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 uti...
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 q...
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 an...
Pe rc e ive d dile mma : e c o no mic e ffic ie nc y vs . c re ativity


                                                 ...
To o ls fo r imple me ntatio n
Ag e nda


• Increased importance of controlling and quality
  m anagem ent
• Tools for imp...
Phas e bas e d pro je c t manag e me nt and quality c o unc ils


Finding      Project      Execution   Execution   Execut...
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 (...
Brand as an anc ho r o f trus t and diffe re ntiatio n


                     Staff   Brand as identity anchor and
       ...
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 i...
Effe c tive partne ring


Fle xibility o f
                   Lonesom   e
ac tio n
                     fighter     “The r...
Thank you for your attention!




                                March 14, 2005   Seite 11
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Controlling and Quality Management in the Non Profit Sector

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Presentation by Johannes Meier given at the International Foundation Management Symposium on Effectiveness, Efficiency and Accountability in Philanthropy, Berlin 13-15 March 2005

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Controlling and Quality Management in the Non Profit Sector

  1. 1. 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
  2. 2. 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
  3. 3. 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
  4. 4. 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
  5. 5. 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
  6. 6. 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
  7. 7. 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
  8. 8. 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
  9. 9. 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
  10. 10. 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
  11. 11. Thank you for your attention! March 14, 2005 Seite 11

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