<?xml version="1.0" encoding="UTF-8"?><rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	xmlns:atom="http://www.w3.org/2005/Atom"
	xmlns:sy="http://purl.org/rss/1.0/modules/syndication/"
		>
<channel>
	<title>Comments on: Making Performance Management Work for Nonprofits</title>
	<atom:link href="http://www.socialvelocity.net/2013/03/making-performance-management-work-for-nonprofits/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.socialvelocity.net/2013/03/making-performance-management-work-for-nonprofits/</link>
	<description>Accelerating Social Innovation</description>
	<lastBuildDate>Tue, 18 Jun 2013 13:25:19 +0000</lastBuildDate>
	<sy:updatePeriod>hourly</sy:updatePeriod>
	<sy:updateFrequency>1</sy:updateFrequency>
	<generator>http://wordpress.org/?v=</generator>
	<item>
		<title>By: Making Performance Management Work for Nonprofits &#124; Social ... &#124; High Performance &#124; Scoop.it</title>
		<link>http://www.socialvelocity.net/2013/03/making-performance-management-work-for-nonprofits/comment-page-1/#comment-24044</link>
		<dc:creator>Making Performance Management Work for Nonprofits &#124; Social ... &#124; High Performance &#124; Scoop.it</dc:creator>
		<pubDate>Thu, 14 Mar 2013 14:53:21 +0000</pubDate>
		<guid isPermaLink="false">http://www.socialvelocity.net/?p=7487#comment-24044</guid>
		<description><![CDATA[[...] As David explained, &#8220;It is rare for an organization to reach such strategic clarity&#8230;and even rarer to have the courage to challenge the continued relevance of its legacy programs and services.&#8221; Absolutely!&#160; [...]]]></description>
		<content:encoded><![CDATA[<p>[...] As David explained, &ldquo;It is rare for an organization to reach such strategic clarity&hellip;and even rarer to have the courage to challenge the continued relevance of its legacy programs and services.&rdquo; Absolutely!&nbsp; [...]</p>
]]></content:encoded>
	</item>
	<item>
		<title>By: Nell Edgington</title>
		<link>http://www.socialvelocity.net/2013/03/making-performance-management-work-for-nonprofits/comment-page-1/#comment-24042</link>
		<dc:creator>Nell Edgington</dc:creator>
		<pubDate>Thu, 14 Mar 2013 13:36:29 +0000</pubDate>
		<guid isPermaLink="false">http://www.socialvelocity.net/?p=7487#comment-24042</guid>
		<description><![CDATA[David, you are very welcome for the review of your book, as I said, I think it adds tremendous value to the sector. I agree that nonprofits should be constantly monitoring whether their work is having an impact on their clients and whether it fits the best practices of the day, but what I am talking about in my criticism is something much larger. I believe that nonprofits must continually be looking at how their core competencies fit into the external marketplace, not just of client needs, but also funder interests (since nonprofits have two customers, not just one) and competing solutions. This kind of research and analysis must be done before any charting of a theory of change or strategic direction and it therefore takes them far outside a sealed room.]]></description>
		<content:encoded><![CDATA[<p>David, you are very welcome for the review of your book, as I said, I think it adds tremendous value to the sector. I agree that nonprofits should be constantly monitoring whether their work is having an impact on their clients and whether it fits the best practices of the day, but what I am talking about in my criticism is something much larger. I believe that nonprofits must continually be looking at how their core competencies fit into the external marketplace, not just of client needs, but also funder interests (since nonprofits have two customers, not just one) and competing solutions. This kind of research and analysis must be done before any charting of a theory of change or strategic direction and it therefore takes them far outside a sealed room.</p>
]]></content:encoded>
	</item>
	<item>
		<title>By: David Hunter</title>
		<link>http://www.socialvelocity.net/2013/03/making-performance-management-work-for-nonprofits/comment-page-1/#comment-24021</link>
		<dc:creator>David Hunter</dc:creator>
		<pubDate>Wed, 13 Mar 2013 22:41:26 +0000</pubDate>
		<guid isPermaLink="false">http://www.socialvelocity.net/?p=7487#comment-24021</guid>
		<description><![CDATA[Thank you Neil for your generous review of my book. I am offering it free to the sector in the hope that it will contribute to the many efforts to introduce high performance, programmatic effectiveness, and accountability in the domain where our society’s most disenfranchised, structurally disadvantaged, and marginalized individuals, families, and groups turn for help to improve their lives.  

