Demonstrating the success of a global grant-making portfolio. Standardize, aggregate and repeat.

Problem:

A corporate foundation with a $10-million-a-year grant-making portfolio had struggled with creating a system that was able to capture the impact it was making across its programs. The foundation approached Mission Measurement to develop a reliable and replicable approach to collecting performance data and communicating results.

Sometimes data reveals unexpected opportunities. Like a simplified grant-making portfolio that amplifies impact.

Problem:

A major corporate foundation was receiving substantial pressure from executive leadership within the company to demonstrate its impact. The foundation needed to revisit its entire giving portfolio of 50 youth service organizations—totaling $20 million in grant-making annually—but didn’t have a clear idea in which areas it was having the biggest impact. Enter Mission Measurement.

Measuring the performance of schools and the value add of a school network. Now it’s a national model.

Problem:

A membership organization of urban middle schools needed to demonstrate to its funders the national impact of its member schools and the value its network was providing them. The organization supports its members with academic, strategic, operational and professional development guidance—but outcomes and value measurement is not a core competence. So the organization turned to Mission Measurement.

Measuring the seemingly intangible. How a museum finally got beyond “reach” to measure actual impact.

Problem:

When a civil rights museum that administers several educational programs applied for funding from the Department of Education (DOE), museum staff realized they needed to develop a plan for performance evaluation that would pass muster with a major federal agency. The museum approached Mission Measurement to design an evaluation strategy as part of the grant application.

Demonstrating value to a corporate funder. A $10 million win thanks to the right value proposition.

Problem:

The charitable sister organization of a $20-billion food services corporation sought to measure the social impact it was creating and determine what business value, if any, it was driving. Specifically, the organization wanted to investigate what effect the organization was having on consumer trust of its parent company.

Solution:

Our team conducted quantitative and qualitative research by engaging key stakeholders including franchise owners, employees, company executive, hospitals, financial donors and customers.

Can a do-gooder nonprofit sell its impact to a massive technology corporation? The proof is in the $6 million pudding.

Problem

The executive director of a major youth services organization attempted to pitch a funding partnership to the CEO of a $15-billion technology company. After five minutes, the CEO stopped him. He needed to know what this youth service organization was going to do to help his company meet its own needs and objectives. So the executive director turned to Mission Measurement to help evaluate, position and sell its impact to the company.

Improving customer loyalty, entering new markets and feeding the hungry. That’s a win-win strategy.

Problem:

A Fortune 50 global retailer wanted to better align its corporate social responsibility strategy with its core business strategy. The company approached Mission Measurement to innovate a strategy that would meet a pressing social need while meeting two core business goals: Strengthen customer loyalty and brand trust and increase employee retention.

Driving brand engagement through CSR. It’s about measuring outcomes in a way that consumers will value.

Problem:

In 2010, a Fortune 50 consumer goods company created a high-profile, strategic campaign to drive social impact through customer engagement. The company turned to Mission Measurement to help measure the aggregate social impact of its many grants and tell the campaign’s story in ways that consumers and communities would understand and value—all with the ultimate goal of driving brand engagement and loyalty.

Measuring the value of public-private partnerships. It’s the key to drawing in new partners.

Problem:

A major federal agency’s public-private partnership office needed to understand when and how a partnership approach improved its performance results, and how to increase the number and quality of alliances it pursued in the developing world. So the agency turned to Mission Measurement to find a way to communicate the value of public-private partnerships to potential business investors and partners, and Agency staff