strategic plan 2018 2022 · v1 7/6/18 strategic plan 2018-2022 page 2 by focusing our efforts on...

v1 7/6/18 Strategic Plan 2018-2022 page 1

STRATEGIC PLAN 2018–2022

God is the great active agent on campuses; if he were not thus engaged, there would be little point to our efforts. —John W. Alexander, InterVarsity President, 1965–1981

Through God’s grace and activity, InterVarsity has experienced a tremendous amount of momentum in the last decade. Innovation has fueled evangelism, planting, and new ministry paradigms, and, despite a variety of challenges, God has used these to bring more people to himself than ever before, including 4,576 new lives in 2016–2017, up from 1,993 ten years ago. And there are now over 1,000 chapters across the country, for the first time in our history.

In addition, we developed and now widely use the Discipleship Cycle to nurture deep discipleship. We have 1,600 InterVarsity staff on mission. And over 50% of our 40,000 core students and faculty are ethnic minorities and internationals, which reflects our historic and growing commitment to multiethnicity. God has graciously been using InterVarsity to call students and faculty to follow him, and they are responding.

National leaders asked God to lead them together to discern what InterVarsity is called to do in light of his clear presence and activity on campus, and the needs we see across the country. As of January 2018, InterVarsity is on 687 campuses, and we celebrate this! However, there are approximately 2,500 campuses that enroll 1,000 or more students—which means there are 1,813 where we are not ministering, including 1,326 where the eight largest college ministries have no movement. InterVarsity has virtually no ministry (three or fewer campuses) in 12 states. In 21 states, we are not ministering at a single two-year institution. And in 23 states, there are 50 or more unreached campuses. Even in states where we have significant work, the number of unreached campuses is staggering, such as in Texas (116), New York (126), and California (131)—states with some of the most ethnically diverse populations.

We are experiencing a new and intense holy discontent with how things are, and have a growing sense of God’s desire to use us and direct us in new ways. It’s humbling to say it, but we want a new season of breakthrough in word, deed, and power. Essentially, we want the Lord to bring revival. Senior leaders will define what we mean by revival and lead us in intentionally preparing for it through such activities as our prayer disciplines and gospel proclamation. All the while, we acknowledge that revival is ultimately a work and blessing of the Trinity. We want increased fruitfulness for God’s kingdom. This is not business as usual—hallelujah! This all has culminated in the articulation of our 2030 Calling:

Longing for revival, we catalyze movements that call every corner of every campus to follow Jesus.


By focusing our efforts on ensuring there is a witnessing movement on at least 1,000 campuses by June of 2022 (nearly 50% more than today), we are trusting God for the following fruit in the next four years. These outcomes help us to see the why behind the 2030 goal of 2,500 campuses: students and faculty. Imagine the lives these numbers represent, and how the Lord could use this for the Church, for our society, and for the world.

KINGDOM FRUIT

Multiplying Small Groups 17,300

Conversions 23,500

Disciples Sent 69,250

Partners Praying 1,000,000

Lives Reached 4,500,000

This document contains a four-year plan for moving our organization toward fulfilling our 2030 Calling. By God’s grace, we have often seen God do great good in spite of our failures. To fulfill this calling, we need to allow him to change us as individuals and as an organization. We need to relinquish control, accepting God’s sometimes mysterious ways. We need to change in profound ways to join God in what he is calling us to. These changes are best represented in three initiatives:

Plant Exponentially Mobilize Partners to Do Ministry Become a Thriving Organization of Thriving People

Each initiative contains strategies, goals, and concrete steps. And every section of the Plan has an InterVarsity senior leader responsible for its completion; they are identified by name.

In order to execute this Strategic Plan, we need to prepare in many key ways, even as we continue our current ministry and begin early new efforts. We have therefore appointed a Strategic Planning Officer to help us navigate this period and drive the organizational change necessary. We have also established a Program Management Office to direct us regarding best practices in project prioritization, resource allocation, and execution. We will ensure adequate communication to key stakeholders inside and outside of the organization. And, by the grace of God, we will raise the funds necessary to support the execution of this Plan. Details for each of these are included in the appendix. We believe that initiating these programs as we begin the Plan will help us prepare the way for the Lord to act in and through us together.

1,000 Campuses

Planted


Table of Contents

4 Plant Exponentially

5 Strategy 1: Discover, Incubate, and Accelerate Planting Programs

10 Strategy 2: Plant Traditionally Underserved Institutions and Geographies

13 Strategy 3: Multiply “Every Corner” Campus Movements

17 Strategy 4: Fully Resource Our Staff

22 Mobilize Partners to Do Ministry

23 Strategy 5: Mobilize Alumni

26 Strategy 6: Identify and Form External Organizational Partnerships

31 Strategy 7: Develop a Ministry Playbook

32 Become a Thriving Organization of Thriving People

33 Strategy 8: Develop Thriving and Diverse Leaders

39 Strategy 9: Develop Innovative Platforms and Processes

44 Financial Summary

45 Benediction

46 Appendix: Manage Execution of Strategic Plan


Plant Exponentially (Sponsor: Jason Thomas)

We are seeking the Lord for exponential growth—for a witnessing community on 2,500 campuses—because we long to see revival break out among students and faculty. A significant portion of the next generation of Christians will likely come to faith through student-led faith movements over the next 12 years. To that end, we will scale our proven planting methodologies—solidified through the almost 300 chapters established through our planting cohorts over the past 10 years—and also innovate new methods for applicable contexts.

Building on the planting foundation we’ve established, we will adopt an apostolic spirit, develop innovative methods, and establish learning communities to discover the nuances necessary to plant chapters on traditionally underserved campuses, like HBCUs, HSIs, community colleges, and underserved geographies. We will empower individual regions to identify and plan for growth in a way that matches their context. National funds, materials, and systems will support regional plans. These new ways of working and the rapid increase of scale will require us to acknowledge that the Lord is in control, and we are not.

Our organizational leadership and missionary vision will encompass all 2,500 of these campuses. This means staff, students, and faculty praying for and visiting all the campuses in their spheres. We will catalyze planting at new schools that lack any on-campus gospel fellowship. We may also choose to start InterVarsity on a campus that already has a campus ministry because we see underserved corners. We will resource—with materials, tools, training, and coaching—movements that we find on campuses. In many cases, we may discover that a sister ministry or local church has a missional presence on a campus quite apart from any influence from us, in which case we will seek to recognize and bless them, staying in relationship to determine how best to support them.

Come 2030, we want to survey the 2,500 campuses and humbly rejoice that one of four things has happened on each campus: (1) we planted and/or sustained an InterVarsity witnessing community, (2) we mobilized or associated with an independent missional group, (3) we resourced an existing gospel movement in a meaningful way, or (4) we consciously blessed the ministry presence of a sister organization or church. All of this to the glory of our missionary God and for the good of the university world.

In 2018–2022, we will focus on proven strategies and begin research and development to discern the most reliable and repeatable planting methodologies where necessary, including how to effectively collaborate with partners (as described later in this plan in Strategies 5 and 6).


Strategy 1: Discover, Incubate, and Accelerate Planting Programs (Leader: James Choung)

God has provided tremendous fruit through InterVarsity’s planting efforts over the past 10 years. InterVarsity’s Planting Essentials, an adaptable framework based on what we have learned so far, is the engine for this strategy.

Goals:

• Adopt, explore, and engage up to 700 new campuses

• Plant witnessing communities on 350 of these campuses by 2022

• Increase vision, love, and prayer for unreached corners and unreached campuses

• Strengthen Evangelism in Planting to see 900 decisions


Program 1.1: Every campus plants an unreached campus. (Leaders: Shawn Young, Doug Schaupp)

In this season of InterVarsity’s journey toward the 2030 Calling, a critical expression of this whole-field commission is the invitation for each of our existing campus ministries to step into Jesus’ apostolic vision and “adopt” a campus where witness to Jesus’ love is lacking.

Through the Adopt-a-Campus effort, we will empower InterVarsity staff and students at current campuses to visit, pray for, and plant at an unreached campus, primarily utilizing the Planting Essentials (Encounter, Explore, Empower, Engage). Regions and areas, in collaboration with Focus Ministry Directors, will also decide how best to leverage other strategies in this Plan (e.g. Area Accelerator, alumni mobilization, contextualized engagement of underserved campuses, etc.) to reach new campuses. As we learn in this first phase, we will pay attention to the challenge of sustaining new plants so that we can multiply our planting efforts in the following eight years.

