By James Cutt, Vic Murray
This designated quantity presents new views on assessing the functionality of nonprofit enterprises while assembly the knowledge wishes of decision-makers, either inner (such as resource-providers, regulators and clients), and exterior (including forums, managers, employees and volunteers).
Whilst such a lot discussions of responsibility concentration solely on monetary responsibility, this name deals an important contribution to a comparatively untouched zone by means of combining the therapy of either evaluate and responsibility from a managerial perspective.
With elevated curiosity within the idea that nonprofit organisations has to be dependable, this topical quantity fills a spot within the literature that postgraduates and students of business experiences and administration will locate invaluable.
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Extra resources for Accountability and Effectiveness Evaluation in Nonprofit Organizations (Routledge Studies in the Management of Voluntary and Non-Profit Organizations)
First, the incentives built into the real consequences should be rationally and fairly linked to desired performance. Second, the measurement system used to assess performance should be carefully designed to reflect and promote desired performance; managers will manage to the measurement system provided, and inappropriate measures will lead managers in the wrong direction. The management systems that deal with real consequences (such systems as the compensation and related work circumstances of managers, and those related to resource allocation to programmes or organizations) are therefore integral in the design of accountability frameworks; they are also integral to the implementation of accountability frameworks—which is the last question to be addressed in the definition of an accountability framework.
Matek, Accountability: Its Meaning and its Relevance to the Healthcare Field (Hyattsville, Maryland, US Department of Health, Education and Welfare, 1977), 10. 4 Panel on Accountability and Governance in the Voluntary Sector, Building on 28 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Accountability Strength: Improving Governance and Accountability in Canada’s Voluntary Sector (Ottawa, Panel on Accountability and Governance, 1999), 14. Day and Klein, Accountabilities, 5. Matek, Accountability, 14.
All but one of these (Financial Results) refers to an elaboration of value for money with respect to non-profit organizations; it should be noted that the approach was also used for public commercial organizations, in which case the financial results would also be consequential in nature. The CCAF/ FCVI attributes were designed as a basis for auditable representations by management across the set of information categories. Shared expectations were therefore defined in terms of targets in these categories, the currency and associated criteria of success were defined in measures appropriate to the programme or organization in question, and methods of reporting defined in terms of representations by management—similar to financial statements produced by management—on an ongoing and annual basis dealing with the achievement of targets in the various attributes.