Why use the results-oriented management approach when it isn required?
Because results-oriented management seeks to answer a question that is fundamentally important for all CAA programs: Do the things we do work? That is, are programs bringing about a change in people’s conditions or behaviors? For example, are people in computer training programs getting jobs that call for these new skills? Are people in drug-prevention programs saying “no” to drugs? If so, how many successes in relation to the baseline or population of people being targeted for such programs? Q: Have we been counting the wrong things all these years? A: Not the wrong things. But maybe not the things that provide the greatest clarity and understanding about whether program efforts are changing peoples lives for the better. Typically, program assessments are based on a count of how many units of service have been provided. An important difference with the results-management approach involves establishing agreed-upon goals that speak to desirable outcomes, and then regularly measuring pro
