Policy Governance in Non-Profits - Cases
(To be adopted after making appropriate attributions)
Qualityworld
YMCA
The Young Men's Christian Association (YMCA) helps young people to build a future through housing, training, personal and social development. This case study discusses a self-assessment exercise carried out by YMCA England which is the national organisation for affiliated local associations, and operates through a number of regional networks and links to the international YMCA movement.
Quality background
YMCA training, a department within YMCA England, has achieved ISO 9001 and IIP recognition. In addition, the Training Standards Council has audited its training services. As part of that process, considerable self-assessment work has been undertaken. The YMCA housing department works to the Housing Corporation's standards and has systems to ensure that they are met by associations contracted to manage housing schemes. These quality initiatives have been driven by external stakeholders' requirements or as part of a contractual relationship. Other quality development approaches have come about in an ad hoc fashion. Departments have different approaches, none of which can provide an appropriate way to look at quality across the whole organisation, or address the importance of primary stakeholders, including local associations, YMCA members and beneficiaries of YMCA work.
There's no need to be down
The excellence model was used to help restructure the regional field teams. When the model was introduced, reorganisation was already in progress to ensure that the breadth of support expertise and potential partnership opportunities with YMCA England were available to every region. There are two groups of regional support teams - north and south - each with a director. Each group has several regional development officers (RDOs), each of whom co-ordinates a regional team. Both groups have been involved in using the excellence model, although the detailed assessment and development using the model has been with the southern group.
Key issues to be addressed were:
how to encourage local associations to work towards YMCA strategy goals
how to ensure that the support needs of local associations were systematically built into YMCA England's plans
how to ensure that YMCA members' and beneficiaries needs were met effectively
The directors further developed the approach. The revised approach was assessed against the nine excellence model criteria. A table set out strengths and areas for improvement under each criterion, to assess whether
the approach was sound and integrated
it had been implemented methodically
results had positive trends
targets were achieved
comparisons were made with other organisations
results were caused by the approach
results addressed relevant areas
The excellence model has provided a management approach that embraces quality, and the self-assessment model is a flexible framework for regions to facilitate continual improvement, while allowing each to tailor their approach. It is particularly appropriate for a federated and continually changing environment such as the YMCA.
Action plan
The outcome of deeper analysis is under discussion with each of the southern RDOs In particular, key performance indicators and information-gathering methods are being designed to prepare for the full self-assessment in a year's time. This will test the design of the approach that regions have taken and judge their implementation of the work.
Planning tools and problem-solving
Though people are reluctant to take part in self-assessment when they already have an agenda to improve their services adapting the excellence model as a planning tool has made it easier for people to engage. The key to encouraging further use of the model will be its development as a problem-solving tool for tackling work issues.
It is important to understand the political context in which self-assessment is carried out and the extent to which it is internal or public Although it is integral to the management process, until more people have had an opportunity to try out self-assessment, it is unlikely to fit in with other management planning and evaluation activity. That said, where people are using the excellence model, it is replacing other processes.
Brass in your pocket, time on your hands
The facilitator support work at YMCA took one and a half weeks over a nine-month period. Flexibility has been essential as participants decide what they need at each step. Allowing time (about two hours) for familiarisation with the model (including reading briefing material, a presentation and discussion time) is important. It is difficult to isolate the time taken in using the excellence model, as it has been an integral part of work agendas, at meetings and in work reviews.
The cost of participants' time (facilitator and orientation time: in practical terms no extra money was spent on staff time) is estimated at £5,000. However, if this is offset against meeting time which would have been necessary in any case, then the cost is reduced to £2,500.
Mike Paul, corporate internal auditor, YMCA
© Qualityworld February 2001
Qualityworld
RSPB
Championing the conservation of birds and biodiversity in the UK and worldwide, the RSPB (the Royal Society for the Protection of Birds) has a membership of over one million committed individuals and a staff of over 1,000 employees. This case study (which describes how the RSPB, using the finance department as a pilot site, has made use of the excellence model) focuses on two approaches to self-assessment: consensus scoring and writing an award submission.
Quality history
There have been various quality initiatives over the past eight years, including comprehensive management training, a corporate communications programme for all staff and volunteers and the formal recognition of standards like IIP.
