Measuring Impact and Quality
Measuring Impact and Quality
Demonstrating impact is linked to creating a baseline and setting targets during ‘Service Development’. From this point you can begin monitoring, measuring and communicating impact to demonstrate the difference you are making in your community and progress you are making towards your aims and objectives.
Community services, perhaps now more than ever before, must demonstrate their contribution to local outcomes. This means clearly linking the organisation’s activities to a range of social, economic, environmental and health outcomes, measuring what matters, providing the evidence and using this to make the case for investment. But measurement of impact is also an important internal tool as well as a means of attracting finance.
Many community groups have intangible impacts that are difficult to quantify, such as improving people’s confidence or making them feel happier or more in control of their lives. Depending on the size of your project and the type of stakeholders you are working with you may need a robust evaluation of your work. This could be important in terms of validation of your approach and management. An external independent study often carries more weight, but think carefully before getting an external organisation involved. It may meet immediate needs but it is unlikely to develop internal capacity to continue monitoring impact in the future unless that capacity development is provided as part of the support.
The New Economics Foundation has identified at least 20 potential methods that can help organisations measure their impact and prove the value of their activities. Some of the most commonly used methods that are concerned with impact measurements are:
- Change Check.
- Tell Your Story – Community Impact Mapping.
- Social Accounting and Audit.
- Social Return on Investment.
Proponents of all the approaches do not consider them to be useful as comparative tools between organisations. As such if you are interested in Benchmarking your performance you should consider joining a purpose designed benchmarking group, or simply take an informal internal approach by undertaking study visits.
An alternative approach is to use a framework that has been specially designed for the culture and sport sector, such as the Culture and Sport Outcomes Framework. The Culture and Sport Outcomes Framework has been produced to help anyone working in the culture and sport sector who needs to demonstrate the contribution of culture and sport to local outcomes. This includes local authorities and other individuals and organisations in the public, private and community and voluntary sectors.
The MLA have furthered this work in developing an Outcomes Framework for Museums Libraries and Archives and exploring the use of various performance indicators.
Choose a topic...
- 1. Action Planning Tool Overview
- 2. Understanding Library Transfer
- i. What is Asset Transfer?
- ii. Assets or liabilities?
- iii. Legal Considerations for Library Transfer
- iv. When is asset transfer suitable?
- v. Benefits of Asset Transfer
- vi. Negotiating Asset Transfer
- 3. Planning for Library Transfer - Getting Started
- i. The Case for Community Managed Libaries
- ii. Defining Purpose
- iii. Service Design
- iv. Community Involvement
- v. Organisational Structures
- vi. Organisational Development
- vii. Skills and Experience
- viii. Assessing Assets, Avoiding Liabilities
- ix. Feasibility Studies
- x. Strategic Fit
- xi. Partnership Building
- xii. Demonstrating your achivements
- 4. Making a Convincing Case and Securing Investment
- i. Demonstrating Community Need
- ii. Business planning
- iii. Project Costs and Income
- iv. Securing Finance
- v. Campaigning and lobbying
- 5. Asset Ownership & Management Agreements
- i. Asset Transfer Legal Toolkit
- ii. Insurance and Tax Issues for Asset Transfers
- iii. Ownership and Management Agreements
- 6. Property Development
- i. The Development Process
- ii. Property Design
- iii. Pre-Construction
- iv. Construction and Management
- v. Appointing and Managing professionals
- 7. Premises Management
- i. Financial management
- ii. Facilities Management
- iii. Health and Safety
- iv. Security
- 8. Developing and Diversifying Library Services
- i. Public versus an Independent Library Service
- ii. Linking Services to Social Purpose
- iii. Community Library Services
- iv. Diversifying Services in Community Libraries
- v. Monitoring Services and Demonstrating Impact
- vi. Equality and Diversity Considerations
- 9. Managing Services
- i. General Responsibilities for Running Community Services
- ii. Policies for Community Managed Libraries
- iii. Management Systems and Information
- iv. Customer Service and Relationship Management
- v. Managing People
- vi. Sourcing and Maintaining Stock
- vii. Managing Finances
- viii. Marketing Your Library
- ix. Measuring Impact and Quality
- x. Accountability and Reporting to stakeholders
- 10. Supporting Library Transfer
- i. Supporting sustainable library transfer