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International Institute of
Christian Ministries
©2012 General Conference of Seventh-day Adventists®
CS 03 Performance Measurement for Effective
Ministry
Performance Measurement for Effective Ministry
Sung Kwon, Executive DirectorNorth American Division
Adventist Community Serviceswww.communityservices.org
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.
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.
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.
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)
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Program Cycle
Needs Assessment
Goals/Objectives
Program PlanningImplementation
Formative or Summative
Technology
Communication
BTW!
OMG!
LOL!
External Influences
MarketTechnology
Competition
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?
For-profit Model
LEARNING/GROWTH
OPERATIONS
CUSTOMERS
FINANCIALProduct Development
Evaluation
Nonprofit Model
Financial/Resource
Learning & Growth
Operation/Capacity
Value/Mission
Volunteers
Support
For-profit vs. Nonprofit
LEARNING/GROWTH
OPERATIONS
CUSTOMERS
FINANCIAL
Financial/Resource
Learning & Growth
Operation/Capacity
Value/Mission
Agricultural
Industrial/Technology
Globalization
Conceptualization
Story
Influence
Empathy Legacy
Values
Mission
Fun
Diversity
Departmental Structure
Value Structure
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Core Values of Evangelism/Church MissionFrom Acts 2:41-47
WorshipVs. 42, 43, 46, 47
FellowshipVs. 42, 44-46
Community Servicesvs. 45
ReapingVs. 41, 47
DiscipleshipVs. 42
Evangelism/Church Mission
Example ofValue Structure...
Leadership Behaviors:Philosophy Practice
ManagementRecruitmentPlacementSupervisionPerformance reviewRecognitionRetentionTraining
EngagementCultivation and networkingNegotiation and agreementSupportPerformance measurementAcknowledgmentSustainabilityEquipping/Develop
From To
Performance Measurement
Theory of Change: Logic Model
What PROBLEMATIC condition exists that demands a PROGRAMMATIC response?
Why does it exist? For whom does it exist? Who has a stake in the problem? What must be changed?
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
Measuring Performance
InputsActivitiesOutputsOutcomesImpacts
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.
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.
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.
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.
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.
HEADACHE
Feel betterGet pills Take 2 pills
Situation INPUTS OUTPUTS OUTCOMES
Everyday example
HUNGRY
Feel betterGet food Eat food
Everyday example
Family Members
Budget
Car
Camping Equipment
Drive 100 km to state park
Set up 3 tents, etc.
Cook, play, talk, laugh, hike 5
miles
Family members learn
about each other; family bonds; family
has a good time
Inputs Outputs Outcomes
Every day logic model – Family Vacation
Theory of Change: Logic Model
Which of the above 5 components must we deal with first in planning ministry?
Quantitative Data Qualitative Data
Inputs Programs Outputs Outcomes Impact
Outcomes Programs Outputs InputsImpact
We invest time and money.
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.
Students struggling academically can be tutored.
If-then relationships: Tutoring Program
Inputs Programs Outputs Outcomes Impact
External Factors
SITUATION
InputsWhat we invest
StaffTimeMoneyMaterialsTechnologyPartners
ActivitiesWhat we do
AssessmentsTrainingsRecruitmentWorkshopsProductDevelopment
OutputsWho we reach & how many
ClientsCommunityParticipants
OutcomesHow we affect outputs
Change in:
LearningSkillsBehavior
ImpactsHow we affect the broader community
Change in:
SystemsPoliciesEnvironment
Underlying Assumptions
Program Logic Model
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Remember Whole Community Involvement in YourPlanning - Connect All Four Sectors to Effect Change:
Private Public
Non-profit
ChurchPartner withCommunity organizations.
You don’t need to invent all your outreach activities!
Infrastructure to accomplish change:Partnerships, Relationships
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
D
Translation & Dissemination
KE
N
Needs Assessment
KnowledgeEvaluation
Homework
Write a paragraph that expresses your next steps in carrying out in your local church/organization what you learned in this course.
