6 - Planning to plan with the BVI Model

Summary

BVI Model Stage 1: Set the context

Figure 6.1 on the next page shows the Balanced Value Impact Model and its five stages.

• 1 Set the context (Stage 1) focuses information gathered on the organisational and community context though Strategic Perspectives and the Value Lenses.

• 2 Design the Framework (Stage 2) populates a defined logical BVI Framework with decisions about what and whom to measure and how to do that measurement.

• 3 Implement the Framework (Stage 3) is the project management phase, where each of the mini-plans set in Stage 2 is set into action and data gathered that will over time become the impact evidence base.

• 4 Narrate the outcomes and results (Stage 4) collates, analyses and turns the evidence into an impact narrative shared with interested stakeholders, especially decision makers.

• 5 Review and respond (Stage 5) activities should be embedded throughout to establish the iterative and cyclical nature of impact assessment.

The importance of context, ground truths and baselines

Stage 1 is about finding a holistic lens through which to map the relationships across the organisation and its users; to respect the mission and strategy of the whole organisation ecosystem; and to communicate a clear narrative of direction. It is important to continually reflect on what will be measured, why that is worthwhile measuring and what purpose the measurement is serving.

Impact planning will have to balance available resources with desired activities and programmes. Thus, when considering the purpose of setting context a useful outcome would be the development of a shared, agreed set of information or knowledge relating to the planned impact assessment of digital products or services. Sometimes this is referred to as establishing a set of ‘ground truths’. Ground truth refers to information collected on location by observation to establish an accepted group understanding of the reality of a given situation. If such established contextual understanding is not achieved, then the impact assessment and any strategic outcomes will be forever in tension with competing perspectives both within and outside the organisation.

At this point reflect also on the assumptions stated in Chapter 2, remembering in particular that it is not possible to measure everything, nor to measure equally. Choices will inevitably have to be made, and Stage 1 is about supporting choices with useful evidence.