kingdom of God. However, the
16 VISION 2028
experience has been that only a few ministers and leaders share
in this hunger for ministry and thus provide opportunities for
them to become ministers outside of the church. There are equally
others who want to do something for the Kingdom of God in
their spheres of influence but are held back by fear arising from
the world’s intimidation. Vision 2028, therefore, seeks to create
avenues and opportunities for ministry outside the walls of the
church while unleashing our members from whatever fear or
hindrance that could prevent them from engaging with and

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transforming their world.
While numerical growth is essential in unleashing the church, it
is not the central theme. The central theme is a certain philosophy
of church ministry - the kind of church ministry that devises
means to build major ministries extending across the nations,
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ministries not typically found in the local church, where members
are raised to be channels through whom the grace of God will
flow to bless humanity. That is when we can say that the church
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has been unleashed. By this, we shall see the Kingdom of God

flowing from the church to the streets, homes, and the workplace.
2.3 Strategic Objectives
The strategic objectives seek to address the gaps between the
goal of Vision 2028 and the identified shortfall in our state of
preparedness to unleash the church into the society to possess
it. In our pursuit of the overall goal, therefore, the Vision shall
be guided by the following broad strategic objectives:
1. To create awareness of members to align themselves with
the corporate mandate of the church to transform society
(conversion of souls/conversion of society)
2. To create opportunities for members at all levels of the
church to be involved in ministry beyond the church.

VISION 2028 17
3. To continue to create awareness in our members that
they are the visible manifestation of the body of Christ
(salt and light to the world) and that whatever capacity
they find themselves in is an opportunity and a setting
for ministry.
4. To encourage individual members to deploy the resources
God has placed within their hearts and lives to influence
their spheres with righteousness to possess their world
for Christ.

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5. To make every member of the local church a carrier of the
salvation message to convert souls for Christ wherever
they find themselves.
6. To create avenues for effective discipleship and mentorship
in the local church.
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7. To maximise influence in the cities and urban centres
8. To spearhead a national moral vision agenda that will
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make institutions work towards transforming society

and national development.
9. To make the various ministries and institutions of
the church machinery for facilitating people-centred
ministry to transform society.
10. To use the social ministry of the Church as a machinery
for societal transformation
11. To prioritise children and youth ministries as an
intentional intergenerational mission approach to possess
future generations for Christ.
12. To teach and mentor members to excel in every
department of life, such as professional and family life.

18 VISION 2028
13. To encourage local assemblies and individuals to initiate
specific ministries for different target groups within
communities in which they find themselves.
14. To further strengthen existing systems and structures of
our church and realign their activities to drive the Vision
2028 agenda.
15. To make the necessary modifications to get the church
system freed from crowded programmes in order to
release members to serve beyond the church.
16.
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To continue to strengthen the Monitoring and Evaluation
mechanisms of the Church to enhance continuous
assessment of the effectiveness of interventions aimed
at achieving the objectives of the Vision 2028 agenda
beyond statistics.
2.4 Our Current Strengths
Thanks to the successful implementation of the Vision 2023
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agenda and the impressive achievements, the church has a strong

foundation and momentum to continue its mission of possessing
the nations. This achievement, coupled with our numbers, solid
spiritual foundation, effective leadership, strong governance and
administrative systems and structures, and broad reach across
nations, gives us a great urge in pursuit of our goal.
As a Church, we are also blessed to have a vibrant community of
young members who are enthusiastic about sharing the Gospel
message of Jesus with everyone. Additionally, there is growing
recognition that The Church of Pentecost plays a leadership role
in the Ghanaian Christian fraternity and society as a whole. We
are also gaining significant recognition in the arena of global
Christianity. All these, backed by God’s enabling grace, are

VISION 2028 19
means by which we can play an essential role in bringing all
peoples under the influence of the values and principles of the
Kingdom of God.
2.5 Strategic Approach
Vision 2028, the second phase of the Possessing the Nations
Agenda, will challenge the church to leave the building and create
the awareness to have every member of the Church move beyond
seeing church services as the only arena for serving God. The
emphasis would be on unleashing our members to transform

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their world.
This calls for a strategic approach that will pave the way for the
unleashing agenda of Vision 2028. Thus, we will adopt a four-
pronged strategic approach to implement the Vision 2028 agenda
outlined herein.
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a. Strengthening the Local Church as a Discipleship and
Unleashing Centre.
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b. Unleashing the tremendous potential of the Church into

the society to possess it.
c. Harnessing our Social Ministry for Societal Transformation
d. Strengthening and re-aligning our church’s systems,
structures and institutions to drive the Vision 2028
agenda.
2.5.1 Strengthening the Local Church as a Discipling and
Unleashing Centre
The Church is the visible manifestation of the body, ordained
by God to carry His witness and to be salt and light to the
world. However, in too many instances, we have shirked
this responsibility to a needy world and have turned inward,
ministering to ourselves. As a church, we dare not underestimate
20 VISION 2028
our potential for effective ministry to a wide variety of people
when unleashed into every sphere of society. We have grown big
in numbers, so our ministry opportunities would be broadened
to have everyone involved and every target group covered.
Ministers and leaders of the church will, therefore, be resourced
to train, teach and reorient their members to understand the
unleashing agenda - that they are a people called out of the
world’s lifestyle to subdue their spheres to God and the values and
principles of His kingdom and possess these spheres. Members
will be taught:
a.

b.
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To see their “secular jobs” as opportunities for ministry
and a call to serve - a call to be a teacher, lawyer, banker,
medical doctor, etc.
To understand that as people of faith, they should seek
to practice all that they have learnt from Scripture in
whatever context they find themselves.
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c. To allow God’s word to shape their conscience,

disciplining themselves to bring all that they are involved
in under the scrutiny of Scripture.
d. To know that their life in its entirety must reflect Scripture.
As a result, they must apply their understanding of God
to every sphere of life, seeing the church, the family, the
state, the arts and sciences, and the world of commerce
and industry as spheres in which God must be served
and honoured.
e. To have a holistic view of life and that the Creator is Lord
over each department of it.
f. To understand that their domestic life is a calling and
worship to God – a call to be a husband, father, wife,
mother, child, servant, etc.
VISION 2028 21
g. To always remember that, as Christians, they should
be the best in everything - best husband, best wife, best
teacher, best judge, etc.
We shall be proactive in raising members who will influence
their spheres with righteousness, like how the Protestants taught
their congregations in the 16/17 centuries. In his book, “The
Protestant Ethic and the Spirit of Capitalism”, Max Weber posited
that the industrial revolution that gave birth to the new economy
in Europe and eventually to our modern civilisation resulted

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from the teachings of the European Protestants. Weber believed
that the influence of the Protestant ethic on large numbers of
people to work in the secular world, enterprises, trade, savings,
and investments gave birth to the new world economy, largely
known as capitalism. It is upon that economy that our modern
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world stands.
Prior to the Protestants’ teaching, the dilemma of the European
economy was the fact that when landowners employed labourers,
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they could not make these labourers give their best. The only
incentive widely known and used at that time was an increase
in wages, thinking that when there was an increase in wages for
labourers, they would view their work as more valuable and,
thus, work longer and harder. However, in the real sense, the
labourers often spent less time working and not hard enough.
They would instead drink and leisure. But the teaching of the
Protestants changed all that.
The basic teachings of the Protestants were all surrounding values,
ethics, and morals. They focussed on building a better world out
of what they had. They emphasised that whatever the Christian
was involved in, be it domestic or public, should be seen as a
calling and service to God. Everywhere the Protestants and their
descendants went, they took with them these same teachings, and

22 VISION 2028
they got the same results – a developed economy and an advanced
and civilised society - a generally more prosperous nation.
Therefore, for a church that claims to have over 10% of Ghana’s
population and a growing population across the globe, we need
to rethink our influence on the development of the nations. If
we do what the Protestants did, we will have the results they had
- the transformation of society.
However, as we unleash the church on full scale into the world, we
should also be mindful of the church’s health as well as winning

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the future and staying relevant in the generations to come. In
this vein, Vision 2028 shall prioritise intentional discipleship and
mentorship, family life, youth, and children ministries. This is
to ensure that our local churches are kept vibrant while we also
possess future generations for Christ.
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The current worrying statistics of the decline in Western
Christianity continue to manifest mostly among young people.
Research has shown that the core reason why young people are
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leaving the church is that the church is unable to transmit faith

into the rapidly changing cultures of the world. To respond to this
challenge, Vision 2028 proposes an intentional intergenerational
mission approach, which promotes mutual interactions among
all the different generations in the church on a frequent basis.
Again, teens and children will be intentionally targeted in our
evangelistic, discipleship and mentorship activities.
2.5.2 Unleashing the Tremendous Potential of the Church to
Transform Society
Having used the past five years to equip and create the needed
awareness among our members on our transformation agenda,
it is now time to unleash these members into the world for the
actual task for which they have been equipped – the task of

VISION 2028 23
transforming their world. We need to unleash the tremendous
potential now locked in the fortress of the church.
Opportunities shall, therefore, be created for members to use
their relationship with God, leadership abilities, talents, gifts,
and life experiences to serve the kingdom of God outside the
confines of the church. Our ministry opportunities would be
broadened to have everyone involved and every target group
covered. When a sociologist looks at culture, he looks at the
groupings within. Seeing the Community as a collection of target

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groups is seeing the community as a Christian sociologist sees
it. Vision 2028 shall, therefore, encourage the local church and
individual members to go beyond the existing ministries and look
for groupings of people within their communities and initiate
ministries to meet the needs of these target groupings with their
A
lifestyles in mind.
In Vision 2028, we hope to raise people who will be conscious
of their divine mandate to be salt of the earth and light in the
DR

world - becoming channels through which God’s grace will flow

to the wider world.
2.5.3 Harnessing our Social Ministry for Societal Transformation
The Church’s business is not only in the salvation of souls. It is
also about the conversion of the society itself, which includes
implementing social interventions that affect the well-being of
the people.
Our understanding of persons and sin should be holistic. We have
to always keep in mind that persons are not isolated individuals
but persons embedded in a community with its complex
socioeconomic and political structures. We cannot save the soul
of an individual and be unconcerned about the society they live
in. Both must be evangelised.

24 VISION 2028
Moreover, the assumption that converted persons automatically
change society is naive. True, converted persons are less likely
to do destructive social evils like stealing. But the sociologist
is undoubtedly right that we are social beings moulded in
powerful ways by the societal structures that surround us.
Exclusive attention to inner conversion is inadequate. Without
a call to costly discipleship and biblical teaching on what
discipleship demands in the face of corrupt sociopolitical
structures, conversion offers no automatic guarantee of social

FT
transformation. It is, therefore, important to purposefully strive
towards spreading righteousness throughout all aspects of society
by imbuing the values and principles of the Kingdom of God into
the structures and systems that exist within it.
Harnessing our social ministry for societal transformation will
A
also require some strategic interventions that meet the physical
needs of the people, such as in health, education, water and
sanitation, security, entrepreneurial development, community
DR

transformation, rehabilitation for drug addicts, and research-

based advocacy that seek to correct some ills of society that affect
the wellbeing of the people.
2.5.4 Strengthening and Re-aligning our Church’s Systems,
Structures and Institutions to Drive the Vision 2028
Agenda
Over the years, the church has developed a formidable
institutional and governance structure comprising functional
departments, ministries, boards, committees, and training
institutions to facilitate the ministry of the church. One of the
objectives of Vision 2023 was to strengthen and re-align these
institutions and structures to not only serve as implementation
units but also provide the enabling environment for equipping
the church to fulfil its mission to establish responsible and self-

VISION 2028 25
sustaining churches filled with committed, Spirit-filled Christians
of character who will impact their communities. This objective
has been achieved to a large extent.
Our effort to unleash the church into society to possess it
in the coming years requires that our institutions, systems,
and structures are further strengthened, and their activities
realigned to drive Vision 2028 to its fulfilment. In addition, the
monitoring and evaluation capacity of the church at all levels will
be strengthened to manage the implementation of Vision 2028

FT
to achieve the desired results.
There is also the need for freshness in the spiritual life of the
church (CoP). This can be achieved by making the necessary
modifications to get the church system freed from crowded
programs in order to release members to serve beyond the
A
church.
DR

26 VISION 2028
3.0 IMPLEMENTATION STRATEGIES
This section of the Vision Document provides details of
the various interventions thoughtfully marked out for
implementation under the four-pronged strategic approach, with
specific reference to thematic areas. It is important to note that
some of the recommended actions under some thematic areas
are Ghana-specific and may not apply to other nations.
3.1 Strategic Approach #1: Strengthening The Local Church
As a Nurturing and Unleashing Centre
3.1.1
Unleashing Centre
FT
The Repositioned Local Church as a Discipling and

Overview (Eph. 4:11-16; 2 Pe. 1:5-8, Ac. 1:8; Mt. 28:18-20)

Vision 2028 recognises the local church as the action point
A
for raising disciples for Christ and an unleashing centre for
transforming society. Accordingly, the local church would
continue to be a central point for the holistic discipleship of
DR

members who will then go to their spheres of influence as salt

and light, permeating their settings with the principles of the
Kingdom. We, by this, envision a local church that is passionately
committed to nurturing the faith of its members and unleashing
them for the transformation of their world.
Specific Objectives: To make the local church a centre for
discipling and unleashing members for the transformation of
society.
Planned Actions (The Local Assembly/Church):
a. Through well-tailored teachings guided by the annual
themes, the local church shall be taught to understand her
role as salt of the earth and light in the world. Specifically,
the local church will be given basic teachings on values,

VISION 2028 27
 ethics, and morals that align with the principles of the
Kingdom of God.
b. Members would be taught:
- To see their secular jobs as opportunities for ministry
and a call to serve - a call to be a teacher, lawyer,
banker, medical doctor, etc.
- To understand that as people of faith, they should seek
to practice all that they have learnt from Scripture.

FT
- To yoke their conscience to God’s word, disciplining
themselves to bring all that they are involved in under
the scrutiny of Scripture.
- To know that their life in its entirety must reflect
Scripture. As a result, they must apply their
A
understanding of God to every sphere of life, seeing
the church, the family, the state, the arts and sciences,
and the world of commerce and industry as spheres
DR

in which God must be served and honoured.

- To have a holistic view of life and that the Creator is
lord over each department of it.
- To understand that their domestic life is a calling and
worship to God – a call to be a husband, father, wife,
mother, child, servant, etc.
- To always remember that, as Christians, they should
be the best in everything - best husband, best wife,
best teacher, best judge, etc.
c. Through teachings and other forms of training, the
local church shall be taught the Gospel message and its
presentation.

28 VISION 2028
d. The local church shall intensify its efforts in evangelising
its community - every church member will be required
to do the work of an evangelist and see him or herself as
an agent of transformation.
e. Since our communities are a collection of target groups,
the local church as a body will be encouraged to go beyond
the existing ministries in the church and consciously
target groupings within their communities and minister
to them. Examples of such ministry opportunities may

f.
A FT
include brothels, international students on our campuses
(for PENSA), putting together a Non-Governmental
Organisation to minister to persons with particular needs
in the community, etc.
Individual members shall also be encouraged to identify
groups within their communities and spheres and initiate
specific ministries for them with their lifestyles in mind.
g. The local church shall be made a house of prayer while
DR

also encouraging active small prayer groups within it.

This will help keep our churches vibrant while supplying
the needed strength and zeal for the unleashing agenda.
h. The local shall emphasise the operations of the gifts of
the Spirit.
i. We shall uphold righteousness in the local church.
j. Dawn services shall be encouraged in settings where
applicable.
k. Officers and members will be encouraged to use their
gifts and talents to serve their communities and spheres.

VISION 2028 29
Proposed Actions (The local presbytery)
a. The local presbytery and other local leaders will be
resourced to train and teach their members to become
people called out of the world’s lifestyle to subdue their
spheres to God through applying the principles of the
Kingdom of God in all their dealings.
b. Area/National Heads and District Ministers must hold
periodic prayer retreats with their officers.

FT
c. The local presbytery shall be required to hold meetings
once a month to evaluate the operations of the local
assembly in line with the Monitoring & Evaluation
(M&E) framework of Vision 2028. In this regard, minutes
books and other church records shall be inspected
regularly by Area Heads and District Ministers.
A
d. Area/National Heads and District Ministers will be
required to conduct regular training programmes for
DR

members of the presbytery.

3.1.2 Intentional Discipleship Programme
i. Overview (Mt. 28:18-20; 1 Ti. 3:14-15; Jn. 8:31-32)
In order to prepare saints for societal transformation, it is
essential to have an intentional discipleship programme within
the local church. This discipleship programme shall focus on
raising disciples for Christ who will serve as witnesses of Christ
in their spheres of influence under two broad areas. These are
personal-level discipleship and the local church discipleship
programmes.
The personal-level Discipleship programme shall focus on
equipping and orienting members to become authentic disciples
of Jesus Christ through their relationship with Him by means of

30 VISION 2028
daily devotions, fervent personal prayer life and the systematic
study of God’s Word. This will lead to members living and rooted
in Christ, loving one another and labouring for the Kingdom.
Local Church Discipleship aims to equip the church with
intentional structures, guiding new converts and growing
believers through sequential phases of spiritual development.
We aim to help members steadily mature spiritually, leading to
transformed lives that can positively impact the world. To achieve
the above, there will be the need to prioritise the growth and

FT
spiritual development of officers in the local church.
With an intentional disciple-making endeavour, there is an
assurance that members and officers can influence and transform
their various spheres of society as they are unleashed into the world
as disciples of Christ. The early Church has left us an example of
A
how they succeeded in influencing their generation through their
lifestyle and the preaching of the gospel (Ac. 2:42-47).
In Ghana, the National Discipleship and Leadership Development
DR

Committee (NDLDC) shall continue to spearhead and facilitate

this discipleship programme, accompanied by a practical
monitoring and evaluation mechanism in accordance with the
Monitoring, Evaluation and Accountability Framework for
Vision 2028. External nations are also required to raise strong
structures to guide this programme.
Specific objectives:
a. To institute an intentional discipleship programme
to prepare our members for societal impact and
transformation through personal and local church
discipleship.

VISION 2028 31
b. To institute an intentional discipleship programme for
officers to nurture the local church effectively for the
unleashing agenda.
Actions to be taken:
Personal Discipleship
a. We shall develop a Guide for new converts, which
integrates the new converts’ lessons and devotionals of
foundational spiritual disciplines. Audio versions will be

FT
recorded for oral learners.
b. We shall institute a Read Through the Bible Challenge to
encourage members to read the whole Bible once every
year intentionally. A telegram platform would be created
at the Area level to motivate and hold ministers, officers,
A
and members accountable to complete the task. Audio
Bibles will be made available for oral learners.
c. We shall encourage members to develop a vibrant prayer
DR

life.
Local Church Discipleship:
a. We shall strengthen the Discipleship Groups (Bible
Study and Cell Groups) by assigning Officers and mature
leaders to facilitate the intentional discipling of members.
b. We shall develop relevant study materials to facilitate
basic teachings on values, ethics, and morals that align
with the values, principles, and lifestyles of the Kingdom
of God at the local church.
c. In collaboration with the Pentecost Workers Guilds,
we shall dedicate some selected Sundays for interactive
sessions among members in their respective spheres/

32 VISION 2028
 guilds. This will allow for sharing of experiences and peer
learning.
d. We shall strengthen the Home Cells for Community
Impact initiatives. In this regard, the study for each
month shall charge the Home Cell to take action in the
community (educational impact, economic impact,
environmental impact, health impact, spiritual impact
activities, etc.).
e. We shall encourage local assemblies and districts to

f.
AOutline.
FT
organise quarterly Bible Quizzes using the Bible Study

Ministers shall organise periodic retreats/classes for

discipleship leaders (Bible Study leaders) at least once a
month.
Discipling Officers:
a. Continue strengthening the Lay Leadership Training
DR

School to equip and empower the church’s laity at all

levels.
b. Area officers’ retreats (apostolisation) shall be evaluated
and strengthened in accordance with the evaluation
design principles outlined in the implementation
framework for Vision 2028.
c. Following the Officers’ retreats (apostolisation), Area
Heads and Ministers shall consider dedicating the
Communion week following the second apostolisation
week to guide their members through the topics
discussed at the retreat. This is to help members have a
fair understanding of the theme and the accompanying
topics on time.

VISION 2028 33
d. Officers shall continue to be required to commit
themselves to prayer and good preparation for their
preaching and teaching assignments.
Literacy Project
a. We shall partner with “Literacy and Evangelism - Ghana”,
a non-governmental Christian literacy organisation, to
help our teeming members to read and write in the local
languages as a strategic means of equipping them to serve
as leaders in their local churches.
b.

