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- 1 - ** Copyright 2014 Blue Garnet** Defining Your Destination: a.k.a., Starting with the End in Mind May 23, 2014 Newport Beach, CA Presentation at Orange.

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Presentation on theme: "- 1 - ** Copyright 2014 Blue Garnet** Defining Your Destination: a.k.a., Starting with the End in Mind May 23, 2014 Newport Beach, CA Presentation at Orange."— Presentation transcript:

1 - 1 - ** Copyright 2014 Blue Garnet** Defining Your Destination: a.k.a., Starting with the End in Mind May 23, 2014 Newport Beach, CA Presentation at Orange County Funders Roundtable 2014

2 - 2 - ** Copyright 2014 Blue Garnet** Agenda for today (5/23/14) EST. TIMING → Introduction and agenda 5 min → Why “destination” matters + Impact Formula20 min → Examples and Exercises50 min → Q&A and wrap up15 min

3 - 3 - ** Copyright 2014 Blue Garnet** → Social entrepreneurs → Change agents with systems view → Pragmatic idealists → Voracious learners → Cross-sector experiences → Engaged philanthropists → Family women Way-Ting Chen Jennifer Shen A little about us

4 - 4 - ** Copyright 2014 Blue Garnet** What you’ll learn 1.How starting with the end in mind takes your organization to the next level in mission achievement 2.What it looks like for an organization (not just its leaders) to start with the end in mind 3.How you can lead your organization to start with the end in mind Let’s start with a quick audience poll Leadership is means; achieving mission is ends

5 - 5 - ** Copyright 2014 Blue Garnet** Why does destination matter?

6 - 6 - ** Copyright 2014 Blue Garnet** How will your organization know if it’s arrived…

7 - 7 - ** Copyright 2014 Blue Garnet** …if you haven’t defined where it’s going?

8 - 8 - ** Copyright 2014 Blue Garnet** If you’re on the road, you will go somewhere… so what is your desired destination?

9 - 9 - ** Copyright 2014 Blue Garnet**

10 - 10 - ** Copyright 2014 Blue Garnet** Lasting social impact is made by High Performing Organizations who deliver results The So What of an organization is the impact it achieves. High performing organization aligns to shoot straight toward desired impact.

11 - 11 - ** Copyright 2014 Blue Garnet** Our worldview centers on the disciplines needed to build high performing organizations Organizational clarity: shared vision for where organization is going, how to get there and course correct, and means of determining progress and achievement Shared Leadership: working cohesively to develop and implement strategies and decisions by leveraging strengths of organization, team and individuals Healthy Economics: data-driven decisions to manage and generate resources that meet present needs without compromising the future – an ongoing journey to thrive Accountability for Results: confidently knowing the impact you have had and can claim; being answerable for performance through continuous learning & improvement

12 - 12 - ** Copyright 2014 Blue Garnet** Now, what do we need to do?

13 - 13 - ** Proprietary & Confidential ** Organizational clarity starts with developing picture of your desired future state 30 year future state due to ExED Annual Planning incl. perf dashboard 1 Multi-year (3-5 yrs) Strategic Planning incl. perf dashboard 2 10 yr Vision for Impact i = a + b + c 3 30 year future state due to your org 4 Your Mission Organizations are on journey to create impact; must think longer-term, while planning for shorter-term

14 - 14 - ** Proprietary & Confidential ** Impact Formula framework serves dual purpose of framing strategic direction and measuring success Performance Indicators 10-12 key performance metrics to track and measure that each ingredient is being accomplished, which in turn will ensure your ultimate impact Impact Statement Impact you want your organization to have in 10 years, articulated in 1 sentence Ingredients to Ensure Impact 3-4 key “special sauce ingredients” or core competencies necessary for creating your ultimate impact a b c + + = i Note: Blue Garnet framework inspired by Center for What Works; helps to set strategic direction and provide an evaluation framework Blue Garnet Framework: Impact Formula © and Theory of Change

15 - 15 - ** Proprietary & Confidential ** Instead of focusing on output and organization specifically… XYZ will grow to $2M organization, serving 3,000 meals and providing shelter to 150 homeless individuals on an annual basis … focus on impact organization will make through Impact Statement By 2020, at least 2,000 homeless & at-risk heads of households will emerge from poverty, and be on the path to self-sufficiency Timeframe Impact Statement The impact you want your organization to have in 10 years ScaleUnit of change Impact Power is in difference between output and impact, tangible articulation, clear expectations and buy-in i

16 - 16 - ** Proprietary & Confidential ** In general, four common types of org-wide ingredients combine to deliver impact Ingredients to Ensure Impact a b d ++= i c + Programs / Service Offerings External Relations Org. Leadership & Capacities Infrastructure & Resources In general, four common types of ingredients: Impact Statement

