2015 Training Portfolio. Nonprofit Impact

Transcription

1 2015 Nonprofit Impact

2 Contents From Coordination to Integration: Creating Integrated and Sustainable Public Health Organizations...2 Partner Relations..4 Project Management for Public Health 6 The Business Blueprint for Sustainability... 8 Using a Systems Change Approach...10 Organizational Analysis and Development for Growth and Impact..11 Leadership and Management.13 Outcome-Driven Technical Assistance.. 15 Additional Resources. 17 All trainings in this handbook can be presented as a half day, full day, or 1.5 day session with the exception of Using a Systems Change Approach, which is available for a half day session only. A webinar introductory overview is also available for each training. Nonprofit Impact also provides conference-style workshops (typically hours) on these and other topics. Visit our website for more information Page 1

3 From Coordination to Integration: Creating Integrated and Sustainable Public Health Organizations Overview Integration is much more than coordination and collaboration among programs. It is a deliberate and systematic redefinition of what work gets done and how it gets done. It begins with an integrated work plan, requires organizational alignment and typically results in a dramatic culture change. A deliberate and thoughtful integration process is defined by management best practices and by proven organizational development fundamentals and principles. The purpose of this training is to build the skills and competencies of the public health workforce to design, implement, and manage an effective and efficient integrated public health operation (program, department, or agency) to achieve meaningful health outcomes. Ironically, as public health agencies are focusing more on systems change agendas, creating an integrated operation is a systems change process at the organizational level. Learning Objectives At the end of the training participants will be able to: Conceptualize, articulate, and implement a comprehensive, integrated public health program Define the steps in the process of creating an integrated program, including: analysis, planning, and organizational alignment Develop a clear, consistent identity for the organization and position the organization with stakeholders for success and influence Ensure all staff can articulate organization-wide (integrated) desired health outcomes Apply organizational development and management best practices to align systems, structure, strategies, staffing, and culture to achieve health outcomes Effectively facilitate and manage change and transition with staff and partners 2015 Page 2

4 Agenda Introductions and overview Integration as systems change: frameworks and definitions Analysis: data-based decisions The integrated work plan: integrated goals and strategies Organizational alignment: the integrated system Managing organizational change Examples and case studies Summary, wrap up 2015 Page 3

5 Partner Relations Overview Significant results are rarely achieved in a vacuum. Program administrators and organization directors understand that realizing outcomes often requires working with engaged, committed partners. Unfortunately, many professionals have never had access to training that focuses on the ins and outs of creating and maintaining successful, longterm partnerships. This session offers tangible and relevant skills and techniques that are grounded in a variety of professions and disciplines. Much more than a cursory overview, this session offers a whole new mindset and approach to working with partners at all levels. It provides a way to make your partnerships more productive, satisfying, and impactful toward your desired outcomes. The training features these key components: Distinguishing among types of partnerships and defining outcomes for each segment Managing partnerships for mutually beneficial goals, and recognizing that partner management is more than meeting facilitation Building and managing coalitions for results Turning partners into long-term, loyal constituents Participants will gain solid content knowledge in partner relations and targeted, useful tools and techniques. They will be challenged to create a new model of partnerships that moves beyond coordination. This is a must attend session for anyone who works with partners Page 4

6 Learning Objectives At the end of the training participants will be able to: Articulate the definitions of partners and partnerships Segment and characterize types of partners and distinguish between partners, grantees, contractors, stakeholders, and publics Identify, create, and maintain specific strategic partnerships to achieve health outcomes Create and maintain more effective and result-based coalitions and know when not to form coalitions Change and adapt partnerships given changing conditions, goals, and players Apply management skills and tools to maintain effective partnerships Agenda Introductions and overview Self-assessment and learning objectives Definitions and frameworks Systems change and planning as context Segments, continuum, strategic partnerships Redefining partners Developing and managing partnerships Coalitions as structure, not as partnership Building and maintaining strong coalition Management tools Discussion, action steps, conclusion 2015 Page 5

7 Project Management for Public Health Overview Public health practitioners are increasingly responsible for multiple projects within their program, across programs or divisions, and with external partners. To define, coordinate, and manage resources effectively, and attain project goals, practitioners need project management skills. Project management refers to a set of skills that are used to effectively and efficiently manage people and resources to achieve results on time and within budget. Good project management skills enable a project coordinator to manage multiple projects, focus on priorities, accomplish necessary tasks, and make appropriate resource decisions. This session provides an overview of the project management cycle that is customized for the public health environment. Content includes the tools, templates, and skills project coordinators need to successfully manage people and resources, stay on time and on budget, and attain results while managing multiple projects of differing sizes and scopes. Project management is a tool that is vital to ensuring more efficient and effective allocation and use of limited resources, and thus greater productivity toward specific public health outcomes. Come in with a project in mind and leave able to create a useful, effective project plan. Learning Objectives At the end of the training participants will be able to: Define project management, its purpose, and its application Clearly define projects and the necessary project team to achieve specific outcomes Develop and manage an effective and successful project group Apply the five steps of project management to small and large projects Use project plans to define staffing, budgeting, and resource needs and allocations Use a project management approach for prioritizing and balancing workload 2015 Page 6

