Outcome measurement: Showing results in the nonprofit sector

Plantz, Margaret C.; Greenway, Martha Taylor; Hendricks, Michael

doi:10.1002/ev.1077

Cited by 88 publications

(66 citation statements)

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“…But PM, by itself, is useless for this purpose. This is a theme emerging from the recent New Directions (Newcomer, 1997a) volume on performance measurement (see especially Han-y, 1997;Joyce, 1997;Newcomer, 1997b;and Plantz, Greenway, and Hendricks, 1997), interestingly in a volume largely supportive of the use of PM for public programs.…”

Section: Critical Subgroup Differences Disguised By Misleading Aggregmentioning

confidence: 99%

Effective Use and Misuse of Performance Measurement

Perrin¹

1998

American Journal of Evaluation

200

106

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billing. This article identifies fallacies in the logic of PM and provides examples of ways in which PM is routinely misused. As a result, performance measures are frequently irrelevant-or worse. Used in isolation, they invariably reward and encourage the wrong activities and result in less, rather than more, attention to outcome and quality. This article also identifies strategies for effective use of PMs. In particular, it identifies how PMs can be useful for monitoring purposes, for raising questions, and for identifying areas requiring management attention. PMs, by themselves. are not appropriate for assessing outcomes, for determining future directions or for resource allocation. They can, however, be one important component of a comprehensive evaluation strategy.

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Section: Critical Subgroup Differences Disguised By Misleading Aggregmentioning

confidence: 99%

Effective Use and Misuse of Performance Measurement

Perrin¹

1998

American Journal of Evaluation

200

106

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“…This idea coincides with the principle of outcome evaluation of NPOs as they should indicate its predicted outcomes rather than setting performance yardsticks that are irrelevant to the programmes and services objectives (Kettner and Martin, 1996;Werther and Berman, 2001;Jansen, 2004). Apart from the mentioned indicators, the increase in the number of clients and membership indicates the relevance of programmes and services (Plantz, et al, 1997;Gainer and Padanyi, 2004). Conversely, a declining in number of clients reflects the end of a programme and service life cycle, which in turn questions the relevance of the NPOs.…”

Section: Performance Measures Of Non-profit Organizations In Singaporementioning

confidence: 99%

“…With respects to annual reserve, 21 NPOs (37.5%) encountered a reduction in annual reserves, 2 NPOs (3.5%) indicated a medium growth of 5.1% to 10% in annual reserves, and 37 NPOs (59%) had an increase in annual reserves above 10%. On the aspect of the operating and administrative expenses, they represent an organization's operational efficiency (Chang and Tuckman, 1991;Stone et al, 1999), and should be closely monitored to ensure operational viability (Plantz et al, 1997;Joyce, 1999;Light, 2000). Specifically, 29 NPOs (45%) indicated an increase in these expenses; while 6 NPOs (10.7%) reported a reduction in these expenses of less than or equal to 5%, and 25 NPOs (44.6%) reported a reduction in operating and administrative expenses of more than 5% in comparison with the previous fiscal year.…”

Section: Performance Of Npos -Based On Financial Performance Indicatorsmentioning

confidence: 99%

The Implementation of Learning Organization Elements and Their Impact towards Organizational Performance amongst NPOs in Singapore

Som¹,

Nam²,

Wahab³

et al. 2012

IJBM

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The purpose of this paper is to investigate how Learning Organization Elements (LOE) was implemented amongst non-profit organizations (NPO's) in Singapore. Through a self-administered survey and in-depth interviews, organizational performances of 60 non-profit organizations NPOs were evaluated, whilst the extent to which the LOE were carried out within these NPOs were also discussed. Findings suggest that elements such as clarity of mission and vision, experimentation and intrinsic motivation, leadership commitment and empowerment, and organizational learning practices were deemed to be essential for NPOs to be transformed into a learning organization. Other elements such as individual learning and team-problem solving as well as organizational learning practices were also mentioned by respondents as important elements toward NPOs' performance. Implications of the study including the applications of those LOE together with a strategic dimension in order for NPOs to become learning organizations, as well as to achieve superior organizational performance were also highlighted.

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“…The United Way outcomes measurement approach is a useful starting point for examining the use of evaluation methods in nonprofit agencies and FBOs because it was designed for use by a variety of nonprofit and human service entities. The model was developed as a stand-alone manual (Hatry, Van Houten, Plantz, and Greenway, 1996), and was further described in a published journal article (Plantz, Greenway, and Hendricks, 1997). As designed, the outcomes measurement model is a systematic approach to implementing program evaluation techniques in direct-service settings.…”

Section: Outcomes Measurement In the Nonprofit Sectormentioning

confidence: 99%