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
THIS GOAL IS INFORMED BY THE FOLLOWING CONTEXT(S):
SWOT/ PESTLY Analysis – Link #1 • Link #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. 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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