| Abstract: | Leaders of nonprofit organizations face a particular bind in responding to the demands for results‐based accountability. If they focus only on the project‐level outcomes over which they have the most control or for which indicators are readily available, they risk default on the larger question of accountability to publicly valued goals. On the other hand, if they try to demonstrate the impact of their particular projects on communitywide outcomes, they risk taking credit inappropriately or shouldering the blame for indicators beyond their control. Here, I present findings from a research project, conducted in collaboration with economic development organizations on the north coast of California, that explored the practical demands and dynamics associated with this paradox. The key challenges are more civic and political than technical. |
