"But it does mean that if you’re involved in nonprofits (or predictions), you need to be much more careful about making sure you’re doing a good job. Unfortunately, few nonprofits do that."

Oh really? So he can cite research that says, for example, that only x% (where x < 50%) of nonprofits with an annual budget of $500k have ever done any sort of evaluation, either comprehensive or more basic?

His assertion may be true. But just throwing this out there with absolutely nothing to back it up, in a blog post titled "The Trouble With Nonprofits", is frankly insulting to me.

I spent > 4 years working in a technical role for a nonprofit, and I can assure people that measurement and evaluation were very much on the minds of staffers. Everyone (funders, management) was becoming more data-driven, so our organization got a grant to conduct a multi-year evaluation. It was a very positive and necessary process, and the results were very positive. Like Aaron, I definitely recommend some sort of measurable goals for most every nonprofit out there.

I don't take issue with his opinion. What I take issue with is the tone of the article.

For example: "...but an actual attempt to measure how much they’re improving people’s lives. For most nonprofits, I expect these numbers will be depressingly small. "

It can be easy, as young paragons of technology and entrepreneurship, to look over to the nonprofit world and disparage it, to think of it and it's practitioners as "lesser than". I should know; it's the attitude I had before I started working at a nonprofit.

Truth is, running a nonprofit can be a hell of a lot harder than running a for-profit. At any stage, you have all the issues that for-profits have - hiring, firing, managing employees, management issues, getting money in the door, technological problems - PLUS a whole other layer.

A lot of this other layer comes because of the weak link between financial health and results. Am I accomplishing my mission? How do I measure success? How do I maximize success based on dollar spent? How do I judge where to allocate capital or resources - when maximizing revenue isn't a goal?

Why am I wasting my time writing this? Because this article uses a lot of conjecture and one very poor example to make the entire nonprofit sector seem like a bunch of bumbling idiots who don't know how to use spreadsheets. They're not, and it's not fair for this community to see such a distorted view.