Excellence in Overall Management for Results

What does it take to achieve excellence in Overall Management for Results? Below are 20 (of many) excellent practices from past winners of the New York Community Trust Nonprofit Excellence Awards. How do your practices stack up?

If you are considering applying for the 2015 Awards, you are encouraged to attend one of four upcoming applications clinics. Learn more here.

  1. New grants must serve mission and strategic plan
  2. Advocacy work is monitored for results; progress toward short‐term advocacy milestones is constantly tracked and assessed
  3. Quantitative (measurable) outcome indicators are used to track clients’ progress
  4. Performance Dashboard was developed with participation of staff, board, funders and partners; all staff departments report on Dashboard results
    • Performance Dashboard metrics are posted on the organization’s website to report progress twice a year and achieve a high level of transparency
  5. Constant, ongoing tracking of “critical indicators of success” engages all levels of the organization from board to line staff, with weekly reporting to senior management on predetermined goals and outcomes, and monthly manager “Dashboard Reports” to Executive Director
  6. Leadership informs board of progress with a balanced scorecard that measures performance across functional areas and progress towards established organizational goals
  7. Tracking tools include monthly tracking reports for staff, quarterly summaries for board, bi‐annual management report to all key stakeholders and annual report card for each board member
  8. Monitoring of the strategic plan includes not only progress on goals but also an assessment of readiness to achieve subsequent steps
  9. Management compares organizational goals to results on a monthly basis by monitoring productivity, finance, fundraising, and clinical quality
  10. Strong use of strategic plans to guide activities; regular steps taken to measure impact
  11. Track demographic changes in communities served and adapt accordingly
  12. Committed to formal evaluation of programs (including use of outside consultants)
  13. Data and surveys used to help identify problems and develop programs
  14. Productivity guide used for staff to develop monthly goals based on job description and mission
  15. Dedicated performance improvement committee reviews clinical performance “report cards” and outcomes summaries measuring clinicians’ productivity
  16. Emphasize client participation in planning and evaluation processes; design these processes to be as much learning experiences as they are means for measurement and improvement
  17. Assess true cost of proposed or existing programs and impact on overall operations and administrative infrastructure (human resources, finances, etc.)
  18. Community Scorecard used to inform new organizational directions by assessing community need and potential of organization to add value in communities with unmet needs
  19. Quality Improvement unit includes staff from all levels of organization; tracks and collects data to inform practice and improve programs and performance
  20. Dedicated outcomes committee ensures that all programs set measurable goals; regularly reviews process and outcome results and asks questions of staff
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