Data and impact framework for asset-based work

Partners in Care and Health commissioned National Development Team for Inclusion (NDTi) to develop a practical guide for meaningful measurement in whole system transformation programmes. It is based on the learning from work with councils who belong to their Community Led Support (CLS) network. CLS is a strengths-based approach to social care. This involves working with people and communities to achieve what matters to them, and builds on existing relationships, skills, networks and strengths they already have.

This framework looks to account for the preconditions, risks and opportunities that exist for councils seeking to adopt a community capacity-based approach and measure the impact of moving towards this strengths-based approach.

An impact framework is essential for complex, multi-organisational work because it goes beyond basic performance measures to capture the bigger picture. It helps align diverse partners around shared goals, track progress across systems, and test assumptions about what’s driving change.

Unlike a performance framework, which often focuses on short-term operational outputs and efficiency in a single organisation, an impact framework helps you understand your work at a much larger scale, looking at meaningful change across multiple organisations and over a longer period of time.

By focusing on learning and impact - not just outputs - it provides the insight needed to adapt, improve, and deliver meaningful, long-term transformation.

A good impact framework will help you to:

• Show the bigger picture: Capture the lasting outcomes of your work, such as improved wellbeing or healthier communities.
• Navigate complexity: Understand how your efforts create ripple effects, that directly and indirectly promote the outcomes and impacts you want to see.
• Guide decisions: Use insights to align your activities with your organisation’s mission and goals.
• Involve stakeholders: Co-create a shared understanding of what success looks like with residents and citizens and your partners.
• Build accountability: Prove not just what you’ve done, but the real-world difference it has made. In short, an impact framework ensures you’re focusing on what really matters and using that understanding to drive positive change towards your shared goals.

This guide is designed to help you create an impact framework that works for your organisation, and helps you understand and deliver outcomes and impact for any transformational change, no matter what its size or complexity.

Our advice is to pick the tools or methods that you would find most appropriate to strengthen or enhance your approach to data and impacts. Do not feel that everything is mandatory, and don’t feel constricted by the approach. Take what is useful and leave what is not.

Whichever of the tools or methods in this guide you choose to use, ask yourself these key questions about your existing approach to any data and impacts:

• Is It clear? Are you able tell the story of the aims, intents and goals for the work, and how your activity and measures will support delivery of these?
• Is It relevant? Have you worked with others to ensure your work reflects what matters most to your stakeholders?
• Is It balanced? Do you combine quantitative data with meaningful stories and qualitative insights? Can you tell a story of value and importance to people?
• Is It actionable? Are the measures and insights detailed and sharp enough to drive improvements and inform your decision-making?
• Is It adaptable? Can you adjust it as you learn more about your assumptions or as circumstances change?

If you can answer “yes” to these questions, you’re on the right track for a framework that’s both practical and meaningful.

An asset-based approach to creating a powerful and effective Data and Impact framework starts with four intentions: to Surface, Shape, Sharpen, Share. So, let’s start there.

• Surface: Articulate what you want to achieve and how you want to achieve it. Define what success looks like for your work and involve the people who matter most to get the best ideas and knowledge for the journey ahead.
• Shape: Make the logical connections between your resources and activity and the immediate outcomes, outputs and the big picture impacts you need to see.
• Sharpen: Test your assumptions by collecting the insights from those most experienced in the area and use the best data and most meaningful measures for the knowledge and learning to deliver your ambitions and tell the full story of your impact.
• Share: Use your data and learning intelligently and effectively, embedding what you know into governance and improvement processes and sharing it effectively with partners and those who are responsible for delivering the day-to-day activity to drive progress.

Surface

The first step in the creation of the Impact Framework is being clear on where you are and what you’re trying to achieve:

• What’s Your vision? Think long-term. What changes do you want to see in people’s lives, in your community, or in the system as a whole?
• Where are you now? Make the case for the change and be clear on the size of the task ahead. What are the reasons for undertaking this change and what will compel others to join you on this journey?

NDTi’s Community Led Support programme uses the Extended Logic Model Approach (ELMO) to help surface and articulate the answers to these questions. 

Here are some key lines of questioning to consider as you begin:

• What is the issue we are trying to solve?
• Where do we need to be?
• Who is affected by this issue?
• Who cares that this issue is resolved?
• What will things be like if the issue no longer existed?
• What will we be able to see when we work differently?