I appreciate your point about what may seem like a hermetically sealed four-day change process.  Clearly the constituencies you mention must have their concerns represented in these deliberations.  But from an organizational capacity-building perspective, it strikes me as worthwhile to put the burden for doing so on the organization that wants to deliver value to these groups.  Such organizations should be out and among the people they want to help, engage them and ask for their viewpoints and insights as a matter of routine.  If they don’t do so, they can’t be working at high levels of quality - and quality is a key issue addressed in these workshops.  However, and this may rub some folks the wrong way, I do hold social service agencies accountable for knowing about relevant research and professionally endorsed good practices that may not be known to their intended beneficiaries but for certain should be used in the design and delivery of social services in order to make sure they can deliver what they promise to the people who are enrolled in them.

Again, thanks for your kind and encouraging words.]]></description>
		<content:encoded><![CDATA[<p>Thank you Neil for your generous review of my book. I am offering it free to the sector in the hope that it will contribute to the many efforts to introduce high performance, programmatic effectiveness, and accountability in the domain where our society’s most disenfranchised, structurally disadvantaged, and marginalized individuals, families, and groups turn for help to improve their lives.  </p>
<p>I appreciate your point about what may seem like a hermetically sealed four-day change process.  Clearly the constituencies you mention must have their concerns represented in these deliberations.  But from an organizational capacity-building perspective, it strikes me as worthwhile to put the burden for doing so on the organization that wants to deliver value to these groups.  Such organizations should be out and among the people they want to help, engage them and ask for their viewpoints and insights as a matter of routine.  If they don’t do so, they can’t be working at high levels of quality &#8211; and quality is a key issue addressed in these workshops.  However, and this may rub some folks the wrong way, I do hold social service agencies accountable for knowing about relevant research and professionally endorsed good practices that may not be known to their intended beneficiaries but for certain should be used in the design and delivery of social services in order to make sure they can deliver what they promise to the people who are enrolled in them.</p>
<p>Again, thanks for your kind and encouraging words.</p>
]]></content:encoded>
	</item>
	<item>
		<title>By: Making Performance Management Work for Nonprofits &#124; Entrepreneuriat, Management &#38; Cr&#233;ativit&#233; pour Entreprises sociales &#124; Scoop.it</title>
		<link>http://www.socialvelocity.net/2013/03/making-performance-management-work-for-nonprofits/comment-page-1/#comment-24003</link>
		<dc:creator>Making Performance Management Work for Nonprofits &#124; Entrepreneuriat, Management &#38; Cr&#233;ativit&#233; pour Entreprises sociales &#124; Scoop.it</dc:creator>
		<pubDate>Wed, 13 Mar 2013 15:12:25 +0000</pubDate>
		<guid isPermaLink="false">http://www.socialvelocity.net/?p=7487#comment-24003</guid>
		<description><![CDATA[[...] When Mario Morino&#8217;s book Leap of Reason came out in 2011 I called it a Call to Arms for the Nonprofit Sector, because I believe Mario was challenging the nonprofit sector to undergo a complete shift from &#8220;doing good work&#8221; to becoming a performance...&#160; [...]]]></description>
		<content:encoded><![CDATA[<p>[...] When Mario Morino&rsquo;s book Leap of Reason came out in 2011 I called it a Call to Arms for the Nonprofit Sector, because I believe Mario was challenging the nonprofit sector to undergo a complete shift from &ldquo;doing good work&rdquo; to becoming a performance&#8230;&nbsp; [...]</p>
]]></content:encoded>
	</item>
</channel>
</rss>
