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INTERNATIONAL INSTITUTE OF CHRISTIAN DISCIPLESHIPEquipping members for Global Mission and OutreachGeneral Conference Sabbath School and Personal Ministries268287514414500Community Services & Urban Ministry Certification ProgramModule Syllabus & Teaching NotesCS 03 Performance Measurement for Effective Ministry2 contact hoursDeveloped by Sung Kwon, MPAExecutive Director, North American DivisionAdventist Community Services?2011 General Conference of Seventh-day Adventists?Table of ContentsPageForward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Module Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3How to Use the Module Materials. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Module Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Textbooks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Student Requirements for the Module . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Outline and Notes for the Module . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Source of Further Enrichment and Equipping. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18Reference Books and Extra Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18ForwardWhat is International Institute of Christian Discipleship (IICD), and how this module fits in the IICD Community Services & Urban Ministry Curriculum:The International Institute of Christian Discipleship (IICD) is a component of the General Conference Sabbath School and Personal Ministries Department. IICD is an umbrella under which various types of training can be offered online that will fit within the purview of religious education, church leadership, global mission, and outreach. This module contains teaching notes and an accompanying PowerPoint presentation that instructors anywhere in the world can adapt and present to locals who desire to be better equipped to serve their communities. However, these modules are not restricted to teachers. Anyone can read the notes and learn much about community service. For more information, go to , and click on Personal Ministries and then on International Institute of Christian Ministries.This module is part of the curriculum for the International Institute of Christian Discipleship (IICD) certificate in Community Services & Urban Ministry. The curriculum lays the groundwork for community-based ministry, whether it be from a local church or from a nonprofit organization. The North American Division Nonprofit Leadership Certification Program (NLCP) provides the coursework for further study in community-based ministry, which goes into greater depth, detail, and breadth. Certification at this level consists of attending classes for approximately 80 contact hours, spread out over two separate entire weeks. For more information go to .Module DescriptionAfter a church or nonprofit organization develops and implements a program and strategic plan to serve its community, it is important to determine if the resulting ministry is effective or not, and whether it will be viable in the future. This module will present information on how to measure program effectiveness. How to use the module materials:Module Syllabus and Teaching Notes:This material contains the talking points for your presentation, which are structured around the accompanying PowerPoint slides.PowerPoint slides:The slides help reinforce the talking points, and are closely coordinated with them. PowerPoint slide handouts:If possible, it is helpful for the students to have a copy of the PowerPoint slides (3 slides/page) with lines to the side of them to take notes.W.K. Kellogg Foundation LogicTo provide valuable background for teaching Model Development Guide:this module, read the document included in thematerials for this seminar—a PDF entitled W.K. Kellogg Foundation Logic Model Development Guide. (Included with permission from Kellogg Foundation.) This document is also available from the link below: Materials you will need for your presentation:*Module Syllabus and Teaching Notes *The PowerPoint presentation.*If possible - Handout format of the PowerPoint presentation – 3 slides/page*“Church Strategic Planning Process Worksheet” for each studentModule ObjectivesAt the conclusion of this module participants will be able to:(Know)Define evaluation.Describe what evaluation measures.Analyze the relationship of performance measurement to the elements in a program cycle.Explain why program measurement is important.Recognize the role of value structure in performance measurement.Give examples of a value structure.Describe the five elements of the Theory of Change: Logic Model developed by the Kellogg Foundation.Apply the Kellogg Logic model to measure organizational performance.Define formative and summative evaluation. (Feel)Be open to addressing societal change.Be willing to allow their programs to be measured at all levels.Demonstrate commitment to going beyond merely counting outputs, and desiring to measure outcomes and impacts as well. (Do)Express their next steps toward instituting performance measurement