Over the last 5 years, the organisation has been successful in rapidly transitioning from a small to a medium sized not-for-profit. This transition has resulted in additional operational complexity. Examples include: Additional operational commitments, a transition from volunteers to full/part time employees, increased revenue & expenditure and increased corporate sponsorship & associated assurance/compliance requirements.
It has been identified by the organization’s board and CEO that the operational capability required to manage a medium sized not-for-profit is more complex and sophisticated compared to those required of a small size. not-for-profit
A Management Operating System (MOS) and Program Management Office (PMO) review was completed. The review was based on the 6 MOS elements and 4 PMO elements as illustrated in the adjacent figure.
The review identified key opportunities to improve current state processes up to the MOS and PMO element benchmarks
10 key recommendations were identified through the review and communicated to the organisation.
ImpRes assisted the organisation with the following 5 initiatives:
Refreshing the organisation’s strategy (Vision, Mission, KPI and initiatives) and operational values
Implementing a PMO to ensure the organisation is ready for strategy initiative implementation
Implementing a Monthly Information Centre (includes the provision of ongoing coaching and mentoring)
Developing a Monthly Board Operational Report that communicates progress against KPIs
Establishing and implementing a Delegation of Authority matrix