Measuring Impact - Nicva

56 Measuring Impact – Case-studies of impact assessment
Impact assessment:basic guidance 8.2
Before going into more detail about specific methods, there are some lessons that might
underpin any approach to impact assessment:
8.2.1 Be realistic
It is very easy to get carried away with the idea of impact assessment and think that an exercise
should measure or demonstrate every impact of everything that an organisation does.
However, no single tool exists which is capable of such a feat, and besides which, impact
measurement can be an expensive business. With this in mind, it is important to be selective
and realistic about the kinds of impact that you want to measure. In order to do this, you
need to be clear about the reasons for measuring your impact. Why are you doing it Is it for
a funder If so, what will they want to know Is it for internal motivation or continuous
improvement Also, is it necessary to actually measure or quantify impact, or is it enough to
simply identify or demonstrate it And how will it be reported, and to whom Questions like
this will help an organisation to focus on what is really important for them, and to choose
their approach accordingly.
8.2.2 Make use of existing tools
Despite the decision by some organisations to develop impact measurement methodologies for
themselves, this is not usually necessary. A wide range of tools exists, many in the form of off-theshelf
methodologies or guides. As Chapter 2 noted, some are tailored to a particular aspect of
impact, such as features that are unique to the voluntary sector, or a particular size of organisation.
The wealth of literature and approaches available need not prove daunting. Overviews (such
as the companion to this report 14 already exist, so organisations do not need to start from
square one. Being realistic about what impacts you want to assess, and the reasons for doing
it, will help in the selection and adaptation of an appropriate tool.
8.2.3 Fit for purpose
Whichever tool you select or modify, think about whether it is fit for the purpose for which it
is intended. For example, a series of indicators designed to assess impact from the perspective
of trustees may not be appropriate for assessing impact from a user perspective. One way to
address this question is to think about what dimension of impact you wish to measure (Figure
8.1). Different points on each continuum will lend themselves to different strategies for
assessment: for example, assessment of unintended impact might necessitate the inclusion of a
broader range of stakeholders than the assessment of intended impact.
14 Measuring Impact – A Guide to Resources (Wainwright, 2002)