Our mission is to work with existing organisations to seek out and implement ways which will influence charities and social enterprise to run themselves more efficiently and effectively, without sacrificing quality.
Coalition for Efficiency (CfE) is devoted to helping other social sector organisations become more efficient and effective. All projects are delivered in partnership with like-minded organisations and seek to help organisations focus on their mission and maximise their potential.
CfE allows other parties to adapt, develop and use any ideas and material produced by us. We partner with other organisations that are aligned to our charitable mission and actively encourage organisations to take ownership of and scale up our projects. We seek not to compete with anyone working in the same space and we are open to collaborate or provide assistance where needed.
Our Measuring the Good partners include Volunteering Matters, The Fore (formerly The Bulldog Trust), Team London, UJIA, DataKind UK, Small Charities Coalition, ProBono OR, thirdbridge and the University of York.
We are an Impact Champion on the Inspiring Impact initiative.
We are a joint provider with Volunteering Matters and DataKind UK on the Impact Management Programme (Access Foundation).
Other partners over the years include City Philanthropy, Charity Finance Group, ICAEW, Garfield Weston Foundation, Esmée Fairbairn Foundation, the Do-It Trust, Good People and the Cranfield Trust.
Brian Smouha started working in the City over fifty years ago and founded the Coalition for Efficiency in 2010 after attending a workshop run by The Institute for Philanthropy . He is a qualified accountant and was a Partner in Deloitte & Touche from 1970 until his retirement in 2001. During that time he established the specialist Financial Institutions Group, led the liquidation of BCCI, and from 1997 to 2001 led the Deloitte & Touche audit of the World Bank. He is currently a trustee of The Bulldog Trust, Volunteering Matters and has a portfolio of other pro bono commitments. Brian was the founding chair of GuideStar UK and a founding trustee of The Institute for Philanthropy.
Antonia Orr joined the Coalition for Efficiency in 2015 as Chief Executive. Prior to joining, Antonia was General Manager at ECT Charity, a leading social enterprise, where she led the development of a social value methodology for the community transport sector. Antonia helped to launch and grow UnLtd’s Global Social Entrepreneurship Network in 2013 as part of the On Purpose Associate programme. Before this, Antonia spent 5 years living in Mexico City where she led the Development team at Semillas, a non-profit women’s fund which supports women-led grassroots organisations working to close the gender gap in Mexico. Antonia has a degree in Modern Languages from Balliol College, Oxford.
Life after work: Brian Smouha, ECONOMIA, March 2016
Measuring the Good: why it works for small charities, Volunteering Matters blog, November 2015
Getting the measure of our impact, CharityComms blog, September 2015
How charities can benefit from key performance indicators, The Guardian, September 2012
“My background was as an accountant and for thirty years as a partner in Deloitte where I started and led the financial services group. On my retirement, I became involved as a founder trustee of the Institute for Philanthropy which has led to my second (voluntary) career in the charity sector.
To further my education in the sector, I attended “The Philanthropy Workshop” run by the Institute for Philanthropy. The course provided a rigorous intensive indoctrination in the sector and demonstrated what can be achieved by individuals in a variety of circumstances. For the final stage of the course participants prepared and presented their strategy for their subsequent involvement with charity and the Coalition for Efficiency was born. Its mission is to help other charities become more efficient and effective by working in partnership with others. What had struck me about the sector was the huge amount of selfless effort, goodwill and funds going into charities and the fundamental role the sector played in society and life. But there was a piece that seemed to be missing. In the commercial world success and survival depended on maximising output and maintaining the required quality. Charities that depended so much on the compassion and goodwill of donors and workers in the sector do not have the equivalent pressure and can fall short of their full potential.
It seemed to me that the challenge would be to see how we could help spark a cultural change by encouraging charities to concentrate on their mission and use metrics to measure their progress so they can maximise their overall impact on beneficiaries. Using metrics to manage, whether in a commercial business or a charity is the first crucial step in becoming more efficient, staying focused and moving forward in a coherent way.”