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The Maturity Model: an Introduction to Key Performance Indicators (KPIs) and Executive Reporting
A basket cannot be woven but from the bottom-up. So it is with our communities, rooted inside the home, for if we lose the home, we lose the community.
Thus begins a discussion opening with a reference to 'Braiding Sweetgrass' by Robin Wall Kimmerer, and seamlessly merges with guidance on how to define and maintain a management-friendly report card that quantifies progress, through the following three lenses:
Imagine that as an activist you are called upon to define a "neighborhood revival plan," and are expected to provide quantitative reporting regarding current state, projected priorities, and project status to an executive-level governing body.
In our model for anti-fragility, the neighborhoods of a city or town would be split into discrete communities numbering no more than 1,000-1,200 citizens, inclusive to those who are houseless. Over the course of 12 months, they progress through three phases:
Leveraging best practices from private industry, inclusive to the manufacturing and security industries, Ruth Glendinning and Kent Dahlgren introduce the use of a maturity model for triaging a community's evolving state, through the lens of aspired anti-fragility, and describe how the maturity model could serve as a lens for connecting high-level to "in the streets" project management reporting.
A maturity model is a tool that aids in the assessment of a community’s current state of effectiveness and the determination of which capabilities they need to improve, and in their design, this three-lens maturity model helps community activists rapidly evaluate, report upon, and prioritize services.
Visual aid: this illustration is referenced during this podcast episode.
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By Kent Dahlgren
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A basket cannot be woven but from the bottom-up. So it is with our communities, rooted inside the home, for if we lose the home, we lose the community.
Thus begins a discussion opening with a reference to 'Braiding Sweetgrass' by Robin Wall Kimmerer, and seamlessly merges with guidance on how to define and maintain a management-friendly report card that quantifies progress, through the following three lenses:
Imagine that as an activist you are called upon to define a "neighborhood revival plan," and are expected to provide quantitative reporting regarding current state, projected priorities, and project status to an executive-level governing body.
In our model for anti-fragility, the neighborhoods of a city or town would be split into discrete communities numbering no more than 1,000-1,200 citizens, inclusive to those who are houseless. Over the course of 12 months, they progress through three phases:
Leveraging best practices from private industry, inclusive to the manufacturing and security industries, Ruth Glendinning and Kent Dahlgren introduce the use of a maturity model for triaging a community's evolving state, through the lens of aspired anti-fragility, and describe how the maturity model could serve as a lens for connecting high-level to "in the streets" project management reporting.
A maturity model is a tool that aids in the assessment of a community’s current state of effectiveness and the determination of which capabilities they need to improve, and in their design, this three-lens maturity model helps community activists rapidly evaluate, report upon, and prioritize services.
Visual aid: this illustration is referenced during this podcast episode.