Managing expectations when measuring philanthropic impact: A framework based on experience

Abstract

Foundations have developed a portfolio of activities ranging from capacity building to venture and catalytic philanthropy. Funders across the nation express dissatisfaction with their ability to prove or demonstrate impact from these activities. Part of this dissatisfaction is due to a disconnect between the expectations of board members, donors, staff, and participants on one hand and what is actually feasible to measure on the other. This article sets forth a framework for measuring impact based on the scale of action taken. The 'ripple effect' framework is particularly intended to set the groundwork for discussion with active community members such as community foundation board members who help to oversee and set direction for initiatives but do not implement them.