Dedicated In-house communication staff with communications staff Executive Director person Family or Movement Growth in Many Directions to Formalized relationships, Aligned culture through organization, Culture characterized by family” team identity, competence desire for performance, shared leadership “dysfunctional Diversity alike” Work differentiation: Diversity of Diversity in work styles/goals Diversity in management issues emerge “Everybody skills, experience issues emerge Changing Systems and Resources Stage 1 Stage 2 Stage 3 4 Creativity/Startup Direction/Establishment Delegation/Institution Consolidation/Permanence Informal Centralized, functional Decentralized, cross functional Streamline for effectiveness; re-engineering divisions teams possible Few sources of Program- or funding/capital Focus on large, stable funding sources, operating revenue funding sources selective about funder requirements Limited capital More diverse Access to regional, national More sophisticated/complex capital revenue/capital sources sources structures General Operating Support Earned Income begins to Increasing earned income Approaching self-sufficiency be significant Beginnings of earned income Hire grassroots Hire technical Create teams/hire Emphasize long-term staff commitment expertise/skills professional qualities/values development/succession strategy Small, core staff; Add program staff, make Add middle management Restructure or split positions vs. adding some work done by part-time, volunteer positions staff incrementally May lose core Staff or Board, volunteers full-time Board; may experience HR HR practices/policies control turnover, Little turnover in Turnover remains low; issues, including employee complaints. Employees have voice in Staff or Board. HR beginnings of documented HR complaints. HR resolving HR issues. practices/policies practices/policies
Dedicated communications staff person In-house communication staff with Executive Director Culture characterized by Family or Movement Growth in Many Directions to “dysfunctional family” Formalized relationships, team identity, competence Aligned culture through organization, desire for performance, shared leadership Diversity “Everybody alike” Work differentiation: Diversity of skills, experience Diversity in work styles/goals issues emerge Diversity in management issues emerge Changing Systems and Resources Stage 1 Creativity/Startup Stage 2 Direction/Establishment Stage 3 Delegation/Institution 4 Consolidation/Permanence Informal Centralized, functional divisions Decentralized, cross functional teams Streamline for effectiveness; re-engineering possible Few sources of operating revenue Limited capital General Operating Support Beginnings of earned income Program- or funding More diverse revenue/capital sources Earned Income begins to be significant funding/capital sources Access to regional, national sources Increasing earned income Focus on large, stable funding sources, selective about funder requirements More sophisticated/complex capital structures Approaching self-sufficiency Hire grassroots commitment Small, core staff; some work done by Board, volunteers Little turnover in Staff or Board. HR practices/policies Hire technical expertise/skills Add program staff, make part-time, volunteer positions full-time Turnover remains low; beginnings of documented HR practices/policies Create teams/hire professional qualities/values Add middle management May lose core Staff or Board; may experience HR issues, including employee complaints. HR Emphasize long-term staff development/succession strategy Restructure or split positions vs. adding staff incrementally HR practices/policies control turnover, complaints. Employees have voice in resolving HR issues.