Inter-American Division

Evangelism Strategic Goals: 2020 – 2025

PROBLEM / OPPORTUNITY

The Inter-American Division has traditionally approached evangelism in an event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited 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 ACTIONS TOOLKIT

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 TOOLKIT

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

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


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


Key Performance Measures For Current Period:

a.

b.

c.


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

SWOT/ PESTLY Analysis – Link #1Link #2

I Will Go – Link #1

PROBLEM / OPPORTUNITY

The Inter-American Division has traditionally approached evangelism in an event-by event basis, geared to meet immediate baptismal goals. Consequently, our evangelism portfolio lacks systematic and coherent strategy, resulting in limited 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.

ACTION PLANS

  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. Projection X outperformed expectation for the period: At 69% of budget

b. Projection Y underperformed by 23 points for the period

c. Projection Z over performed by revenue inflow of 11 points above forecast


Evaluation of Actions Implementation Effectiveness For Current Period:

During the current period, only action 3 was implemented on time and fully integrated. Action 1 was attempted but was hindered by the lack of data to make the best assessment of the way forward. Action 2 was not attempted at all. This is indicative of the marginal gains for the period.


Evaluation of “Actions To Outcomes” Effectiveness

While action three was the only action implemented during the period, it proved to be over 3 times as effective as was previously anticipated. This is the reason for overall marginal growth even though two of three actions were never implemented.


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WHAT PROBLEMS / OPPORTUNITIES DO UNIONS FACE IN RELATION TO THIS GOAL

  • The lack of adequate funding and skill for effective digital evangelism
  • Large number of volunteers want to be up-skilled for digital evangelism
  • Lack of cooperation from Conference leaders for Union driven initiative to improve our strategic competencies.
  • Lack of adequate strategic leadership and management skills
  • Division wide integrated strategy provides new opportunities to learn while participating in IAD Strategic Planning Sessions

ACTIONS TOOLKIT FOR UNIONS

  • 1. Create a strategic planning committee for the Union
  • 2. Set specific goal of the committee and put the members to work to meet those goals

  • 3. Seek help from the IAD in the form of training and equipment

  • 4. Structure quarterly strategic management evaluation and performance meetings

  • 5. Integrate the IAD’s Plan with the Union plan to create cascading and synergy.

WHAT PROBLEMS / OPPORTUNITIES DO CONFERENCES FACE IN RELATION TO THIS GOAL

  • The lack of adequate funding and skill for effective digital evangelism
  • Large number of volunteers want to be up-skilled for digital evangelism
  • Lack of cooperation from church leaders for conference driven initiative to improve our strategic competencies.
  • Lack of adequate strategic leadership and management skills
  • Division wide integrated strategy provides new opportunities to learn while participating in IAD Strategic Planning Sessions

ACTIONS TOOLKIT FOR CONFERENCES

  • 1. Create a strategic planning committee for the Union
  • 2. Set specific goal of the committee and put the members to work to meet those goals

  • 3. Seek help from the Unions in the form of training and equipment

  • 4. Structure quarterly strategic management evaluation and performance meetings

  • 5. Integrate the IAD’s Plan with the Union plan to create cascading and synergy.

WHAT PROBLEMS / OPPORTUNITIES DO CHURCHES FACE IN RELATION TO THIS GOAL

  • The lack of adequate funding and skill for effective digital evangelism
  • Large number of volunteers want to be up-skilled for digital evangelism
  • Lack of cooperation from Conference leaders for church driven initiative to improve our strategic competencies.
  • Lack of adequate strategic leadership and management skills
  • Division wide integrated strategy provides new opportunities to learn while participating in IAD Strategic Planning Sessions

ACTIONS TOOLKIT FOR CHURCHES

  • 1. Create a strategic planning committee for each church

  • 2. Set specific goal of the committee and put the members to work to meet those goals

  • 3. Seek help from the Conference in the form of training and equipment

  • 4. Structure quarterly strategic management evaluation and performance meetings

  • 5. Integrate the IAD’s Plan with the CONFERENCE plan to create cascading and synergy.

  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.