The Nonprofit Outcomes Toolbox – A Complete Guide to Program Effectiveness, Performance Measurement, and Results

Image Credits.
<p>Foreword.</p>
<p>How to Use This Book.</p>
<p>Author s Notes.</p>
<p>Acknowledgments.</p>
<p>Introduction.</p>
<p>PART ONE: THE BASICS.</p>
<p>Chapter 1: Approaching Outcomes.</p>
<p>Outcomes: The Third Stage of Management.</p>
<p>The Problem Approach.</p>
<p>The Activity Approach.</p>
<p>The Process Approach.</p>
<p>The Vision Approach.</p>
<p>In Summary.</p>
<p>Chapter 2: The Language of Outcomes.</p>
<p>Understanding the Language.</p>
<p>Shifting Perspectives.</p>
<p>From Funder to Investor.</p>
<p>From Activity to Results.</p>
<p>From Service to Change.</p>
<p>Chapter 3: The Shape of Outcomes.</p>
<p>The Importance of a Target.</p>
<p>Characteristics of Well–Defined Outcome Statements.</p>
<p>Positive Improvement.</p>
<p>Meaningful.</p>
<p>Sustainable.</p>
<p>Bound in Time.</p>
<p>Bound in Number.</p>
<p>Narrowly Focused . . .</p>
<p>. . . and Doable (with a Stretch!).</p>
<p>Measurable.</p>
<p>Verifiable.</p>
<p>Chapter 4: Finding Your Outcomes.</p>
<p>You Get What You Measure.</p>
<p>Results–Based Accountability (RBA).</p>
<p>A Common Outcome Framework.</p>
<p>Outcomes and Indicators.</p>
<p>Knowledge/Learning/Attitude.</p>
<p>Behavior.</p>
<p>Condition/Status.</p>
<p>PART TWO: WORKING WITH OUTCOMES.</p>
<p>Chapter 5: Planning with Outcomes.</p>
<p>Outcome Management Framework.</p>
<p>Another Approach.</p>
<p>Chapter 6: The Capacity for Outcomes.</p>
<p>Another Tool: SEED.</p>
<p>Chapter 7: Tracking with Outcomes.</p>
<p>Chapter 8: Learning with Outcomes.</p>
<p>Data versus Information versus Knowledge.</p>
<p>Chapter 9: Communicating with Outcomes.</p>
<p>The Smart Chart.</p>
<p>Chapter 10: Communicating Our Outcomes.</p>
<p>Scales and Ladders.</p>
<p>The Program Results Story.</p>
<p>Three Core Questions: Audience, Content, and Flow.</p>
<p>The Story Pyramid.</p>
<p>PART THREE: ADVANCED TOOLS.</p>
<p>Chapter 11: The Power of Six Sigma.</p>
<p>Chapter 12: Keeping It All in Balance.</p>
<p>Typical Scorecard.</p>
<p>The Public Sector Scorecard.</p>
<p>A Governmental Scorecard.</p>
<p>A Social Sector Scorecard.</p>
<p>An OASAS Scorecard.</p>
<p>Chapter 13: Budgeting with Outcomes.</p>
<p>Chapter 14: Outcomes in Administration.</p>
<p>Writing the Results Description.</p>
<p>PART FOUR: OTHER TOOLS AND PERSPECTIVES.</p>
<p>Chapter 15: A Different View of Nonprofits.</p>
<p>Chapter 16: Thinking about Value.</p>
<p>Chapter 17: Building Value In.</p>
<p>Chapter 18: A Few Final Tools . . .</p>
<p>Looking for Trouble: FMEA.</p>
<p>Gone Fishin : A Cause and Effect Analysis.</p>
<p>TRIZ: Considering the Contradictions.</p>
<p>One Final Tool: Process Management.</p>
<p>Process Documentation.</p>
<p>Process Mapping.</p>
<p>Value Stream Mapping.</p>
<p>CONCLUSION.</p>
<p>Wrapping It All Up.</p>
<p>Appendix.</p>
<p>Notes.</p>
<p>About The Rensselaerville Institute.</p>
<p>About Charity Navigator.</p>
<p>About the Author.</p>
<p>Index.</p>