By Paul D. Epstein, Paul M. Coates, Lyle D. Wray, David Swain
ISBN-10: 0787960586
ISBN-13: 9780787960582
ISBN-10: 0787983179
ISBN-13: 9780787983178
Modern-day communities—whether they're presently robust, or suffering to survive—face tough demanding situations in the event that they are looking to be tomorrow's fit, brilliant groups. The problem for leaders and electorate of contemporary groups isn't just to unravel particular difficulties this day. Their actual problem is to maintain studying from their event to allow them to retain enhancing their groups tomorrow.
Results That topic will offer a brand new governance framework for utilizing important instruments of group improvement—especially functionality dimension and citizen engagement—to empower groups to accomplish the results their voters such a lot wish. executive and nonprofit managers will how one can mix those instruments in new methods, not just to accomplish one-time development in their corporations and groups, yet to foster continuous neighborhood renewal and development. the advantages and practicality of the framework and similar practices can be strengthened via case examples from 25 groups around the state. The booklet will supply ''how to'' assistance to public and nonprofit managers, together with promising practices for powerful groups, and new roles for voters, group leaders, and executives.
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Extra info for Results that Matter: Improving Communities by Engaging Citizens, Measuring Performance, and Getting Things Done
Example text
A few local governments have practiced some form of managing for results dating back at least to the 1970s,2 and many more began doing so in the 1990s when the practice also started growing among nonprofit organizations. S. 3 Although there are many government and nonprofit organizations that have not yet adopted results management practices, well-defined patterns have emerged. Chapter Three focuses most on the defining cyclical nature of managing for results, including the systematic use of performance feedback to inform organizational planning and decision making.
No single book can be. To supplement those governance examples, Chapter Nine takes another look at improvement themes treated throughout the book and presents additional ideas and techniques that can be useful for implementing change, for example, new roles for leaders and professionals in communities that want effective citizen engagement. Chapter Nine also covers additional ideas for effective engagement, including suggestions for ensuring citizen engagement is inclusive, a draft scale for ranking public participation processes from passive to active engagement of citizens, and opportunities and risks of using technology to enhance engagement.
Judy Welch, president of the Lents Neighborhood Association in Southeast Portland, notes, “We take our neighbors’ concerns directly to the city whenever we can. ” Citizen volunteers on district boards and neighborhood associations also help citizens recognize when their stakeholder interests are affected. In Portland, Welch said, “The neighborhood associations do the door-to-door work organizing people. ” Citizens tend to respond to news about building projects and other land use and zoning issues, which often draw high levels of activism.
Results that Matter: Improving Communities by Engaging Citizens, Measuring Performance, and Getting Things Done by Paul D. Epstein, Paul M. Coates, Lyle D. Wray, David Swain
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