Running head: MEASURING AND EVALUATING PERFORMANCE 1 MEASURING AND EVALUATING PERFORMANCE 2 Capstone Project Part IV: The Technicals: Measuring and Evaluating Performance The Technicals: Measuring and Evaluating Performance Indicators of Success Increased number of needy persons at the St. John’s Homeless Shelter over an identified period of time. The center targets individuals suffering from alcohol and drug abuse, provides emergency housing and also avails financial counselling services. Assessing the number of individuals seeking for any of the service at the center determines its success. For instance, the center may target a total of 500 persons bi-annually. Attaining this number at the stipulated time highlights a major success. Improved life among the homeless people due to the support availed by the center through programs seeking to enhance their social, economic status exist as another key success indicator. The Center advocates for the rights of the homeless people where this depicts efforts to improve their social, economic status (St. John’s Homeless Shelter, n.d.). A follow-up procedure enables the center to determine the different changes which have taken and measure it against the expected performance. For instance, their living standards is a viable indicator for the life improvement. Indicators Signifying Success in The Strategic Plan The corporate culture exist as one of the vital indicators. Alignment and flexibility of the corporate culture to fit legal changes. Ahmadi, Ali, Salamzadeh, Daraei and Akbari (2012) state that a flexible culture enhances strategy implementation. St. John’s Family Shelter should develop a flexible culture allowing them to make changes emerging from the changing legal provisions. The alignment ensures that the processes fit in emerging legal trends which are rarely predictable. Notably, psychometric tests results act as a viable indicator whether an individual qualifies for the care of St. John’s Family Shelter or not. According to Rust and Golombok (2014), psychometric tests helps to examine psychological issues. The determination of the less fortunate may be a hectic task since some people would fake to receive care at the center. However, the psychometric test reduces the stumbling block associated with determination of the less fortunate. The skills and knowledge portrayed by the external consultancy team aids in evaluating success in the strategic plan. Lastly, the available organizational structure assists in determining if the center attains its objectives or not. Measurement of the Indicators Measuring the workplace culture entails determination of its compatibility with organizational process and ability to suit the legal changes taking place. Determining the impact of a new legal approach introduced in the corporate setting aids in measuring its success. The use of the psychometric tests would assist in measuring success by highlighting the number of individuals who qualify.

1. Running head: MEASURING AND EVALUATING
PERFORMANCE 1
MEASURING AND EVALUATING PERFORMANCE 2
Capstone Project Part IV: The Technicals: Measuring and
Evaluating Performance
The Technicals: Measuring and Evaluating Performance
Indicators of Success
Increased number of needy persons at the St. John’s Homeless
Shelter over an identified period of time. The center targets
individuals suffering from alcohol and drug abuse, provides
emergency housing and also avails financial counselling
services. Assessing the number of individuals seeking for any of
the service at the center determines its success. For instance,
the center may target a total of 500 persons bi-annually.
Attaining this number at the stipulated time highlights a major
success. Improved life among the homeless people due to the
support availed by the center through programs seeking to
enhance their social, economic status exist as another key
success indicator. The Center advocates for the rights of the
homeless people where this depicts efforts to improve their
social, economic status (St. John’s Homeless Shelter, n.d.). A
follow-up procedure enables the center to determine the
different changes which have taken and measure it against the
expected performance. For instance, their living standards is a
viable indicator for the life improvement.
Indicators Signifying Success in The Strategic Plan