There are 22 employees in the finance department and, having been RSPB's financial controller since 1988, I felt that the team was not sure why we were embarking on what appeared to be a series of management 'fads'. They wanted a context for the different initiatives.
During my MSc in charity finance, I undertook a review of benchmarking in charities. Practical application involved collaborative work with Royal Mail on purchasing, and led to an awareness of the excellence model as a framework. Managers in the RSPB finance department were introduced to the model and invited to become involved in its use. After consultation with Royal Mail, we adapted its 'unit excellence' format as an introduction. Since then, I have trained both as an assessor with the BQF and in the excellence model with QSTG.
Assess for success
For the first two years (1997 and 1998), all nine criteria of the model were assessed together using consensus scoring. Participation was voluntary and consensus meetings were conducted outside working hours. Attendance at sessions averaged 60 per cent of the department. In 1998 we obtained a copy of BQF's self-assessment software 'Assess', for evaluation. The clear language of the questions and its automatic scoring gave a swift diagnosis.
I came to realise that assessing all nine criteria at once did not provide enough detail to develop separate action plans. As a result, for 1999/2000, one criterion of the model is assessed by consensus each month. Each criterion has a champion and support champion responsible for advancing work and circulating questions to the department. They calculate a consensus score from respondents and present their findings at monthly team meetings. A practical teamwork session develops an action plan. Progress is reported at the next meeting.
Priorities and outcomes
Following the original self-assessments (1997 and 1998), areas of work were prioritised. Some key actions were to introduce an annual employee survey and output measures with both qualitative and quantitative data, and to compile customer satisfaction measures from existing data and that obtained by new methods. Recent outcomes include:
a 13 per cent increase in two years in measured outputs from the department, with no additional staffing
individual personal action targets (for environmental/ethical impact and community action) undertaken by the finance team, affecting the model's 'society results' and contributing to RSPB's greening targets at an organisational level
more structured planning means that the department is no longer purely reactive, but agile enough to meet new requirements quickly and effectively
excellence model opportunities have been developed for shared learning with other charities, by promoting practical examples through benchmarking activities. These have been entitled the 'easy eight' and are a quick way for a charity to evaluate its finance activities.
Cultural evolution
The most important benefit has been the evolution of a culture which is more accepting of change. The teams are more confident that they can influence outcomes and work through problems. They are establishing targets that they believe in and can be judged by; this has boosted their sense of worth and has led to the establishment of realistic measures which do not drain resources. However, this learning exercise has been conducted over several years - it is not a quick solution.
The model provided a channel to capture 'organisational' issues. There are no right or wrong ways to begin self-assessment using the excellence model. RSPB has tried one particular approach; its success has been measurable and may prompt wider application. Senior management commitment is necessary to apply changes.
Writing an award submission
The second and separate approach to self-assessment, using the excellence model framework, has been to compile an award submission report on the RSPB, involving:
writing a submission document
a written assessment of each of the 32 sub-criteria, using the BQF assessors' format: identifying strengths and areas for improvement with optional scoring
an action plan of proposals for improvements
The requirements of this approach are specific and a detailed working knowledge of the excellence model is essential. If the exercise is to be conducted for the whole organisation, then knowledge of the organisational structure is necessary.
Framework, benchmark
Although researching detailed and accurate information for the whole organisation can be difficult, all stages of the process can be completed at once. The report provides both a consistent framework for the organisation's initiatives and a useful benchmark. The end product is a helpful reference document.
When written by a single author, a report can be produced without obstruction, though it may lack organisational overviews: personal views need to be mediated by group consensus. Completing a report in this way provides an external view. The work is not wasted as t can be updated for future assessments. This format is valuable, as it provides a factual record of accomplishments, is comprehensive and can be updated.
Time taken and costs involved
Since the application of the excellence model has become ingrained into our working practices, it is hard to quantify the time spent on it. However, our monthly assessments and scoring of criteria take perhaps two hours a month. Materials over the three years have cost us roughly £500. To date, I have spent over 150 hours on the award submission and the exercise is far from complete. Judging by the benefits to our department, however, the time spent on the excellence model has repaid us a hundred times over.
