Appendix Performance Drivers:

1. Governance
Executive comitee of two persons, no board
Common vision and mission
Roles and responsibilities are more or less divided
by administration vs. work in the field between
the two executive comitee members
One member possessses a lot of field experience
and the other professional competency
Executive comitee is supported by a group of 20
TVOT members if required
 Appendix Performance Drivers:
2. Strategy and Planning
Planning process and decision-making is done by the executive members
Very broad mission for a small organisation, therefore, too many activities and
stakeholders
Strategic focus of the competitive activities Theoretical Background
Uniqueness competency in the field for individual cases:
On site from the beginning of the refugee crisis in the Porter (1985)
Mediterranean Sea, thus, many contacts and a big network
Narrow market scope: TVOT mainly helps Syrian refugees
Uncertain and dynamic field
Need for flexibility and innovation Miles & Snow (1978)
Organization Structure is ideal for pursuing a prospector-strategy
Operating in a broad service area to meet the needs of many
stakeholders
TVOT is innovative, starts new projects and activities regularly Brown & Iverson (2009)
Rapidly response to early signs concerning new opportunities for
funding and program development
Following an entrepreneurial strategy to reach its vision Mintzberg & Waters (1985)
 Appendix Performance Drivers:
3. Marketing
Most important stakeholders:
Refugees
Political institutions and political decision-makers
Characterising elements of TVOTs market
orientation:
Mission focus,
Stakeholder focus
Responsiveness
Collaboration
TVOT is overall market oriented
Affective commitment of members
 Appendix Performance Drivers:
4. Human Resources & Leadership
TVOT consists only of volunteers
Predictor of performance: Desire (Tschirhart & Bielefeld 2012)
Lack of aptitude and training for volunteers
Resources are only used for projects
No commitment measures
Attractive for volunteers: Characteristics of the organizations
structure (nature)
No specific effort has been made so far to attract or retain
volunteers
Task-oriented and affiliative leadership style
As a young organization TVOT has no High Performance Work
System
 Appendix Performance Drivers:
5. Organization and Structure
Organic organization structure (Burns & Stalker 1961)
Task centered structure
Few management levels
Flexible task division
Flat and loose hierarchy
Less formalized regulation
Lateral communication
Emphasized informal relationships
Organisation is driven by people; mainly by the two
members of the executive comitee
 Appendix Performance Drivers:
6. Finance
Main financial resources are private funds and membership fees
Low administrative costs
No waste of funds for administration or volunteers, only membership fees are used for
those purposes
Effective administration ratio because all task are done by volunteers with
small costs
Fundraising is mainly based on members network; in the beginning
organization of small fundraising events
Fundraising Efficiency:
Mass market dominated
small donations
membership-related contributions
Low donor dependency
Organizations culture is characterised by cost sensitivity
Regular financial reviews, once per year