ABSTRACT
Since the 1960s, community development organizations in the public and nonprofit sectors have become increasingly conscious of the impact of their work in light of finite financial resources and a growing range of policy concerns. This article briefly reviews the history of outcome measurement in community development organizations and describes innovative and emerging measurement practices used to improve public policy. It also outlines key ingredients in successful measurement systems, especially the importance of linking the measures to the strategic planning process. Two prevalent models of outcome measurement are described: universal measures where quantitative data are used to assess progress toward goals common to many communities and contingent measures where qualitative data indicate progress toward goals unique to one community. Common themes among the measurement practices include technical assistance provided by national or regional grantors, a triple bottom line measurement focus, and reduction of measurement cost through secondary data or inexpensive case study methodology.