FT
As part of its activities, the Children’s Ministry in Ghana
will be tasked to initiate a programme to teach our
children to read the local language in their respective
contexts. This will help preserve Ghanaian language
reading in our local churches.
A
c. Annual budgetary allocation for the literacy project
shall be made at all levels of the Church to facilitate its
DR

implementation.
3.1.3 Intentional Intergenerational Approach
Overview (Matt. 28:19-20; Acts 1:8; 2 Tim. 2:2; Jud. 2:10-15)
The Church of Pentecost is a multi-generational church. The
demographic statistics of the Church show that as of December
2022, the Church had 31.1% children membership, 44.1% youth
membership and 24.7% adult membership. Whilst it is good
to celebrate the youthful demography of the Church, it is also
essential for us to recognise the magnitude of the responsibility
to sustain these young people in the Church and transmit the
legacies of the Christian faith to them in contextually relevant
ways, without losing our identity, authenticity, and spirituality
as a Pentecostal church.

34 VISION 2028
The current worrying statistics of the decline of Western
Christianity continue to manifest mostly among young people.
Research has shown that the core reason why young people are
leaving the church is that the church is unable to transmit the
faith in a rapidly changing culture. Young people frequently feel
isolated from their parents and other older adults in the realm of
faith and spirituality. They feel that older adults don’t understand
their doubts and concerns, a prerequisite to rich mentoring
friendships. Meanwhile, the older generations also feel worried

FT
and frustrated about the rapid transformations in emerging
generations’ culture. This gradually leads to disengagement
among the generations and eventually leads to a generational
gap with the potential of causing the young ones to drop out of
church. To respond to this challenge, Vision 2028 proposes an
intentional intergenerational mission approach that promotes
A
mutual interactions among all the different generations in the
Church on a frequent basis.
DR

Specific Objective: To bridge the gap among the generations in

the church by helping all the generations to work together in
achieving God’s mission in the nations of the world.
Actions to be taken:
a. Adopt an intentional missions approach to engage all
the generations in the church for the purpose of meeting
the deep-seated needs of the older generations whilst
responding to the dynamics of cultural transformation
among the younger generations. Ministers and lay leaders
(including Bible studies teachers) will be trained in how
to organise and conduct intergenerational services.
b. Intergenerational church services will be intentional and
frequent. Preferably, this will be organised twice a month
in all local congregations. During these intergenerational
VISION 2028 35
 meetings, all the generations will be allowed to sit together
as and when they arrive at church. Thus, children will not
be separated from adults in the seating arrangements.
c. During intergenerational services, the liturgy will involve
all the generations. For example, opening prayer, praises,
worship, song ministrations, Bible reading, and other
activities will be jointly done by adults and young people.
Young people will be encouraged to give testimonies just
as adults do. Periodically, young people will be allowed

FT
to preach or moderate the service during such meetings.
d. There will be intentional efforts to teach the young people
in the church about the baptism, gifts, and fruit of the
Holy Spirit. They will also be assisted through prayers to
be baptised in the Holy Spirit and encouraged to operate
A
in the gifts of the Spirit whilst bearing the fruit of the
Spirit in their daily lives.
e. Evening church services will be considered intergenerational
DR

services. Children who are present at such services will

not be allowed to play around whilst service is ongoing.
Instead, they will be encouraged to actively participate in
the service.
f. Home Cell meetings and Sunday morning small group
Bible studies on intergenerational service days will involve
children and youth. On such occasions, Bible studies
teachers will intentionally create opportunities for all
the generations in the group to contribute meaningfully
to the topic to prevent some people from being passive
participants.

36 VISION 2028
g. Evangelistic activities such as house-to-house evangelism,
rallies/crusades, as well as other forms of evangelism that
are applicable, will be done jointly with the young people.
h. Young people will be strategically involved in leadership
responsibilities such as Bible studies leaders, serving on
committees, ushering, local secretaries, church cleaners,
and playing musical instruments. They can be members of
committees, part of ministry executives, etc., depending
on how they have been trained for such tasks.
i.

j.
A FT
The adult generation will be intentional in updating
themselves on some emerging trends.
“Intergenerational mission approach” will be introduced
into the curriculum of the Pentecost School of Theology
and Mission (PSTM) at Pentecost University. This
will ensure that newly trained ministers of the church
understand the intergenerational mission approach.
DR

k. The PIWCs and the City Churches will continue to be

given much attention in responding to the contemporary
needs of the emerging generations.
3.1.4 Intentional Mentorship in the Local Church
Overview
The transformative power of effective mentorship is evident in the
positive changes it brings to lives. Just as The Church of Pentecost
continues to expand globally, the pressing need for deliberate
and strategic mentoring within our congregations becomes
increasingly apparent. With over 70% of our members being
youth and children, a well-structured mentoring programme
has the potential to reshape our local churches and generate a
profound impact.

VISION 2028 37
Specific objective: To establish a mentoring programme in the
local church.
Actions to be taken:
a. Ministers and leaders will be encouraged to serve as
mentors for the young ones in the local church.
b. The NDLDC will be tasked to design a mentorship
training programme that equips mentors with the
necessary skills to guide and support mentees effectively.

FT
c. The NDLDC will be tasked to incorporate mentoring
relationships, guided by relevant Bible passages, into the
content of the Bible studies manual.
d. Ministers and Presiding Elders will be strongly
encouraged to tap into the wealth of experience our
A
retired ministers possess. Occasional invitations will be
extended to them, inviting them to share their valuable
insights and wisdom with the current generation.
DR

e. Mentors will be encouraged to share personal life

experiences, struggles, and triumphs to create relatable
teaching moments for mentees.
f. Mentors will be encouraged to help their mentees set
spiritual and personal goals and assist in tracking their
progress.
3.1.5 Marriage and Family Life
Overview (Ge.2:18; 21-25; Mt.19:4-6; 1 Co.7:1-2)
The agenda to possess the nations is aimed at transforming every
sphere of society with values and principles of the Kingdom of
God. To readily bring transformation to society, there is the
need to pay close attention to what goes on in homes. This is

38 VISION 2028
because the family remains the foundation of the society we seek
to influence. The family is derived from marriage – the union
between a biologically male species (man) and a biologically
female species (woman). To possess the nations, therefore, there
is a need for critical attention to be paid to the institution of
marriage and the family.
Specific objective: To make the family a transformative arena for
societal impact and transformation.
Actions to be taken:
a.
A FT
Members will be taught through Bible Studies, sermons,
seminars, and discipleship classes to see the family as the
basic unit of society and a little church and seminary. In
the ideal situation, the “family church and seminary” has
the husband as its pastor and his wife as his assistant,
with their children and others as members. Single parents
should also see their homes (households) as a church
and seminary. Couples who may not have children in
DR

their homes should still treat their homes as church and

seminary.
b. The church at all levels shall encourage consistent family
devotions by all members, raising a family altar around
which the family, including all members of the household,
gather to offer worship to God and study God’s word.
c. Members shall be educated to see marriage and family
life as a calling—a call to be a husband and a father, a
wife and a mother.
d. Spouses will be educated to see marriage as a call to
support each other’s salvation.

VISION 2028 39
e. As part of their calling, parents will be expected to
teach their children obedience to God and themselves
(parents).
f. Children at home, including all other dependents, will
also be taught to see themselves as called to obey God
and their parents from their earliest days.
g. One out of each of the three Area and District weeks in
each year shall be dedicated to teachings on marriage
and family life (such as marriage, finance, health, work,

FT
parenting, education, etc.) in all our churches across the
globe.
h. Retreats for couples and singles shall be encouraged at
all levels.
A
i. With reference to the 11th tenet of the church, members
will be taught and oriented on what constitutes true
marriage in the face of the corrupted views on marriage.
DR

j. Pentecost University will run marriage and family life

certificate programmes for interested couples.
k. We shall continue to hold chastity in marriage in high
esteem and frown upon pre-marital sexual relationships
between prospective couples.
l. District Ministers shall play active roles in counselling
would-be couples to complement the efforts of assigned
counsellors.
3.1.6 The Counselling Ministry
Overview
In line with Vision 2028, the ministry will offer dynamic, ever-
evolving services that address people’s issues and challenges in a
thorough, caring manner. It will provide all levels of the church
40 VISION 2028
with all-inclusive preventive, developmental, empowering, and
mediation services.
Specific Objective: To provide appropriate counselling services
accessible to all members at all levels.
Actions to be taken:
a. Set up a seminar for all trained psychologists, counsellors,
and mental health professionals to give them the
knowledge and requisite Christian Counselling skills they

FT
need to manage their diverse clientele at different levels
in the church.
b. Embark on yearly training in basic counselling skills for
counsellors and leaders of prayer camps.
c. Rename the marriage committee in our local assemblies
A
as “Marriage and Family Life Committee” to better reflect
the church’s 11th Tenet.
DR

d. Develop a resource manual with the necessary

developmental guidance/counselling tools for all CoP
Second Cycle and Basic schools.
e. Institute a biennial conference for all counsellors in the
church.
f. Establish collaborative links with the various ministries
(the traditional and the new intervention ministries) and
help train the counsellors they need for their respective
services.
3.2 Strategic Approach #2: Unleashing The Tremendous
Potential Of The Church To Transform Society

VISION 2028 41
3.2.1 Evangelism and Church Planting
Overview (Mt. 28:18-20; Ro. 1:16; Ro. 10:13-15)
The Church is God’s instrument for the Great Commission.
Evangelism, church planting and discipleship are the major
aspects of the Great Commission. Therefore, we shall make efforts
at all levels and through all possible avenues to preach the gospel
in our communities and spheres of influence. We shall earnestly
pursue the planting of new churches in all unreached areas.

FT
We shall continue to tie our growth to the demographic structure
of the world population. The world’s population is described as
young, with over 42% of people under the age of 252. Africa is
considered the continent with the most youthful population
and has as much as 40% of its population under 15 years3. Over
the years, the Church has done well to keep its growth along a
A
similar pattern, with over 71% of its members under 35 years. To
sustain the church’s growth along this pattern, intentional efforts
will be made to target children and youth in all our evangelistic
DR

outreaches.
3.2.1.1 Ghana
In Ghana, we shall increase overall membership by 1,259,284 over
five years, with an average percentage growth of 7.0%. This will
mean that by 2028, the total membership of our church in Ghana
will stand at 4,857,239, with a cumulative percentage growth
of 35%. We also project to plant 2,000 new assemblies over the
vision period, with an average number of 400 new assemblies
to be opened each year. The splitting of existing assemblies to
create more assemblies would be discouraged.

2 https://blogs.worldbank.org/opendata/chart-how-worlds-youth-population-changing.
Accessed on 11th August, 2023
3 World population by age and region 2022: https://www.statista.com/statistics/265759/
world-population-by-age-and-region/. Accessed on 11th August, 2023.
42 VISION 2028
The number of districts to be created in line with Vision 2028 will
be monitored carefully to determine the intake of new Ministers.
The table below provides an overview of projections made for the
creation of districts and the intake of new Ministers in Ghana.
Table 1: Proposed Creation of Districts/No. of New Ministers
(2024-2028)
Year No. of new No. of Missionaries, No. Of New
Districts Retirees Youth Pastors, Ministers

FT
Children’s
Pastors, etc.
2024 30 31 7 68
2025 30 38 7 75
2026 30 19 7 56
A
2027 30 33 7 70
2028 30 39 7 76
We also plan to create about eleven (11) new Areas in Ghana over
DR

the next five years. These proposed Areas may include but are
not limited to Amranhia from Madina Area, Elmina from Cape
Coast Area, Enchi from Asankragua Area, Salaga from Tamale
Area, Nalerigu/Nakpanduri from Walelewale Area, and Jirapa
from Wa and Tumu Areas, Abeka from Kaneshie Area, Santasi
from Kwadaso Area, Peki from Ho Area, Sakumono from Teshie
Areas, and Weija from Kasoa Area.
3.2.1.2 External Missions
The Church of Pentecost is currently in 150 nations. Over the
next five years, we project a minimum increment of fifty (50)
new nations, with an average number of ten (10) new nations per
year, to increase the number of nations to two hundred (200).
We also plan to increase overall membership for the external
branches by fifty percent (50%) using 2022 as the base year over
VISION 2028 43
the five years. This will add 302,561 members, resulting in a total
membership of 907,683.
An average number of 417 assemblies will be added each year,
resulting in the opening of 2,085 new assemblies over the five
years. Regarding the number of districts, the forecast for the next
five years is to add 100 (One Hundred) districts per year. This
will give an overall increase of 500 (Five Hundred) districts in
the nations.
Specific Objectives
a.

b. FT
To intensify evangelism and church planting in unreached
areas.
To increase the church’s overall worldwide membership
by 35%.
A
Actions to be taken:
a. The Evangelism Coordinating Team at National,
DR

Area, District and Local levels, with the Chairman,

National Head, Area Head, District Minister, and the
Presiding Elder as Patrons, respectively, would continue
coordinating evangelistic activities in the church.
Monthly evaluation or appraisal of evangelistic activities
would be pursued vigorously at all levels. Any lapses
identified would be addressed immediately to keep
members on their toes.
b. Budgetary allocation for evangelism (core mandate of
the church) at the Area, District and Local levels will be
enforced and monitored by leadership.
c. The “One Member, One Discipled Soul” project would
continue as a flagship annual Evangelism programme and

44 VISION 2028
 would be pursued vigorously in November (Ghana) and
across the nations as designated.
d. Crusades, rallies, and campaigns shall be encouraged at
all levels to draw in souls for the Kingdom.
e. When and where feasible, we shall ensure that every
community without CoP shall have a church planted.
f. All ministries will be expected to be active in evangelism.
g. Gospel Sundays, a day dedicated to preaching the Gospel

h.
A FT
and soul-winning, shall be keenly observed. There shall
be no Bible Study on the Gospel Sundays.
Teens and children will be intentionally targeted in our
evangelistic activities. This group is known to respond
readily to the gospel message. Beyond this, it will help
us possess the next generation.
i. Conscious efforts will be made to do altar calls at all
DR

church gatherings, including weddings, funerals, child

naming ceremonies, etc.
j. Prayer Evangelism shall be pursued in earnest. This is
where members intentionally pray for their friends,
neighbours, colleagues, and loved ones who have not
yet encountered the Gospel. This can create a spiritual
atmosphere of openness and receptivity to the Gospel
message of Christ.
3.2.1.3 Evangelism and Church Planting - Other initiatives to
be pursued:
a. Form Church Planting Corps or Teams to focus mainly
on evangelistic activities in communities without Bible
Believing Churches.

VISION 2028 45
b. Raise Gospel Heralds to unleash young people to serve the
Church communities. District Ministers and Evangelism
Coordinating teams will be encouraged to engage the
Gospel Heralds, especially at the District and Local levels,
to enhance the art and skill of members in the unleashing
drive, particularly among the youth.
c. The church will explore establishing an e-church or
digital church (online church), which will purely be a
missiological church established with the primary focus

FT
of reaching a targeted online audience who do not know
the Lord Jesus Christ. It will seek to primarily win such
people for Christ and to disciple them within a CoP
church community that operates entirely online. Kindly
refer to Appendix 4 for details.
A
d. We shall initiate an online missionary ministry where
young people will be trained and unleashed into the
digital space as missionaries. These online missionaries
DR

shall be mandated to actively engage with seekers,

sceptics, and those exploring faith through online
platforms. They will provide thoughtful responses, engage
in dialogue, and share the Gospel in a digital space where
many seek answers and connection.
e. The Media Ministry and the Youth Ministry shall explore
producing captivating cartoons and short videos that
capture the attention and engage the hearts of viewers.
In using these media tools, we shall gently guide the
audience towards the central message of salvation and
the love of Jesus Christ.
f. Volunteer evangelism, a concept where individuals
embark on outdoor/public preaching of the Gospel
without putting boxes at vantage places for “offering”,
46 VISION 2028
 shall be encouraged. By providing training, portable
PA equipment, mentoring, and ongoing support, such
individuals would be empowered to share their faith and
engage in personal evangelism confidently.
3.2.2 International Missions
Overview (Matt. 28:18-20; Rom 15:20, Num. 22:4-6, Acts 17:6)
The Church has been called to reach out to the nations with the
Gospel and teach them to obey all that Christ has commanded

FT
us, a mandate which remains the bedrock of the possessing the
nations agenda. The church in Vision 2028 will continue to make
conscious efforts to increase its presence in the nations. Our
target, however, is not just to be present in a nation but that our
presence would be felt as we impact the land with the values and
A
principles of the Kingdom of God.
Specific objective: To expand the frontiers of the mission’s
enterprise by unleashing a Christ-like generation of nation
DR

influencers and effectors using kingdom principles and values.

Actions to be Taken:
a. Consolidate the gains made in the already existing 150
nations by promoting their physical and spiritual growth.
b. Increase soul-winning and district creation through
personal evangelism, church planting and discipleship-
making efforts.
c. Establish more city churches to drive the multinational,
multicultural and multiracial agenda.
d. Churches will be planted at strategic places in the nations,
preferentially in the city centres.
e. Decent places of worship shall be put up and acquired in
the city centres across the nations.
VISION 2028 47
f. The National Headquarters of nations shall be located/
relocated at the capital cities to reflect the CoP brand.
g. Pursue continuous restructuring of the general
administrative procedures in all national offices to make
them more functional.
h. Special efforts will be directed at enhancing activities
within the nations on ministry to the homeless, sex
workers, drug addicts and unreached peoples’ groups.

FT
i. Establish language-specific homogenous churches in
Europe, the Americas and the Caribbean, Asia, Australia
and Oceania, the Middle East and the Gulf.
j. Broaden the scope of operations within the francophone,
Spanish and Portuguese blocs through aggressive
A
evangelism, discipleship, and infrastructure.
k. PENT TV shall continue to show French content
programmes and initiate same for Spanish and Portuguese.
DR

l. Deepen efforts to call young people into leadership roles,

especially into the full-time ministry.
m. When needed, the calling of Bi-vocational ministers shall
be considered to stand in for full-time ministers.
n. Encourage the equipping and training of indigenous
people to handle leadership roles in the nations.
o. Strengthen the administrative and management systems
of the regional blocs to make them much more effective.
p. Facilitate ministerial training across the nations through
theological educational institutions in Ghana, USA, UK,
La Cote d’Ivoire and South Africa.

48 VISION 2028
q. Set up a theological institution in India to facilitate
ministerial training across Asia.
r. Hold a training seminar for all national heads and
missionaries annually on emerging trends in missions.
s. Hold ministerial and leadership conferences occasionally
for the various regional blocs.
t. Coopt the PENSA International global leadership team
members in the various regional blocs into RCC meetings

FT
to facilitate their work within the blocs and to enhance
cooperation with the RCC leadership.
u. Intensify language and culture study by missionaries.
v. The mission’s enterprise shall be made to leverage the
media space as a tool to communicate the vision.
A
w. Intensify nations’ compliance with financial policies and
increase transparency in financial and legal systems for
DR

effective regulation.
x. Support establishing and putting up decent and
appropriate places of worship for selected PIWCs and
French Assemblies in Ghana.
3.2.3 PENSA International
a. With a solid foundation laid in the first four years of
operation, we shall work hard to reach more alumni into
the mobilisation of PENSA International.
b. Work hard to reach more nations and campuses with our
groundbreaking and PENSA establishment initiatives in
the nations. We shall seek to establish 20 new PENSA
chapters in previously unreached regions, thereby
expanding the reach of The Church of Pentecost.

VISION 2028 49
c. PENSA International shall design, discuss, and approve
mission agendas for each year in collaboration with the
COP Missions Office and Heads of the Regional Blocs
(RCCs).
d. Identify and recruit passionate PENSA missionaries with
a calling for long-term evangelistic work, with the goal of
deploying them to either start grounds-breaking Missions
or to support COP Missionaries in frontier Missions.
e. Strengthen and mobilise local PENSA ministries for

FT
missionary evangelism within respective blocs.
f. Organise training modules for PENSA members to equip
them for effective mission work before each Missions trip.
g. Introduce the “PENSA Frontlines: Missions Uncovered”
A
TV Show to give viewers an in-depth look into the
mission work being carried out on the front lines by COP
Missionaries, particularly in places where young people
DR

are actively supporting the advancement of Missions

work.
h. Develop training resources for PENSA institutions
globally encompassing discipleship training, leadership
training, and practical evangelism techniques.
i. Implement peer-to-peer learning and mentoring
programmes in collaboration with well-established
PENSA ministries.
j. Facilitate exchange programmes among PENSA
institutions to tap into diverse skills and strengths across
different PENSA institutions globally.
k. Establish a PENSA International Professional Network
(PIPN) for the purpose of career development,

50 VISION 2028
 mentorship, collaboration, sharing industry knowledge,
and job opportunities.
l. Institute the PENSA International Global Internship
Programme by identifying and connecting with PENSA-
affiliated and like-minded corporate entities willing to
offer internship opportunities.
m. Encourage the creation of PENSA SECTORS and appoint
travelling secretaries and campus ministers across the
nations where applicable.
3.2.4

Overview:
FT
Winning the Cities - Rethinking Church Growth
Strategy in Urban Centres

While the rural context remains important to church planting,

A
today, more than 56% of the world’s inhabitants live in urban
areas, and this is expected to grow rapidly. By 2050, over 70%
of the human population is predicted to live in urban areas. In
DR

Ghana, for instance, the urban population was 58.62 % in 2022,

according to the World Bank. Urban centres are home to a
diverse population with unique and complex characteristics. This
calls for rethinking how we do ministry in our urban settings.
Vision 2028 shall consider implementing measures to help us
consolidate the gains made in the past while putting in measures
to ensure effective outreaches and high-quality and spirit-filled
services that adequately cater for the needs of urban residents,
especially the younger generation and the elite.
Specific Objective: to roll out measures to improve ministry in
urban centres to sustain church growth among urban dwellers.

