Resource and performance Management in Non-Profit Organizations (Make a wish foundation)

Resource and performance Management in” rel=”nofollow”>in Non-Profit Organizations (Make a wish foundation)
Order Description

This module is about Resource and performance Management in” rel=”nofollow”>in Non-Profit Organizations.
This paper should look at “Make a wish foundation” and everythin” rel=”nofollow”>ing we asses should go back to the organization; therefore a lot of research should be done about the
organization by readin” rel=”nofollow”>ing their board reports). I will list below the exact criteria that the professor has given us, because that’s how he wants the paper to be
structured.
The style of the paper is a Memo, and should use footnotes on every reference.
The structure of the paper is:

1) Describe the benefit of a chosen method for the analysis of your NPO (Like a balanced score card or anythin” rel=”nofollow”>ing useful) – which you suggest to use as help to clarify
and assess the strategic direction and strategic choices of your organization. (less than or equal to 1 pages)

2) Identify strategic direction and alignment (Also look at their vision & mission to see whether they are aligned, as well as an activity matrix to help see if
there’s strategic alignment) (less than or equal to 1 pages)

3) Describe strategic choices and trade-offs (How to reallocate resources?) for your chosen NPO, usin” rel=”nofollow”>ing a selected methodology (The methodology should not be part of
the paper but we should only use the fin” rel=”nofollow”>indin” rel=”nofollow”>ings from it, you can add it as annexes) . You can add in” rel=”nofollow”>in tables to make the in” rel=”nofollow”>information look easier as to what is aligned and
what’s not (we should be analytical rather than descriptive. (less than or equal to 1 pages)

4) Risk Management (less than or equal to 2 pages (worth 30 poin” rel=”nofollow”>ints))
• We have to look at the operational risks only (6-10 risks), and fin” rel=”nofollow”>ind stats and evidence to support our fin” rel=”nofollow”>indin” rel=”nofollow”>ings. (Use matrixes that are color coded)
• Risk assessment table with (Impact, Likelihood and risk ratin” rel=”nofollow”>ing )
• Risk matrix for prioritization/trade offs
• Risk register
• Risk mitigation
• Risk recordin” rel=”nofollow”>ing and Monitorin” rel=”nofollow”>ing
o Is risk management a part of your busin” rel=”nofollow”>iness-plan?
o Are actions on risk mitigation regularly monitored?
o Is risk management in” rel=”nofollow”>integrated in” rel=”nofollow”>into regular reportin” rel=”nofollow”>ing procedures?
o Are risk assessments in” rel=”nofollow”>internally shared and communicated widely?

o Is risk management part of the managerial performance assessment?
• Three lin” rel=”nofollow”>ines of defense (Make assumptions)
5) Performance Management: (Budget typology; Reportin” rel=”nofollow”>ing modalities & format; managerial use of reports? Accountability; KPIs? Assess strengths and weaknesses within” rel=”nofollow”>in the
organization. (less than or equal to 3 pages (40 poin” rel=”nofollow”>ints))

6) The Journey towards Results: Baselin” rel=”nofollow”>ine; next steps; which elements are in” rel=”nofollow”>in place / are missin” rel=”nofollow”>ing? (less than or equal to 1 pages)
• Enablers of enhanced performance & efficiency: (1) DoA (Delegation of Authority) (The “Prin” rel=”nofollow”>incipal – Agent” Paradigm )
• Enablers of enhanced Efficiency: Flexible Budgets
• Enablers of enhanced performance (3) Performance Management and Benchmarkin” rel=”nofollow”>ing
o How is your organization reportin” rel=”nofollow”>ing on its performance?
o Note: set-up and prin” rel=”nofollow”>inciples are more important than specific data. We are lookin” rel=”nofollow”>ing for:
• Reportin” rel=”nofollow”>ing frequency, and purpose: for whom?

• Reportin” rel=”nofollow”>ing format: Budget vs. previous budget? Budget vs. actuals?
Actuals vs. actuals? others?

• Reportin” rel=”nofollow”>ing objects: by organizational units, lin” rel=”nofollow”>ine items, programs, outputs, outcomes?

• Reportin” rel=”nofollow”>ing complexity: how many data poin” rel=”nofollow”>ints are reported overall?

• KPIs: are they key in” rel=”nofollow”>in the reportin” rel=”nofollow”>ing? If not, why not?

7) A case for change? (note the question mark!) (less than or equal to 2 pages (#6 & #7 combin” rel=”nofollow”>ined = 30 poin” rel=”nofollow”>ints)) Below 4 steps are for this section!

• Gleicher’s Formula for Change
DxVx F > R
Where:
D = Dissatisfaction
V = Vision for change

F = First steps towards vision for change
R = Resistance to change

Step 1) Diagnose reasons of dissatisfaction with traditional budgetin” rel=”nofollow”>ing and target settin” rel=”nofollow”>ing in” rel=”nofollow”>in your organization, and how it is impactin” rel=”nofollow”>ing the functionin” rel=”nofollow”>ing of the
organization.

Step 2) Describe the vision for change which may result from the dissatisfaction.

Step 3) Describe the implications the first steps would have specifically on:
• Transformation of your SPC,
• The Risk Assessment, and

• The Monitorin” rel=”nofollow”>ing Report;
in” rel=”nofollow”>in addition:
• Describe other first steps, required to prepare for a potential paradigm shift.

Step 4) Describe the risks and benefits for the organization, which would result from a move beyond the traditional RM, for example:
• Appetite for change vs. change fatigue or other resistance
• Capacity to implement change, and:
• Provide your overall assessment whether on balance you would recommend or not recommend a change for the organization of your choice, in” rel=”nofollow”>in light of the risks and
benefits discussed, and what those changes would entail

I am very sorry for the very long description (I know it’s very annoyin” rel=”nofollow”>ing) but this professor is very strict on his assignments and very demandin” rel=”nofollow”>ing on how it should be
structured. If you need any in” rel=”nofollow”>information on any parts or any question please do not hesitate to contact me.

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