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?

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? Mission Core Values Vision Strategy Objectives BSC Measures 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? Financial Measures Operational Measures

Components A B C D E F

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 Investment Partner of Choice Partnership across the De Beers pipeline Technolog y and Practice Culture Managing Performance Knowledge Sharing & Learning Employee Wellness Financial Customer / Stakeholder Internal Business Processes Organisation & Learning Cash Management EXCO – Exploration Appetite Delivering Diamond Deposits The right people in the right place at the right time G

Dashboard: An Example H

The Balanced Scorecard in the Non-Profit Sector

Mission Why we exist Core Values What we believe in Vision What we want to be Strategy What our game plan will be Balanced Scorecard What our strategy implementation looks like Strategic Initiatives What we need to do Personal Objectives What 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.

RACI Charting: An Example

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.

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