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THE PERFORMANCE IMPERATIVE:A FRAMEWORK FOR SOCIAL SECTOR EXCELLENCE
10 Minute Overview
PRESENTED BY:
Adrian Bordone,Ambassador
Isaac Castillo, Deputy Director
@Isaac_outcomes
REENTRY, WORK & CRIME IN AMERICANEW REALITY IN AN AGE OF AUSTERITY
“It is no longer good enough to make the case that we are addressing real needs. We need to prove that we are making a real difference.”
- Mario Morino from Leap of Reason
REENTRY, WORK & CRIME IN AMERICAFIRST DO NO HARM…THEN DO MORE GOOD
“A nonprofit should measure outcomes for a single reason:to improve thequality of services for clients.”- from Leap of Reason
4ORGANIZATIONAL EXCELLENCEMANDELA OF ORGANIZATION EXCELLENCE
TO WHAT END?5
The seven pillars are the pathway for becoming a high-performance organization…one with the ability to deliver—over a prolonged period of
time—meaningful, measurable, and financially sustainable results for the people or causes the
organization is in existence to serve.
T0 WHAT END?
THE PERFORMANCE IMPERATIVE:A FRAMEWORK FOR SOCIAL SECTOR EXCELLENCE
Working Session
PRESENTED BY:
Adrian Bordone,Ambassador
Isaac Castillo, Deputy Director
@Isaac_outcomes
SOMETHING’S GOT TO CHANGE7
Nonprofit and Public Sector Organizations
Reduced Funding
Increase
d
Deman
dChanging
Needs
Deman
d for
Improved
Quality
THE WORLD HAS CHANGED AND SO MUST WE
ARE YOU HIGH PERFORMANCE?
9ORGANIZATIONAL EXCELLENCEMANDELA OF ORGANIZATION EXCELLENCE
PI SUPPORTS RANGE OF METHODOLOGIES
Augments other definitional resources and/or helps in implementing management methodologies
10
Management by Objectives
(MBO)
Six Sigma
PURSUING HIGH PERFORMANCE11
Pillar 1: Courageous, adaptive executive and board leadership (the preeminent pillar)
Pillar 2: Disciplined, people-focused management
Pillar 3: Well-designed and well-implemented programs and strategies
Pillar 4: Financial health and sustainability
Pillar 5: A culture that values learning
Pillar 6: Internal monitoring for continuous improvement
Pillar 7: External evaluation for mission effectiveness
Cultivating Seven Core Disciplines
PURSUING HIGH PERFORMANCE
12PILLAR FIVE: A CULTURE THAT VALUES LEARNING
Management and staff work hard to do what they do well, continually seek to do even better, and do so with anunrelenting focus on the people or causes they serve.
13
Understand the organization’s mission and desired results and review them periodicallyContinually seek to do even better for the people or causes they serveHave high expectations of themselvesTake on the challenge of collecting and using informationSeek opportunities to benchmark themselves against, and learn from, peer organizationsAre curious, ask questions, and push each other’s thinkingFeel safe acknowledging when there are problemsCarve out some time to step back, take stock, and reflect
High-Performance Organizations: Culture and people are key
PILLAR FIVE: A CULTURE THAT VALUES LEARNING
14
The success of nonprofit organizations pivots on (1) whom they serve. (2) what they do.(3) how well they do it.
PILLAR THREE: WELL DESIGNED PROGRAMS
15
Are clear on their target population or audienceBase program design on a sound analysis of the issues, insights from intended beneficiaries, and evidence-informed assumptionsDesign with careful attention to the larger ecosystem in which they operateImplement their programs in a consistently high-quality mannerRecruit, retain, motivate, listen to, and learn from their participants and intended beneficiariesInvest in building strong relationships between staff and participantsGuard against the temptation to veer off course in search of numbers that look good in marketing materials or reports to funders
High-Performance Organizations: The foundation for performance
PILLAR THREE: WELL DESIGNED PROGRAMS
16PILLAR SIX: INTERNAL MONITORING FOR CONTINUOUS IMPROVEMENT
Management and staff make the collection, analysis, and use of datapart of the organization’s DNA.
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Establish clear metrics, tightly aligned with the results they want to achieveProduce frequent reports on how well the organization is implementing its programs and strategiesMake the collection, analysis, and use of data part of the organization’s DNADon’t collect excessive informationDraw extensively on lessons from organizational assessments and evaluations of like programs
High-Performance Organizations: Data vital to learning, improvement
PILLAR SIX: INTERNAL MONITORING FOR CONTINUOUS IMPROVEMENT
Conversation Starters
Discussion Questions:
Has your organization specifically defined who you will serve and who you will NOT serve?
o What makes up this definition and how do you determine if someone qualifies?
Do you have descriptions, summaries, or illustrations of your services/programs?
o Does this include the amount of service a participant needs to receive before they are expected to benefit?
Do you have a way to measure if your programs and services are being delivered as intended or designed?
Do you have a way to measure program or service quality?
Continued Possible Q & A
Discussion Questions:
How did you decide on what performance measures, indicators, and outcomes to monitor?
o Is this data over and above what funders require? What do you use this information for?
How frequently do you and your staff look at data or reports to manage to outcomes and inform tactical and strategic decision making?
o Does this occur yearly, monthly, or more frequently?
When outcomes for your target population are less than desired what happens? What is the process for the organization to gain an understanding on why desired results are not occurring?
o How are these learnings shared with staff?
