Organizational Evolution and Success Factors in Leadership Development
Explore the evolution of organizational mission, key performance indicators, team dynamics, and leadership pipeline development within a Jewish organization. Assess communication, staff strengths, community engagement, and challenges for holistic organizational health assessment.
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Presentation Transcript
DISRUPT To cause something to be unable to To cause something to be unable to continue in the normal way; to interrupt continue in the normal way; to interrupt the normal progress of activity the normal progress of activity
LEARNING OBJECTIVES LEARNING OBJECTIVES Examine how organizational mission evolves and remains relevant. Review some of the key factors that should be considered in assessing mission. Discuss some of the key performance indicators used in tracking success. Explore the dynamic relationship between the professional team and the Board. Examine approaches in developing a pipeline of new leaders.
MISSION OF THE JFGH The The Jewish Federation of Greater Hartford Jewish Federation of Greater Hartford protects and enhances the well protects and enhances the well- -being of Jews worldwide through the values of worldwide through the values of Tikkun (repairing the world), (repairing the world), tzedakah tzedakah (charity and social justice) and Torah (Jewish learning). social justice) and Torah (Jewish learning). being of Jews Tikkun Olam (charity and Olam
ORGANIZATIONAL VALUES Y E S T E R DAY Y E S T E R DAY T O D AY T O D AY Democratic Democratic Fluidly networked, Fluidly networked, improvisational improvisational Value Innovation Value Innovation Interdependence and Interdependence and collaboration collaboration Inclusive Inclusive Distributed Knowledge Distributed Knowledge Authoritarian Authoritarian Hierarchically structured Hierarchically structured Honor Tradition Honor Tradition Self Self- -sufficiency sufficiency Exclusive Exclusive Closely held knowledge Closely held knowledge
Organizational Health Assessment Level of communication: internally and externally Beak down silos. CEO walked the halls and met in staff offices. What were our strengths in working with the community, Board and lay leaders vs the challenges? Skill level of staff Critical, strategic thinkers Relationship with lay leaders: Setting boundaries, balancing productive engagement with interference. Spending patterns and controls Job Satisfaction
COMMUNICATING NEW STRATEGIES Who Who Major donors who feel a sense of ownership. They are your largest stock-holders Organizational Leadership Consumers Community Leaderships How How Face to Face Impact Statements: Avoid a lot of text. People do not read Create teams of informed ambassadors
KEY PERFORMANCE INDICATORS Donor Growth- year over year Donor growth Average gift re: growth Donor retention Pledge fulfillment: Surprised to find out how many major donors fail to pay. Recurring gifts Legacy gifts, endowed gifts, bequests. Small annual donor may become a major legacy donor.
Key Performance Indicators Social media engagement: Amplification Rate, Applause Rate Fundraising ROI: cost per $ raised On-line giving Performance: Changing role of professional, non-fundraising staff Number of Coffee s : Face to face solicitations Closed gifts/employee Fundraising ROI: cost per $ raised On-line giving
OTHER METRICS AND RATIOS: Viability ratio: expendable net assets to long-term debt Current Ration: ability to meet short-term obligations Quick ratio: current assets less inventory and prepaid expenses to current liabilities. Operating Reserve: At least 3 months Change in net assets: Operating margin: revenues-expenditures/sum of revenues. Program efficiency: total program expenses to total expenses. Fundraising efficiency: dividing contribution by fundraising expenses.
