Performance Measurement

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Performance Measurement in Youth Ministry
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If you wanted to climb Mount EverestWhat would
you do?Where would you start?What would keep
you going when it gets tough?How would you know
you are successful?
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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.
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The Balanced Scorecard

• 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

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The Strategy PyramidMaking Strategy Measurable
To explore new mountains
Mission
Why do we exist?
What are our beliefs?
Respect nature
Core Values
What is our aim?
Vision
To summit that mountain
To climb up the north side during the day
Strategy
How will we achieve our goal?
What must we achieve to meet our goals?
Objectives
Climb fast
How do we know that we are going to reach our
goals?
BSC Measures
The speed that I am climbing (m/h)
What do we need to reach our goal?
Buy ladders and ropes to allow you to climb faster
Strategic Initiatives (Project Plans)
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Key Principles

• Translate the Strategy into Operational Terms
• Align the Organisation to the Strategy
• Make Strategy Everyone's Everyday Job
• Make Strategy a Continual Process
• Mobilize Leadership for Change

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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?

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Components
B
A
C
D
E
F
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Measuring Objectives
The Key Result Areas are the focus points
critical to the success of the business.
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The Strategy Map An Example
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Financial
Cash Management
Return on Investment
Customer / Stakeholder
Partnership across the De Beers pipeline
EXCO Exploration Appetite
Partner of Choice
Internal Business Processes
Technology and Practice
Delivering Diamond Deposits
The right people in the right place at the right
time
Organisation Learning
Knowledge Sharing Learning
Managing Performance
Employee Wellness
Culture
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Dashboard An Example
H

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The Balanced Scorecard in the Non-Profit Sector
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The Balanced Scorecard in the Non-Profit Sector
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The Strategy Pyramid
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
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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.
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RACI Charting An Example
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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.
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Implementing the Balanced Scorecard
A. Provide leadership from the top B. Make
strategy everyone's job C. Unlock and focus
hidden assets D. Make strategy a continuous
process
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Recommended Reading
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
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