VISION 2028 51
Actions:
a. We shall encourage the building of multi-racial, multi-
national, multi-cultural and multi-generational churches
in urban centres.
b. Churches in urban centres shall be built with principles
that are spiritual and, at the same time, in tune with the
urban settings.
c. Our ministers and officers shall be trained to manage the

FT
diversities and complexities associated with ministry in
urban centres.
d. Where practicable, local assemblies in urban centres
shall be encouraged to keep a green environment with
particular emphasis on landscaping.
A
e. The planning and construction of new church buildings
in urban centres should take into account the needs of
urban residents.
DR

f. Protocol and hospitality services shall be improved in

our assemblies.
g. Splitting existing assemblies to form new assemblies in
the urban centres would be carefully avoided. It denies
the church quality service. Also, the expensive nature of
lands in such places burdens the church.
h. Ministers shall be encouraged to make their church
auditoriums conducive and well-resourced for worship,
especially for the elites and the young people.
i. We shall encourage and support the establishment of
“City Churches” in every nation where CoP operates.
Refer to Appendix 2 for details of the City Church
concept.
52 VISION 2028
3.2.5 The Traditional Ministries
Overview
In raising and unleashing Christlike disciples who will transform
their world with the values, principles, and lifestyle of the
Kingdom, the five traditional ministries (Children’s Ministry,
Youth Ministry, Evangelism Ministry, Women’s Ministry and
Men’s Ministry) of the Church will continue to play a very
critical role. Having used the last years to equip their members,
each Ministry will now be tasked to create avenues at all levels

FT
to unleash their members for ministry outside the local church
guided by well-crafted interventions. Area Heads, National Heads
and District Ministers will be expected to continue to show much
interest in the detailed activities of the Ministries at all levels.
A
Note: While some of the proposed actions under different
ministries may be specific to Ghana, other nations should be
guided by the spirit of these actions to run the ministries in their
context. The ultimate goal is to raise and unleash members to
DR

transform their world.

Specific objective: To make the ministries springboards for
unleashing members into the society to possess it.
Actions to be taken:
3.2.5.1 All Ministries
a. The once-a-month meeting instituted under Vision
2023 shall continue; however, provision shall be made
for the Youth Ministry to meet weekly (either Monday
or Saturday) to be determined by the Area Head and his
Executive Committee.

VISION 2028 53
b. The Youth Ministry Week shall be celebrated annually as
part of the efforts in mobilising the teeming youth of the
Church for societal impact.
c. Considering the enormous task of the youth and
children’s ministries, all ministers and wives, including
Area Heads, shall be taken through training on Children
and youth work.
d. Ministries who are yet to review their syllabus will be
required to review them in line with Vision 2028.
e.

f.
FT
Ministry leaders at all levels will be required to ensure
that programmes carried out are Ministry-centred and
are geared towards meeting the ministry needs of their
members.
A
Each Ministry will, of the essence, prioritise evangelism
and discipleship in their activities.
g. All Ministries will be required to build a strategy for
DR

holistic development.
h. Special attention shall be given to establishing and
strengthening small groups (squads) as vital platforms
for mobilisation, fellowship, accountability, and mutual
support in spiritual growth.
i. All ministries will regularly organise basic teachings on
values, ethics, and morals that align with the principles
of the Kingdom of God for their members in preparation
to unleash their members to transform their worlds.
3.2.5.2 Children’s Ministry
a. The Children’s Ministry will continue to focus on training
children in the values and principles of the Kingdom

54 VISION 2028
 of God, preparing them to be agents of transformation
within their spheres of influence, such as the schools.
b. As part of the transformation agenda, our children shall
be engaged in civic education.
c. The Directorate shall work towards strengthening all
ministry-related programmes initiated under Vision
2023, such as the Children’s Community Clubs, Jethro
Initiative, the One Child One Bible, the Box Library, and
the Foundation Builders’ Conference (FBC).
d.

e.
A FT
We shall train the children for vigorous and persuasive
evangelism.
The Ministry will make provision for witnessing devices
like the wordless book, Flipper Flappers, etc., for guiding
children to share the Gospel with their friends.
f. Institutionalise the annual children’s rally day to augment
existing outreaches by the Children’s ministry at the local
DR

level.
g. The Ministry will explore an evangelism tool dubbed
“prayer evangelism,” where teachers and selected children
shall move to homes of members and non-members to
pray with occupants in these homes.
h. Children who respond to the gospel during crusades and
rallies will be carefully assimilated into the church.
i. The church will consider sponsoring more Pent TV
coverage for children-related activities and events.
j. Intergenerational services will continue to be strengthened
in all assemblies worldwide. Children would be made to
play an active role during these services.

VISION 2028 55
k. The Executive Council shall review the Children’s
Ministry Pastor Concept initiated under Vision 2023 and
consider appointing additional pastors for the ministry.
l. The ministry shall continue educating and developing
teachers’ Resource Materials and age-related materials.
m. The Ministry, in collaboration with the Schools Outreach
Ministry, will host an annual residential conference for
Christian Proprietors of schools to equip them with the
necessary tools to effectively instil Christian values in the

FT
children under their care.
n. Area Heads and District Ministers shall ensure that
provision is made for Children’s places of worship in the
local assemblies. Future church buildings shall include
a meeting place for the children’s ministry.
A
o. Local churches running shifts will be required to make
adequate provisions for meeting places for children.
DR

p. Embark on capacity building of teachers on Holistic Child

Development issues such as child protection and care,
moral and ethical issues among children, etc.
q. Develop a CoP-specific Child Protection and Safety
Policy as a guide for local assemblies and Children
workers in the church.
r. Review existing collaboration with partner organisations
and facilitate more organised and systematic engagement
with partners and other actors aimed at supporting
vulnerable children in society.
s. Build the capacity of parents and caregivers on Holistic
Child Development in partnership with the Men, women,
and youth ministries.

56 VISION 2028
t. Quality leadership of the Children’s Ministry will be
required at all levels. At the assembly level, mature officers
who have an interest in the Children’s ministry will be
brought on board.
3.2.5.3 Youth Ministry
The Youth Ministry shall work with the focus: “Grounded in
Christ, Reaching Everyone and Taking Everywhere for Jesus.”
With this focus, young people shall be empowered to reach
the lost and ground them in Christ and be further equipped

FT
to “possess” their spheres for the Lord Jesus Christ. The Youth
Ministry shall, however, continue to ground young people in
Christ through consistent devotion, prayerful lifestyle, diligent
study of God’s word, fasting, etc. Thus, we shall:
a.
A
Mobilise enthusiastic young people in the Digital world/
journalism space to help frontier the possession of the
airwaves and the internet with the Gospel.
DR

b. Continue and upgrade the Pentecost Young Missionaries

concept, with emphasis on operationalising the concept
at the regional and area levels. We shall also consider
initiating new concentration areas such as volunteer
teaching, ministry to children, and meeting social needs.
c. Expand the operationalisation and funding of the Youth
in National Service Scheme (NSS) Mission project by
which graduates sacrifice their national service year to
serve in mission areas and deprived communities to
support the CoP Ministry there.
d. Student professional guilds shall be established for
all study areas. These guilds shall be connected to
professional guilds in their tracks established by The
Church of Pentecost for the purposes of mentoring.
VISION 2028 57
e. During PENSA conferences, camp meetings, and other
youth gatherings, group activities shall be organised
around student guilds to promote discipleship and the
development of similar godly interests to “possess” the
various professions for the Lord.
f. The Centre for the Study of Youth Ministry, a Youth
Ministry project already at its conceptual stage in
collaboration with Pentecost University, shall be mounted
as a Centre at Pentecost University. It shall run degree,

FT
diploma, and certificate programmes in youth ministry.
g. We shall provide adequate capacity building for grassroots
leaders through the nationwide school of youth ministry
to be organised in 2024 and 2026.
h. Build capacity for human capital in distinct areas in the
A
Youth Ministry, such as apologetics, sexuality, ministry
to teenagers, young adult studies, etc.
DR

i. We shall explore producing Christian movies in the likes

of Mt. Zion of Nigeria for the purpose of soul-winning
and discipleship. This shall be operationalised through
Pentonyx, the Youth Ministry’s established production
unit.
j. Massive prayer gatherings shall be organised nationwide
through mega youth watch-night gatherings, prayer
retreats, and fasting and prayer periods, among others.
k. Develop a well-informed and well-resourced syllabus for
the holistic development of teens and young adults.
l. Develop and operationalise the Pent Job Search
Application/Portal to help bring job seekers in our church
and potential employers together.

58 VISION 2028
m. Enter collaboration with PENTSOS to promote youth
in Agriculture and introduce various business models
to improve the economic lot of our young people.
n. Work with other youth and PENSA leaders from the
nations for the production and hosting of youth ministry
resources to enhance global youth ministry work.
o. Foster fraternal relationships with sister Christian youth
organisations for the purpose of mutual growth and
support.

a.

b.
A FT
Youth Ministry (Schools Outreach Ministry)
We shall work hard to build on the solid foundation laid
from 2021 to date.
The Ministry shall conduct a comprehensive review
in 2024 after its first three years of operation using the
guidelines outlined in the Monitoring and Evaluation
Framework for Vision 2028.
DR

c. Gospel Clubs shall be introduced in basic schools to help

maintain and grow the souls won.
d. We shall develop other materials and tools for the schools’
outreach programme.
Youth Ministry (Campus Ministry - PENSA Ghana)
We shall:
a. Give PENSA Ghana the single focus of taking over
campuses and schools for the Lord Jesus Christ.
b. Open more PENSA branches in tertiary and pre-tertiary
institutions through active evangelism in schools.
c. Give a big push to One-on-one evangelism on campus
and the promotion of evangelism as a lifestyle of PENSA
VISION 2028 59
 students. Innovative programmes shall be introduced to
meet this end.
d. Build up PENSA’s capacity for evangelism through
training workshops.
e. Take advantage of strategic avenues on campus to spread
the good news, such as through entertainment periods.
f. Explore the possibility of creating a new sector out of the
Bompata and Mampong sectors and another out of the

FT
Koforidua and Suhum sectors.
g. Scale up the operationalisation of the PENSA Discipleship
Project, a discipleship system mounted in PENSA to
supply the deficit in personal and small group aspects of
discipleship.
A
h. Organise a forum for all PENSA patrons biennially as a
platform for peer learning.
i. Make efforts to get Sector seat institutions decent places
DR

of worship on campus in addition to the Church’s

commitment to complete the PENSA building projects
of UCC, KNUST, UG, and UEW.
j. The Youth Ministry shall work with the Project Office
of the Church to provide prototype buildings for
various PENSA church building projects. Selection and
approvals shall be given based on membership and other
considerations.
k. Grant shall be given to fund the purchase of large buses
for selected larger PENSA groups.
Youth Ministry (Political Chamber and Business and
Entrepreneurship Chamber)

60 VISION 2028
a. The ongoing upgrade of the Political, Business and
entrepreneurship chambers shall be given a phase lift.
b. There shall be increased intentionality to groom young
aspiring politicians, business men and women, and
entrepreneurs.
c. Young aspiring politicians shall be aided to settle with
their preferred political divides and be given a lot of
discipleship to push through with their aspirations.

FT
3.2.5.4 Men’s Ministry (PEMEM)
For the next five years, the Men’s Ministry will align its activities
with the Vision 2028 unleashing agenda. We shall embark on
activities and programmes to empower men to be agents of
transformation in their world. We will also work to strengthen
A
the ministry at the local level.
Actions to be undertaken:
DR

a. We shall complete the review process of the PEMEM

study Guide to realign with the objective of Vision 2028.
b. Together with the Faithful Giants, the Ministry shall hold
activity-based evangelistic programmes such as PEMEM
keep-fit clubs (PEMFIT), health walks, medical outreach,
Community information centres broadcasts, Men’s
Conner programme, etc. to actively spread the gospel,
mentor the young adult and to improve on the general
personal health of members.
c. Intentional spiritual retreats and leadership programmes
will be organised quarterly to empower men, including
the Faithful Giants, for effective capacity building to be
unleashed.

VISION 2028 61
d. Ensure effective participation in the Ministry’s activities
at the grassroots level.
e. PEMEM shall make intentional efforts to reach out to
politicians.
f. The Ministry shall collaborate with the Youth Ministry in
mobilising young people for the Youth Ministry’s Political
Chamber activities.
g. The ministry will encourage small groups for effective

FT
shepherding and outreach purposes. The focus here is the
local assemblies so that at least 75% of male members of
the Church would commit themselves to the Vision2028
agenda.
h. The Ministry will design programmes towards a clear
A
understanding of the biblical definition of manhood.
This is in response to the confusion around ungodly
worldviews such as Comprehensive Sexuality Education
DR

(CSE) and other LGBTQ+ concepts being promoted by

some people. This will make men effective as we release
them to impart morality.
i. Adopt an Action Point Visitation (APV) strategy for
effective monitoring and evaluation of ministry activities
at the local level.
j. Establish Pentecost Men’s Partnership Forum to connect
all men in the local assemblies and the DiM-Net (Men
in Diaspora Network) in the CoP to share ideas on
contemporary issues, experiences and skills to harness
the knowledge base of men for the Vision 2028 agenda of
the Church.
k. The Ministry, in collaboration with PENTSOS, will
initiate projects such as “Men in Agriculture”, “Men in
62 VISION 2028
 Aquaculture”, “Men in Agro-processing”, “Men in Micro-
enterprises”, and “Men in Poultry Production”. This would
create job opportunities for people in the community and
significantly impact society.
l. Establish the PEMEM Volunteers’ Network to comprise
professionals, retired ministers, and other senior citizens
of the Church in activities such as mentorship, leadership
support and development, and adult literacy training in
collaboration with the NDLDC Literacy project.
m.

n.
A FT
Collaborate with the Church’s Prison Ministry to embark
on “Ex-Convicts Rehabilitation Programmes” for
reintegration into society.
Men at all levels will be encouraged to take the prison
ministry seriously.
3.2.5.5 Women’s Ministry
The focus of the Women’s Ministry in the next five years will be
DR

to strategically unleash women and young ladies in the Church

to transform every sphere of society with Christ-like character,
evangelism and service. To reinforce the commitments and
successes achieved under Vision 2023 and to further deepen
our reach and effectiveness, the Ministry shall implement the
following key actions to propel these aspirations:
a. Design programmes to empower women to manage their
homes, raise godly children, and be good examples for
other women in their neighbourhood and the workplace.
b. The Ministry shall be committed to raising godly women
who will exemplify decency and modesty in appearance.
c. Unleash the women and young ladies to evangelise in
institutions by extending and establishing chaplaincy

VISION 2028 63
 initiatives at the workplace through morning devotions,
prayer sessions, and other spiritual growth activities.
d. Reach out to all people groups at healthcare facilities
through continuous institutionalised hospital visitations
and the adoption of maternity wards or units at various
health facilities to visibly communicate the love of Christ.
e. Champion the “Women in Excellence” initiative by
targeting, supporting, appreciating, and celebrating
women across all levels who make significant achievements

FT
in their spheres of life.
f. Mobilise and unleash women to engage in streets,
markets, peer-to-peer evangelism, rallies, and crusades to
win souls for Christ at the local, District and Area levels.
A
g. The Ministry shall further intensify the Wednesday prayer
meetings to meet the spiritual needs of members and
ground them for Christ.
DR

h. Special attention shall be given to establishing and

strengthening small groups (squads) as vital platforms
for mobilisation, fellowship, accountability, and mutual
support in spiritual growth.
i. In collaboration with PENTSOS, economic livelihood
interventions that will enhance the income levels
of women in deprived areas will be intentionally
implemented. The Ministry will initiate projects such as
Women in Agriculture, Women in Aquaculture, Women
in Agro-processing, Women in Horticulture, Women in
Micro Enterprises, and Women in Poultry Production.
j. Collaborate with the Prisons Ministry Committee of the
Church to embark on visits to the prisons to evangelise
inmates and to meet some of their basic needs. The
64 VISION 2028
 Ministry will support and contribute to the rehabilitation,
reformation, and integration of inmates.
k. Initiate programmes and actions that provide a response
to safeguarding proper Ghanaian family and Christian
values against LGBTQ+ ideologies among women and
young ladies.
l. The Ministry shall leverage the International Day of
the Girl Child celebration to model the girl child by
organising Area level Girl Child boot camps (Stepping

m.
A FT
into the Future) to equip and unleash them to transform
their spheres of life.
The Ministry will deepen our efforts to enrich the
content of the Complete Woman Series, aired on Pent
TV, focusing on programmes that build the productive
capacities of women and young ladies in the Church.
n. Enhance the spiritual growth of the women and young
DR

ladies by promoting the observance of personal devotion,

strengthening family altars, and participation in church
activities.
o. Collaborate with PENTSOS to retool and revamp the
Pentecost Vocational Schools established by the women’s
ministry to provide employable skills training to young
ladies and vulnerable women.
3.2.5.6 Evangelism Ministry
Over the next five years, the Ministry will focus on building up
its presence at the local level and unleashing every member of
the church into the world as a witness and a disciple of Christ,
wherever they are, thereby turning many hearts to the Lord.

VISION 2028 65
a. Some of the Evangelism Ministry Friday’s joint services
during Ministries Week would be used for outreach
programmes at all levels.
b. Every member being an automatic member of the
Evangelism Ministry would be stressed and encouraged.
c. “Leadership Consult”, a platform developed at the national
level to provide guidance on improving leadership skills
and effectiveness within the ministry, would continue
in earnest. In line with the Monitoring and Evaluation

FT
Framework for Vision 2028, systems would be put in
place to monitor and evaluate its effectiveness at all levels.
Area Heads would demand a report on how this was
carried out.
d. The Evangelism Ministry, in collaboration with the
A
other Ministries, will explore all avenues to enhance the
operations of the annual “All Ministries Rallies”.
DR

e. We would be intentional in our church planting to

reach out to communities without vibrant churches or
assemblies.
f. Develop evangelism tracts and other training materials
to facilitate personal evangelism in the local church.
g. With the successful launching of the Evangelism
Ministry App and website and the establishment of
Media Evangelists, the Ministry, in collaboration with the
Media Ministry and Pent TV, will develop strategic media
campaigns and other media promotional activities for
crusades and outreaches as a way of stimulating interest
in evangelism among the youth.

66 VISION 2028
3.2.6 Possessing the Nations through Chaplaincy
Overview
In the next five years, the Chaplaincy Ministry shall focus
on unleashing the teeming trained and equipped Clergy and
Lay Chaplains in the Pentecost Workers Guilds, as well as the
Chaplaincy and the Chieftaincy Ministries, to possess their
various spheres by promoting godly principles and values
to influence decision-making at the workplace and various
institutions. This unleashing agenda shall be laid out and

FT
implemented in a systematic but aggressive manner to ensure that
Chaplaincy services offered by the Church of Pentecost permeate
all spheres of society, such as the Chieftaincy institution,
commercial and industrial sectors, education and learning, the
arts and entertainment, government, etc.
A
With over 9,000 trained Lay-Chaplains and Clergy-Chaplains
and the coming on-board of the Pentecost Workers Guild and
the Chieftaincy Ministry, the Chaplaincy Ministry will form a
DR

vast army that will be deployed and unleashed for work in the
marketplace. A focused and well-thought-through, customised
and systematic Chaplaincy ministry model (integrated chaplaincy
approach), as pictured in Figure 1, would be rolled out to meet
the varying needs of all spheres of our society. Thus, we shall aim
at taking the values and principles of the Kingdom of God to
the workplace such that there would be no dichotomy between
people’s spiritual and secular lives.
Specific objective: To promote godliness and the use of godly
values and principles in decision-making at the workplace or
marketplace, palaces, security services and other spheres of
society.

