Professional Documents
Culture Documents
Changing Lives
Understanding and developing
the impact of your organisation
bassac
supporting people sustaining communities
An introduction to the
Community Alliance
Community Impact Programme
contents
2 Introduction: Making an impact
8 3 So where do we start?
14 A Getting started
18 Over to you
Contacts
Introduction
Making an impact
Everyone knows when an event really ‘makes an impact’, whether it’s a sporting
triumph, a political scandal or a natural disaster. People talk about it – at work,
on the street, on the TV.
Community groups don’t tend to make that kind of national impact. But it’s often
clear within the local community which community groups and centres make an
impact. People talk about them, they use their services, they go to their
meetings – they feel part of them. An effective community group has an impact
on people’s quality of life.
It’s easy to feel and to say that your work is making a difference. But it’s not as
easy to assess that impact or to demonstrate it to funding agencies.
Many organisations have been doing this work for years but have probably
never described themselves in this way. However the government and the
voluntary and community sector now recognise the value of this work and are
looking to see more organisations to ‘develop into the role of community
anchor’. But to get this support community groups need to show they are
making a positive difference.
Understanding your impact will help you demonstrate how you make a
difference. This guide will help you get started. It provides an introduction to
what might seem to be a difficult issue and directs you to sources of further
information and advice.
2
Part 1
• directly with people – providing and encouraging them to use services and
training that will help build their skills and confidence
• on the local economy – helping create jobs and businesses that benefit the
economy
So focusing on your impacts can help you promote your organisation and help
in planning and evaluating your work. It can also encourage people to
participate actively in running your organisation by involving them in an
exercise to agree the impacts and then changes you want.
The Charity Commission suggests that ‘an effective charity considers the impact
that it wants to have and actually has on the people who benefit from it, is clear
about its objects, vision, mission and values and how it will achieve them.’
(Hallmarks of an Effective Charity, 2004)
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2 Changing lives and changing places
If your organisation is going to act as a ‘community anchor’ it’s important to think
about what this means. Part of the role is to help change things for the better and
there’s also that other function of an anchor – to provide stability. A community
anchor organisation may help local people and organisations transform what they
do, and will also need to think about how it should change itself .
It’s therefore important to consider all the ways in which your organisation can
support local communities and deliver change. There are broadly four areas:
‘Community anchor’ is a fairly new term used by the Home Office and others to
describe multi-purpose community organisations that provide a range of services
and support to the communities they serve. They are seen as having four key
features:
It will also be useful to consider what you do in terms of improving the local
quality of life and ‘wellbeing’. These may sound rather vague terms and be hard
to define but they are what matters to most people. The box on the next page
looks at this in more detail.
Planning and assessing what you do may sound like a long job. But support is
available, both from the organisations within the Community Alliance (see below)
and through the publications listed in part 2.
5
Promoting wellbeing and quality of life
National and local government are increasingly using this phrase. ‘Wellbeing’
covers what will improve a person’s quality of life – their health, economic and
social situation and environment. Most community groups would say ‘that’s
what we do!’. This is true, but it needs to be demonstrated.
The Local Government Act 2000 gave local councils the ‘power to promote or
improve the economic, social or environmental wellbeing’ of the whole or part
of the area they cover. Each council has the power to promote the ‘sustainable
development’ of its area by delivering actions, which could include tackling
social exclusion, reducing health inequalities, promoting neighbourhood
renewal and improving local environmental quality.
‘Quality of life’ can also have a variety of meanings. The Audit Commission uses
45 indicators to assess local quality of life, in terms of nine issues:
Underlying all this are two key principles. One is the need for better and
engaged local democracy with effective leaders in and for communities.
Community organisations play a key role in developing these leaders. The other
is the idea of ‘sustainable development’.
• the local environment – green spaces, play areas, less waste and litter, nice
gardens, decent homes, less noise and pollution
• the local economy – jobs, reasonable prices, cheaper heat and light, no loan
sharks
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• social conditions – good leisure facilities, lots of community groups, sports
and arts facilities, friendly neighbours.
Change in one area will often have impacts on the others. For example
improving the environment may mean businesses are more likely to invest and
bring jobs into an area, while better leisure facilities may encourage young
people not to drift into crime or anti-social behaviour.
