Impact Presentation
Upcoming SlideShare
Loading in...5
×
 

Impact Presentation

on

  • 425 views

 

Statistics

Views

Total Views
425
Views on SlideShare
425
Embed Views
0

Actions

Likes
0
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • M
  • M
  • M
  • M
  • M
  • A
  • A
  • A
  • M
  • A
  • M
  • A
  • M
  • M
  • M
  • A
  • A

Impact Presentation Impact Presentation Presentation Transcript

  • GlobalGiving’sSocial ImpactFrameworkLeadership Council Feedback
  • 2“Getting to self-sufficiency”–Becoming the partner ofchoice for corporations withan interest in internationalphilanthropy–Broadening access at thegrassroots to platform–Investing in feedback loops–Automating andstreamlining processes–Decreasing reliance onoperating capital–Perfecting tools for projectpartners to maximizeperformance and capacityon the ground; directingresources to higherperforming orgs–Extending our reachthrough partnership andcollaboration, anddistributed model–Influencing resourcesoutside our immediatecontrol“Building for growth”Priorities2012-futureTiming“Testing the concept”–Building an open, thrivingmarketplace throughsubstantial consumer businessinvestment–Demonstrating demand–Harnessing the socialdynamics of giving–Raising enough capital toinvest2007-09 2010-11Social Impact Assessment – whynow?
  • So what is it exactly?
  • McKinsey’s Framework for Social Impact Assessment• Learning-based approachAn emphasis on learning does not eliminateaccountability; if anything it raises the bar.• Making programs work betterThe goal of social impact assessment is todrive improvements that increase thevalue of programs to the people theyserve. Organizations have to account forfunds spent, and describe the scope andreach of work carried out. But, there is arisk that counting outputs becomes abackwards-looking exercise
  • GlobalGiving’sapproach to SocialImpact Assessment5
  • We could focus on justthese orgsEffectivenessBut we believe in thepower of great ideas andthat they can come fromanyone, anywhere, atanytimeEffectivenessWhat we want to do:through our interaction withthese organizations, causethem to become moreeffective over time,regardless of where theyare on this graphEffectivenessAssumption #1:Good ideas come from anywhere. Innovation comes fromunexpected places.
  • Assumption #2Learning organizations = effectiveorganizations• Great organizations are not just visionary organizations, theyare learning organizations– We don’t know all the answers in the beginning. That’s ok.– Learning is a characteristic of innovative organizations• Learning organizations are nimble, and adapt to changingneeds and environment.– Able to remain relevant and successful– Failure is a part of growth, a learning opportunity7
  • Our Process• Four day-long workshops with senior staff and Board• Internal team to drive the process• Staff meetings to gather feedback-- 8 months --8
  • We refreshed ourVision, Mission, and Theory ofChange
  • 10Outputs vs. Outcomes
  • GlobalGiving is successfully unleashingpeoples’ potential to create positive changeby providing access to funding, learning, and giving opportunities.IMPACTOUTCOMESConstituents, organizations,and donors connect,collaborate, and aligndynamicallyMost resources go to higher-performing organizations andsocial innovatorsSolutions evolved through‘listening, acting, learning,and repeating’Globally accessible systemsenabling the exchange ofinformation, money, andideasGlobalGiving providesNGOs access to aplatform……that helps NGOs anddonors provide one anotherwith feedback……so that they can eachlearn and improve.Ultimately, the most resourcesgo to those NGOs that learnand improve the most.HOWITWORKSoutcomes
  • Outcome 1Globally accessible systemsenabling the exchange ofinformation, money, and ideasMore people areaccessing GGMore money isbeing raised frommore donorsso what?
  • Outcome 2Constituents, organizations, and donorsconnect, collaborate,and align dynamicallyFeedbackflowsbetweenstakeholdersIntendedrecipientsreceive feedbackand respondStakeholdersalign basedon feedbackso what?
  • Outcome 3Solutions evolved through ‘listening,acting, learning, and repeating’Orgs learnthroughtrainingOrgs experimentand improveprogramsOrgs raisemoremoneyso what?
  • Outcome 4Most resources go to higher-performingorganizations and social innovatorsMore $ goes tothe higher-capacity orgsand socialinnovators.More orgsareinnovatingMore orgs andsocial innovatorsare increasingcapacityso what?
  • Definition – Higher Performing“Higher Performing” =Change in Total GG Performance score over time.
