THE PERFORMANCE IMPERATIVE 2.0 A F R A M E W O R K F O R S O C I - - PowerPoint PPT Presentation

A F R A M E W O R K F O R S O C I A L - S E C T O R E X C E L L E N C E

THE PERFORMANCE IMPERATIVE 2.0

My or ganization looks to _______ for infor mation on be st pr ac tic e s, thought le ade r ship for my fie ld.

My or ganization c onduc ts boar d/ staff se lf e valuations on a ________ basis.

(Mo nthly, se mi-a nnua l, a nnua l, b ie nnia l)

T O WHAT E ND?

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T he se ve n pilla rs a re the pa thwa y to hig h-pe rfo rma nc e —tha t is the a b ility to de live r me a ning ful, me a sura b le , a nd fina nc ia lly susta ina b le re sults fo r the pe o ple o r c a use s yo u se rve .

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Co pyrig ht (c ) 2019 Mo rino Institute (Pro visio na l ho lde r

• f c o pyrig ht fo r L

e a p o f Re a so n Amb a ssa do rs Co mmunity) Co pyrig ht (c ) 2019 Mo rino Institute (Pro visio na l ho lde r

• f c o pyrig ht fo r L

e a p o f Re a so n Amb a ssa do rs Co mmunity)

KEY FEATURES OF THE PERFORMANCE IMPERATIVE

• It de fine s what a high-pe r

for manc e or ganization is

• It plac e s pr

e e mine nt impor tanc e on le ade r ship

• It r

e c ognize s that c ultur e and pe ople ar e ke y to pe r for manc e , c ontinuous le ar ning, and impr

• ve me nt
• It ble nds disc ipline d e xe c ution, pe ople foc us, and data-

dr ive n de c ision-making

• It ide ntifie s e xte r

nal e valuation as e sse ntial to ope r ational pe r for manc e

• It foc use s on or

ganizations ove r all (not just pr

• gr

ams)

PILLAR 1: COURAGEOUS, ADAPTIVE

EXECUTIVE & BOARD LEADERSHIP

• 1.2.2: My o rg a niza tio n’ s b o a rd me mb e rs a re

suffic ie ntly kno wle dg e a b le a b o ut o ur b usine ss mo de l a nd pro g ra ms to e ng a g e in ro utine , c o nstruc tive q ue stio ning o f ho w we de plo y re so urc e s a nd to e nsure tha t we ’ re fo c using o ur re so urc e s o n the a re a s whe re we c a n ha ve the g re a te st impa c t.

PILLAR 1: COURAGEOUS, ADAPTIVE

EXECUTIVE & BOARD LEADERSHIP

• 1.10.1: E

a c h o f my o rg a niza tio n’ s b o a rd me mb e rs inve sts time o utside o f fo rma l b o a rd a nd c o mmitte e me e ting s to wo rk in pa rtne rship with o ur e xe c utive s to ra ise the re so urc e s we ne e d to fina nc e the o rg a niza tio n.

• 1.12: E

xe c utive s a nd b o a rds c ultiva te dive rsity, e q uity, a nd inc lusio n a t e ve ry le ve l o f the

• rg a niza tio n, b e c a use a wide a rra y o f

b a c kg ro unds, e xpe rie nc e s, a nd pe rspe c tive s c o ntrib ute to a n o rg a niza tio n’ s c re a tivity, e mpa thy, a nd e ffe c tive ne ss.

PILLAR 2: DISCIPLINED, PEOPLE-FOCUSED

MANAGEMENT

• 2.1.1: My o rg a niza tio n’ s ma na g e rs pa rtne r with

sta ff to de ve lo p individua l pe rfo rma nc e

• b je c tive s tha t suppo rt o ur o rg a niza tio na l

g o a ls.

• 2.3.2: My o rg a niza tio n’ s ma na g e rs a llo c a te

suffic ie nt re so urc e s to re c ruit, de ve lo p, re wa rd, a nd re ta in hig h-pe rfo rming individua ls who a re c o mmitte d to o ur missio n a nd o ur c ulture .