These questions will help clarify your thinking. They also play an important part in helping identify those most likely benefit from your changes and those most affected by the issue you are looking to resolve. It is these people who can make an important contribution as they will be an invaluable source of knowledge and ideas, and help you coproduce and codesign solutions.

Sharpen

An impact framework should reflect what matters to everyone involved. It is important that you bring together all the stakeholders to define a shared view of success:

• Ask people in your communities: What changes are most important to them? What does ‘good’ look like for them?
• Check with funders and partners: What outcomes do they care about most? How do their work and commitments align with your vision and impacts?
• Talk to your teams: What have they seen work? What experiences and insights can they bring to help you succeed? What has been tried before? 

The voice of those closest to the problem is often the most enlightening and can help you with practical solutions. Their knowledge and experience of what has worked and not worked in the past, can help you get started quickly and help you avoid previous issues or mistakes. Good partnerships can be an additional resource, and everyone will have their own reasons for wanting to support your success. This view of the wider system and its priorities as well as the voices of those with direct experience of the issues you need to tackle, or resolve is essential. Bringing this all together will allow you to start to see the links between what needs to be done (inputs and outputs) and the changes that are expected to emerge as a result.

Shape

A central element of the approach is a strong theory of change or logic model that clearly establishes the links between activity and impacts. These links show how changes will emerge over the short and long term as a result of the activity and its effects.

• Direct impacts, outputs and outcomes: These are the immediately recognisable and measurable changes that are the result of your efforts and activities. An example of this might be more people attending a community hub for early advice and support.
• Indirect impacts: These are the medium-term ‘ripple effects’ that you expect to result from your work over time. An example of this might be stronger community bonds or reductions in the number of people requiring a service.
• Systemic impacts: These are the big-ticket, long-term shifts that speak to your vision. These are impacts like reduced health inequalities, increased independence and wellbeing for people in their communities.

Systemic impacts: These are the big-ticket, long-term shifts that speak to your vision. These are impacts like reduced health inequalities, increased independence and wellbeing for people in their communities. Building an end-to-end Logic Model or Theory of Change, and explaining how it represents anticipated changes, is an excellent way to articulate your thinking and your approach at a high level. It creates an order to the work and helps people to see the inputs and work needed. Everyone can understand how things will play out and see their roles and contribution to the work, as well as forging connections with those who share the same goals or who are vital to the success and flow of the work.

Shape

Meaningful measurement allows us to see our progress, and it also reveals where and how we can improve. Creating measures with purpose and focus may mean seeking new data or rethinking how we use our existing data. It needs a balance of measures that speak to the aims and intent of our work.

• Track quantitative data: Look at things you can count, like participation rates or hospital admissions.
• Use proxies or indicators: Find measurable signs of harder-to-track outcomes (e.g., social connection as a proxy for reduced loneliness).
• Gather qualitative insights: Collect stories, feedback, and case studies to bring the data to life. While you can use existing measures where you have them, don’t just measure what’s easy or available if it doesn’t quite fit your story of change. The benefits of measurement come from a focus on what is meaningful and gives you the best possible understanding of the situation. We can combine existing data to use it in new ways to uncover valuable insights or look for new evidence from the work we are doing.

By focusing on what’s meaningful, even if through creative or indirect approaches, we gain a clearer understanding, make better decisions, and drive outcomes that make a genuine difference.

When direct or regular data isn’t possible or practical, using proxy data or samples can still tell a powerful story about progress and impact. An example might be case stories that describe the impact our work has had on people, or subjective questions about independence and wellbeing.

Here are some questions to help you identify the data needed for your framework:

• Do you have existing data that directly measures this area? Evaluate data quality and availability.
• Is the data accurate and readily available for use during your change programme?
• Can you identify other data which helps you understand this objective or activity?
• Baseline this data set and arrange for regular updates to inform monitoring and decision-making.
• Consider collecting new data or revisiting the priority of measurement of this activity or outcome
• Implement data flow into governance and decision making throughout the change programme.
• Document any assumptions or limitations of the data set
• Identify potential proxy measures Decide on those elements of your change programme that require measuring or monitoring.

Sharpen

As the data becomes available, we can start to check on the story of change that we have created. It is essential that we are open minded and flexible as we uncover new opportunities or are challenged on our original assumptions.

• Do your assumptions about the connection between your activity, your outputs and the expected outcomes and impacts hold true?
• Are you reaching the right people or places in the right numbers? The logic of the connections may be correct, but your efforts could be targeted in the wrong places.
• Are there any opportunities or unexpected benefits coming from the work?
• Are there new stakeholders or organisations that should be involved?

