SpunOut.ie Organisational Review 19 August 2014
Sandra Velthuis
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Summary
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Introduction In 2014, SpunOut.ie contracted Whitebarn Consulting to undertake a ‘warts and all’ organisational review. Research comprised a detailed documentation review, consultation with a wide range of stakeholders, and – to a lesser extent – observation. The McKinsey 7S model was used for analysis and reporting.
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Findings The diagram below is an annotated version of the McKinsey 7S model, summarising the findings of the organisational review.
Structure
Strategy
Systems
Shared values
Style
Skills
Staff
SpunOut.ie’s strengths lie in its skills, staff and style (green). Attention has to be paid to its structure, systems and shared values (amber). Strategy is currently the weakest aspect of the organisation (red). Summary health checks are provided for each:
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1.2.1 Shared values The organisation has a very strong vision and a very sound value system. The foundation for its mission is good, but there needs to be agreement as to what the true organisational purpose is, and what it is not. Not having absolute clarity on this has serious implications for strategy. Furthermore, the organisational message needs to be refined and made more concise and only one agreed version of the vision, mission and values statement should be in circulation. 1.2.2 Strategy SpunOut.ie is a visionary and tactical organisation, but strategy is a weak point. SpunOut.ie needs an approach that retains flexibility, because this is what its organisational culture and the changing environment in which it operates, demands. Nonetheless, it must develop (and crucially, keep to) an ambitious but realistic strategy that has been universally agreed. That strategy needs to be proactive as well as reactive, involve working smarter instead of harder, and balance available resources with programme delivery. 1.2.3 Structure There are many highly committed people involved in SpunOut.ie. It has been innovative in its approach to organisational structure, with varying degrees of success. There is a need for greater clarity around the entire way the organisation is now structured, including: suitable titles for the various components of the structure; responsibilities; boundaries; lines of accountability; and communication channels, both face-to-face and other. Challenging conversations must also be had with the board and amongst the staff. 1.2.4 Systems Some very good attempts have been made to put in place professional systems within SpunOut.ie. However, ongoing investment and maintenance is required to ensure these systems are further developed to fully meet the needs of the organsiaton. Some of the essential changes can be achieved very rapidly, whereas others will require a long leadin time and adequate financing.
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1.2.5 Staff Although there are staffing issues that have to be ironed out, not least planning for succession, essentially this aspect of the organisation works well. 1.2.6 Style SpunOut.ie has a well-defined identity and organisational culture, which is well-aligned to the other components of the 7S model. 1.2.7 Skills There is no doubt that the organisation is skilled. The tension lies in agreeing what its key strengths are and where it should therefore concentrate its efforts. It cannot do this without looking at the external environment in which it operates. The risk of SpunOut.ie spreading itself too thinly is very real. It is vital that it considers the issue of organisational skills together with a review of its shared values (mission) and strategy. 1.3
Recommendations Recommendation 1: Ensure the board of directors meets at least every two months and has productive meetings (the staff’s written reports to the board should be shorter and direct involvement of the staff team at meetings should be limited). Recommendation 2: Formulate and circulate succint and commonly agreed versions of the organisation’s vision, mission and values (in so doing, clarify the organisation’s geographical remit and online/offline functions). Recommendation 3: Draw up and implement a medium-term organisational strategy that is coupled with a realistic financing plan (this must clearly outline the reasons for the strategic choices that have been made and the risks associated with these choices). Recommendation 4: Clarify the unique role played by the Action Panel and how it should operate from here on in to add maximum value to the organisation (and to the individuals that make up the Action Panel).
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Recommendation 5: Design a clear, accurate diagram that shows the titles, responsibilities, lines of accountability, and communication channels of all organisational components (staff team, Action Panel, board, subcommittees, other volunteers, interns). Recommendation 6: Negotiate a revised website content proofing process with the Health Service Executive. Recommendation 7: Continue to improve and integrate the content, design and delivery of the website and associated social media channels. Recommendation 8: Ensure that file and contact management systems are enhanced so that they are conducive to meeting organisational goals (this will involve seeking professional advice). Recommendation 9: Undertake a policy audit and develop a programme for review and update. Recommendation 10: Decide whether a shared leadership model has any future within SpunOut.ie (this should involve an externally facilitated session with the staff team followed by a final decision at board level). Recommendation 11: Assess the adequacy of succession planning, performance management and the staff benefits and welfare package, making changes as necessary (resources permitting). Recommendation 12: Seek to understand, measure and demonstrate to a far greater extent the outcomes and impact created by the organisation. 1.4
Conclusion SpunOut.ie is a vibrant, innovative not-for-profit, 100% dedicated to meeting the information and development needs of young people. After a decade of operation that saw many highs and lows, it has arrived at a pivotal stage in its lifecycle. In order that it is properly equipped for the challenges and opportunities of the next decade, the organisation is advised to address its named shortcomings whilst at the same time building on its undoubted strengths.
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