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AbstractThe difficulty of measuring performance in the nonprofit sector has long been recognized. This article begins with a case study detailing how one organization, The Nature Conservancy, tackled the challenge of moving beyond measuring activity to measuring mission impact. After several false starts, the Conservancy developed a model for measuring success, divided into three broad areas: impact, activity, and capacity.
The article then presents data from interviews with leaders of thirty other leading nonprofits, who reveal how their organizations measure performance in these three areas. It concludes with some lessons learned about performance measurement in the nonprofit sector.

Reuse of record except for individual research requires license from Congressional Information Service, Inc. ; "Serial No. 93-26 (92-61)" ; Statement by J. Sawhill was presented at a hearing before the Permanent Subcommittee on Investigations of the Committee on Government Operations, U.S. Senate, Dec. 14, 1973. ; CIS Microfiche Accession Numbers: CIS 73 S442-27 ; Includes bibliographical references. ; Microfiche. ; Mode of access: Internet.