To assess the apostolic and evangelistic activity of every InterVarsity chapter, we will invite AMDs to use the “Campus Movement Continuum.” The Strategy and Innovation Department will offer coaching and resources such as the Ministry Playbook and Digital Ministry Hub to help campus staff lead their chapters in progressing along the Continuum to become a “Catalytic Movement.” For chapters in decline, the Evangelism Department will offer resources and coaching to increase evangelistic vibrancy and apostolic focus. This will also mitigate some backdoor loss of chapters.

Total Program Cost: $2,644,000

TIMEFRAME PROJECTS DELIVERABLES

2018–2022 Adopt a Campus 350 campuses planted

2018–2022 Chapter Turnaround Project 72 chapters turned around

• 12 (2018–2019)

• 20 (2019–2020)

• 20 (2020–2021

• 20 (2021–2022)

2018–2022 Strengthen Evangelism in Planting

• 4 Evangelism in Planting projects in Discovery phase

• 2 Evangelism in Planting projects in Incubation phase

• 1 Evangelism in Planting project in Acceleration phase

• 900 decisions from plants

2021 Ambition National Student Planting Conference

• 1,000 participants inspired to plant

• 500+ commitments to plant a new corner or a new campus


Program 1.2: Expand the Area Accelerator program. (Leaders: Shawn Young, Hans Franzen)

The Area Accelerator assumes area teams are the best leverage and expansion point in InterVarsity for developing apostolic movements and sustainable planting. The vision of the Area Accelerator program is therefore to help Area Ministry Directors reinforce a planting vision, create a sending/apostolic team culture, develop the partnerships and collaborations needed, produce ministry fruit (e.g., decisions, disciples, multiplying small groups), and maintain our spiritual and theological depth. Area Ministry Directors are the experts on their teams, contexts, and campuses. The Area Accelerator team will provide the environment, products, and coaching. The development of an area-team planting culture helps create a path to reach more campuses and corners.



2018–2019 Launch 15 areas to plant at 3 campuses in 3 years

45 campuses planted by 2021








Program 1.3: Mobilize prayer through the EveryCampus initiative. (Leader: Jon Hietbrink)

In collaboration with other partner ministries, the EveryCampus initiative will “seek God for revival by making gospel movements in every corner of every campus a possibility” through both creating a digital platform (www.everycampus.us) to accelerate our 2030 Calling and launching a unified campaign to mobilize prayer for every campus in the country in the space of a calendar year (2019).

The online platform will include both an interactive EveryCampus map that will serve as a dashboard for the state of campus ministry across the country and will include an open-access set of our best planting resources so that anyone, anywhere, can start something new!

In addition, the prayer campaign will provide an immediately accessible way to invite other ministries, churches, donors, alumni, and volunteers to embody the 2030 Calling and “long for revival” with us on campus. Through doing so, we hope to develop a vast network of contacts around every campus in the country that can be leveraged for future planting efforts.

Total Program Cost: $345,000


2018–2019 In partnership with Cru, build IT foundation and user interface

Website

2018–2019 Deploy prayer walking through EveryCampus partnership

• Strategy and momentum for prayer walking deployed

• Prayer walks on 5,000 campuses

2018–2020 Internal and external marketing

• Video

• Map display

• Promotional materials for Urbana and campus

• Mobile app

2018–2021 Catalytic partnership gatherings Solidified partnership and joint leadership across organizations

https://na01.safelinks.protection.outlook.com/?url=http%3A%2F%2Fwww.everycampus.us&data=02%7C01%7C%7C75a08923366048fbf5a608d5b07d5006%7C2640efc8160349c5b70c71dc09f3c4b4%7C0%7C0%7C636608974603920915&sdata=m1ZoqLq%2BI9sMWM7phTeHfLRyheX5cR9H7BxW6OaPxCM%3D&reserved=0


Program 1.4: Build a movement-wide innovation system. (Leader: James Choung)

We currently have no organized system of innovation. To reach 2,500 campuses, we will need to develop a system that leads projects through Discovery, Incubation, and Acceleration (DIA) to learn planting methodologies that can be scaled throughout our movement.



2018–2022 Clarify the DIA markers and coach planting cohorts as needed through the DIA innovation process

Central language, idea, definition, and awareness on innovation

2019–2022

Host 4 innovation summits

A gathering for innovators to present projects and work through DIA informal system with SILT and movement leadership

2019–2021 Test informal DIA prototype in planting cohorts

Tested projects

2021-2022 PMO and formal DIA process Formal tech systems/resources that allow innovative projects to be submitted through the DIA system


Strategy 2: Plant Traditionally Underserved Campuses and Geographies (Leader: Joe Ho)

While our learned planting methodologies serve us well on many campuses, we have identified specific types of campuses—generally unengaged by national campus ministries—that will require a focused and contextualized approach to get beyond the barriers to entry. Examples of these campuses are HSIs, PBIs/HBCUs, Tribal Colleges, Asian-Serving Colleges, and community colleges. Campuses in underserved geographies also require a contextualized approach. To be successful, we will build our coaching infrastructure, develop ministry-specific planting resources, and learn how best to deploy alumni, volunteers, and staff. Developing and deploying indigenous student and faculty leadership will be a priority. We will also partner with IVP to develop resources from these communities to give us ministry credibility and contextualized tools that can be shared with the church.

Goals:

• Utilize the Discover-Incubate-Accelerate (DIA) innovation system

• Plant 65 underserved campuses (10% of each identified underserved type)

• Plant 30 campuses in 5 underserved geographies

• Move all campus plant types toward Accelerate by 2022


Program 2.1: Plant at traditionally underserved institutions. (Leader: Joe Ho)

We will identify, test, and scale the best ideas for a particular campus type. In the Discover stage, we will curate a list of ideas, and develop ministry models to test their effectiveness. When a planting method for an underserved campus type is incubated successfully, we will distribute the materials and training through the Ministry Playbook and Digital Hub so that it is available to all staff and volunteers for replication. And we will leverage communication, metrics, and coaching to demonstrate the value of the new method to all staff. One key marker for the acceleration stage is the ability to scale the resources and methods.



2018 Identify and appoint strategy leadership

Overall director, project manager, and leadership staffing:

• 2 LaFe

• 1 BCM

• 1 AAM + Native

2018–2019 Research data and consolidate knowledge at innovation summit and NISET

• Priority campus lists for each category

• Model(s) for deployment according to DIA frame

• 10 new plants supported as pre-alpha test

2019–2020 Launch alpha test cohort(s) with resources, coaching

• 15 campus plants

• Discovery phase engaged, initial “works-doesn’t work” learning

2019–2020 Catalyze partner teams around planting

• Advocacy councils or volunteer teams in 10 locations

• Supported staff-led plant OR volunteer plant

2020–2022 Beta cohort(s) • 40 campus plants

• Incubation phase engaged

• A generally solidified model

2022 Finalize Incubation learning consultation

Model and strategy for exponentially more campuses by 2030

1See also Program 4.1 on providing support funding for staff of limited networks ($4,023,000) and Program 8.2 on increasing the leverage and impact of diversity at every level ($747,000).


Program 2.2: Plant in underserved geographies. (Leader: Jon Hietbrink)

On a macro-level, the goal is to accelerate InterVarsity’s work in 15 underserved geographies around the country and reach an average of 15 new geographies by 2030 for a total of 225 new campuses. For 2018–2022, we will begin by identifying five underserved geographies and empowering staff and students to plant six campuses in each. Toward this end, the project will proceed through the DIA process in two waves.



2018 Identify and appoint strategy leadership

• Program director

• Steering committee

2018–2019 Research and document existing organizational knowledge. Host consultation to synthesize and prepare for cohorts.

Program plans, metrics, and a process to execute national selection process for five first wave geographies

2019–2020 Launch first wave cohort 15 campuses planted

2020–2021 Launch second year of cohort 8 campuses planted

2020–2021 Host midway learning consultation

• Assessment of early progress

• Initial model/mechanics revision

2021–2022 Year three of first wave cohort 7 campuses planted


Strategy 3: Multiply “Every Corner” Campus Movements (Leader: Jason Thomas)

InterVarsity has several highly developed, focused ministries (namely, ethnic-specific ministries, Greek, Arts, Athletes, Nurses, International, and Faculty) and a focused graduate student line. Imagine if we could leverage this ministry expertise to reach many corners on the same campus in a concerted effort. We will catalyze movements by having our national ministries collaborate with geographic leaders to establish multifaceted InterVarsity ministries on campuses. In addition, the Evangelism Department will provide resources and coaching to discover and incubate evangelism practices in respective corners of campuses.

