performance measurement in youth ministry performance measurement in youth ministry
TRANSCRIPT
Performance Measurement
in Youth Ministry
Performance Measurement
in Youth Ministry
If you wanted to climb Mount Everest…What would you do?Where would you start?What would keep you going when it gets tough?How would you know you are successful?
If you wanted to climb Mount Everest…What would you do?Where would you start?What would keep you going when it gets tough?How would you know you are successful?
The Balanced Scorecard
In 1990 the Nolan Norton Institute sponsored a multicompany study:“Measuring Performance in the Organization of the
Future”
Nolan Norton and Robert Kaplan:…believed that reliance on measuring financial performance hinders the ability of organisations to create economic value. …introduced the Balanced Scorecard in 1992 as a business performance system designed to implement organisational strategy.
The scorecard uses the process of setting specific and challenging goals that translate an organisation's mission and strategy into a comprehensive set of performance measures.
It is Balanced:• financial and non-financial measures• internal and external constituents • lagging and leading indicators
It is a Scorecard:• measures progress against chosen targets
The Balanced Scorecard
To explore new mountains
Respect nature
To summit that mountain
Climb fast
The speed that I am climbing (m/h)
Buy ladders and ropes to allow you to climb faster
Why do we exist?
What are our beliefs?
What is our aim?
What must we achieve to meet our goals?
How do we know that we are going to reach our goals?
What do we need to reach our goal?
MissionMissionMissionMission
Core ValuesCore ValuesCore ValuesCore Values
VisionVisionVisionVision
StrategyStrategyStrategyStrategy
ObjectivesObjectivesObjectivesObjectives
BSC MeasuresBSC MeasuresBSC MeasuresBSC Measures
Strategic Initiatives (Project Plans)Strategic Initiatives (Project Plans)Strategic Initiatives (Project Plans)Strategic Initiatives (Project Plans)
To climb up the north side during the day
How will we achieve our goal?
The Strategy Pyramid:Making Strategy Measurable
Key Principles
1. Translate the Strategy into Operational Terms
2. Align the Organisation to the Strategy
3. Make Strategy Everyone's Everyday Job
4. Make Strategy a Continual Process
5. Mobilize Leadership for Change
BSC Components
A tool to measure the performance of an organization in four key areas: • Financial: How do we look to shareholders?
• Customers: How do customers see us?
• Internal process: What must we excel at?
• Learning and growth: Can we improve?
FinancialMeasures
OperationalMeasures
Components
AB
CDEF
Measuring Objectives
The Key Result Areas are the focus points critical to the success of the business.
The objective should be convertable into action and should
also be measurable, ie. “what do we want
to achieve?”
• Needs to be able to be consistently applied to yield reliable results
• Needs to be valid in that it will measure attainment of objective
• Must have control over the measure
The current figure of
performance
Future targeted figures
Who is responsible for actioning the planned measure?
Frequency of reporting
The Strategy Map: An Example
Return on InvestmentReturn on
Investment
Partner of Choice
Partner of Choice
Partnership across the De Beers pipeline
Partnership across the De Beers pipeline
Technology and
Practice
Technology and
Practice
CultureCultureManaging
PerformanceManaging
Performance
Knowledge Sharing & Learning
Knowledge Sharing & Learning
Employee WellnessEmployee Wellness
Financial
Customer / Stakeholder
Internal Business Processes
Organisation & Learning
Cash Management
Cash Management
EXCO – Exploration
Appetite
EXCO – Exploration
Appetite
Delivering Diamond Deposits
Delivering Diamond Deposits
The right people in the right place at the right time
The right people in the right place at the right time
G
1.18 1.067
1.18 1.0671.18 1.067
0.828 1 1
0.828 1 10.828 1 1
1.052 1
0.942 10.74 1
1.718 2 1.167
1.132 1 1.167-0.1 # 1.167
0.978 1.233
0.96 1.2330.947 1.233
1.2
10.6
1.156 0.94
1.081 0.940.74 0.94
1.036 0.438
0.924 0.4380.896 0.438
1.01 11.5
0.975 6.230.94 0.964
Key: Performance Above Target; Performance At Target; Performance Below Target; Performance Well Below Target
Enrollment Management
Teacher Education - Overall aggregation Financial FlexibilityFinancial
Communication
Operations - E&G Teacher Education
Fund Balance
Operations - Auxiliary
Student Success Enrollment
Staff Endowment
Faculty
Graduation Rates Capital
Students
General Education (Academic Profile)
Initiative Achievement
Satisfaction
Retention
Technology
Human Resources
Freshman Success Recruitment Diversity
Major Field Appropriations
Dashboard: An ExampleH
The Balanced Scorecard in the Non-Profit Sector
The Balanced Scorecard in the Non-Profit Sector
Mission Why we exist
Core ValuesWhat we believe in
VisionWhat we want to be
StrategyWhat our game plan will be
Balanced ScorecardWhat our strategy implementation looks like
Strategic InitiativesWhat we need to do
Personal ObjectivesWhat I need to do as an individual
The Strategy Pyramid
Mission: Sonlife Africa exists to establish church-based disciplemaking youth ministry in each country in Africa to help fulfil the Great Commission.
