The Case for Foundation Performance Assessment
Apr 27, 2010
Jim is Irvine’s CEO. A native Californian, he is passionate about the Foundation
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From the Center for Effective Philanthropy blog, April 26, 2010
Fueled by new technology and a change in mind-set, foundations have become more transparent about their activities and operations in recent years. This has been heartening, given the responsibilities and privileges inherent to our tax status, and the fact that we must work in partnership with many constituents and stakeholders in order to achieve our goals.
Just recently, there has been a major contribution in this regard by the Foundation Center’s Glass Pockets website, which provides a look at best practices in foundation transparency and which encourages the field to move further in this direction. The number of foundations and array of practices reflected on that site is impressive, and Irvine’s work on performance assessment, the subject of these blog posts, has sought to contribute to this movement.
In the first three posts of this series I described why we developed a performance assessment framework, outlined some of the challenges we’ve encountered in assessing Irvine’s performance, and shared feedback from our board, the primary audience for the Annual Performance Report. In this final post I want to argue that robust performance assessment activities — and the transparency they encourage — serve to make philanthropy more effective.
View the full blog post.