Social Impact Measurement Learning Culture
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This document discusses the importance of measurement and learning for nonprofit organizations. It defines individual, team, organizational, and community learning, citing Gill (2010). Strong board stewardship and visionary executive leadership are needed to create a learning culture. A theory of change provides the logic linking a nonprofit's strategies and activities to its intended impact and outcomes. Logic models can further define program components and expected short, medium, and long-term results. Measurement makes impact possible by assessing resources, strategies, and results in achieving the nonprofit's mission.
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Social Impact Measurement Learning Culture
- 1. Researched and compiled by Karina L. Jones (karina.lungo@asu.edu) lodestar.asu.edu 411 N. Central Ave. Suite 500, Phoenix, AZ 85004-0691 602.496.0500 Strong Board Stewardship A Learning Culture Visionary Executive Leadership Whyis measurement important to our organization? Who makes impact measurement possible? Outputs Outcomes Theory of Change Strategies Results Resources Impact Knowledge and Assumptions “An environment that supports and encourages the collective discovery, sharing, and application of knowledge” (Gill, 2010) Individual Learning “When a person acquires new knowledge, skills, attitudes, and beliefs that change the way that person perceives the world, understands information, and performs on the job.” (Gill, 2010) Team Learning “Leveraging collective knowledge and wisdom of a small group of people.” (Gill, 2010) Organizational Learning “The process of forming and applying collective knowledge to problems and needs.” (Gill, 2010) Community Learning “A nonprofit’s ability to learn from the interdependent interac- tions with the wider community which includes other nonprofits, govenment agencies, and the private sector” (Gill, 2010) “A board that takes the steps to ensure that the organization has clarity of purpose, the right leadership in place, and a learning culture” (Morino, 2011) “Leaders who are willing and able to disrupt the old way of working and who understand how to introduce change in manageable doses.” (Morino, 2011) “The process of forming and applying collective knowledge to problems and needs.” (Gill, 2010) “The cause-and-effect logic by which the organization’s strategies will be converted into its intended impact.” “Intended impact identifies both the nonprofit’s target beneficiary group and the outcomes it seeks.” (Bridgespan Group) A theory of change provides a bridge between a nonprofit’s mission and its programmatic activities. Activities Logic Models Theories of change that go deep on programs and services by defining the components of each strategy and the exact short, medium and long-term expected outcomes.