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CS 03 Performance Measurement for Effective Ministry

CS 03 Performance Measurement for Effective Ministry. Performance Measurement for Effective Ministry. Sung Kwon, Executive Director North American Division Adventist Community Services www.communityservices.org. Definitions of Evaluation.

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CS 03 Performance Measurement for Effective Ministry

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  1. CS 03 Performance Measurement for Effective Ministry

  2. Performance Measurement for Effective Ministry Sung Kwon, Executive Director North American Division Adventist Community Services www.communityservices.org

  3. Definitions of Evaluation It is the systematic process of collecting and analyzing data in order to determine whether and to what degree objectives have been or are being achieved. It is the systematic process of collecting and analyzing data in order to make a decision.

  4. What Evaluation Measures Whether a program has met its objectives. What a program’s contribution is to the overall operation. Whether a program will be viable in the future.

  5. Definitions of Measurement Representation of quantity or capacity. In the past, these terms carried a quantitative implication of precision and, in the field of education, were synonymous with testing and instrumentation. Today, the term “measure” is used broadly to include quantitative and qualitative information to understand the phenomena under investigation.

  6. Measure Three Variables Efficiency: The degree to which a program or project has been productive in relationship to its resources (QUANTITATIVE) Effectiveness: The degree to which goals have been reached (QUALITATIVE) Impact: The degree to which a program or project resulted in changes (BOTH EFFICIENCY & EFFECTIVENESS – QUANTITATIVE & QUALITATIVE)

  7. Program Cycle

  8. Technology

  9. Communication BTW! OMG! LOL!

  10. External Influences Market Technology Competition

  11. Critical Questions for the Future What are the leading-edge approaches to enhance our/their ministries? What should leaders and board members be doing differently to enhance the performance of their ministries? How can the impact of the church be significantly increased?

  12. For-profit Model FINANCIAL Product Development CUSTOMERS OPERATIONS LEARNING/GROWTH Evaluation

  13. Nonprofit Model Value/Mission Support Operation/Capacity Volunteers Learning & Growth Financial/Resource

  14. For-profit vs. Nonprofit FINANCIAL Value/Mission Operation/Capacity CUSTOMERS Learning & Growth OPERATIONS Financial/Resource LEARNING/GROWTH

  15. Agricultural

  16. Industrial/Technology

  17. Globalization

  18. Conceptualization Diversity Mission Story Values Influence Empathy Legacy Fun

  19. Departmental Structure

  20. Value Structure

  21. Core Values of Evangelism/Church Mission From Acts 2:41-47 Example of Value Structure... Evangelism/ Church Mission

  22. Engagement Cultivation and networking Negotiation and agreement Support Performance measurement Acknowledgment Sustainability Equipping/Develop From Leadership Behaviors:Philosophy Practice To Management Recruitment Placement Supervision Performance review Recognition Retention Training

  23. Performance Measurement Theory of Change: Logic Model

  24. What PROBLEMATICcondition exists that demands a PROGRAMMATICresponse? Why does it exist? For whom does it exist? Who has a stake in the problem? What must be changed?

  25. Theory of change “A theory of change is a description of how and why a set of activities – be they part of a highly focused program or a comprehensive initiative – are expected to lead to early, intermediate, and long-term outcomes over a specified period.” —Anderson, 2000

  26. Measuring Performance Inputs Activities Outputs Outcomes Impacts

  27. Inputs/Resources Inputs are resources which potentially enable program effectiveness. Enabling protective factors may include funding, existing organizations, potential collaborating partners, existing organizational or interpersonal network, staff and volunteers, time, facilities, equipment, and supplies.

  28. Activities Activities are processes, techniques, tools, events, technology and actions of the planned program. These may include products – promotional materials and educational curricula; services – education and training, counseling or health screening; and infrastructure– structure, relationships, and capacity used to bring about the desired results.

  29. Outputs Outputs are the direct results of program activities. They are usually described in terms of the size and/or scope of the services and products delivered or produced by the program.

  30. Outcomes Outcomes are specific changes in attitude, behaviors, knowledge, skills, status or level of functioning expected to result from program activities and which are most often expressed at an individual level.

  31. Impacts Impacts are organizational, community, and/or system level changes expected to result from program activities, which might include improved conditions, increased capacity and/or changes in the policy arena.

  32. Everyday example H E A D A C H E Get pills Take 2 pills Feel better Situation INPUTS OUTPUTS OUTCOMES

  33. Everyday example HUNGRY Get food Eat food Feel better

  34. Every day logic model – Family Vacation Family Members Family members learn about each other; family bonds; family has a good time Drive 100 km to state park Budget Set up 3 tents, etc. Car Cook, play, talk, laugh, hike 5 miles Camping Equipment Inputs Outputs Outcomes

  35. Theory of Change: Logic Model • Inputs • Programs • Outputs • Outcomes • Impact Qualitative Data Quantitative Data Which of the above 5 components must we deal with first in planning ministry? • Impact • Outcomes • Programs • Outputs • Inputs

  36. If-then relationships: Tutoring Program • Inputs • Programs • Outputs • Outcomes • Impact We invest time and money. Students struggling academically can be tutored. We provide tutoring 3 hrs/week for 1 school year to 50 children. Students will learn and improve their skills. They will get better grades, and move to next grade level. Improved educational level and quality of life in the community.

  37. Program Logic Model

  38. Remember Whole Community Involvement in Your Planning - Connect All Four Sectors to Effect Change: Partner with Community organizations. You don’t need to invent all your outreach activities! Church Infrastructure to accomplish change: Partnerships, Relationships Private Public Non-profit

  39. Group Activity To Practice Using Logic Model Divide into groups. Choose an issue, such as homelessness, teen pregnancy, family problems, hunger, etc. Invent a sample program to deal with the issues you choose. Include the five elements of the logic model. (This process will help you measure your program’s performance at the same time.)

  40. Performance Measurement in the Cycle of Research Needs Assessment N E K Evaluation Knowledge D Translation & Dissemination

  41. Homework Write a paragraph that expresses your next steps in carrying out in your local church/organization what you learned in this course.

  42. Sung Kwon Sung.Kwon@nad.adventist.org www.communityservices.org

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