Purpose: This project evaluation describes the work performed for the client: [DFSMC] by members of Community OD Associates
(Non-Profit), a subgroup of the New Jersey Organization Development Network (NJODN). All work was performed on a pro-bono basis as part of NJODN/
Non-Profit’s service to the NJ nonprofit community. The length of this project did not exceed a total of eighty (80)
The Non-Profit
consulting hours (inclusive of participating consultant(s)’ planning and delivery of services). This document is intended to serve as a guideline only, and implies no legal commitment on the part of NJODN,
the Non-Profit, the named
Non-Profit
Project Managers, or the client.
PROJECT ENGAGEMENT PLAN
Project Overview:
DFSMC has discussed strategy at times in the past, but felt they would benefit in a number of ways (see below) by having a complete plan with specific objectives and accountabilities. Also, there were varying sets of expectations across the organization, which could be improved through better definition of the roles and responsibilities of the various positions, boards, and committees. Therefore, the project objectives were to:
- Build a strategic plan
- Clarify organization structure
- Construct organization
chart(s)
- Define and document roles & responsibilities
Value Delivered:
- Strategic plan w/ goals and accountability defined
- Organization structure documented
- Organization chart(s) developed that portray structure
- Roles and responsibilities formalized, documented,
and communicated to staff
- Job descriptions completed
- Performance measurements established
Project Evaluation: Organization structure was clarified and charts were developed. A full strategic plan was created and communicated to the Board. Definitions of roles and responsibilities were completed for board committees and several DFSMC positions. RACI charting tool was shared with DFSMC. Further work on roles and responsibilities will be done by DFSMC ongoing. Performance measures were developed by a DFSMC committee.
DFSMC staff and supporters will:
- share a common vision and direction
- have Goals & Objectives defined
- be able to communicate Goals & Objectives, internally and externally
- be able to recognize, measure, and report progress
- have a basis for continued planning efforts
- have material to support grant writing and other fundraising efforts
Project Evaluation: Success Factors
DFSMC:
- Clear understanding of direction (strategic plan)
- Clear understanding of roles (organization chart, roles & responsibilities chart, job descriptions)
- Ability to measure outcomes / progress (performance measures)
- Fundraising plan measurement (increased funds)
- Needed roles identified (progress towards filling vacant positions)
- Increased # of agency relationships
- Increased Advisory Board involvement
Non-Profit:
- Better understanding of non-profit organizations and challenges
- Increased experience in strategic planning for non-profits
Project Evaluation: The first two DFSMC success factors have been substantially recognized (see evaluation above), with DFSMC having a much more clear understanding of their direction and roles. The strategic plan proved to be very valuable to the DFSMC committee that established outcome measures. Progress has been made in changing one role, although vacant positions have not yet been filled. It is too soon yet to determine whether the remaining success factors (increased funds, number of agency relationships, and Advisory Board involvement) will be realized.
Progress was evaluated at follow-up meeting on January 12, 2004. Much of the formal implementation of the strategic plan (specific action plans with identification of accountable individuals) has been delayed due to internal changes (e.g., resignation of the Board President, transition to new Executive Director). However, a number of actions in the strategic plan have actually been taken, and the new structure of executive committee and operations committee seems to be taking hold. Also, there seems to be more of a tendency to put specific plans in place with dates and responsibilities identified, rather than just having ideas surface with no follow-up. The strategic plan will be reintroduced at the February Board Meeting.
