How can monitoring, evaluation, and learning become even more powerful tools for social sector leaders?

Take a minute to consider where you think monitoring, evaluation, and learning (MEL) in philanthropy will be in 10 years.

It is possible that the future will be a continuation of what we see today. There is increasing demand for monitoring and evaluation, but effectively integrating results into decision-making remains a challenge. While there has been a flowering of new data methods, tools, and analytics, funders and grantees struggle with the complex landscape and limited resources. And despite a growing number of funders seeking to incorporate the voices of those they aim to help into their evaluation activities, MEL too often benefits foundations more than it does their grantees or the communities they serve.


Why social sector organizations should make engaging for-profit companies a normal part of their problem-solving strategies—and four ways to do it effectively.

The importance of engaging the private sector in efforts to address social problems is increasingly apparent. Wicked problems defy single-point solutions, and no single organization or sector working in isolation can solve them. This widespread understanding is matched by a growing number of businesses exploring the integration of social impact into their core strategies.


How the education nonprofit City Year tackled “measurement drift” by reorienting its measurement activities around one simple premise: Data should support better decision-making.

In 2014, City Year—the well-known national education nonprofit that leverages young adults in national service to help students and schools succeed—was outgrowing the methods it used for collecting, managing, and using performance data. As the organization established its strategy for long-term impact, leaders identified a business problem: The current system for data collection and use would need to evolve to address the more-complex challenges the organization was undertaking. Staff throughout the organization were citing pain points one might expect, including onerous manual data collection, and long lag times to get much-needed data and reports on student attendance, grades, and academic and social-emotional assessments. After digging deeper, leaders realized they couldn’t fix the organization’s challenges with technology or improved methods without first addressing more fundamental issues. MORE ››