Goals:

• Plant and grow 32 “every corner” campuses

• Plant 80+ faculty prayer groups and 25+ faculty fellowships

• Utilize the Discover-Incubate-Accelerate innovation system

• Develop plans to accelerate strategy through ongoing regional and national collaboration practices


Program 3.1: Plant “every corner” campuses. (Leader: Howie Meloch)

Establishing more witnessing communities will drive campus engagement and renewal. These campuses then become multiplicative staff-producing, alumni-producing, and fund-producing campuses, fueling our ongoing new campus planting work. Furthermore, these campuses can play a role in reaching local community colleges or underserved institutions.

These “every corner of campus” movements would have at least four sustainable corner ministries. The overall impact will be the presence of a diversity of undergrad students, graduate students, and faculty whether in a single large chapter or multiple chapter ministries. These campus movements will become a model for our multicorner, campus-engaging presence on other campuses. Thus, these communities both help seed new work and reflect the future potential on 2,500 campuses.



2018–2019 Determine the key essentials and best practices for sustainable campus ministries

• Finalized cohort plan

• 8–16 coaches

• A list of 100 high-potential every-corner campuses (approximately 5 per undergrad region)

• 16 selected campuses for first cohort

2019–2020 Launch first cohort of 16 campuses

16 new corners planted

2020 Learning consultation at SC20 and spring Zoom call

Year 1 progress report and executive summary

Spring 2020 Create a sustainability plan for the first new corner on each of the 16 campuses

Staff/funding plan for each of the 16 campuses

Fall 2020 Plant a 2nd new corner on 16 campuses

16 new corners planted

Spring 2021 Clarify the sustainability plan for the second new corner on each of the 16 campuses


2021–2022 Multiply to 3rd new corner by implementing strategy and coaching feedback and plant at new campus

• 16 new corners planted

• 16 campuses plant 1 new campus through strategy 1 or 2

Spring 2022 Create sustainability for 3rd new corner and new campus



Spring 2022 Learning consultation through both a survey and a debrief conference call

• Final progress report and exec summary of lessons learned

• Updated curriculum

Spring 2022 Host celebration event on each campus

• 48 new corners planted on 16 campuses

• 150 students on each every-corner campus by 2022

• 15% average decision rate

• 16 new campuses planted


Program 3.2: Discover and incubate faculty ministry. (Leader: Kathy Tuan-MacLean)

We believe that every campus deserves praying faculty, and every faculty member deserves the invitation to love God, love their campus, love their academic discipline, and love the world. Faculty (professors, administrators, institutional leaders) dwell on every campus and shape the two main products of the university: students and ideas. When Christian faculty follow Jesus in all aspects of their work, they embody InterVarsity’s vision of students and faculty transformed, campuses renewed, and world changers developed. Faculty who don’t yet know Jesus present an incredible mission opportunity. Therefore, faculty are both vital ministry partners and ministry recipients.

By 2030 we will pray, hope, and work to see missional prayer groups of at least three faculty on all campuses where InterVarsity is present, 12,000 total faculty served, and 500 faculty fellowships. To accomplish these goals, we will need to sustain the work among faculty begun by GFM, grow work among faculty in the undergraduate line, and lead the whole movement to engage faculty as both ministry partners and ministry recipients.



2018–2022 Partner with 6 undergrad regions to discover/test new strategies to serve/involve faculty

• 2–3 successful strategies

• 45 faculty prayer groups

• 9 new faculty fellowships (witnessing communities)

2018–2022 Accelerate momentum within GFM; plant 20+ new faculty fellowships

• 2–3 new strategies

• 20 faculty fellowships

• 35 faculty prayer groups

2018–2022 Expand faculty conferencing and utilize conferences as platforms to catalyze planting

• 5 summer conferences serving 675 faculty

• 5 weekend conferences serving 600 faculty

• 4 daily symposia serving 1,000 faculty

2020 Enhance virtual platforms; innovate new ways to mobilize potential volunteers for planting new campuses

• Redesigned website

• Resources to plant faculty prayer groups and fellowships

2022 Expand organizational capacity to support acceleration of faculty ministry movement-wide

• Faculty council

• Faculty database


Strategy 4: Fully Resource Our Staff (Leader: Josh Hall)

Getting campus ministers fully funded is vital to the 2030 Calling. Doing so will make it possible for each campus minister to be appropriately compensated for their work, for each ministry context to have the resources needed for growth, and for the ministry to continue to thrive over time.

We will do this through increased grants, training, and coaching. We will also use major gifts, estate gifts, marketing, and potential overhead restructuring to support field funding. And, in addition to our new overall alumni strategy that includes prayer, advocacy, and volunteering, we will mobilize alumni giving to increase ongoing funding for chapters. The ministry will be fueled through a strengthened financial model that includes improved MPD practices, better connection to our ministry partners throughout their lives, and additional innovative revenue streams.

Goals:

• Raise $3.4 million in major gifts for field staff

• Raise $35 million in estate gift intentions for an endowment-like fund

• Raise $2.25 million in marketing revenues for field staff

• Hire directors for an MPD pilot project to provide all new staff a three-year financial estimate and full resourcing and coaching; train and coach new staff in the MPD pilot project in MPD best practices

• Provide all new staff with training material in MPD best practices and all supervisors with training in MPD coaching

• Veteran staff move closer to fully resourced through a combination of grants and improved MPD practices

• Increased longevity for staff (and, as a result, chapters) because of better financial resourcing

• Sustained ministry on campus as staff stay longer in their roles, increased joy in ministry for staff, increased unity in the InterVarsity fellowship, and a better Christian witness about money to the world


Program 4.1: Provide supplementary funding for staff of limited networks. (Leaders: Josh Hall and Adam Jeske)

Some InterVarsity staff have limited financial networks, so regardless of how improved our methods and systems are for Ministry Partnership Development, they will need extra support to be fully resourced. InterVarsity will raise supplementary funds of $67,000,000 over the next generation to grant to these staff.2 These funds will include $2,000,000 per year in major gift support, $35,000,000 in estate and planned gift intentions that will begin an endowment-like fund for staff, and an average of $3,000,000 per year in marketing revenues during the 2030 Calling. By granting funds carefully and productively, InterVarsity will provide sustainability and growth potential.


A. Granting Funds to the Field


2018–2022 Run Real Hope Campaign • Major gifts: $2 million per year beginning 2020–2021

• Estate Gifts: Intentions of $35 million

2018–2019 Research and define optimal practices for granting funds to the field

• A granting “best practice” framework

• A way to track progress and keep learning

2019–2020 Utilize optimal practices for granting funds to the field. Learn and improve practices.

Optimization of ROI for field funding grants

2020–2021 Use the staff selection and grant distributions best practices to grant $2.65m to limited-network staff

$2,650,000 distributed to the field

2021–2022 Use the staff selection and grant distributions best practices to grant $3m to limited-network staff

$3,000,000 distributed to the field

2See also Program 8.2: Increase the leverage and impact of diversity at every level ($747,000).


B. Marketing and Overhead


2018–2019 Determine a financial model that makes our marketing program sustainable

Donation “caging” model and financial policies to optimize growth and fruit of marketing program

2018–2019 Run 3 national marketing campaigns per year (ongoing)

Per year, beginning this year (2018–2019):

• 2,500 new donors

• $150,000 to the field

2019–2021 Cultivate new donors from marketing campaigns (ongoing)

• 2019–2020: $1,000,000 to the field $400,000 caged revenues

• 2020–2021: $1,250,000 to the field $400,000 caged revenues

2018–2021 Consider changes to the national overhead structure with the goal of moving more funds to staff of limited networks

• Decision on whether and how to change overhead.

• Field and external constituent readiness for overhead change.

• Execute any decided changes.


