Defining and measuring “success” in the social sector can be an elusive indicator. What is actually making a difference in the lives of the people being served? And what is just returning good statistics?

According to a nationwide survey of over 3,000 nonprofits, only 2% met the top tier of evidence standards. 

“The problem when you measure the wrong thing is that nonprofits end up showing metrics because they have to keep the lights on,” Rose explained. Dollars collected, food donated, and the number of people provided with shelter can all be inspiring statistics to keep donors invested, but they don’t necessarily translate to real change in the lives of people they are intended to benefit. 

“These aren’t bad things at all,” said Rose. “But what does all this spending have in common? It’s directed towards activities that will obtain the desired outcome nonprofits and their donors believe are important.” 

What it doesn’t do is build in space for feedback from those at the center of nonprofit services: the customers themselves. Rose says the alternative measurement is quite simple: effectiveness should be gauged using customer feedback. 

Doing so doesn’t just mean more program efficiency — it can lead to insights that would alter nonprofit solutions so they respect the autonomy and individuality of each person seeking services. 

“My background is in the science of individuality, where we have learned that whether we’re talking about cells or cancer or human beings and their learning and development, there’s literally no such thing as an average person,” Rose said. “Period. In the social sector, it’s the exact same. There’s no such thing as an average person in need. So when we come in with an average-based solution, it is doomed to fail because it ignores human individuality and the distinctiveness of communities.” 

So how does this translate to how nonprofits measure success?

“In life, you measure what you think matters,” Rose explained. “Think about any for-profit space. If you’re a startup, you literally obsess about your customer to understand their needs, their aspirations, and how your solutions fit into that.”

Customer First Measurement is no different. The only innovation, Rose said, is applying it to the social sector: “Start by trying to understand the person in need as an actual customer.”

For example, based on their unique circumstances, a customer may have different needs for transportation, workplace support, or housing, and the offered solution needs to suit them accordingly. In addition to these considerations, Rose said organizations should be consistently gauging the impact of their services through surveys that ask questions like, “On a scale of 0-10, how have these services led to a transformation in your life?” 

This could mean a crucial paradigm shift. Currently, the social sector treats people in poverty as problems to be solved rather than individuals who understand their own needs and have a desire to move forward. 

“What these nonprofits will learn is crucial,” Rose said. “When you listen to your customer — really listen — you can shape your offerings to deliver the right solutions, to the right people, in the right way.”

Customer First Measurement is currently being tested where the stakes are the highest: at the United Way of Salt Lake City’s 211, a nationwide service that directs customers to nonprofits that can address their needs. 

These centers nationally direct over 18M calls and 2.4M texts, web chats, and email requests a year. They point callers to local nonprofit organizations that are best positioned to address their needs, whether that’s a place to sleep that night or medical attention. 

The system is the largest social sector referral source in America — but it has a significant blind spot. 

“When we saw the data from our first pilot, I think everyone on our team was shocked,” said Bill Crim, president and CEO of United Way of Salt Lake. “About 75% of the time, people do not get the help that they’re seeking. That’s a huge problem.”

The 211 system kept track of how many customers they served, but their measurements stopped there. They didn’t have a way of knowing if their customers were actually getting the help and support they needed once they were referred to local nonprofits.

“We weren’t really understanding, what is the experience of people after they leave that interaction with the specialist?” said Sandra Carpio, managing director of United Way of Salt Lake. 

The answers varied. Some customers found the support they were seeking. Others didn’t. “What we’ve learned from our pilot efforts around this is that the system is so fragmented that it’s incredibly hard for people to navigate,” said Crim. 

“We don’t know best,” Carpio said. “If we start making decisions without including that voice, we’re going to get it wrong.”

Recognizing they could do better, the United Way of Salt Lake partnered with Stand Together Foundation. They implemented Stand Together Foundation’s technology platform that allows the 211 to immediately follow up with customers over text. Keeping in contact with visitors and surveying them allowed 211 to gauge which nonprofit referrals were effective and which services were ultimately unable to help. 

Now United Way of Salt Lake 211 has a robust dataset that allows them to confidently refer customers to nonprofits that are actively ready to assist. “Assist” doesn’t just mean addressing an immediate need. The system rates nonprofits based on customers’ reports of satisfaction with the service provided. This ensures that 211 can direct referrals to the organizations customers find most effective and share feedback to help nonprofits improve their services.

“Just by following up with them, asking the question, we more than double the percentage of times that people get the help they’re seeking,” Crim said. “The partnership with Stand Together Foundation gives me confidence to continue on the path we’re on, of following up with every single person. Having the data is power.”