For many organisations, this is a moment of doubt. There are so many possibilities, interests and expectations. And in the meantime, time and resources are limited. At Impact House, we work daily with organisations that get stuck here. That is why we share five perspectives. They help you to make better, smarter choices in your impact measurement – with examples from practice.
1. Measure what keeps you awake
In other words: what causes friction? Where is the doubt? What feels like a ‘black box’? A good measurement plan does not focus on what is easy, but on what you really want to know. Many organisations have been running programmes for years “because we have always done it this way”. But is it still effective? Does it still have an impact? Or are we working on assumptions?
Example
An organisation works with young people who are at risk of dropping out of school. They have been offering the same coaching programme for years. Yet more and more young people are dropping out early. Why is that? Are expectations too high? Does the programme no longer fit well? By carrying out targeted research, the organisation can sharpen its approach – and reduce drop-out.
Why this works
You measure what really matters. And you avoid continuing to do what you have always done, without knowing whether it still works.
2. Measure what you do not yet know
Focus your measurements on questions to which there is not yet an answer. There is a great deal of societal knowledge and research available. You do not need to redo that. Ask yourself the question: What does this measurement add?
Example
An organisation wants to investigate whether quitting smoking contributes to the health of participants. But that has long been proven. It is therefore more sensible to investigate whether the programme really helps people to quit for the long term. Or to understand why some participants do not succeed. Those insights help to improve the programme.
Why this works
You build on what is already known. And you measure what makes your approach unique.
3. Test your “killer assumption”
Every theory of change rests on assumptions. Some are essential. A “killer assumption” (or critical assumption) is a point on which your entire strategy stands or falls. If it is not correct, the approach may not work. Yet these assumptions are often not measured, because they seem so self-evident.
Example
A museum travels by bus to remote villages to reach older people and reduce loneliness. But… are the participants actually lonely? Or is it mainly a fun outing for active seniors?
Why this works
You avoid investing energy in an approach that does not work because the underlying assumptions are incorrect.
4. Measure below your accountability line
Limit your measurement to what you really have an influence on. In your theory of change, you can often draw an imaginary line: up to here, you can be responsible for the result. Above that, too many external factors come into play. If you measure above that accountability line, you risk that your results are explained by factors outside of your influence.
Example
A debt counselling organisation wants to measure whether clients remain financially self-reliant in the long term. But that also depends on factors such as income, healthcare costs or housing situation. That is why they measure what lies within their influence: insight into income and expenditure, drawing up a budget, and knowing where to find help. In this way, they make their impact measurable and credible.
Why this works
You measure what you can steer and improve yourself, and you stay away from claims you cannot substantiate.
5. Low-hanging fruit: little effort, much insight
Not every measurement has to be large or complex. Sometimes a simple action already yields a lot of information. Think of the matrix: effort versus expected value. What is quick to measure and can still yield a lot?
Example
A foundation organises a summer camp every year for children whose parents live in poverty. Instead of starting an extensive impact measurement, they call eight former participants with the question: “What stayed with you, and did it change anything in your life?” Within an afternoon, they have valuable stories, leads for improvement and even ideas for new partnerships.
Why this works
You show that measuring impact does not always have to be scientific. A practical and fast approach also yields valuable insights.
In conclusion, measuring is a growth path
You do not measure impact just once. It is a process in which you gradually learn to make better choices. It starts with asking the right questions: where are your real doubts, assumptions or blind spots? What can you influence yourself? And where do you still lack insight? By consciously choosing what you measure and why, not only does your measurement plan grow, but so do your insight, focus and impact power. In this way, impact measurement does not become something you have to do, but something that helps you to become better at what you most like to do: really making a difference.
Would you like to know more about measuring impact? Then contact one of our specialists. They are happy to help you.
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