Program 4.2: Enhance Field Ministry Partnership Development. (Leader: Josh Hall)

Field staff presently raise $75 million per year. We have found that MPD training and coaching in best practices can substantially increase our Campus Staff Ministers’ financial support. We will launch MPD pilots for new staff to provide excellent MPD training and intensive coaching in order to create healthy MPD culture and allow each staff to maximize their MPD potential, positioning each one for long-term MPD success. Each staff candidate in the pilot will know their MPD potential and the amount of granting available for the first three years before they are hired. Present staff will gain better MPD results, stronger skills, and a renewed culture/outlook by participating in regional “team sprints.” We will grow a positive and productive MPD culture that embraces MPD as a ministry and welcomes donors as true ministry partners. Staff will experience the abundance of God and grow in faith as they take risks to invite others to join them as ministry partners.



2018–2020 Prepare to launch MPD pilots and coach team sprints

• 4 MPD coaches hired

• Digital trainer hired

• MPD digital curriculum

2019 Launch and run MPD pilot in 3-4 regions

80% of new hires in MPD pilot reach budget in 3–9 months

2019 Launch regional team sprints 80% of staff participating in a sprint will raise at least an additional $10,000

2020–2022 Launch and run MPD pilot in 4 regions

• 4 new MPD coaches hired

• 80% of new hires in MPD pilot reach budget in 3–9 months

2020 Continue regional team sprints 80% of staff participating in a sprint will raise at least an additional $10,000

2022 Launch plan to add all (14) remaining regions to the MPD program by 2026

• 14 new coaches hired

• 80% of new hires in MPD pilot reach budget in 3–9 months

2022 Accelerate regional team sprints 80% of staff participating in a sprint will raise at least an additional $10,000


Program 4.3: Provide funding through alternative financial models. (Leader: DeeDee Wilson)

We will steward InterVarsity resources by investing in growing alternative revenue streams. This will help build long-term financial sustainability in light of the new staffing models we may adopt as we grow our impact through the 2030 Calling. The research we do in the next couple of years could help us save at least $5 million per year by 2030. The proceeds from these changes to our financial model could be used to either directly benefit our campus ministries or help reduce the costs requiring overhead allocations. For this Strategic Plan, we are only contemplating the research and development of possible alternative businesses.



2018–2020 Develop a long-term financial model for InterVarsity, to include projections of revenue (primarily donations), national income, and a consistent model for calculating overhead, service fees, etc.

• Anticipated long-term forecast of financial performance

• A shared and consistent overhead model

• A clear and credible view of national income at least 3–5 years out

2019–2022 Consider alternative revenue streams by doing research on 1–2 opportunities that bring in net profits to fund ministry activities

• Proposal for 1-2 opportunities to test with business case

• Development of alternative funding model

• Ability to engage alumni in areas of interest for long-term return

2019–2022 Partner with IVP to optimize IVP’s financial profitability through strategic, targeted investments and growth strategies

• Higher revenue at IVP

• Broader book distribution

• Higher net profit


Mobilize Partners to Do Ministry (Sponsor: Greg Jao)

The audacity of the 2030 Calling demands that we partner with others. We cannot do it alone, nor should we do it alone. We humbly acknowledge our need for the Body of Christ in this venture, and we recognize that true partnership will challenge our pride. We will need to learn to work with those whose ministry emphases and practices differ from our own. We will need to celebrate what others accomplish, even if it is not accomplished in the ways that we would prefer. True partnership will also involve offering our resources and skills to other ministries generously.

We will leverage our passions, networks, and expertise to dramatically increase the number and diversity of people and organizations participating in our shared mission on campus. This is a new mode and era of collaboration. We will develop competence in coaching all types of partners so that they, in turn, will coach students and faculty to plant, grow, and sustain witnessing communities on campus.

In this first Strategic Plan of the 2030 Calling, we will focus on mobilizing alumni and learning to partner better with churches and other organizations. Then, in future plans, we will take what we have learned from colaboring with alumni and churches and apply it to mobilizing other kinds of volunteers.


Strategy 5: Mobilize Alumni (Leader: Shannon Marion)

Like our sister movements in the IFES, alumni and volunteers will dramatically increase our capacity, increasing the number of students and faculty reached. We will welcome alumni to serve on campuses where InterVarsity already works and we will empower them to plant fruitful chapters without a paid staff minister on campus. Alumni who are faculty, administrators, coaches, and other university leaders represent a particularly valuable group already positioned in our mission field.

Goals:

• Sustain and grow ministry through alumni service in at least 20% of chapters

• Alumni plant new ministry on 50 campuses (approximately 2 per region)

• Develop alumni with an identity and vision to minister through Giving, Advocating, Praying, and Serving (GAPS)

• Learn best practices to recruit older alumni to minister in the GAPS


Program 5.1: Develop alumni for campus ministry. (Leader: Shannon Marion)

The harvest is plentiful and the workers could be many! We presently have 1,200 Campus Staff Ministers reaching 700 campuses. Imagine how many corners and campuses we could reach if we added 10,000 alumni as volunteers. In the past 14 years, over 30,000 alumni have indicated an openness to serving on campus after graduating, but we have not had a process or resources for engaging them in that.

We believe the core concepts of our Alumni Funding pilot—in which we trained upperclassmen to make financial giving a priority and then saw them give at a 40% rate compared to the national average of 12% of alumni giving—will extend to serving in ministry. So we will train students in stewardship of their time, talent, and treasure. And we will lead consistent senior programming that will instill vision to serve the mission on campus wherever God takes them after graduation, by ministering in the GAPS: Giving, Advocating, Praying, Serving. We believe our alumni will be blessed by their continued involvement with InterVarsity and will be effective colaborers with us in the harvest.



2018–2019 GAPS material creation Material to support the training goals of senior programming

2018–2019 Recruit and hire for alumni leadership and 2 coordinators for alumni mobilization. Leverage consultant to identify best practices.

• A team to lead the movement in mobilizing alumni

• Practices proven to be effective in other organizations

2018–2019 GAPS pilots in every region A successful example of the GAPS program in the lives of recent alumni in at least one chapter in all 22 regions

2019–2020 GAPS pilots in every area

GAPS program in the lives of recent alumni in at least one chapter in every area

2020–2022 Expand GAPS program. Hire 2 more coordinators for alumni mobilization.

Alumni equipped to minister in the GAPS with us

2019–2022 Research and development: marketing GAPS (ongoing)

Digital marketing tools that help us identify and invite new alumni volunteers

2021–2022 Develop programs to invite, equip, and send non-alumni volunteers to campus (to be launched in the next Plan)

Organizational readiness to mobilize the whole church in the next plan


Program 5.2: Plan for an InterVarsity alumni association. (Leader: Shannon Marion)

During their college and university years, students are the focus of abiding care and thoughtful investment by InterVarsity staff. Genuine friendships and partnerships in the gospel are forged during these years. We want to see those relationships and partnerships continue to grow and flourish in their post-graduation, alumni years. To facilitate these growing partnerships, we are proposing the establishment of a nationwide alumni association that will provide a platform to continue to add value to the lives of alumni while facilitating their continued engagement in the mission of InterVarsity.



2019–2020 Identify the technology needed to establish an alumni association and to mobilize non-alumni volunteers

Mobile technology that supports and advances the purposes of the alumni association

2020 Vision casting for value of alumni relations, including alumni association, at SC20

• Organizational readiness to mobilize the whole church in the next Plan

• Departments in InterVarsity embrace alumni as a true stakeholder in the movement


Strategy 6: Identify and Form External Organizational Partnerships (Leader: Greg Jao)

InterVarsity will identify and form partnerships with (a) other ministry organizations, denominations, and church networks and (b) local churches (including parents) to advance campus ministry either through InterVarsity or using InterVarsity resources. This may include adopting another ministry into the InterVarsity family. Over the course of the 2030 Calling, these relationships will help us plant 100 campuses and strengthen our presence on an additional 200 campuses.