Values: We value the church as the hope of the world, the life and ministry of Christ as the model for ministry, the ability of young leaders to develop ministries in local churches that demonstrate the priorities of disciplemaking (winning, building, equipping and multiplying), and the empowerment of servant leaders passionate about the Great Commission and the Great Commandment.
Vision: We will achieve our mission by training, coaching and mentoring young leaders in each country in Africa to develop disciplemaking youth ministries that grow healthy churches and start a disciplemaking movement that covers each country.
Strategy: Our strategy is to connect with key leaders in countries in Africa, present consecutive levels of training in disciplemaking, coach and mentor leaders to develop ministries that make disciples, and identify key leaders who will be equipped to train, coach and mentor other leaders.
Analyse Seminar
Feedback
Share Insights Gained
Create Seminar Material
Translate Seminar Material
Learning and Growth
Cascade Balanced Scorecard
Develop Board
Ownership
Gather Seminar
Feedback
Maintain Consistent
Contact
Develop Structures Evaluate Knowledge Develop Material
Equip Presenters Develop Regional Directors Support Country Leaders
Internal Processes
Supply Quality Tools
Provide Effective Training
Facilitate Regular
Gatherings
Find New Regional Directors
Oversee Regional Training
Provide Ongoing Training
Monitor Presenters Mobilise Donors
Customers and Stakeholders
Secure Ongoing Funding
Develop Active
Partnerships
Monitor Leader
Mentoring
Monitor Leader
Coaching
Monitor Leader Training
Build Ministry Capacity
Track Seminar Progress
Maintain Operating Surplus
Reduce Cash
Expenses
Mission: Develop Healthy Disciplemaking Youth Ministries in Local Churches in Africa
Evaluate Operating Expenses
FinancialSecure Donor
Funding
Grow Donor Base
Raise Funds Control Expenses
Impact Youth Leaders
RACI Charting: An Example
Key Result Area Measurement 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Goal Total
FinancialIncome Raised Amount raised R 524,600 R 669,747 R 403,265 R 460,304 379,165R R 2,437,080Costs Incurred Amount spent R 251,969 R 792,720 R 479,225 R 513,897 R 2,037,811Training Costs Cost per leader trained R 266 R 1,598 R 487 R 1,034 R 846
Learning and GrowthBoard governance % partipation 60 70 80 90 100 100Develop training material # seminars translated 1 3 3 3 4 2
Internal ProcessesDevelop Regional Leaders # of regional leaders 0 0 0 0 2 3 4 4 5 5 5Expand Regionally # of seminar events 1 2 4 5 5 8 12 16 20 24 28
CustomersTrain Leaders # of leaders trained 87 360 949 496 985 497 700 1000 2000 3000 10000 3,374Expand Training # countries operating 3 4 10 11 12 15 20 27 35 42 52Coach Leaders # churches impacted 300 400 500 750 1000 5000Mentor Leaders % delegates mentored 5 5 5 10 20 25 50 75 100 100 100
Sonlife Africa: Key Performance Indicators
RACI Charting
RACI is an acronym that stands for: (1) Responsible – The person who has to do the work.(2) Accountable – The person who has to make sure the work gets done.(3) Consulted – The person who must be consulted before the work is started.(4) Informed – The person who must be informed after the work has been completed.
300
Expenses Breakdown 2005
Salary37%
Admin45%
Travel17%
Equipment1%
No. of Regional Training Events
28
26
24222018
1614
12
10
8
6
4
20
Sources of Income 2006
Grants50%
Support39%
Other1%
Consultancy10%
No. of Countries Operating
0
5
10
15
20
25
30
35
40
45
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Actual
Projection
Churches Impacted
1
1
1
1
0
10
20
30
40
50
60
70
80
90
100
% of Leaders Trained Target: 10,000
A. Provide leadership from the top
B. Make strategy everyone's job
C. Unlock and focus hidden assets
D. Make strategy a continuous process
Implementing the Balanced Scorecard
Books by Robert S. Kaplan and David P. Norton:
(1) The Balanced Scorecard: Translating Strategy into Action
(2) The Strategy-focused Organisation
(3) Strategy Maps: Converting Intangible Assets into Tangible Outcomes
Recommended Reading
121210864MonthlyMD/FRNo. of monthly reports completed to evaluate costs.
