Fall 2006 issue of Horizons

and report performance outcomes. Processes can differ, but they generally require documentation of inputs, activities, outputs and outcomes. • Inputs consist of money, time, staff, volunteers, facilities and supplies. • Activities are generally the organization's programs. • Outputs are the direct results of program activities, often definable in terms of units of service provided or number of participants. • Outcomes are the benefits to participants in terms of knowledge, modified behavior or changes in conditions. Sometimes the outcomes can be communicated in the form of a story or example. Organizations that are committed to measuring outcome performance as a means of achieving their mission goals are finding tools and assistance from sources like funding agen- cies, from service providers like consultants, and in the form of management software programs.

Achieving Critical Mass or Self-Sustaining Resources

Successful not-for-profit organizations are working to develop resource engines that allow them to grow and continually attract donors, volunteers and passionate staff who in turn build the brand, thus generating new donors, volunteers and passionate staff.

Evidence of Value

Some of the signs that are indicative of an organization's value are summarized in a checklist on the following page. Although they are not necessarily measurable or quantifi- able, goals can be developed to increase success in these areas. An organization checklist or scorecard can be devel- oped to self-grade your success in each area.

50 • summer 2006 issue