The Journey to High Performance 1.Introduction: Webinar 2.Presentation: SCANPO Summit 3.Guest Speaker Convenings; Transformation & Outcomes Improvement 4.Interactive Workshops

High Performance Series Assessment - Performance Imperative (PI) -Outcomes Management & Evaluation for Non- Profits (OMEN) Transformation -Performance Management (Hunter) Results-Based Accountability (Luecking) Improvement - Tri-county Region Improvement Process (TRIP!) - Quality Tools

The Performance Imperative (PI) A framework for social-sector excellence 4

A FRAMEWORK FOR SOCIAL-SECTOR EXCELLENCE 5

DEFINITION OF HIGH PERFORMANCE 6

PILLAR 1 – COURAGEOUS, ADAPTIVE LEADERSHIP … 7

PILLAR 1: CHILDREN’S AID SOCIETY 8 Rich Buery, Jr, former President and CEO, Children’s Aid Society (now Deputy Mayor of New York City)

PILLAR 2 – DISCIPLINED MANAGEMENT… 9

PILLAR 2: CONGRESO DE LATINOS UNIDOS 10 Cynthia Figueroa, President and CEO

PILLAR 3 – WELL-DESIGNED PROGRAMS/STRATEGIES 11

PILLAR 3: YOUTH VILLAGES 12

PILLAR 4 – FINANCIAL HEALTH… 13

PILLAR 4: HEWLETT’S PERFORMING ARTS PROGRAM 14 School of Arts & Culture at Mexican Heritage Plaza San Jose, CA

PILLAR 5 – A CULTURE THAT VALUES LEARNING 15

PILLAR 6 – INTERNAL MONITORING… 16

PILLAR 6: BELL 17 Tiffany Cooper Gueye, Ph.D., CEO

PILLAR 7 – EXTERNAL EVALUATION… 18

PILLAR 7: HARLEM CHILDREN’S ZONE 19 Geoffrey Canada, President

PURSUING HIGH PERFORMANCE 20 Pillar 1 : Courageous, adaptive executive and board leadership ( the preeminent pillar ) Pillar 2 : Disciplined, people-focused management Pillar 3 : Well-designed and well-implemented programs and strategies Pillar 4 : Financial health and sustainability Pillar 5 : A culture that values learning Pillar 6 : Internal monitoring for continuous improvement Pillar 7 : External evaluation for mission effectiveness Even the most exemplary high-performance organizations do not excel in all seven pillars equally or simultaneously

WHAT DIFFERENTIATES THE PI? 21 It’s collaborative. 60+ co-creators—practitioners, funders, and thought leaders. Not driven by one organization’s agenda. It’s rigorous. Not watered-down committee product. Sets high bar for those who want to achieve results beyond what would have happened anyway. It’s comprehensive. We’ve all seen materials on each of the 7 pillars. The PI brings all together in one coherent whole, greater than sum of parts. It’s clear and succinct. Actionable detail but blissfully jargon-free.

WHAT ARE KEY FEATURES OF THE PI? 22 It defines what a high performance organization is It places preeminent importance on leadership It recognizes that culture and people are key to performance, continuous learning and improvement It blends disciplined execution, people focus, and data-driven decision making It ties external evaluation as essential to operational performance It focuses on organizations overall (not just programs)

HOW DOES THE PI FIT IN RANGE OF APPROACHES? It augments other definitional resources and/or helps in implementing management methodologies 23 Drucker’s Management by Objectives (MBO) Six Sigma

HOW CAN THE PI BE USED? 24 Nonprofit boards − assess mission effectiveness in living up to their fiduciary responsibility Nonprofit executives − strategic plans, professional development efforts, and organizational review Funders and public agencies − spark introspection on ways to fund and support high performance Professors − augment syllabus and relevant courses Consultants − advise nonprofits to plan, build, grow, learn, and improve Online services − organize and feature content around the seven pillars of high performance

25 What’s Next? -Assessment for Smaller Non-profits OMEN: self-administered with quantitative feedback on gaps and improvement opportunities -Transformation Performance Management (Hunter) toward strategic and tactical objectives and program service outcomes Results-based Accountability (RBA) for program and population outcomes -Improvement Tri-county Regional Improvement Process (TRIP!); a national evidence- based model adapted for local purposes to address specific organization and community outcomes through collaboration