Goals:

• Learn how to partner with churches to plant InterVarsity ministries that are funded or staffed, at least in part, by churches (with the goal that at least 50% will be underserved campuses)

• Serve 30 CCCU campuses through the InterVarsity Institute

• Invite 15,000 pastors to partner with us to serve college students, faculty, and campuses with InterVarsity and IVP resources

• Increase InterVarsity Press campus ministries sales by 40%

• Increase Urbana 21 attendance by 1,000 students from connected churches

• Have church and parent web content receive 10,000 views per month

• Adopt and integrate one external ministry into InterVarsity


Program 6.1: Pursue institutional partners. (Leader: York Moore)

InterVarsity’s efforts to reach every corner of every campus will be enhanced by a community of 15–20 ministries working in concert with us. While in some cases this will result in increased funding, the primary aim is to work with others whose expertise, people, reach, or reputation we need. The mission is larger than our capacity, and we deeply believe that part of God’s invitation for us is to develop organizational humility and institutional generosity toward others. InterVarsity will create or join networks (loose affiliation with common interests), coalitions (informal relationships working on single issues), strategic alliances (established relationship to accomplish a clear goal), and partnerships (formal relationships that reflect a shared mission, identity, and outcomes). The ministries in our community could include entire denominations (e.g., Evangelical Covenant Church), ministry associations (e.g., Council for Christian Colleges & Universities), individual organizations (e.g. National Latino Evangelical Coalition), or individuals with unusual convening power (e.g., Ed Stetzer). This will require that we become more visibly present at conferences/convenings.

We will also stretch our partnering ability to identify at least one ministry that we wish to adopt (i.e., acquire) and pursue that. InterVarsity will develop skill in building, sustaining, evaluating, and ending these relationships with integrity, as well as credibility as a ministry willing to partner with others.



2018–2019 Identify and pursue 15 organizational partners

Clarify the 5–10 possible organizations we might want to adopt and analyze cost/benefit

2019–2021 Refocus efforts on the approximately 10 key partnerships. Develop protocols and a process to hand over partnerships to internal stakeholders

Active relationship with 10 other organizations on an ongoing basis

2018–2022 Pursue one organizational adoption to completion or identify alternative candidate

Merger in motion or alternative option


Program 6.2: Design and launch an external-facing InterVarsity Institute. (Leader: Greg Jao)

InterVarsity’s efforts to reach every corner of every campus in partnership with other organizations will be enhanced if InterVarsity is regarded by other ministries/churches as the preeminent source of campus ministry expertise.

The InterVarsity Institute seeks to project InterVarsity’s expertise into the world by creating an external-facing ministry that credentials key InterVarsity thought leaders and practitioners so that they can minister (as teachers, preachers, consultants, etc.) in settings that position InterVarsity as the campus ministry experts and that either generate revenue or create a learning experience for younger staff.

We will do this by (a) credentialing key staff (who may not have titles that reflect their expertise) as InterVarsity Institute Senior Fellows in [subject matter], (b) agenting their services, and developing their platforms and voices in ways that generate revenue (through honoraria or consulting fees) and development opportunities for younger staff who work alongside a Senior Fellow.

The InterVarsity Institute seeks to serve 20–30 organizations per year in ways that increase InterVarsity’s reputation and create opportunities for partnership.



2018–2020 Design the framework for the Institute

• Expanded reputation and experience for Institute Fellows

• 10 organizations served

2019–2022 Develop an IVP author acquisition/development strategy

• 3–6 books out from IVP (or in the pipeline)

• Every Institute fellow publishing articles or being interviewed for podcasts or blogs regularly

2020–2022 Develop new strategies to increase Institute’s reputation

• 15 organizations served by InterVarsity by 2021

• 20 served by 2022


Program 6.3: Develop a national church partnership program. (Leader: Greg Jao)

We need to mobilize the whole church to reach the whole campus. We envision a future where churches sending students to college will turn to us for resources to serve their students on campus and will intentionally send their students to us as planters/participants. We also dream of churches that are located near a college or university using our resources to reach the campus closest to them—including, in some cases, hiring staff in partnership with InterVarsity or planting InterVarsity chapters. Churches receiving college alumni can also be important partners in integrating them well into their congregation and helping us mobilize them for ministry.

These goals will require us to develop a robust and ever-growing database of pastors/church leaders/parents who engage with us, as well as a highly engaging digital presence where we can connect and resource them (i.e., the Digital Hub plus additional resources like webinars and contextualized resources). In addition, we will renew the Ivy Jungle Network (a body of university churches who regularly use InterVarsity resources and conferences, including Staff Conferences, to fuel church-based campus ministry), and hire a director to oversee these efforts.

We envision a special effort to serve Black, Latino, Asian American, and Native churches—which will help our staff of color and ministries to students of color become better funded and better known.



2018–2019 Create program by hiring director 3,000–5,000 church contacts

2019–2022 Launch a church chapter planting program

17 chapters planted by 2022

2018–2022 Relaunch and maintain IVY Jungle • Online presence and tools

• An increase in church contacts by 4,000–5,000 through Urbana information

2019–2022 Sustain IVP program to increase engagement with underrepresented church communities and authors

• 15 additional authors of color added to IVP’s list

• Creation of trackable market channels that result in $50,000 in sales by 2022


Program 6.4: Host Urbana 18 and Urbana 21. (Leader: Ruth Hubbard)

God uses Urbana Student Missions Conferences in a mighty way to mobilize the next generation of missionaries in campus and global mission. We will host Urbana 18 and Urbana 21 during this Strategic Plan season, with 16,000 participants each.



2018–2021 Provide need-based and incentive scholarships for 5,000 delegates

Increased number of delegates

2018–2021 Train senior teachers and staff to lead manuscript Bible studies

Offer manuscript study to all delegates

2018–2021 Offer specialized tracks Meet the interests and vocational callings of students

2018–2021 Launch new recruitment and marketing programs, including social media strategies

More students and new Urbana audiences reached

2018–2021 Bring in 15 high-quality speakers, leaders, and artists

More students and new Urbana audiences reached

2018–2021 Launch more robust exhibitor recruitment and exhibitor retention programs

• New exhibiting agencies

• Increased registered exhibitor participants


Strategy 7: Develop a Ministry Playbook (Leader: James Choung)

To reach every corner of every campus, we need to resource alumni, churches and volunteers. We will develop a Ministry Playbook that will serve as a simple backbone for our campus ministry strategy, allowing us to scale more quickly and effectively. This will be a helpful tool to guide the way toward equipping our partners in multiplying witnessing communities that embody the best of InterVarsity’s values.

Goals:

• Identify best ministry models to share with organization partners

• Empower ministry partners with quality content made freely available

• Distribute content to ministry partners effectively

Total Strategy Cost: $1,207,000


2018–2019 Identify InterVarsity’s best ministry models

Current InterVarsity content/resources gathered and reviewed

2018–2019 Research other ministries/organization playbooks

Materials from other campus and church ministries gathered

2019–2021 Curate/design content First wave of Playbook content drafted and tested

2019–2021 Test content to develop final version

Final Playbook content

2019–2022 Partner with ITS and PMO in designing platform for Playbook

Resources for content user delivery drafted and tested, including backend architecture and upload/download platform interaction

2020–2021 Develop user training: create modules and exercises

Contextualized training for staff, students, faculty, and volunteers

2021–2022 Launch Playbook Wide usage from effective marketing efforts


Become a Thriving Organization of Thriving People (Sponsor: Paula Fuller)

To accomplish the 2030 Calling, we need a thriving, healthy, spiritually rich organization filled with thriving, healthy, spiritually full staff, who are deeply dependent on God. We want our staff to flourish as we together represent the diversity of the body of Christ, leveraging our deep roots in multiethnicity to love and minister to every corner on campus. To put this another way, we need to care exceedingly well for InterVarsity staff, and we need to build organizational capacity to facilitate the ministry. This includes better methods and models of funding the ministry.

A successful Plan will result in joy and spiritual strength in our staff. It will also result in improved practices, structures, culture, formation, and training, as well as digital systems that undergird our work, strengthen and leverage our partnerships, and expand our impact. This will lead to a higher number of thriving, equipped staff with sufficient funding, increased diversity, and improved ability to pursue our 2030 Calling. When we do these things, we will see the balance of our field resources (time, talent, and treasure) utilized more effectively and with greater joy in the process.

For us to catalyze work on an additional 1,800 campuses in the next 12 years, we will need to move to what has been described by Salim Ismail in his book, Exponential Organizations, as an “organization whose impact is disproportionately large . . . because of the use of new organizational techniques that leverage accelerating technologies.” There are new opportunities on several fronts in this regard, in our ministry on campus, in MPD, and in other ways of funding the ministry.

This means we may need to go slow to go fast. We need time and space and energy to allow the Lord to be close, through Scripture, in prayer, and through the activity of the Spirit. And we must also equip our leaders with new skills to lead exponential growth movements while developing and maintaining thriving teams that are organizationally, emotionally, and spiritually healthy. Innovative uses of technology platforms and processes will help to accomplish this.