VISION 2028 67
Fig. 1: The Integrated Chaplaincy Model

A FT
DR

Actions to be taken:
a. The Established District Chaplaincy committees shall
be encouraged to work hard and smart by coordinating
all district chaplaincy activities at the district and local
levels. This would provide a grassroots movement to meet

68 VISION 2028
 the needs of the various marketplaces at the district and
local levels where the action is.
b. The Board shall liaise with the Pentecost School of
Theology and Mission (PSTM) to develop course and
certification procedures for the Church of Pentecost
Chaplains, particularly at the graduate level. Both internal
and external Professionals shall be engaged to help run
the faculty and course where necessary for effective
training.
c. A FT
All Ministers of the Church of Pentecost will continue
to be equipped from time to time with basic knowledge
in Chaplaincy. They shall also be encouraged to offer
chaplaincy services to institutions and marketplaces
within their jurisdictions that may need them.
3.2.6.1 Security Agencies/Institutions Chaplaincy
a. The ministry shall continue to deepen the rapport and
DR

collaboration with the Security Services and agencies

where the Church already has Chaplaincy footprints.
b. We shall strengthen grassroots prison ministry as a
strategy for reaching out to every inmate with the
transforming power of the Gospel, using our District
and Area Prisons Committees.
c. We shall focus on providing pastoral care, facilitating
Bible studies and mentoring programmes, and offering
practical assistance to support inmates’ reintegration into
society upon release.
d. We shall intensify our efforts for space in the remaining
security agencies, such as the Ghana Immigration
Service, Ghana Fire Service, and others, for the in-plant
of full-time clergy Chaplains.
VISION 2028 69
3.2.6.2 Hospital and Hospice Chaplaincy
a. The Chaplaincy Ministry shall seek to gain access to all
the five major Teaching Hospitals in Ghana and in-plant
full-time clergy Chaplains into these institutions who
will meet the spiritual, emotional, and social needs of
both staff and clients. These hospitals are known to be
“communities” on their own with huge numbers of staff
and patient traffic who need to be cared for pastorally.
b. The Ministry shall train and certify responsible members

FT
of the Church who are interested in chaplaincy to work
with the hospitals as chaplain assistants. In collaboration
with Ghana Health Service/Ministry of Health, they shall
be unleashed and deployed to the various healthcare
facilities. Their role shall cover patients, hospital staff and
A
families of patients.
c. We shall commit ourselves to training hospice chaplains
who will offer spiritual and emotional care and spend
DR

time with people who are terminally ill in both hospital

and domestic hospice settings. The affected people
around them will also be ministered to.
3.2.6.3 Workplace Chaplaincy
The workplace is seen as a very important unit to be possessed
for Christ Jesus with the values and principles of the Kingdom.
It is a well-known fact that people spend more hours in their
offices throughout the week than in the Church. Moreover, the
changing technological, economic, and social dynamics of society
have also created digital space in the various media platforms.
This has reduced people’s desire to spend more time in churches.
Thus, the need to take spirituality to them in their offices is very
crucial. The chaplaincy ministry of The Church of Pentecost

70 VISION 2028
would seek to be the bridge in this space for workers. We shall
continue to enlist and train Lay Chaplains from the various
Pentecost Workers’ Guilds who shall be certified, unleashed,
and deployed to provide the needed pastoral chaplaincy care in
the workplace.
3.2.6.4 Schools’ Chaplaincy
a. The Ministry shall be committed to strengthening the
chaplaincy ministry in all Church of Pentecost Schools.
We shall aggressively continue the provision of Schools
A FT
Chaplaincy within all local Assemblies, Districts and
Areas. There shall be a close collaboration among the
PENTSOS Secretariat, the School Outreach Ministry
(SOM) and the Chaplaincy Ministry at the Local, District
and Area levels to achieve these imperatives.
b. The Chaplaincy Ministry shall work together with
PENSA Travelling Secretaries, offering Lay Chaplaincy
Training to enhance their chaplaincy services in Senior,
DR

Junior High Schools, and Primary Schools within their

respective areas, using the resources at their disposal,
which is the teeming zealous and youthful Tertiary
PENSA Students.
3.2.6.5 Sports Chaplaincy
a. The Ministry will seek to gain access to the National
Football Association for an in-plant of a full-time clergy-
chaplain who would provide Pastoral and Spiritual care
to the stall of the Ministry of Youth and Sports, the
Ghana Football Association and the National Teams and
subsequently engage at levels of sports administration.

VISION 2028 71
b. Areas, Districts and Local Assemblies shall be encouraged
and trained to offer Sports Chaplaincy to Clubs within
their jurisdiction as well as keep-fit clubs.
c. Areas, Districts, Locals and Ministries shall be encouraged
to continue engagement with and promote the formation
of Community Keep-Fit Clubs where chaplaincy services
shall be offered. This will create quality health advantages
for members of the Church while strategically mobilising
and discipling the communities.

FT
3.2.6.6 First Responder/ Emergency Services Chaplaincy
The Ministry will liaise with the office of the NADMO, Ghana
National Ambulance Service and Ghana National Fire Service
to provide chaplaincy service for their staff and clients.
A
3.2.6.7 Chaplaincy to Orphanages and Aged / Nursing Homes
We shall continue providing Chaplaincy services in other areas,
such as chaplaincy, to orphans and the aged. Trained Chaplains
DR

shall continue to pay active visits to identified aged homes and

orphanages to provide spiritual and emotional care.
3.2.6.8 Refugees and Migrants’ Camps Chaplaincy
We shall seek to provide chaplaincy services to refugees and
migrants’ camps where feasible and appropriate.
3.2.7 Ministry to the Chieftaincy Institution
Overview (1Tim. 2:1&2, Rom. 13:1&2)
Chieftaincy is a major cultural heritage and institution in Africa.
It provides scope for leadership and exercise of authority and is
supposed to be the most respected institution in the community.
The culture, tradition and governance system of communities
revolve around the chieftaincy institution, and the church’s

72 VISION 2028
ability to influence this all-important institution will give us
some inroads into the community. Vision 2028 will consolidate
gains achieved in the past years while rolling out new initiatives
to expand its frontiers in this ministry area.
Specific objective:
a. To deepen engagements with the chieftaincy institution
to impart principles of the Kingdom of God to traditional
authorities.

FT
b. To partner with the Chieftaincy institution for community
development.
c. To win and disciple royals for Christ.
Actions to be taken:
A
a. We shall be intentional in inviting royals to our Church
services on special occasions and also during Gospel
Sundays.
DR

b. The Ministry shall commence a weekly PENT TV series

known as Royals Corner. The Royals Corner shall be
responsible for spreading the gospel and examining the
Chieftaincy institution from the biblical perspective. The
slot shall also be dedicated to telecasting chieftaincy-
related activities such as Palace Services and Royals
Crusades.
c. To facilitate and make the activities of the Ministry more
proactive, we shall appoint Regional Coordinators at all
Regional levels to serve as a link between the Area and
the National and to also map out strategies on how to
win more souls, especially the royals, follow up on them
and disciple them.

VISION 2028 73
d. The Ministry shall hold a national Royal Conference
at least once in three years, coupled with regional
conferences.
e. To facilitate chaplaincy ministry to the Palaces, the
Ministry shall collaborate with the Chaplaincy Ministry
to train and deploy royals and other members of the
Church who are interested in providing chaplaincy
services in the palaces.
3.2.8 Pentecost Workers’ Guilds
Overview

FT
The Pentecost Workers’ Guilds (PEWG) is a network of workers
of The Church of Pentecost who are determined to be the salt
of the earth and the light of the world at their workplaces and
A
in all spheres of life. As of August 2023, there were 16 Guilds in
the Church: Health, Education, Built Environment, Social and
Philanthropy, Information Technology (IT), Business, Music and
DR

Entertainment, Media, Security, Legal and Judiciary, Hospitality

and Tourism, Fashion, Agriculture, Transport, Artisans and
Political and Governance.
Specific objective: To raise workers of the Church to be the salt
of the earth and the light of the world at their workplaces and
other spheres of endeavour.
Actions to be undertaken:
a. The Ministry will work with the traditional ministries
to ensure that all workers of the Church register with a
guild through an intensive membership drive.
b. Activities geared towards morality and Christian
principles shall be embarked upon to ensure that
every member of the Church becomes an agent of
transformation in their respective spheres.
74 VISION 2028
c. Members of the Guilds shall be oriented with the
understanding that they are the visible manifestation of
the body of Christ (salt and light to the world) in their
various workplaces and that whatever capacity they find
themselves in is an opportunity and a setting for ministry.
d. We shall create opportunities for workers of the respective
guilds at all levels of the church to be involved in ministry
beyond the church.
e. We shall embark on professional and career development

f.
A FT
for members where successful Christian Professionals
shall be used to grow young professionals.
Successful Christians in and outside the Church shall be
used as mentors and coaches for the youth to develop
their God-given talents and potential to become people
of influence in society.
g. The various guilds, as part of the transformation agenda,
DR

shall also embark on soul-winning activities using

diverse, innovative means such as medical outreaches
and entrepreneurial campaigns.
3.2.9 Home and Urban Missions
Overview (1 Cor. 9:19-23)
Home and Urban Missions (HUM) was birthed in 2019 as a
new ministry with the mandate to pay attention to expatriates
or foreigners in Ghana and see to the establishment of French
assemblies in the Anglophone nations. The ministry was also
mandated to engage in special ministry to the Fulani and pay
intentional attention to the marginalised and disillusioned
persons such as porters, drug addicts, and street children in the
urban centres. In pursuing the above, Vision 2023 adopted three

VISION 2028 75
focal areas: Home Missions, Urban Missions, and Integration and
Assimilation of the former Northern Outreach Ministry (NOM).
After a successful take-off, other areas of operation outside the
traditional mandate were explored. Vision 2028 will consolidate
the gains already made and focus on expanding the scope of
operations for a greater impact on societal transformation.
Specific objective: To expand the scope of Home and Urban
Missions for greater impact in societal transformation.
3.2.9.1 Outreaches and Discipleship
a.

b.
FT
Each HUM sector shall be encouraged to undertake
at least two major annual mega crusades targeting one
specific HUM target group (per each crusade) each year.
We shall organise “Christ4All Missions” at least once
A
each year at the Area levels. This initiative shall focus
on mobilising HUM committees and other volunteers
from the various Districts within the Areas for massive
DR

outreaches to expatriates or foreigners of African and

non-African origins, Northerners in the south, and
Unreached People Groups (UPGs).
c. Acquire two more Cine Vans specially dedicated to the
HUM target groups.
d. Pay more attention to outreach in Zongo communities.
e. Package and present the gospel within the cultural context
of the target groups.
f. HUM sectors, in collaboration with the PENSA Traveling
Secretaries and Campus Ministers, shall be tasked to
embark on intentional outreaches to expatriates and
African migrants at the various tertiary institutions and
surrounding communities.

76 VISION 2028
g. The “One District, One Fulani Church Planter” project
would be rolled out to ensure that every district with a
Fulani presence has Fulani Church Planters to support
the ministry.
h. Initiate training for all stakeholders at the local level to
offer systematic discipleship training for HUM converts.
i. A special “Equippers Conference” shall be organised each
year at sector levels for converts won from the UPGs to
train and unleash them for ministry to their fellow people

j.
Agroups.

FT
Converts shall be integrated into all discipleship activities
in the church, such as Home Cell and Bible Study, as
well as the programmes and activities of the various
ministries.
3.2.9.2 Social Interventions and Community Services and
Support Systems
DR

a. Construct a school facility in Yagaba for the broader

community, accessible to all people groups.
b. Construct a state-of-the-art multi-purpose ranch in
Nakwabi in the Sawla Area, which is technically feasible,
financially viable and environmentally sustainable.
c. Establish a multi-purpose and self-sustaining
rehabilitation facility that will serve the following
purposes:
i. Treatment, rehabilitation, and management of persons
with substance use disorders.
ii. Family and community integration of rehabilitated
converts.

VISION 2028 77
 iii. Training and certifying persons in mental health
and rehabilitation.
iv. Research centre for mental health, rehabilitation,
and related fields
d. HUM shall be encouraged to collaborate with the
traditional ministries to organise conferences, seminars,
workshops, symposiums, and intergenerational
discussions for ministry leaders and members on the
prevention of drug addiction, Streetism and prostitution.
e.

FT
Collaborate with the Children’s Ministry and other
children’s agencies outside the church to produce
children-related content and campaigns on the prevention
of drug abuse, prostitution, and Streetism targeting the
local church and community.
A
3.2.9.3 Specialised Ministry to Children at Risk, Vulnerable
Children, and Children of the Unreached People
DR

Groups (UPGs):
a. Identify and engage children in the street: those who
experience extreme child labour, runaway children,
sexual abuse, severe hunger, substance use disorders,
abandonment, and trafficking.
b. Share the message of the gospel with them in a way
that will offer them opportunities to make decisions for
Christ.
c. Offer counselling, prayer, and other therapeutic support
to give them a balanced emotional, spiritual, and
psychosocial life.
d. Seek support for their holistic transformation and
integration into their families or foster homes.

78 VISION 2028
e. Offer training for these children to usher them into
serving as missionaries for their peers.
f. Play advocacy roles for the plight of these children to
the church public and the Christian community for their
active participation.
g. Collaborate with other childcare agencies like Compassion
International, World Vision, the Ministry for Gender and
Child Protection (Social Welfare), One Hope, Awana,
and the Global Children Forum to offer various forms

h.
A FT
of support to them.
Organise camp meetings for the children in the sectors
once a year with the aim of identifying needs, building
spirituality, offering counselling, discipleship, and other
supports.
i. Reunite children with good family backgrounds with
their families and offer a Christian foster home to the
DR

others.
j. Offer continuous counselling and guidance to the
reunited families and foster parents.
k. Offer educational and apprenticeship scholarships to
students in each sector annually.
3.2.9.4 Effective Equipping and Capacity Building of
Stakeholders
a. Every two years, some HUM ministers and wives
and other stakeholders in HUM would be given the
opportunity to study certificate and diploma programmes
at the Pentecost Centre for the Study of the Unreached
People Groups, Africa.

VISION 2028 79
b. HUM Ministers and wives would be encouraged to attend
conferences, workshops, or lectures that have a direct
bearing on their work.
3.2.9.5 City Ministry/Urban Ministry to urban poor and
marginalised persons (i.e., head porters, commercial
sex workers, street dwellers, drug addicts, refugees, and
persons trafficked)
a. Areas, districts, and locals shall be tasked to identify target
groups in the urban centres and reach out to them.
b.

FT
We shall organise city outreaches (employing arts,
personal evangelism, and proclamation of the gospel) to
the identified target groups once a year in the following
places: Ashaiman, Kumasi, Tamale, Tema, Takoradi and
Tachiman.
A
c. Identify converts from prostitution, Streetism and drug
addiction and effectively equip them to reach out to their
DR

kind while providing continuous spiritual, theological,

and other support.
d. We shall collaborate with appropriate government
agencies to identify, rescue, reform, and repatriate
100 trafficked persons in partnership with external
missionaries where applicable.
e. Encourage the Areas to offer needed skill training
opportunities for at least 50% of the converts in each Area.
f. Organise effective, intentional outreaches to Northerners
in the South using their heart language and establish
churches where they can worship in their language and
culture.

80 VISION 2028
3.2.9.6 Diaspora Missions (Home Missions)
a. PIWCs shall liaise with HUM to offer chaplaincy services
for expatriates and African migrants in the country.
b. PIWCs shall liaise with HUM to organise business
meetings, breakfasts, and dinners for expatriates to
engage them and expose them to what the church can
offer.
c. PIWCs and Worship Centres to form diaspora missions

FT
teams to offer free services such as counselling, guides,
and other free services with evangelistic motives to expats
and African migrants.
d. Collaborate with the Regional Coordinating Committees
(RCCs) to organise special Diaspora Mission seminars
A
for PIWCs at sector levels (at least once a year) to expose
them to how they can make their churches attractive to
Expats/Migrants and actively disciple such converts with
DR

the necessary tools.

e. In conjunction with the PIWCs, organise an annual
convention for the expatriate members to build fellowship,
sustainable and strong disciples for the Church beyond
Ghana.
f. Develop a database of our members who are expatriates/
African migrants to help us know their schedules and
trace them as they go back so they can be active members
of the church wherever they are.
g. HUM shall collaborate with PENSA International and
encourage our expats to join their mission programmes,
especially when their home countries are involved, so that
they can participate actively in the Mission enterprise of
the Church.
VISION 2028 81
h. Prepare expatriates/African migrant converts to be
missionaries for the church in Ghana and beyond, as
most of them will surely return to their home countries.
3.2.10 Reaching Out to Celebrities
Overview
A Celebrity is a condition of fame and broad public recognition
of an individual or group due to the attention given to them by
mass media. A person may attain celebrity status from having

FT
great wealth, their participation in sports or the entertainment
industry, their position as a political figure, or even from their
connection to another celebrity.
These Celebrities live almost all their lives on social media, having
large numbers of followers, mainly the youth. Social media is
A
largely controlled and influenced by these Celebrities. Hence,
these celebrities, when properly mentored, could be agents of
transformation to transform their followers. When the Church
DR

influences these celebrities through the gospel, we can, to some

extent, influence their large followers. However, if the Church
neglects them, the systems of the world will influence them,
thereby affecting their large followers.
Specific Objective:
To reach out to celebrities with the gospel and mentor them for
societal transformation.
Actions to be taken:
a. A committee led by a minister with passion and skill for
the target group would be put together with the mandate
to reach out to celebrities and their followers.

82 VISION 2028
b. We shall adopt various outreach approaches in reaching
out to celebrities. These would include conferences,
seminars, workshops, and breakfast meetings.
c. A platform shall be created for all celebrities in the church
and other same-minded believers to position them to
take over the social media space with the gospel.
d. The ministry would focus on other needs areas of the
celebrities, such as counselling, addiction treatment and
management, mental health support systems, and other

e.
A FT
supports for celebrities in crises, abuse, guilt, suicidal
tendencies, depression, and bipolar disorders.
The church would identify upcoming celebrities in the
church and other Christian fraternities and offer them
logistical, moral, and financial support to pull huge
crowds and positively influence the social media space
whilst providing continuous support and supervision for
them.
DR

f. Institute a system that will create spiritual comfort

and protection for celebrities through retreats, prayer
conferences, and camp meetings.
g. A team of experts would be put together to develop
a comprehensive framework to guide the ministry to
celebrities.
3.2.11 Ministry to Persons with Disabilities (MPWDs)
Overview
Vision 2023, which prioritised disability inclusion, resulted in
the establishment of the Ministry to Persons with Disabilities
(MPWDs), the appointment of a National Coordinator and the
formation of MPWDs Committees at all levels of the church

VISION 2028 83
to reach out to persons with disabilities. By the grace of God,
the Church of Pentecost (CoP) has won 14,888 persons with
disabilities, baptised 3,672 in water, out of which 1,948 received
Holy Spirit baptism. The Church has also put in some measures
to address the vulnerabilities of persons with disabilities.
However, there are many more people with disabilities in the
field, which requires the Church to continue reaching out to
them. According to the 2021 Ghana Population and Housing
Census report, about 8% of Ghanaians (2,019,712) are persons

FT
with disabilities. However, this number could even be more, given
the World Health Organisation’s estimation that disability affects
15-20% of every country’s population. In addition, persons with
disabilities in Ghana continue to encounter many challenges,
including negative perceptions about their capabilities, stigma and
A
discrimination, poverty, inaccessible physical environment, and
inaccessible transportation, information, and communication.
Therefore, the Church will continue to consciously reach out to
DR

persons with disabilities, ensure their holistic development, and

unleash them into society for ministry.
Specific Objective: To continue to intensify ministry to
persons with disabilities and to make them avenues for societal
transformation.
Actions to be taken:
a. We shall commit to strengthening the MPWDs to carry
out its mandate.
b. Since disability issues are cut across several sectors, the
MPWDs shall collaborate with all the Ministries and
Departments/Interventions in the CoP to intensify
ministry to persons with disabilities.

84 VISION 2028
c. Interested and committed church members shall be
trained to interact with, evangelise and disciple persons
with disabilities.
d. We shall also explore the possibility of using technology
to reach out to persons with disabilities.
e. The Church shall intensify disability sensitisation to create
awareness of the needs of persons with various forms of
disabilities and of how members can embrace disability
and difference. We shall use Pent TV, social media, church

f.
A
given talents.
FT
platforms and other outlets in this regard. Efforts would
be made to showcase the success stories of persons with
disabilities to demonstrate their capabilities and God-

The Church shall collaborate with government, non-

governmental, faith-based and civil organisations
to create disability awareness and mobilise relevant
resources (human, financial, material) in our efforts
DR

to reach out to and effectively integrate persons with

disabilities to improve their overall well-being.
g. In collaboration with PENTSOS, establish a special Skills
Development Centre for persons with disabilities to help
them reach their highest potential in Christ.
h. We shall collaborate with existing rehabilitation
institutions to meet the special needs of persons with
disabilities.
i. We shall take a keen interest in educating persons with
disabilities by providing sponsorship packages for them
at all levels.
j. We shall endeavour to create a disability-friendly
environment. We will develop and implement a guide
VISION 2028 85
 on relevant architecture and access to information (CoP
Architectural and Information Accessibility Guide). In
this regard, the Church shall endeavour to make all its
structures accessible as contained in the accessibility
guide. Every District and Worship Centre shall be
encouraged to provide Sign Language Interpretation,
braille, audio Bibles and other gadgets to ensure that
information is accessible for persons with disabilities.
The Estate and Media Committees shall collaborate with
MPWDs to monitor implementation.
k.