PILLAR 2: DISCIPLINED, PEOPLE-FOCUSED

MANAGEMENT

• 2.6.3: My o rg a niza tio n’ s ma na g e rs e sta b lish a n

e ffe c tive pro fe ssio na l de ve lo pme nt pla n tie d to e a c h individua l’ s c a re e r g o a ls a nd the

• rg a niza tio n’ s ne e ds.
• 2.7.1: Ma na g e rs in o ur o rg a niza tio n a re

re c e ptive to re c e iving fe e db a c k a nd ma ke g e nuine e ffo rts to c re a te sa fe spa c e s fo r sta ff to pro vide it.

PILLAR 3: WELL-DESIGNED &

WELL IMPLEMENTED PROGRAMS AND STRATEGIES

• 3.2.1: My o rg a niza tio n se le c tive ly hire s tho se

who ha ve a de e p unde rsta nding o f the pe o ple a nd c a use s we se rve & ha ve de mo nstra te d a stro ng a b ility to c o nne c t with pe o ple in a c o mpa ssio na te , a c c e pting a nd c o lla b o ra tive ma nne r.

PILLAR 3: WELL-DESIGNED &

WELL IMPLEMENTED PROGRAMS AND STRATEGIES

• 3.3 L

e a de rs & ma na g e rs se le c t o r de sig n the ir pro g ra ms a nd stra te g ie s b a se d o n a so und a na lysis o f the issue s & e vide nc e info rme d a ssumptio ns a b o ut ho w the o rg a niza tio n’ s a c tivitie s c a n le a d to the de sire d c ha ng e (the o ry

• f c ha ng e ).
• 3.6: L

e a de rs & ma na g e rs a re se nsitive to the c ultura l, ra c ia l a nd po litic a l dyna mic s in the c o mmunitie s the y se rve a nd a re o pe n to ma king a djustme nts to the ir pro g ra ms a nd stra te g ie s whe n the se dyna mic s shift.

PILLAR 4: FINANCIAL HEALTH

AND SUSTAINABILITY

• 4.1.1: My o rg a niza tio n tra c ks ma jo r re ve nue a nd

e xpe nse a ssumptio ns a nd ke y fina nc ia l he a lth indic a to rs. At le a st se mi-a nnua lly, we a sse ss o ur fina nc ia l pe rfo rma nc e & ma ke c o urse c o rre c tio ns a s ne c e ssa ry.

• 4.1.3: My o rg a niza tio n’ s fina nc ia l pla n a ims to

ma ximize susta ina b le so urc e s o f re ve nue – so we ’ re no t o ve rly de pe nde nt o n so urc e s tha t a re sho rt te rm o r sub je c t to shifts a t a ny time .

PILLAR 4: FINANCIAL HEALTH

AND SUSTAINABILITY

• 4.6.1: My o rg a niza tio n’ s mo nthly fina nc ia l re po rts

inc lude a n a na lysis o f fina nc ia l pe rfo rma nc e , a va ria nc e a na lysis (pla n v. a c tua l re sults) & a c a sh- flo w a na lysis. We sha re the se re po rts with a ll le a de rs a nd a ppro pria te ma na g e rs.

• 4.7: T

he b o a rd & ma na g e me nt tre a t fundra ising / fund de ve lo pme nt a s a stra te g ic func tio n tha t re q uire s fo c us, ma na g e me nt, c a pita l, a nd spe c ia lize d skill se ts. T he y c ra ft c le a rly de fine d ro le s a nd g o a ls fo r the b o a rd a nd sta ff.

PILLAR 4: FINANCIAL HEALTH

AND SUSTAINABILITY

• 4.9.3: My o rg a niza tio n’ s le a de rship

e nsure s tha t we o nly g ro w o ur pro g ra ms whe n we c a n a lso g ro w o ur pro g ra m c a pa c ity & a dministra tive infra struc ture – to e nsure re a so na b le a lig nme nt o f c o sts a nd re ve nue s.

