Social Impact Academy: Listening and Responding to Community Feedback

Social Impact Academy: Listening and Responding to Community Feedback

We were joined on Wednesday by David Bonbright from Keystone Accountability, Sophie Sahaf from LIFT, and Sarah Hennessy from Feedback Labs for a discussion on community feedback in the fourth session of the Social Impact Academy. We learned that community feedback is a powerful tool for informing programmatic direction and achieving social impact. Gathering feedback can be done cheaply, but it should always be done systematically.

Session recording:

Session summary:

David Bonbright, Chief Executive, Keystone Accountability

Keystone Accountability uses a practice called Constituent Voice.

Constituent Voice:

  • An assessment method which asks the people intended to benefit from social change what they think about plans, performance, and reports. It helps organizations become more effective within the communities they serve.
  • Constituent Voice requires building relationships. After you ask for feedback data you must report back to respondents.Let them know what feedback you received and what you plan to do.
  • These relationships lead to data improvement. The process of asking and discussing issues with the community lets people understand why they are being questioned. This encourages the community to give more useful feedback and data for future surveys.

Use this systemic approach to move from discussion to action:

  1. Design: You don’t have to ask 30 questions to get meaningful feedback, just ask one powerful one: “How likely would you be to recommend my company to a friend or colleague?”
  2. Collect: Perform micro-surveys, made up of 3-4 questions, continuously and record the data; it doesn’t cost much!
  3. Analyze: Once you have data, analyze it. There’s a lot you can learn using segmentation. Compare your responses with other organizations in your sector. The feedback commons will soon include a feature which allows comparison.
  4. Close the loop: This is the dialogue phase. Have a discussion with participants asking them meaningful clarifying questions.
  5. Course correct: You must follow through with improvements and communicate your actions to stakeholders. Repeat the process; it is cyclical!

Borrow techniques from the for-profit sector:

  • Keystone Accountability encourages use of the Net Promoter Score which asks the simple question: “On a scale from 0 – 10, How likely are you to recommend my organization to a colleague or friend?” Respondents are sorted into three categories: promoters (9-10) , passives (7-8), and detractors (0-6). The Net Promoter Score, however, is a quick, easy, and inexpensive way to collect rapid feedback from stakeholders. It makes it easy to benchmark your performance against other, similar organizations. And it allows you to compare past responses to current performance, in an effort to constantly improve.
  • Cisco is a tech company. Every time a Cisco employee has a meeting they ask: “Did you get what you wanted from this meeting?” The answer is then written down and reported. This changes how employees converse; they focus on the needs of the other person. Build a culture of responsiveness into your organization.

Sophie Sahaf, Vice President, Evaluation, LIFT

LIFT provides one-on-one support to help people lift themselves out of poverty.

How LIFT uses Constituent Voice

  1. It builds evidence for LIFT’s theory of change by asking poignant questions.Ex. LIFT’s theory is that it is important to include social, personal, and economic foundations to create better outcomes for communities. LIFT therefore asks questions that target feedback about social support and personal foundations. Questions might include: “Today, LIFT helped me with the goals and priorities that are most important to me”; and “I would recommend LIFT to a friend or relative.”
  2. It challenges assumptions of how members are benefiting from programs. Constituent Voice involves collecting and responding to member feedback which improves results.

How can you implement a survey with a small budget?

  • Keystone provides excellent free questions on their website. Borrow ideas from this and other organizations.
  • Use an iPad, email, telephone or computer to run the survey.
  • Keep surveys short, never longer than 5-8 questions.
  • Analyze data in house. 90% of LIFT’s data analysis is performed in excel. Much can be learned from simple statistics.
  • Continually modify the questionnaire. Change questions and learn as you go.

Make your feedback practical

  • Beware of asking vague questions. Surveys are more effective if respondents understand what you are asking.
  • You must have the leadership’s support to make community feedback data part of your programmatic implementation.
  • Time your surveys to internal planning cycles for annual performance goals or strategy planning.
  • Remember, not all feedback is meaningful. Analyze data for contradictions. Create focus groups to explain confusing results.

Social Impact Academy: How to Design Programs for Social Change

Social Impact Academy: How to Design Programs for Social Change

This week in the Social Impact Academy, we explored different approaches to implementing programs for social change. Sam Sternin, an international consultant, introduced us to Positive Deviance and Yennie Lee, the Impact Manager at shared about Human-Centered Design.

