Tag Archives: effectiveness

National Commission on Voluntary Sector Capacity and Sustainability

A national dialogue is underway focused on changes ahead for the Public and Private Sectors; however, we have heard nothing about the Voluntary Sector.  Yet we know it will be affected by the types of changes being discussed for the governmental and business sectors. 

This Memorandum represents a call to recognize the importance of the “Quality of Life” Sector.  It suggests establishing a non-political, non-ideological, fact-based process that provides us with the data and understandings needed to make sound decisions on voluntary sector policy, education, professional development, work force readiness, and overall capacity by these organizations and their dedicated professionals and volunteers to meet growing human services needs.  Successfully doing so will help ensure the “greatness” of our future national Quality of Life. 

Tracy D. Connors, PhD

MEMORANDUM FOR COUNSELOR TO THE PRESIDENT STEPHEN BANNON

Subj:  National Commission on Voluntary Sector Capacity and Sustainability
Executive Summary

America’s Voluntary Sector of the economy – more than one million charitable, philanthropic organizations employing more than 10 million professionals – is a vital contributor to, even determiner of, any national strategy seeking to “make America great again.”

Recognizing the vital contributions made by the Voluntary Sector to America’s current and future “greatness” of our national quality of life, the new Administration is urged to consider a national initiative to better understand and define the role of the Voluntary Sector in America’s “greatness” and to identify what is needed to ensure the Voluntary Sector adds the capacities needed to sustain and improve America’s national Quality of Life.

The paper suggests the establishment of a National Commission on Voluntary Sector Capacity and Sustainability.

Answers would be sought by the nonpartisan, blue-ribbon Commission to three broad questions, including:

  • What is the current state of the “Quality of Life” sector?
  • What will the Voluntary Sector be expected to provide in the way of human services in coming years if it is to meet the growing needs, and to ensure continued improvement in national Quality of Life?
  • What will be required in the way of additional or expanded capacities for the Independent Sector to not only sustain overall quality human services delivery in the face of changing and challenging operating environments, but to improve overall excellence, organizational performance, and quality results?
Background

America’s economy is broadly organized into three “sectors,” including:

  • The Public (government) Sector: those portions of America’s economic system that are controlled by national, state or provincial, and local governments;
  • The Private Sector: businesses earning profits for owners; and,
  • The Voluntary Sector (also called “Third Sector,” “Independent Sector”: charitable, philanthropic, and nonprofit organizations whose purposes are to benefit and enrich society.

The Trump Administration’s emerging plans for the Public and Private Sectors reflect a vital strategic focus on results and outcomes that will “make America Great Again.”

To date, little is known or has been communicated regarding the role of the Voluntary Sector in making America great again.

However, America’s more than one million charitable/philanthropic organizations employ over 10 million professionals providing a myriad of human services that collectively provide the majority of America’s quality of life.

The Voluntary Sector is essential to any national strategy that seeks to make America great again.

Discussion
America’s overall quality of life depends on the collective human services provided by nearly one million charitable-philanthropic-nonprofit organizations.

The charitable-philanthropic/nonprofit sector is the most rapidly growing and changing economic and organizational domain in the world — a universe of voluntary associations and organizations representing civil society, philanthropy, and voluntary action.  The Voluntary Sector has more than doubled since publication in 1980 of the first handbook recognizing the new professional field of “nonprofit organization management” (Connors, 1980).  It has become a universe of voluntary associations and organizations representing civil society, philanthropy, and voluntary action.

America’s future quality of life will depend in large part on the ability of its more than one million charitable-philanthropic-nonprofit organizations to collectively provide a myriad of human services ranging from arts and education, to health, advocacy and social services.  Sustaining our national quality of life in the face of expanding needs and dwindling resources will require significant improvements by our voluntary organizations in mission fulfillment, performance, productivity, and human services delivery. These voluntary organizations must deliver a myriad of human services in the face of ever-changing operating environments, compounded by the ever-growing demands for social human services needed to sustain our nation’s overall quality of life, and further complicated by growing calls for improved Effectiveness, Efficiency, Transparency and Accountability.

