What would it mean in practice? Solid and strong thinking to introduce outcomes based non-profit work. Tris Lumley is Head of Development at New Philanthropy Capital. For that reason alone, Leap of Reason should be on the bookshelf of every nonprofit leader I know. It will help you stay singularly focused on your core mission and help you be effective at making a difference in people's lives. I would only really recommend this book for people that are considering making the move to this style of management and have to make the case to their staff and board, essentially organizational leaders and directors. Even skeptical, harried nonprofits should spend some time with Leap of Reason for another, very practical reason — it provides clear and actionable insight into the thinking of a prominent major funder, a truly involved philanthropist. For example, I am preparing to create a logic model, which this text highlights using, but nowhere in the book does it give any details on this process.
While this is a positive trend, in the rush to evaluate and create new evidence-based programs, the critical step of establishing effective performance management systems is often neglected. General contact details of provider:. Leap of Reason: Managing to Outcomes in an Era of Scarcity. Morino is a highly respected figure in the world of non-profit leadership and venture philanthropy. As the Performance Management chapter in Leap of Reason details, varied steps that make sure that a program is implemented correctly can be considered an element of performance management for example, ensuring that program participants meet eligibility requirements. Group leaders rate children's behavior on a weekly basis, and supervisors review ratings prior to regular supervision meetings.
Yet kids get early childhood intervention, young moms get support, addicts get treatment, etc. In addition to his role with the Morino Institute, he is co-founder and serves as a member of the board of directors of Venture Philanthropy Partners and the board of directors of The Cleveland Clinic Foundation; an honorary trustee of The Brookings Institution; an Emeritus Trustee of Case Western Reserve; and on the board of the Lawrence School. Also, if a program fails to reach those benchmarks, the right performance management system would have the data to identify the problem, and the willingness to adapt to address challenges that arise. Mario founded the Morino Institute in 1994 to stimulate innovation and entrepreneurship, advance a more effective philanthropy, close social divides, and understand the relationship and impact of the Internet on our society. It seems to translate best to education and social service non-profits, though all types of non-profits can benefit.
Leap of reason: managing to outcomes in an era of scarcity. Performance management—the ongoing process of collecting and analyzing information to monitor program performance—helps organizations to examine program implementation and success over time. Mario Morino has been working on building a more engaged form of philanthropy for a decade and a half, and many foundations and major donors now walk in his footsteps. It can be difficult to measure qualitative impact, but as we are more aware of what we are really accomplishing we will be more effective and be better able to change and improve our impact even further. I fear when it comes to outcomes assessment, we have failed to keep our eyes fixed on the ends we are trying to advance. The authors make a convincing case that the nation's growing fiscal crisis will force all of us in the social sector to be clearer about our aspirations, more intentional in defining our approaches, more rigorous in gauging our progress, more willing to admit mistakes, more capable of quickly adapting and improving--all with an unrelenting focus on improving lives. This problem is more urgent than ever, he argues, as funders start to tighten their belts and are undoubtedly going to be looking for greater bang for their buck.
I have to say: this kind of thinking can sometimes be frustrating for hard-working nonprofit managers toiling in the trenches in underpaid jobs with over-long hours. However, programs that take full advantage of performance management collect the right information on an ongoing basis and know the benchmarks that they need to reach. It also allows you to accept potential citations to this item that we are uncertain about. As a consultant who often works on strategic plans and development roadmaps, I particularly value the savvy framework section and will undoubtedly use some of the key questions and models there in my work. As the access to this document is restricted, you may want to for a different version of it. Why is that a good idea? Free ebooks collection eBooksRead com For Kindle users we have the mobipocket mobi format Just download a. Managers also use the system to supervise staff.
This risks bureaucratic waste on one side, and hollow self-justification on the other. Increasingly, suppliers of capital to social causes are demanding measurable impact. Indeed, the program performance management systems step should typically come before any thoughts of implementing a formal outcomes or impact evaluation. I'm grateful to a colleague for sending me a copy of this book and feel that many in Hawaii's nonprofit community particularly funders could benefit from reading it. Morino is sort of preaching to the choir with this one.
I would have liked to see more thorough examples of actual things one might do to move towards managing to outcomes. He retired from the private sector in 1992. . This book is the 101 level - why should we evaluate. Brigitte Gavin, Senior Research Analyst. For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Ann Olson.
It is intended to spark the critically important conversations that every nonprofit board and leadership team should have in this new era of austerity. It is a good primer for granters and grantees both. Morino encourages strong, questioning, creative people in positions of nonprofit management. I'm in need of the 501 level - I'm way beyond needing to be convinced and need to know how to do. Jersey Leap of Reason: Managing to Outcomes In an Era of Scarcity Attorney pdf by. It's probably a good book for someone trying to convince their org to do evaluation, but it wasn't what I needed. You can help correct errors and omissions.