8 Apply project management skills in order to self-manage and coordinate multiple people on multiple projects Monitor project progress, make needed adaptations, and objectively measure success Create a project management culture where multiple projects are managed in a timely and efficient manner Agenda Introduction and overview Definitions and frameworks Five steps of project management Define and organize Plan the project Manage the project Monitor and adapt Close the project Tools and tips Managing multiple projects Wrap up and evaluation 2015 Page 7

9 The Business Blueprint for Sustainability Overview Nonprofit organizations and public agencies undertake a variety of programs, projects, and initiatives to meet real community needs. While many of these are evidence-based, leaders and managers still face the challenge of how to not only sustain their efforts, but grow them to meet ever-increasing needs. It is no longer good enough to run efficient and effective operations; it is necessary to be impactful and indispensable! Nonprofit Impact s updated Integrated Strategy for Success and Sustainability, based on 30 years of working with nonprofits and public agencies, has been proven effective in creating stronger public health, health education, healthy aging, and chronic disease prevention programs. The Integrated Strategy says that organizations (or programs) with an identity tightly focused on the difference they want to make, meaningful connections to constituents, and a business model that ensures capacity to effectively attain and deploy resources, create impact. It is this impact that assures success and sustainability. A business blueprint is the tool to create your integrated strategy. It integrates the organization s strategic vision, goals, and position (identity), its knowledge about audiences, stakeholders, and partners and how to connect with them (constituents), and the most appropriate systems, structure, and revenue models to support, sustain and grow the operation (capacity). The business blueprint (an adapted version of a comprehensive business plan) guides the design, development, and management of an organization or program and can be used to attract investment. This training session equips participants to create more sustainable organizations and programs. At the end of the session, participants will have a business blueprint that is their guide for sustainability Page 8

10 Learning Objectives At the end of the training participants will be able to: Articulate the components necessary for their organization to be more impactful and indispensable, and therefore sustainable Complete a business blueprint outline and identify opportunities and obstacles to success Apply a more systematic, comprehensive (more time and cost efficient) approach to building a stronger organization or program Agenda Introductions and overview Sustainability self-assessment Sustainability the 3 key questions The Integrated Strategy framework Applying the Integrated Strategy Creating your business blueprint Worksheets and resources Summary and conclusions 2015 Page 9

11 Using a Systems Change Approach Overview Public health agencies and organizations focus on systems change to support healthy lifestyles and behaviors. In many settings, systems change implies policy initiatives. However, systems change is a more complex process that has its roots in the science of ecology. This training provides an overview of the principles of systems change and how those principles are applied in practice in a public health setting. Ironically, systems change strategies require systems change at the organizational level. Participants will better understand how to implement and support system change strategies at community, regional, state, or organizational levels. Learning Objectives At the end of the training participants will be able to: Describe a system within the context of public health Describe how systems change applies to achieving public health outcomes including, but not limited to, policy Articulate the difference between activity-, program-, and systems-level work Develop systems change outcomes and strategies for their work Agenda Introduction and overview Definitions and frameworks Systems change and public health The systems change process Creating system change outcomes and strategies Examples and conclusions 2015 Page 10

12 Organizational Analysis and Development for Growth and Impact Overview Organizational analysis is a systematic, objective review of an organization or program intended to help it be more effective, efficient, and potent. It provides a context for making strategic and operational decisions, and for organizational design and development. The process can help an organization reach its fullest potential, leverage success, capitalize on opportunities, and re-tool for greater impact. This training session presents a process that has been effectively used with hundreds of organizations and multi-state programs. It outlines the step-by-step process, and provides tools, to undertake a useful analysis and development process. Further, the session demonstrates how to use the analysis for organizational change and alignment for more integrated chronic disease efforts. Examples from public health agencies and programs of all sizes and scopes are provided. Participants increase their knowledge, skills, and abilities to undertake an organizational analysis and development process, and serve as internal change agents. Tools, templates, and resources that can be used in a variety of settings are also provided. Learning Objectives At the end of the training participants will be able to: Create an organizational analysis process appropriate to their needs and scope Conduct or coordinate an efficient analysis Understand the principles and best practices of organizational development, and how to apply them in making staffing, structure, systems, strategy, and cultural changes Use a systematic analysis to align and develop the organization/program for potency, efficiency, and effectiveness Lead an organizational change process 2015 Page 11