PILLAR 5: A CULTURE THAT

VALUES LEARNING

• 5.5: T

he b o a rd, ma na g e me nt & sta ff ta ke o n the c ha lle ng e o f c o lle c ting a nd using info rma tio n, no t b e c a use it’ s a g o o d ma rke ting to o k & no t b e c a use a funde r sa id the y ha ve to . T he y b e lie ve it is inte g ra l to e nsuring ma te ria l, me a sura b le , a nd susta ina b le g o o d fo r the pe o ple o r c a use s the y se rve .

• 5.6: T

he b o a rd, ma na g e me nt & sta ff re c o g nize the y c a n’ t fully unde rsta nd the ne e ds o f tho se the y se rve unle ss the y liste n & le a rn fro m c o nstitue nts in fo rma l & info rma l wa ys.

PILLAR 5: A CULTURE THAT

VALUES LEARNING

• 5.7.2: My o rg a niza tio n’ s b o a rd re g ula rly e ng a g e s in

disc ussio n with pe e r o rg a niza tio ns to sha re le sso ns & e xpe rie nc e s. We a lso pa rtic ipa te in in re le va nt pro fe ssio na l a sso c ia tio ns & le a rning ne two rks tha t he lp us c o mpa re o ur pro c e sse s a nd re sults with simila r

• rg a niza tio ns.

PILLAR 5: A CULTURE THAT

VALUES LEARNING

• 5.10: E

ve n the b usie st le a de rs, ma na g e rs & sta ff me mb e rs c a rve o ut fo rma l & info rma l o ppo rtunitie s to ste p b a c k, ta ke sto c k a nd re fle c t.

• 5.10.1: Be c a use the urg e nt o fte n sq ue e ze s o ut the

impo rta nt, le a de rs, ma na g e rs & sta ff pe rio dic a lly se t a side uninte rrupte d time o n o ur c a le nda rs to re a d &

• think. T

he y use this time to re fle c t o n the ir o wn pe rfo rma nc e & o n o ur pe o ple , pro c e sse s, c ulture a nd re sults.

PILLAR 6: INTERNAL MONITORING FOR

CONTINUOUS IMPROVEMENT

• 6.1.2: Our ma na g e me nt & sta ff ha ve ide ntifie d

wha t info rma tio n we ne e d fo r a na lysis o f lo ng - te rm pa tte rns, tre nds a nd c o rre la tio ns.

F

• r e xa mple ho w ha ve the numb e rs se rve d,
• utc o me s & c o st pe r o utc o me c ha ng e d o ve r

the pa st 24 mo nths?

PILLAR 6: INTERNAL MONITORING FOR

CONTINUOUS IMPROVEMENT

• 6.3: Ma na g e me nt & sta ff ma ke the c o lle c tio n,

a na lysis a nd use o f da ta pa rt o f the o rg a niza tio n’ s c ulture a nd da ily o pe ra tio ns. T he y e nsure tha t pe o ple unde rsta nd the ke y me tric s. And the y inve st in o ng o ing tra ining to he lp sta ff g a in c o mfo rt in wo rking with da ta a s a na tura l pa rt o f the ir jo b .

• 6.7: My o rg a niza tio n pe rio dic a lly b ring s o utside

e xpe rts to b rie f o ur ma na g e me nt & sta ff o n the la te st disc o ve rie s, tre nds in the fie ld & a re a s whe re we c a n impro ve .

PILLAR 7: EXTERNAL EVALUATION FOR

MISSION EFFECTIVENESS

• 7.2: L

e a de rs c o mmissio n e xte rna l a sse ssme nts to le a rn mo re a b o ut ho w we ll the ir pro g ra ms a re b e ing run, wha t the se pro g ra ms a re o r a re no t a c c o mplishing , who is o r is no t b e ne fiting a nd ho w the pro g ra ms c a n b e stre ng the ne d. L e a de rs do no t use e xte rna l a sse ssme nts a s a

• ne -time , up o r do wn ve rdic t o n the
• rg a niza tio n’ s e ffe c tive ne ss.

