2. 2
“Getting to self-sufficiency”
–Becoming the partner of
choice for corporations with
an interest in international
philanthropy
–Broadening access at the
grassroots to platform
–Investing in feedback loops
–Automating and
streamlining processes
–Decreasing reliance on
operating capital
–Perfecting tools for project
partners to maximize
performance and capacity
on the ground; directing
resources to higher
performing orgs
–Extending our reach
through partnership and
collaboration, and
distributed model
–Influencing resources
outside our immediate
control
“Building for growth”
Priorities
2012-futureTiming
“Testing the concept”
–Building an open, thriving
marketplace through
substantial consumer business
investment
–Demonstrating demand
–Harnessing the social
dynamics of giving
–Raising enough capital to
invest
2007-09 2010-11
Social Impact Assessment – why
now?
4. McKinsey’s Framework for Social Impact Assessment
• Learning-based approach
An emphasis on learning does not eliminate
accountability; if anything it raises the bar.
• Making programs work better
The goal of social impact assessment is to
drive improvements that increase the
value of programs to the people they
serve. Organizations have to account for
funds spent, and describe the scope and
reach of work carried out. But, there is a
risk that counting outputs becomes a
backwards-looking exercise
6. We could focus on just
these orgs
Effectiveness
But we believe in the
power of great ideas and
that they can come from
anyone, anywhere, at
anytime
Effectiveness
What we want to do:
through our interaction with
these organizations, cause
them to become more
effective over time,
regardless of where they
are on this graph
Effectiveness
Assumption #1:
Good ideas come from anywhere. Innovation comes from
unexpected places.
7. Assumption #2
Learning organizations = effective
organizations
• Great organizations are not just visionary organizations, they
are 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 changing
needs and environment.
– Able to remain relevant and successful
– Failure is a part of growth, a learning opportunity
7
8. 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
11. GlobalGiving is successfully unleashing
peoples’ potential to create positive change
by providing access to funding, learning, and giving opportunities.
IMPACTOUTCOMES
Constituents, organizations,
and donors connect,
collaborate, and align
dynamically
Most resources go to higher-
performing organizations and
social innovators
Solutions evolved through
‘listening, acting, learning,
and repeating’
Globally accessible systems
enabling the exchange of
information, money, and
ideas
GlobalGiving provides
NGOs access to a
platform…
…that helps NGOs and
donors provide one another
with feedback…
…so that they can each
learn and improve.
Ultimately, the most resources
go to those NGOs that learn
and improve the most.
HOWIT
WORKS
outcomes
12. Outcome 1
Globally accessible systems
enabling the exchange of
information, money, and ideas
More people are
accessing GG
More money is
being raised from
more donors
so what?
13. Outcome 2
Constituents, organizations, and donors
connect, collaborate,
and align dynamically
Feedback
flows
between
stakeholders
Intended
recipients
receive feedback
and respond
Stakeholders
align based
on feedback
so what?
14. Outcome 3
Solutions evolved through ‘listening,
acting, learning, and repeating’
Orgs learn
through
training
Orgs experiment
and improve
programs
Orgs raise
more
money
so what?
15. Outcome 4
Most resources go to higher-performing
organizations and social innovators
More $ goes to
the higher-
capacity orgs
and social
innovators.
More orgs
are
innovating
More orgs and
social innovators
are increasing
capacity
so what?
16. Definition – Higher Performing
“Higher Performing” =
Change in Total GG Performance score over time.
17. What do we mean by capacity?
Organizational capacity
# Paid staff
Total budget
Number of years of audited financials
Programmatic capacity
Number of experiments
Significant local presence
Third-party accreditation
Third-party evaluation
Strength of networks
# of volunteers
# of active local partners
18. Definition –Performance
Exact 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.
19. SOCIAL IMPACT FRAMEWORK
GlobalGiving is successfully unleashing peoples’ potential to create positive change
by providing access to funding, learning, and giving opportunities.
Year over year %
change in $ raised
per organization on
GG
Year over year growth
in absolute $ raised
per organization on
GG
Vital metrics: site uptime, page views, unique
visitors, donors, organizations, site uptime, API
users, API calls, dollars raised, organizations
# of project wall posts,
% responses,
Project report
referrals / conversions
# of repeat donors
$ from corporate
partners to referred
projects,
# of active corporate
partners
# of tell-a-friend e-
mails
# of facebook shares
# of webinar
attendees,
# of one-on-one
consultations
# of open challenge
participants,
# of open challenge
successes,
# of orgs posting
microprojects
# of orgs in peer
mentoring,
#of orgs in
leadership council,
# of orgs with a GG
rep visit
$ raised from outside
home country after GG
% of resources going
to higher performing
organizations
#/% of orgs becoming
higher-performing
# of orgs increasing
capacity,
#/% change in GG
platform activity,
# of orgs recognized
as innovators
corporate $ to higher-
performing
organizations,
$ to higher-performing
orgs from corporate
partners
• Feedback flows between all
stakeholders
• Intended recipients receive
feedback and respond
• Stakeholders align based on
feedback
• More people are accessing
GlobalGiving content
• More money is being raised
from more donors
• Orgs learn by doing
(implementing feedback)
• Orgs raise more money
• Orgs experiment and improve
programs
• More orgs and social innovators
are increasing capacity
• More orgs are innovating
• More $ goes to the higher-capacity
orgs and social innovators
IMPACTOUTCOMES
THE
“SOWHAT?”
EVIDENCEWE
CURRENTLY
MEASURE
Constituents, organizations, and
donors connect, collaborate,
and align dynamically
Most resources go to higher-
performing organizations and
social innovators
Solutions evolved through
‘listening, acting, learning, and
repeating’
Globally accessible systems
enabling the exchange of
information, money, and ideas
GlobalGiving provides NGOs
access to a platform…
…that helps NGOs and donors
provide one another with feedback…
…so that they can each learn
and improve.
Ultimately, the most resources go to
those NGOs that learn and improve
the most.
HOWIT
WORKS
Emails opened (newsletters & project reports),
twitter followers, facebook fans, other social
media followers, # of partners using due
diligence data
# of GG-facilitated channels for feedback between
stakeholders, # of orgs receiving / # of msgs shared
via donor checkout survey, # of orgs receiving
community feedback (stories), once-off emails we
forward to PLs, replies to comments on other
feedback channels, # of social shares of project
reports, changes in donor profiles, # of orgs referred
to corp. partners, # of corp. partners giving to orgs
over time, type of corp. partners
# of people attending workshops,
self-reports of orgs who say that they’ve
undertaken an experiment based on GG
learning
% of outside resources going to higher-
performing organizations
EVIDENCEWE
PLANTO
MEASURE
20. Getting feedback
Input from wider GlobalGiving staff
Input from our Board
Input from the GlobalGiving Leadership Council (you!)
Input from our peers (NY & DC)
Building out the systems
Developing our measurement systems and dashboard
Building a more robust Partner Rewards system
Building impact measures into our site (and in the Project Entry System
Communication
How do we learn from this process?
How do we communicate our learning?
Helping other people measure their own social impact
What’s Next?
21. 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 improve
our ranking system so that it measures more than just your fundraising abilities
on GlobalGiving without requiring you to submit onerous amounts of data?
5) How can GlobalGiving best share our approach to social impact assessment
with other non-profit partners like you?
6) What is the best way to get our PL community to respond and share the data
we need to feed this framework?
