Alicia Schatteman, Associate Professor October 10, 2018 1
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+ Program EFFECTIVENESS Financial EFFICIENCY Money Mission • Are we managing our resources for • Are we meeting our program maximum efficiency? goals and objectives (inputs, • Are we getting enough financial outputs, outcomes)? • Are we having an impact on our return/profitability to continue? • How do we measure this? mission? • How do we measure this? Money Week 2016
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Types of Reporting External Ads Website Audited Financial Audited Financial Statements IRS 990 Statements Annual Report Strategic Plans Performance Mandatory Voluntary Data Reports Strategic Plans Board Minutes Meetings Budgets Internal 16
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What we believe in Values What we want to be Vision Why we exist Mission
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Why does your organization exist?
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St. Mary Catholic School empowers students to grow spiritually, achieve their academic potential and discover God’s plan.
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Strategic Planning vs. Strategic Plans • Process to establish priorities on what you will accomplish in the future • Forces you to make choices on what you will do and what you will not do • Pulls the entire organization together around a single game plan for execution • Broad outline on where resources will get allocated
• Strength’s – Those things that you do well, the high value or performance points • Strengths can be tangible: Loyal customers, efficient distribution channels, very high quality products, excellent financial condition • Strengths can be intangible: Good leadership, strategic insights, customer intelligence, solid reputation, high skilled workforce • Often considered “Core Competencies” – Best leverage points for growth without draining your resources
• Weaknesses – Those things that prevent you from doing what you really need to do • Since weaknesses are internal, they are within your control • Weaknesses include: Bad leadership, unskilled workforce, insufficient resources, poor product quality, slow distribution and delivery channels, outdated technologies, lack of planning, . . .
• Opportunities – Potential areas for growth and higher performance • External in nature – marketplace, unhappy customers with competitor’s, better economic conditions, more open trading policies, . . • Internal opportunities should be classified as Strength’s • Timing may be important for capitalizing on opportunities
• Threats – Challenges confronting the organization, external in nature • Threats can take a wide range – bad press coverage, shifts in consumer behavior, substitute products, new regulations, . . . • May be useful to classify or assign probabilities to threats • The more accurate you are in identifying threats, the better position you are for dealing with the “sudden ripples” of change
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• Describes a future end-state – desired outcome that is supportive of the mission and vision. • Shapes the way ahead in actionable terms. • Best applied where there are clear choices about the future. • Puts strategic focus into the organization – specific ownership of the goal should be assigned to someone within the organization. • May not work well where things are changing fast – goals tend to be long-term for environments that have limited choices about the future.
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MASTER OF PUBLIC ADMINISTRATION PROGRAM LOGIC MODEL INPUTS ACTIVITIES OUTPUTS SHORT-TERM MED-TERM OUTCOMES OUTCOMES -Recruitment -# of applications - Staff IMPACT -Increase in leadership - Graduates -Courses by student type - Faculty and management seek/retain -Professional -# of graduates by - Library - Graduates use knowledge and skills positions of development - Writing student type knowledge and -Increase in knowledge organization and activities -Retention/ Center skills gained of decision-making community -Internship completion rate -Curriculum through the theory and skills leadership -Work by student type and materials program to lead -Increase in ability to - Graduates build experiences (student type includes -Students and strengthen participate in the policy pre and in-service, networks and -Capstone - Friends and organizations and specialization area, process collaborate to -Mentoring Alumni State etc.) communities while -Increase in ability to strengthen Program - # of students upholding the articulate and apply a organizations and -# of professional highest ethical public service communities development standards perspective activities -Increase in ability to -Instructional communicate and delivery quality interact with a diverse -Satisfaction with workforce and citizenry curriculum
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Alicia Schatteman Associate Professor Center for Nonprofit and NGO Studies Department of Public Administration Northern Illinois University DeKalb, Illinois 815-753-0942 aschatteman@niu.edu
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