Transcript ac1015.ppt

Effective Organizations
A Consultant’s Resource
Max Chauvin
Chauvin Resource Development
(902) 435 2744 or [email protected]
Welcome & Ground Rules
• Washrooms
• Things That I Believe
• Cell Phones
• Your Session
• Breaks & Lunch
• Questions
• GEMO
• #1 Shot In Basketball
Objectives
•
•
•
•
•
•
Introduce participants to the E.O. Resource
Review examples of E.O. tools in action
Explore potential uses of the E. O. tools
Make hamburger & radically shift paradigms
Provide networking opportunities
Have fun
Agenda
•
•
•
•
•
•
•
History of the E. O. Resource
The Consultative Role (chapter 1)
The Organization’s Life Cycle (chapter 2)
Strategic Planning (UNIT A)
Evaluation & Problem Solving (UNIT B)
Risk Management (UNIT C)
Board Roles & Structure (UNIT D)
The Resource Binder
• Chapters 1 & 2 – Consulting and Assessment
• Unit A – Culture / Strategic Planning / Vision
• Unit B – Communication / Decision Making
Conflict Resolution / Evaluation
• Unit C – Meetings / Bylaws / Risk Management
• Unit D – HR & Fiscal Management
• Section 1 - Theory & explanation
• Section 2 – Variety of tools
A Consultant’s Role
• Internal, External, & Sponsor
• Client driven – Facilitation
• Consultant driven – Expert
• Ask better questions
Intervention Failures
• Assumptions not clear
• Failure to identify “Real
client”
• Lack of consultant’s
expertise
• Clients capability to do
work
• Poor data (too much
data?)
• Low trust
• Failure to address real
issues
• The project is more
important to the consultant
then the client
• Failure to clearly
understand the goals
• Believing you have
achieved success to soon
Stages Of Development In
Organizations
•
•
•
•
Creation
Expansion
Prime
Maturity
Creation
• Focus on accomplishing the reason for being by
implementing appropriate programs and services
• Leadership by the founders
• Minimal organizational structure
• Informal and frequent communication among members
• No plans, policies, procedures or systems
• Shared goals, values, & behaviors, although not formally
articulated
• Programs and services are based on the founders’ decisions
• Limited resources (both financial and human)
Expansion
• Unchecked growth
• Initial clarity of mission clouded by unfocussed growth
• A highly centralized hierarchical structure with founders in
control
• Second generation leaders emerging
• Policies and procedures developed randomly
• Programs & services expand to meet variety of needs
• Increased financial support possibly through government
or fundraising (not just member support)
• Conflicting demands for limited financial and human
resources
Prime
• Leadership provided by non-founders
• Clear vision, values and plans for medium and
long term development
• Results oriented, quality more than quantity
• Policies, procedures and other administrative
systems well established and managed
• Innovation and creativity are fostered and
rewarded
• Focus on management development and corporate
culture
Maturity
• Leaders are focused on maintaining the status quo
• Inflexible structures and slow decision making
processes
• Outdated communication vehicles, usually top
down
• Inflexible plans inhibit innovation and creativity
• Policies and procedures constrain operations
• Programs and services stagnate or decline
• Entrepreneurial fundraising slows
Unit A
Organizational Culture
• Values and Vision
• Strategic Planning
• Structure
Strategic Planning
The Basic Steps
1.
2.
3.
4.
5.
Building Organizational Readiness
Situational Analysis – Where are we now
Strategic Framework – We do we want to be
Operational or Business Plan
Implementation & Evaluation
Building Organizational
Readiness
•
•
•
•
•
•
•
Is planning the problem?
Is there willingness to plan?
Decision makers
Information availability
Resources – HR & $$$
Culture
Process
Cultural Audit
•
•
•
•
•
•
•
•
•
What is it like to be part of this organization?
What kind of people are involved?
Who are the real leaders?
How do people get ahead?
Does leadership promote risk taking, openness and
trust?
How do new people learn the ropes?
What are the war stories?
What are the norms of behaviors?
In what areas and ways is the organization
successful?
Situational Analysis
•
•
•
•
•
•
Trends – PEST
Customer & stakeholder feedback
SWOT
Past historical analysis and data
Look at what worked and what did not
Competitor analysis
Strategic Framework
•
•
•
•
•
Mission / Vision / Values
Gap Analysis (plus: why is now not good enough)
Identification of Key Result Areas
Prioritization
Statement of Goals and Objectives
– Including metrics
Planning Approach
•
•
•
•
Mission Driven – self identity
Vision Driven - dreams
Values Driven - beliefs
Asset Driven – competencies /
opportunities
• Which approach is right for you?
