Nonprofit Performance

Abstract

Performance is a key concern for nonprofits providing human services. Yet our understanding of what drives performance remains incomplete. Existing outcome measurement systems track the programmatic activities staff complete and the extent to which participants respond in programmatically intended ways. However, clients do not just receive services and respond as intended and staff do not simply complete program activities. Drawing on a data set of 47 interviews with frontline staff in eight human service nonprofits, we show how frontline staff work in a partnership with clients to set an agenda for change and achieve desired results. We call this co-determination work and argue that it represents a critical and often neglected dimension of nonprofit performance.Performance is a key concern in the nonprofit sector. A wide range of models and metrics are used to measure performance, including financial metrics, outcome measurement models, staff evaluations, and capacity assessments. Each approach brings certain elements of nonprofit performance into clearer focus; none captures the full picture. Organizations that deliver human services face particular challenges in

Partners in a caring society – a nonprofit organization case study

“…Accountability is the obligation of an individual or organization to account for its activities, to accept responsibility for them, and to disclose the results in a transparent manner (Benjamin & Campbell, 2014;Eikenberry & Kluver, 2004). There are various types of accountability, including fiduciary, legal, and professional, as well an obligation to preserve and serve the public good (Balser & McClusky, 2005).…”

“…Considering that NPOs have multiple stakeholders and are mission-based organizations, it can be argued (Benjamin & Campbell, 2014;Lee & Nowell, 2015), theoretically, that accountability should be made to these multiple stakeholders. As it is generally not clear who is considered morally and/or legally the most important stakeholder, organizations must develop different accountability systems to meet the needs and expectations of different stakeholders (Harrison, Freeman, & Abreu, 2015).…”

“…Effective and transparent accountability is a challenge for all organizations as there is a growing concern with reliability and credibility in all sector of activity; these concerns can be a demonstration of organizational effectiveness (Benjamin & Campbell, 2014). Thus, to promote transparency and increase communication with the various players, there has been a change in the accountability of NPOs, being that disclosure and transparency are essential to maintain trust (Benjamin & Campbell, 2014;Ebrahim, 2005;Kellner, Townsend, & Wilkinson, 2016).…”

Non-Governmental Development Organizations (NGDO) Performance and Funds—A Case Study

“…Performance is a key concern for non-profits, although our understanding of what drives performance remains incomplete (Benjamin & Campbell, 2014). Researchers use various ways to measure NPOs performance, such as qualitative measurements that address the difficulties with obtaining objective data (Felício et al, 2013).…”

“…Researchers use various ways to measure NPOs performance, such as qualitative measurements that address the difficulties with obtaining objective data (Felício et al, 2013). A wide range of models and metrics are also used to measure performance and significant sources of evidence include both external research as well as data generated within the organization (Carnochan, Samples, Myers, & Austin, 2013), as well as financial metrics, outcome measurement models, staff evaluations and capacity assessments (Benjamin & Campbell, 2014). NPOs can develop some general categories to measure its performance, like measures of current achievement of activity, use of resources, financial measures and the impact of the organizations initiatives (Paton, 2003).…”