Tag Archives: performance improvement

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.

Views from a strategic mirror

mirror-image-titleBackground:

The NPO Strategic Mirror is a convenient tool for senior leaders of nonprofit organization to better understand how — or whether — the organization’s strategic planning and deployment are directly linked to outcomes and results that demonstrate improved mission and public purpose accomplishment.

This strategic directions profiling and self-assessment resource is based on the self-renewing management model (Connors, 1997, 2001, 2014), and was most recently used by Norwich University as a tool  to review and assess strategic planning by Vermont charitable-philanthopic-nonprofit organizations.

The answers sought on the questionnaire are related to and focused on those management actions, activities, and competencies that senior NPO leaders have identified as contributing to their successes and those of their organizations.

The NPO Strategic Mirror is a strategic directions profiling and self-assessment tool created by Dr. Tracy Connors based on the self-renewing management model (Connors, 1997/2001) and rankings provided by senior NPO practitioners during the Charitable-Philanthropic Organization Self-Renewing Management Model (C-POSRM) Study (Connors, 2014).

About the Strategic Mirror assessment

The actual assessment can be completed in a few minutes by those who are familiar with the organization’s strategic plan and/or related materials. The resulting data can become the focus for analysis, and serve as a form of agenda for any meetings focused on the subject.

The Strategic Mirror assessment and review process helped participating organizations to better understand their organization’s long-range vision, goals and objectives and how these are aligned with the operating environment.

The data collected and developed during the assessments used a combination of both qualitative and quantitative methodologies. It is designed to provide macro level insights into the strategic planning process and documentation, and to do so in the three overarching management domains that represent the organization’ operating environment.

The reviewer – external or internal to the organization – can make a determination about the presence of a management function or action, and the extent to which it seems to be effectively used within the planning process to improve effectiveness or efficiency. The reviewer then assigns their determination to a broad Likkert scale range to generate quantitative data that is then available for other useful purposes, e.g., basic statistical understandings.

The data collected can help provide a broad measure of understanding about the use of these management actions and activities within the organization’s planning processes, how that use compares with other nonprofits, and how the organization’s use of these potential tools within its strategic planning process may change over time.

Need to improve NPO capacities directly linked to improved mission fulfillment

The future of America’s quality of life, in many important ways, depends on the quality and quantity of human services provided by its more than 1 million charitable-philanthropic-nonprofit organizations. America’s C-P NPO’s are under continuing and growing pressure to improve their Effectiveness, Efficiency, Accountability, and Transparency (E/EAT). These pressures and proddings are increasing, a process some have called the “tides of reform.”

C-NPO’s must improve and increase their organizational capacities in ways that are directly linked to outcomes and results that demonstrate improved mission and public purpose accomplishment.

Strategic planning is one of the most critical competencies self-sustaining C-NPO’s attain and practice.  However, the results and outcomes achieved as a result of an organization’s strategic planning and deployment will depend on the extent to which the plans reflect and incorporate those management actions, activities, and results that research has identified as among the strongest contributors to organizational performance improvement and mission fulfillment.

Strategic Mirror aligns strategic planning with management actions contributing to performance improvement

“Views from a Strategic Mirror” is a research-based charitable-philanthropic organization self-assessment tool designed to help leaders, managers, and practitioners identify the extent to which strategic planning and related future-focused management processes reflect the incorporation of specific management actions and outcomes that are major contributors to overall organizational performance improvement in the three overarching management domains – Effectiveness, Efficiency, and Transformational Organization.

VSM helps C-NPO leaders conveniently and quickly review and compare their organization’s strategic plan and related documents.  The Q&A process provides a convenient reminder of the management actions and/or outcomes that have been strongly correlated to overall organizational performance and success by research and practice. The VSM provides the “mirror” that helps reflect the extent to which the planning process has included and focused on those management/leadership actions and outcomes that are closely associated with organizational performance improvement, and the extent to which the organization has incorporated those contributors to excellence and mission fulfillment into its plans and practices, and used them to define strategic results and outcomes.

Next: Reflections Before the Mirror

Suggested citation:

Connors, T. D. (2016, October 17). Views from a strategic mirror [A strategic directions profiling and self-assessment tool for charitable-philanthropic-nonprofit organizations created based on the self-renewing management model.]. In NPO crossroads: management domains and outcomes. Retrieved from BelleAire Press, LLC: http://www.npocrossroads.com/management/views-from-a-strategic-mirror/

© Copyright 2016 T.D. Connors

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Quo Vadis Voluntary Sector: Nurturing the capacity and developing the change leaders needed to sustain America’s Quality of Life

Quo Vadis Voluntary Sector:
Nurturing the capacity and developing the change leaders needed to sustain America’s Quality of Life

The growing importance of:

Self-renewing models that align mission and purpose within ever-changing operating environments.
Capacity-building focused on mission readiness and public purpose fulfillment.
Change Leadership reflecting Purpose, Environment and Person (PEP).
Competency-focused workforce professional preparation, development and training.

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 vast range of human services in the face of ever-changing operating environments, compounded by growing demands for the social 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.  America’s voluntary sector faces numerous challenges, but when considering the future, they can be seen broadly as including:

New self-renewing models and methods.
Embracing change that aligns them with their operating environments and fulfills their expanding public service missions – is a key to achieving and sustaining Effectiveness, Efficiency and Transformed Organizations.

Capacity-building resulting mission readiness and public purpose fulfillment.
Linking capacity-building to improved mission and public purpose fulfillment.

Change Leadership with PEP.
Broadening the change leadership construct and model from its current focus on the Person, to include consideration of Purpose and Environment (PEP). Change leadership should be based on a variable mix of actions and traits needed by successful leaders such as Personal attributes and behaviors, but also on two other major factors, including: the nature of the Change (dimensions and complexities needed to advance the organization toward mission fulfillment), and the Environment/Situation (the organizational setting, environment and circumstances).

Workforce Professional Preparation, Development and Training.
Greatly expanded management education and training opportunities are needed for the voluntary sector workforce. Moreover, these opportunities should be framed and focused on professional education, training and development that helps practitioners acquire those competencies identified as most useful and contributory to achieving – and sustaining – results and performance improvements reflecting gains in Effectiveness, Efficiency and Transformation – all of which will be required in ever greater measure to meet emerging national Quality of Life needs.