Strategy 8: Develop Thriving and Diverse Leaders (Leader: Paula Fuller)

God has called us to care deeply for our staff and one another as we prepare to equip our leaders to mobilize students, faculty, and volunteers to reach 2,500 campuses. This is true for those serving in the field, as well as at our Retreat and Training Centers, at IVP, and at the National Service Center. To accomplish this strategy, we will increase our intercessory prayer throughout the organization. We will continue to study the Bible deeply, to enhance our spiritual and theological foundations, and to build our capabilities to be movement leaders. We will strengthen our commitment to diversity and inclusion, particularly as we build a more intentionally diverse leadership pipeline. Finally, we need to improve our organizational culture in order to increase staff retention, such that InterVarsity is a place that staff consider a “best place to work.”

Build People and Culture Department: $730,000

Goals:

• Strengthen personal and corporate spiritual disciplines, including Sabbath-keeping and intercession, in preparation for spiritual revival on campus

• Increase employee engagement as evidenced by improvement from baseline survey

• Create organizational benchmarks to measure progress in the recruitment, training, promotion, and retention of women and staff of color

• Build a healthy, integrated system for conflict resolution and mediation

• Develop a diverse pipeline of leaders, with all leadership roles having a diverse slate of candidates

• Equip campus staff to be mobilizers of partners for ministry


Program 8.1: Equip staff for deeper dependence on God through intercessory prayer. (Leader: Jason Jensen)

Our 2030 Calling must begin with our staff longing for revival in intercessory prayer. Out of our own longing for prayer, we will build out concentric circles of intercession, beginning with staff. We will cultivate holy expectancy and dependence on the Holy Spirit in all parts of our work, and thereby grow in our engagement with spiritual warfare and resilience in the face of suffering. We will gather close circles of intercessory pray-ers around staff, ministries, and campuses. We will also engage a wide circle of partners in meaningful prayer and communication with InterVarsity.



2018 Launch Sabbath as common practice for all staff

• Increased level of joy among staff

• Posture of waiting on God for 2030 Calling

2018–2022 Deploy prayer walking beyond EveryCampus partnership

Strategy and momentum for prayer walking deployed

2018–2022 Through national intercessory leadership, discern and implement strategies to develop staff leadership in intercessory prayer

• Culture of prayer

• 15 national intercessory prayer leaders

2018–2020 Develop and test strategies to form a close circle of intercessory prayer around each staff. Launch an aligned system, set staff expectations, and evaluate.

6,000 high-quality intercessors developed and deployed (4 for each of our 1,500 staff)

2018–2020 Pilot staff virtual daily prayer meetings to nationally launch systems/models for staff prayer meetings

• 50% of all staff participating in missional prayer meetings once a week or more

• Increased prayer in staff teams

2019–2021 Prepare to develop a broad prayer network in partnership with marketing

Progress toward a model for mobilizing 1m partners to pray

2019–2021 Pilot and then launch prayer summits to develop momentum in intercession

Quality intercession among partners around each ministry


Program 8.2: Increase leverage and impact of diversity at every level. (Leader: Ram Sridharan)

We will need diverse, gifted employees able to cross cultures boldly to reach the unreached for Christ if we are to reach every corner of every campus. We will create a healthy, inclusive, developmental, and equitable culture for all our staff (including at the NSC, at IVP, and at the Retreat and Training Centers), and particularly for women, staff of color, and Queer/SSA staff whose experiences are often vastly different from our male or dominant-culture staff. We will ensure and expect that our employees and managers demonstrate competencies in interacting with and supervising staff across ethnicities, cultures, nationalities, genders, generations, Queer/SSA identities, and abilities. We will develop policies and practices with the diversity of our movement in mind; we will have more women and people of color in leadership positions, with a strong pipeline and development plan. We will have systems in place to hear the concerns and needs of our diverse staff and also have healthy conflict management systems in place to address grievances.



2018–2020 Investigate pipeline solutions to increase diversity among candidates at management level, with clear, monitored expectations around candidate pools

7–10 best practices for diverse candidate slates, succession planning, and promotions

2018–2021 Research to propose, test, and eventually adopt benchmarks for recruitment, promotion, and retention of women and staff of color

Clear benchmarks aligned with sister organizations and industry, adopted and utilized

2018–2021 Assess, test resource, and implement an integrated system for conflict, mediation, and dispute resolution

• Increased morale of staff

• Clarity around conflict management

• Increased staff skill in handling conflict

2018–2021 Research, develop, test, and adopt an organizational Diversity Scorecard that measures organizational diversity health

• Scorecard that gives a diversity measurement

• An inclusion index to design interventions for staff health

• Measurable diversity ROI


2018–2021 Assess existing cross-cultural training and investigate new training to increase staff capacity for work on diverse teams

• Core foundational diversity training that holds all intersectional categories

• Off-the-shelf modules for regions during formation trainings

• Key inclusive leadership competencies identified and trained at national levels, including managers trained in unconscious bias

2019–2022 Research and pilot to eventually accelerate recruitment solutions for women and staff of color

Increased recruitment of women and staff of color by 10%

2019–2022 Research and pilot to eventually accelerate retention solutions for women and staff of color

Increased retention of women and staff of color by 10%

2019–2021 Test 2-3 Employee Resource Groups (ERG) that will give voice to employee needs to eventually launch full slate of ERG

3 ERGs established (Multiethnic Inclusive Council, QSSA Staff Council, Women’s Leadership Team)


Program 8.3: Strengthen our organizational systems, practices, and processes. (Leaders: Nancy Pedulla, Ryan Meixner)

As we lead toward reaching our 2030 Calling, we want to continue developing our staff. We want staff to grow and flourish in this ministry and to be developed to reach their full potential. We want InterVarsity staff in the field and at the NSC, IVP, and Retreat and Training Centers to be healthy, missionally fruitful, joyful, committed, and satisfied. We want this not only for staff themselves, but also because retaining quality staff for longer periods of their careers will increase our capacity for the 2030 Calling.

We will begin developing processes, practices, and systems to guide our staff through the stages of their time at InterVarsity. We will assess and improve recruiting, total compensation strategy, onboarding, learning, leadership development, engagement, and talent management. During the next four years, we will establish critical metrics and benchmarks for good performance. We will assess our staff’s perception of our culture and increase our capacity to address systemic issues.



2018–2020

Implement an effective total compensation strategy

A comprehensive Total Compensation Program, with compensation, benefits, rewards, and retirement plans integrated, that is managed consistently and equitably and that minimizes exposure to legal risk

2018–2020 Increase productive onboarding to prepare staff and managers for success

• Improved first-year experience for new staff/managers

• Strategy for delivery of onboarding training

• Onboarding orientation and training in formation and diversity for new staff/managers

2018–2021

Create scalable models for staff learning and formation in key areas of character and competency

• Training roadmap with competencies and formation elements for selected positions

• “Field learning co-op” pilot that captures the best training and formation experiences

• Tested models of integrated training around core competencies and formation

• Improved NISET programs training core competencies

• Learning Management System incubated and ready to launch


2018–2021 Accelerate leadership development and career management

• Leadership development competencies integrated into PDs, hiring grids, reviews, training, and development programs

• Leadership development/training that includes spiritual and theological formation and diversity training

• Career pathways identified and communicated

• Staff directors trained in performance management and in setting development goals

• Talent Management System piloted and one its way to launching

• 5 leadership cohorts and 2 Daniel Projects

• 24 people trained in leadership coaching

2018–2021 Increase staff engagement and identify goals for retention

• Feedback from an employee engagement survey

• Feedback from exit interviews leveraged for engagement/retention initiatives

• Retention goals established for key positions

• Annual region and department retention reports delivered by 2019

2018–2020

Implement effective and automated recruitment/hiring practices

• Increased quality and diversity of new hires

• Transparent and consistent position recruitment

• Workday Recruitment launched


Strategy 9: Develop Innovative Platforms and Processes (Leader: DeeDee Wilson)

We will scale both our innovation and our strategies, equipping our staff, students, and partners in ways that increase the capacity of the movement. To do this, we will develop innovative technological platforms and efficient and effective processes that support our staff. These processes will be standard and consistent where necessary for efficiency, effectiveness, and risk management; others will be contextualized where necessary. To increase capacity and exponentially scale the fruit of our ministry, we will leverage existing best-in-class technology to equip our 1,600+ staff, and our alumni, students, faculty, student leaders, partner organizations, and donors. Additionally, we will partner with IVP to further equip staff, students, faculty, and volunteers with resources.

