Measuring impact and outcomes: Lessons from RNIBJanuary 2014Since 2010 RNIB has been running a project to measure the impact it has on blind and partially sighted people, those at risk of sight loss and wider society. This report describes the lessons learned as we have put theory into practice.Whilst of interest to any professional in the field of impact measurement, it will be of particular interest to other organisations seeking to implement impact measurement.Acknowledgements As the result of significant reading and application of ideas and concepts found throughout the sector, it is not possible to pinpoint the source of each idea, giving appropriate credit. Further reading is suggested in appendix one. Many of these authors have influenced our work and we are grateful to them.Contents1. Impact and outcomes3Definitions3Principles32. Why impact measurement is valuable42.1 Impact as a decision tool42.2 Impact as a persuasion tool42.3 Impact as an accountability tool42.4 Impact as a communication tool43. Alternatives to impact43.1 Vision perspective53.2 Process perspective53.3 Activity perspective54. Stages of impact54.1 The impact map54.2 A theory of change64.3 Impact risk assessment65. Choosing which impact to measure65.1 Type of stakeholder75.2 Type of Impact75.3 Process evaluation86. Measuring impact96.1 Focus groups, interviews, diaries and sampling96.2 Embedding impact measurement96.3 Tools for measuring impacts107. Dealing with difficult and complexity117.1 Always have a theory of change117.2 Focus on what you can control117.3 Evidence the consequences of not doing a service117.4 Impact networks118. Summary12Appendix 1: Sources and further reading13Impact, concepts and principles13Impact map and theory of change14Impact methodologies14Appendix 2: Defining outcomes and impact15Appendix 2: Defining outcomes and impact15Appendix 3: Blank impact map16Appendix 4: Multi-stakeholder impact map for employment17Appendix 5: Impact map for internal training18Executive summaryImpact is a term best summarised as the difference made by an organisation or activity. Focussing on impact can be set in contrast to focussing on how many services are run or how many people an activity engages with.Impact measurement has a number of key principles that ought to be adhered to. These are important because it is only through high quality research that the benefits of impact measurement in decision making, persuasion, accountability and communication can be secured.The first stage of impact is not measurement but planning. Mapping out how a project moves from input to activity to output and finally impact in a credible rationale ensures that it has the best chance of succeeding from the very beginning.Measuring impact begins with an identification of who the audience for the evidence will be. This will help identify which aspects of impact need to be captured, and therefore begin to indicate what type of resource and methodology will be required to do so.The methods and tools for measuring impact are wide-ranging and there are both off-the-shelf and bespoke options. Just as important is how a method or tool will be implemented. Measurement imposed without communication and pragmatism will be less likely to gather a good quality of evidence.Sometimes the impact of an activity is hard to measure through complexity or impracticality. However there is a number of alternative approaches in these situations.The sector is full of useful papers and reports explaining these concepts in more detail, giving examples where useful. Some of these are included in the appendices.1. Impact and outcomesDefinitionsIn its simplest definition, impact is the difference made by an organisation or activity. For organisations that exist to make a difference to the lives of individuals or bring about some form of societal change demonstrating impact is the best way to communicate success.Terminology and specific definitions about impact are notoriously hard to pin down, and vary depending on the context (see appendix two). However the impact is best contextualised as part of the flow from initial resource to the difference made. The process can be broken down as follows:1. Input an input is the resource allocated to a project or service: time, money, raw materials, office space for example.2. Activity an activity is how the input is used. For example running a service, meeting beneficiaries, or arranging a conference.3. Output an output is the tangible result of the activity. It might be called a deliverable or a product. This may be the number of beneficiaries met, a conference organised, or a report published.4. Outcome/Impact impact is the change intended from an output. The term outcome is often use