Assessing the Community Economic Impact of Nongovernmental Development Organizations

Woller, Gary M.; Parsons, Robert J.

doi:10.1177/0899764002313006

Cited by 19 publications

(12 citation statements)

References 8 publications

(8 reference statements)

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“…A significant portion of inquiries relate to this difficult distinction. In addition to the direct benefits accrued by the immediate recipients of services, almost all nonprofit interventions have a wide variety of indirect effects—both social and economic—on other people within the community (Woller and Parsons ). Moreover, “there are problems in deciding who even the direct beneficiaries are.…”

Section: Resultsmentioning

confidence: 99%

“…Consequently, differences are expected to exist between organizations that operate in different nonprofit subsectors or activity areas. Measuring reach might be easier for nonprofits active in highly institutionalized areas, for example, social services or health (Kinsbergen et al ; Woller and Parsons ). In contrast, nonprofits active in areas where formal and informal actors coexist—environment, civic or grass roots, religion—tend to specify reach to a lesser extent as measurement, attribution and causality challenges are greater.…”

Section: Organizational Drivers Of Reach Measurement In Nonprofitsmentioning

confidence: 99%

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Rey‐García

Liket

Álvarez-González

et al. 2017

Nonprofit Mgmnt & Ldrshp

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Nonprofits are under increased accountability pressures to demonstrate their effectiveness. Output measurement (how much is produced) is disregarded as simplistic. Emphasis is made instead on measuring outcomes (changes in the lives of beneficiaries) or impacts (effects developed relative to the mission of the nonprofit, or the overall public good), and a growing portion of organizations state that they measure these effects. However, we question the assumption that outputs such as the number of beneficiaries served are being adequately measured. We first review existing research gaps on results measurement practices and discuss the main types of obstacles to the quality and utility of evaluation data. In this context, we argue for the need to reground nonprofit evaluation in the profound knowledge available about beneficiary populations. We discuss the potential and limitations of reach, a basic output indicator that is defined as the number of individuals directly affected by a nonprofit, and explore the organizational drivers of reach measurement. Evidence from 2,229 nonprofits shows they still lack adequate data on the beneficiaries they serve, face relevant conceptual and practical hurdles when trying to identify them, and are significantly influenced by organizational factors in their capacity to track them. Our research not only shows that nonprofits fail to adequately measure outputs, but also that measuring the number of beneficiaries served and how they are served is not as straightforward as outcome and impact advocates suggest. Practitioners and funders are reminded of the need to place beneficiaries at the core of their evaluation efforts.

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Section: Resultsmentioning

confidence: 99%

Section: Organizational Drivers Of Reach Measurement In Nonprofitsmentioning

confidence: 99%

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Rey‐García

Liket

Álvarez-González

et al. 2017

Nonprofit Mgmnt & Ldrshp

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“…The effectiveness of NGOs results in effective programmes implementation improving the life and livelihood of beneficiaries the NGOs serve (Woller and Parsons 2002). First, effective NGO's set-up entails effective decision-making.…”

Section: Ngo Effectiveness and Specific Programme Outcomesmentioning

confidence: 99%

Leadership, LMX, Commitment and NGO Effectiveness

Shiva

Suar

2010

International Journal of Rural Management

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This study examines whether transformational leadership influences leader–member exchange (LMX) that furthers organizational commitment. It also examines whether transformational leadership directly influences the organizational commitment. Further, the study tests whether organizational commitment enhances NGOs’ effectiveness that improves programme outcomes in terms of health, income, education and happiness of villagers. Data were collected from 312 NGOs in Jharkhand state (India). The constructs under study were assessed from NGO personnel using standard instruments, and programme outcomes on health, income, education and happiness were evaluated from villagers using visuals. Results reveal that transformational leadership directly influences LMX that furthers organizational commitment. Organizational commitment of staff members furthers NGO effectiveness. NGO effectiveness improves health, income, education and happiness of villagers. Transformational leadership has no direct influence on organizational commitment. Rather, such a leadership at the top fosters favourable LMX that leads to organizational commitment of the employees that positively influences NGO effectiveness, which finally improves health, income, education and happiness levels of beneficiaries.

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“…The major players in NGOs generally are individuals who contribute time or resources to the organization; NGO's staffs, management, and board members who direct and monitor the organization's activities; and individuals, private foundations, governments, and multilateral institutions that provide funding support (donors). NGOs are accountable to the “clients” they serve—the objects of the social movement or environmental movement or economic mobilization that give rise to the NGO's formation—and their ultimate success is measured by their impact on these clients and their communities (Woller & Parsons, ). Broadening social value looks forward to the positive changes of environmental citizenship from individual to collective behavior of society and institutions.…”

Section: Development Of Conceptual Frameworkmentioning

confidence: 99%

Streamlining non‐governmental organizations' programs towards achieving the sustainable development goals: A conceptual framework

Hassan

Lee

Mokhtar

2018

Sustainable Development

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After the launching of sustainable development goals (SDGs), nongovernmental organizations (NGOs) are identified as prominent players in localizing the SDGs. This has drawn attention of the research communities to shift from single-sector approach to cross-sectors approach in achieving the SDGs. However, the different capacity of NGOs is defined by the gaps of institutional factors and different approaches contributing to uncertain impacts that cannot be measured persistently. This limitation has caused many NGOs to choose in maintaining single-sector approach that has been practiced in the millennium development goals previously. Subsequently, this may result to the lack of SDGs output exchange from the NGOs. Therefore, this paper proposes a conceptual framework to streamline NGOs' programs towards achieving the SDGs in two mechanisms, namely, cross-sectors partnerships and broadening social value. Cross-sectors partnerships are developed crossing around the institutional sectors of society as one central partnering process to organize and respond to common issues and concerns in SDGs. Broadening social value is one form of NGO's mechanisms to raise a social interest crossing into many sectors in the role of shifting single-sector approach to cross-sectors approach. This conceptual framework provides a basis for NGOs to plan their programs based on their capability and capacity in achieving the SDGs' target.

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Assessing the Community Economic Impact of Nongovernmental Development Organizations

Abstract: Nongovernmental development organizations (NGDOs

Cited by 19 publications

References 8 publications

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Leadership, LMX, Commitment and NGO Effectiveness

Streamlining non‐governmental organizations' programs towards achieving the sustainable development goals: A conceptual framework

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