Innovative platforms and processes are foundational to this Strategic Plan. For this reason, we will begin with three main goals in mind:

Goals:

• Deliver secure technological platforms that support the needs of an exponentially scaling and collaborative movement

• Improve our organizational processes to enhance the staff experience and reduce the time spent on administrative activities by at least 10%

• Become an InterVarsity that is easy to “do ministry with”:

o Improve usability of self-service donation site

o Improve event registration and management for students and staff

o Capture constituent data (e.g., partners, students, faculty, alumni, churches) in a single database for enhanced engagement by appropriate staff

o Make campus ministry information easier for staff to find

o Make our best-in-class content accessible for external partners to engage, accelerating ministry on campus


Program 9.1: Build a robust technical architecture. (Leader: VP of Technology)

Meeting the 2030 Calling will require us to strengthen and secure our technology foundations. We will appoint a VP of Technology to prepare our technology systems and support staff to meet these coming needs. We will reorganize our Information Technology teams to better meet the needs of a growing organization. We will strengthen our security posture to defend against emerging threats, and prepare for organizational growth.

We will implement Salesforce to replace our unsustainable Oracle data systems and empower the next generation of innovative tools for ministry.



2018 Technology leadership

VP of Technology appointed to lead technology architecture and platform delivery

2018 Develop a technology architecture strategy

A technology architecture strategy that identifies appropriate structures, roles, direction, and guardrails to meet foundational, web, and mobile app needs of 2030 Calling

2018 Improve foundational IT security and PCI compliance

• Most critical remediation actions identified, including security and PCI DSS

• Recommended actions of Sensitive Information Task Force implemented as necessary

2018 Research and design donation stream

Donation processing and donor service functions built in preparation for CRM foundation (i.e., transition away from Oracle)

2019 CRM foundation • Oracle People360 transitioned to Salesforce as constituent system of record

• Majority of internal CRM processes transitioned to Salesforce

2022 Marketing Cloud Marketing transitioned to InterVarsity’s Salesforce/Marketing Cloud instance

2022 IVP integration • IVP system integrated with Workday and Salesforce CRM

• IVP transitioned to InterVarsity’s Marketing Cloud instance

2019 Optimize Workday implementation

Revised Workday data models in HR and Finance to increase efficiency and integrate with CRM

2019 Leverage Workday Planning and Budgeting

Workday Planning implemented to streamline budgeting and planning processes

2018–2022 Provide for staffing backfill

Key subject matter experts freed up for enterprise projects


Program 9.2: Deliver innovative tools to catalyze ministry. (Leader: VP of Technology, Strategy and Innovation Tech Director)

We will implement Salesforce to manage data and relationships with key constituents (staff, students, faculty members, volunteers, and ministry partners), partnering with IVP in this. In addition, we will develop a Digital Hub to be the primary “host” for ministry resources. It will be developed with an organic, open architecture to allow for interaction, social media connection, networking, community engagement, and an ecosystem of app development that enhances user experience and therefore ministry. We will also research and implement an interactive collaboration tool to enable innovation to happen digitally from Discovery, through Incubation, toward Acceleration (the DIA model).



2018–2020 Digital Hub: proof of concept

• Documented vision and system requirements describing a unified design of Digital Hub and Ministry Playbook

• Digital Hub proof of concept deployed and evaluated

2019–2021 Event registration • Documented vision and system requirements defining scope and required features

• Event registration fully integrated with CRM and ready to collect student registration data to be leveraged for student tracking and alumni volunteers

2018 Create Ministry Intelligence Department

Ministry Intelligence Department formed and operational with documented vision and charter

2019 Business intelligence toolset

Business intelligence toolset implemented to equip the Ministry Intelligence Department with a comprehensive view of InterVarsity’s ministry data

2020 MPD MPD on Salesforce tested in small groups and ready for general adoption

2021 Student tracking Design, implementation, and adoption of CRM-based student tracking system

2021 Volunteer/alumni Design, implementation, and adoption of CRM-based alumni tracking system


Program 9.3: Leverage Workday to equip thriving staff. (Leader: Ryan Meixner)

We will capitalize on the successful launch of Workday, expanding support with new capabilities for staff development and easier processes. We will launch Workday Learning to provide a common learning platform that will be used to support training and communication needs in all areas of this Strategic Plan. We will use Workday Performance and Talent to develop the leaders we need to grow the organization and meet the 2030 Calling. We will launch Workday Recruiting to make it easier to find staff and get them on campus.



2018–2019 Learning First-round implementation of Learning system (Incubation)

2019–2020

Performance and Talent Design, implementation, and pilot adoption of Workday Performance

2020–2021 Recruiting Design, implementation, and pilot adoption of Workday Recruiting


Program 9.4: Enhance operational acumen in the field. (Leaders: Kim Porter, Howie Meloch)

We will pair InterVarsity Regional Leadership Teams with a Field Operations Director to help guide them on operational matters, navigate critical change and streamline ministry processes. Field Ops will also partner with Finance and Administration teams to become fluent in the best business processes to suggest improvements for the sake of accelerating mission.



2018–2019 Determine skill gap analysis for operations for field

Field Ops training curriculum

2018–2019 Assess the subsidy and MPD of Field Ops to determine financial needs for each region

A sustainability plan

2019–2020 Host training in Madison in March to equip and build partnership with Finance and Administration

RMDs report spending less than 10% of their time on admin activities

2019–2020 Partner with Field Ops to highlight pain points and inefficiencies in business processes within Finance and Administration

• Field-tested solutions

• Leadership around change dynamics to roll out new processes

2020–2021 Utilize SC20 to lead a track between Field Ops directors and Finance and Administration teams to continue business improvement processes to accelerate mission

Field Ops Directors equipped in Six Sigma techniques to scale processes for 2030 Calling


Financial Summary

Program Cost Overhead Total

Pla

nt

Exp

onenti

ally

Strategy 1: Discover, Incubate and Accelerate Planting Programs 1.1 Every campus plants an unreached campus. 2,300,000 344,000 2,644,000 1.2 Expand the Area Accelerator program. 1,700,000 254,000 1,954,000 1.3 Mobilize prayer through the EveryCampus initiative. 300,000 45,000 345,000 1.4 Build a movement-wide innovation system. 1,600,000 239,000 1,839,000 5,900,000 882,000 6,782,000

Strategy 2: Plant Underserved Institutions and Geographies 2.1 Plant at traditionally underserved institutions. 3,000,000 448,000 3,448,000 2.2 Plant in underserved geographies. 1,200,000 179,000 1,379,000 4,200,000 627,000 4,827,000

Strategy 3: Multiply “Every Corner” Campus Movements 3.1 Plant "every corner" campuses. 1,200,000 179,000 1,379,000 3.2 Discover and incubate faculty ministry. 800,000 120,000 920,000 2,000,000 299,000 2,299,000

Strategy 4: Fully Resource Our Staff 4.1 Supplement funding for staff of limited networks. 3,500,000 523,000 4,023,000 4.2 Enhance Field Ministry Partnership Development. 1,400,000 209,000 1,609,000 4.3 Provide funding through Alternative models. 50,000 7,000 57,000 4,950,000 739,000 5,689,000

Plant Exponentially 17,050,000 2,547,000 19,597,000

Mo

biliz

e P

art

ners

Strategy 5: Mobilize Alumni 5.1 Develop alumni for campus ministry. 1,550,000 232,000 1,782,000 5.2 Plan for an InterVarsity alumni association. 70,000 10,000 80,000 1,620,000 242,000 1,862,000

Strategy 6: Identify and Form External Organizational Partnerships 6.1 Pursue institutional partners. 400,000 60,000 460,000 6.2 Launch an external-facing InterVarsity Institute. 150,000 22,000 172,000 6.3 Develop a national church partnership program. 750,000 112,000 862,000 6.4 Host Urbana 18 and Urbana 21. 4,500,000 0 4,500,000 5,800,000 194,000 5,994,000

Strategy 7: Develop a Ministry Playbook 1,050,000 157,000 1,207,000

Mobilize Partners 8,470,000 593,000 9,063,000

Thri

vin

g O

rganiz

ati

on Strategy 8: Develop Thriving and Diverse Leaders

Build People and Culture Department 635,000 95,000 730,000 8.1 Equip staff through intercessory prayer. 680,000 102,000 782,000 8.2 Increase leverage and impact of diversity at every level. 650,000 97,000 747,000 8.3 Strengthen systems, practices, and processes. 1,600,000 239,000 1,839,000 3,565,000 533,000 4,098,000