13 Articulate and apply a model to create more sustainable and potent organizations, agencies, and programs Agenda Introduction and overview Definitions and frameworks Background and application Analysis Organizational alignment and development Change management and leadership Samples, case studies and applications 2015 Page 12

14 Leadership and Management Overview The success of an organization, agency, or program depends on the effectiveness of its leadership. Effective leadership depends on discipline and focus setting the direction, communicating that direction, and removing obstacles in order to move in that direction. Leadership also implies that there are followers. Leaders must ensure that there are sufficient resources available, and create an environment that motivates and empowers others to achieve results. Rather than prescribe one particular leadership model, this session provides the tools that leaders in nonprofit organizations and public agencies need most to effectively lead and manage their organizations, agencies, or programs toward specific goals. It includes the opportunity to explore internal leadership dynamics, build individual skills, and foster peer exchange and discussion on current leadership issues. Learning Objectives At the end of the training participants will be able to: Use a deeper understanding of themselves as a leader including leadership and communication styles to better connect with others and address leadership challenges Diagnose, select, and apply the appropriate leadership and management skills to particular situations Work more effectively and collaboratively with their leadership partners or management teams Use tools and techniques to set priorities, manage projects and people, solve problems, and attain results 2015 Page 13

15 Agenda Overview The context for leadership The job of leadership Leadership skills Leadership partner relationships Application and action planning 2015 Page 14

16 Outcome-Driven Technical Assistance Overview Public health, aging, and human service agencies and organizations provide a variety of technical assistance services. Technical assistance tends to focus on processes and activities, rather than on measurable outcomes. Technical assistance is more than just sharing information, facilitating planning sessions, or presenting workshops. Outcome-driven technical assistance is a deliberate function intended to bring about organizational, community, or systems change. To bring about outcomes and realize a return on investment, technical assistance requires an intensive intervention. Successful interventions are grounded in the principles and practices of organizational development and community change. Outcome-driven technical assistance is a systematic and structured process, requiring specific skills to achieve lasting results. Based on 30 years of experience in providing technical assistance and creating technical assistance programs, Nonprofit Impact helps organizations and agencies design outcomedriven technical assistance programs, and enhance technical assistance providers skills. Purpose To increase knowledge, skills, and abilities in technical assistance and capacity building To provide the tools, templates, and resources to build a strong and effective technical assistance function Learning Objectives At the end of the training participants will be able to: Identify and develop the skills that are necessary for technical assistance Define and articulate the value of technical assistance and capacity building Define and distinguish the five components of organizational development, and know which tools to apply to address specific capacity issues 2015 Page 15

17 Complete an organizational analysis as a basis for designing a technical assistance intervention Design a technical assistance intervention that is aligned with outcomes Participate in the development/redesign of the technical assistance program for measurable results, returns on investment, and demonstrations of value Agenda Introductions and overview You as the technical assistance provider Technical assistance and capacity building using the principles and practices of organizational development The technical assistance process to achieve outcomes Formalizing your technical assistance program to signal value Case studies and application Conclusion 2015 Page 16

18 Additional Resources Nonprofit Impact has a variety of educational materials available to aid you in your efforts. A few of these resources are listed here. We can also customize any of these topics for your particular organization or program. For more information, please contact Shelli Bischoff: shelli@nonprofitimpact.com x100. Integration 2.0: After the Coordinated Chronic Disease Plan, Now What? From Coordination to Integration: A Systems Change Approach to Organizational Alignment to Achieve Health Outcomes in Chronic Disease The Integrated Strategy for Nonprofit Success and Sustainability: The Impact Model From Strategic Planning to Strategic Positioning Beyond Marketing: Creating a Constituent-Centered Organization 2015 Page 17

19 Nonprofit Impact provides consulting and training to organizations and agencies that are dedicated to community and public health, education, and human services. Our staff members are experienced professionals who have extensive nonprofit management and public administration expertise. We help organizations, agencies, and programs develop leaders, staff, and volunteers to create more productive and satisfying operations that achieve results. Our services include strategic planning and positioning, marketing, fundraising, and organizational analysis and development. Our sister company, Conservation Impact, is dedicated to helping organizations achieve results toward environmental conservation and resource sustainability. Together, the two companies have worked with over 675 organizations on more than 1,000 projects. For more information about the companies, our services, or our team, please call us at or visit us online at Shelli Bischoff Karen Buck Blake Angelo Melissa Kemp