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Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
Articulating Impact and Value
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Articulating Impact and Value


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  • In this session we have just over an hour to go through two things – first I will show you our new Impact and Value publication which is here for all of you to take away with you. Second we wanted to give you the chance to do some work on your own organisation so we’ll be trying out a new outcomes framework here and now, under strict time trial conditions!
  • Our new publication, Evidencing Impact and Value, is intended as a reference guide for cultural organisations. It broadly covers most of what we’ve covered today ie.
  • Understanding the wider socio economic environment,
  • evaluating the merits of economic impact models,
  • and articulating value and impact.
    Everything we do at ANE is aimed at getting more people more involved in arts and culture. But this isn’t as straightforward as it first seems. There is more to audience development than ‘bums on seats’ and much of our work is business to business, working with the cultural sector to provide bespoke training, research and marketing to make it stronger and more sustainable.
    However, the question I always get asked by prospective subscribers, the one that haunts my dreams, is ‘how many audiences have you developed then?’.
    In the absence of a magic ANE box office which would give us this answer, I have concentrated on developing impact and value statements based on quantitative and qualitative data we have available because of our monitoring practices.
    There are 24 impact and value statements in the publication, but there could be dozens more. I took as a starting point our five strategic aims, and looked at how we could evidence delivery of them.
    Have a read of the statements and if you have any questions please don’t hesitate to ask. One of the most useful calculations for me was the total audience we reach through all our marketing activities – at 3,677,875 over the past 12 months, it was probably a lot higher than I thought, and gives me a rather impressive answer to the dreaded ‘how many’ questions.
    It was the ‘value’ calculations however, which arm me with some really profound evidence of the return on investment we deliver.
  • This statement is based on the value of the services we provide, compared to the public investment we receive. So for a public investment of around £140,000 in a year from the arts council and our subscribers, we provided over £280,000 worth of benefits, calculated according to their commercial market value.
    The average commercial value of the ANE subscription to a single venue is just over £3,000. Including online marketing, training opportunities, advice and support. The average amount paid per venue is £267, though it ranges from £110 to £825. Without public investment, an organisation like ANE could not exist – arguably, what we do right now is not commercially viable, yet it is so valuable.
  • There are going to be tough decisions made, and we as a sector must articulate our value as passionately and proactively as possible, if we are to stand a chance of winning the continued support of our funders and audiences. I’ve included some of the most compelling impact and value statements I’ve heard recently about the arts. George Osborne says that policymakers haven’t woken up to the economic importance of the cultural industries, and I’m not sure that we as a sector have either.
  • Now lets put some of what we’ve learned into practice by using a newly developed outcomes framework for culture and sport. Each of you will leave today with an ‘outcomes triangle’ and ‘logic model’ for your organisation.
    The reason we’ve chosen to work through the I&DeA model is that it is newly developed and intended to develop a robust evidence base for the impact and value of culture and sport. It is a methodology that all of you should find useful, whatever your organisational and funding structure, because it is a robust evidential framework linked directly to governmental policy.
    Today we are going to work through the first part of the process, up to step 3, so that you can take away a seeding document and practical experience of applying this model to your own organisation. Hopefully this will provide you with the confidence and knowledge to use the framework further, and complete the ‘circle’.
    We have used generic themes and performance indicators, and you may need to refer to the sources of local information that are suggested on your first worksheet in order to tailor your framework to your local area.
  • Why do it? An outcomes framework will help you…
    measure and evidence the contribution culture makes to better outcomes in areas of policy that matter most locally
    communicate to opinion formers and decision makers the value of culture to individuals, communities and places
    inform advocacy that makes the case for investment in culture and sport
    strengthen collaborative working and partnerships
    Today we’ll create theme-based frameworks. You can always create a generic framework later.
  • List the themes.
    Everyone on your table will work on the same theme but you will complete the outcomes triangle and logic model for your own organisation.
  • Open your pack and look at outcomes triangle template 1.