Julian Sergeant, financial controller, RSPB
© Qualityworld February 2001
Qualityworld
YMCA
The Young Men's Christian Association (YMCA) helps young people to build a future through housing, training, personal and social development. This case study discusses a self-assessment exercise carried out by YMCA England which is the national organisation for affiliated local associations, and operates through a number of regional networks and links to the international YMCA movement.
Quality background
YMCA training, a department within YMCA England, has achieved ISO 9001 and IIP recognition. In addition, the Training Standards Council has audited its training services. As part of that process, considerable self-assessment work has been undertaken. The YMCA housing department works to the Housing Corporation's standards and has systems to ensure that they are met by associations contracted to manage housing schemes. These quality initiatives have been driven by external stakeholders' requirements or as part of a contractual relationship. Other quality development approaches have come about in an ad hoc fashion. Departments have different approaches, none of which can provide an appropriate way to look at quality across the whole organisation, or address the importance of primary stakeholders, including local associations, YMCA members and beneficiaries of YMCA work.
There's no need to be down
The excellence model was used to help restructure the regional field teams. When the model was introduced, reorganisation was already in progress to ensure that the breadth of support expertise and potential partnership opportunities with YMCA England were available to every region. There are two groups of regional support teams - north and south - each with a director. Each group has several regional development officers (RDOs), each of whom co-ordinates a regional team. Both groups have been involved in using the excellence model, although the detailed assessment and development using the model has been with the southern group.
Key issues to be addressed were:
how to encourage local associations to work towards YMCA strategy goals
how to ensure that the support needs of local associations were systematically built into YMCA England's plans
how to ensure that YMCA members' and beneficiaries needs were met effectively
The directors further developed the approach. The revised approach was assessed against the nine excellence model criteria. A table set out strengths and areas for improvement under each criterion, to assess whether
the approach was sound and integrated
it had been implemented methodically
results had positive trends
targets were achieved
comparisons were made with other organisations
results were caused by the approach
results addressed relevant areas
The excellence model has provided a management approach that embraces quality, and the self-assessment model is a flexible framework for regions to facilitate continual improvement, while allowing each to tailor their approach. It is particularly appropriate for a federated and continually changing environment such as the YMCA.
Action plan
The outcome of deeper analysis is under discussion with each of the southern RDOs In particular, key performance indicators and information-gathering methods are being designed to prepare for the full self-assessment in a year's time. This will test the design of the approach that regions have taken and judge their implementation of the work.
Planning tools and problem-solving
Though people are reluctant to take part in self-assessment when they already have an agenda to improve their services adapting the excellence model as a planning tool has made it easier for people to engage. The key to encouraging further use of the model will be its development as a problem-solving tool for tackling work issues.
It is important to understand the political context in which self-assessment is carried out and the extent to which it is internal or public Although it is integral to the management process, until more people have had an opportunity to try out self-assessment, it is unlikely to fit in with other management planning and evaluation activity. That said, where people are using the excellence model, it is replacing other processes.
Brass in your pocket, time on your hands
The facilitator support work at YMCA took one and a half weeks over a nine-month period. Flexibility has been essential as participants decide what they need at each step. Allowing time (about two hours) for familiarisation with the model (including reading briefing material, a presentation and discussion time) is important. It is difficult to isolate the time taken in using the excellence model, as it has been an integral part of work agendas, at meetings and in work reviews.
The cost of participants' time (facilitator and orientation time: in practical terms no extra money was spent on staff time) is estimated at £5,000. However, if this is offset against meeting time which would have been necessary in any case, then the cost is reduced to £2,500.
Mike Paul, corporate internal auditor, YMCA
© Qualityworld February 2001
Qualityworld
RSPB
Championing the conservation of birds and biodiversity in the UK and worldwide, the RSPB (the Royal Society for the Protection of Birds) has a membership of over one million committed individuals and a staff of over 1,000 employees. This case study (which describes how the RSPB, using the finance department as a pilot site, has made use of the excellence model) focuses on two approaches to self-assessment: consensus scoring and writing an award submission.
Quality history
There have been various quality initiatives over the past eight years, including comprehensive management training, a corporate communications programme for all staff and volunteers and the formal recognition of standards like IIP.
