Communication of the JCAM President at AJAN Assembly, Nairobi, September 2025

The Director of AJAN, Father Matambura, asked me to speak about strategy. I spent some time trying to understand what was expected of me. I believe AJAN, finding itself at a crossroads, wishes to listen to the captain that I am.

Let me begin with an anecdote. In 2016, I had the honour of participating in the General Congregation of the Society of Jesus. This is the highest deliberative body of the Society, discerning the way forward. For example, it was the last Congregation that launched the discernment on the four Universal Apostolic Preferences: (1) to show the way to God through the Spiritual Exercises and discernment; (2) to walk with the poor, the outcasts of the world, and those whose dignity has been wounded, in a mission of reconciliation and justice; (3) to accompany young people in the creation of a future full of hope; and (4) to collaborate in the care of our Common Home.

During that Congregation, we had the grace—following an old tradition of the Society of Jesus—of receiving the Pope, who usually entrusts us with our mission. We asked him: What are you expecting from us? But Pope Francis surprised us by not responding directly to the question. Three times, he gave the same answer: “You are a body that discerns. Go to the peripheries and discern the responses to the challenges of this world, and always go further.”

You have asked me about my strategies, my vision, and my projects. It would be pretentious on my part, since I joined the AJAN train along the way, to formulate entirely new strategies. I come to this meeting with the ambition of listening to you and encouraging you to be ever more “a discerning group”, a body that commits itself to working according to its vision while responding to the new challenges that arise.

Our Context: Change of Epoch

One more thing we need to consider! What is the general context we are living in? Pope Francis often reminded us that we are not merely living through an era of change, but a change of epoch. It is not a matter of simple superficial adjustments, but of a profound transformation that touches our way of thinking, of living, and of organizing ourselves.

In this context, he invites us to courage: “The situations we live today present us with new challenges, unprecedented for many in history. We must have the courage to live this moment as a time of grace, without allowing ourselves to be overcome by fear.”

African wisdom guides us with the proverb: “When the wind changes direction, it is useless to adjust the bird’s feather; one must learn to fly anew.” This reflects Pope Francis’ belief: it is not just about managing transitions, but about learning to live in this new time with a renewed perspective.

In this brief presentation, I will develop two key points: first, I will outline the methodology to follow, which I borrow from Christina Kheng; second, I will explore some avenues for reflection on our vision, challenges, and the direction ahead of us.

Not Only an “Epochal Change” but a “Change of the Epoch”

a) Re-reading a Graced History

Kheng emphasizes the importance of revisiting the path already taken. Since its founding in 2002, AJAN has supported thousands of people living with HIV, enhanced Jesuit health centers, and trained hundreds of pastoral agents. The 20th anniversary of AJAN (2022) marked a powerful moment of reflection: testimonies from beneficiaries, gratitude for the mission, and memories of challenges like stigma, lack of funding, and community fatigue. Never forget where you are from!

b) Deepening Mission and Identity

Today, it is crucial to clarify what defines the core of the charism. For AJAN, the mission is not just to fight a disease but to reveal each person’s dignity, provide comprehensive support (body, soul, spirit), and embody the compassion of Christ in the African context.

For example, the AHAPPY GENERATION pedagogy progressively combines medical prevention, human development, spiritual accompaniment, and entrepreneurship skills.

c) Listening to the Signs of the Times

Looking at the world today, for AJAN, the signs of the times include:

• The increasing lack of interest among donors in HIV/AIDS.
• The aftermath of COVID-19, which exposed the fragility of African health systems.
• Cultural shifts among youth, often exposed to poverty, unemployment, and forced migration.
• The increasing presence of AI.

d) Discerning Priorities

At this point, we need to make courageous choices. AJAN, in its recent orientations, has identified several priority areas:

• Training and empowering young people as agents of change.
• Strengthening local capacities (health centers, parishes, schools).
• Promoting social justice and denouncing inequalities that fuel the epidemic.