It is crucial to test the assumptions within a theory of change to see if they hold true. This requires both the capacity and flexibility to adapt - amending assumptions, reprioritising work, or even discontinuing activities if they’re not delivering as expected. The focus should be on learning, and we may not be successful every time right away. Sometimes things work better than anticipated, revealing unexpected opportunities or strengths. By embracing this mindset, we ensure our work evolves based on evidence, enabling a refining of the approach and leading to better, more informed decisions over time.

Share

Getting data to the right people at the right time and in the right format is key. This helps others understand the situation, act on insights, and learn. This means that good design and delivery of data will support your work and be a key driver of its success.

• Data to prove: This is data that shows progress and current situation. To give it context, it should compare the position with a baseline, a comparable area or target.
• Data to improve: This data enables people to make decisions. It seeks to find connections between the data and the opportunities and causes. It breaks the data down to provide key insights, forecasts and consequences.
• From form to inform: Timeliness is key. Can you deliver activity and impact data directly to those who can make decisions on resources and activity? Can you deliver data to front-line staff about their work?

Effective data use ensures the right information reaches the right people, in the right format, at the right time. Frontline teams need real-time insights for daily decisions, while leaders require strategic data to track progress and guide change. Tailored, accessible data – through dashboards, reports, or visuals – drives decisions, learning, and action. Connecting system-wide data with new insights is key to supporting change. Combining data across organisations uncovers trends, fills gaps, and fosters collaboration, while new data collection tests assumptions and measures impact. This creates a dynamic view of progress, enabling adaptation and meaningful change.

Share

Change programmes must tell their story to inspire, engage, and ensure progress is understood.

A clear, compelling story helps celebrate successes, share learning, and motivate people to stay committed. It brings the change to life, connecting data and outcomes with real experiences, making the journey meaningful and memorable: 

• Focus on people: Share real experiences and voices to show how the change has made a difference for individuals, teams, or communities.
• Balance success and learning: Celebrate achievements while being open about challenges and the lessons learned - this builds trust and shows growth.
• Make it visual and accessible: Use visuals, data, and stories tailored to your audience to ensure your message is clear, engaging, and easy to remember.

A story brings change programmes to life in ways that facts alone cannot. While data shows progress, stories connect people to purpose, making change meaningful, relatable, and memorable. Stories motivate those involved by celebrating successes, recognising their hard work, and demonstrating the impact of their efforts.

Sharing the story also strengthens communication, ensuring stakeholders at all levels from frontline teams to leaders, local people and partners understand the journey and the reasons behind decisions. By weaving together evidence, experiences, and outcomes, stories make information "stick" and inspire others to engage, contribute, and collaborate.

In complex change, where progress can feel slow or fragmented, a well-told story keeps people connected to the bigger picture. It highlights progress, builds momentum, and provides a shared sense of purpose - turning what might feel like isolated efforts into a collective, inspiring journey of transformation and ultimately to impacts.

• CLS Extended Logic Model (ELMO): A structured framework for identifying inputs, activities, outputs, outcomes, and impacts. It provides clarity in planning and tracking the change process, creating a shared understanding of both the journey and what success looks like.
• Theory of Change Framework: Maps out the long-term vision and the steps needed to achieve it, linking activities to outcomes. This approach aligns stakeholders and ensures that success is clearly defined and grounded in shared objectives.
• Human-Centred Design: Focuses on placing people at the centre by understanding their needs and lived experiences. Through co-creation with stakeholders, this approach ensures that the vision and definition of success reflect real needs and aspirations.
• Community-led support costed case studies: A disciplined methodology for extracting economic, social, and fiscal value from individual case studies or life stories within health and social care.
• Appreciative inquiry: Builds on strengths and past successes to create a positive vision for the future. By engaging stakeholders in a strengths-based conversation, this approach fosters optimism, and a collective understanding of what success can look like.
• Collaborative goal-setting workshops: Brings stakeholders and communities together to establish shared visions, priorities, and measures of success. This approach fosters alignment, builds consensus, and creates a sense of shared ownership.
• CLS data and difference workshops: Collaborative sessions that bring together technical staff, operational staff, and other stakeholders to define and refine what data can be used and how it can deliver the best results. These workshops explore existing data, identify gaps, and ensure data strategies align with the aims of the work.
• Impact measurement frameworks approaches
  • Social Return on Investment
  • Results-Based Accountability: These provide a structured way to assess the broader impact of activities and understand economic benefits of the changes.