Session recording:

Session summary:

Introduction to Positive Deviance – Sam Sternin

Positive Deviance is one approach to behavior and institutional change.

Basic method of Positive Deviance:

  • Identify individuals whose behaviors have enabled them to achieve better outcomes than their peers despite having access to the same resources. If 90% of poor children are malnourished, that means 10% of them are nourished! Ask what that 10% is doing differently.
  • Design a program which encourages people to practice the deviant behaviors or strategies. Simply informing them does not work; only action creates change.
  • Monitor progress to reinforce positive behaviors.

Positive Deviance tries to tackle issues differently from traditional methods

Experts vs. communities

  • Experts say “you have a problem, we’ll fix it!” which is often not well-received or desired. Ideas from outside are difficult to transplant somewhere new which creates resistance to outside solutions.
  • Instead, make community members the experts! Ask communities what they care about and work to find solutions together.

Sustainable change vs. dependency

  • Outside solutions deepen the community’s dependency on outside actors.
  • Use solutions that already exist within the community. Home-grown solutions lead to more sustainable change.

Altering the social dynamics within communities

  • Identify community members who have already found a way to deviate from the norm within their social restrictions.
  • Rather than focusing on the educational ‘why’ behind new behaviors, have them start practicing the behavior immediately.

Let the community define what impact looks like

  • Community members should organize the program and monitor the progress with minimal outside facilitation.
  • Methodologies should be action oriented. Don’t wait to test something new!

Read examples of Positive Deviance in this introductory article.

Introduction to Human-Centered Design – Yennie Lee

Human-Centered Design is another problem-solving approach that can be useful to implement social change. It starts with people and ends with innovative solutions informed by those people’s needs. When you design from their perspective you have solutions that the people will embrace.

Good design is desirable (human), feasible (technology) and viable (business), but your emphasis should always be on the human element.

There are three phases of the design which should experience divergence and convergence in the process

  • 1. Inspiration: Open up to creative solutions for problems by challenging your assumptions on how things work. Use analogous inspiration- the deliberate practice of looking at other contexts that are related to the design challenge you are trying to solve.
    • For example, when IDEO was helping a U.S. hospital reconsider emergency room procedures, it visited a NASCAR pit team.
  • 2. Ideation: In this phase, make sense of what you have learned from the community and translate what you have learned into ideas. Always be inclusive of out-of-the-box ideas when brainstorming. Then take your inspiration and transform it into tangible prototypes that you can test in the community.
  • 3. Implementation: Take your prototype or program into the world and to see how the community reacts. Test multiple ideas for effectiveness. Get feedback by asking, “Are we meeting basic needs and expectations?”

Human Centered Design is meant to be flexible, there is a good chance that you are already practicing these steps!

Visit’s design kit for Human-Centered Design tools.

Social Impact Academy: How do you think about social impact?

Social Impact Academy: How do you think about social impact?

This week three panelists from GlobalGiving’s nonprofit partners shared how their organizations think about social impact in the second session of the Social Impact Academy. The discussion focused on how each organization defines, measures, and involves the community in social impact.

Session recording:

Session summary:

Joining us on the panel were:

Daniele Reisbig, Development Coordinator, The Nyaka AIDS Orphans Project
Nyaka AIDS Orphans Project began in 2001 as a response to the HIV/AIDS epidemic in Uganda. Initially the project focused on education for orphans and vulnerable children, but it now encompases a more holistic model incorporating education, health, and family support.

Daney Ramirez, Las Claras Director, Voces Vitales de Panama
Voces Vitales empowers female leaders through educational and psychological support. Las Claras is a project within Voces Vitales that specifically provides support for teen mothers.

Lisha McCormick, Chief Development Officer, Last Mile Health
Last Mile Health saves lives by bringing healthcare to some of the most remote communities in the world. It does so by working with community healthcare workers to successfully respond to communities’ needs.

What does it take for an organization to be social impact focused?


  • Bus Test: Does your organization pass the bus test? Do you have systems in place so that if, heaven forbid, a team member were hit by a bus, the organization could continue to carry out the project? Or, what if your organization disappeared? Would the community have been improved by your presence, or would it have developed a dependence on you?
  • Understand the ripple effect: Is your program empowering the community? Could you be negatively impacting the community by importing products from abroad that could be locally sourced?
  • Know the difference: Use qualitative and quantitative measurements to track outputs and outcomes.