Building on positive experiences, such as the creation of AHAPPY clubs in schools and parishes, where young people themselves become peer educators, we need to push the envelope further.

e) Implementation and Concrete Planning

The definition of priorities is not enough. Discernment must be turned into action. AJAN has translated its priorities into tangible programs:

• Training sessions for teachers and catechists on education for life and health.
• Interreligious workshops to fight stigma.
• Media campaigns (radio, social media) targeting youth awareness.
• The “Youth for Life” initiative, which combines entrepreneurship, theatre, music, and digital media to address critical health issues and Christian values.

f) Monitoring, Evaluation, and Ongoing Discernment

Planning is a living process. AJAN already integrates mechanisms of regular evaluation:

• Annual reports and sharing at the General Assemblies.
• Impact evaluation of AHAPPY clubs in schools (reduction in early pregnancies, improved knowledge of modes of transmission).

The General Assembly of September 2025 is conceived as a moment of re-reading and communal discernment, to adjust mission in the light of the Spirit.

In preparing this, I was very happy to realize that I was not inventing anything new, but rather describing well-established practices in our way of proceeding. Yet it is important to sharpen our awareness that our Network is, above all, a body that discerns the calls of the Spirit of God for today’s world.

The Question

In summary, I have provided the methodology to follow thus far. However, we still need to devise strategies that address the needs of our time. What is the current state of the matter?

A few years ago, AJAN underwent a major structural change. I was actively involved in those discussions. We envisioned a new operational model aimed at increasing the capacities of the various centers across the Conference while also reducing the size of the Nairobi headquarters.

At that time, AJAN had a strong presence in Nairobi, with real estate and some endowment funds, and it served as a hub that competed with the field centers. The challenge was to reduce bureaucracy and highlight the centers and their primary beneficiaries more effectively.

This transition was difficult because the Nairobi office felt like it was sacrificed. Considering our current situation, do you think that move was necessary? Is this model working well? I do.

Martin Reeves, Chairman of the BCG Henderson Institute, said: “A good leader no longer gives instructions — he asks the right questions.” Henceforth, speaking of strategies, in my opinion, the fundamental question for AJAN is:

“Which formula should we apply to, on the one hand, strengthen our Network and, on the other, strengthen local projects? In other words, how do we put beneficiaries at the center of our strategies?”

An evaluation of our model reveals that it generally works effectively. However, to adapt to today’s world, it must become more participatory, digital, sustainable, and collaborative, with Nairobi serving as a catalyst rather than a competitor.

Pillar 1. Consolidate the Decentralized Model

• Strengthen local capacities by providing additional training for center teams in project management, fundraising, and social innovation.
• Progressive financial autonomy: encourage each center to develop micro-funding initiatives (local partnerships, income-generating activities).
• Synodality: establish regular spaces for co-decision-making within centers, and between Nairobi and the centers to avoid a sense of competition and reinforce network cohesion.

Pillar 2. Truly Place Beneficiaries at the Center

• Continuous listening: develop participatory mechanisms (a community of practice, digital surveys, and youth beneficiary committees) to ensure that local voices directly influence strategic choices.
• Field visitations: accompany the impact on beneficiaries in real time and adapt programs accordingly.
• Social innovation: encourage beneficiaries themselves to propose and lead micro-projects, with support from the network.

Pillar 3. Leverage Today’s Global Context

• Digital transformation: develop online platforms (training, spiritual accompaniment, advocacy) to expand the network’s reach beyond physical borders.
• Advocacy and Fundraising: collaborate with other Jesuit networks (JENA, Safeguarding, JRS, Fe y Alegría, etc.) and academic institutions to strengthen research and visibility.
• Ecological and social sustainability: systematically integrate ecological dimensions (Laudato Si’) into local projects, aligning with the expectations of both donors and young people.

Pillar 4. Rethink the Role of the Nairobi Office

• Strategic hub: Nairobi should serve as a support hub (technical expertise, communication, international advocacy, fundraising), without substituting for the centers.
• Watchtower: verifying narratives and financial reports in accordance with donor requirements, drawing attention to peripheral and overlooked cases, promoting and fostering solidarity and sharing between centers.

Thank You

That said, I would like to reassure you of my availability and my support in this pilgrimage, which starts here at this 2025 Assembly.

By, Fr. José Minaku, SJ,

President of JCAM.