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EVANGELISM STRATEGIC GOALS: 2021 – 2023

THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):

SWOT/ PESTLY Analysis – Link #1 • Link #2

I Will Go – Link #1

PROBLEM/OPPORTUNITY: The Cayman Islands Conference has traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in a flat growth rate in annual baptisms over the past ten years.

KEY STRATEGY

Create a strategic plan for evangelism over the period 2021 – 2023 that is geared at achieving breakthrough performance in evangelism. This plan must take a lead and learn approach that centres on optimizing traditional methods of evangelism while researching, exploring and experimenting with new approaches.

The plan should show how the various stakeholders in evangelism should work together to achieve more, both individually and collectively. It should be digitized for easy maintenance of a single version of the plan that is easily accessible to conference leaders and church members.

The plan should include fewer than 15 prioritized objectives so that it will be within our capacity to implement over the 3 years life-cycle. The plan should address both conference level and church level issues and opportunities and an evangelism calendar is to be created across the conference to to ensure that all evangelistic activities are streamlined and managed more effectively.

The key component of the I Will Go strategy to be emphasized is RELATIONAL EVANGELISM.

OBJECTIVES AND ACTION PLANS

• Initial Level: No written plan • Current Target: Written plan by July 31, 2021 • Current Performance: 65%

Critical Success Factors

•

•

Key Performance Indicators

•

•

OBJECTIVES AND ACTIONS TOOLKIT

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information
  1. Establish key performance measures based on the objectives you have selected to pursue.
  2. Conduct quarterly assessment of the key performance measures to track the progress towards the strategic goal.
  3. Conduct bi-monthly assessment of key performance indicators to get signals about the potential success in achieving performance targets.
  4. Take interim measures to sure up performance outcomes ahead of quarterly assessments.
  5. Assess how effectively the church has implemented recommended and selected actions plans.
  6. Assess how effectively these actions have been to produce desired outcomes.
  7. Implement measures to sustain growth/gains while pursuing further growth.

THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):

SWOT/ PESTLY Analysis – Link #1 • Link #2

I Will Go – Link #1

PROBLEM/OPPORTUNITY: The Cayman Islands Conference has traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

KEY STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTION PLANS

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

This is some text for demonstration

Some text to hold the space for demonstration.

PROBLEM/OPPORTUNITY: The local churches within the Cayman Islands Conference have traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

SUGGESTED STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTIONS TOOLKIT

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information
  1. Establish key performance measures based on the objectives you have selected to pursue.
  2. Conduct quarterly assessment of the key performance measures to track the progress towards the strategic goal.
  3. Conduct bi-monthly assessment of key performance indicators to get signals about the potential success in achieving performance targets.
  4. Take interim measures to sure up performance outcomes ahead of quarterly assessments.
  5. Assess how effectively the church has implemented recommended and selected actions plans.
  6. Assess how effectively these actions have been to produce desired outcomes.
  7. Implement measures to sustain growth/gains while pursuing further growth.

THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):

SWOT/ PESTLY Analysis – Link #1 • Link #2

I Will Go – Link #1

PROBLEM/OPPORTUNITY: The Cayman Islands Conference has traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

KEY STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTION PLANS

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

This is some text for demonstration

Some text to hold the space for demonstration.

PROBLEM/OPPORTUNITY: The local churches within the Cayman Islands Conference have traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

SUGGESTED STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTIONS TOOLKIT

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information
  1. Establish key performance measures based on the objectives you have selected to pursue.
  2. Conduct quarterly assessment of the key performance measures to track the progress towards the strategic goal.
  3. Conduct bi-monthly assessment of key performance indicators to get signals about the potential success in achieving performance targets.
  4. Take interim measures to sure up performance outcomes ahead of quarterly assessments.
  5. Assess how effectively the church has implemented recommended and selected actions plans.
  6. Assess how effectively these actions have been to produce desired outcomes.
  7. Implement measures to sustain growth/gains while pursuing further growth.

THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):

SWOT/ PESTLY Analysis – Link #1 • Link #2

I Will Go – Link #1

PROBLEM/OPPORTUNITY: The Cayman Islands Conference has traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

KEY STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTION PLANS

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

This is some text for demonstration

Some text to hold the space for demonstration.

PROBLEM/OPPORTUNITY: The local churches within the Cayman Islands Conference have traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

SUGGESTED STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTIONS TOOLKIT

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information
  1. Establish key performance measures based on the objectives you have selected to pursue.
  2. Conduct quarterly assessment of the key performance measures to track the progress towards the strategic goal.
  3. Conduct bi-monthly assessment of key performance indicators to get signals about the potential success in achieving performance targets.
  4. Take interim measures to sure up performance outcomes ahead of quarterly assessments.
  5. Assess how effectively the church has implemented recommended and selected actions plans.
  6. Assess how effectively these actions have been to produce desired outcomes.
  7. Implement measures to sustain growth/gains while pursuing further growth.

THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):

SWOT/ PESTLY Analysis – Link #1 • Link #2

I Will Go – Link #1

PROBLEM/OPPORTUNITY: The Cayman Islands Conference has traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

KEY STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTION PLANS

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

This is some text for demonstration

Some text to hold the space for demonstration.

PROBLEM/OPPORTUNITY: The local churches within the Cayman Islands Conference have traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

SUGGESTED STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTIONS TOOLKIT

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information
  1. Establish key performance measures based on the objectives you have selected to pursue.
  2. Conduct quarterly assessment of the key performance measures to track the progress towards the strategic goal.
  3. Conduct bi-monthly assessment of key performance indicators to get signals about the potential success in achieving performance targets.
  4. Take interim measures to sure up performance outcomes ahead of quarterly assessments.
  5. Assess how effectively the church has implemented recommended and selected actions plans.
  6. Assess how effectively these actions have been to produce desired outcomes.
  7. Implement measures to sustain growth/gains while pursuing further growth.

THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):

SWOT/ PESTLY Analysis – Link #1 • Link #2

I Will Go – Link #1

PROBLEM/OPPORTUNITY: The Cayman Islands Conference has traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

KEY STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTION PLANS

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

This is some text for demonstration

Some text to hold the space for demonstration.

PROBLEM/OPPORTUNITY: The local churches within the Cayman Islands Conference have traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

SUGGESTED STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTIONS TOOLKIT

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information
  1. Establish key performance measures based on the objectives you have selected to pursue.
  2. Conduct quarterly assessment of the key performance measures to track the progress towards the strategic goal.
  3. Conduct bi-monthly assessment of key performance indicators to get signals about the potential success in achieving performance targets.
  4. Take interim measures to sure up performance outcomes ahead of quarterly assessments.
  5. Assess how effectively the church has implemented recommended and selected actions plans.
  6. Assess how effectively these actions have been to produce desired outcomes.
  7. Implement measures to sustain growth/gains while pursuing further growth.

THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):

SWOT/ PESTLY Analysis – Link #1 • Link #2

I Will Go – Link #1

PROBLEM/OPPORTUNITY: The Cayman Islands Conference has traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

KEY STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTION PLANS

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

This is some text for demonstration

Some text to hold the space for demonstration.

PROBLEM/OPPORTUNITY: The local churches within the Cayman Islands Conference have traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

SUGGESTED STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTIONS TOOLKIT

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information
  1. Establish key performance measures based on the objectives you have selected to pursue.
  2. Conduct quarterly assessment of the key performance measures to track the progress towards the strategic goal.
  3. Conduct bi-monthly assessment of key performance indicators to get signals about the potential success in achieving performance targets.
  4. Take interim measures to sure up performance outcomes ahead of quarterly assessments.
  5. Assess how effectively the church has implemented recommended and selected actions plans.
  6. Assess how effectively these actions have been to produce desired outcomes.
  7. Implement measures to sustain growth/gains while pursuing further growth.

THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):

SWOT/ PESTLY Analysis – Link #1 • Link #2

I Will Go – Link #1

PROBLEM/OPPORTUNITY: The Cayman Islands Conference has traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

KEY STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTION PLANS

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

This is some text for demonstration

Some text to hold the space for demonstration.

PROBLEM/OPPORTUNITY: The local churches within the Cayman Islands Conference have traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

SUGGESTED STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTIONS TOOLKIT

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information
  1. Establish key performance measures based on the objectives you have selected to pursue.
  2. Conduct quarterly assessment of the key performance measures to track the progress towards the strategic goal.
  3. Conduct bi-monthly assessment of key performance indicators to get signals about the potential success in achieving performance targets.
  4. Take interim measures to sure up performance outcomes ahead of quarterly assessments.
  5. Assess how effectively the church has implemented recommended and selected actions plans.
  6. Assess how effectively these actions have been to produce desired outcomes.
  7. Implement measures to sustain growth/gains while pursuing further growth.

THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):

SWOT/ PESTLY Analysis – Link #1 • Link #2

I Will Go – Link #1

PROBLEM/OPPORTUNITY: The Cayman Islands Conference has traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

KEY STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTION PLANS

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

This is some text for demonstration

Some text to hold the space for demonstration.

PROBLEM/OPPORTUNITY: The local churches within the Cayman Islands Conference have traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

SUGGESTED STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTIONS TOOLKIT

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information
  1. Establish key performance measures based on the objectives you have selected to pursue.
  2. Conduct quarterly assessment of the key performance measures to track the progress towards the strategic goal.
  3. Conduct bi-monthly assessment of key performance indicators to get signals about the potential success in achieving performance targets.
  4. Take interim measures to sure up performance outcomes ahead of quarterly assessments.
  5. Assess how effectively the church has implemented recommended and selected actions plans.
  6. Assess how effectively these actions have been to produce desired outcomes.
  7. Implement measures to sustain growth/gains while pursuing further growth.

THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):

SWOT/ PESTLY Analysis – Link #1 • Link #2

I Will Go – Link #1

PROBLEM/OPPORTUNITY: The Cayman Islands Conference has traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

KEY STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTION PLANS

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

This is some text for demonstration

Some text to hold the space for demonstration.

PROBLEM/OPPORTUNITY: The local churches within the Cayman Islands Conference have traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

SUGGESTED STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTIONS TOOLKIT

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information
  1. Establish key performance measures based on the objectives you have selected to pursue.
  2. Conduct quarterly assessment of the key performance measures to track the progress towards the strategic goal.
  3. Conduct bi-monthly assessment of key performance indicators to get signals about the potential success in achieving performance targets.
  4. Take interim measures to sure up performance outcomes ahead of quarterly assessments.
  5. Assess how effectively the church has implemented recommended and selected actions plans.
  6. Assess how effectively these actions have been to produce desired outcomes.
  7. Implement measures to sustain growth/gains while pursuing further growth.

THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):

SWOT/ PESTLY Analysis – Link #1 • Link #2

I Will Go – Link #1

PROBLEM/OPPORTUNITY: The Cayman Islands Conference has traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

KEY STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTION PLANS

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

This is some text for demonstration

Some text to hold the space for demonstration.

PROBLEM/OPPORTUNITY: The local churches within the Cayman Islands Conference have traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

SUGGESTED STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTIONS TOOLKIT

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information
  1. Establish key performance measures based on the objectives you have selected to pursue.
  2. Conduct quarterly assessment of the key performance measures to track the progress towards the strategic goal.
  3. Conduct bi-monthly assessment of key performance indicators to get signals about the potential success in achieving performance targets.
  4. Take interim measures to sure up performance outcomes ahead of quarterly assessments.
  5. Assess how effectively the church has implemented recommended and selected actions plans.
  6. Assess how effectively these actions have been to produce desired outcomes.
  7. Implement measures to sustain growth/gains while pursuing further growth.

THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):

SWOT/ PESTLY Analysis – Link #1 • Link #2

I Will Go – Link #1

PROBLEM/OPPORTUNITY: The Cayman Islands Conference has traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

KEY STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTION PLANS

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

This is some text for demonstration

Some text to hold the space for demonstration.

PROBLEM/OPPORTUNITY: The local churches within the Cayman Islands Conference have traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

SUGGESTED STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTIONS TOOLKIT

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information
  1. Establish key performance measures based on the objectives you have selected to pursue.
  2. Conduct quarterly assessment of the key performance measures to track the progress towards the strategic goal.
  3. Conduct bi-monthly assessment of key performance indicators to get signals about the potential success in achieving performance targets.
  4. Take interim measures to sure up performance outcomes ahead of quarterly assessments.
  5. Assess how effectively the church has implemented recommended and selected actions plans.
  6. Assess how effectively these actions have been to produce desired outcomes.
  7. Implement measures to sustain growth/gains while pursuing further growth.

THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):

SWOT/ PESTLY Analysis – Link #1 • Link #2

I Will Go – Link #1

PROBLEM/OPPORTUNITY: The Cayman Islands Conference has traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

KEY STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTION PLANS

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

• Initial Level: 3052 • Current Target: 3052 • Current Performance: 3412

Critical Success Factors

• The acquisition of transmission and broadcasting equipment must be funded, acquired, and integrated into the digital evangelism portfolio by May of 2021.

• The critical skills needed to reach person online with the gospel must be taught to the 7000 volunteers who are ready to put forward 20 hours per week, each.

Key Performance Indicators

• Number of hours reported by volunteers as invested into the mission of online service.

• The number of baptisms that happen as a result of the new thrust to online evangelism.

ACTIONS

  1. 1. Create a database for the implementation of the levels of inflow coming from prospect registration cards.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

2. Align the new strategy winning ideas from your team that will generate value in the future.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

3. Deliver the revised and updated strategic plan to the administrators of the conference by the end of July 2021.

• Implement: June 2021 • Action Cycle: Annually • Leader: Jeff Jefferson • Cost: $200 • Related Actions: LINK#1, LINK#2, LINK#3

Key Performance Measures:

a.

b.

c.

Evaluation of Actions Implementation Effectiveness For Current Period:

Evaluation of “Actions To Outcomes” Effectiveness

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PROBLEM/OPPORTUNITY: The local churches within the Cayman Islands Conference have traditionally approached evangelism in an ad-hoc and event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited to no growth in annual baptisms over the past ten years.

SUGGESTED STRATEGY

The key strategy in trying to achieve this goal is to take a lead and learn approach that centres on the evidence and the most illustrative ways of formulating and implementing the next generation of online and unperson strategic approaches relevant to life in the 21st Century.

OBJECTIVES AND ACTIONS TOOLKIT

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information

ACTIONS FOR CHURCHES TO CONSIDER

  1. 1. Creating a database to assist the personal ministries leader to..
  3. 2. Decorating the church to give a new look and feel to the ambiance
  5. 3. Partnering with other local congregations to evaluate the new opportunity
  7. 4. Creating a checklist that leaders can use to ensure that certain important things are done
  9. 5. Renewing the lease agreement two months before expiration to avoid late renewal
  11. 6. Manage the inflow of the visitors on a sabbath morning
  13. 7. Make a new schedule for the ushers on duty
  15. 8. Create a new process flow for the clerk
  17. 9. Network with the wider organization for new information
  1. Establish key performance measures based on the objectives you have selected to pursue.
  2. Conduct quarterly assessment of the key performance measures to track the progress towards the strategic goal.
  3. Conduct bi-monthly assessment of key performance indicators to get signals about the potential success in achieving performance targets.
  4. Take interim measures to sure up performance outcomes ahead of quarterly assessments.
  5. Assess how effectively the church has implemented recommended and selected actions plans.
  6. Assess how effectively these actions have been to produce desired outcomes.
  7. Implement measures to sustain growth/gains while pursuing further growth.