Achieving improvements in overall effectiveness and efficiency resulting in substantially improved performance, results and outcomes will be among the most pressing challenges facing C-P/NP’s as transformational organizations.

Unanswered Questions

Regardless of one’s political views, all sides appreciate the significant contributions made to America’s quality of life by its voluntary action organizations–and the need to develop policies and guidelines that enhance cooperation, improve performance and results, and add capacities needed to ensure America’s future quality of life, without undermining the core values that make America’s nonprofits so important to its overall quality of life.

Improving performance and capacity while strengthening Voluntary Sector core values requires answers to the following broad questions, including:

  • What is the state of the “Quality of Life” Voluntary Sector?
  • What will the Voluntary Sector be expected to provide in the way of human services in coming years if it is to meet the growing needs, and to ensure continued improvement in national Quality of Life?
  • What will be required in the way of additional or expanded capacities for the Independent Sector to not only sustain overall quality human services delivery in the face of changing and challenging operating environments, but to improve overall excellence, organizational performance, and quality results?
Results and Outcomes

During an approximately one year charter for the National Commission on Voluntary Sector Capacity and Sustainability, the following results and outcomes would be sought, including:

Gain Better Understandings regarding the:
  • Overall contributions by the voluntary sector to national quality of life.
  • Dynamic operating environments in which most voluntary organizations seek to survive and to fulfill their public purposes and missions.
  • Nature and depths of the strengths, weaknesses, opportunities, and threats facing voluntary organizations.
  • Current relationships and/or partnerships between government and voluntary sector organizations.
Provide fact-based knowledge needed to:
  • Ensure the ability of the voluntary sector to sustain current levels of human services delivery;
  • Understand the scope and depth of challenges to needed capacity by sector organizations;
  • Put into place the educational and professional development resources and opportunities needed to ensure improved organizational performance as measured by effectiveness, efficiency, and transformational organizational environments;
  • Establish a government-voluntary sector relationship that represents an effective balance between policies that protect public purposes and missions, and that support the traditional charitable ethos that characterizes and inspires voluntary constituencies.
Overall Milestones:

Broad milestones for the Commission would include:

  • Creation of a national survey designed to provide a robust data base from which to develop answers to the basic research questions.
  • Analysis of the survey to identify conditions, needs, trends, and understandings contributing to sound policy considerations.
  • Hearings to provide the forum for public participation and input to the process.
  • Compilation of the Commission’s Findings and Recommendations, followed by publication.

The Way Ahead for Charities: E/EAT-ing Towards Excellence

Recent discussions in national media, including the WSJ, have highlighted the undeniable need by our charitable organizations to significantly improve their effectiveness, efficiency, accountability and transparency (E/EAT). Some have framed the national dialogue for improved E/EAT as a choice or trade-off by charities between embracing societal values emphasizing more economical allocation and expenditure of public funds and charitable donations, versus compromising (by reduced or inferior human services delivery) more traditional charitable values (ethos) that place a higher value on public and human services missions. Choosing “more business-like” or “commercialism” over “charity,” is seen as dangerous by some sector leaders, threatening humanistic, traditional charitable core values.

Such polarity framing represents a false dilemma.

First, “business-like” as a metaphor for effectiveness and efficiency is contradicted daily in WSJ headlines. Second, the range of promising new business model options available for nonprofits is steadily growing. In fact, many nonprofits are developing and using new (hybrid) business models, adapted (not adopted) from both for-profit and public enterprises, offering improved E/EAT without abandoning traditional charitable values. Further, such models provide the additional flexibility needed to deal with the complexities of today’s VUCA (volatile, uncertain, complex and ambiguous) environments.

Clearly, E/EAT pressures will continue as “society” asserts primacy for the “economy” core value. In any values conflict between society and organizations such as public charities allowed to operate within its physical or economic borders, society will ultimately prevail.