2. The corporate culture exist as one of the vital indicators.
Alignment and flexibility of the corporate culture to fit legal
changes. Ahmadi, Ali, Salamzadeh, Daraei and Akbari (2012)
state that a flexible culture enhances strategy implementation.
St. John’s Family Shelter should develop a flexible culture
allowing them to make changes emerging from the changing
legal provisions. The alignment ensures that the processes fit in
emerging legal trends which are rarely predictable. Notably,
psychometric tests results act as a viable indicator whether an
individual qualifies for the care of St. John’s Family Shelter or
not. According to Rust and Golombok (2014), psychometric
tests helps to examine psychological issues. The determination
of the less fortunate may be a hectic task since some people
would fake to receive care at the center. However, the
psychometric test reduces the stumbling block associated with
determination of the less fortunate. The skills and knowledge
portrayed by the external consultancy team aids in evaluating
success in the strategic plan. Lastly, the available
organizational structure assists in determining if the center
attains its objectives or not.
Measurement of the Indicators
Measuring the workplace culture entails determination of its
compatibility with organizational process and ability to suit the
legal changes taking place. Determining the impact of a new
legal approach introduced in the corporate setting aids in
measuring its success. The use of the psychometric tests would
assist in measuring success by highlighting the number of
individuals who qualify for care at the center against those who
fail to qualify. The capability of the external consultants is
assessed by measuring their input and output against that of the
internal consultants. The difference permits the organization to
make decisions regarding incorporating the external consultants
or not. Lastly, the available organizational structures which
supports strategic planning and their role towards enabling the
center meets intended milestones and objectives is vital.
Measuring these structures entails assessment of their

3. contribution towards organizational success.
Performance Targets
Organizational Culture
The number of times the organizational culture has been
changed to align it to operations and the legal requirements. The
performance target enables the center to assess if the corporate
culture supports legal provisions.
Psychometric Tests
The number of less fortunate persons who qualify for care and
attention at the center against those who fail to quality for one
month. The outcome reveals the success level associated with
the use of the psychometric tests in selecting needy persons.
Capacity of the External Stakeholders
The number of new external consultants signed bi-annually.
Determination of the number of new external stakeholders
employed to evaluate financial matters at the center helps to
assess its success. The success is measured against the capacity
of internal stakeholders.
Available Organizational Structures
Evaluating the existing executive structures and systems at the
center. The approach aids determining the possibility of
strategic planning. Strategic planning assists in attaining
predetermined goals (Stroh, 2015). Notably, it also avails an
opportunity to assess how the different operations and activities
relate to in enhancing achievement of the objectives.
References
Ahmadi, A., Ali, S., Salamzadeh, Y., Daraei, M., & Akbari, J.
(2012). Relationship between Organizational Culture and
Strategy Implementation: Typologies and dimensions. Global
Business & Management Research, 4.
Rust, J., & Golombok, S. (2014). Modern Psychometrics: The
science of psychological assessment. Routledge.

4. St. John’s Homeless Shelter (n.d.). St. John’s Homeless Shelter.
Retrieved from
https://www.stjohnhomelessshelter.org/about/our-
organizations/st-johns-homeless- shelter/#1539623763794-
e8514c26-9f67
Stroh, D. (2015). Systems Thinking for Social Change: A
practical guide to solving complex problems, avoiding
unintended consequences, and achieving lasting results. White
River Junction, Vermont: Chelsea Green Publishing
2
CAPSTONE PROJECT PART IV: THE TECHNICALS:
DEVELOPING STRATEGIC GOAL
2
CAPSTONE PROJECT PART IV: THE TECHNICALS:
DEVELOPING STRATEGIC GOAL
CAPSTONE PROJECT PART IV: THE TECHNICALS:
DEVELOPING STRATEGIC GOAL
The strategic goals for St. John’s Homeless Shelter and the
strategies to implement each of them are:
1. Providing of opportunities for individuals with low pay who
are on verge of homelessness
2. Working with local fund-raising charities to raise money to
help families on the curb of homelessness sustaining their

5. current living and housing conditions (Institute of Medicine
(US) Committee on Health Care for Homeless People, 1988).
· Providing job opportunities to ensure they do not fall off the
mark.
3. Empowering government and public associates to progress
their response to people and families undergoing homelessness.
· Developing, distributing and employing toolkits and proposals
to reinforce outreach, registration, and provision distribution.
· Working with authorities and local administrations to uphold a
strategy emphasis on homelessness, as well as homelessness as
an outcome of a catastrophes
· Ensuring psychological counselling of homeless guests to root
out the main causes of homelessness and aiming at preventing
them in the future Working with local healthcare providers to
donate a certain time to assess and meet applicants to root out
causes of homelessness.
· Focus on encouraging applicants to attend group meetings and
sessions while they are staying at the shelter, to converse about
their experiences.
The implementation of these goals requires assessment and co-
operation of local officials, policies, laws and a larger entity,
globalization. As in the effect of globalization redefines
housing rights, states are encouraged to assume proper strategy,
legal, and managerial procedures (Kenna, 2008), which in turn
effect shelters trying to provide the necessary help. Potential
alliances can be formed with local government officials to
ensure maximum help to the homeless. Like reassuring national
agencies to integrate linguistics into their program subsidy
leadership that approves candidates of homeless shelters to be
able to attain financial aid to stabilize their current situations
(U.S Department of Health and Human Services, 2017).
Likewise, selections can be examined to enlarge suppleness in
reimbursing for amenities that retort to the requirements of
individuals with numerous complications. Such alliances are
important as St. John needs all the positive support that they
can get to meet their goals in improving their services

