Over the last couple of years we’ve spent a lot of time on this blog discussing how to measure the impact of charitable work. For many people, figuring out how to assess “social return on investment” or the amount of “social good” achieved per dollar donated, is viewed as the key to unlocking the social capital markets.
On the other hand, as a “tactical philanthropist”, I’ve spent more time writing and thinking about how social enterprises (nonprofit or for-profit organizations) can achieve impact. In other words, I’m more focused on how an organization executes instead of how a program is implemented. This isn’t too say that program design isn’t important, just that my expertise is more focused on organization evaluation and the financial framework within which it exists.
So I was rather excited to learn recently about the Alliance for Effective Social Investing and to be invited to join the small group of Alliance Members listed below:
- Diana Aviv (President & CEO, Independent Sector)
- Lucy Bernholz, (President/Founder, Blueprint Research & Design)
- Elizabeth Boris (Director, Urban Institute)
- Paul Brest (President, William and Flora Hewlett Foundation)
- Steve Butz (President/Founder, Social Solutions)
- Carol Thompson Cole (President & CEO of Venture Philanthropy Partners )
- Robert Egger (Executive Director, DC Central Kitchen/V3 Campaign)
- Brian Gallagher (CEO, United Way of America)
- David Hunter (Independent Consultant)
- Vanessa Kirsch (Founder/President, New Profit Inc)
- Paul Light (Professor of Public Service, New York University)
- Mario Morino (Chairman, Venture Philanthropy Partners)
- Bob Ottenhoff (CEO, GuideStar)
- George Overholser (Founder/Managing Director, Nonprofit Finance Fund Capital Partners)
- Paul Shoemaker (Executive Director, Social Venture Partners)
- Sean Stannard-Stockton (Partner, Ensemble Capital/Founder, Tactical Philanthropy/Columnist, Financial Times)
- Brian Trelstad (Chief Investment Officer, Acumen Fund)
The project is the brain child of Steve Butz of Social Solutions. The mission of the new group is to “change how funds are distributed in the social services sector – from giving based solely on anecdotes to informed social investing.” To that end the group is working on a tool to evaluate nonprofits that focuses on an examination of the organization and its ability to create social value. Given the list of participants and their cross-disciplinary backgrounds, I’m excited that something really good will come out of this effort.
Today, the Chronicle of Philanthropy wrote up a nice profile of the tool and the group:
Mr. Butz, 39, argues that existing ratings such as those done by the watchdog group Charity Navigator, which examines nonprofit groups based on financial information they provide to the Internal Revenue Service, tell donors nothing about whether their dollars are used to achieve results.
“Right now, you can find information about which organizations are doing the best job of raising money,” he says. “But you can learn little about which groups are doing the best job for the people they serve.”
Mr. Butz hopes his investment tool can become the “industry standard” for donors who want to ensure that their dollars are making a difference, leading them to approach their giving with the same care a venture capitalist uses to support start-up companies. The tool is based on 26 questions that measure charities according to how effectively they provide services and improve people’s lives…
…Ideally, Mr. Butz would like to see GuideStar, the Web site that publishes financial information about charities, make the tool and its ratings available free to donors. Bob Ottenhoff, GuideStar’s president and a participant in this month’s meeting, says he is “very interested” in the idea…
…Sean Stannard-Stockton, principal of Tactical Philanthropy, which advises wealthy donors, and an adviser for Mr. Butz’s effort, says he thinks it is important to ask all charities, no matter how small, to collect data on their programs’ performance.
“I manage a small business myself and I’m acutely aware that a small organization simply doesn’t have the data collection or analysis ability that a Goldman Sachs or a Morgan Stanley does,” he says. “Yet even small for-profit or nonprofit organizations should and can do data collection on a scale that’s appropriate to them.”
He also says that past efforts to evaluate charities’ effectiveness have faltered because they have tried to measure the value of a dollar spent on different types of groups, pitting soup kitchens against foster-care centers.
“One of the problems we’ve had in the past is trying to compare nonprofits in different program areas, and this bypasses that by saying, Let’s look at the organization itself,” he says.
You can read the full article here.