The need to connect strategic intent with measurable impact has never been greater
Purpose-led organisations are under increasing pressure to show their value — to funders, boards and the communities they serve. Yet strategy and impact measurement are too often treated as separate exercises, leaving a gap between what organisations intend and what they can demonstrate.
I've spent 25 years working across many parts of the health and social care system — from inside government and NFPs to commissioning, regulation and research.
That breadth means I understand what commissioners expect from providers, what government needs from the sector, and what organisations need from their strategy.
Dr Nerida Joss
MY APPROACH
Strategy without impact measurement is just a plan. Impact measurement without strategy is just data.
For organisations to truly bring about positive social change, both strategy and impact measurement need to align. I work at the intersection of strategy, evidence and impact measurement.
My approach draws on three lenses to always ensure that complexity is managed from multiple angles and go beyond traditional research and methods.
SYSTEMS THINKING | Systems perspective
Understanding how your organisation sits within the broader health and social care system — where the leverage points are and how change actually happens across the whole system, not just your part of it.
DESIGN THINKING | People-centred approach
Putting the people you serve at the centre of how you plan, design and evaluation. Grounding strategy and measurement in lived experience and ensuring that approaches are people-led.
FUTURES THINKING | Future-ready strategy
Helping you create a vision for the future that is adaptive and future focused.