  • Engage the community: The impact of your project spreads from your immediate beneficiaries to their community. Likewise, the community directly affects the outcome of your project. For an organization to be social impact focused, it must be engaged in community activities and actively taking part in addressing the community’s issues, even when the issues are not directly related to the project. That relationship has facilitated Voces Vitales’s entrance into its community, which has provided it access to resources and knowledge that will shape the program’s success.


  • Make hard measurements: At Last Mile Health, that includes reduction of child mortality, reduction of maternal mortality, improved health screenings. If you can measure it, you can manage it. Measurement allows you to understand the problem, to demonstrate the milestones your organization has reached, and to demonstrate your effectiveness.
  • Stay true to your mission: At Last Mile Health, impact is about challenging the status quo and pushing back on cynicism when people say “that community is not worth it.”

How do you measure the success of your programs?


  • You don’t need large financial resources to measure success.
  • Use information that is naturally collected. For example, to evaluate our educational facilities we look at our students’ academic performance on national exams compared to the national average. For healthcare, we compare the number of services given from year to year and conduct follow up evaluations to assess if the interventions work, patients had to come back, and if kids growing and developing.


  • Keep good records. Vital Voices uses a variety of integrated record-keeping processes to track and measure impact. For example, health care bills and attendance records help track the frequency of visits. Satisfaction surveys help measure and improve the quality of care to keep teen moms coming back.
  • Assess outcomes. In addition to tracking activity, Vital Voices also assesses impact by conducting psychological evaluations and tracking high school diploma completion rates, vocational training completion, and jobs obtained.


  • Establish a credible baseline. Last Mile Health discovered that government census data was off by 60% so we conducted our own baseline assessment.
  • Use data to identify service gaps. Once we found that child mortality was higher than expected we performed a rigorous assessment to find where the health system broke down, including community surveys. We found that we weren’t providing enough services in neonatal health which hindered us from achieving the desired health outcomes.
  • Use measurements to set goals & track progress. Using baseline data, Last Mile Health identified specific goals for improved health outcomes including a 33% reduction in child mortality, a 50% increase in antenatal services, and an end goal of 100% coverage by health workers for remote villages in Liberia. We hold ourselves accountable to impact and outcome indicators using  KPI (key performance indicators) assessments throughout the year, relying on both qualitative and quantitative data.

How is the community involved in determining your social impact?


  • Facilitate community ownership. The community is directly involved in our planning, programming, and evaluation. Community members take ownership over the organization through advisory committees and volunteering. We also involve self-organized and democratically led groups in productive dialogue. For example, our granny groups vote to determine how resources are used.


  • Understand community issues that affect project success. The community that Vital Voices supports had serious security concerns. By demonstrating interest and concern for this community issue, Vital Voices earned trust and respect for their programs. The key is to inform the community of your project and get them involved. Without acceptance from the community your impact will be minimal.


  • Ensure that community member’s voices are part of critical conversations. We did this by setting up community health committees and by committing to work with traditional midwives. This ensures that those who are identified as health caregivers and leaders in communities are integrated into our programs. We also communicate our project evaluations to the community which closes the feedback loop and demonstrates the good we are doing.

What does social impact mean for your organization?


  • A source of credibility with the community and supporters; it’s how we show we are worthy to be there. It helps us advocate for change by showing how well we are doing in the community, and also on the fact that other kids in the country need help.


  • Proves that we are using limited resources effectively. Social impact means being able to show results and gives credibility to your project. It also helps secure funding.


  • Mission-focused impact. We are looking to achieve closure in the access gap of everything from healthcare to jobs to education, a big task but something we are proud of. Initially we set our goals and measured social impact based on the number of people we helped. However, by the nature of our mission we operate in sparsely populated areas. To meet our goals we would have to go to areas with denser populations which was contrary to our mission. This taught our organization to pick impact milestones very carefully. We had to decide what we really wanted to strive towards. We chose to instead think about social impact as the number of communities we reach rather than individuals, although we measure both.

Social Impact Academy: The Why, What, and How of Social Impact

Social Impact Academy: The Why, What, and How of Social Impact

Earlier this week, the President and Co-Founder of GlobalGiving, Mari Kuraishi, joined us for the first session of the Social Impact Academy to dig into the why, what and how of social impact for nonprofits.

Session Recording:

Session Summary:

Building a Social Impact Framework for Your Organization

As you start to consider your organization’s social impact, you will want to develop a framework that is right for your organization that:

  • Makes sense to you; and that is
  • Simple enough to create; and
  • Sophisticated enough to keep for at least a few years.