PILLAR 7: EXTERNAL EVALUATION FOR

MISSION EFFECTIVENESS

• 7.3.3; My o rg a niza tio n’ s e va lua tio n pla n

inc lude s summa tive (impa c t) e va lua tio n o f pro g ra ms tha t ha ve b e e n running a s inte nde d fo r se ve ra l ye a rs, to he lp us de te rmine whe the r we ’ re ma king a diffe re nc e b e yo nd wha t wo uld ha ve ha ppe ne d a nywa y.

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“It’s a wonde r ful

• ppor

tunity to c e le br ate how far we ’ve c ome , and to validate the tr aje c tor y we ar e alr e ady on. [It is] also he lpful to make sur e we ar e c onside r ing all of the r ight que stions and ne xt ste ps to ac hie ve our goals.” T e r r i Sor e nse n, CE O, F r ie nds of the Childr e n

Co pyrig ht (c ) 2019 Mo rino Institute (Pro visio na l ho lde r

• f c o pyrig ht fo r L

e a p o f Re a so n Amb a ssa do rs Co mmunity)

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“What I like best about the Performance Practice is that it’s non-judgmental and

• pens the door for candid
• conversations. It helped us

discuss organizational strengths and weaknesses

• penly and honestly.”

Kevin Jones

Former Executive Director Urban Coalition for HIV/AIDS Prevention Services

Co pyrig ht (c ) 2019 Mo rino Institute (Pro visio na l ho lde r

• f c o pyrig ht fo r L

e a p o f Re a so n Amb a ssa do rs Co mmunity)

EINHORN FAMILY CHARITABLE TRUST

“T he Pe rfo rma nc e Pra c tic e he lps o ur pa rtne rs re fle c t

• n the ir o rg a niza tio ns’

pro g re ss a nd c ha lle ng e s

• ve r time , so we c a n ha ve
• pe n a nd o b je c tive

c o nve rsa tio ns a b o ut the ir ne e ds, a s we ll a s whe re a nd ho w we c a n b e st suppo rt the ir wo rk.” Je nnife r Ho o s Ro thb e rg

E xe c utive Dire c to r E inho rn F a mily Cha rita b le T rust

PERFORMANCE IMPERATIVE

• Whe re is yo ur o rg a niza tio n stro ng ?
• Whe re is the re o ppo rtunity to impro ve ?
• Who m do yo u ne e d to ta lk to a b o ut this?
• Wha t sho uld we fo c us o n first?

BACK AT THE OFFICE:

PERFORMANCE PRACTICE WORKBOOK

PERFORMANCE IMPERATIVE & 2020 THE NONPROFIT NETWORK

MONT H T OPIC PI PIL L AR

JANUARY Pe rfo rma nc e I mpe ra tive All F E BRUARY Vo lunte e r Ma na g e me nt 2 MARCH L

• g ic Mo de l/ Pro g ra m De sig n fo r F

unding Pro po sa ls 3, 6 APRI L F ina nc ia l Ma na g e me nt fo r Sma lle r Org s 4 MAY Da ta I nfo rme d De c isio n-ma king 3, 6 AUGUST T e lling Yo ur Sto ry 1 SE PT E MBE R I nflue nc ing Po lic y 1, 5 OCT OBE R Ma na g e me nt Princ iple s (pa ne l) 1, 2 NOVE MBE R Dive rsifying Bo a rd & L e a de rship Co mmitte e s 1

OTHER RESOURCES TO SUPPORT PERFORMANCE

• Ce nte x AF

P mo nthly me e ting s

• HOT

SHRM mo nthly me e ting s

• L

e a de rshipPL E NT Y I nstitute

• F

a c ilita ting Ma ste rful Me e ting s T ra ining (Wa c o F dn)

• Building Hig h Pe rfo rming Bo a rds (Co o pe r F

dn)

• RE

I Gro undwa te r T ra ining (Co o pe r & Wa c o F dn)

• RE

I Pha se I T ra ining (Co o pe r & Wa c o F dn)