Like a good GPS system, signals from multiple sources—grantees, staff, other funders, and beneficiaries—can help pinpoint where foundations stand.
Global aid agencies must shift from just agreeing to “go local” to preparing development experts for the task.
In this audio slideshow, Fay Twersky, director of the Effective Philanthropy Group at the William and Flora Hewlett Foundation, discusses how the process of collecting feedback from constituents provides a much needed third dimension to nonprofit measurement practice.
How limited-life organizations can re-position evaluation as a tool to drive progress toward their end goals and measure the enduring impact of their efforts.
Listening to beneficiaries should be part and parcel of any initiative that seeks to help others.
An international roster of donors has dispersed billions of dollars since 2000 to address social issues targeted by the United Nations’ Sustainable Development Goals. Their efforts highlight four ways that big bets can achieve big social change.
Most global development programs still segment people by demographics when trying to change their behavior. We must learn from the private sector and segment people based on the reasons behind their actions, so that we can talk to them in ways they will listen.
Many social innovations fail because they are unable to bridge the “stagnation chasm.” Here is a look at the resources, ecosystems, and skills needed to overcome it.
Why environmental, social and governance assessment needs to go beyond risk avoidance, and take into account both business model and corporate strategy.
Making sure everyone at your organization captures, synthesizes, and communicates data in the same way is a worthy investment of time and resources.