Are you measuring what really matters?

Are you measuring what really matters?

Most organisations already collect data. In fact, many collect too much of the wrong kind.

We regularly see charities that:

• report extensively to funders but rarely use data internally

• collect information that doesn’t clearly link back to strategic priorities

• rely on anecdotal evidence when making significant service or resourcing decisions

At the same time, expectations are rising. Funders, commissioners and regulators increasingly want to see:

• outcomes clearly linked to need and strategy

• evidence of learning and adaptation

• accountability to service users

• confidence that resources are being used effectively

The challenge isn’t effort. It’s using evidence in a way that genuinely supports leadership and governance.

What Is MEAL (and Why It’s Different)

MEAL stands for Monitoring, Evaluation, Accountability and Learning. When done well, it is not a technical exercise or a reporting burden — it is a practical way of connecting strategy, delivery and decision-making.

Put simply:

• Monitoring checks whether plans are being delivered

• Evaluation explores whether change is actually happening

• Accountability ensures organisations listen to those they serve

• Learning turns evidence into action and improvement

MEAL shifts organisations from “Did we deliver?” to “Is this working — and what should we do differently?”

Why Many Impact Systems Don’t Add Value

Impact frameworks often fail not because organisations lack commitment, but because systems are:

• copied from funder templates rather than designed for context

• disconnected from frontline delivery and management processes

• overly complex for the organisation’s size and capacity

• viewed as a compliance task rather than a leadership tool

The result is data that exists — but doesn’t meaningfully inform strategy, service design or board-level discussion.

What Good MEAL Looks Like in Practice

When impact and learning systems work well, they are usually simpler than expected.

Effective approaches tend to include:

• clear outcomes directly linked to organisational priorities

• indicators that reflect meaningful change, not just volume

• qualitative insight alongside numbers to explain what is happening

• structured reflection points built into management and board cycles

• confidence to adapt services based on evidence

Crucially, data is designed to answer the organisation’s own questions, not just external reporting requirements.

From Data Collection to Better Decisions

At Impact Ireland, our work in this area is grounded in experience across Irish charities, public bodies and complex programmes. We support organisations to move from good intentions to evidence-informed leadership.

Our focus is on helping organisations:

• translate strategic plans and theories of change into measurable, usable frameworks

• identify what information leaders and boards actually need to make decisions

• embed learning into existing governance and management processes

• strengthen funder readiness through credible, outcome-focused impact narratives

• use proportionate digital tools to reduce burden and increase insight

This is not about “more data”. It is about clarity, confidence and better choices — for executives, boards and the communities they serve.

What This Looks Like in Practice (For Boards)

A typical engagement might involve:

• A short review of how strategy, outcomes and data currently connect

• Clarifying what the board needs to see to exercise effective oversight

• Identifying a small number of meaningful outcomes and indicators

• Strengthening how learning and evidence feed into board papers and decisions

• Practical recommendations that are proportionate to risk, size and capacity

The outcome:

• clearer board-level assurance

• more focused reporting

• stronger evidence for decision-making

• increased confidence when engaging with funders and regulators

This work is always phased and realistic, avoiding unnecessary burden on staff.

When Is This Approach Most Useful?

You may benefit from this type of support if:

• your strategy feels disconnected from day-to-day delivery

• data is collected but not discussed meaningfully at board level

• funders are asking more searching questions about outcomes

• learning happens informally rather than systematically

• you want greater confidence in the organisation’s impact story

Impact Is About Learning, Not Perfection

No organisation measures impact perfectly — and that’s not the goal.

Strong impact and learning systems create:

• clarity about what success really looks like

• evidence to improve services over time

• accountability to the people you exist to serve

• confidence in telling a clear, credible impact story

Ultimately, this work isn’t about proving you’re right.
It’s about learning, adapting and doing better.

A Note for CEOs and Board Chairs

If you want confidence that your organisation’s strategy, services and impact are genuinely aligned — and that the information coming to board level supports good decision-making — we work with leadership teams to design practical, proportionate approaches to impact and learning that add value rather than complexity.

Our focus is on assurance, clarity and improvement, not over-engineered frameworks.

If this resonates, an initial conversation can help clarify whether this approach would be useful for your organisation. Get in touch!