Measuring Impact - Nicva

Introduction 7
Introduction:
impact assessment
and the UK voluntary sector
1
Karl Wilding, NCVO
Introduction 1.1
To the newcomer working in the UK voluntary sector, the wide range of terms associated
with the identification and assessment of performance and achievements must be confusing.
Things start simply enough: an organisation may have a mission, and this usually incorporates
a vision or a set of values. But then stakeholders want to know how, and if, the organisation
is achieving its mission, and we start to enter less familiar territory. Far from simply
describing its activities or even its outputs, an organisation may need to describe its
outcomes, added value and impact (some people will now enquire whether a difference
exists). And if the organisation cannot demonstrate its impact, does it have a sense of distance
travelled Should it do this by developing or applying performance measures Or should the
organisation engage in a benchmarking exercise Maybe it should adopt some quality standards
Are some simple fundraising ratios sufficient Perhaps an evaluation exercise will help
the organisation to decide. They could always get a consultant...
This is, of course, an exaggeration. However, the ability to assess and report (though not
necessarily quantify) achievement in relation to a mission statement does benefit an organisation
and its stakeholders. Such an assessment may be undertaken for a number of reasons and
may use one of a number of different approaches. Whatever the motivations, impact assessment
is firmly on the agenda.
From inputs to impact 1.2
There is no single driver towards greater impact assessment and reporting. It is not simply a result
of pressure from funders, but a natural evolution from the measurement of outputs (Figure 1.1). It
builds on the measurement of outcomes by taking a longer-term, holistic view.