Evaluate operating expenses.
121210664QuarterlyMDNo. of new funding proposals written/presented each year.
Write/present funding proposals.
Present audited accounts to board.
Find new donors.
111111YearlyMD/FD/C
MNo. of AGM’s where audited accounts are presented.
111111YearlyMD/FDNo. of board approvals for new year budgets.
Develop annual budgets.
ControlExpenses
161210864QuarterlyMDNo. of new (local and international) donors found.
No. of monthly connections made with current donors. 12121212108QuarterlyMDNurture exisiting
donors.
RaiseFunds
20092008
Measure Collator 2005 20072006
GoalTarget by Year EndFreq-
uencyMeasurementObjectiveKRA
To generate finances to accomplish our mission and develop systems to control spending.Intent
FinancialPerspective
121210864MonthlyMD/FRNo. of monthly reports completed to evaluate costs.
Evaluate operating expenses.
121210664QuarterlyMDNo. of new funding proposals written/presented each year.
Write/present funding proposals.
Present audited accounts to board.
Find new donors.
111111YearlyMD/FD/C
MNo. of AGM’s where audited accounts are presented.
111111YearlyMD/FDNo. of board approvals for new year budgets.
Develop annual budgets.
ControlExpenses
161210864QuarterlyMDNo. of new (local and international) donors found.
No. of monthly connections made with current donors. 12121212108QuarterlyMDNurture exisiting
donors.
RaiseFunds
20092008
Measure Collator 2005 20072006
GoalTarget by Year EndFreq-
uencyMeasurementObjectiveKRA
To generate finances to accomplish our mission and develop systems to control spending.Intent
FinancialPerspective
10.?Multip l:Portug.
Chichew.
Vision:Portug.
Chichew.
Foundat:Portug.
Chichew.Strategy:Portug.AnnuallyCL/RDSeminars translated into
local languages.Translate training material.
433221QuarterlyMDNo. of seminars revised based on insights gained.
Revise existing training material.
DevelopTrainingMaterial
611Adv3
1Accredit.
1Harmony
2Equip
DestinyAnnuallyMDNo. of new training modules
developed.Create new training material.
10010090705030QuarterlyMD/RD% of country leader insights received.
Discover insights being gained.
Analyse seminar feedback.
Develop board governance.
10010090807060MonthlyCL% of feedback analysed per seminar.
100100100100100100Every SeminarTrainers% of evaluation forms
collected at each seminar.Gather feedback from delegates.
EvaluateIntellectualCapital
10010090807060MonthlyMD% of attendance and particpation at meetings
100100100755020QuarterlyMD/RD% of awareness of the Scorecard among stakeholders.
Cascale the Balanced ScorecardDevelop
CorporateStructure
20092008
Measure Collator 2005 20072006
GoalTarget by Year EndFreq-
uencyMeasurementObjectiveKRA
To grow organisational capacity to be able to effective delivery our ministries.Intent
Learning and GrowthPerspective
10.?Multip l:Portug.
Chichew.
Vision:Portug.
Chichew.
Foundat:Portug.
Chichew.Strategy:Portug.AnnuallyCL/RDSeminars translated into
local languages.Translate training material.
433221QuarterlyMDNo. of seminars revised based on insights gained.
Revise existing training material.
DevelopTrainingMaterial
611Adv3
1Accredit.
1Harmony
2Equip
DestinyAnnuallyMDNo. of new training modules
developed.Create new training material.
10010090705030QuarterlyMD/RD% of country leader insights received.
Discover insights being gained.
Analyse seminar feedback.
Develop board governance.
10010090807060MonthlyCL% of feedback analysed per seminar.
100100100100100100Every SeminarTrainers% of evaluation forms
collected at each seminar.Gather feedback from delegates.
EvaluateIntellectualCapital
10010090807060MonthlyMD% of attendance and particpation at meetings
100100100755020QuarterlyMD/RD% of awareness of the Scorecard among stakeholders.
Cascale the Balanced ScorecardDevelop
CorporateStructure
20092008
Measure Collator 2005 20072006
GoalTarget by Year EndFreq-
uencyMeasurementObjectiveKRA
To grow organisational capacity to be able to effective delivery our ministries.Intent
Learning and GrowthPerspective
555443QuarterlyMDTotal no. of regional leaders operating in Africa.
