Book contents
- Frontmatter
- Contents
- List of Figures and Tables
- List of Case Studies
- About the author
- Acknowledgements
- List of Abbreviations
- Introduction
- 1 The context of measuring impact to deliver strategic value
- 2 The Balanced Value Impact Model
- 3 Impact in Libraries, Archives, Museums and Other Memory Institutions
- 4 Finding value and Impact in an Attention Economy
- 5 Strategic Perspectives and Value Lenses
- 6 Planning to plan with the BVI Model
- 7 Implementing the BVI Framework
- 8 Europeana case study implementing the BVI Model
- 9 Using the Outcomes of the BVI Model
- 10 Impact as a Call to Action
- References
- Index
9 - Using the Outcomes of the BVI Model
Published online by Cambridge University Press: 22 February 2020
- Frontmatter
- Contents
- List of Figures and Tables
- List of Case Studies
- About the author
- Acknowledgements
- List of Abbreviations
- Introduction
- 1 The context of measuring impact to deliver strategic value
- 2 The Balanced Value Impact Model
- 3 Impact in Libraries, Archives, Museums and Other Memory Institutions
- 4 Finding value and Impact in an Attention Economy
- 5 Strategic Perspectives and Value Lenses
- 6 Planning to plan with the BVI Model
- 7 Implementing the BVI Framework
- 8 Europeana case study implementing the BVI Model
- 9 Using the Outcomes of the BVI Model
- 10 Impact as a Call to Action
- References
- Index
Summary
Transitioning from outputs to outcomes to impact
Outputs are the direct products of the digital resource measured. They consist of data in both statistical quantitative form and qualitative evidence modes. Outputs therefore often talk to performance measures or monitoring information. For example, a measure of the number of items digitised in relation to the number predicted in the project plan. Likewise, keeping track of the number of online users for a web-based resource over time is monitoring activity. Neither is an outcome until it is evaluated in such a way as to show the specific changes that have occurred to the community of stakeholders.
The Logic Model example in Figure 9.1 provides a neat way to visualise the transition from activity, through outputs and data gathering, to outcomes and impact.
Outcomes are the specific changes and consequences evaluated, such as behaviours, knowledge, skills, status, wealth, well-being or effectiveness, to mention a few instances.
Impacts are the fundamental changes that occur because the outcomes demonstrate a set of benefits to a defined group in a specific timeframe. Such impacts can be intended or unintended and, most importantly, may be either positive or negative to some or all of the stakeholders.
The inherent risk in finding undesired impacts, or of not having changed things significantly enough, is a possible reason why impact assessment is not being done frequently or effectively in the cultural, heritage, academic or creative industries. Especially as there has been a strong presumption that all things digital will be positive in performance and therefore will deliver positive impactful outcomes. Outcomes must also be adjusted to account for changes that would have occurred in any case without the intervention of the digital resource. It is the essence of impact to identify the causal links between the change in people's lives and the intervention represented by the digital resource.
The BVI Model's focus on measuring changes in people's lives and life opportunities means that it reflects this need to observe and assess outcomes, not mere outputs. As reported by Paola Marchionni:
Millions of pounds of public funding have been spent in digitisation so far. However, this is still, on the whole, an activity which only pays partial attention to the users for whom the content is being digitized, and their relevant needs.
(Marchionni, 2009)- Type
- Chapter
- Information
- Delivering Impact with Digital ResourcesPlanning strategy in the attention economy, pp. 167 - 196Publisher: FacetPrint publication year: 2019