in their community-based ministry program to enhance their organization’s ability to deliver on its mission.TextbooksW.K. Kellogg Foundation Logic Model Development Guide, by W.K. Kellogg Foundation. (Included in module materials.)Spitzer, Dean R., Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, AMACOM, 2007Student Requirements for the ModuleAttend all the classes and participate in the group activities.Read Transforming Performance Measurement. Become acquainted with Kellogg Foundation Logic Model Development Guide, and the resources/tools it contains.Write a paragraph that expresses your next steps in carrying out in your local church/organization what you learned in this module.Outline and Notes for the ModuleSlideCommentary1. Performance Measurement for Effective MinistryHave you wondered if your ministry is effective or not? Whether your ministry will be viable in the future? How do you know if you are effective or not? We can’t do “same old, same old” all the time and expect to have any impact in our communities through our ministry, not to mention personal spiritual growth. 2. Performance Measurement for Effective MinistryWe are living in an emerging world and change is inevitable (Tierney, 2006). There are demands that churches and para-church organizations should demonstrate the results they have an impact on, not just do events and activities. Church is not exempt from the pressure to discover which ministry or service really makes a difference in the community development or an individual’s life. Stakeholders want performance measures so they can hold church leadership accountable, and it is the same for private and public sector leadership.3.Defintions of EvaluationWant to know what workedWant to know the value of something in relation to the overall operation of a programDo both formative and summative evaluation for future development. (“Formative” and “summative” will be explained with slide 7.)4. What Evaluation Measures5. Definitions of MeasurementRead SlideRead Slide6. Measure Three VariablesEfficiency: Cost, Time, ResultsEffectiveness: Have participants absorbed and applied their new knowledge?Impact: The long-term effect of the program. If post-program testing demonstrates behavior change, the program has had the desired impact. Evaluators sometimes underestimate the importance of assessing impact over time. They move on to other projects and responsibilities, and neglect to follow up. This can be a big mistake, especially when budget time comes around, and managers must make decisions about cutting or retaining programs.7. Program CyclesPerformance measurement is part of a program cycle.Needs/Strengths Assessment: Identify high-priority goals that will serve as the basis for new or revised programs.Goals: What is your vision/dream? What do you see? What results/impact do you expect?Program Planning: Decide the means for achieving previously selected goals.Implementation: Once you have completed your planning process, then implementation of your plans will commence. This is when you DO your plan.Formative: An examination of a program or project in progress. Decide where improvements in an ongoing program are needed.Summative: Evaluation conducted at the end of program or project for funders or for corporate or other decision makers. Determine the overall effectiveness of a fully developed program to aid in deciding whether to continue, expand, or drop the program.8. TechnologyOn-going program performance measurement is important because the world around us is constantly changing. For example, we are no longer living in an analog age, but living in a digital age.9. CommunicationEven the ways that we communicate have been changed. Instead of printed material, we tend to use digitized methods – texting, emails, etc.?For instance, BTW – By the way; OMG – Oh my God; LOL – Laugh out loud. 10. External InfluencesBecause the world is continually developing, change is inevitable. We have to embrace the development of technology and incorporate it into our ministries. The market is changing daily. We have to understand what is happening and how its influence changes our perspective and attitudes. In addition, we need to know who and what our competitors are, and how to prepare a better way of life.11. Critical Questions for the FutureThere are demands that nonprofit organizations should report on: the results they achieve, not just activities and finances.There is pressure to discover which services really make a difference, to focus activities and to scale up so activities and services achieve greater impact.There is pressure to form strategic alliances with other nonprofit organizations and with the public and private sectors to achieve ever more demanding objectives.There is an expectation that nonprofit organizations will become more sustainable, rather than lurching (wobbling) from one challenge to the next.12. For-profit ModelThere are different ways of measuring success. For example, for-profit organizations may define their success based on the bottom line because their primary goal is to generate revenue (Kennard T. Wing, 2008). 