Posted by : admin in (Water Cooler)

The Potential and Risks of Outcomes-Based Budgeting

I just received my newsletter from the National Council of Nonprofits. One article stood out, “The Potential and Risks of Outcomes-Based Budgeting.” It’s news worth following. I copied the article below, complete with links.

The Potential and Risks of Outcomes-Based Budgeting

Whether a political fad or a budgeting solution for the future, state governments across the country are applying the lens of “cost-benefit analysis” to re-evaluate past and current spending priorities. The approach allows “policy makers to compare options and identify those that most effectively achieve outcomes … at the lowest cost to taxpayers,” according to Sue Urahn, Director of the Pew Center on the States. Washington State reportedly has gone the furthest in identifying evidence-based policies by utilizing a model developed by the nonpartisan Washington State Institute for Public Policy that evaluates all available research and multiple factors to help legislators prioritize budget decisions.
Illinois is actively engaged in implementing a “Budgeting for Results” program, and the state association of nonprofits, Donors Forum, is providing significant nonprofit input. In a recent letter to the Governor, Donors Forum shared preliminary findings from its forthcoming nationwide research that examines national models for Budgeting for Results, as well as the most important lessons Illinois can learn from other states. To ensure a strong and reliable network of bedrock community services, the letter urges the Governor to adopt principles that focus on transparency, engagement of nonprofit and philanthropic expertise, and creation of outcomes that are least harmful to the people and communities of the state.
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Posted by : admin in (management)

The 3 Don’ts of Persuation (HBR)

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The Three Don’ts of Persuasion

Persuading people to believe in your idea is a critical leadership skill. But too many managers don’t know how. Here are three things to try next time you need to gain consensus or secure a deal:

1. Don’t make the hard sell. Setting out a strong position at the start gives opponents something to fight. It’s better to present your position with reserve, so you can adjust it if needed.
2. Don’t resist compromise. Compromise is not surrender. People want to see that you are flexible enough to respond to their concerns and incorporate their perspectives.
3. Don’t assume it’s a one-shot deal. Persuasion is a process. You’ll rarely arrive at a solution on the first try. Listen, test your position, and then refine it based on the group’s input.

This tip was adapted from Guide to Managing Up and Across available from the HBR Onpoint Collection and provided by the Harvard Business Review.

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