Find new regional leaders.
2418151296MonthlyMD/RDNo. of training events presented by regional leaders.
Oversee regional training.
Maintain regular contact with leaders.
Train and support presenters.
432211QuarterlyMDNo. of gatherings held for regional leaders.
Arrange regional gatherings.
Develop RegionalLeaders
1212121086MonthlyRDNo. of monthly email and telephonic support to leaders.
654321QuarterlyMD/RDNo. of training and support events implemented.
No. of regional training events held for country leaders. 12108642QuarterlyRDProvide ongoing
training for leaders.SupportCountryLeaders
854321AnnuallyMD/RDNo. of modules created to train presenters.
Find equipping tools and resource.Equip
MinistryPresenters
20092008
Measure Collator
2005 20072006Goal
Target by Year EndFreq-uency
MeasurementObjectiveKRA
To mobilise people who deliver and oversee our training, coaching and mentoring.Intent
Internal ProcessesPerspective
555443QuarterlyMDTotal no. of regional leaders operating in Africa.
Find new regional leaders.
2418151296MonthlyMD/RDNo. of training events presented by regional leaders.
Oversee regional training.
Maintain regular contact with leaders.
Train and support presenters.
432211QuarterlyMDNo. of gatherings held for regional leaders.
Arrange regional gatherings.
Develop RegionalLeaders
1212121086MonthlyRDNo. of monthly email and telephonic support to leaders.
654321QuarterlyMD/RDNo. of training and support events implemented.
No. of regional training events held for country leaders. 12108642QuarterlyRDProvide ongoing
training for leaders.SupportCountryLeaders
854321AnnuallyMD/RDNo. of modules created to train presenters.
Find equipping tools and resource.Equip
MinistryPresenters
20092008
Measure Collator
2005 20072006Goal
Target by Year EndFreq-uency
MeasurementObjectiveKRA
To mobilise people who deliver and oversee our training, coaching and mentoring.Intent
Internal ProcessesPerspective
100007000400020001000500QuarterlyMD
Trainers% of trained leaders evidencing life change
Evaluate mentoring strategy
50001000750500250100QuarterlyMD
TrainersNo. of churches where the strategy is being implemented
Evaluate coaching impact
52312723 1915QuarterlyMD/RD# countries that Sonlife Africa is operating in
Oversee expansion to countries in Africa
Implement mentoring strategy
Implement coaching strategy
Track progress through training
10010090806040QuarterlyTrainers% of seminar delegates being mentored
654321QuarterlyMDNo. of new modules developed for mentoring
Develop mentoring strategy
MentorLeaders
10010090806040QuarterlyTrainers% of training delegates being coached
100100100806040QuarterlyMR/RD/CL% delegates invited to next training level
No. of new modules developed for coaching 654321QuarterlyMDDevelop coaching
strategy
CoachLeaders
10000800070006000 50004000QuarterlyMD/RD# of leaders receiving training in Africa
Provide excellent training seminars
TrainLeaders
20092008
Measure Collator 2005 20072006
GoalTarget by Year EndFreq-
uencyMeasurementObjectiveKRA
To deliver training, coaching and mentoring to grow healthy youth ministries.Intent
CustomerSegment
100007000400020001000500QuarterlyMD
Trainers% of trained leaders evidencing life change
Evaluate mentoring strategy
50001000750500250100QuarterlyMD
TrainersNo. of churches where the strategy is being implemented
Evaluate coaching impact
52312723 1915QuarterlyMD/RD# countries that Sonlife Africa is operating in
Oversee expansion to countries in Africa
Implement mentoring strategy
Implement coaching strategy
Track progress through training
10010090806040QuarterlyTrainers% of seminar delegates being mentored
654321QuarterlyMDNo. of new modules developed for mentoring
Develop mentoring strategy
MentorLeaders
10010090806040QuarterlyTrainers% of training delegates being coached
100100100806040QuarterlyMR/RD/CL% delegates invited to next training level
No. of new modules developed for coaching 654321QuarterlyMDDevelop coaching
strategy
CoachLeaders
10000800070006000 50004000QuarterlyMD/RD# of leaders receiving training in Africa
Provide excellent training seminars
TrainLeaders
20092008
Measure Collator 2005 20072006
GoalTarget by Year EndFreq-
uencyMeasurementObjectiveKRA
To deliver training, coaching and mentoring to grow healthy youth ministries.Intent
CustomerSegment