His model predicted, in different fields of medical research, rates of wrongness roughly corresponding to the observed rates at which findings were later convincingly refuted: 80 percent of non-randomized studies (by far the most common type) turn out to be wrong, as do 25 percent of supposedly gold-standard randomized trials, and as much as 10 percent of the platinum-standard large randomized trials. These were challenging facts for me, as a deep believer in science and rigorous research. It's worth considering the meaning of these findings … [Read more...]
The Limits of Nonprofit Impact – HBS Working Paper
Nonprofits are under growing pressure to demonstrate their impact to funders as well as taxpayers. This working paper argues that while performance measurement is a helpful management tool, it is not always appropriate to focus on impacts depending on the scale and scope of an organization's activities and theory of change. Though the examples focus on poverty alleviation, the discussion and questions are highly relevant for all nonprofits. The Limits of Nonprofit Impact - HBS Working Paper. … [Read more...]
Social Outcomes: Lifting Sights, Changing Norms
The air is filled with conversation about measurement and metrics and proof for nonprofit activities and investments. Mario Morino points out the heavy emphasis on long-term scientific study in these discussions, and argues for the importance of an integrated, day-to-day performance management approach. His thoughts are in line with the approach we teach in "Building Evaluation Capacity." A note from other writing by Venture Philanthropy Partners: they believe a proper performance management system can take three years to develop and … [Read more...]
Nonprofits, Innovation, and Performance Measurement: Separating Fact from Fiction
A recent study from Johns Hopkins Center for Civil Society Studies on constraints on innovation in the NP sector (incl. arts specifically). Limited resources cited as constraint on both innovation itself and the ability to perform rigorous program evaluation in service of identifying innovative programs. Folk wisdom of correlation between organization size and innovation is also challenged: "Innovative activity was particularly pronounced among the larger organizations, challenging the common assumption that organizations become less … [Read more...]