Summary Impact Report for July 1, 2012

© 2012 AchieveMission 2 About AchieveMission MISSION Dramatically increase the impact achieved by nonprofits and the social sector by enhancing the sector’s perception and practice of human capital management By 2030 human capital management best practices will be at least as widely accepted and practiced as are logic models, strategic planning and program evaluation VISION Candor Honesty & Integrity Proactive Action & Communications Respect & Humility Social Impact Team CONSULTING VALUES

© 2012 AchieveMission 3 Nature of the Challenge Sector Level Leadership shortage Under managed Scale Nonprofits’ Perspective Leadership/succession/burnout Growth with increasing quality, lowering costs, and fewer problems Professional development? Training? Decision-making? Organizational structure? “HR” is administrative, compliance-focused Engrained culture Limited budgets

© 2012 AchieveMission 4 Strategy and Theory of Change WhenTacticTargetMechanism Short-term impact Long-term impact NOW  Leading high- potential nonprofits  Compelling HCM needs  $2M-$50M budgets TALENT INITIATIVE Change-centric Consulting lays foundation for HCM capacity: assess, plan, start building  Stronger leaders and organizations  Compelling case study  Hard evaluation evidence Nonprofits are better able to address social problems COMPREHENSIVE HCM IMPLEMENTATION CONSULTING / SUPPORT Future Thought leaders: nonprofit, foundations, academia, govt Promote impact of human capital management best practices Leaders increase support for HCM best practices Future 10,000 nonprofitsEnterprise software guides and support nonprofits towards HCM best practices Wider adoption of HCM best practices Exemplars Thought Leadership Technology & Support

© 2012 AchieveMission 5 Impact of Talent Initiative and Consulting Evaluation MethodResults Impact assessment by nonprofit leaders: immediate (survey and interviews) “Very high impact” (5/5) in making organization better able to fulfill mission Biggest immediate impact: sea-change in how the entire organization perceives human capital management: It’s part of our DNA – its how we get our strategy implemented “High interest” (4/5) in continuing to work with AchieveMission Impact assessment by nonprofit leaders: one-year after program (survey) Early data: perceived impact is greater than originally estimated when program ended Compare pre- and annual post-program capacity (CCAT or similar) Example: 2010  2011One year Change Adaptive Capacity % Leadership Capacity % Management Capacity % Technical Capacity % Culture Capacity %

© 2012 AchieveMission 6 Impact Reported by Consulting Clients “We are already hiring people at a much higher level, with a greater clarity around essential competencies.” “Talent Initiative provided us with the focused time and support to build an integrated and strategic human capital plan with widespread buy-in.” “We now have human capital considerations in the DNA of our 5- year growth strategy.” “Our Talent Initiative’s team’s expertise was phenomenal.” “We have a board member with an HR background … she said this program is as good as anything she’s seen in the corporate world.” “Being in the room with our middle management made me realize that … they are a powerful resource that we underutilize. Talent Initiative is a really powerful tool to grow and invest in them.” “Most consultants come and go – this sticks.” “Before, we knew there was a mountain: now we know how much we didn’t know, where we are, what lies ahead and what it all really means.”

© 2012 AchieveMission 7 Thought Leadership Activities We have not yet done enough work along our thought leadership strategy to warrant a systemic evaluation effort 2011 and 2012 early activities:  Leading role in coalition that created White House Forum on Nonprofit Leadership and the ongoing Initiative for Nonprofit Talent and Leadership; led several panels and discussions  Emerging Practitioners in Philanthropy (EPIP) profile of our work with Corporation for Supportive Housing as case study on ways foundations can best invest in nonprofits’ leadership development (published late July, 2012)  Consulted by Grantmakers for Effective Organizations for publication “How Can Grantmakers Focus on Nonprofit Talent to Grow Impact?” A follow-on webinar featured Rafael Lopez, Associate Director of Talent and Leadership Development at the Annie E. Casey Foundation and a funder of AchieveMission, and Pratichi Shah formerly of AchieveMission  Presented at Kellogg Graduate School of Management Innovating Social Change conference – “Money vs Talent: Achieving Scale in Social Impact”  Board Chair James Weinberg presented a plenary symposium at Social Impact Exchange conference “Developing Strong Leaders in Planning for Scale”  Began series of trainings “Talent Creates Social Change: Best Practices in Human Capital Management” for new class of New Sector Alliance Residents in Social Enterprise