Strategy 9: Develop Innovative Platforms and Processes 9.1 Build a robust technical architecture. 4,584,000 685,000 5,269,000 9.2 Deliver innovative tools to catalyze ministry. 2,500,000 374,000 2,874,000 9.3 Leverage Workday to equip thriving staff. 560,000 84,000 644,000 9.4 Enhance operational acumen in the field. 300,000 45,000 345,000 7,944,000 1,188,000 9,132,000

Thriving People and Organization 11,509,000 1,721,000 13,230,000

Manag

e Appendix: Manage Execution of the Strategic Plan

A.1 Manage execution and organizational change. 450,000 67,000 517,000 A.2 Launch a Program Management Office. 1,300,000 194,000 1,494,000 A.3 Fund the Strategic Plan. 0 0 0 A.4 Communicate the Plan and related changes. 1,200,000 179,000 1,379,000 2,950,000 440,000 3,390,000

Manage Strategic Plan 2,950,000 440,000 3,390,000

Strategic Plan Total $ 39,979,000 $ 5,301,000 $ 45,280,000


Benediction Lord, Our desire is to hear you rightly, follow you closely, and invite others to experience the tremendous joy you have given to us. We long for your revival personally and together with one another in InterVarsity. Please help us to plan well, to work well, and to honor you in both the process and the outcomes of our work in these next four years. We are sorry for how we have not honored you or our colleagues in the past. Please forgive us and help us to be the people you want us to be, for the good of students and faculty, the Church, and the world. Amen.


Appendix: Manage Execution of Strategic Plan (Leader: Val Gordon)

In order to effectively execute the Strategic Plan aligned to our 2030 Calling, we will need to engage in a season of preparation that runs parallel to the early programs we are launching. These programs will allow us to at times manage and at other times accelerate the rate of transformational change that is coming with our 2030 Calling. In these next four years, these programs will help us prepare the way for successful follow-through of the initiatives and strategies outlined above.


Program A.1: Manage execution of the Strategic Plan and coordinate the related organizational change. (Leader: Val Gordon)

The Strategic Plan is a living document that will need to evolve over the four years as we discern what things need acceleration, eliminating, increased testing or new discovery. Having a record of the changes and an up-to-date document will be critical.

The Strategic Planning Officer will establish processes to set goals and monitor progress. Frequent milestones will be set to measure progress, share lessons learned, and make corrective adjustments. In addition, the person in this role will assess and advise the ELT on an ongoing basis on the level and speed of change the organization can handle, as well as work with the sponsors of key actions to align, manage, and/or advise in leading various change endeavors.



2018 Design, implement, and train leaders to use reporting dashboards

Clarity on how we will measure programs and outcomes for reporting and thanking donors

2018 Partner with Advancement to create a financial system to track donations, spending, and funding allocation

Clarity on how money will flow through the organization

2018–2022 Develop a team of strategic consultants to partner with project sponsors in gathering and synthesizing data, facilitation, and implementing strategies

Ongoing consulting, facilitation, reinforcement, and training that will cascade down the change across department lines

2018–2022 Create and develop a strategy council to ensure implementation of programs aligned with other strategies

• Team equipped to lead the change process together

• Cascading communication to the movement

2018–2022 Develop organization-wide change leaders

Change leadership and transition management competencies


Program A.2: Launch a Program Management Office. (Leader: Paul Kulp)

We long to be excellent stewards of the resources that God has given us through program and project management. Having a qualified team of trained project managers to be resources for the organization for the sole purpose of helping us achieve our goals on time, on scope, and on budget is essential. This team will increase project success rate, decrease cost, and allow our leaders to focus on the work at hand while sponsoring projects that they are confident will be managed well. As a result, the Strategic Plan initiatives will be successfully implemented in order to deliver the defined outcomes. Based on the number of projects outlined, one critical decision is how many project managers and business process improvement staff to hire in the next 6 to 9 months. The PMO will work with the ELT to decide which projects need to take priority to build our capacity to do the Plan, launch new programs to start the change process, and accelerate the areas of current momentum and progress.



2018–2022 Establish the Program Management Office

PMs hired and identified within organization to work virtually

2018–2022 Manage execution of programs and projects to implement the Strategic Plan

Specific projects in each Strategic Plan initiative identified, prioritized, and managed

2018 Manage reporting of Strategic Plan progress

Consistent metrics and processes established to measure and monitor progress

2018–2021 Project management skill development

Training on strategic planning, project management, and project reporting

2019–2022 Manage project intake, management, and reporting processes that ensure alignment with technology strategy and organizational goals

Success and alignment of all Strategic Plan programs and projects

2018–2022 Provide change management resources to support process and technology projects that are part of the Strategic Plan

• Guidance to ELT on change management

• Permanent Change Leaders team

• Change management training

2018–2022 Hire a Process Improvement Director

Process improvement methodology replicated across InterVarsity


Program A.3: Fund the Strategic Plan through the first phase of a two-phase campaign. (Leader: Andrew Ginsberg)

In order to fund the programs of this Strategic Plan, Advancement will lead two phases of the Real Hope campaign to fund the three Strategic Plans that will make up the 2030 Calling. Strategy leaders and program directors will support the National Major Donor Engagement team in cultivating major donors. The first phase, 2018–2023, will seek to raise $46,000,000 in cash gifts to fund the first and part of the second Strategic Plan. Advancement will write a campaign case, run a feasibility study, increase the size of the major gifts and financial support team, and partner with senior InterVarsity leaders to raise the funds.

Advancement will also lead an estate gift intention campaign, seeking to raise $35,000,000 in future gift intentions between 2018 and 2023. The Estate and Planned Giving team is also scaling up to meet this increased goal. In this campaign, Advancement and Finance and Administration will develop a campaign steering committee that will carefully track funds and support field leaders in budgeting and spending them for the purposes of the Strategic Plan.

Total Program Cost: $0


July 2018– March 2019

• Solicit top 7-10 gifts

• Plan and hold meetings for Phase 1 donors

• Launch the foundation plan

• $18,400,000 cash intentions

• $11,500,000 estate intentions

April 2019–January 2020

• Broaden focus to top 30 prospects




February 2020–January 2021

• Broaden focus to top 60 prospects

• Follow up on leads


• Plan public campaign



February 2021–July 2021

• Launch public campaign

• Finalize gifts from major donors and foundations

• Launch Stewardship Campaign




Program A.4: Ensure communication of the Strategic Plan and related changes throughout the organization. (Leader: Adam Jeske)

This season of organizational life requires clear communication, focusing our thinking and conversation toward the 2030 Calling.

With excellent communication, we can save time and effort, move our ministry in the same direction, welcome many more hands to do the work, increase joy in mission together, share stories of how the Lord is acting among and through us, and increase financial resources for the ministry.

InterVarsity has a legacy of communications excellence from 2100 Productions, and we will use that to invite, equip, and send InterVarsity staff, students, and partners to catalyze movements in every corner of every campus.



2018–2019 Implement a new brand architecture and guidelines to focus all communications throughout the org toward the 2030 Calling

• A campaign

• A staff gift

• Ownership of and energy toward 2030 Calling

2018–2020 Tell stories of the results of this Strategic Plan to facilitate culture change and learning toward 2030 Calling

• Stories in channels


• New digital asset management system

• Archivist

2019–2020 Prepare to communicate well to staff at and through SC20 and produce an excellent event, according to the goals of the ELT generally and People and Culture specifically, helping staff thrive

• SC20


• Marked uptick in staff thriving

2018–2022 Finalize and implement changes in communications structures/processes throughout org

• A plan for new roles (Audience Directors specializing in audiences, including students, staff, MPD, and major donors)

• Clarity of structure to meet communication needs throughout the organization


2018–2022 Communicate to rapidly scale ministry best practices, including concepts and helping with resource production and promotion

• Curricula

• Input on Playbook and Training

• Resources thoroughly marketed and highly utilized throughout the Plan

2018–2022 Support campaign efforts to raise funds to execute this Plan

• Regular reports to campaign partners

• Stories and consultation given to Directors of Philanthropy and senior leaders for campaign efforts

• Themes for communication developed to support campaign efforts

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