Measuring Performance In Public And Nonprofit Organizations

New edition of a classic guide to ensuring effective organizational performance Thoroughly revised and updated, the second edition of Managing and Measuring Performance in Public and Nonprofit Organizations is a comprehensive resource for designing and implementing effective performance management and measurement systems in public and nonprofit organizations. The ideas, tools, and processes in this vital resource are designed to help organizations develop measurement systems to support such effective management approaches as strategic management, results-based budgeting, performance management, process improvement, performance contracting, and much more. The book will help readers identify outcomes and other performance criteria to be measured, tie measures to goals and objectives, define and evaluate the worth of desired performance measures, and analyze, process, report, and utilize data effectively. Includes significant updates that offer a more integrated approach to performance management and measurement Offers a detailed framework and instructions for developing and implementing performance management systems Shows how to apply the most effective performance management principles Reveals how to overcome the barriers to effective performance management Managing and Measuring Performance in Public and Nonprofit Organizations identifies common methodological and managerial problems that often confront managers in developing performance measurement systems, and presents a number of targeted strategies for the successful implementation of such systems in public and nonprofit organizations. This must-have resource will help leaders reach their organizational goals and objectives.

In recent years, a commitment to increased accountability and improved performance has become essential in both governmental agencies and nonprofit organizations. To help managers and executives in their ongoing quest for greater accountability and improved performance Theodore H. Poister, offers a comprehensive resource for designing and implementing effective performance measurement systems at the agency level. The ideas, tools, and processes in this vital resource will help organizations develop measurement systems to support such results-oriented management approaches as strategic management, results-based budgeting, performance management, process improvement, performance contracting, and employee incentive systems. Using this book as a guide, public and nonprofit organizations can accurately measure outputs, efficiency, productivity, effectiveness, service quality, and customer satisfaction, and use the resulting data to strengthen decision-making and improve agency and program performance. Read a Charity Channel review: http://charitychannel.com/publish/templates/?a=36&z=25

Studies in Public and Non-Profit Governance (SPNPG) publishes in a growing area of governance research. SPNPG allows for the establishment of an engaged community of researchers. It contributes to the definition of the theoretical components that assign an innovation role to governance systems in public and non profit organizations.

One of the major tasks facing researchers, practitioners, and funders is the development of empirical tools to measure the inherent worth of nonprofit organizations as well as the sector as a whole. Renowned scholars present chapters on the state of the art of performance measurement in the nonprofit sector and seek to establish a framework for a long-term research agenda to identify, quantify, and self-assess those qualities that make the nonprofit sector unique.

Winning techniques and strategies for nonprofits and government agencies in creating successful and critical key performance indicators By exploring measures that have transformed businesses, David Parmenter has developed a methodology that is breathtaking in its simplicity and yet profound in its impact. Key Performance Indicators for Government and Nonprofit Agencies: Implementing Winning KPIs is a proactive guide representing a significant shift in the way KPIs are developed and used, with an abundance of implementation tools for government agencies and nonprofit groups. Implementation variations and short cuts for government and not-for-profit organizations How to brainstorm performance measures Templates for reporting performance measures A resource kit for a consultant who is acting as a coach / facilitator to the in-house project team Also by David Parmenter: Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, Second Edition Filled with numerous case studies and checklists to help readers develop their KPIs, this book shows government agencies and nonprofits how to select and implement winning key performance indicators to ensure that their performance management initiatives are successful.

Long before reinventing government came into vogue, the Urban Institute pioneered methods for government and human services agencies to measure the performance of their programs. This comprehensive guidebook synthesizes more than two decades of Harry Hatry's groundbreaking work. It covers every component of the performance measurement process, from identifying the program’s mission, objectives, customers, and trackable outcomes to finding the best indicators for each outcome, the sources of data, and how to collect them. Hatry explains how to select indicator breakouts and benchmarks for comparison to actual values, and describes numerous uses for performance information. Since the publication of the first edition in 1999, the use of performance measurement has exploded at all levels of U.S. government, in nonprofit agencies, and around the world. The new edition has been revised and expanded to address recent developments in the field, including the increased availability of computer technology in collecting and presenting information, the movement to use outcome data to improve services, and the quality control issues that have emerged as data collection has increased. It is an indispensable handbook for newcomers and an important resource for experienced managers looking to improve their use of outcome data.

