Our approach

We combine established social research methodologies with tools we have developed in-house over 10 years in the socio-economic development sector.

Relevance: Des the programme meet its original mandate? Is it achieving what it was designed to do?
Efficiency: How efficient has the programme been in terms of quantity, quality and time? Do the benefits outweigh the costs? Are the appropriate operational procedures in place to ensure optimal results?
Effectiveness: How effective has the programme been to date? How are the results and outputs being applied by the beneficiaries and other stakeholders? What can be learned to further enhance future impact performance over the life of the project?
Impact: What is the project’s progress to date towards achieving its intended outcomes? What are the longer-lasting impacts of the programme? Has it significantly contributed to poverty reduction, addressing inequality, and long term sustainability of the programme?
Sustainability:  What evidence if any can indicate that the programme’s outputs and outcomes be sustained over the long term once the beneficiaries are operating without the project and its funders’ direct support?


GreaterCapital has developed two key tools for assessing the credibility, sustainability and social impact of organisations and projects:

  • An organisational capacity diagnostic tool which results in a dynamic development ranking highlighting areas of strength and weakness.
  • A project risk assessment tool which rates risk based on the breadth, depth, intensity, need and permanence of the intervention.


GreaterCapital has the benefit of a multi-disciplinary team each with rich and varied experience of development interventions. We draw on this experience in structured peer review to make sure our tools, research and recommendations are as robust and empirically sound as they can be.


Through our impact and responsible investing work, we have developed a comprehensive set of social impact indicators. These measure the social impact of a venture such as job creation, housing units built and businesses assisted. Our impact indicators are aligned, where possible, with international best practice, including the Impact Reporting and Investment Standards (IRIS) taxonomy.


The idea of a “social return” on philanthropic investment has been a fundamental shift in global development thinking. Two of our evaluators have undergone accredited training in SROI methodology and we are a member of the The SROI Network, a UK-based membership organisation that advances the practice of SROI worldwide.

But while this methodology measures the value of an intervention, it does not always lend itself to the nuances of social impact on the ground. We therefore use this methodology in combination with our own tools and experience.