Your organization will also need to think about the organizational investments that need to be made to focus on social impact. The Performance Imperative is a framework that was created by a group of nonprofit leaders and funders to define seven organizational pillars that create the best circumstances for maximum social impact. The Performance Imperative is based on many of the principles that are described in the book, Leap of Reason by Mario Morino. In addition to providing a solid foundation for organizations to focus on social impact, is also used by funders to identify desired qualities in potential grantees.

The Performance Imperative is made up of seven pillars:

  • Pillar 1: Courageous, adaptive executive and board leadership
  • Pillar 2: Disciplined, people-focused management
  • Pillar 3: Well-designed and well-implemented programs and strategies
  • Pillar 4: Financial health and sustainability, think about sustainability before impact
  • Pillar 5: A culture that values learning
  • Pillar 6: Internal monitoring for continuous improvement
  • Pillar 7: External evaluation for mission effectiveness

GlobalGiving’s Experience with Social Impact

  • GlobalGiving’s founders felt that the methods of the World Bank and other institutional funders were inflexible and ineffective
  • GlobalGiving created a platform for smaller organizations to raise funds for their innovative ideas
  • As GlobalGiving reflects on our own impact journey, there are several pillars from The Performance Imperative that particularly resonate:

Courageous, adaptive executive and board leadership

Courageous leadership means bringing together people willing to share in a task you are not sure will succeed and creating ambitious goals, not just goals you know you can meet. A GlobalGiving, this means that we are willing to take some risk to achieve goals. At GlobalGiving, our leadership have led the effort to:

  • Organize around values (not rules)
  • Initiate the impact conversation at GlobalGiving, posing the tough question: are we making a difference in the world?
  • Create our BHAG: Big Hairy Audacious Goals, GlobalGiving’s BHAGs: 100% of our nonprofit partners will listen, act, learn, and repeat within their own organizations
  • Develop KPIs (key performance indicators) of our success

Well-designed programs and strategies

GlobalGiving uses 7Geese, a performance management tool, to set SMART goals during annual planning process. The organization implements frequent experiments around the website and service offerings, discarding what doesn’t work and doubling down on what does.

Financial health and sustainability

At GlobalGiving, financial health and sustainability had to come first, before other pillars were prioritized. GlobalGiving is fortunate to have designed an organizational structure so that financial imperatives and impact imperatives are integrated (we earn our keep when we raise funds for our nonprofit partners). We have developed KPIs (key performance indicators) to track the financial health of the organization, including the diversity of funding sources, and to help sound the alarm if we are at risk.

Create a culture that values learning

This pillar is core to who we are at GlobalGiving and it is reflected in our value: Listen, Act, Learn. Repeat. For us, this pillar informs our decision making in other pillars of The Performance Imperative. In addition to internal experimentation, this pillar also drives us to learn from you, the organizations that we serve. The Leadership Council is one of example of this.

Dilemmas Surrounding Social Impact

The what and why of social impact are easy. The dilemma is how. It is difficult to discover whether your organization is effectively reaching targeted goals. It is complicated to know how to influence factors that create the change we want to see, especially when there may be dynamics that you can’t see or recognize. Mari shared one example that was relevant to her time at the World Bank:

  • In 1991, the World Bank believed that the most important thing to do was support democratic reform and market institutions in Russia. However, the flow of resources from the Soviet Union to private bank accounts laid the groundwork for corruption in the regime which undercut most of the World Bank’s efforts. The World Bank’s theory of change didn’t account for things that it couldn’t see. The World Bank was not open to the possibility that there were parts of the story that it did not know.


Q: If you don’t measure social impact, you won’t be able to receive grants and donations. How do we reconcile these expectations?

A: One thing you must do is create social impact measurements that work for you and not just the funders. If the metrics that you are using aren’t useful to you and your own programs, they are not helpful. One of the examples I can give from my own experience is that one of our funders said to GlobalGiving, “You must have a retention rate of 50% of donors,” which seemed to make sense. In reality it was very difficult, we did crazy things to achieve that requirement. It would have been better for me to push back on that and say, “Let’s focus on our acquisition rate instead.”  Always acknowledge that social impact is important to both you and the funder.

Q: Can you describe what a KPI is and what that looks like for GlobalGiving?

