1. Summary Impact Report for 2011-12
July 1, 2012

2. About AchieveMission
MISSION
Dramatically increase the impact achieved by nonprofits and the social sector by
enhancing the sector’s perception and practice of human capital management
VISION
By 2030 human capital management best practices will be at least as widely accepted
and practiced as are logic models, strategic planning and program evaluation
CONSULTING VALUES
© 2012 AchieveMission 2

3. Nature of the Challenge
• Sector Level
• Leadership shortage
• Under managed
• Scale
• Nonprofits’ Perspective
• Leadership/succession/burnout
• Growth with increasing quality, lowering costs, and fewer
problems
• Professional development? Training? Decision-making?
Organizational structure?
• “HR” is administrative, compliance-focused
• Engrained culture
• Limited budgets
© 2012 AchieveMission 3

4. Strategy and Theory of Change
Short-term Long-term
When Tactic Target Mechanism
impact impact
• Leading high- • Stronger leaders
NOW
potential
TALENT INITIATIVE
• Change-centric and organizations
Nonprofits
nonprofits • Consulting lays foundation • Compelling case are better
Exemplars
• Compelling for HCM capacity: assess, study
HCM needs plan, start building • Hard evaluation able to
• $2M-$50M
budgets
evidence address
COMPREHENSIVE HCM
IMPLEMENTATION
social
CONSULTING / SUPPORT problems
& Support Leadership
Future Thought leaders: Promote impact of human Leaders increase
nonprofit, capital management best support for HCM
Technology Thought
foundations, practices best practices
academia, govt
Future 10,000 nonprofits Enterprise software guides Wider adoption of
and support nonprofits HCM best practices
towards HCM best practices
© 2012 AchieveMission 4

5. Impact of Talent Initiative and Consulting
Evaluation Method Results
Impact assessment by • “Very high impact” (5/5) in making organization better able to
nonprofit leaders: fulfill mission
immediate (survey and • Biggest immediate impact: sea-change in how the entire
interviews) organization perceives human capital management:
It’s part of our DNA – its how we get our strategy implemented
• “High interest” (4/5) in continuing to work with AchieveMission
Impact assessment by • Early data: perceived impact is greater than originally estimated
nonprofit leaders: when program ended
one-year after program
(survey)
Compare pre- and annual Example: 2010  2011 One year Change
post-program capacity • Adaptive Capacity 202 215 +6%
(CCAT or similar) • Leadership Capacity 189 214 +13%
• Management Capacity 191 213 +12%
• Technical Capacity 213 254 +19%
• Culture Capacity 179 210 +17%
© 2012 AchieveMission 5

6. Impact Reported by Consulting Clients
“We are already hiring “Talent Initiative provided “Our Talent
people at a much higher us with the focused time Initiative’s team’s
level, with a greater clarity and support to build an expertise was
around essential integrated and strategic phenomenal.”
competencies.” human capital plan with
widespread buy-in.”
“We now have human capital “We have a board member with an HR
considerations in the DNA of our 5- background … she said this program is as
year growth strategy.” good as anything she’s seen in the
corporate world.”
“Being in the room with our “Most
middle management made me “Before, we knew there was a
consultants mountain: now we know how
realize that … they are a come and go
powerful resource that we much we didn’t know, where
– this sticks.” we are, what lies ahead and
underutilize. Talent Initiative is
a really powerful tool to grow what it all really means.”
and invest in them.”
© 2012 AchieveMission 6

7. Thought Leadership Activities
• We have not yet done enough work along our thought leadership strategy
to warrant a systemic evaluation effort
• 2011 and 2012 early activities:
 Leading role in coalition that created White House Forum on Nonprofit Leadership and the ongoing
Initiative for Nonprofit Talent and Leadership; led several panels and discussions
 Emerging Practitioners in Philanthropy (EPIP) profile of our work with Corporation for Supportive
Housing as case study on ways foundations can best invest in nonprofits’ leadership development
(published late July, 2012)
 Consulted by Grantmakers for Effective Organizations for publication “How Can Grantmakers Focus
on Nonprofit Talent to Grow Impact?” A follow-on webinar featured Rafael Lopez, Associate Director
of Talent and Leadership Development at the Annie E. Casey Foundation and a funder of
AchieveMission, and Pratichi Shah formerly of AchieveMission
 Presented at Kellogg Graduate School of Management Innovating Social Change conference –
“Money vs Talent: Achieving Scale in Social Impact”
 Board Chair James Weinberg presented a plenary symposium at Social Impact Exchange conference
“Developing Strong Leaders in Planning for Scale”
 Began series of trainings “Talent Creates Social Change: Best Practices in Human Capital
Management” for new class of New Sector Alliance Residents in Social Enterprise
© 2012 AchieveMission 7