The social sector is undergoing a major transformation. We are witnessing an explosion in efforts to deliver social change, a burgeoning impact investing industry, and an unprecedented intergenerational transfer of wealth. Yet we live in a world of rapidly rising inequality, where social sector services are unable to keep up with societal need, and governments are stretched beyond their means. Alnoor Ebrahim addresses one of the fundamental dilemmas facing leaders as they navigate this uncertain terrain: performance measurement. How can they track performance towards worthy goals such as reducing poverty, improving public health, or advancing human rights? What results can they reasonably measure and legitimately take credit for? This book tackles three core challenges of performance faced by social enterprises and nonprofit organizations alike: what to measure, what kinds of performance systems to build, and how to align multiple demands for accountability. It lays out four different types of strategies for managers to consider—niche, integrated, emergent, and ecosystem—and details the types of performance measurement and accountability systems best suited to each. Finally, this book examines the roles of funders such as impact investors, philanthropic foundations, and international aid agencies, laying out how they can best enable meaningful performance measurement.

Managing and Measuring Social Enterprises explores how the perfomance agenda has impacted on public policy and management. Rob Paton examines what has happened when performance improvement techniques originating in the private sector are applied to public and nonprofit organizations.

The no-cost way to improve your organization on a daily basis Most nonprofits are already benchmarking informally. This unique book defines a formal way to benchmark. You'll learn how to prepare your organization, measure performance, and implement best practices as well as learning the five key steps of benchmarking, the arguments against benchmarking—and why you should disregard them, how benchmarking differs from evaluation and assessment, how to form a benchmarking team, how to create a “success equation” that helps you measure your organization’s performance, how to make sure to measure what matters, how to choose your benchmarking partners—and what you can learn from the “wrong” partner, and how to overcome staff resistance to benchmarking. Practical tools help you benchmark what matters Real-world examples illustrate benchmarking in action. Exercises and worksheets guide you through processes such as drafting a benchmarking plan; identifying and analyzing the things in your organization that need improvement; prioritizing which processes to focus on; identifying your CTQ (critical to quality) outcomes; and more. The way to survive as a nonprofit in today’s market is to thrive. With so many organizations seeking the same dollars, only the best will endure. Benchmarking ensures that your organization is always operating at peak performance. It’s something you can’t afford not to do—especially since you can do it for free!

New edition of a classic guide to ensuring effective organizational performance Thoroughly revised and updated, the second edition of Managing and Measuring Performance in Public and Nonprofit Organizations is a comprehensive resource for designing and implementing effective performance management and measurement systems in public and nonprofit organizations. The ideas, tools, and processes in this vital resource are designed to help organizations develop measurement systems to support such effective management approaches as strategic management, results-based budgeting, performance management, process improvement, performance contracting, and much more. The book will help readers identify outcomes and other performance criteria to be measured, tie measures to goals and objectives, define and evaluate the worth of desired performance measures, and analyze, process, report, and utilize data effectively. Includes significant updates that offer a more integrated approach to performance management and measurement Offers a detailed framework and instructions for developing and implementing performance management systems Shows how to apply the most effective performance management principles Reveals how to overcome the barriers to effective performance management Managing and Measuring Performance in Public and Nonprofit Organizations identifies common methodological and managerial problems that often confront managers in developing performance measurement systems, and presents a number of targeted strategies for the successful implementation of such systems in public and nonprofit organizations. This must-have resource will help leaders reach their organizational goals and objectives.