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