Co ntro lling and Quality Manag e me nt in the No n Pro fit S e c to r
Dr. Jo hanne s Me ie r, Me mbe r o f the Exe c utive Bo ard
Berlin, March 14, 2005

Ince ndae d impo rtanc e o f c o ntro lling and quality
Ag re as
manag e me nt
• Increased importance of controlling and quality
m anagem ent
• Tools for implementation
Phase based project managem and quality councils
ent
Transparency of costs and focus on efficiency
Brand as an anchor of trust and differentiation
Personnel developm along a com
ent petence model
Effective partnering
March 14, 2005 Seite 2

The inde pe nde nc e o f fo undatio ns -
An ambivale nt s tarting po s itio n
 No need to consider economic and political
constraints in the choice of projects.
 Lack of clear market signals that would allow
easy alignment and controlling of projects.
 Lack of objective standards for evaluation of
success.
 „no need for excellence“
March 14, 2005 Seite 3

Pe rc e ive d dile mma : e c o no mic e ffic ie nc y vs . c re ativity
•
Ambitio us appro ac h in
Us ing re s o urc e s ‚Handic raft‘ de ve lo pme nt o f ide as ,
e c o no mic ally witho ut •
Early fe as ibility c he c k,
e nthus ias m
• c tive c o ntro lling
Effe
and
quality as s uranc e
•Expe ns ive ite ratio ns o f
Re -inve nting the s te ps in the pro c e s s
whe e l •mo ving targ e ts ‘
‚
Was ting re s o urc e s
•
fantas y
Pro c e e ding witho ut Finding c re ative s o lutio ns
c re ativity
March 14, 2005 Seite 4

To o ls fo r imple me ntatio n
Ag e nda
• Increased importance of controlling and quality
m anagem ent
• Tools for implementation
Phase based project managem and quality councils
ent
Transparency of costs and focus on efficiency
Brand as an anchor of trust and differentiation
Personnel developm along a com
ent petence model
Effective partnering
March 14, 2005 Seite 5

Phas e bas e d pro je c t manag e me nt and quality c o unc ils
Finding Project Execution Execution Execution Measuring & Implemen-
ideas Development 1 2 3 Closure tation
„Inc re as e o f quality , e xpe rtis e and impac t“
Quality councils after each phase allowfor:
• The right input at the right tim for project m
e anagers and partners
• A pragmatic method to adjust activities, evaluation goals, resources
and com unication
m
• Planning reliability for all parties involved
• Sound basis for hum resource m
an anagement
March 14, 2005 Seite 6

Trans pare nc y o f c o s ts and fo c us o n e ffic ie nc y
Trans pare nc y o f c o s ts •Allocation of full costs (personnel
costs, m aterial costs) at project level
•Allocation m ethods or transfer pricing
of central costs
•Em ployee suggestion system for
Effic ie nc y
improvem ideas
ent
•Shared services for event
m anagem ent, multim edia,
com unication, data research
m
•Centralised purchasing
•Avoiding fragmentation in project
staffing March 14, 2005 Seite 7

Brand as an anc ho r o f trus t and diffe re ntiatio n
Staff Brand as identity anchor and
magnet for talents
Trust Immaterial
benefit
Stiftungs-
Foundation
Public marke
brand
Brand as the basis Partner
for legitimization Brand as door opener
Information
March 14, 2005 Seite 8

Pe rs o nne l de ve lo pme nt alo ng a c o mpe te nc e mo de l
Pro fe s s io nal & me tho do lo g ic al De c is io n -making c o mpe te nc e
c o mpe te nc e • Visionary thinking
• Experience in m anaging and leading • Sensitivity for trends
projects • Im plem entation skills, energy
• Organisational skills • Consistency and insistency
• Basic know ledge of business • Entrepreneurial thinking, goal-oriented
adm inistration
• Disciplinary and m ulti-
disciplinary know ledge
Le ade rs hip
Pe rs o nal c o mpe te nc e S o c ial-c o mmunic ative c o mpe te nc e
•Self m anagem ent •Em pathy, persuasiveness
•Positive general attitude •Netw m ork anagem ent
•Consciousness for values •Judgem ent
•Self m otivation •Conflict m anagem skills
ent
•Loyalty •Ability to assert oneself
•Am bition •Ability for reflection
•Learning aptitude
•Com unication skills
m
March 14, 2005 Seite 9

Effe c tive partne ring
Fle xibility o f
Lonesom e
ac tio n
fighter “The re is no fre e lunc h”
Focused
partnerships
Inform netw
al orks
Ne e d fo r c o o rdinatio n
March 14, 2005 Seite 10

Thank you for your attention!
March 14, 2005 Seite 11