Salamon, L.M., Geller, S.L. and Mengel, K.L. (2010). Nonprofits, Innovation, and Performance Measurement: Separating Fact from Fiction. The Johns Hopkins Listening Post Project, Communiqué No. 17. 원문보기
자료정리: 김예영
To meet this need, the Johns Hopkins Nonprofit Listening Post Project surveyed its nationwide sample of nonprofit organizations in four key fields (children and family services, elderly housing and services, community and economic development, and the arts) in early 2010. Key findings from the 417 organizations responding to this ground-breaking Sounding include the following:
Quite encouragingly, our survey reveals that few of these concerns persist among nonprofit executives. To the contrary, substantial majorities have come to see important positive effects from performance measurement. In particular:
- As shown in Figure 7, few nonprofit executives reported any negative effects of performance measurement on their organizations’ abilities to pursue their long-term goals, innovate and take risks, or stay focused on their missions. To the contrary, sizable proportions saw performance measurement as either positively affecting the organizations’ abilities in these areas or having no negative effect on them.
Also suggesting the limits on current performance measurement practices is the evidence respondents provided on the sources they actually used to reach judgments about the effectiveness of the innovations they identified as having recently adopted. As shown in Figure 13, the most common source of such judgments, cited by over 70 percent of the organizations, was client feedback—not a bad basis for judgment but far from conclusive about ultimate impacts. By contrast, only 36 percent of the organizations cited a formal evaluation that they had initiated or supported. In fact, far more respondents cited “anecdotal reports” from staff and “personal observation” as bases for their judgments about the effectiveness of their innovations than cited “formal evaluation.”