FT
To win more individuals who are deaf for Christ, we shall
consider establishing at least one MPWDs Assembly
(Ministry to the Deaf) in each Area of the Church. This
could also be at the zonal levels, where two or more
A
Districts could come together to establish the Assembly.
l. The Church shall consider calling two (2) or more
Ministers with hearing impairment to support the
DR

Ministry to the Deaf.

m. Encourage MPWD members to reach out to their kind
and seize their settings for ministry.
n. We shall put together an intentional ministry to the
children of Persons with disabilities.
3.2.12 Ministry in the Digital Space – CoP Media Outlets
Overview
The digital landscape has changed dramatically since the
Covid-19 pandemic hit the globe in 2020 and 2021. Since
then, digital spaces have been central to today’s society. Vision
2028 shall give significant attention to all our media outlets to
take advantage of the digital space to advance the cause of the

86 VISION 2028
Gospel. The media will be used as a means of propagating the
gospel, for discipling members of the church and the body of
Christ, and for transforming society.
Specific objective: To employ strategic digital tools to propagate
the gospel, disciple members of the church and transform society
using the Church’s media outlets.
Actions to be taken:
Note: Aside from the proposed actions below, a Comprehensive

FT
digital ministry framework has been developed to guide the
Church in possessing the digital space. This has been attached
as Appendix 1.
3.2.12.1Radio
a. The church will set up Christian radio stations in Takoradi,
A
Kumasi and Tamale to propagate the gospel. Recruit
professionals with the requisite technical experience to
manage the operations of these Radio Stations.
DR

b. Digitalize contents of the three Pent Radio stations in

Takoradi, Kumasi and Tamale to reach out to the virtual
global community.
c. Use the platform of our radio stations to lead national
discourse.
d. Radio ministry programmes in the various Areas will
continue unabated.
e. Organise professional training programmes for personnel
of the Radio Ministry.
f. Produce Pentecost Hour recordings and make them
available to more radio stations in Ghana and other sister
radio stations in Europe, America, Asia, etc, as well as
digital platforms.
VISION 2028 87
g. Design a training manual to guide Area media
committees.
h. Collaborate with The CoP online Radio Networks across
the globe to share content.
i. Collaborate with PENTSOS and PENTVARS RADIO at
Pentecost University to hold a regular Christian/Social
Dialogue Series.
3.2.12.2Social Media

FT
a. Conduct periodic upgrades of The CoP Mobile App to
reflect on the Vision 2028 Agenda.
b. Redesign the church’s website for unlimited content to
reflect the Vision 2028 Agenda.
A
c. Regularly update the church’s (headquarters) social media
platforms with content tailored to the theme for each year.
d. Design interactive digital cartoons for the Children’s
DR

Ministry.
e. Mobilise digital and technological experts in the church
across the globe to upgrade the church’s podcast to reflect
the Vision 2028 Agenda.
f. Create robust digital archives of photographs of church
events for future reference.
g. Create digital and hardcopy photo albums for church
events.
h. Introduce Pent News Video on digital platforms.
i. Set up a photo studio at the general headquarters.
j. Introduce a 15-minute weekly programme on a digital
platform dubbed: “Tales from the Missions Fields”

88 VISION 2028
 for missionaries to share their stories with the church
populace.
k. Introduce Digital Counselling Hour Programme on
Social Media Platforms.
l. Organise Tech Conference for Graphic Designers in The
CoP fraternity.
m. Increase followership of our social media handles by
100%.

a.

b.
A FT
3.2.12.3Publications Unit
Form Mission Reporters from other African countries,
including Europe, America, and Asia, to provide news
reports on the activities of the church.
Form Writers’ Club at Pentecost University (Department
of Communications) and PENSA in other universities to
feed the Publication Department with Campus news.
DR

c. Organise training for print, electronic and digital

reporters.
d. Partner with Pentecost University, NAFTI and Journalism
Training Institutions in the country to get students for
internships.
e. Produce incisive reports on the church’s activities in
various countries with interviews of church members
and outsiders concerning the Vision 2028 Agenda.
f. Conduct research into new production processes and
designs.
3.2.12.4PENT TV
a. Organise PENT TV Community Dialogue programme - a
Biblical response to some trending societal issues.
VISION 2028 89
b. Collaborate with other Christian-based media houses to
initiate discipleship programmes through movies, short
dramas, skits, etc.
c. Introduce PENT Business to create a business hub in the
Church.
d. Organise Agents of Change Annual Awards to
acknowledge individuals who make a significant impact
in their various spheres.

FT
e. Expand DSTV reach to West, East and South Africa
f. Establish Pent Movie House (a one-stop creative centre
to bring together the various Christian stakeholders in
the creative arts industry).
g. Intensify training and development of personnel.
A
h. Introduce Social Action, Advocacy and Governance
Ministry (a biblical response to matters on social action,
advocacy, and governance).
DR

i. Consider improving the infrastructure development of

the station:
- Construction of an ultra-modern PENT Media Studio.
- Acquisition of state-of-the-art equipment
3.2.13 Pentecost International Worship Centres (PIWCs) as
Strategic Partners in Possessing the Nations
Overview (Rev. 5:9-10; 1 Cor. 9:19-23; Acts 13:36; Php. 1:12-18)
The rationale behind the establishment of the Pentecost
International Worship Centres (PIWCs) was to provide a well-
organised, cross-cultural church, primarily for people of non-
Ghanaian cultural background (expatriates) who want a place
to worship as well as our Ghanaian brothers and sisters who
90 VISION 2028
prefer to worship in the English language or a multicultural
environment. The centres will continue to serve these purposes.
However, going forward, the PIWCs will be required to be more
proactive in building multi-racial, multi-national and multi-
cultural churches.
Specific objective: To build Spirit-filled PIWCs that are multi-
racial, multi-national and multi-cultural churches in Ghana and
beyond.
Actions to be taken:
a.

b.
A FT
PIWCs shall be required to be intentional in reaching
out to people of non-Ghanaian nationalities, employing
creative evangelistic strategies to effectively reach out to
their target populace.
PIWCs shall be encouraged to convert into city churches
built intentionally to attract people of other nationalities
while creating the right spiritual and socio-cultural
DR

atmosphere to maintain and grow them. Details on the

City Church Concept are provided in Appendix 2.
c. We shall encourage PIWCs who have the capacity to
adopt assemblies in the mission areas for regular support
in the form of finance, outreach, etc.
d. We shall encourage the strategic and intentional planting
of PIWCs across the nations.
e. The church will discourage PIWCs from running
assemblies that speak vernacular.
f. PIWC ministers and officers would be given a periodic
cross-cultural orientation. This is to enable them
to address the needs of the various cultural groups
excellently.

VISION 2028 91
g. PIWCs and assemblies with the required capacity will be
encouraged to consciously reach out to non-Ghanaian
nationals within their jurisdictions. Souls won will either
be integrated into the church or have separate Assemblies
opened for them.
h. PIWCs shall be encouraged to deploy innovative
technological approaches to aid the organisation of
programmes and activities.
i. PIWCs shall be encouraged to develop befitting

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infrastructure for worship that will incorporate facilities
for children and teens services, adequate car parking
spaces, modern washrooms, a library and resource
centres.
j. PIWCs shall be encouraged to work with the Chaplaincy
A
Ministry to actively institutionalise and manage periodic
weekly morning devotions with various corporate
institutions.
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k. We shall encourage collaboration between PIWCs at the

regional level, where older and established PIWCs shall
mentor newer ones to enable them to build their capacity.
3.2.13.1English Assemblies
a. Districts shall be encouraged to continue to plant English
assemblies. Where possible, a district may have more than
one English Assembly.
b. Recruit youth-friendly officers to lead the English
Assemblies
c. Area heads and district ministers shall organise
orientation programmes periodically for their officers
on how to run the English Assemblies effectively.

92 VISION 2028
d. District Ministers would be encouraged to remain
sensitive to the cross-cultural potential of the English
Assemblies in their programming.
e. Area Heads would be encouraged to organise joint
conventions and conferences for the English Assemblies
in their respective Areas.
f. English Assemblies should not be started at the expense
of Children’s ministry meetings.

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3.3 Strategic Approach #3: Harnessing Our Social Ministry
For Societal Transformation
3.3.1 Enhancing Church and State Relations
Overview (Ro. 13:1-4; Dan. 2:46-16; 1Tim. 2:1-2)
A
The Church, as the “salt of the earth,” has a responsibility to
engage with the governing structures of nations and promote
the values and principles of the Kingdom of God. This is because
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the Church has a biblical mandate to contribute positively to the

governance and development of nations. In Ghana, The Church of
Pentecost will be rolling out programmes to strategically engage
with and disciple the nation’s existing governance structures
(the Executive, Judiciary, and Legislature) to fulfil its prophetic
responsibility to the nation. Special attention will be given to
ministry to politicians and public service workers. Church
members who work in the nation’s governance structures will
be mentored and equipped to positively impact the nation from
all angles. The Church will also create mentoring programmes
to raise God-fearing young people who will occupy strategic
positions in the nation’s governance and political space. Churches
in mission areas will also be encouraged to explore relevant
church-state interactions wherever possible.

VISION 2028 93
Specific objective: To roll out programmes to strategically
engage/disciple the nation’s existing governance structures.
Actions to be taken:
a. We will establish a database of all members of The Church
of Pentecost in Ghana who occupy sensitive positions
within the nation’s governance and political space, such as
Ministers of State, Members of Parliament, Metropolitan/
Municipal/District Chief Executives, Judges, leaders of
political parties, media personnel, etc. Periodic forums

FT
will be created by the Chairman/Area Heads to engage
these identified members on the church’s transformation
agenda. These forums will serve as discipleship and
equipping platforms.
b. Organise national conferences/dialogues on moral
A
vision and national development involving all relevant
stakeholders in all sectors of the nation’s economy and
governance structure.
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c. We shall explore liaising with the National Commission

on Civic Education to institute an annual Patriotic Week,
where the nation will be sensitised on issues of patriotism
and work ethics.
d. The church will consider extending its chaplaincy services
to state and corporate institutions.
e. “The Political Chamber”, a platform created by the Youth
Ministry to raise godly politicians for the nation, will be
given special attention.

94 VISION 2028
3.3.2 The Church and Socio-economic Development
Overview (Acts 4:34-35, Acts 6:1-7, Rom. 12:13 & Mt. 25:34-36)
In the coming years, PENTSOS will consolidate achievements
chalked in the last five years in the areas of health, education,
water and sanitation, and livelihood enhancement, among others.
The necessary steps would be taken to ensure that the outcomes
achieved in the last five years are sustainable. PENTSOS will also
initiate interventions to improve food security, offer employment
opportunities and increase household income, especially

a.
A FT
through agriculture. The purpose is to use our social ministry
to contribute to our societal transformation agenda.
Specific objectives:
To exhibit the love of God by providing the basic
necessities of life to persons in deprived communities.
b. To contribute to enhancing the socioeconomic and
spiritual well-being of members of The Church of
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Pentecost and the citizenry of the nations.

c. To strengthen PENTSOS to function as a corporate
organisation to deliver on its mandate.
Actions To Be Taken:
3.3.2.1 Education
a. Operationalise the Educational Unit to manage CoP
schools.
b. Forge partnerships with Government, development
partners, groups, and individuals to improve soft and
hard infrastructure at less endowed CoP pre-tertiary
schools, and where necessary, establish public schools
at strategic places to improve access to education.

VISION 2028 95
c. Establish model basic schools in selected RCC blocs
(Ghana) with the objective of training children in Godly
values and principles.
d. Encourage Area heads, district ministers and presiding
elders to provide sponsorships to students into Pentecost
vocational and technical institutes to enhance the
acquisition of employable skills among the youth of the
church and improve enrolment and strengthen those
institutions.

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e. Establish a system that will enable beneficiaries of the
church’s educational scholarship scheme to network and
contribute to human capital development in PENTSOS
Institutions (Schools and Healthcare facilities).
f. Organise training programmes to build the capacity of all
A
categories of staff to ensure efficiency in service delivery
and effectiveness at least once a year.
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3.3.2.2 Health
a. Collaborate with the Christian Health Association of
Ghana (CHAG) to improve infrastructure at the Pentecost
Hospitals at Tarkwa and Ayamfuri and upgrade facilities
at the Kpassa, Yawmatwa, Kasapin and Abesiwa Clinics
into full Hospitals to enable them to offer improved
services.
b. Strengthen the CoP Health Unit to deliver on its
coordination and supervisory role.
c. Organise training programmes to build the capacity of all
categories of staff to ensure efficiency in service delivery
and effectiveness at least once a year.

96 VISION 2028
3.3.2.3 Livelihood Enhancement
a. Forge partnerships with Christian development-oriented
organisations to implement specific initiatives for the
development of society.
b. Provide members with economic livelihood training
and support through irrigation farming and establishing
agro-processing centres such as gari and shea butter.
c. Develop alternative livelihood programmes (apiculture,

FT
heliciculture, fungiculture, among others) to support
members in the cocoa growing Areas of the church as
well as
d. Forge partnerships with CoP Areas and experts to
organise training to encourage members to start their
A
own integrated aquaculture businesses.
e. Introduce special programmes to provide training,
mentorship, and resources to enable young people to
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establish and sustain small businesses in order to foster

economic empowerment and self-reliance. While we
provide them with work, we would be evangelising and
discipling them for the transformation we are seeking in
society.
3.3.2.4 Provision of Water
a. Forge partnerships with government (at all levels)
and non-governmental organisations to sink at least
30 mechanised boreholes annually to provide potable
drinking water for selected healthcare facilities, schools,
and deprived communities.

VISION 2028 97
3.3.2.5 Agriculture
a. Initiate sustainable economic empowerment interventions
in the Agricultural sector, referred to as “Juapong
Agricultural Intervention”, geared towards providing
sustainable income and employment to the youth in the
Church.
b. Explore the possibility of setting up Farm Service and
Mechanisation Centres in selected regions to support
agriculture production in collaboration with the Ministry

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of Food and Agriculture.
c. Collaborate with public and private sector operators
to pursue an agenda of “Accelerated Modernisation
of Agriculture and Sustainable Natural Resource
Management” to improve food security, offer employment
A
opportunities and increase household income for poor
farmers.
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3.3.2.6 Restructuring and Stakeholder Engagement

a. Complete the process of restructuring PENTSOS to work
effectively as a corporate organisation.
b. Strengthen the human resources and operational logistics
capacity of PENTSOS to enable it to function as a
development-oriented corporate organisation.
c. The initiation of all social interventions shall be preceded
by a thorough needs assessment of the intended
beneficiaries to ensure proper targeting for optimum
results.
d. All social interventions shall be preceded by a conscious
effort to help intended beneficiaries develop a growth
mindset, a positive mindset, an entrepreneurial mindset,

98 VISION 2028
 and a challenge mindset. This will prepare minds and
hearts to position themselves towards utilising resources
for progress, prosperity, and maximum impact.
e. Collaboration with external partners, such as Government
agencies and community-level institutions, and internal
partners, such as CoP Ministries, Departments, and
Sectors, would be strengthened to enhance the ownership,
accountability, and sustainability of social development
projects.
f.

g.
A FT
Produce a quarterly Newsletter to create more visibility
and awareness of the programmes, performance, and
impact of PENTSOS.
Utilize electronic media platforms for effective
communication and awareness campaigns on the
operations and achievements of PENTSOS.
h. Organise public forums to disseminate information on
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the operations and achievements of PENTSOS.

3.3.3 Community Transformation
Overview (Gen. 41:39-41; Jer. 29:4-7)
The Church is commissioned by Jesus Christ and empowered
by the Holy Spirit to advance the Kingdom of God on earth.
Its mandate is the discipleship of the nations, which also brings
along community transformation and development. To succeed
at this, the church must learn to walk alongside the community
and “seek its good” in diverse ways towards its development as
it endeavours to disciple it with the values and principles of the
Kingdom of God.
Specific objective: To position the local church as an agent for
community transformation.

VISION 2028 99
Actions to be taken:
a. The church, represented by its leaders and members at
all levels, will show interest in the life of the communities
within which it operates.
b. We shall revise the programme for ministers in training
to include compassionate ministry/managing community
development.
c. Leaders and members will be encouraged to actively

FT
participate in community activities and become known
figures in community development and transformation.
d. We shall encourage local Assemblies, Districts and Areas
to identify community challenges the church can work
on as part of the transformation agenda.
A
e. The church will make the proclamation of Christ a part
of all its development activities.
f. Members will be encouraged to take up roles in their
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respective communities, such as Unit committees,

political parties, family headship and chieftaincy (i.e.
for royals). This will help impart Christian values in the
affairs of leadership in the community.
g. The church will embark on sanitation campaigns at the
district and local levels. These campaigns will seek to
sensitise members and community members on good
sanitation practices.
h. We shall collaborate with the Chieftaincy Ministry
to empower chiefs to lead the Environmental Care
campaign in their respective communities.
i. We shall celebrate the annual World Environment Day
to trumpet the Environmental Care Campaign goals.
100 VISION 2028
j. Our annual Bible Study lessons will make provision for
topics on sanitation and other environmental issues
for the next five years to educate our members on the
importance of sanitation.
k. In collaboration with the Pentecost Workers’ Guild,
promote volunteerism by encouraging individuals to
dedicate their free time to help implement community-
based projects. This can be a valuable opportunity for
unemployed graduates to gain practical experience and

3.4
Alearning.
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develop skills for future employment through experiential

Strategic Approach #4: Strengthening Our Church’s

Systems, Structures And Institutions
This strategic approach focuses on the proposed actions that
will be taken to make our ministries, institutions, and structures
as action points for raising and unleashing members for the
transformation of society. The targeted focal areas are Ministry
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in the Digital Space – CoP Media Outlets, Pentecost International

Worship Centres (PIWCs) as Strategic Partners in Possessing
the Nations, Pentecost University (PU), Pentecost Convention
Centres, Regional Coordinating Committees (RCCs), Projects
and Infrastructural Development, General Headquarters
Administration and Finance, Digital Transformation, The
Executive Council and General Council Meetings.
3.4.1 Pentecost University (PU)
PU will continue to be assisted to lead globally in education
underpinned by biblical values. It will seek to bridge the moral
and intellectual gap in education to produce a generation of
intellectuals who hold to the principles of the Kingdom of God.

VISION 2028 101

PU would be considered a unique mission field and resourced to
win souls for Christ and unleash a fresh generation of graduates
who would be truly spiritual, intellectually outstanding and
problem solvers (Dan 5:12). It will support the existing CoP
colleges and institutions of higher learning and seek to establish
new ones at strategic locations for the expansion of the Church’s
mission activities.
PU will aim to become:
• A distinctive Global Pentecostal University for the

FT
training of ministers, lay leaders and the Christian body.
• An outstanding Research-Led University for producing
a unique problem-solving workforce distinguished in
integrity and skill (Psalm 78:72).
A
• The Training Nerve for the ministries in CoP.
Specific Objective: To provide leadership in producing graduates
of integrity, character and skill underpinned by Christian values.
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Actions to be taken:
PU will strive to become the University A+. A university
distinguished in Christian character and skills for national and
global development. We will achieve this objective by realising
the following:
3.4.1.1 A Distinctive Global Pentecostal University
a. Continue to train CoP ministers to match the current
and emerging demands of the ministry.
b. Explore the possibility of including ministers of other
denominations in our Formation programmes.

102 VISION 2028

c. Maintain an intensive spirit-filled environment for the
training of CoP ministers and lay leaders and for all who
enrol on PU’s programmes.
d. Serve as a mentor and an ‘available training hub’ for other
denominations and para-church groups who may need
our services.
e. We will continue to provide training for CoP Elders
and Ministers’ wives and provide training in executive
leadership programmes for experienced CoP ministers.
f.

g.
A FT
We will collaborate with the Missions office to provide
training in missions for newly called missionaries and
ministerial students.
We will develop and introduce advanced theological and
leadership programmes (certificate to doctoral levels)
characterising our Pentecostal distinctiveness in order
to maintain our brand and authority in these disciplines.
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These programmes would be opened to all, but enrolment

of CoP ministers with capabilities for advanced studies
shall be such that ministry work would not be affected.
h. We will further equip and influence theological and
pastoral education by establishing research and learning
centres in these domains.
i. We will play host to international conferences and
seminars in Pentecostalism.
j. Equip Research Fellows and Professors to lead national
and global debates and learnings in Pentecostalism.
k. Expand our global reach and strategically collaborate
with other institutions and organisations to maintain our
Pentecostal influence and drive to possess the nations.