6. Accountability of Employees and Stakeholders
The employees in charge of executing these strategic plans will
be the management and counselling team. In order to work with
local government, employees like Operation Managers will be
responsible to communicate the needs and goals to the relevant
people. The monitoring and execution of the strategic plans
would be done using weekly scheduled meetings and follow-
ups, and assessment of progress reports that enlist the tasks
completed and the tasks pending. In order to ensure
accountability from all employees and stakeholders that are part
of the organization, the interests of everyone need to be aligned
(Neilson, Martin & Powers, 2008). The leadership will be
responsible to assess all possible avenues and drawbacks to the
strategic plans and then impart roles to each employee as
deemed reasonable. All stakeholders, internal and external, will
be responsible to help achieve the intended goals. To keep all
related stakeholders interested and accountable, continuous
surveys can be taken, pamphlets of progress and upcoming
events and strategies can be distributed, seminars to help assess
the current situation and take further suggestions and inputs can
be held, in short pure transparency between the stakeholders
and the execution of the plans will ensure accountability from
all ends.

7. References
Kenna, P. (2008). Globalization and Housing Rights. Indiana
Journal of Global Legal Studies, 15(2). Retrieved from
https://www.nuigalway.ie/media/housinglawrightsandpolicy/ijgl
s-article-p-kenna.pdf
U.S. Department of Health and Human Services.
(2017). Strategic Action Plan on Homelessness. the Secretary’s
Work Group on Ending Chronic Homelessness. Retrieved from
https://www.hhs.gov/programs/social-
services/homelessness/research/strategic-action-plan-on-
homelessness/index.html
Institute of Medicine (US) Committee on Health Care for
Homeless People. (1988) Homelessness, Health, and Human
Needs. Washington (DC): National Academies Press (US); 6,
Summary and Recommendations. Available from:
https://www.ncbi.nlm.nih.gov/books/NBK218243/
Neilson, G., Martin, K., & Powers, E. (2008). The Secrets to
Successful Strategy Execution. Retrieved from
https://hbr.org/2008/06/the-secrets-to-successful-strategy-
execution

8. Running head: CAPSTONE 1
CAPSTONE 2
Capstone Project 1: The Fundamentals
Mental Health and Welfare
Capstone Project 1: The Fundamentals
Core Values
The core values of the St. John’s Homeless Shelter in
Green Bay, Wisconsin are preserving and furthering human
dignity, restoring hope, assisting with goal achievement, and

9. obtaining self-sufficiency (St. John’s Homeless Shelter, n.d.).
These core values are connected to advocacy in terms of
advocation for the rights of the homeless population to not
spend unnecessary nights on the street or be exposed to danger
and the elements. While the shelter provides emergency housing
for those who do not have other housing options, the shelter’s
programs also assist with combatting alcohol and drug abuse,
financial counseling that helps guests transition out of
homelessness, assistance with applying for government housing
programs, and providing donations for guests’ first homes
following shelter life. These programs not only advocate for the
rights of the homeless population, but provide leadership for
social change. Instead of disregarding the homeless population
as non-humane and/or disregarding their social position as the
population’s complete fault, the shelter and its programs realize
the problem of homelessness is a complex socioeconomic issue
that takes understanding and assistance from all members of
society. The shelter’s core values not only improve the physical,
emotional, psychological, and financial well-being of its clients,
but allows volunteers, staff, and the community to remove the
stigmas associated with homelessness. A higher degree of
empathy is developed amongst those who assist with eradication
and prevention of homelessness.
Although there is an absence of a formal mission statement
on the organization’s website, the mission of the organization
seems to be a combination of “connecting people with purpose”
and “restoring hope” (St. John’s Homeless Shelter, n.d.). This
mission is highly aligned with all of St. John’s values. While
connecting people with purpose is more aligned with the values
of goal achievement and achieving self-sufficiency, the
restoring hope portion of the mission is highly connected with
the value of human dignity. The meanings of purpose, goal
achievement, and self-sufficiency are interdependent, although
human dignity could also be perceived as overlapping the
achievement of meaningful purpose. The mission promotes both
advocacy and social change by restoring hope and purpose to a

