Nonprofits rely on cyber-resources for efficiency which creates new risks they are poorly equipped to deal with. “Sam IAM” discusses identity and access management, highlighting the vulnerability of nonprofits to fraud and cyber-attacks.
Continue readingIPOOG onboarding emphasizes the importance of a well-structured process for new employees, focusing on providing abundant information and a clear pathway for understanding. It is based on the IPOOG concept (Input, Process, Output, Outcome, Guide), emphasizing contextualized information delivery. The strategy aims to accelerate productivity and encourage long-term employee involvement.
Continue readingNotes from the May 28, 2024 CPA Ambassador conference on Volunteer Management Systems.
Continue readingWhat are the questions a non-profit may (should) have when thinking about how to manage its volunteers? The following is a list of questions, and answers, in support for the May 28 CPA Conference on Volunteer Management Systems.
Continue readingObjectives are a cornerstone of organizational control and risk management. So far so good, but how do you know if you have a good objective? More important, how do you know if you have a real-stinker on your hands?
In the ‘The RBM Plan!‘, I detailed a number of blogs in a series, this is the third. It is a brief visit to see how the United Nations are doing with their RBM implementation after nearly 20 years of effort and what other organizations can learn from this experience.
The blog introduces Results-Based Management (RBM), emphasizing its significance in public sector reform as outlined in “Reinventing Government”. It discusses the historical context of RBM, its endorsement by key organizations, and the challenges of implementing standardized practices. The focus is on ensuring effectiveness and accountability in public expenditures for optimal results.
Continue readingIn my last blog, I introduced the ‘NOW-Event-Map‘. This model combines both a forward looking strategic planning model with a retrospective performance reporting model. At the center of the map is the enduring concept of ‘NOW’. At the end of the prior blog I promised some thoughts on how the map might be used – besides as an academic thought exercise.
The ‘Cone of (Un) Certainty’ has been a fixture in strategic planning for a few decades [1]. In reviewing these models I was struck by the assumption that planning ends…. and well that is it. To correct this, I would like to propose a planning model entitled: ‘The NOW-Event Map’. which considers both planning and delivery.
What are the challenges of defining applications and establishing ownership? A three-tier structure is proposed, highlighting the importance of accountability in technology usage and maintenance as applications evolve and become embedded in business processes.
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