Key Results
- Leaders better defining their own roles-more strategic and less operational
- Leaders understanding the need and use for COO roles
- Leaders setting higher expectations for themselves, their boards, and senior managers
- Increased management experience, rigor, and accountability contributed by new COOs
- Expanded view of the role of CFO-exceeding "accounting function" to include new responsibilities like cash flow, financial forecasting, expense control, financing, and other more sophisticated finance functions
Nonprofit partners have made great strides in building stronger senior management. They have added and successfully integrated a total of 31 senior executives, including five new chief operating officers/deputy directors focused on comprehensive operational management, and completed three senior leadership transitions.
Co-founders David Domenici and James Forman used to wear almost all hats in their organization, even pitching in as teachers at their charter school. A robust and experienced senior management team, consisting of a Chief Operating Officer, Development Director, and Chief Technology Officer, along with two principals and two vice principals, now allows them to focus on strategic leadership issues for the organization as executive director and board chair, respectively.
"Until the [VPP] partnership I never realized how critical leadership is, how I function as a leader, how important it is to have the leaders to move forward."
—Investment Partner Executive Director, anonymous comment from external assessment