Mission Questions
•
•
•
•
Who are you?
Why do you exist?
Whom do you serve?
What do you do?
•
•
•
•
Why are you here?
How are you unique?
How can you make a dramatic difference?
Who cares?
Vision Questions
• Where do you want to be in ‘X’ period?
• What is the difference you seek to create?
• What is the dream you had when you became
involved?
• 30 sec. elevator speech
• You are no longer needed
• Picture, song, story, dance etc.
Values / Norms of Behaviour
• What are you core values?
• What things do you consistenly apply as
criteria when make decisions?
• What are the absolute “Thou Shalt”
(or “Shalt Not”)?
• What are those things that outside of
programs / products / services demonstrate
your identity?
Gap Analysis & Key Result Areas
•
•
•
•
You know where you are now
You know where you want to be
You know what is coming
What are the gaps between your current
situation and (new) vision?
• What are the priorities?
•Why is now not good enough?
Goals & Objectives
• Describe in a measurable way what you
want to achieve within each result area
• Create a consistent understanding &
agreement of what you are trying to achieve
• Multiple goals are ok
• Objectives are milestones along the way to
the goal
Operational / Business Planning
• This is not strategic planning (or in some opinions
even part of it!!!!)
• Business planning changes every day in some
cases
• The key result area is much less likely to change
(though it may!) but the approach to get there is
always changing
• Brainstorm ways to achieve the goal and then
select those that are practical and have a high
chance of success Failure = try the next one
Implementation & Evaluation
•
•
•
•
•
You must start
There must be regular evaluation
There must be regular updating
New data must be integrated into the matrix
There must be ongoing challenges to the
assumptions of the plan
• If activities fail to achieve the goal - change
the activities not necessarily dump the goal
Unit B
•
•
•
•
•
Communication
Decision Making
Problem Solving
Conflict Resolution
Evaluation
Evaluation – Fundamental Issues
• Rationale – Why did we take this decision
in the first place?
• Impact & effects – What happened as a
result of the activity?
• Goals achievement – Have the activity
achieved what was expected?
Evaluation – Fundamental Issues
• Value for effort – Was the outcome of the
activity worth the expenditure of effort and
resources?
• Alternatives – Are there better ways of
achieving the desired result? If we made
mistakes or encountered problems, how can
we avoid them next time?
Steps in Evaluation Process
•
•
•
•
•
Design the evaluation plan
Design the evaluation instrument
Implement the evaluation program
Analyze the results
Apply recommendations
Design The Plan
• Why do an evaluation?
• Describe the desired outcomes.
• What elements or parts will actually be
evaluated?
• What methods shall we use?
• Who will do the evaluation?
Design The Instrument
• What specific information (data) is required and
how will it be used?
• Where is the data?
• How can we collect the data?
• How will we measure the data?
• Who will be participating in the evaluation?
• Objective & subjective questions/measurements
• Design & test the instrument.
Final Steps
• Apply the instrument as intended and
planned
• Follow-up to ensure completion/collection
• Analyze the results and create
recommendations
• Validate your recommendations with
sample of group
• Prepare report and present
Unit C
•
•
•
•
Meeting Management
Policies and Procedures
By-laws
Risk Management
Risk:
The possibility of something
happening that will have
an impact upon the
achievement of (or ability to
achieve) our objectives.
Risk is measured in terms of
likeliness and consequences.
Risk Management:
The process to protect vital assets and
resources.
The systematic application of policies,
procedures and practices to identify,
analyze, evaluate, address and monitor
risk.
Basic Questions In
Risk Management
• What can go wrong?
• What will we do to address it?
– Before
– After
• How will we pay for it?
• Remember there is a significant difference
between problems and risks.
The #1 Misconception
• Having insurance is not a risk management
program.
• Insurance should be a single tactic as part of an
overall risk management strategy.
• Insurance is a way to pay for an event that has
occurred but does not attempt to prevent it.
