The Maturity Framework categorizes organizational development into stages resembling human life: from ‘Infant/Declining’ (non-existent or immature processes) to ‘Super Heroes’ (fully integrated and high-performing systems). It proposes six levels, encouraging organizations to reflect on their growth and structure. The aim is to enhance understanding and application of maturity concepts.
Continue readingMaturity Frameworks are a fixture in audit, IT, and the consulting fields. This memory-jog-post discusses their origin, components, challenges, and criticisms. Like most models, their utility is as a guide rather than definitive solution. A literature (scholarly, grey-literature, AI, etc.) also yielded 23 sample frameworks which are used to supplement the following analysis.
Continue readingThis post, one in a series on Results Based Management as applied to government (gRBM), explores the structure of government. It outlines the branches of government and how these branches, described as audiences, have different roles to play in gRBM.
Continue readingFor-profit organizations focus on generating returns and complying with laws while executing various planning processes. In contrast, public service organizations face complex challenges, such as lack of direct financial accountability and competition. Classic Results-Based Management struggles in this context, revealed through examples like Global Affairs Canada and the need for broader, more inclusive measures.
Continue readingThis content outlines the characteristics of effective indicators. Key characteristics include validity, reliability, sensitivity, simplicity, usefulness, and affordability. The discussion emphasizes balancing these traits while considering constraints like materiality and timeliness to fulfill users’ decision-making needs and enhance comparability among indicators.
Continue readingPublic policy is a fancy name for what governments have agreed to do or need to do. If you have a degree in public policy, please don’t laugh too hard about the simplification of the concepts [1]. For those without a degree, hopefully this post is just enough to talk about policy and how gRBM supports the public policy process [2].
Continue readingA new cycling club is asking, is incorporation really necessary? Spoiler alert, it is as it offers liability protection, clarity, and credibility even thought no one likes to volunteer to fill in government paperwork.
Continue readingThe IPOOG Grant Management Lifecycle outlines essential phases from pre-award to post-award, emphasizing governance and administration. Nonprofits must assess grant eligibility, application processes, and funding strategies while maintaining compliance. The lifecycle stresses effective communication, risk management, and the importance of storytelling in grant reporting for future engagement and improvement.
Continue readingTwo environmental organizations face challenges that at first blush seem to be identical. BLESS focuses on immediate public concerns, while SAPAA emphasizes long-term ecological health. Their strategies differ in governance, technology and data management, illustrating the importance of tailored solutions.
Continue readingInformation management is an important risk and opportunity for nonprofits. While most nonprofits have minimal information requirements, they still must manage personal information responsibly. An information framework can help organizations tailor policies and procedures as well as make better technology acquisitions.
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Organizational Biology 