1. Introduction
Resources: The case studies demonstrate how different projects have been evaluated with a strong focus on social outcomes. The resource list provides links to useful reports, toolkits and frameworks on evaluation and outcomes.
Why evaluate social impact?
Organisations that deliver cultural activities need to be able to demonstrate their ability to contribute to wider outcomes and the impact they have in a measurable way. It is not enough that the project or activity is "good" or "nice" it has to achieve something.
Activity 1: Make a list of your high-level priorities and strategic outcomes
The first step is to think about what outcomes you're hoping to evidence. For this you will need to look at the Big Picture and consider the really high-level priorities and overarching strategic outcomes of your organisation. These are likely to be set out in one or more of the following: Organisational aims and goals; Funding agreements and/or contracts;Service plans and/or development plans;Local Area Agreements, National Indicators (if your local authority is still using these);or Invitations to tender that you may consider bidding for in the future. The sorts of statements you are looking for are: "More children and young people are fit and well", "Higher skills levels and increased social mobility" or "Reduced rate of reoffending".
Your place in the Big Picture
It will be extremely unlikely that an individual project you're running will be able to demonstrate a direct impact on these high-level priorities but they are a really good starting point to give a really clear idea of what your project is contributing to. TOP TIP:The first time you use the Measuring Social Outcomes tool try it out on a small project that is being delivered over a short timescale. You will find it much easier to get to grips with MSO (Measuring Social Outcomes), which will make embedding it into your work in the future a more manageable task.
Why evaluate social impact?
Organisations that deliver cultural activities need to be able to demonstrate their ability to contribute to wider outcomes and the impact they have in a measurable way. It is not enough that the project or activity is "good" or "nice" it has to achieve something.
Activity 1: Make a list of your high-level priorities and strategic outcomes
The first step is to think about what outcomes you're hoping to evidence. For this you will need to look at the Big Picture and consider the really high-level priorities and overarching strategic outcomes of your organisation. These are likely to be set out in one or more of the following: Organisational aims and goals; Funding agreements and/or contracts;Service plans and/or development plans;Local Area Agreements, National Indicators (if your local authority is still using these);or Invitations to tender that you may consider bidding for in the future. The sorts of statements you are looking for are: "More children and young people are fit and well", "Higher skills levels and increased social mobility" or "Reduced rate of reoffending".
Your place in the Big Picture
It will be extremely unlikely that an individual project you're running will be able to demonstrate a direct impact on these high-level priorities but they are a really good starting point to give a really clear idea of what your project is contributing to. TOP TIP:The first time you use the Measuring Social Outcomes tool try it out on a small project that is being delivered over a short timescale. You will find it much easier to get to grips with MSO (Measuring Social Outcomes), which will make embedding it into your work in the future a more manageable task.
