I examine the extent of outcome measurement in nonprofit organizations and the relationship that outcome measurement has to funders’ reporting mandates. Conclusions are derived from analysis of FY2002 survey and site visit data for 237 Detroit nonprofits and a comparison of FY2002 and FY2007 performance measures for 110 of those nonprofits that were subjected to new outcome reporting requirements instituted by the City of Detroit. Resource dependence and institutional theory frameworks are used to interpret the findings. The data support the conclusion that funders’ outcome reporting mandates affect the extent of outcome measurement among nonprofits, even where resource constraints limited measurement prior to the mandates. Yet the impact is not universal. Further research to better understand the contextual factors that affect responses to measurement mandates is proposed.

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This article critically examines a conceptual framework for strategic, geographic targeting, an allocation model for improving efficiency in community development programs. It reviews the theoretical and empirical literature, discusses constraints and policy implications, and outlines a research agenda. Cost-savings, multiplier, and interaction effects form the core rationale for strategic, geographic targeting. Focus and neighborhood spillover effects complement these and are likely to occur more rapidly when strategic, geographic targeting is used. While the literature is largely silent on the cost-savings, focus, and neighborhood spillover effects, it supports the multiplier effect and demonstrates that it is contingent on the attainment of investment thresholds. It also identifies interventions that are likely to interact positively with programs targeting housing investment.

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