A: KPIs are Key Performance Indicators. KPIs are the things that help you figure out how likely you are to achieve your goals in the next quarter. In our context, we do a lot of work with corporate partners. We can’t predict how many corporate partners we will have if we do not have KPIs. In this case our KPIs are how many potential corporate partners we are talking to and the number of potentials in various stages of becoming partners. These are key indicators of how many corporate partnerships we will have by the end of a period. Another of our KPIs is the rate at which project leaders like you are logging into our system.

Q: How can I get a copy of the Leap of Reason, the book that The Performance Imperative is based on?

A: Download the Leap of Reason for free here to learn more about The Performance Imperative. Get engaged with the Leap of Reason community here.

Q: Impact is a broad word; can you help describe it in relation to time?

A: In my mind, there is a hierarchy with outputs, outcomes, and impact. Let’s say we are in healthcare. Outputs might be the number of patients seen in the clinic. Outcomes are things like reduced maternal mortality or increased longevity. Outputs are easily measured, sometimes day to day, and outcomes measured over a longer term. Impact is yet one more meta-level. Increased maternal health is translated into better outcomes for the households that the women are in, so because maternal mortality has been reduced the households in the community have a better chance of being more healthy.  Part of the academy is figuring out what social impact means specifically for your organization.

This post was written in collaboration with Kennan Howlett, Program Team Intern. 

Partner Rewards Bonus Day 2015

Partner Rewards Bonus Day 2015

Another Partner Rewards Bonus Day is on the way! Starting at 9:00:01 EDT on July 15th, there is $115,000 in matching available – our largest Bonus Day of the year!

Not only that, but for the first time ever, GlobalGiving UK will also be putting up £8,500 in matching for projects listed on on the same day!

The matching percentage applied to eligible donations on this Bonus Day is based on your Partner Rewards level. Partners will receive a 30% match, Leaders will receive a 40% match, and Superstars will receive a 50% match on this Bonus Day. Matching begins at 9:00:01 EDT and lasts until funds run out or 23:59:59 EDT.

Here are the criteria for a donation to get matched:

  • Only donations made online are eligible for matching. This includes donations made by credit/debit card, PayPal, and GlobalGiving gift card. For donations through, CAF online donations will also be eligible.
  • Donations up to $1,000 will be matched while funds last on Donations up to £600 on will be matched while funds last.
  • If matching funds run out, donations will no longer be matched. Please note that matching funds on and can run out at different times. You should check each Leaderboard to view the available matching.
  • Donations on corporate platforms and on JustGiving or donations by check will not be matched on either platform.

What if matching funds run out? Don’t worry! There will be prizes on both and Donations made through will only count towards prizes on the US platform. Donations made through will only count towards prizes on the UK platform.

  • On, the project with the most funds will receive $1,000
  • On, the project with the most funds will receive £750
  • On, the project with the most unique donors will receive $1,000
  • On, the project with the most unique donors will receive £750

Want to get your project on both platforms for the Bonus Day? Complete this form to get listed on (if you are already on Complete this form to get listed on (if you are already on You must complete either form by July 1st to be eligible to get cross-posted. Not sure which platforms your projects are on? Email us at to find out!

Here are the key differences to note: 

Donations received through Donations received through
Eligible projects Projects active on by July 13th are eligible for these matching funds. Projects and microprojects active on by July 13th are eligible for these matching funds.
Match Available £8,500 $115,000
Match % 30% for Partner Level organizations, 40% for Leader Level organizations, 50% for Superstar Level organizations 30% for Partner Level organizations, 40% for Leader Level organizations, 50% for Superstar Level organizations
Max donation value per donor £600 $1,000
Bonus Prizes £750 for the project with the most funds raised on Bonus Day, £750 for the project with the most unique donors on Bonus Day $1,000 for the project with the most funds raised on Bonus Day, $1,000 for the project with the most unique donors on Bonus Day
Minimum amount raised to receive a Bonus Prize £2,000 No minimum
Start date / time 15th July 2015 14:00:01 BST 15th July 2015 9:00:01 EDT
Tax relief Donations from UK taxpayers are eligible for Gift Aid (25% extra on your donation for your chosen charity project). Gift Aid is not matched. GlobalGiving UK claim Gift Aid on a monthly basis. Donations made on can only be claimed as a tax deductible contribution on United States tax returns.
Expression of Interest Form for Cross-posting If your projects are on,  complete this expression of interest form by July 1st to be listed on If your projects are on, complete this expression of interest form by July 1st to be listed on


How can you find out your current Partner Rewards Level?