13. Nonprofit ModelHowever, the mission for a nonprofit organization, such as a church, is to bring about changes in social values in order to make the world a better place to live with values of the Kingdom of God and biblical principles (Livermore, 2009). Its measure of success is not how much profit it makes but the extent to which it creates social values.14. For-profit vs. NonprofitHowever, for-profit and nonprofits can work together to change and improve society for the better. In nonprofit organizations, the focus is on the cause, not the charity, in local impact and implementation. This is why it’s so important to identify the intersection of interests in nonprofits, corporations, and public stakeholders. It is the intersection where societal needs and corporate goals meet and come together for mutual benefits. Relationships must be based on mutual respect, open communication and trust, as well as transparency, authenticity and honesty. 15. AgriculturalBefore we go into more detail about performance measurement, we have to understand how society has changed. Throughout history, various organizational structures have been based on societal demand. These organizational structures often exist concurrently and they may evolve into another one. This is a sample organizational structure for the agricultural society, which promotes “coordination.” 16 Industrial/TechnologyThis is a sample organizational structure for the industrial/technology age, which promotes “cooperation.”17. GlobalizationThis diagram portrays globalization. The key operative word is communication. 18. ConceptualizationPink (Pink, 2006) introduces and explains six key components and senses of the “Conceptual Age” as follows: 1. Design - Moving beyond function to engage the senses. 2. Story - Narrative added to products and services - not just argument. 3. Symphony - Adding invention and big picture thinking (not just detail focus). 4. Empathy - Going beyond logic and engaging emotion and intuition. 5. Play - Bringing humor and light-heartedness to business and products. 6. Meaning - Immaterial feelings and values of products.The Age of Conceptualization is heavily influenced by Post-Modernism—no absolutes.19. Departmental StructureCurrently, most of the church organizational structure is based on the “industrial model.” We may call it hierarchical or even bureaucratic. But the structure is given by God through Moses’ father-in-law; therefore, the problem is not the structure, but people in the structure. People became departmental, territorial, and compartmentalized. 20. Value StructureTraditional departmental function should be embedded in core values. An organization must ask the following questions:What are the organization’s core values? Why does it exist? What are the passions of the organization? What does the organization stand for? For example, we may say as an organized religious institution, that its core values are worship, discipleship, world mission, and community transformation; or worship, fellowship, discipleship, service, and witness. 21. Value StructureHere is an example of a value structure, based on Acts 2. (Read slide) A local church should identify the core values of their ministry. Why do they exist? What are their passions?Then place ministries/departments into the relevant values to create a collaborative structural working environment. Learn to share the resources and man-power to create synergy in the ministry and work in a unified way. 22. Leadership Behaviors: philosophy-practiceIn order to implement performance measurement into our ministries, leadership must understand that and why it’s necessary. Leadership behavior, attitude, and perspective are critical in promoting the buy-in of members of an organization to foster its success. The leadership model on the slide promotes buy-in and ultimate success, and is open to performance measurement at all levels. From = industrial age style (top-down, hierarchal). To = Age of conceptualization model, engagement, leadership providing opportunity to serve and be engaged.How do leaders know when their organization is successful? How do they measure success?Let’s consider the Theory of Change—a Logic Model. 23. Performance MeasurementNonprofit organizations should study the Theory of Change (Anderson, 2000) and begin to apply it to their ministries. According to Anderson, Theory of Change is a description of how and why a set of activities are part of a highly focused program or a comprehensive initiative. These activities are expected to lead to early, intermediate, and long-term outcomes over a specified period. A nonprofit should continually ask why it exists. For whom does it exist? Who has a stake in the problem? In addition, what has to be changed? 