The Emerging Status of Outcome Measurement in the Nonprofit Human Service Sector

Greenway, Martha Taylor

doi:10.1007/978-1-4615-0533-4_13

Cited by 3 publications

(4 citation statements)

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“…Near-term outcomes that are generated as a consequence of a nonprofit's activities have been conceptualized and measured in two key ways. Some frameworks focus on the evaluation of behavioral and environmental changes such as increased skills, improved condition, and modified behavior (Bagnoli & Megali, 2011;Berman, 2006;Greenway, 2001;Lampkin et al, 2006; Penna, 2011). Other performance frameworks highlight customer satisfaction as an important near-term outcome (Kaplan, 2001;Median-Borja & Triantis, 2007;Newcomer, 1997;Poister, 2003;Penna, 2011).…”

Section: Core Perspectives Of Performance Measurement In Nonprofitsmentioning

confidence: 99%

“…Other performance frameworks highlight customer satisfaction as an important near-term outcome (Kaplan, 2001;Median-Borja & Triantis, 2007;Newcomer, 1997;Poister, 2003;Penna, 2011). Finally, several authors have emphasized the importance of considering the public value that is created at the community level as a result of a nonprofit's activities (Greenway, 2001;Hills & Sullivan, 2006;Lampkin et al, 2006;Land, 2001;Moore, 2003;Penna, 2011). Last, some frameworks have highlighted how well the organization has managed relationships with key stakeholders and gained legitimacy in their field and community as a critical aspect of nonprofit performance (Bagnoli & Megali, 2011;Herman & Renz, 2008;Moore, 2003;Talbot, 2008).…”

Section: Core Perspectives Of Performance Measurement In Nonprofitsmentioning

confidence: 99%

“…These two approaches can be used complementarily, but we distinguished them because their focuses and measurement methods are different. In the former, the outcome is understood based on whether nonprofits accomplished substantial changes in their target group or an environmental condition (Berman, 2006;Greenway, 2001;Lampkin et al, 2006;Penna, 2011). For example, in the Moxham's (2009b, p. 4) measurement framework, one definition of a successful project is one that ''has been able to successfully demonstrate that it has achieved the outcomes that it set out to achieve at the time that the grant offer was made and which has made a real difference to the lives of disadvantaged people.''…”

Section: Outcome: Behavioral and Environmental Changesmentioning

confidence: 99%

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A Framework for Assessing the Performance of Nonprofit Organizations

Lee

Nowell

2014

American Journal of Evaluation

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Performance measurement has gained increased importance in the nonprofit sector, and contemporary literature is populated with numerous performance measurement frameworks. In this article, we seek to accomplish two goals. First, we review contemporary models of nonprofit performance measurement to develop an integrated framework in order to identify directions for advancing the study of performance measurement. Our analysis of this literature illuminates seven focal perspectives on nonprofit performance, each associated with a different tradition in performance measurement. Second, we demonstrate the utility of this integrated framework for advancing theory and scholarship by leveraging these seven perspectives to develop testable propositions aimed at explaining variation across nonprofits in the adoption of different measurement approaches. By better understanding how performance measurement is conceptualized within sector, the field will be better positioned to both critique and expand upon normative approaches advanced in the literature as well as advance theory for predicting performance measurement decisions.

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Section: Core Perspectives Of Performance Measurement In Nonprofitsmentioning

confidence: 99%

Section: Core Perspectives Of Performance Measurement In Nonprofitsmentioning

confidence: 99%

Section: Outcome: Behavioral and Environmental Changesmentioning

confidence: 99%

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A Framework for Assessing the Performance of Nonprofit Organizations

Lee

Nowell

2014

American Journal of Evaluation

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“…A definition of an outcome is "the state of the target population or the social condition that a program is supposed to have changed" [68]. The different approaches to measuring outcomes in the literature can be broadly grouped into three categories: (1) behavioural and environmental changes approach, focusing on the non-profit accomplishment of substantial changes in its target group or an environmental condition [64,69,70]; (2) customer satisfaction approach, focusing on measuring the quality of service an NPO is providing by measuring consumer perceptions of quality through satisfaction surveys and customer complaints [61,67,70].…”

Section: Sustainability Approaches In Non-profit Organizationsmentioning

confidence: 99%

Sustainability Perceptions in Romanian Non-Profit Organizations: An Exploratory Study Using Success Factor Analysis

Ceptureanu

Bogdan

et al. 2018

Sustainability

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This paper analyses sustainability perceptions in Romanian non-profits by investigating 81 non-profits managers and board members. Using a multidimensional sustainability measurement framework, Success Factor Analysis, as a conceptual model, we measured perceptions on 5 critical sustainability factors: People, Business Model, Operations, Strategy and Culture and concluded that there are significant differences in the perceptions of sustainability depending on respondents' previous failure experiences. While those which previously experienced failure adopt a long-term approach based on marketization, clear accountability standards and rely on strategy, while the others prefer a short-term approach, focused more on non-profits operations and focus on human resources.

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Account Space: How Accountability Requirements Shape Nonprofit Practice

Benjamin

2007

Nonprofit and Voluntary Sector Quarterly

120

134

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Improving nonprofit accountability is one of the most important issues facing the sector. Improving nonprofit accountability in ways that are attentive to what we might consider unique and valuable about how nonprofits address public problems is the challenge at hand. This article presents a framework for examining the consequences of accountability systems for nonprofit practice. Drawing on empirical findings from three case studies and early sociological work on accounts, the framework considers four questions (i.e., When do organizations give accounts? What is the purpose of the account? When are those accounts accepted or rejected by important stakeholders? And with what consequence?) but makes a distinction between a verification and explanatory accountability process. By making this distinction and clarifying the relationship between these two accountability processes, the proposed framework can be used to identify conflicts between accountability systems and nonprofit practice and to understand how efforts to ensure accountability can spur a change in nonprofit practice, change stakeholder expectations for nonprofits or leave both intact.

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The Emerging Status of Outcome Measurement in the Nonprofit Human Service Sector

Cited by 3 publications

References 0 publications

A Framework for Assessing the Performance of Nonprofit Organizations

A Framework for Assessing the Performance of Nonprofit Organizations

Sustainability Perceptions in Romanian Non-Profit Organizations: An Exploratory Study Using Success Factor Analysis

Account Space: How Accountability Requirements Shape Nonprofit Practice

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