Your organization’s matching percent is based upon your Partner Rewards Level. You can use this as an incentive to have your supporters help you get to a higher level (or to stay there!). Your Partner Rewards Level will be the same for both the US and UK platforms.  You can access your Rewards Level by logging into Project Entry (PE) and clicking here:

After you have accessed your Partner Reward Level, you will be able to see the different sub-categories we use to determine your Partner Rewards Level. Your overall level is based on the lowest sub-rank. For example, if you are a Partner in any one category, your Reward Level, will be Partner. Any questions regarding your Partner Rewards level must be received by GlobalGiving no later than July 12th.  All matching will be calculated based on your organization’s Partner Rewards Level as of 23:59:59 EDT (time in your city) on Tuesday, July 14th. Be sure that your Partner Rewards Level is secure by this time.

GlobalGiving Support Opportunities

To learn more about your organization’s Partner Rewards Level and for fundraising support you can sign-up for a one-on-one call by clicking here.

Partner Rewards Bonus Day Webinar
Join me on June 24th  for a webinar on how to make Bonus Day successful fundraising day for your organization (on either platform!).
Date: Wednesday, June 24
Times: 9 am EDT (Find this time in your city) or 3 pm EDT (Find this time in your city)
Click here to sign up for the 9 am session
Click here to sign up for the 3 pm session

Bonus Days Terms and Conditions:

  • Bonus Day begins at 9:00:01 EDT on July 15th, 2015 (time in your city) and ends at 11:59 pm EDT (time in your city) on July 15th, 2015
  • There is $115,000 in matching funds available on
  • There is £8,500 in matching funds available on
  • To be cross-posted to, you must complete the expression of interest form by July 1st. To be cross-posted to, you must complete the expression of interest form by July 1st.
  • All new projects must be submitted by July 13th to be added to either platform for the Bonus Day.
  • Organizations ranked as Partner will have their donations matched at 30%, organizations ranked as Leader will have their donations matched at 40%, and organizations ranked as Superstar will have their donations matched at 50%. An organization’s Partner Rewards Level will be determined at 23:59:59 EDT on Tuesday, July 14th.
  • Online donations of up to $1,000 per individual donor per project are eligible to be matched on at 30% to 50% depending on the organization’s Partner Rewards Level.
  • Online donations of up to £600 per individual donor per project are eligible to be matched on at 30% to 50% depending on the organization’s Partner Rewards Level.
  • Only donations made by unique donors per project will be matched. Unique donors are determined using numerous criteria, including name, email address, credit card number, mailing address, and IP address. We are monitoring these and other parameters in our system to ensure that only unique, distinct donors are counted.
  • Only online donations made by credit card, PayPal, or a GlobalGiving official gift card are eligible for matching. Donations made by check or text-to-give are not eligible.
  • The organization that raises the most donations on Bonus Day through the site will receive an additional $1,000 from GlobalGiving. This bonus prize is determined at 23:59:59 EDT on July 15th
  • The organization that secures the most unique donors on Bonus Day through the site will receive an additional $1,000 from GlobalGiving.  This bonus prize is determined at 23:59:59 EDT on July 15th.
  • The organization that raises the most donations on Bonus Day through the site will receive an additional £750 from GlobalGiving UK. This bonus prize is determined at 23:59:59 EDT on July 15th
  • The organization that secures the most unique donors on Bonus Day through the site will receive an additional £750 from GlobalGiving UK. This bonus prize is determined at 23:59:59 EDT on July 15th.
  • Only online donations (credit card, debit card, CAF online or PayPal) are eligible for matching. Donations made by check or text-to-give are not eligible.
  • Donations made on any GlobalGiving corporate sites including Benevity and JustGiving are not eligible for matching.
  • Funds, such as disaster funds are not eligible for matching.
  • We encourage you to get donations in early, because matching funds will likely run out before the end of the day. Funds may run out on each platform at different times. Please refer to the Leaderboard on each platform to see available matching funds.
  • Please note that GlobalGiving will monitor and review all donations made through this matching offer.
  • GlobalGiving and GlobalGiving UK maintains the right to make a final decision on all matters concerning the allocation of matching funds.
  • Please note that all donations are final. GlobalGiving and GlobalGiving UK cannot change the time, date, or status of a donation after it is processed for any reason.