3 So where do we start?
If you’re running a busy and hard-pressed group, taking time out to look at your
impacts may be a low priority. But it is necessary if you want to develop your
work and keep and increase support from other agencies – and it is likely to
become a more common requirement from funders.
The organisation should agree to do a review, which will involve four important
questions:
iii What impacts do we want to have (and are there any we don’t
want)? These can be social, economic, political, environmental or cultural –
they all matter.
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4 Understanding our impacts
What changes do we want – and why?
This may seem obvious, but it can get lost. Every organisation has a purpose
that is written down in its constitution, mission statement or its vision. That
purpose often gets neglected in day-to-day work.
Staff and trustees need a clear picture of what the organisation does and how
that links to its purpose or mission. Put time aside to discuss:
Does what you do contribute to that mission, and could you do more?
If you’re doing work that doesn’t seem to contribute to delivering what you were
set up to achieve, can you change this situation?
This may mean recognising that the mission itself has changed. If this is the
case you need to look to change it as part of this process.
It’s fair to say that most organisations have a mission to change things for the
better. That often means making something happen where nothing happened
before but it’s also about changing what other organisations (such as local
councils) do.
What impacts are we having now?
As a first step it may be useful to look at what your organisation does under the
four headings introduced on page
• Resourcing – raising the money and building the skills needed to deliver
change.
Much funded project work seems to be about building the local infrastructure,
but often the reason behind that work is to encourage engagement or to change
policies by showing what works.
What impacts do we want to have (and are there any we don’t want)?
A short answer is that you want impacts that help deliver your purpose. Another
is that you want to make impacts that improve people’s quality of life. Both
answers lead to more questions, such as ‘what do we mean by quality of life?’.
Any impact your organisation is making will be on local social conditions, the
local economy and the local environment. But ultimately the impact is on
people. It’s important to know who they are and how they are affected by what
you do.
People can be involved in many ways. They can be:
• service users – taking part in and benefiting from what your organisation
does
• affected but unengaged – benefiting from what you do even though they
don’t link with your organisation
• engaged through other community groups – your work may have an impact
on other organisations and the people in them.
Some questions to consider when thinking about work with local people:
• What do people expect us to do? Is this the same, less or more as our
activities?
It may also be helpful to take an overview of what you do and how it affects the
locality. You are likely to be having an impact on:
There are also some important impacts that will be harder to assess, because
they’re about things that didn’t happen. Much effective community activity is
‘preventative’ – stopping undesirable things happening. A project that helps
reduce unwanted teenage pregnancies or works with people at risk or helps
people take more exercise can prevent problems and change people’s lives in
very positive ways. Assessing the actual level of those changes is hard – you
would probably need a long-term survey and perhaps some academic support –
but it is clear that this work makes a real difference.
Ideas for action: Use the list of your organisation’s activities to consider their
impacts. Several of the guides referred in part 2 will help. For each activity, list
its impacts and consider how significant each impact is now and what you’d like
it to be. You could also ask wider questions such as:
• What is the atmosphere in the organisation? How would you describe its
style?
• What is the value of the building to the area? To our staff and volunteers? To
our organisation?
It’s important not to forget some other impacts – those you didn’t bargain for,
which could be positive or negative. Keep a watch on these and feed them all in
to the final analysis.
11
Ideas for action: Go though your list of activities and impacts. Identify the
areas where you’re not doing as well as you would like to. It may be that there
are areas where you are working hard but actually having little impact. Consider
whether this means that you need to change and improve current projects and
programmes or whether you need to develop some new work areas.
Use this to identify perhaps three priority areas for the year ahead. Get staff,
managers and trustees to agree these and develop an appropriate work plan.
Much of what you have looked at is about evaluating what you do and using
this to plan for future activity. Evaluation is often seen as an ending and a
review of what’s been done. But looking at your impacts is also an important
way to start the next phase of your work. If you’re clear about your impacts, the
next stage in the journey will have better directions and it will be clearer when
you’ve achieved what you set out to do.
5 Mapping your impacts – some key points
Outcomes and impacts
It is important to be clear about three key words:
• outputs – what you do
• outcomes – what happens as a result of what you do
• impacts – the long-term changes that may take place within your community.
This guide is all about impacts. Knowing your impact moves you beyond simply
evaluating outputs, into assessing the outcomes and how those outcomes make
an impact. Good evaluation work will help you see all the outcomes, and being
clear about these is an important starting point for work to map your impacts.
