Like their counterparts in the public sectup; managers of nonprofit agencies are aggressively measuring the outcomes of their ejorts. This chapter describes current activities infive impomnt areas, offers thirty useful lessons, and discusses seven key challenges still to%e overcome. These insightsfrom the nonprofit sector are equally useful to persons working in other settings.
A group of 213 respondents in rural communities were interviewed about their help-giving and help-seeking behaviors related to 11 problems of living. Respondents were asked whom they had talked to within their natural community networks, who was most helpful, and how effective they rated the helping. The results indicate that over 80% of the respondents saw themselves as active help-givers and receivers in exchanges with spouses, friends, relatives, and others. A wide range of helping activities were reported, led by attempts to understand another person's situation and feelings and just listening. Differences in help-giving and help-seeking were noted. Respondents indicated a general willingness to tackle problems, a preference for help from people within their networks, and that this type of help is effective.
The application of social marketing principles to the promotion of human services programs is illustrated in this paper. As part of a household interview survey, 176 respondents were asked to name their hopes and fears for their lives. Responses generated by these questions are reported briefly. These findings then are interpreted from the perspective of social marketing theory, and resulting implications for the design of strategies to promote human service programs are discussed. Other areas in which social marketing theory may aid the planning and delivery of human services are mentioned.
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