VISION 2028 103

3.4.1.2 An Outstanding Research-Led University
a. PU will equip its postgraduate studies and research by
establishing research units and centres across its Faculties
and Schools to deal with emerging national and global
issues.
b. We will, together with our external partners, establish a
highly resourced skills training centre dubbed “Pentecost
Engineering Village” (PEV) to provide the necessary
skills required for national development. In addition

FT
to character formation, PEV shall become the hub
for training and unleashing graduates with enhanced
operational, tactical and strategic skills.
c. We shall seek to establish a fully resourced Pentecost
Institute for Leadership and Governance. This Institute
A
will seek to provide distinguished training in integrity and
skills issues associated with Traditional (Chieftaincy) and
Corporate Leadership, Politics, Governance, Philosophy,
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Economics, etc.
d. PU will intentionally equip Academics to become a
voice in national and global discussions so that Christian
values would be introduced at the early stage of decision-
making.
e. PU will collaborate with relevant organisations and
institutions to solve real-life problems, thereby building
a generation of academics and students who are solution
centred.
f. With support from the church, PU will continue its
expansion initiatives and position itself to unleash
graduates who would possess their various fields of
influence with the principles of the Kingdom of God.
104 VISION 2028
g. The church will support building necessary infrastructure
and facilities to facelift the university into an international
status.
h. We will continue to develop research-based programmes
of national and global relevance so that the university
leads in the formulation of ideas and principles that
impact governance. We will seek to distinguish ourselves
and lead in four main areas:
- Pentecostal Theology and Pastoral Ministry
A-

-
-
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Pure and Applied Sciences (e.g., Health and Allied
Sciences, Engineering and Agriculture)
Leadership & Governance
Law and Business.
PU will host international conferences and seminars in these
fields and intentionally build research and teaching capacity in
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them.
i. We will continue to ensure that a percentage of the
Areas’ IGF will be used as scholarships and bursaries for
students enrolled at PU.
j. We will encourage well-endowed Areas, Districts and
Locals to sponsor students to PU to benefit from the
unique PU education. We would encourage our churches
to promote the activities of PU and sponsor at least one
member from each District every year to enrol at PU.
k. We will promote the activities of the Church of Pentecost
Chairman Education Foundation (COPCEF) and
encourage regular announcements and follow-ups at
the churches to ensure full contribution and maximum
benefits from the Foundation.
VISION 2028 105
l. We will promote PU Offering Day as an important
element in the funding of our university.
m. We will support PU to institute an ‘Open Day’ concept
where the university introduces prospective students and
their sponsors to their activities and programmes.
3.4.1.3 The Training Nerve for the Ministries in CoP
a. PU will collaborate with the various CoP ministries and
committees to design programmes and provide training

FT
in specific areas of the ministries and committees’ interest
(e.g., Counselling, HUM, Chieftaincy, Chaplaincy,
Children, Women, etc.)
b. We will set up research and learning centres specifically
to advance activities within the ministries. These centres
A
would become the knowledge hub for the ministries and
provide learning resources for equipping people for their
specialised ministries.
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c. Equip the centres to collaborate with external entities

and drive the agenda of CoP and the Christian faith in
all stakeholder engagements.
3.4.1.4 CoP Higher Educational Institutions Outside Ghana
a. PU will continue to liaise with its sister branches abroad
to provide a unified theological and pastoral training that
represents our Pentecostal distinctiveness yet context-aware.
b. CoP’s external Theological institutions without full
accreditation would be supported to gain accreditation.
PU will support these institutions and mentor them to
their full capacity.
c. We will collaborate with Birmingham Christian
College to serve Europe and Asia; Pentecost Biblical
106 VISION 2028
 Seminary (PBS-USA) to serve the Americas; Pentecost
Theological Institute (PTI-SA) to serve the SADC region;
and Pentecost Francophone Theological Bible School
(PFTBS- La Cote D’Ivoire) to serve the Francophone
nations, if applicable.
d. We will endeavour to set up new learning centres at agreed
locations to meet the mission intent of the church and
provide training for emerging nations in their respective
languages.
3.4.2
Overview
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Pentecost Convention Centres

The Pentecost Convention Centres (PCC) at Gomoa-Fetteh and

Brofoyedru will continue to provide Christian-centred hospitality
A
services with excellence while making efforts to expand and
improve the facilities at both Centres.
Specific objective: To expand and improve the facilities at the
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Centres to provide Christian-centred hospitality services with

excellence.
Actions to be taken:
a. Construct a five (5) Storey building to augment the
current accommodation stock at PCC at Gomoa-Fetteh.
b. Refurbish the Brofoyedru Convention Centre to bring
it to a standard comparable to other facilities within the
enclave and make it self-sustaining and profitable.
c. We shall convert the Agogo hostel facility into a day
Senior High School (SHS).
d. Construct a modern clinic close to the Centre to cater
for the community, guests and staff.

VISION 2028 107

e. Embark on a Solar Project to increase power generation
and cut down on the amount of money spent on the
traditional sources of energy at the Centre.
f. Construct a top-of-the-range Fitness Centre or
Gymnasium for guests and staff at Gomoa-Fetteh.
g. Liaise with the Ghana Water Company to extend a
dedicated pipeline to the Centre (at Gomoa-Fetteh),
thereby cutting down on the high cost of water supply
and also facilitating our vision of going into sachet and

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bottled water production as a source of additional income
for the Centre.
h. Construct a fire station to serve the Centre and the
community at a nearby location.
A
Other Initiatives Envisioned for PCC - Gomoa-Fetteh
a. Pay attention to renovation and upgrades of safety and
security enhancements at the centre.
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b. Incorporate technology solutions to enhance guest

experience by providing the following:
• mobile check-in/out
• in-room automation
• interactive information systems
• electronic key access
c. We shall consider building a 15,000-seater capacity
auditorium.
d. Investment would be made into staff recruitment and
training to enhance the skills of staff, to ensure that
staff offer excellent customer service and are efficient
in their operations. Compensation packages would be
108 VISION 2028
 re-evaluated and made competitive to attract and retain
top-notch professionals for the Centre.
e. To maintain an ecological balance over a long period
of time at the Centre, we will implement sustainable
practices such as energy-efficient lighting, solar
power generation, waste management facility, water
conservation initiatives, aggressive greening of bare areas,
and regular and sustained tree planting exercise at the
Centre.
f.

g.
A FT
Build a shopping arcade within the Convention Centre
environs. This would include a variety of shops selling
Christian merchandise, books, gifts, and other products.
Develop the surrounding area into a recreational space.
This may include walking trails, botanical gardens, sports
facilities, and picnic areas for guests to enjoy.
h. Establish a farm within the Convention Centre to provide
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fresh produce to meet some of the fresh fruits and

vegetable needs of the Centre, as well as a juice-producing
factory to provide fresh and healthy juices, drinks and
refreshing smoothies to cater for guests, visitors and
patrons and also serve as a source of income for the
Centre.
i. Make guest feedback a key means by which relevant
information is solicited by regularly refining and updating
customer feedback forms and incorporating feedback
into the day-to-day running of the Centre for improved
service and quality assurance standards.
j. Foster relationships with the local community through
outreach programmes, charity events, health screening

VISION 2028 109

 exercises and strategic partnerships with some local
businesses.
3.4.3 Projects and Infrastructural Development
Overview (2 Chron. 34:10-13; Col. 4:15; Phil. 1:2; Acts 2:46; Gen.
6:14-22; Ex. 35:10; Ex. 36:1; Ex. 35:4-29; Lk. 14:28-30)
It has always been the avowed aim of the Church to house her
congregations in an eco-friendly environment. Following the
successful implementation of the Community Based Church

FT
Building (CBCB) projects and Urban Accelerated Church
Building (UACB) projects, the number of completed and
dedicated church buildings has significantly increased from
2,750 in 2018 to 5,661 at the end of 2022. Though 5,507 church
buildings have reached various stages of completion, there are
A
still about 8,000 assemblies (representing 43% of assemblies in
Ghana) without places of worship. However, going by the 730
completed and dedicated church buildings per year delivery
rate as realised in Vision 2023, it is envisaged that about 3,650
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additional church buildings will be added to the existing stock

by the end of Vision 2028. This is less than half the present
deficit and only justifies the need for an “aggressive” intervention
strategy to close the gap in providing decent places of worship
for our members.
The existing modalities for the disbursement of funds would be
reviewed to ensure that the two categories of grant allocations
(CBCB/UAB and Headquarters Grants) accelerate the removal of
churches under trees, in classrooms, and temporary structures.
Priority shall be given to the completion of all outstanding CBCB
projects with counterpart funding from Areas after an assessment
of “Projects in Progress” has been done. Again, there shall be a
counterpart fund for the UACB projects in the urban centres,

110 VISION 2028

and the quantum of the counterpart fund shall be of significant
value to match the Head Office allocations.
Due to the growing human capital needs and the space constraints
within the current Headquarters, a new Headquarters Complex
shall be constructed, completed and dedicated.
Specific Objectives
a. To accelerate the provision of a conducive worship
environment for our local assemblies.
b.

c.
A FT
To ensure that all building projects meet the value for
money requirement and are compliant with international
and inclusive construction standards and local statutory
requirements.
To enhance church visibility and branding at all times.
Actions to be Taken:
a. Sizes of the existing CBCB and UACB projects would
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be reviewed to make provision for varied prototype

sizes. These facilities shall include meeting places for
children and washrooms as well as a disability-friendly
environment. These designs shall be distributed to all
areas and districts to encourage their use in the local areas
to reduce the design cost and buildability challenges.
b. Irrespective of the source of project funding, the use of
prototype designs (depending on specific classifications
and indicators) shall be encouraged nationwide due to
its enormous socio-economic benefit to the church.
c. The categorisation of grant allocation for CBCB, UACB
and other special initiatives for urban and peri-urban
centre projects would continue to enable the allocation

VISION 2028 111

 of grants based on needs to community churches and
zonal centres.
d. To enhance the completion of some special projects
(Central Assemblies and Zonal Centres), approval shall
be given through the head office for the application of
CBCB and UACB grants to accelerate the completion of
such ongoing church building projects.
e. Based on the annual development budgetary allocation
for the Areas, an Area may request for an aggregate

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blend of CBCB and UACB grants. Based on the level
of infrastructure deficit and classification of Areas,
the funding focus may be skewed to CBCB or UACB
allocation.
f. All churches would be encouraged to factor a maximum
A
of 100% increment over their existing overall membership
when considering the reconstruction or construction of
their edifices. This would reduce the overdesigns in
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terms of capacity and reduce the long periods spent in

the construction of church buildings.
g. For the purpose of improving accessibility to CoP retreat
centres, we shall explore the construction of additional
retreat centres in the Northern, Volta, Ashanti and
Central Regions of Ghana.
h. Encourage adherence to maintenance procedures of real
estate properties and assets in the Church in accordance
with the Church’s Estate and Asset Maintenance Manual.
i. A new Headquarters Complex shall be constructed to
meet the growing needs of the Church. It must be fit for
purpose and improve the church’s visibility and branding

112 VISION 2028

 effects. The construction shall commence in the last
quarter of 2023.
j. Continue with expansion work at the Pentecost Hospital,
Madina.
k. To enhance value for money during the procurement of
construction projects, locals, areas, and districts shall
be encouraged to strictly comply with the directives
in the new Estate and Asset Maintenance Manual. All
stakeholders in the church at all levels are encouraged
A
•
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to adhere to the construction procurement guidelines
and processes leading to the award of contracts and its
general management. This includes:
Scoping, conceptualisation and development of brief
by the owners.
• Design development by an architect/experienced
draftsman.
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• Project approval by approving authority.

• Works procurement/tendering by at least three
contractors.
• Construction Supervision.
l. There should be a deliberate effort to identify, engage and
use the services of Built Environment Guild members at
all levels during project scoping, designing, procurement,
construction and project controlling stages. These
professionals may be given recognition at area and district
presbytery meetings for the services rendered.
m. All areas shall be encouraged to recruit competent Project
Officers to assist in supervising projects at the Area levels.

VISION 2028 113

 Where necessary, Areas may combine resources to recruit
one Project Officer to oversee their projects.
n. For the execution of medium and large-scale projects,
Areas shall be encouraged to engage the services of
qualified technical experts to offer the needed technical
support services for the construction, inspection, and
supervision of new projects as well as the maintenance
of existing facilities.
o. All sensitive projects of national character shall be executed

FT
through a well-designed path which automatically
involves the National Estate and Development Committee
throughout the project life cycle.
p. Considering project urgency, justification and duration,
special grants shall be administered to accelerate the
A
completion of ongoing church-building projects.
q. By 2025, all Areas shall be required to accelerate the
DR

completion of all ongoing CBCB projects rolled out from

2014 to 2024. Locals are encouraged to own the CBCB
and UACB projects through community-based support
and assist in their execution to completion. In very
deprived areas, the Districts and Areas are encouraged
to assist in accelerating the completion of these projects.
r. Before the commencement of any church building project
in the urban and peri-urban centres, the building design
must have a meeting place for the children’s ministry and
be disability friendly.
s. To ensure the efficient use of church resources, formal
authorisation from the office of the Chairman shall
be required prior to redesigning, demolition, and
reconstruction of building projects.
114 VISION 2028
t. The Areas would be obligated to coordinate and consolidate
efforts meant to perfect all land documentation for landed
assets.
u. The Church leadership shall be committed to organising
periodic training for key stakeholders. This shall
be administered through the National Estate and
Development Committee to refresh local artisans on
emerging trends, construction technologies, and church
policies on the building.
v. A FT
The Procurement of PENSA projects shall be properly
coordinated through a concerted effort by the Youth
Directorate, National/Area Estate and Development
Committee, Local PENSA Project Committee and the
local church (where it is a joint effort). This is to enhance
stakeholder engagement of the projects and the quality
delivery of PENSA Ghana projects.
w. Where necessary, the National/Area Estate and Development
DR

Committee, through the PDEM, shall assist the PENSA

institutions in acquiring designs for their various PENSA
projects based on congregational size and locations.
x. The Headquarters shall make efforts to assist the execution
of PENSA projects and to accelerate the completion of
some major PENSA institution projects.
y. To enhance the strategic future project initiatives, the
church at various levels shall be encouraged to procure
strategic lands for future use.
z. All facilities (area offices, mission houses, church
buildings, etc.) must be disability friendly. Provision must
be made for ramp access to the auditorium/facilities.

VISION 2028 115

a. All Assemblies would be encouraged to complete statutory
requirements for their church buildings and register them
as a place of worship with the local authorities.
b. All Assemblies with support from the Districts and Areas
shall perfect titles to their landed properties.
3.4.3.1 Green Building Initiative by the Estate Committee
As part of the possessing the nations agenda, the Church
has made efforts to be environmentally responsible in its

FT
Environmental, Social and Governance (ESG) principles
through national tree planting exercises and environmental
campaigns. Additionally, COP has an opportunity to contribute
positively to environmental stewardship through the operations
of its infrastructure and physical development within the built
environment. This can be achieved through the introduction of
A
Green Building Technology. Details of the green building concept
can be found in Appendix 3.
DR

3.4.4 General Headquarters Administration and Finance

Overview
The General Headquarters is the administrative backbone of the
Church, which ensures the smooth running of the organisational
machinery of the Church. Over the past five years, significant
efforts have been made to deliver a robust administration and
finance system that could withstand the impact of the COVID-19
pandemic while creating a platform for the growth, effectiveness,
and efficiency of all its structures and personnel. In the coming
years, there will be continued efforts to generate the necessary
administrative and financial results that would serve the Church’s
possessing the nations agenda and internal needs effectively.

116 VISION 2028

Specific objective: To keep improving the Church’s administration
and finance functions in providing a strong backbone for
ministry both within and outside the Church.
Actions to be taken:
Headquarters Administration
a. We shall sustain our commitment to ensuring that all
headquarters staff and management continue to exhibit
Christian values in their work.
b.

c.
Awork.
FT
We will continue to organise tailor-made programmes for
the staff to promote high-level professionalism in their

We will ensure strict implementation of the reviewed

administration manual of the headquarters to improve
further and strengthen efficiency in operations.
d. We shall maintain optimum staff numbers for the
DR

headquarters’ operations and periodically review their

work schedules to achieve full engagement.
e. The Headquarters Administration will strengthen its
periodic working visits to subsectors of the Church to
inspect work being done by these institutions to ensure
increased efficiency.
f. The Headquarters Administration will invite the Heads
of the Subsectors and their responsible Finance officers to
its quarterly management meetings to share knowledge
and experience to improve performance and efficiency.
g. We will augment the Church’s Audit Monitoring and
Evaluation capacity at all levels, especially the Area
Monitoring and Evaluation Audit teams, to reposition
them to be proactive in the discharge of their mandate
VISION 2028 117
 in assessing the achievement of set targets of the Vision
document.
h. We shall ensure that the Church Management System,
which the IT developers are currently developing, is fully
deployed for implementation to facilitate efficient church
statistics and membership management at all levels.
Finance
The headquarters and all levels of the Church will continue to

FT
make annual budgetary allocations towards strengthening the
evangelism drive of the church as its core mandate.
a. The Church will ensure regular teaching on tithes,
sacrificial giving and freewill offerings while ensuring
that the policies associated with these offerings are fully
A
observed and implemented at all levels.
b. The Church will continue to discourage over-ambitious
projects that do not meet the value for money criteria.
DR

c. The Church will continue to maintain financial discipline

by ensuring that expenditures are within the budget at
all levels.
d. Raising more than two offerings in a given service is
unacceptable.
e. We shall ensure that the reviewed financial manual of
the Church is fully implemented to maintain high-level
financial discipline at all levels.
f. We shall continue to be committed to ensuring that
development funds, including all grants released at all
levels, are used for their originally intended purposes.

118 VISION 2028

g. The Church shall ensure proper orientation and
sensitisation on reducing expenditure on over-elaborated
decorations and maintenance of mission houses and
offices at all levels.
h. The Church shall take steps to support the new ministries
through budgetary allocations at all levels.
i. The Church shall fully deploy the Enterprise Resource
Plan (ERP) as a tool to strengthen the financial recording
and reporting system.
j.

k.
A2023. FT
The Church shall continue with the Tertiary Educational
Support for Ministers’ Children, an initiative of Vision

We will continue to ensure that a percentage of the

Areas’ IGF will be used as scholarships and bursaries for
students enrolled at PU.
3.4.5 Digital Transformation
DR

Pursuing the overarching vision, i.e., Possessing the Nations,

has resulted in building a global Pentecostal church spread over
different countries, with a total global membership running into
millions and still counting. As with any global organisation,
realising such a vision will require a strong commitment to
efficiency, productivity, and timely ministry decisions.
Similarly, organisations with such global responsibilities have
leveraged the technological capabilities of well-developed
enterprise solutions to achieve corporate requirements. Likewise,
The Church of Pentecost needs to adopt a holistic approach to
fully leverage modern technological capabilities to enhance the
delivery of its functional requirements.

VISION 2028 119

Specific objective: To strategically position the church on a sound
digital path as it strives to possess the nations and transform lives
with Godly principles.
Actions to be undertaken:
Digitalising the Administrative Operations of the Church.
a. Develop a bespoke Enterprise Resource Planning (ERP)
that will serve as a one-stop platform for all corporate
software applications of the church. This software shall

FT
comprise:
• Financial Management System
• Human Resources Management System
• Inventory Management System
A
• Asset Management System
• Project Management System
DR

b. A tailor-made Church Information Management System

will be developed and implemented across all levels
of the church to standardise information and reports.
This system will be an automated submission platform,
starting with reports from Local to Headquarters.
c. Develop customised web applications to handle other
administrative and ministerial tasks. The following
systems shall be developed:
• Ministerial Interview Management System
• Conference Management System
• Appraisal Management System

120 VISION 2028

 • Collaborate with all departmental heads to create a
matrix of requirements for the various applications
they may need to use.
d. Digitise all relevant documents of the church, starting
with the Headquarters.
e. Create user manuals and short videos to train various
stakeholders on how to use the various applications.
f. Continue to implement Microsoft 365 across the nation.
g.

h.

i.
A FT
Assign each minister a corporate email address and train
ministers on how to use Microsoft 365
Implementation of an online payment system across the
church.
Extend the Church Geographical Information System
(GIS) project to other nations.
Expanding the IT Infrastructure to Support Vision 2028
DR

a. Implement a Wide Area Network backbone that includes

internet connectivity, aiming to establish a dependable
and high-speed communications network. The network
would be economically viable and enable effective
interconnectivity between the Areas, Districts, and
Locals.
b. Equip church offices with the best tech devices for
effective work.
c. Undertake the necessary consultations and administrative
processes to procure the needed IT equipment.
d. Facilitate the acquisition of a dedicated cloud server to
host all official church websites and applications with
appropriate security protocols implemented on it. This
VISION 2028 121
 aligns with best practices for the proper alignment and
management of ministry-centred IT activities of the
church. All data of the church will be centralised to avoid
silos.
e. Liaise with telecom companies to offer cost-effective
solutions tailored for the church.
Equipping Ministers with needed information and skills to
align IT best practices with Ministry

FT
a. Liaise with the leadership of Pentecost University to have
a short course in IT for ministers.
b. Visit Areas to interact with ministers on the digital
transformation of the church with a focus on their
peculiar situation.
A
c. Create avenues for the IT Guild and IT teams to support
the digitisation agenda of the church at all levels where
it operates.
DR

d. Encourage the leadership of the IT Guild at Area levels

to offer IT support and training to ministers who need
such services.
e. Train ministers on Global Data Protection Regulations
(and the Data Protection Act of Ghana for those operating
in the country) and its applications in the ministry.
f. Liaise with the Media Ministry Pastor to train ministers
on the best use of social media for ministry. This will
help the church to strategically influence discussions
and transform some worldviews and trends on those
social media platforms as envisaged in the Possessing
the Nations Agenda.

