Mission Impossible?: Measuring Success in Nonprofit Organizations

Mission Impossible?: Measuring Success in Nonprofit Organizations The difficulty of measuring performance in the nonprofit sector has long been recognized. This article begins with a case study detailing how one organization, The Nature Conservancy, tackled the challenge of moving beyond measuring activity to measuring mission impact. After several false starts, the Conservancy developed a model for measuring success, divided into three broad areas: impact, activity, and capacity. The article then presents data from interviews with leaders of thirty other leading nonprofits, who reveal how their organizations measure performance in these three areas. It concludes with some lessons learned about performance measurement in the nonprofit sector. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Nonprofit Management & Leadership Wiley

Mission Impossible?: Measuring Success in Nonprofit Organizations

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Publisher
Wiley
Copyright
Copyright © 2001 Wiley Periodicals, Inc.
ISSN
1048-6682
eISSN
1542-7854
DOI
10.1002/nml.11309
Publisher site
See Article on Publisher Site

Abstract

The difficulty of measuring performance in the nonprofit sector has long been recognized. This article begins with a case study detailing how one organization, The Nature Conservancy, tackled the challenge of moving beyond measuring activity to measuring mission impact. After several false starts, the Conservancy developed a model for measuring success, divided into three broad areas: impact, activity, and capacity. The article then presents data from interviews with leaders of thirty other leading nonprofits, who reveal how their organizations measure performance in these three areas. It concludes with some lessons learned about performance measurement in the nonprofit sector.

Journal

Nonprofit Management & LeadershipWiley

Published: Mar 1, 2001

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