17 - 17 - ** Proprietary & Confidential ** Performance dashboard then frames and helps monitor what matters most at organization level Example: Impact Formula © for workforce development nonprofit, tying impact to measurable social (program) and operational indicators Operational Indicators By 2020, at least 2,000 homeless & at-risk heads of households will emerge from poverty, and be on the path to self-sufficiency Social Indicators Recruit individuals motivated to advance out of poverty Provide soft skills training, on-the-job training, and access to hard skills training as needed Place graduates into quality jobs that position them to move out of poverty through integral relationships with employers 1.$ income @1,2 yrs 2.# credentialed or other edu (incl. GED) w/in 2 3.% to perm housing @ 1, 2 yrs 1.% of referrals accepted 2.% conversion of accepts to placed 3.Dir. cost per accept 1.Direct cumulative cost per placement 2.% retention @1,2 yrs 3.# quality employment partners Ensure organizational sustainability with respect to financial management and human capital 1.% retained through training 2.Dir. cost per trained 3.Social enterprise rev. as % of total costs 1.Average time to placement 2.Dir. cost per placed 3.% employer satisfaction 1.% staff with 3+ yrs experience at org 2.% annual budget from philanthropy 3. Annual reserve as % of budget 1.# placements 2.# quality placements 3.Wage & benefits 1.# students completing hard and/or OTJ skills training 2.# students completing OTJ training (via SE) = i a b d ++ c +

18 - 18 - ** Proprietary & Confidential ** What does this look like for others?

19 - 19 - ** Proprietary & Confidential ** From website How it is being used XYZ Org From funder & partners’ forum From Internal 1.0 to Published 2.0 dashboard

20 - 20 - ** Proprietary & Confidential ** Source: CNCA website, Nov ‘13 For Discussion: Do you have a degree of clarity over what CNCA defines as success? Can you see how they plan to do this?

21 - 21 - ** Proprietary & Confidential ** By 20XX, ENVIRON NPO will play a leading role in transforming Our Town into a viable environment, by mobilizing a critical mass of residents, businesses and government to achieve a minimum 25% of tree canopy cover across the region and 50% of affordable, locally-sourced water supply. To achieve this impact, we will: A.Identify, develop, demonstrate, and support high impact community-and nature-based solutions to evolving environmental problems B.Effectively communicate the vision, benefits, and feasibility of a healthy, viable environment. C.Leverage solutions into rapid implementation through public and private partnerships with key influencers and decision makers D.Ensure continued community engagement and institutionalization of policies, programs, and funding for long-term maintenance/care of green infrastructure. For Discussion: Do you have a degree of clarity over what ENVIRON NPO defines as success? Can you see how they plan to do this?

22 - 22 - ** Proprietary & Confidential ** VERSION #1: ARTS NPO builds community through presentation, collaboration, and celebration of the cultural heritage of the ABC populations within California’s multicultural landscape. VERSION #2: ARTS NPO will inspire profound pride and cultural connection in the ABC populations in California, as well as integrate them socially, politically, and economically with the larger population For Discussion: What do you see as meaningful differences between Versions 1 & 2? What is more or less clear to you, about its desired impact?

23 - 23 - ** Proprietary & Confidential ** By 20XX, ORG A will ensure that 300 people will end the cycle of homelessness and put 1100 more on a path to permanent housing, mental and physical health, and economic self-sufficiency To achieve this impact, we will: A.Stabilize the individuals B.End the cycle of homelessness C.Build sustainability D.Elevate our culture E.Expand impact via our model For Discussion: What do you see as meaningful differences between ORGS A & B? What is more or less clear to you about their desired impacts and how they achieve them? Where would you like more clarity? By 20XX, ORG B will cause a reduction in homelessness in OUR TOWN by 50% To achieve this impact, we will: A.Deliver effective programs that move people to permanent housing B.Successfully advocate for community-wide collective action to reduce homelessness C.Build sufficient organizational capacity

24 - 24 - ** Copyright 2014 Blue Garnet** Your turn

25 - 25 - ** Proprietary & Confidential ** Individual Exercise: Developing 10-year Impact Statement for your organization Individually, let’s draft a formal 10-year Impact Statement (“i”) → Spend 15 minutes to develop your Impact Statement → Use your mission as a overarching frame, but push a layer deeper → Recall the four important dimensions: timeframe, target population (unit of scale), impact, and scale → If needed, develop a few variations By _____, _____ __________ have been/are _______________. (unit of change) (impact) (scale) (timeframe) Impact Statement The impact you want your organization to have in 10 years i As a reminder: Brainstorm through different options for the dimensions, then complete your impact statement(s) using the following format: When prompted, please turn to a neighbor to share and discuss feedback on your respective impact statements. We will debrief as a large group – would you consider sharing?

26 - 26 - ** Proprietary & Confidential ** 1.Do something soon – in next 2 business days? 2.Create space and time to answer these strategic questions. Time and distance bring critical perspective 3.Bring key stakeholders into this conversation. It enriches content, builds buy-in 4.Push yourself to think beyond today’s issues 5.Be prepared for some tough decisions (don’t vs. do) 6.Answering these questions is not easy and can be uncomfortable… but also invigorating and unifying 7.Once you’ve answered these questions, be prepared for change If you wish to continue on this path, some final thoughts

27 - 27 - ** Proprietary & Confidential ** Have we learned what we set out to learn?  How starting with the end in mind takes your organization to the next level in mission achievement  What it looks like for an organization (not just its leaders) to start with the end in mind  How you can lead your organization to start with the end in mind Thank you. Questions?


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