GlobalGiving’s Social Impact FrameworkLeadership Council Feedback

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-future

Timing

“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?

So what is it exactly?

McKinsey’s Framework for Social Impact Assessment

• Learning-based approachAn emphasis on learning does not

eliminate accountability; if anything it raises the bar.

• Making programs work betterThe 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

GlobalGiving’s approach to Social Impact Assessment

5

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.

Assumption #2Learning 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

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

We refreshed our Vision, Mission, and Theory

of Change

10

Outputs vs. Outcomes

GlobalGiving is successfully unleashing peoples’ potential to create positive change

by providing access to funding, learning, and giving opportunities.

IMPA

CT

OU

TC

OM

ES 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.

H

OW

IT

WO

RK

S

outcomes

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?so what?

Outcome 2

Constituents, organizations, and donors connect, collaborate,

and align dynamically

Feedback flows

between stakeholde

rs

Intended recipients receive

feedback and respond

Stakeholders align based on feedback

so what?so what?

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?so what?

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 innovati

ng

More orgs and social

innovators are increasing capacity

so what?so what?

Definition – Higher Performing

“Higher Performing” = Change in Total GG Performance score over

time.

What do we mean by capacity?Organizational capacity

# Paid staffTotal budgetNumber of years of audited financials

Programmatic capacityNumber of experimentsSignificant local presenceThird-party accreditationThird-party evaluation

Strength of networks# of volunteers# of active local partners

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.

SOCIAL IMPACT FRAMEWORKGlobalGiving is successfully unleashing peoples’ potential to

create positive changeby 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

IMPA

CT

OU

TC

OM

ES

TH

E “

SO

WH

AT?”

EV

IDEN

CE W

E

CU

RR

EN

TLY

MEA

SU

RE

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 learnand improve.

Ultimately, the most resources go to those NGOs that learn and improve the most.

H

OW

IT

WO

RK

S

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

EV

IDEN

CE W

E

PLA

N T

O

MEA

SU

RE

Getting feedbackInput from wider GlobalGiving staffInput from our BoardInput from the GlobalGiving Leadership Council (you!)Input from our peers (NY & DC)

Building out the systemsDeveloping our measurement systems and dashboardBuilding a more robust Partner Rewards systemBuilding impact measures into our site (and in the Project

Entry System

CommunicationHow do we learn from this process?How do we communicate our learning?Helping other people measure their own social impact

What’s Next?

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?