  • What do we mean by capacity?Organizational capacity# Paid staffTotal budgetNumber of years of audited financialsProgrammatic capacityNumber of experimentsSignificant local presenceThird-party accreditationThird-party evaluationStrength of networks# of volunteers# of active local partners
  • Definition –PerformanceExact formula TBD. Reward change and learning.Respect the underdog. Don’t penalize the tried and true.“Higher Performing” =Change in Total GG Performance score over time.
  • SOCIAL IMPACT FRAMEWORKGlobalGiving is successfully unleashing peoples’ potential to create positive changeby providing access to funding, learning, and giving opportunities.Year over year %change in $ raisedper organization onGGYear over year growthin absolute $ raisedper organization onGGVital metrics: site uptime, page views, uniquevisitors, donors, organizations, site uptime, APIusers, API calls, dollars raised, organizations# of project wall posts,% responses,Project reportreferrals / conversions# of repeat donors$ from corporatepartners to referredprojects,# of active corporatepartners# of tell-a-friend e-mails# of facebook shares# of webinarattendees,# of one-on-oneconsultations# of open challengeparticipants,# of open challengesuccesses,# of orgs postingmicroprojects# of orgs in peermentoring,#of orgs inleadership council,# of orgs with a GGrep visit$ raised from outsidehome country after GG% of resources goingto higher performingorganizations#/% of orgs becominghigher-performing# of orgs increasingcapacity,#/% change in GGplatform activity,# of orgs recognizedas innovatorscorporate $ to higher-performingorganizations,$ to higher-performingorgs from corporatepartners• Feedback flows between allstakeholders• Intended recipients receivefeedback and respond• Stakeholders align based onfeedback• More people are accessingGlobalGiving content• More money is being raisedfrom more donors• Orgs learn by doing(implementing feedback)• Orgs raise more money• Orgs experiment and improveprograms• More orgs and social innovatorsare increasing capacity• More orgs are innovating• More $ goes to the higher-capacityorgs and social innovatorsIMPACTOUTCOMESTHE“SOWHAT?”EVIDENCEWECURRENTLYMEASUREConstituents, organizations, anddonors connect, collaborate,and align dynamicallyMost resources go to higher-performing organizations andsocial innovatorsSolutions evolved through‘listening, acting, learning, andrepeating’Globally accessible systemsenabling the exchange ofinformation, money, and ideasGlobalGiving provides NGOsaccess to a platform……that helps NGOs and donorsprovide one another with feedback……so that they can each learnand improve.Ultimately, the most resources go tothose NGOs that learn and improvethe most.HOWITWORKSEmails opened (newsletters & project reports),twitter followers, facebook fans, other socialmedia followers, # of partners using duediligence data# of GG-facilitated channels for feedback betweenstakeholders, # of orgs receiving / # of msgs sharedvia donor checkout survey, # of orgs receivingcommunity feedback (stories), once-off emails weforward to PLs, replies to comments on otherfeedback channels, # of social shares of projectreports, changes in donor profiles, # of orgs referredto corp. partners, # of corp. partners giving to orgsover time, type of corp. partners# of people attending workshops,self-reports of orgs who say that they’veundertaken an experiment based on GGlearning% of outside resources going to higher-performing organizationsEVIDENCEWEPLANTOMEASURE
  • Getting feedbackInput from wider GlobalGiving staffInput from our BoardInput from the GlobalGiving Leadership Council (you!)Input from our peers (NY & DC)Building out the systemsDeveloping our measurement systems and dashboardBuilding a more robust Partner Rewards systemBuilding impact measures into our site (and in the Project Entry SystemCommunicationHow do we learn from this process?How do we communicate our learning?Helping other people measure their own social impactWhat’s Next?
  • Questions? Feedback?1) Does this make sense to you?2) How can we present our Impact Framework in a more clear way?3) Are we measuring the right things?4) Does this framework provide the right balance between allowing us to improveour ranking system so that it measures more than just your fundraising abilitieson GlobalGiving without requiring you to submit onerous amounts of data?5) How can GlobalGiving best share our approach to social impact assessmentwith other non-profit partners like you?6) What is the best way to get our PL community to respond and share the datawe need to feed this framework?