122 VISION 2028

3.4.6 The Executive Council
Overview
The Executive Council will continue to serve the church as
mandated, wholeheartedly and with integrity in the fear of the
Lord. The Council shall ensure that we as a Church will do what
we have set ourselves to do and ensure that the overall goal of
the Possessing the Nations II agenda is achieved within the next
five-year period.

FT
Specific objective: To continue to render effective and efficient
administrative oversight of the church towards the success of the
Vision 2028 agenda.
Actions to be taken:
a. Ensure the effective dissemination of the content of Vision
A
2028 across the Church.
b. Ensure the adequate resources (human, financial, and
DR

material) are available for the successful implementation

of Vision 2028.
c. Strengthen RCC Coordinators to play effective
coordinating roles as expected in their respective regional
blocs.
d. Ensure that National/Area Heads and Directors prepare
annual work plans aligned with the Vision 2028
Implementation Framework.
e. Ensure robust coordination and monitoring of Vision
implementation as spelt out in the Vision 2028 M&E
Framework.
f. Ensure that reporting on the implementation of Vision
2028 by the Areas, Nations, and Ministries is result-
oriented.
VISION 2028 123
g. Pray continuously for missionaries and other field
workers of the church.
3.4.7 General Council
Overview
The General Council is the highest decision body of the Church.
The Council’s decisions shall inure to the benefits of the Vision
2028 agenda.
Specific objective: To continue to make the General Council

FT
more functional.
Actions to be taken:
a. Decisions and budgetary allocations would see to the
promotion of Vision 2028.
A
b. Reports from the Areas, nations and sectors will be
properly scrutinised through the lenses of Vision 2028.
c. During Council meetings, a conducive atmosphere will
DR

continue to prevail for councillors to contribute freely on

the floor.
3.4.8 Regional Coordinating Committees (RCCs)
The Regional Coordinating Committees play a very critical role
in the decentralised administrative structure of the church. The
Committees will continue to be empowered and given more
room to effectively carry out their constitutionally assigned
mandate, especially in providing effective supervisory roles at
the grassroots level towards the effective implementation of the
Vision 2028 agenda in their respective blocs. To facilitate the work
of PENSA International in the various regional blocs, we shall
also coopt the global leadership team members in the various
blocs into RCC meetings.

124 VISION 2028

3.4.9 Strengthening our Ecumenical Relations
i. Overview (Jn. 17:20-21; 1 Thess. 3:11-13; Eph. 3:14-21)
The Church of Pentecost will continue its efforts to play a leading
role in global Christianity. It will continue to share fraternity with
other Christian churches and para-church organisations across
the globe, to contribute to the call for a renewed community
of believers consumed with the zeal of the Lord to promote
values and principles of the Kingdom of God within the global
community.

FT
Specific objective: To contribute to the existence of a community
of believers poised to promote the values and principles of the
Kingdom of God towards societal transformation.
Actions to be taken:
A
a. With our transformation agenda, the church will use its
influence to organise both national and international
interdenominational conferences where necessary.
DR

b. We will liaise with the Ghana Pentecostal and Charismatic

Council and other ecumenical councils to dialogue with
the state apparatus on sensitive national issues.
c. We shall continue to play a leading role in supporting
para-church and other Christian organisations such as
Ghana Pentecostal and Charismatic Council (GPCC),
Scripture Union, Bible Society of Ghana, and Ghana
Evangelism Committee.
d. We shall continue to exchange visits, interact and share
ministry with leaders of some Christian churches in
Africa and other parts of the world.

VISION 2028 125

e. At the global level, we shall continue to maintain
relationships with global para-church and Pentecostal
organisations such as Elim Pentecostal Churches,
“Empowered 21”, Links International, Lausanne
Movement, World Pentecostal Fellowship, and the
Apostolic Faith Mission (AFM).

A FT
DR

126 VISION 2028

4.0 FUNDING VISION 2028
Overview
Both biblical and best practices will be adopted by the church to
mobilise the needed financial resources for the expected outputs
of Vision 2028.
Specific Objective: To improve upon the already existing spirit
of sacrificial giving in the church relative to all offerings for the
effective funding of the Vision 2028.
Actions to be taken:
a.
A FT
The church will be committed to improving tithing
through biblical teachings, Bible Studies and other
relevant means, to encourage and deepen the spirit of
sacrificial giving among the entire membership of the
church. This shall be consciously done at least once in a
month, preferably during the Lord’s Supper week.
b. Missions offering shall continue to be promoted in all
DR

assemblies to improve members’ awareness on raising

offerings for missions work.
c. The church shall be committed to ensuring that designated
offerings are given due attention through teachings and
awareness creation.
d. Specific provisions shall be made in the annual budget
of the church at all levels to finance the relevant outputs
of Vision 2028.
e. We shall be committed to praying for God to continue
to prosper the work of our hands (Ps. 90:17).

VISION 2028 127

f. We shall be committed to praying for the prosperity of
the nations (Jer. 29:7).
g. We shall be committed to the prudent financial
management at all levels of the church.

A FT
DR

128 VISION 2028

5.0 MONITORING, EVALUATIONANDACCOUNTABILITY
FRAMEWORK
5.1 Introduction
The Vision 2028 strategy and the accompanying implementation
framework are necessary but not sufficient conditions to ensure
the successful implementation of planned interventions. A
robust and credible monitoring, evaluation, and accountability
framework is needed to manage the implementation of
interventions to achieve the expected results.

FT
The monitoring4, evaluation,5 and accountability framework
for Vision 2028 is intended to serve as a guide for Vision
implementation and management so that the leadership and
members of the church would understand the objectives and
A
targets, they are responsible for achieving and be aware of
their progress towards those objectives and targets during
implementation. It is also intended to establish a process to alert
DR

leadership at all levels of any problems in the implementation of

the Vision strategy and performance and provide the basis for
making the needed adjustments.
5.2 Monitoring and Evaluation Tools and Processes to be
deployed
The specific tools and processes that will be deployed for the
implementation of the monitoring, evaluation, and accountability
framework shall include the following:
(i) A Baseline study (Ex-ante), which can be repeated at
mid-term, at project termination, and finally after project
completion (ex-post), to provide a way of determining the

4 Monitoring involves setting targets, and measuring progress towards these targets.
5 Evaluation assesses whether the progress made is achieving the desired objectives.

VISION 2028 129

 starting points of desired outcome indicators to provide
a way of assessing change in those indicators over time.
(ii) Annual Work Plans at all levels will be the primary source
of performance indicators for the monitoring of planned
activities. Annual work plans will specify a schedule
of activities to be undertaken with implementation
responsibilities, required inputs, expected outputs,
performance indicators, and corresponding targets.
(iii) Monthly reviews will be held at the local assembly to

FT
identify major achievements, problems, and constraints
and make recommendations for the desired modifications
(if any). Serving as a reference point shall be the relevant
thematic or focal areas of the Vision Document pertaining
to the local assembly or institution. Key questions will
A
guide this process include the following:
• What did we plan to achieve within a given period?
DR

• What have we done (reflect on achievements)?

• What went well?
• What changes do we see (examining the outcomes)?
• What did not go well?
• What do we need to do to fill in the gaps? (What
action has to be taken); and
• For interventions that went well, what can we
improve upon?
(iv) Quarterly review of performance information (contained
in progress reports and other performance reports) would
be held at the district/institutional level to assess progress
toward achieving expected outputs, identify and resolve
implementation problems and constraints. Serving as a
130 VISION 2028
 reference point shall be the relevant thematic or focal
areas of the Vision Document pertaining to the district
or institution. Three key questions will guide this process:
• What did we plan to achieve within a given period?
• What have we done (reflect on achievements)?
• What went well?
• What changes do we see (examining the outcomes)?
• What did not go well?
A •

•
FT
What do we need to do to fill in the gaps? (What
action has to be taken); and
For interventions that went well, what can we
improve upon?
(v) Half-year performance reviews and large group meetings
at the Local, District/Area/institutional level to identify
major achievements (in relation to expected outputs
DR

and outcome targets), problems, and constraints, and

make recommendations for any desired modifications
or continuation of such activities in the subsequent
reporting period.
(vi) End-of-year strategic performance reviews and large
group meetings at the Local, District/Area/institutional
level to identify major achievements (in relation to
expected outputs and outcome targets), problems, and
constraints, and make recommendations for any desired
modifications or continuation of such activities in the
following year.
(vii) Progress reports will cover work and activities completed
versus what should have been done, the outputs delivered
as a result of actions taken, and whether outputs
VISION 2028 131
 delivered are leading to the achievement of the purpose
(or intended outcomes). This will make it possible to
successfully compare results achieved with planned
targets and thereby assess performance on a regular basis.
• Local assemblies will submit monthly, half-year, and
annual progress reports to the District Minister.
• District Ministers will submit half-year and annual
progress reports to the Area Head.

FT
• Area/National Heads/Heads of Ministries and
Departments will submit half-year and annual
progress reports to the Headquarters.
(viii) The Audit Monitoring and Evaluation (AME) staff at
National and Area levels would be assigned the task of
A
conducting independent verification checks and analyses
of information contained in Area/institutional reports for
data coherence and consistency in relation to the Annual
DR

Work Plan. They will also collect beneficiary feedback on

reported interventions for the purpose of triangulation.
In this regard, AME personnel from a particular Area
would be assigned to Areas apart from where they belong.
(ix) A Mid-term evaluation would be conducted to update
the baseline levels of the desired outcome indicators.
The evaluation will also provide an opportunity for
the Church to assess the effectiveness of interventions
aimed at achieving the objectives of Vision 2028 and
facilitate a comprehensive review of implementation and
performance in order that corrections can be made based
on its findings and recommendations.
(x) A Terminal/completion evaluation to update the baseline
levels of the outcome indicators. The evaluation will
132 VISION 2028
 provide a way of assessing implementation performance
and change at the level of the target groups (church
members, communities, and institutions), which can be
directly attributed to the implementation of the Vision
strategy.
5.3 Coordination of Monitoring and Evaluation Activities
For the effective implementation of the Vision 2028 agenda, a team
of capable individuals will be mobilised at the Area level, wherever
possible, to provide support to the respective Area Executive

FT
Committees to coordinate and manage implementation. The
team will facilitate the participatory monitoring and evaluation
processes at the local, district, and Area levels. Specifically,
the teams will play a coordinating role by regularly checking
the following: preparation of annual work plans, adherence to
A
implementation schedules, delivery of expected outputs, and
assessment of the effectiveness of interventions
DR

VISION 2028 133

APPENDIX 1: BUILDING AN INTENTIONAL STRATEGY
FOR DIGITAL MINISTRY IN THE CHURCH OF PENTECOST
Areas for Social Media Ministry Concentration
The following ministry areas shall be incorporated in our digital
ministry:
a. Evangelism
b. Counselling
c. Follow-up and Discipleship
d.
e.
FT
General church services
Questions and answers (ASK IT) (an apologetic session
to give attention to the questions people have). The
programme can host the Chairman and other key officers
A
of the Church in turns.
f. Setting up e-churches (Virtual churches) - Not physical
church services that are streamed live but real e-churches
DR

manned by specially trained pastors, officers, counsellors,

online missionaries, etc.
g. Church event promotion
h. Apologetic sessions intentionally shooting down false
teachings and deceptions.
i. Programmes promoting fellowship and sense of belonging
(like people requesting for music, reading of scriptures,
and requesting intercession for others).
Media Outlets (Social Media Platforms)
The Church shall concentrate on the effective use of the following
social media platforms. They are the most popularly used. We

134 VISION 2028

therefore must lift up our ministry to maximize the use of these
platforms.
a. YouTube
b. Facebook
c. TikTok
d. Instagram
e. Whatsapp
f.
g.
h.
i.
ATelegram

Linked-In FT
Twitter (Both tweets and spaces)

Mobile and web applications

j. Website (of all departments and Ministries) and blogs
(We can have CoP bloggers)
k. TV
DR

l. Radio (podcasts may be played here too)

Forms and Formats
We shall use the following forms and formats of multimedia in
keeping with the times and general trends of social media use:
a. Video-on-demand (VODs)
b. Short videos
c. Podcast
d. Sound bites
e. Cartoons
f. Articles/texts (blogging)

VISION 2028 135

g. Inforgraphics
h. Inspirational messages via SMS (the telecoms have a
similar arrangement with Huawei)
i. Caller tune project
Content
As part of the measures to maximize the patronage of our
ministry on social media, content would be expanded to include
the following on the main Church’s social media platforms:

FT
a. Sermons (preaching and teaching)
b. Music
c. Chairman’s weekly inspirational messages
d. Drama
A
e. Movies
f. Skits
DR

g. Choreography
h. Mime
i. Poetry/poetship/spoken word
j. Church news
k. Words of wisdom (resonating patriotism, Christian
family life, etc.)
l. Bible quizzes
m. Kids and teens Bible study and preaching content
n. Christian dance
o. Entrepreneurship

136 VISION 2028

p. Talk shows on relevant issues
q. Relationships
Parts of these content development areas may be assigned to the
various Ministries.
Languages to Use
We shall seek to use the following major languages for our social
media ministry. This will help increase our patronage around
the world:
a.
b.
c.
d.
AEnglish language
French
Spanish
Arabic
FT
e. Portuguese
f. Chinese
DR

g. Swahili
h. Hausa
i. Twi
j. Hindi
k. Mandarin
l. Korean
Programmes may be translated into these major international
language(s) by way of subtitles in productions. We may also get
people to do ministry in specific selected languages.

VISION 2028 137

Increasing the Church’s Followership on Social Media
Efforts shall be invested to increase the Church’s followership on
social media through:
a. Increasing our boosting commitment.
b. Undertaking aggressive education on the platforms of the
Church and canvasing for subscription among church
members and outsiders. For example, the Media Ministry
may undertake an international campaign to gather 2

FT
million followers.
c. Generating other interesting content that is holistic in
outlook.
d. Increasing engageable content/programmes.
A
e. Increasing engagement with subscribers and top fans.
f. Social media ministry should be a course taught at the
Bible school. It should also be featured regularly in
DR

pastoralia sessions and training programmes.

Using Social Media for a Massive Harvest of Souls
a. There is the need to build a team to spearhead the
recording and collection of the message of the Gospel
in diverse forms such as sermons, music, drama, movies,
skits, choreography, mime, poetry/poetship/spoken
word.
b. These messages may be packaged in the form of video-
on-demand (VODs), short videos, podcast, sound bites,
cartoons, articles/texts (blogging), inspirational messages
via SMS (the telecoms have a similar arrangement with
Huawei), and caller tune project among others. This
should be done in the major international languages
listed above, viz English language, French, Spanish,
138 VISION 2028
 Arabic, Portuguese, Chinese, Swahili, Hausa, Twi, Hindi,
Mandarin, and Korean
c. These recordings may then be pushed on social media in
a planned manner (a schedule may be planned for this)
through an army of social media ambassadors mobilised
for this purpose. The entire church membership would
then have to be encouraged and taught to share the
content broadly. Intentional splashes that create trends
in the social media space may be planned in a sustainable

d.
Amanner.

FT
Specifically, the evangelistic messages of the Chairman,
the General Secretary, the International Missions
Director, the Evangelism Director and other leaders may
be gathered for this purpose. In addition, they may be
tasked to specifically preach evangelistic messages to be
recorded for this purpose. Other ministers/officers may
be tasked to preach the Gospel for this purpose.
DR

e. The Youth Ministry’s Movie Industry, Pentonyx, may be

funded to produce drama and movie episodes for this
purpose. Similarly, the Ministry’s Music and Drama
Contest, and PENSA may be tasked to produce specific
content in the form of poetry, skits, sketches, mimes,
choreodrama, and other literary forms. In addition to
this people and groups in the various local assemblies
may be mobilized for this purpose.
f. The team of social media ambassadors and the immediate
core team working with them, called the key ambassadors,
should be first gathered, trained (given orientation), and
prayed for. They should then be commissioned to serve as
ambassadors to help take over the world for Jesus through

VISION 2028 139

 social media. Journalists and some media personnel may
be part of this mobilisation.
g. In-house training in editing and cutting videos may be
organized for them as part of their initial training.
h. A special team may have to be assembled to lead this
project under Vision 2028.
i. Production and operationalisation of an independent
web or mobile application for evangelism. This should

FT
be broadly advertised to direct people who do not know
the Lord Jesus Christ to that application. Dedicated
applications may also be developed for counselling,
discipleship and other specific areas of ministry.
j. The C hurch of Pente cost cou ld explore t he
A
operationalisation of online minister/online missionary
concept of ministry.
Budget
DR

a. The church would introduce a new budget dispensation

for social media ministry.
Other Strategies
a. There is a need to encourage the Church to make
intentional use of social media for evangelisation and
ministry. There is a need to educate the pastorate and
the entire church on the advantages of social media
ministry. The minds of ministers and members should be
re-oriented that social media use is neither a waste of time
nor the work of an idler. Also, the culture of conservatism
must be broken.
b. As we await the commencement of CoP Digital, as a
temporary measure, we may find a crop of dedicated
140 VISION 2028
 hands within the Media Ministry and dedicate them to
social media ministry. The current workers seem to be
multitasking, and their hands are full. There will be a
need for human resources to be enhanced to make this
possible.
c. Interactions with followers must be increased.
d. There will be the need to organise training for all youth
of the Church and to unleash them to push the social
media ministry of the Church. Youths may be trained to

e.

f.
A FT
handle specific social media platforms.
Creative hashtags may be developed for programmes.
Members may then be asked to share them broadly.
Bloggers may be put together to promote specific content
and campaigns on social media.
g. There is a need to develop a social media policy for the
Church to serve as a guide to maximise social media
DR

efforts.
h. The social media handles of the Principal Officers should
be more interactive and engage with the audience. There
should be people dedicated to such a work.
i. Principal Officers and Ministry Directors should have
informal online sessions to directly engage with their
online audiences.
j. The Church could consider running a 30-second
commercial on international media platforms like CNN
and BBC to promote its eChurch and reach a wider
audience.

VISION 2028 141

k. Content for social media should be strategically
generated, considering that although the platform is
universal, trends are local.
l. There is a need to package content effectively to gain the
desired traction.
m. Members should be educated and encouraged to share
their Christian experiences and lessons learned from
church meetings in various forms/formats on social
media platforms without fear or intimidation.
n.

o. FT
Areas, districts, and local assemblies may be required to
build social media and news reporter teams.
CoP may have to develop a digital platform like that of
Christ Embassy to host all our media and digital stations
A
and works so that in the event we are stuck out from the
existing ones, we can fall on our own. This may be a future
plan.
DR

142 VISION 2028

 APPENDIX 2: THE CITY CHURCH CONCEPT
The “City Church” Concept
The City Church Model is a pilot project that aims to take the
gospel to the city and possess the nations. This is a concept all
PIWCs should seek to embrace. The following are the seven steps
required for establishing a City Church:
1. Fast and pray for direction during the entire process.
Launching a city church may come with new terrains

FT
and, therefore, demands situational guidance from the
Holy Spirit.
a. Select City; analyse city; how many believers and
unbelievers can set targets.
b. Go for a survey, visit shopping centres and city centres,
A
and engage with the inhabitants to have an idea of what
type of people you will be converting.
DR

c. Pray about and choose a name; pick the city name if

available, e.g., Amsterdam city church, Paris city church,
Stockholm City church. If such a name has been taken,
you may pick a name directly related to the area, e.g.,
Harbour city church.
2. Look for a location with a strong catchment, analyse,
address challenges and discover opportunities.
a. Find a building with the right amenities and services
(sound, lighting, well-accessible, parking etc.)
b. Contact building, set up a physical meeting, and, if
possible, pitch the concept (e.g. that you are bringing
the Gospel experience to their city and you want to give
them the opportunity to host it).

