While hundreds of thousands of social service organizations work incredibly hard to help structurally disadvantaged and socially marginalized individuals, families, and groups build better lives and life prospects for themselves and their children, few do so effectively—and indeed lack the organizational competencies and capacity to do so. This is a bitter truth. And though it is a collective failure—not only of these organizations, but also of their funders and consultants—it is also a correctable one.
* * * * *
What
a declaration, eh? To say in no uncertain terms that most social
service organizations are inept?
That's
David Hunter essentially calling out nonprofit leaders -- including,
I take him to mean, the ones in charge of our leading CP orgs. Known for holding nothing back, Dr. Hunter is known as well, if not better, for helping organizations make "the kinds of
fundamental decisions and clarifications that, if implemented, will allow them to
perform reliably, effectively, sustainably, efficiently, and at a high level of
quality."
The now-retired consultant exhorts nonprofits to use a
comprehensive approach to "manage to outcomes." (Interestingly, his approach and The Bridgespan Group's both center around what's known as a theory of change -- an organization's blueprint for success, or statement of how it intends to get results.) His Working Hard & Working Well lays out
said approach in its entirety and serves as a guide to help leaders:
The book is downloadable for free in multiple electronic formats via: http://www.vppartners.org/leapofreason/get-working-hard-and-working-well.
- clarify what they’re trying to achieve;
- develop the capacity to know whether they’re on track to get there and the drive to keep improving over time.
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