Types Of Potential Risks
•
•
•
•
Property
People – personnel & others
Income
Goodwill
Tactics To Address Risk
Four Major Tactics
•
•
•
•
Acceptance
Avoidance
Modification
Sharing / Transfer
Your Risk Management Process
•
•
•
•
•
•
•
•
Make a commitment to risk management
Identify potential risks
Assess level of risk and prioritize
Accept the risk or address it
Select tactic
Develop an action plan
Implement the plan (incl. Communication)
Revisit plan regularly and adjust
Setting Priorities
Minor
Significant
Catastrophic
Almost certain
(yearly)
Medium
High
High
Likely
(5 – 10 years)
Low
Medium
High
Unlikely
(25 + years)
Low
Medium
High
High: Governance issue immediate attention – research
– action ASAP
Medium: Senior leadership review, improve, & monitor
Low: Ensure management is occurring
Practical Examples
•
•
•
•
•
•
•
Group A - Board of Directors
Group B - Youth tutoring program
Group C - Outdoor wading pool
Group D - Chocolate bar sales
Group E - Family fun run
Group F - 20% Cut in grant funding
Group G - Sudden staff departure
Unit D
•
•
•
•
•
Board of Directors
Board – Staff Relations
Volunteer Management
Staff Management
Financial Management
Types of Boards
•
•
•
•
Policy or Governing
Advisory
Administrative
____ Other?
Most Common Concerns
•
•
•
•
•
Lack of overall focus
Confusion of roles and responsibilities
Internal pre-occupation
Misguided perceptions
Member’s limitations
Lack of Overall Focus
• Not clear on what the organization is doing
or supposed to do (Mission)
• Not clear on who the organization is
working to benefit (Moral Ownership)
• Not clear on why we specifically are doing
this work (Specific need and why us)
• Not clear on what the organization is
ultimately trying to achieve (Vision)
Conduct a Board Review
Page 320 – 325
• Use a basis for discussion
• Develop Board action plan
• Use a outline for orientation
Confusion of Roles
•
•
•
•
What is a staff role vs. board role?
Who is accountable for what?
Who is responsible for what?
What are our specific legal obligations as a
Board of Directors?
• When do we need to check items or perform
specific functions?
Role Clarification Exercises
• List what the Board currently does.
– What should the board do?
– What should the board not do?
– What should the board do that is not listed?
• Repeat with staff, committees, management
board etc.
Board VS Staff
What They Being To The ‘Table’
Board
• Public support
• Community linkage
• Membership linkage
• Spokesperson/
Advocate
• Democracy
• Objective view
• Forward thinking
Staff
• Expertise in certain areas
• Significant experience in
management functions
• Thorough knowledge of
organization
• Full time commitment
• Day to day operational
knowledge
Principles of Good Board
& Staff Relations
• Understand the difference between
accountability and responsibility
• Only one person (or BOD) has
accountability for any one thing
• Divisions of accountability are clearly
outlined in written policies
What is the Board’s Job
“Governance”
–
–
–
–
–
–
–
–
–
–
Manage themselves
Focus on the future
Empower the staff
Set the limits for the organization
Set the goals and objective of the organization
Monitor performance of the organization
Hold staff and Board members accountable
Develop policies to guide the organization
Represent the organization
Other duties as the Board decides
Cycle of Recruitment
Assessment
Recognition
Training &
Support
Recruitment
Placement
Assessment
Do we have the number of volunteers with
the skills, training, time and commitment
required to accomplish our goals?
–
–
–
–
–
Mission / Mandate / Vision linkage
Goals / Long range plans
Board of Director’s support
Yearly review and assessment
Policies in place
Recruitment
Do we have a successful plan for finding
new persons willing to volunteer?
–
–
–
–
–
–
Image of organization and people
Creative methods
Candid presentation of work
Honest and up front about screening
Diversity
Ongoing and long term focus
Placement
Do we have a process of screening potential
volunteers and matching skills, interests and
needs?
- Opportunity for volunteer reflection
- Screening including reference checks
- Job descriptions
- Letter of agreement
Training & Support
Do we have a process for our volunteers that
allows them to feel prepared to work for us
and be successful?
- Orientation
- Skill Training
- Cross training and future training
- Evaluation and feedback
Recognition
Do we have a program or system to
recognize our volunteers and the work they
have done?
- Fair to everyone
- Tools required and easy to access
- Specific to each person
- Does it work
- Published
What’s Next
•
•
•
•
Hopefully you have some new ideas
Start simple – 1 thing at a time - prioritize
If the tools were useful – buy the book
Slides are available from Dawn at RNS
office
• Questions – call / e-mail any time
• If a specific area would help your
organization – hire me