The Charities Evaluation Services ‘Outcome Online’ website (www.ces-
vol.org.uk/index.cfm?pg=116) includes 14 examples of outcomes from different
types of projects.
It’s also important to remember that this isn’t just about how you help people
change. It’s also about how your organisation changes, and doing this work will
help you change. The benefits of thinking through your impact will, hopefully, be
increased confidence, a clearer focus on values and priorities, greater efficiency,
more coherence for the staff team, trustees and managers, and a better shared
understanding of what you’re all doing. Getting this right really is worth it!
And don’t forget: this is also a new area of work for bassac. If you’d like to
participate please do get in touch (see the back page for details).
13
Part 2
Understanding impacts: the help available
There are plenty of guides, toolkits, websites and books to help you assess,
understand and evaluate your work and make the most of what you’re doing.
It’s important to choose the one (or perhaps two) that are likely to be most
suitable for what you want to do.
• Getting started
• Assessing outcomes and impacts
• Getting the quality right
• Evaluating social enterprise.
All have good points: bassac is not recommending any one of them above any
other.
A Getting started
Evaluating Community Projects – a practical guide
This simple 12-page guide was developed for work by a Joseph Rowntree
Foundation project working with 20 local organisations. It’s very straightforward
and goes into a bit more detail than this guide. It is free to download from
www.jrf.org.uk/bookshop/eBooks/1859354157.pdf.
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B Assessing impacts and outcomes
Tell Your Story: Community Impact Mapping
This is a tool to help grassroots organisations measure their impact and social
return and provides all the necessary support to get started. It is available from
the Development Trusts Association for £5 including p&p (free for DTA
members) or can be downloaded from www.dta.org.uk/Downloads/
impact%20mapping.pdf.
Prove it!
This evaluation toolkit helps organisations capture their impact on the quality
of life of the communities they serve. It contains step-by-step instructions on
conducting an evaluation, ready to print surveys, guidelines and more. It was
developed by nef (the new economics foundation) in partnership with
Groundwork. It aims to help organisations measure effects of their work on
building social capital. It is free to download at www.neweconomics.org/
gen/uploads/ProveIt%201.pdf.
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C Getting the quality right
Quality assurance (QA) is an increasingly important aspect of evaluation. It can
show that your organisation works well, both for the staff and volunteers
involved and in terms of the services it provides. There are a numbers of quality
systems, including the Excellence Model, Investors in People and Charter Mark,
but these tend to be for larger organisations.
VISIBLE Communities
The VISIBLE Communities™ framework is a Community Matters programme to
help set minimum standards for the services offered by multi-purpose
community-based organisations. The workbook and tool Becoming Visible –
Operating Standards for Community Organisations will enable local
organisations to become VISIBLE. For further information see
www.communitymatters.org.uk.
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D Assessing economic impacts
Many larger community organisations are social enterprises that have a
significant impact on the local economy. There are several tools to help measure
these enterprise-related economic impacts.
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Over to you…
We hope this guide has given you ideas and encouragement to work on
assessing the impacts of your organisation. bassac sees this as a long-term
project and invites you to engage with this work. For more information check
the website (see below) or send an email to cip@bassac.org.uk. We will keep
you updated as the work develops.
Contacts
Charities Evaluation Services is a charity working to strengthen the
voluntary sector by offering free and below-cost support and services to
charities and community organisations.
Charities Evaluation Services, 4 Coldbath Square, London EC1R 5HL
Telephone: 020 7713 5722 Internet: www.ces-vol.org.uk
bassac has been working to improve the lives of local communities for more
than 80 years. As a national umbrella association, we support organisations
helping deprived neighbourhoods across the UK. bassac is a member of the
Community Alliance, which is working to build value in communities of place
and of interest, through enhancing social capital, a stronger community voice,
community ownership of assets, and community enterprise.
bassac, 33 Corsham Street, London N1 6DR
Telephone: 0845 241 0375 Internet: www.bassac.org.uk
This pamphlet has been written and edited by Chris Church for bassac.
Thanks to Mark Parker at bassac and Steve Skinner for comments and advice.
Design by Jane Harper.
Company No: 2869337 Registered charity No: 1028784