24. What problematic condition exists that demands a programmatic response?Read slide.Problematic – Difficult to solveProgrammatic – Following an overall planWe deal with problems and challenges in our ministries. Do we spend our time only on dealing with problems, or are we mostly focusing on where we are going as an organization and how we will know when we get there? This is why we need to have a measuring process. When measuring your organization you must keep these four questions in mind.The Theory of Change—Logic Model can help answer these questions.25. Theory of ChangeRead slide. Why such a process? Why a logic model? There are demands that nonprofit organizations should report on the results they achieve, not just activities and finances (Tierney, 2006). There is pressure to discover which services really make a difference, to focus activities and to scale up so activities and services achieve greater impact (Gajewski, 2008). Therefore, we must ask ourselves: 1) What are the leading-edge approaches to enhance our ministries? 2) What should leaders and members be doing differently to enhance the performance of our ministries? 3) In addition, how can the impact of the church be significantly increased? 26. Measuring PerformanceHere are the elements of the logic model:Inputs: money, staff, and volunteer timeProducts, services, infrastructure (relationships, partnerships, etc.)Outputs: the number of people served and campaigns runOutcomes: the results of the services for individualsImpacts: the community-wide results of services and campaigns27. Inputs/ResourcesInputs: money, staff, and volunteer time28. ActivitiesActivities: products, services, and infrastructure29. OutputsOutputs: the numbers of people served and campaigns run; number of classes taught; materials produced and distributed, etc. 30. OutcomesOutcomes: the results of the services for individuals31. ImpactsImpacts: the community-wide results of services and campaigns32. Everyday ExampleLet’s take a simple example – one that we can all relate to: How many of us have had a headache at one time or another? (headache – SITUATION)What do we do? Our experience may be that certain pills help. So, we need to find the pills (INPUTS), Then we take a certain number of pills (OUTPUTS).As a consequence, our headache goes away and we feel better (OUTCOMES).There are a number of embedded assumptions: We assume that we can find/get the needed pills; that we take the pills as prescribed; that the pills lead to improvement—not a stomach ache or other negative side effect. All programs have such assumptions--often the basis for failure or less than expected results. But, you can see the logic of the diagram and the end results—the outcome that is expected. What really matters isn’t whether we get the pills and take the pills, but whether we feel better as a result. 33. Everyday ExampleIn this case, we are hungry.Our experience tells us that if we could just get some food; andThen eat the food;Then we will not longer be hungry; And we will feel better.The real issue is that we want to feel better—the desired end result. 34. Every day logic model – Family VacationIn this example, it is summertime and we want to take a family vacation. We have had experience and know (our own personal research tells us) that camping is something we all enjoy doing together. So, in order to take a camping trip, we need.... If this…, then that….Logic models involve a mental process. A logic model shows the series of connections and logical linkages that are expected to result in the achievement of our goal. 35. Theory of Change: Logic ModelAsk: Which of the above five components must we deal with first in planning ministry? (Answer: Impact)The first thing that you work on is Impact, what will happen to the community.Second: Outcomes, what will happen to individuals, their knowledge, skills and attitudes. Then you can think of programs—what activities are needed to accomplish the desired outcome and impact;And then think of input, what you need to output, and what you could expect.36. If-then relationships: Tutoring ProgramHow will activities lead to desired outcomes?37. Program Logic Model38. Remember Whole Community Involvement…Therefore, I would like to suggest implementing a theory of change—a logic model, developed by Kellogg Foundation (Foundation, 2004) into the strategic thinking and process of our ministries. ?NOTE TO INSTRUCTOR (As mentioned in the beginning of these teaching notes): To provide background for teaching this module, read W.K. Kellogg Foundation Logic Model Development Guide, which is included in the module materials. It is also available from the link below: ? Connect all four sectors of your community in your planning: Church, Public (government, etc.), Non-profits, and Private businesses, organizations.?39. Group Activity to Practice Using Logic ModelRead slide and follow instructions.?Output is measured by the traditional reporting e.g. how many meals, how many pounds of clothes, number of goods distributed, etc. But counting—measuring output is not enough! We need to measure outcome and impact!?NOTE: See W.K. Kellogg Foundation Logic Model Development Guide, chapter 4, for information and sample tools to measure outcome and impact (e.g. pp. 43, 45, 48).?