To achieve impact at scale, funders should expect different monitoring, evaluation, and learning activities as programs mature.
How can organizations quantify the impact of the train-the-trainers model? A pioneering new study from a health-care nonprofit offers a template.
Measuring how long impact lasts can be difficult, but nonprofits and donors should make the effort.
How an excessive focus on methods has distracted attention from the more fundamental challenge of building rigor and learning overall.
How we developed a new benchmark to shift philanthropic norms
How organizations can close the gap between measurement and implementation
An excerpt from The Hypocrisy Trap on how to avoid it
At its core, conservation is about behavior change. Yet few organizations have put in place the structure, standards, and accountability needed to apply behavioral science effectively.
Funders are calling for more program evaluation, but nonprofits are often collecting dubious data, at great cost to themselves and ultimately to the people they serve.
For NGOs, impact comes in different forms and to track the cycles of social change work, we must think across the tangibility and the speed of emergence of change.
With an understanding of these 10 funding models, nonprofit leaders can use the for-profit world's valuable practice of engaging in succinct and clear conversations about long-term financial strategy.
Conventional wisdom says that scaling social innovation starts with strengthening internal management capabilities. This study of 12 high-impact nonprofits, however, shows that real social change happens when organizations go outside their own walls and find creative ways to enlist the help of others.
Unethical behavior remains a persistent problem in nonprofits and for-profits alike. To help organizations solve that problem, the authors examine the factors that influence moral conduct, the ethical issues that arise specifically in charitable organizations, and the best ways to promote ethical behavior within organizations.
