The document proposes developing Cru's digital landscape to better empower evangelism. Research found that staff value tools improving relationships and saving time. While leadership sees potential, staff lack experience with digital media. The recommendations are to focus technology on being staff-focused, data-driven, consistently branded, and integrated with strategies. This would reduce costs, build Cru's brand, and facilitate outreach through tools endorsed by leadership. Key obstacles are independent tools, assumptions about innovation, and lack of coordination. National coordination of digital tools could exponentially increase Cru's impact through empowered leaders and volunteers.

1. SOCIAL MEDIA ACTION PROPOSAL
2012 SENIOR LEADERSHIP INITIATIVE

2. OVERVIEW
GOAL
Develop a deep understanding of Cru’s U.S. digital landscape and identify the primary
roadblocks preventing digital media and tools from achieving their maximum impact.
RESULT
Every U.S. ministry can better harness digital tools to reduce operational costs, build a
more consistent, well-defined brand and empower more evangelistic efforts
RESEARCH METHODS
• 26 personal interviews
• 780 staff surveys
• 100 case study analysis

3. CARING STAFF

4. CARING STAFF
Cru staff want digital tools that help them improve their existing
relationships with donors, staff friends and ministry contacts.
STAFF INSIGHT
Cru staff have limited time and energy to try new digital tools because they have
three times more relationships than the average person.
LEADERSHIP INSIGHT
Digital media connects organizational leaders with staff who are in the field and
geographically distant from the leaders.
INDUSTRY EXPERT INSIGHT
Digital content intended to care for others is the most viewed and shared online.

5. PASSIONATE STAFF
Cru staff will adopt new digital tools and resources only when it’s clear that
they enhance their ability to be more effective at connecting others to Jesus.
STAFF INSIGHT
Many field staff have not witnessed the impact digital media can have in face-to-
face ministry, and they lack passion when talking about the value of digital media
in ministry.
LEADERSHIP INSIGHT
Organizational leaders passionately believe Cru needs to change in order to
progress along with the evolving digital culture.
INDUSTRY EXPERT INSIGHT
In order to be effective, digital content and resources developed for Cru staff must
match the passion they have for the gospel.

6. EFFICIENT STAFF
If digital tools are perceived as multiplying or saving time, staff will learn
how to use them.
STAFF INSIGHT
Despite potential benefits, Cru staff do not devote time to learn or use digital
media in their day-to-day ministry.
LEADERSHIP INSIGHT
Digital media provides Cru staff the opportunity to connect with more people in the
same amount of time than traditional outreach methods.
INDUSTRY EXPERT INSIGHT
Cru staff cannot centralize their digital information without help. Large
organizations recognize that managing data is a full-time job.

7. EFFICIENT STAFF
If digital tools are perceived as multiplying or saving time, staff will learn
how to use them.

8. CRU APPS ANALYSIS
Stability, longevity and efficiency often trump innovation and creativity
when staff select digital tools to help their ministry.
CURRENT SITUATION
• IT Council
• Keynote New Media Labs Team
• Cru Apps in development
MISSIONHUB
MissionHub has seen sporadic adoption as staff struggled to understand how it
saves them time and maximizes their current ministry efforts.
TntMPD
While it is not innovative, TntMPD continues to be used because it provides vital
information and has been sponsored by Cru’s organizational leadership for more
than a decade.

9. RECOMMENDATIONS
Digital decisions should focus on technology that is staff focused, data driven,
consistently branded and integrated with key U.S. ministry strategies.
REDUCE OPERATIONAL COSTS
IT Council should develop specific criteria for all future digital tools related to user-
focus, data-driven and integration with overall U.S. ministry strategies
BUILD A MORE CONSISTENT, WELL-DEFINED BRAND
Align and build trust and credibility of Cru with digital tools that amplify the Cru
brand.
FACILITATE AND EMPOWER MORE EVANGELISTIC EFFORTS
Staff will adopt tools when they are sponsored by Cru’s organizational leaders and
used by a majority of their staff peers.

10. ALIGNMENT
Align key leaders within Cru to advocate on behalf of centralized, branded
digital tools for evangelism. Leaders will need to be educated on how staff
make technological decisions.
IT COUNCIL
Armed with the preferences of Cru staff, the IT Council can identify the best
emerging digital tools and resource them effectively.
LEADERS OF DIGITAL TOOLS
Coordinating development efforts, leaders can move toward a new, consistent Cru
brand identity and reduce the number of hours web developers spend maintaining
digital tools.
KEYNOTE
The digital media team at Keynote can provide leadership and training necessary
for U.S. ministries to adopt digital tools and strategies to greatly increase
evangelistic effectiveness.

11. OBSTACLES
Cru must overcome the independent operation of many digital tools, the
assumption that staff prefer innovative tools and the lack of continued
national oversight for digital tools.
DECENTRALIZED, INDEPENDENT DIGITAL TOOL OPERATION
Most digital tools are managed independently of one another and have their own distinct
branding and communication that is not aligned to the overall U.S. strategy.
MISINFORMED ASSUMPTIONS ABOUT INNOVATION
PREFERENCES
Cru’s organizational leaders underestimate how much staff value stable, trusted digital
tools over flashy, innovative technology.
LACK OF NATIONALLY-SPONSORED DIGITAL COORDINATION
The coordination and alignment of these resources under the IT Council and one key
leader could lead to significant changes in Cru’s overall evangelistic effectiveness.

12. CONCLUSION
Cru’s impact in cities around the world will exponentially increase as digital
tools are further coordinated, aligned and resourced with the goal
empowering millions of volunteers.
NATIONAL LEADERS
With digital tools centralized, national leaders will have more influence over the
direction of digital tools that directly impact their organizational strategy.
REGIONAL LEADERS
Through improved insight into staff realities, regional leaders will be empowered to
capture, track, mobilize and resource ministry efforts with ease.
FIELD STAFF
With consistent branding, field staff will adopt tools that will improve their personal
ministry and Cru’s ability to connect with volunteers beyond college.

13. WHAT WE LEARNED
It’s invaluable to spend time identifying as many key organizational
stakeholders as possible when leading organizational change.
• Ryan McReynolds
• David Hand
• Ryan Sather
• Brian Barela
• Megan Soderberg
• Jeff Ammons
• Matt Brubaker