Proposed Performance Management System (PMS) using performance prism indicators case study at NGO XYZ

Abstract

Purpose: The NGO XYZ, a prominent Indonesian NGO, faces the dual challenge of demonstrating accountability and sustaining growth in the competitive philanthropic sector. This study proposes a Performance Management System (PMS) tailored to NGO XYZ using the Performance Prism framework, which emphasizes stakeholder satisfaction, contributions, strategies, processes, and capabilities. Method: This research utilizes qualitative and quantitative methods, including organizational analysis, stakeholder interviews, and the Analytic Hierarchy Process (AHP), to identify and prioritize key performance indicators (KPIs). Results: These indicators span multiple stakeholder groups including donors, beneficiaries, employees, regulators, and suppliers. This study highlights the importance of metrics such as donor growth, program impact, and regulatory compliance in aligning NGO XYZ’s strategic objectives with its operational practices.  The key findings reveal that donor satisfaction and retention, beneficiary empowerment, and employee productivity are critical for enhancing the performance of NGO XYZ. The research identifies gaps in innovation, donor engagement, and program sustainability and recommends strategic interventions to address these challenges. This PMS framework aims to optimize resource allocation, improve operational efficiency, and enhance stakeholder engagement. It provides actionable insights for NGOs to measure and improve their social impact, while maintaining accountability and transparency. By adopting these strategies, the NGO XYZ can strengthen its role in addressing societal challenges and promoting sustainable community development.