Evaluation. Performance measurement. Outcomes-based assessment. These are all phrases we talk about frequently – and we repeatedly hear in conversations as we attend conferences, consult with clients, and confer with colleagues.

Last week’s Chronicle of Philanthropy featured Patrick Corvington, the new head of the Corporation for National & Community Service, as he discussed his goals of shifting the Corporation toward a more outcomes-based culture. Traditionally, most program evaluation has focused on measuring “yield” (e.g. how many volunteers are recruited, the number of new programs offered, the total number of people an organization serves). In outcomes-based measurement, the goal is to document and understand the longer term impact, such as how people’s behaviors have changed as a result of having participated in the program or how a community’s needs have been met. This shift is key to organizational success. Strategically planning for meaningful outcomes resonates with funders. Knowing the intended impacts of the work attracts skilled volunteers. Furthermore, in this economy, organizations need to develop volunteer leaders to take on the leadership of new initiatives from inception through completion; doing so is often the only way that we have the capacity to take on anything new. Being able to explain the strategic outcomes of an initiative is just the first step in successfully cultivating volunteer leaders – but it is a crucial step.

As you read this article from the Chronicle, consider how your organization can think strategically about the outcomes of your work. Talk with your staff and volunteers about what it would mean to take this to the next level by cultivating volunteer leaders to help actualize those outcomes. It’s the start of the ‘next conversation’ and we’d invite you to share your thoughts, questions, and stories in the comments field below.