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Intended Learning outcomesThis page is designed to help you:
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You might already know what you want to measure, based on the outcomes you have mapped. However, it’s important to think about what you want to measure and how you will do this. What indicatorswill help you know if a change has occurred?
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What is an indicator?
An indicator is information that allows us to measure whether you are achieving your desired outcomes. They show whether the outcome has happened or not. When you look at your Change Pathway, the outcome itself might not be what you measure but you might measure something that indicates that the change has taken place. Each outcome could have one or more indicators associated with it.
A good question to ask yourself when thinking about setting indicators is: what kind of ‘proof’ do you want to have before you can claim something has changed as a consequence of your activities?
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Explainer - indicators vs. outputs Indicators can often be confused with outputs, because we are talking about something that is measurable. Outputs are the quantifiable activities of your project. You can see them as the summary of what happened in numbers. Indicators help you to understand and measure if you are achieving your outcomes. |
Indicators can be measured in the short-term, medium-term or long-term, and you might also emerge with indicators for your impact.
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Subjective and objective indicators
There are two types of indicators. Ideally, you will achieve a balance of objective and subjective indicators. For example, a museum has more visitors to its digital site (objective) but visitors don’t feel that they connect personally to the theme (subjective).
Objective indicators represent facts - for example, income or visits to a museum.
Some examples include:
Number of researchers who would recommend Europeana Pro to a colleague or friend (short - long term, quantitative)
Number of times Europeana resources are referenced in published research since 2010 (long term, quantitative)
Subjective indicators represent opinions or perceptions - for example, enjoyment or quality of life.
Such as:
Researchers in the Europeana Research Community who report that access to Europeana enables them to complete high quality research (short and/or long term, qualitative)
Pupils are more active or enthusiastic after working with an immersive heritage application (short term, qualitative)
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Tip It can be tempting to focus on data that are convenient and easily available rather than on what tells the most important story. Avoid letting convenience determine what you measure. |
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Short quiz - test what you know about subjective and objective indicators
Are the following indicators objective or subjective?
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Subjective.The result could be interpreted differently as it is not a clear ‘fact’. |
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Objective.This is data that we can gather through analytics and that needs no interpretation. |
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Objective.This is data that we can gather through analytics and that needs no interpretation. |
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Subjective.The definition of ‘up to date’ is subjective, and so too is the decision of what should be in a national strategy. |
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Subjective.This is reported on subjectively, even if it can be collected in a quantitative way. |
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Learn from
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existing indicators
There may not be one gold list of indicators for us to use, but this doesn’t mean you have to reinvent the wheel. Standard indicators are commonly developed and used in cultural research and in other sectors, as well as in global cross-sector strategic initiatives such as the UN’s Sustainable Development Goals. Some may not be directly relevant for your work but it’s good practice to see if the data you collect can be comparable or benefit from following others' practices.
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Tip
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You might also want to look at literature, case studies, or similar work that other organisations similar to yours have done. This will help you to further focus on what still needs to be measured.
Take a look at examples of commonly-used indicators used in the cultural sector for inspiration
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Prioritisation
It’s not realistic to try to measure every outcome for every stakeholder. In Phase one, you will have prioritised the stakeholders for whom you think you have the greatest impact, or for whom you need to measure the impact of your work. Now, we have the opportunity to think of the outcomes that are most important for these stakeholders and which indicators best help you evidence whether or not these outcomes have occurred. Your goal is to agree which outcomes are your priority to measure, and which you can live without.
We have two ways of thinking of how to prioritise which together helps you to focus on which outcomes are more important to support your vision of impact.
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Materiality
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Accountability
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Is the outcome significant enough for the stakeholder for you to measure it?
Is it a big or a small change?
How important is this change? For whom, and why?
Why is it valuable to better understand?
If you had done nothing, how much of this change would have been realised anyway? This is a subjective assessment, but ask yourself:
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Which outcomes are you responsible for?
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What does your accountability line tell you? Does it have to change?
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Tip Keep the focus on all the impact you make. It is tempting to focus on collecting data on the positive changes while ignoring the unintended consequences (negative or positive) of your work. |
Develop your indicators
Think about conducting an indicator workshop with your colleagues. You can follow the steps outlined in this case study.
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Next step
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Add your indicators to your data collection plan
At the end of this step you will have identified the indicators that you’ll want to measure. Add these to the data collection plan and then move forward to choose the methods that will help you measure them.
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