There are 22 employees in the finance department and, having been RSPB's financial controller since 1988, I felt that the team was not sure why we were embarking on what appeared to be a series of management 'fads'. They wanted a context for the different initiatives.
During my MSc in charity finance, I undertook a review of benchmarking in charities. Practical application involved collaborative work with Royal Mail on purchasing, and led to an awareness of the excellence model as a framework. Managers in the RSPB finance department were introduced to the model and invited to become involved in its use. After consultation with Royal Mail, we adapted its 'unit excellence' format as an introduction. Since then, I have trained both as an assessor with the BQF and in the excellence model with QSTG.
Assess for success
For the first two years (1997 and 1998), all nine criteria of the model were assessed together using consensus scoring. Participation was voluntary and consensus meetings were conducted outside working hours. Attendance at sessions averaged 60 per cent of the department. In 1998 we obtained a copy of BQF's self-assessment software 'Assess', for evaluation. The clear language of the questions and its automatic scoring gave a swift diagnosis.
I came to realise that assessing all nine criteria at once did not provide enough detail to develop separate action plans. As a result, for 1999/2000, one criterion of the model is assessed by consensus each month. Each criterion has a champion and support champion responsible for advancing work and circulating questions to the department. They calculate a consensus score from respondents and present their findings at monthly team meetings. A practical teamwork session develops an action plan. Progress is reported at the next meeting.
Priorities and outcomes
Following the original self-assessments (1997 and 1998), areas of work were prioritised. Some key actions were to introduce an annual employee survey and output measures with both qualitative and quantitative data, and to compile customer satisfaction measures from existing data and that obtained by new methods. Recent outcomes include:
a 13 per cent increase in two years in measured outputs from the department, with no additional staffing
individual personal action targets (for environmental/ethical impact and community action) undertaken by the finance team, affecting the model's 'society results' and contributing to RSPB's greening targets at an organisational level
more structured planning means that the department is no longer purely reactive, but agile enough to meet new requirements quickly and effectively
excellence model opportunities have been developed for shared learning with other charities, by promoting practical examples through benchmarking activities. These have been entitled the 'easy eight' and are a quick way for a charity to evaluate its finance activities.
Cultural evolution
The most important benefit has been the evolution of a culture which is more accepting of change. The teams are more confident that they can influence outcomes and work through problems. They are establishing targets that they believe in and can be judged by; this has boosted their sense of worth and has led to the establishment of realistic measures which do not drain resources. However, this learning exercise has been conducted over several years - it is not a quick solution.
The model provided a channel to capture 'organisational' issues. There are no right or wrong ways to begin self-assessment using the excellence model. RSPB has tried one particular approach; its success has been measurable and may prompt wider application. Senior management commitment is necessary to apply changes.
Writing an award submission
The second and separate approach to self-assessment, using the excellence model framework, has been to compile an award submission report on the RSPB, involving:
writing a submission document
a written assessment of each of the 32 sub-criteria, using the BQF assessors' format: identifying strengths and areas for improvement with optional scoring
an action plan of proposals for improvements
The requirements of this approach are specific and a detailed working knowledge of the excellence model is essential. If the exercise is to be conducted for the whole organisation, then knowledge of the organisational structure is necessary.
Framework, benchmark
Although researching detailed and accurate information for the whole organisation can be difficult, all stages of the process can be completed at once. The report provides both a consistent framework for the organisation's initiatives and a useful benchmark. The end product is a helpful reference document.
When written by a single author, a report can be produced without obstruction, though it may lack organisational overviews: personal views need to be mediated by group consensus. Completing a report in this way provides an external view. The work is not wasted as t can be updated for future assessments. This format is valuable, as it provides a factual record of accomplishments, is comprehensive and can be updated.
Time taken and costs involved
Since the application of the excellence model has become ingrained into our working practices, it is hard to quantify the time spent on it. However, our monthly assessments and scoring of criteria take perhaps two hours a month. Materials over the three years have cost us roughly £500. To date, I have spent over 150 hours on the award submission and the exercise is far from complete. Judging by the benefits to our department, however, the time spent on the excellence model has repaid us a hundred times over.
Julian Sergeant, financial controller, RSPB
© Qualityworld February 2001
posted by T at 5:10 pm