VISION 2028 143

3. Select a special mission team: Praise and Worship, Media
and Protocol are the main core teams needed. Ensure
every team member knows the vision, mission, and
targets to be achieved per month, year, etc.
a. ten members
b. three Musicians (Keyboard, drums, bass guitar)
c. four singers
d. one protocol and

FT
e. two media experts covering audio visual as well.
4. Pray and pick a launch date, preferably at least two months
ahead, to have enough time to train your team.
5. Organize team training, spiritual preparation, cultural
A
differences, role-plays, and try-outs on location.
a. Train the team; this could be in the form of biblical
training, role-plays, or internships at Amsterdam
DR

City Church. For example, the Harbour City Church

selected team had to do an internship for 2 months
before the start date.
6. Organize online setup, websites, social media, Google
Maps, online announcements, and digital QR payment
setups.
a. Launch Service. Make sure the launch service is
packed with lots of visitors.
7. Organize online setup, websites, social media, Google
Maps, online announcements, and digital QR payment
setups.
a. Organize street evangelism and online promotion
activities.
144 VISION 2028
 b. Define the first group of members after launch, follow
up on all others and build weekly on that afterwards
with the following strategies.
Strategies to Consider after Establishment
1. Soul Winning: place extreme emphasis on winning souls;
set weekly, monthly and yearly budgets for soul winning.
Closely monitor church growth, and souls won with a
forecast.

Aa.

FT
Condition team members that it is all about soul
winning, so much so that they will be disappointed
if souls are not won during the service.
b. To achieve this, always make sure there are new
visitors at your service. The consciousness of this
will also make every team member careful in their
operations e.g. Being late to church can cost a soul
not being won. Aim at conversation every week.
DR

c. Crusade: During Pentecost weekend pick a few

potential cities for a mass evangelistic activity, such
as a crusade.
2. A Gospel Approach: At a city church, the gospel of Christ,
which is the love of God for mankind and the power of
salvation, should be routine. Your services should be a
gateway for the king of Glory to come into the heart of
men.
3. Classes at city church
a. New convert class: This is where the new convert
is introduced to Christianity from a Church of
Pentecost perspective within a defined period. At
the end, an exam is conducted by the convert and

VISION 2028 145

 receives a certificate of participation. It entails four
classes about person (identity), prayer, pulpit (the
word), and purpose (what to do after being saved).
b. Bible academy – Weekly service (bible studies)
has the character of a bible school, making it more
relatable.
c. Preachers Digest – a master class where we train to
align preaching from a Christ-centred perspective.

FT
d. Baptism class – monthly class on baptism.
e. Prayer walks and Prayer hours; Encourage church
members to go for prayer walks and monthly prayer
hours.
4. Evangelism
A
a. The entire church is admonished to evangelise
and prioritize evangelistic activities. This is not
DR

designated to a particular group.

b. Gospel unplugged – weekly to biweekly street
activations—combination of songs and word (Isaiah
61:11).
c. Sing together with the Choir and pray or preach
when you pull the crowd while a team is sharing
flyers and leading people to accept Christ.
d. Fellowship events such as sports days, BBQ, festivals,
bowling
5. Children’s Church
a. Let the children follow the same themes as the adults.

146 VISION 2028

 b. Every month, let one child preach a 1-minute sermon
on communion Sunday.
c. Music classes for Children
6. Outreach
a. Old people’s homes (at least per quarter). Lead them
to accept Christ
e. Prisons (let young men play football with prisoners
or organise gospel music sessions)

7.
Af.

FT
Language lessons
g. Partner with homeless organisations
h. Visitation of members
Media: Strong media presence –Website, Facebook,
Tiktok, Instagram, Spotify, Youtube, visuals, audio.
8. Prayer, Praise & worship – very intentional praise and
DR

worship, etc.
a. Set an opening prayer team trained to start the
service well.
b. Select praise and worship songs weekly and rehearse
well toward the service.
c. Write and produce songs.
d. Meet the entire team before service to refocus and
reposition their minds towards the goal: save and
disciple.
9. Repetition & Team meetings: Faith cometh by hearing
and hearing by the word of God. Every week, the vision
and mission of the church are announced.

VISION 2028 147

 a. Monthly team meetings to mobilise the team to
achieve.
b. Quarterly general team meetings to elaborate on the
general goals.
c. Weekly and monthly analyses of membership
population, attendance, nationalities, demographics,
etc.
d. Always have a listening ear for young people in the

FT
team to get fresh and new ideas as well as trends.
e. Use no MC to save time; try to do service within 2
hours. Make sure the whole service runs seamlessly.
10. Follow-up
A
a. Visitations to members
b. Monthly call centre where Presbytery split
membership and calls them.
DR

c. Meet and greet sessions for new members.

148 VISION 2028

APPENDIX 3: WHAT IS A GREEN BUILDING?
A Green Building incorporates design techniques, technologies,
and materials that reduce dependence on fossil fuels and negative
environmental impact. The greatest benefit of Green Buildings is
reduced energy consumption, which potentially reduces reliance
on fossil fuels and Global GHG levels.
Problem Definition
a. The Church of Pentecost (COP) pays high utilities

FT
(Energy and water) through our various Area District and
Local offices and corporate buildings. This affects cash
flow and funds availability for other activities, especially
church growth.
b. High emissions of Greenhouse Gases (GHG) from
A
building operations contribute to climate change and
other built environmental impacts.
Solution
DR

We intend to implement Green/sustainable building interventions

to reduce the ever-increasing cost of utility bills in energy and
water and thereby promote environmental stewardship.
Proposed Interventions
a. Energy assessment using the IFC-World Bank EDGE
Software application.
b. IFC/World Bank EDGE Green building certification for
COP corporate buildings.
c. Energy savings interventions to achieve a minimum of
20% savings in ECG bills.
d. Water savings interventions to achieve a minimum of
20% savings in Water bills.

VISION 2028 149

e. Usage of materials for new physical infrastructure to
reduce GHG and embodied energy.
Benefits
a. Reduced utility bills through reduced energy and water
use.
b. Reduction in greenhouse gas emissions.
c. Pollution prevention
d. Reduced natural resource consumption (Fossil Fuel)
e.
f.
FT
Productive and healthy environments.
Build a brand reputation in environmental stewardship.
A
DR

150 VISION 2028

APPENDIX 4: THE CoP E-CHURCH/DIGITAL CHURCH/
ONLINE CHURCH (ASSEMBLY) AT- A-GLANCE
What It Is
The Church of Pentecost e-church or digital church (online
assembly), hereinafter referred to as CoP online church, is a
purely missiological church established with the primary focus
of reaching a targeted online audience who do not know the Lord
Jesus Christ. It primarily seeks to win such people for Christ and
disciple them within a CoP church community that operates
entirely online.

FT
It is a spatial faith community where intentional and dedicated
efforts are made to reach the lost and to disciple them with the
culture and essentials of the Church of Pentecost. The online
A
church will have a sustained membership who shall be committed
to it as it pertains to in-person church arrangements, and
they shall be nourished with intensive pastoral care, worship,
fellowship, and participation in ministry.
DR

The CoP online church concept, thus, makes use of a digital

ecosystem of mobile applications, social media, and other online
technologies to win souls and to disciple them in online church
communities.
Target Audience/Participants
Who It Is For
1. Seekers and individuals who are exploring faith online.
2. People from different parts of the world who are hesitant
to attend the physical church due to fear of religious
persecution or intimidation, such as people in the Arab
world.

VISION 2028 151

3. Members of the CoP and other Christians who, due to
their work schedules, are consistently unavailable for in-
person services but may be available online. The target
group includes officers in peacekeeping operations or
naval surveillance on the high seas.
4. Frequent travellers, expatriates, and diplomats who are
consistently on the move.
5. People who are limited from physical presence by reason
of incapacitation, imprisonment, and other barriers but

FT
may have online access.
Who It Is Not For
1. Existing members of the Church of Pentecost, except
those cut off by environments and conditions that do not
A
make their participation in in-person services reasonably
possible.
The Case for the CoP Online Church (Rationale)
DR

In line with the Church’s vision to become “a global Pentecostal

church that is culturally relevant in vibrant evangelism, church
planting, discipleship and holistic ministry,” and in line with
Vision 2023’s focus of “Possessing the Nations,” the Church has
been establishing specialised ministries through which it has
been able to reach a variety of unreached individuals and groups.
It is this zest that has given birth to Home and Urban Missions
(HUM), the Ministry to People with Disabilities (MPWDs), the
Chieftaincy Ministry, and the Chaplaincy Ministry.
The online church idea is a move to have a ministry outlet in
our Church that is ‘culturally relevant’ to the contemporary
online community. Specifically, it focuses on people who, for
one reason or the other, may find themselves in conditions or

152 VISION 2028

environments where their availability for in-person services may
not be guaranteed but who, nonetheless, may have online access.
People in the online space have mostly been neglected in past
ministry efforts, and though there are current efforts to livestream
some of our services and to offer a hybrid (both in-person and
online) programmes, a dedicated online church that makes an
intentional and organised effort has not yet been deployed.
Continuities with the In-Person Church and Current Efforts in
Online Ministry
1.

2.
Aof the Church. FT
It will operate within the doctrines, practices, brand, and
culture of the Church of Pentecost since it is an assembly

The online church will not be an end in itself. This is

because some of its members may continue to be mobile
and may, at some point, settle in new environments that
make participation in in-person services possible. To
DR

help do this effectively, it will have an effective transfer

system. In fact, it will be in its interest to facilitate transfer
to in-person assemblies of the Church since the online
church is not an end in itself.
3. The online church will coordinate with various in-person
local assemblies to provide water baptism and administer
the holy communion to its members whenever and
wherever conditions become possible. It will feed on the
existing setup of the Church worldwide to deploy other
relevant ministry to its target audience from time to time.
4. Its tithes and other offerings will be integrated into the
mainstream financial infrastructure of the Church.
5. When the various current online ministry efforts of
the Church successfully win souls who belong to the
VISION 2028 153
 target audience of the online church, the respective local
assemblies may facilitate their transfer to the online church.
6. All other related ministries, such as welfare, marriage,
bereavement, etc., would be conducted with the help of
nearby church assemblies.
Major Distinctiveness
1. Intentionality: It will be an intentional effort to win
souls online and nurture their growth within CoP

FT
online communities. This intentionality will be seen
in leadership, approach, ministry execution, and the
utilisation of the online architecture, service planning,
and programming.
2. Regularity and Reliability: In current efforts, online
A
services and programmes are held on an as-and-when
basis. The online church will have a weekly programmed
set of activities that can be relied upon to be run at fixed
DR

dates and times. Unlike the current sporadic approach,

the online church will establish a consistent schedule of
weekly activities that can be relied upon on fixed dates
and times.
3. It will be handled by a more competent and dedicated
team.
4. It will employ a rich and diverse use of technology.
5. A dedicated ministry team will prioritise online members
as the primary focus. They won’t be relegated to a
secondary position behind in-person members in terms
of ministry attention, unlike current practices where
online participants are occasionally overlooked in favour
of those physically present.

154 VISION 2028

6. It will guarantee unlimited access to online seekers.
7. It will promote a sense of community, as against online
individualism, through its use of interactive platforms
such as threaded discussions, chat platforms, video
and audio-conferencing calls, and mutual care among
members.
Scope and Operationalization
Level: Implementation of the concept may begin at the global

FT
level and may be scaled down gradually to the Blocs of the Church
with time after a pilot study period of about one year. At the
global level, it will be run by the Head Office through a dedicated
and trained team put together for that purpose. Though it will
be one assembly at the onset, it will have three ministry centres
A
(command centres) - in Ghana, the United States of America,
and the Netherlands – and shall have appropriately developed
studios for its purpose. It will have these studio ministry centres
without physical audience per se.
DR

Language: The online church may begin with English and move
into other international languages with time. When triggered,
the Blocs may use international languages relevant to their
jurisdictions. Features such as lower third captioning and sub-
titles will be activated to manage accent dispositions in language
use.
Operation: The CoP online church will leverage digital tools to
facilitate worship services, Bible studies, prayer meetings, and
other church activities over the Internet. This will take place
through various digital platforms.

VISION 2028 155

Leadership
The online church, at its onset (at the global level), may be
assigned a pastor/apostle who will lead a dedicated team of
skilled and trained people to run the church and keep them
under Pentecostal authority. This initial commitment is needed
to pave the way and set the necessary criteria for operationalising
the concept at the lower levels of the Church.
Foreseeable Challenges and Mitigating Measures

FT
1. Sheep stealing: Some ministers of the Church may feel
that the online church may ‘steal’ their ‘sheep’. On the
contrary, the primary focus of the online church shall be
missiological and shall not have a place for existing CoP
members.
A
2. The fear that the online church may promote breakaways:
The breakaway phenomenon may not be distinct from
the online church idea. Instead, digital platforms, social
DR

media especially, by its nature, has been known to

promote autonomy from existing structures. To mitigate
this, the Church shall be firmly in charge of the systems
and platforms deployed for the operationalisation of
the online church. Its leaders shall only come to run the
church machinery when appointed and leave it when
reviewed, just as it pertains to the church in brick and
mortar. Again, if a leader of the online church attempts
to break away, the said breakaway leader would have to
gather a new following on his or her own platform, and
these would be a mixed people, not necessarily CoP
members. Also, a way to mitigate this is to work hard
to have reliable and needed content since people are
constantly on the move in the online space for helpful
content.
156 VISION 2028
3. Members Getting Stuck to Leading Personalities: This
relates to leaders who will represent the face of the CoP
on the online church platform. Such a ministry promotes
the marketing of individuals who play leading roles,
and if they become unfaithful to the Church, they can
easily sweep members away to form their own churches.
This challenge can be resolved by ensuring that mature
and faithful people, preferably ministers (pastors and
apostles), are chosen to lead such a ministry, especially

FT
at the onset. Also, as a necessary measure, there will be
great intentionality to market the Pentecost brand rather
than one particular person’s face all the time.
4. High youth mobility to the online church: From the
onset, we must be clear and emphatic that the online
A
church is not for existing CoP members who do not have
unhindered access to in-person services. As a purely
missiological strategy, existing CoP members are not
DR

welcome there.
5. Loss of interest in in-person church services: We must
be emphatic that this is a purely missiological tool to win
souls online, not for existing members. Again, this would
not be a serious challenge because members are already
connected to their local assemblies and would always
revert to their churches even if they access church from
online platforms.
6. Attractiveness: There will be the need for intentionality
to keep it attractive in ministry quality, décor, and
technology. This will help us to remain attractive in the
online space with a plurality of options.

VISION 2028 157

7. Virtual Fatigue: There could be the possibility of virtual
fatigue, where people feel stressed out for staying too
long on these platforms. This can be handled through
time consciousness and balancing live (synchronous)
activities with offline (asynchronous) activities.
8. Data Privacy and Protection: Issues of data protection
and privacy could become a challenge. These can be
resolved by securing end-to-end interactivity as well as
encryption against potential intrusion.

FT
9. Change Management: CoP members and other
stakeholders may struggle to understand and even
accept this new intervention. There will, therefore, be
the need to intentionally educate stakeholders on the
contemporary digital era and its ministry implications
A
for our consideration as a Church. We must also educate
people on the approach to be adopted for this new
ministry effort.
DR

10. Connectivity Issues: Connectivity issues or lack of

stable internet can disrupt the online church experience
and prevent some from joining. This can be resolved
by recording sessions or pre-recording and uploading
sessions, which can be accessed later.
Conclusion
Throughout church history, various generations have attempted
to legislate how God moved in their generations for succeeding
generations to use. Unfortunately, such efforts have failed
miserably. However, where they were sensitive to attune the next
generation to God and taught them to stay open to God’s move in
their era, irrespective of how it came, there have been remarkable
successes. As stepping into the online space for a dedicated

158 VISION 2028

church ministry is challenging, a more relevant question is: “Is
God at work in the online space in this generation?” To wit, God
is already at work in the digital space in this generation, and it is
a good step the Church of Pentecost is taking to join Him there.

A FT
DR

VISION 2028 159

APPENDIX 5: TENETS OF THE CHURCH OF PENTECOST
The Bible
We believe in the divine inspiration and authority of the
Holy Scriptures. We believe that the Bible is infallible in its
declaration, final in its authority, all-sufficient in its provisions
and comprehensive in its sufficiency (2 Ti. 3:16; 2 Pe. 1:21).
The One True God
We believe in the existence of the One True God, Elohim,

FT
Maker of the whole universe; indefinable, but revealed as Triune
Godhead - Father, Son and Holy Spirit. One in nature, essence,
and attributes; Omniscient, Omnipotent and Omnipresent (Ge.
1:1; Mt. 3:16-17; 28:19; 2 Co. 13:14).
The Depraved Nature of Humanity
A
We believe that “all have sinned and come short of the glory of
God” (Ge. 3:1-19; Is. 53:6; Ro. 3:23), and are subject to eternal
punishment (Mt. 13:41, 42; Ro. 6:23), and need repentance (Ac.
DR

2:38; Mt. 4:17; Ac. 20:21) and regeneration (Jn. 3:3, 5; Tit. 3:5).
The Saviour
We believe humanity’s need of a Saviour has been met in the
person of Jesus Christ (Mt. 1:21; Jn 4:42; Ac. 2:36; Eph. 5:23;
Php. 2:6-11), because of His Deity (Is. 9:6; Jn. 1:1; 20:28; Ro. 9:5;
Tit. 2:13,14), Virgin Birth (Is. 7:14; Mt. 1:18; Lk. 1:25-27), Sinless
Life (Jn 8:46; Heb. 4:15; 2 Cor. 5:21), Atoning death (Ro. 3:25;
Heb. 9:22: 1 Jn. 2:2), Resurrection (Mt. 28:5-7; Ac 2:24; Ac. 2:36;
10:39,40; 1 Co. 15:3,4) and Ascension (Ac. 1:9-11; 2:33-36), His
Abiding Intercession (Ro. 8:34; Heb. 7:25) and His second coming
to judge the living and the dead (Ac.1:11; 10:42; 1 Th.4:16-18; 2
Ti. 4:1; Rev. 22:12, 20).

160 VISION 2028

Repentance, Regeneration, Justification and Sanctification
We believe all humanity have to repent and confess their sins
before God (Lk. 15:7; Ac. 2:38; 3:19; 17:30), and believe in the
vicarious death of Jesus Christ before they can be justified before
God (Ro. 4:25; 5:1). We believe in the sanctification of the believer
through the working of the Holy Spirit (1 Co. 1:30; 6:11) and
God’s gift of eternal life to the believer (Jn. 17:2, 3; 10:27, 28; Ro.
6:23b; 1 Jn. 5:11-13).
The Ordinances of Baptism and the Lord’s Supper or Communion

FT
We believe in the ordinance of Baptism by immersion as a
testimony of a convert who has attained a responsible age of 13
years. (Mt. 3:16; Mt. 28:19; Mk. 1:9, 10; 16:16; Ac. 2:38). Infants
and children are not baptized, but are dedicated to the Lord (Mk.
A
10:13-16; Lk. 2:22-24, 34). We believe in the ordinance of the
Lord’s Supper or Holy Communion, which should be partaken
by all members who are in full fellowship (Lk. 22:19, 20; Ac. 20:7;
1 Cor. 11:23-33).
DR

Baptism, Gifts and Fruit of the Holy Spirit

We believe in the baptism of the Holy Spirit for believers with
the initial evidence of speaking in tongues (Joel 2:28,29; Ac. 2:3,
4, 38,39; 10:44-46; 19:1-6); and in the operation of the gifts and
the fruit of the Holy Spirit in the lives of believers (1 Co. 12:8-11;
Rom. 12:6-8; Gal. 5:22,23).
Divine Healing
We believe that the healing of sickness and disease is provided
for God’s people in the atonement. The Church is, however, not
opposed to soliciting the help of qualified medical practitioners
(2 Ki. 20:7; Mt. 9:12; Lk. 10:34; Col. 4:14).

VISION 2028 161

Tithes and Offering
We believe in tithing and in the giving of free-will offerings
towards the cause of carrying forward the Kingdom of God. We
believe that God blesses a cheerful giver (Ge. 14:18-20; 28:20-22;
Ml. 3:6-10; Mt. 23:23; Ac. 20:35; 1 Co. 16:1-3; 2 Co. 9:1-9).
The Second Coming and the Next Life
We believe in the Second Coming of Christ and the Resurrection
of the dead, both the saved and the unsaved – they that are saved,

FT
to the resurrection of life; and the unsaved, to the resurrection
of damnation (Mk. 13: 26; Da. 12:2; Jn. 5: 28-29; Ac. 1:11; 10:42;
Ro. 2:7-11; 6:23).
Marriage and Family Life
We believe in the institution of marriage as a union established
A
and ordained by God for the lifelong, intimate relationship
between a man as husband and a woman as wife, as biologically
defined. We believe that God instituted marriage primarily for
DR

companionship, and for procreation and the godly nurture of

children, to enable them find the security of love and growth
in the heritage of faith (Ge.2:18; 21-25; Mt.19:4-6; 1 Cor.7:1,2).

162 VISION 2028