A New Approach to India’s Water Sanitation Crisis: Part 2
A two-part series on using systems mapping to predict a city’s capacity for adopting change.
A two-part series on using systems mapping to predict a city’s capacity for adopting change.
A two-part series on using systems mapping to predict a city’s capacity for adopting change.
Five successes to celebrate, and five areas where we need to see more progress.
Practical advice to help organizations implement results-focused performance management—part two of a two-part series.
Why organizations need to build capacities to manage performance, and how they can develop a “theory of change” to do so—part one of a two-part series.
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.
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.
Too many people believe social value is objective, fixed, and stable, when in fact it is subjective, malleable, and variable.
In an era of declining resources, nonprofits need to clarify their intended impact.