Wounded Warrior Project (WWP)

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Performance measurement that is widely used among the non-profit organizations should be warranted to Wounded Warrior Project.

This proposal will provide the explanation of the main reasons for implementing the performance measurement system, the main benefits which are anticipated after its implementation, outline the main steps for the development of the performance measurement system and start the preliminary data collection that can be helpful for the getting the measurement process started.

Explanation of why performance measurement is warranted to WWP

Performance measures are defined as objective quantitative indicators which can be used for evaluating different aspects of performance of non-profit organizations (Bryson, 2004). Performance measurement is increasingly considered as significant for the long-run survival and success of a non-profit organization.

By the early 1990s, non-profit agencies tracked their financial accountability by measuring the compliance of their products and services with quality standards and stakeholders’ satisfaction. However, within the recent decade, the emphasis has been shifted towards measuring the outcomes of activities.

A wide array of American non-profit organizations, such as the American Cancer Society, Big Brothers Big Sisters of America, the American Red Cross and others, have already become involved into the outcome measurement process (Poister, 2003, p. 8).

Taking into account the specifics of the mission of the Wounded Warrior Project (WWP) and the goal of social betterment, it can be stated that performance measurement should be warranted to WWP with the main focus on major types of performance criteria, including program effectiveness and quality of services, operating efficiency of the organization and client satisfaction.

What benefits are anticipated after the implementation of performance measurement

The engagement of WWP into the performance measurement process is expected to result in a number of improvements. The organization’s commitment to performance measurement would be helpful for providing a clearer focus on mission and strategies. The performance measurement plan would be helpful for enhancing the effectiveness of measurement and decision-making.

Furthermore, performance measurement can increase the accountability of WWP to the external stakeholder, including its sponsors and society in general. Currently, the main corporate sponsors of WWP include Acosta Sales and Marketing, Under Armour, Raytheon, U-Haul and Overstock.com (Wounded Warrior Project, n.d.).

These corporate sponsors are coupled with numerous individual sponsors who decide to make a one-time donation or start a monthly gift program and make donations on a regular basis.

A detailed description of the recommended steps

Notwithstanding the diversity of the performance measurement systems, most of them can be designed through a common implementation process. However, it is important to adapt the standard process to a particular purpose for which the performance system is designed and the overall mission of the non-profit agency (Poister, 2003, p. 23).

In that regard, the development of performance measurement system for WWP should include the following steps. The first step is to secure management commitment. In other words, motivation of the executives to support the performance measurement process is essential for its success. The second step requires organizing the system development process on different levels of the organizational structure.

The third step deals with clarification of system purpose and parameters. The fourth step presupposes identification of the outcomes and the rest of performance criteria. The fifth step requires defining, evaluating and selecting the most appropriate of the performance indicators. The sixth step implies developing the procedures for the collection of data. The seventh step requires specifying the system design.

The eighth step presupposes conducting a pilot of the system if it is necessary. The ninth step implies the implementation of the full-scale system. The tenth step would mean using the system, evaluating its effectiveness and modifying it if such a need arises.

Preliminary information gathering and analysis

As it is proclaimed in the mission of WWP, the main goals pursued by this organization include raising the community’s awareness on the special needs of the wounded service members, to help injured warriors to assist each other and provide unique programs to assist them in their transition back to civilian life.

The outcomes which can be used to measure the organization’s success in achieving these goals include the number of wounded warriors who received support were involved into programs and received health care or psychotherapy services and/or found a job. This data is available and can be used as one of indicators for the performance measurement.

Another important indicator is the satisfaction of the warriors involved into the programs. The information on this aspect will need to be gathered through the interviews and surveys.

Additionally, the donation rates and public responses to the programs need to be analyzed to conclude whether the first goal of raising the public needs of wounded warriors is successfully achieved. A plan for indicator data collection would consist of two main parts, including gathering the available information and conducting the necessary research to cover the missing indicators.

Conclusion

Performance measurement can be beneficial for WWP and should be started from ensuring the commitment of the main executives to the measurement process and enhancing their awareness on the potential advantages.

Reference List

Bryson, J. (2004). Strategic planning for public and nonprofit organizations: A Guide to strengthening and sustaining organizational achievement (3rd ed.). San Francisco, CA: Jossey-Bass.

Poister, T. (2003). Measuring performance in public and nonprofit organizations. San Francisco, CA: Jossey-Bass.

Wounded Warrior Project (n.d.). Mission. Web.

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