10. population that has lost both through the stigmas and
difficulties associated with being homeless. However, being that
the apparent mission statement itself is so succinct, it does not
necessarily provide evidence of how St. John’s contributes to
the well-being of individuals, groups, or societies. Although
hope and purpose can certainly be attributed to psychological
and emotional well-being, there is not enough of a description
within the mission statement that indicates how hope and
purpose are being carried out.
Similar to the mission statement, there is an absence of a
clear designation of St. John’s vision. The closest statement that
resembles an organizational vision is the following: “provides
night-to-night temporary emergency shelter to adult men and
women. St. John’s believes in meeting each guest right where
they are at. Programs and services are then offered in the
context of the furtherance of human dignity to assist each guest
in goal attainment and self-sufficiency” (St. John’s Homeless
Shelter, n.d., para. 1). The vision statement also communicates
the values of the organization so it is completely aligned with
the concepts of advocacy, helping homeless populations achieve
goals and self-sufficiency, and restoring human dignity and
hope. The organization’s vision statement promotes advocacy,
leadership, and social change. By providing the adult homeless
population with temporary shelter, the organization is
advocating for the need for the homeless to find a safe,
comfortable, warm place to sleep for the night. The shelter’s
vision statement demonstrates leadership through the promotion
of providing tailored programs and services according to where
each guest is at in his or her situation. Social change is
communicated through the portion of the statement that points
to self-sufficiency. Instead of only providing a temporary
solution, the organization’s programs seek to discover the
primary root cause of homelessness in each guest and help each
guest work towards overcoming the barriers to full social
assimilation.
The key stakeholders involved in the organization include

11. the guests, the board of directors, staff members, volunteers,
and the Green Bay, Wisconsin community. Internal stakeholders
include staff members, volunteers, and the board of directors.
External stakeholders include guests and the greater Green Bay,
Wisconsin community. While guests could also be considered
internal stakeholders while they are residing at the shelter, since
their residence is temporary, they would primarily be
considered as external stakeholders as members of the Green
Bay community. However, it is possible that some stakeholders
would be considered both internal and external. For example, a
volunteer or staff member who also resides in Green Bay would
be considered both. The board of directors is responsible for
providing leadership and managerial oversight, while staff
members are responsible for implementing the shelter’s
programs and services. Some staff members, such as the
executive director, would be considered as fulfilling a
managerial role as well. Volunteers play the role of assisting
with implementation of the shelter’s programs and services,
albeit at a lower level than the majority of the organization’s
staff members. Without guests, the organization would not exist
and as recipients of the organization’s services, they could
become current or future advocates for the organization’s
mission. Community members who have not stayed at the
shelter could also become advocates for the organization’s
mission, provide donations, or become future volunteers. The
board of directors, staff, and volunteers could provide
operational information, as well as information about the
services provided to guests. These stakeholders could also shed
light on the needs the organization has, identify gaps, and
describe how guests have been able to successfully transition
from homelessness to self-sufficiency. The guests themselves
could provide information on the quality of services they
receive, whether they are helpful, and offer insights into how
the organization can improve its outreach. Community members
could play a critical role in providing information about how
the organization is perceived from the outside, whether there is

12. adequate awareness of what the organization does and the
importance of what the organization does, as well as identify
barriers to adequate community involvement.
References
St. John’s Homeless Shelter (n.d.). St. John’s Homeless Shelter.
Retrieved from
https://www.stjohnhomelessshelter.org/about/our-
organizations/st-johns-homeless- shelter/#1539623763794-
e8514c26-9f67