By Paul D. Epstein, Paul M. Coates, Lyle D. Wray, David Swain
Contemporary communities—whether they're at present powerful, or suffering to survive—face tricky demanding situations in the event that they are looking to be tomorrow's fit, shiny groups. The problem for leaders and electorate of recent groups is not only to resolve particular difficulties at the present time. Their genuine problem is to maintain studying from their adventure to allow them to preserve enhancing their groups tomorrow.
Results That subject will offer a brand new governance framework for utilizing beneficial instruments of neighborhood improvement—especially functionality size and citizen engagement—to empower groups to accomplish the results their voters such a lot wish. govt and nonprofit managers will the best way to mix those instruments in new methods, not just to accomplish one-time development in their businesses and groups, yet to foster continuous group renewal and development. the advantages and practicality of the framework and similar practices can be bolstered by means of case examples from 25 groups around the kingdom. The publication will provide ''how to'' information to public and nonprofit managers, together with promising practices for potent groups, and new roles for electorate, neighborhood leaders, and executives.
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Additional resources for Results that Matter: Improving Communities by Engaging Citizens, Measuring Performance, and Getting Things Done
What you find most useful in this book will depend on your role in your community or your organization’s role in communities it serves. It will also depend on the current governance practices and results orientation in your community or organization, including ways results are measured and citizens are engaged, and how citizen engagement and measured results are used to influence community and organizational decisions and actions. To help you think about governance and results in your community and how they can be improved, the Effective Community Governance Model is provided, as well as examples of parts of the model in action in communities and organizations across the United States.
SIGN ON THE WALL AT THE JACKSONVILLE COMMUNITY COUNCIL T he Jacksonville Community Council Inc. is one of a great many nonprofit civic organizations in the United States that give people an opportunity to be involved in public issues and initiatives to improve their communities. Local governments also provide a variety of ways for citizens to become involved, from sitting on an advisory board to mentoring a child at risk of dropping out of school. And there are countless ways that residents of a neighborhood, businesspeople in a community, or citizens from across a region with a common public interest come together in formal nonprofit organizations or less formal unincorporated groups to become involved.
An example covering different services from those you work with may still describe approaches to general processes (for example, priority setting, planning, budgeting, measuring performance) or citizen roles that are adaptable in beneficial ways to your local setting. Instead, it is more important to focus on whether any of the community or organizational processes or citizen roles described in an example give you ideas for strengthening processes or roles in your community or organization. For example, is there something you can learn from a community or organization’s approach to engaging citizens in setting goals even if your organization sets very different goals?
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