3 myths about social impact data

At Resurgo, we’re passionate about social impact.

If that sounds like a well-meaning but trite statement; it’s not. We really mean it. Social impact isn’t a lacklustre concept we throw about because it sounds good, but our absolute priority, entrenched in data.?

With our brand-new Impact Report hot off the press this week, we reflected on a few misconceptions about impact data, and why we’re really proud of our approach to proving and improving our impact.?

?? Myth #1: It needs to look attractive???

In a week when we’re making a splash about our particularly good-looking Impact Report, this might feel a counter-intuitive place to start.??

We work hard to gather data and do think it deserves aesthetic appeal. There are clear merits to beautifully presented data, not least in making it engaging, accessible and digestible*, but crucially not at the expense of genuine insight.

At Resurgo, our priority is for our impact data to tell us the real story. We come to the beautiful standout infographic or pithy marketing line later.?

First and foremost, we track, measure and analyse data to show us if our programmes are actually delivering what they set out to. Because if we’re not really making a difference, what’s the point??

One way we do this when measuring the impact of our Spear Programme , is to make every effort to stay in touch with each trainee for a full year.??

That means that when we cite our outcome percentages, they are giving an accurate picture. It’s the difference between “Of the few trainees we know about, 75% are in work”, and “We’re in touch with nearly every single trainee personally, so have huge confidence in saying that 75% are in work.”??

?? Myth #2: It needs to sound impressive???

A real picture of genuine insight will inevitably include the good and the bad.??

We believe impact data should be honest and transparent, not a sugar-coated highlights reel made up of biased metrics or hidden sample sizes. So, while we’re proud that most of our impact data is genuinely impressive, it also reveals our shortcomings.?

By tracking data consistently over time, we can identify when we fall short of a target; when a Spear Centre is achieving lower outcomes than usual, or when a client has given poor feedback on a coaching session. Instead of hiding these failings, identifying them is what means we can take steps to improve our services.?

In the wake of the pandemic, our data revealed that over a few months and across geographically disparate Spear Centres, the number of young people enrolling on each Spear Programme was lower than our target. Rather than burying or being embarrassed of this data, we tackled it head on, prioritising new recruitment strategies and partnerships with referrers. As a result, we are now hitting our enrolment target once more. That’s good news: not for us, but for the young people we serve; 120 more of them accessed our work-readiness coaching than the months before.?

?? Myth #3: It needs to be immutable ???

Impact, and its associated data, is not a one-time thing, nor is it set in stone.?

At Resurgo, we refer to our approach of impact management, not simply measurement. By this, we mean that we are actively managing how we ‘do’ impact, consistently seeking to hone and improve how we gather, track and analyse our data. We revisit our chosen metrics and are willing to change things even if they feel deeply ingrained.??

An example: for many years, our coaches ranked each Spear trainee’s work-readiness against a scale from one to ten. Analysis showed that this scale was too broad and subjective; it was open to interpretation by each coach and trainee, and so our Work-Readiness Indicators had ceased to be reliable in predicting whether a trainee really was work-ready. We needed to rethink our approach. Now, we are piloting a simpler measurement system, reducing the scale from ten to just four clearly defined increments. Less subjective, more accessible for our trainees, and more accurate; that’s what you get from proactive impact management.??

Impact management also means there are no foregone conclusions, but instead that data informs decision-making. We’re particularly excited to see this play out over the next year or so, as we use data to help us determine the best next steps for our streamlined version of the Spear Programme. Whilst our early-stage data is encouraging, we’re not yet sure what the data in full will tell us about how effective this four-week programme is. ?

Our approach to impact means we maintain an open mind, seeking the best not for the programme per se, but for each individual whose story lies behind the outcome metrics. Individuals like Ty:?

From a young age?I had to deal with addiction and trauma, which eventually led me to living by myself at 15, both my parents walked out on me. One to drugs and the other to alcohol. That left me scared and embarrassed, ... I eventually asked for help, and?then I found Spear. It gave me a little hope in life. And now I don't just have hope for myself, I have hope for my future?and what my future can give. ... I've evolved to be a proper man, to be something I'm proud of. ?

All this talk about data matters, because we really care about changing lives. We don’t always do it perfectly, but we do take it seriously, and are on a mission to inspire and equip other organisations, charity or not, to do the same.??

Has your organisation seriously considered how it 'does’ impact???

Are the metrics you’re measuring the most insightful ones? Are you painting a really honest picture of what you’re achieving? Is your data revealing your failures, and are you willing to address them???

If not, our impact consultants can help. We are experts at helping organisations to address their social impact, whether they’re just getting started, or are looking to refine a long-established mission.?

Drop us a line; we’d love to chat more.??

* Check out Information is Beautiful for a plethora of examples!