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SEIU Local 1000 Performance Metrics March 28, 2011 Eric Douglas Karin Bloomer

SEIU Local 1000 Performance Metrics March 28, 2011 Eric Douglas Karin Bloomer Leading Resources Inc. Next Steps in Strategic Planning. Today’s Session: Seeing the Big Picture: five habits of high-performing boards

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SEIU Local 1000 Performance Metrics March 28, 2011 Eric Douglas Karin Bloomer

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  1. SEIU Local 1000 Performance Metrics March 28, 2011 Eric Douglas Karin Bloomer Leading Resources Inc.

  2. Next Steps in Strategic Planning Today’s Session: • Seeing the Big Picture: five habits of high-performing boards • Reviewing the Council’s role in advancing the strategic priorities adopted in December • Obtaining input on a monitoring tool for use by the Council

  3. Five Habits of High-Performing Boards • Habit 1: Board members cultivate the Board as a distinct entity. • Habit 2: The Board focuses on results –and on monitoring results. • Habit 3: The Board ensures sufficient resources are on hand and managed effectively. • Habit 4: The Board develops itself so that it can effectively serve the organization’s needs. • Habit 5: The Board provides feedback and support to the chief executive.

  4. Habit 3: Focusing on Results • Step 1: The Board defines the results that the organization is to achieve. • Council adopted strategic goals and objectives at last December’s meeting.

  5. Habit 3: Focusing on Results • Step 2: The Board sets performance metrics as indicators of success in attaining results. • LRI facilitated development of draft metrics with staff. • LRI seeks feedback from the Council on draft metrics in this session. • LRI guides refinement of metrics based on guiding principles of effective performance metrics and brings back to Council at future meeting.

  6. Habit 3: Focusing on Results • Step 3: The Board monitors results via the performance metrics. • The Council regularly reviews a “strategic dashboard” that shows the organization’s performance in relation to each metric over time. • It is not a board’s role to dictate how an organization achieves these results. It is the role of staff to develop and lead strategies, initiatives, and campaigns to move the metrics in the right direction.

  7. The 3Ms of Effective Performance Metrics • They are Meaningful: The selected metrics are good indicators of the desired result. • They are Measurable: The metric reflects something that can be counted , and the data is reliable. • They are Manageable: Collecting the data is not onerous, and there are as few metrics as possible to capture desired results.

  8. Example of an Effective Performance Metric Percent of members engaged in a union activity • Is it Meaningful?  • Is it Measurable?  • Is it Manageable? 

  9. Draft Metrics for Goal 1

  10. Draft Metrics for Goal 2

  11. Draft Metrics for Goal 3

  12. Draft Metrics for Goal 4

  13. Draft Metrics for Goal 5

  14. Draft Metrics for Goal 6

  15. Council Feedback • As we move through each goal: • Any clarifying questions? • Any comments or suggestions? • LRI will document feedback and questions to take back to staff. • LRI will guide refinement of metrics using 3Ms of effective performance metrics. • LRI will present metrics at future meeting.

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