(Available in module materials and also from link below): 40. Church Strategic Planning Process—Worksheet Meet in groups and start to draft a hypothetical plan for community services by writing ideas in the boxes of the “Church Strategic Planning Process Worksheet” for impact, outcome, activities, output, and input.41. Performance Measurement in Cycle of ResearchAs you can see, performance measurement is an important part of the program development process. In summary, needs assessment provides information about a community, which leads to knowledge, which needs to be disseminated and translated into a program—into action, and then measured and evaluated. Evaluation has to be on-going process. Evaluate every year (formative) and try to improve. After 3-5 years we should say, “Let’s have a summative evaluation to determine if the program made an impact.” If not, consider discontinuing the program or initiating new strategies. (Because it doesn’t make sense to push the same button and expect different results.) The logic model is useful for both planning and evaluation.42. HomeworkRead slide.43. Sung Kwon. . . Why measure performance? It is to efficiently and effectively transform the world into the Kingdom of God with its values and principles. It is to create an impact in our society, making a difference in people’s lives. It is not a simple evaluation; it is a process—a faithful journey—to fulfill the duty and responsibility as disciples of our Lord, Jesus Christ. It is not enough to count what we have done, but to show what we have accomplished in the lives of individuals and communities.In short, the Great Commission in Mathew 28:18-20 addresses God’s mission in the world as two components: 1) to reconcile the broken relationship between God and His children through baptism of the triune God and 2) to transform the world into the Kingdom of God through individuals’ life changing experience as His disciples. Therefore, if the church is Missional in nature, community outreach is not an option. In fact, community outreach is a primary reason for our existence. Therefore, we have to earn the respect and privilege to share the Truth, our Savior and Lord Jesus Christ. In order to earn respect, we must be real. We should share with people new hope, motivation, dignity, and respect in Jesus Christ. It is because we as Christians are all about building the Kingdom of God. We must be serious about our mission and its impact. Source of Further Enrichment & EquippingParticipants are strongly encouraged to attend Levels I and II, Basic and Advanced Curriculum, of The North American Division Nonprofit Leadership Certificate Program (go to ) where they will further explore and discuss the process of strategic planning and program development for church and community-based ministry, along with other important components of holistic ministry. Also, ADRA International provides a curriculum for an advanced level of preparation in social ministry via the ADRA Professional Leadership Institute (APLI). This institute consists of graduate level modules in areas of emergency relief, rehabilitation, health, education, and sustainable development. For more information, contact Herb Eisele at Herbert.Eisele@.References and Extra Reading ADDIN EN.REFLIST Anderson, A. A. (2000). The community builder's approach to theory of change.Behn, R. D. (2001). Rethinking democratic accountability: Brookings Institution Press.Brinckerhoff, P. C. (2002). Mission-based marketing: An organizational development workbook: Wiley.Collins, J. (2001). Good to great: Why some companies make a leap...and others don't: ParperBusiness.Collins, J. (2004). Built to last: Successful habits of visionary companies: HarperBusiness.Covey, S. R. (2004). The 8th habit. New York: Free Press.Daw, J. (2006). Cause marketing for nonprofits: Partner for purpose, passion, and profits: Wiley.Drucker, P. F. (2007). Managing in the next society (2nd Revised Edition ed.). Burlington: Butterworth-Heinemann.Fixler, J. F. (2008). Boomer volunteer engagement. Bloomington: AuthorHouse.Foundation, W. K. K. (2004). Logic model development guide.Gajewski, M. (2008). Young professionals speak UP on the nonprofit leadership deficit. NP 2020.Hatry, H. P. (2007). Performance measurement: Getting results: Urban Institute Press.Kirkpatrick, Donald L. & Kirkpatrick, James D. (2006). Evaluating training programs: The four levels (3rd Edition). San Francisco, CA: Berrett-Koehler Publishers, Inc.Livermore, D. A. (2009). Christianity and culture. Grand Rapid, MI: Baker Academic.Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future: Riverhead Trade.Rogers, G. (2006). Holistic ministry and cross-cultural mission in Luke-Acts: Mission and Ministry Resources.Tierney, T. J. (2006). The Leadership Deficit. Stanford Social Innovation Review.Tzu, S. (2009). The art of war: CreateSpace.Vern L. Bengston, D. G., Norella Putney, Merril Silverstein (Ed.). (2008). Handbook of theories of aging (2nd ed.): Springer Publishing Company.Wing, Kennard T., T. H. P., & Blackwood, Amy. (2008). Nonprofit almanac 2008: Urban Institute Press. ................
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