Performance Measurement for Effective Ministry

1. Performance Measurement for Effective Ministry Sung Kwon Adventist Community Services www.communityservices.org

2. 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.

3. 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.

4. Measure Three Variables • Efficiency: The degree to which a program or project has been productive in relationship to its resources • Effectiveness: The degree to which goals have been reached • Impact: The degree to which a program or project resulted in changes

5. Program Cycles

6. Technology

7. Communication BTW! OMG! LOL!

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9. 빨간색노란색파란색 노란색초록색하얀색 초록색빨간색파란색 파란색검정색주홍색 노란색초록색빨간색

10. External Influences Market Technology Competition

11. Critical Questions for the Future • What are the leading-edge approaches to enhance 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. FINANCIAL CUSTOMERS LEARNING/GROWTH OPERATIONS For-profit Model Product Development Evaluation

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

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

15. Agricultural

16. Industrial/Technology

17. Globalization

18. Conceptualization Diversity Mission Story Values Influence Empathy Legacy Fun

19. Departmental Structure

20. Value Structure

21. Value Structure

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

23. Performance Measurement Theory of Change: Logic Model

24. 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)

25. What problematic condition exists that demands a programmaticresponse? • Why does it exist? • For whom does it exist? • Who has a stake in the problem? • What can be changed?

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 pills Feel better INPUTS OUTPUTS OUTCOMES Situation

33. Everyday example H U N G R Y Get food Eat food Feel better

34. Every day logic model – Family Vacation Family Members Drive to state park Family members learn about each other; family bonds; family has a good time Budget Set up camp Car Cook, play, talk, laugh, hike Camping Equipment INPUTS OUTPUTS OUTCOMES

35. Theory of Change: Logic Model PROGRAMS INPUTS OUTPUTS OUTCOMES IMPACT

36. If-then relationships: Tutoring Program INPUTS PROGRAMS OUTPUTS IMPACT OUTCOMES We invest time and money We can provide tutoring 3 hrs/ week for 1 school year to 50 children They will learn and improve their skills They will get better grades They will move to next grade level on time Students struggling academically can be tutored

37. Program Logic Model

38. PM in Cycle of Research Needs Assessment N K Knowledge Evaluation E D Translation & Dissemination

39. Capacity Building

40. Building Organization Capacity • It is about systematically investing in: • Internal systems • External relationships • It is about having a significant impact within the context of the values and beliefs cherished by people who champion nonprofit enterprise.

41. The Hedgehog Concept

42. Theory of Values

43. Logic Model Capacity • Effectiveness = Mission + Vision • Efficiencies = Goals + Strategies + Programs

44. Invest in Capacity Building • As interest in capacity building has grown exponentially, the case for significant investment in organization and management has grown also. • A new paradigm of organizational effectiveness has emerged involving:

45. Exploiting Changing Patterns of Funding

46. Who Gives to Nonprofits?

47. Giving USA: $306.39 B

48. Recipients 2007:

49. Take Advantage of Fundamental Trends in Finance Sources • Changes in traditional sources of funding are likely to include: • A greater concentration of wealth among a small number of donors • Significant potential growth in bequests • Further increases in noncash donations • Commentators are beginning to conceive of a nonprofit capital market. They see this market as being inefficient and needing reform.

50. X-Team