America’s charities can wait to be forced into various modes of compliance based on external pressures, e.g., regulations or stipulations placed on resources; or, opt for self-directed, values-driven, internal compliance, e.g., adapting and using new business models improving E/EAT, while retaining essential organizational ethos. Such models will also reinforce another traditional charitable core value: excellence, sustained superior performance directed at public service mission fulfillment. Nonprofits can resolve potential conflict, fulfill their societal social contracts, and retain their essential ethos, by adapting and using those business models and strategies from all sectors that foster their continuing pursuit of excellence.

National media coverage of new emerging NPO business models leading to excellence represents its own significant contribution to improving charitable E/EAT, and our national quality of life.

Mission & Vision

The Self-Renewing Management Model identifies the three management domains that determine – and reflect – an organization’s ability to achieve its mission and to sustain its ability to do so in the face of ever-evolving operating environments.

SRVO_SR Org Characteristics_750pxs

 

Staying “new” can be understood in terms of condition and surroundings or ambient: In Accord With Mission and Context). For example, an organization’s status or “condition” can be seen as its readiness to fulfill the mission(s) for which it exists. If an organization lacks purpose, or is not meeting its public purpose, it is tottering on the lowest state of mission-readiness. However, an organization that is customer focused and driven, and is meeting its public purposes, is fulfilling its Mission.

Mission

The term “mission” refers to the overall function of an organization. The mission answers the question, “What is this organization attempting to accomplish?” The mission might define customers or markets served, distinctive or core competencies, or technologies used. ” “Mission creep”—the random accumulation of new goals and tasks as the organization follows funding (rather than its mission)—or to “mission shear”—direct and consistent pressure that pushes the organization systematically away from its mission and toward other interests.

Vision

The term “vision” refers to the desired future state of your organization. The vision describes where the organization is headed, what it intends to be, or how it wishes to be perceived in the future.

Suggested citation:

Connors, T. D. (2015, July 31). Mission & vision: Organizational purpose and future state. In Effective organizations: purposeful and results focused: NPO crossroads. Retrieved from BelleAire Press, LLC: http://www.npocrossroads.com/category/effectiveness/mission-and-vision/

© Copyright 2015 BelleAire Press, LLC

 

Choosing how we E/EAT

Recent discussions in some national media have highlighted the undeniable need by our charitable organizations to significantly improve their effectiveness, efficiency, accountability and transparency (E/EAT).

Some have framed the national dialogue for improved E/EAT as a choice or trade-off by charities between embracing societal values emphasizing more economical allocation and expenditure of public funds and charitable donations, versus compromising (by reduced or inferior human services delivery) more traditional charitable values (ethos) that place a higher value on public and human services missions. Choosing “more business-like” or “commercialism” over “charity,” is seen as dangerous by some sector leaders, threatening humanistic, traditional charitable core values.

Such polarity framing represents a false dilemma.

First, “business-like” as a metaphor for effectiveness and efficiency is contradicted daily in the headlines of our nation’s press. Second, the range of promising new business model options available for nonprofits is steadily growing. In fact, many nonprofits are developing and using new (hybrid) business models, adapted (not adopted) from both for-profit and public enterprises, offering improved E/EAT without abandoning traditional charitable values. Further, such models provide the additional flexibility needed to deal with the complexities of today’s VUCA (volatile, uncertain, complex and ambiguous) environments.

Clearly, E/EAT pressures will continue as “society” asserts primacy for the “economy” core value. In any values conflict between society and organizations such as public charities allowed to operate within its physical or economic borders, society will ultimately prevail.

America’s charities can wait to be forced into various modes of compliance based on external pressures, e.g., regulations or stipulations placed on resources; OR, opt for self-directed, values-driven, internal compliance, e.g., adapting and using new business models improving E/EAT, while retaining essential organizational ethos. Such models will also reinforce another traditional charitable core value: excellence, sustained superior performance directed at public service mission fulfillment. Nonprofits can resolve potential conflict, fulfill their societal social contracts, and retain their essential ethos, by adapting and using those business models and strategies from all sectors that foster their continuing pursuit of excellence.

Media coverage of new emerging NPO business models leading to excellence represents its own significant contribution to improving charitable E/EAT, and our national quality of life.

© Copyright 2015 Tracy D. Connors