ABSTRACT
This chapter examines performance management and accountability within local Community Action agencies. It focuses on the responses from the interviews that were conducted for a study of high-performing nonprofit organizations, as well as information obtained from Community Action documents and websites. The chapter presents an overview of the origins and evolution of strategic planning and performance management within Community Action agencies. It discusses the major types of performance management approaches that the agencies use, and how the agencies communicate and use performance information. The chapter focuses on performance management challenges experienced by the agencies. It deals with federal and state government monitoring of local Community Action agencies. The chapter presents examples of Community Action National Performance Indicators. With an increased focus on outcomes, Community Action leaders have been focusing on how to measure the outcomes of basic services such as food pantries, soup kitchens, and emergency shelters.