    The outcomes triangle gives an overview of how culture contributes to local priorities
    It illustrates the different levels of outcome that cultural provision contributes to
    Consider the long list in column 1 of ‘Outcomes Triangle template 1’. We have provided these outcomes for you, based on the seven policy themes. You may need to look at your Local Area Agreement to find out which outcomes are most important to your local area.
  • In column 2 List ways that your organisation contributes to this outcome
    If you can’t see a connection, mark the outcome ‘no’.
    You have ten minutes, go through quickly, then revisit each item on the long list and think again about whether your organisation contributes to that outcome.
  • I’ll give you a two minute warning, at which point make sure you’ve listed your final shortlist of outcomes you contribute to from the initial long list.
    10 minutes – go!
  • Now take outcomes triangle template 2.
  • Transfer your final shortlist to the boxes on the triangle. Use the symbols to indicate which column goes in which bit of the triangle.
    Five minutes to complete this. Go!
    Now you have an illustration of the different levels of outcome that your organisation contributes to.
  • The logic model illustrates the main links between service activities and local outcomes. It is an aid to understanding the benefits of culture and sport to individuals, communities and places, and how these in turn contribute to strategic outcomes in the short and long term.
    Take your top four service outcomes from the bottom tier of your outcomes triangle and add to column 2 of ’Logic Model template 1’ (the one with the # symbol)
    3 minutes. Go!
  • List the activities and outputs of your organisation or service. Group similar activities together.
    5 minutes. Go!
  • Write down your assumptions in column 3. Take one of the service activities and or outputs listed in column one, then ask yourself how or why you think that does or could contribute to the service outcomes
    10 minutes. Go!
    At end – you can see now that you have created a set of value statements by linking logically the key service outputs with your key activities.
  • Take your list of service outcomes, local strategic intermediate and long-term outcomes from your outcomes triangle and add to columns 1 to 3 of ‘Logic Model template 2’
    Five minutes – go!
  • Write down your assumptions in column 4
    Group similar assumptions together as benefits across the service outcomes
    For example, you may have written down for both leadership programmes and skills courses that they can "increase the skills and qualifications of local people“
    Here are the individual, community and national benefits of engaging culture and sport. Use these to enhance your benefits statements.
    List the benefits you feel have the strongest evidence. Add this list to column 5
    Feel free to discuss. You have 15 minutes
  • Transcript

    • 1. Articulating Impact and Value Caroline Greener Marketing Manager Audiences North East
    • 2. Session Content • Impact and Value Publication • Creating an Outcomes Framework using the new I&DeA model for culture and sport ( )
    • 3. Our impact, our value “For every pound invested in Audiences North East through public funding and subscribers, ANE provides benefits and services to the cultural sector worth double the value.”
    • 4. Why do it? • Measure and evidence culture’s contribution to areas of policy that matter • Communicate • Inform advocacy • Strengthen collaborations and partnerships
    • 5. Policy Themes • Children and young people • Economy • Generic • Health and wellbeing • Older people • Safer communities • Stronger communities
    • 6. Outcomes Triangle – template 1
    • 7. Outcomes Triangle – template 1
    • 8. Outcomes Triangle – template 1
    • 9. Outcomes Triangle – template 2
    • 10. Outcomes Triangle – template 2
    • 11. Logic Model template 1
    • 12. Logic Model template 1
    • 13. Logic Model template 1
    • 14. Logic Model template 2
    • 15. Benefits of engaging in culture and sport Individual engager Achievement Continuity with the past Creativity Diversion Enjoyment Escape Expression Health Income Inspiration Knowledge of culture Self-esteem Self-identify Skills/competency Solace/consolation Community Bequest value Community cohesion Community identity Creativity Employment Existence value Innovation Option to use Productivity Reduced crime Shared experience Social capital National Citizenship International reputation National pride
    • 16. Next Steps • Review the evidence • Select your performance indicators • Finalise your framework • Implement and share