How can social impact-driven organisations balance the need to demonstrate short-term results while contributing to long-term, systemic change?

This was the central theme of discussion at our third Impact Measurement Roundtable for Social Enterprises, which brought together individuals from a range of social enterprises.

The conversation built on insights from our previous session, where we explored the difference between evaluation and impact, the role of storytelling, co-designing frameworks with communities, and the ongoing challenge of measuring complex, long-term change. 

This session focused on how short-term actions connect to long-term impact, and how collaboration, capacity, and contribution play critical roles in that journey.

Short-Term vs. Long-Term Impact

Participants reflected on how short-term impact can act as a starting point that helps build trust, demonstrate momentum, and create a foundation for deeper work. Early outcomes can establish credibility and open doors for partnerships and funding, which are essential for tackling more complex, systemic challenges over time.

By contrast, long-term impact often involves shifting systems, influencing policy, changing community behaviours, or addressing structural barriers. Achieving this level of change requires persistence, collaboration, and cross-sector engagement. 

For many social enterprises, focusing on short—to medium-term outcomes may be the most practical approach. These are measurable and visible and can help build the foundation for systemic change, especially when resources are limited.

The Power (and Challenge) of Collaboration

Collaboration emerged as a recurring theme throughout the discussion. While system change can feel daunting for smaller organisations, participants agreed that partnerships across sectors, disciplines, and communities are key to amplifying reach and influence.

Participants highlighted the opportunities for social enterprises to act as connectors within their ecosystems. Operating outside the constraints of traditional government structures, they can often innovate and respond quickly. 

However, collaboration also demands time and resources, both of which are in short supply for many grassroots organisations.

Practical suggestions to overcome this and grow collaboration efforts included:

• Seeking out networking opportunities with a diversity of skills, backgrounds, and sectors.
  
• Recruiting intentionally, ensuring teams include people who can help build connections across different types of organisations operating in similar areas and with similar communities.
  
• Being curious and open to unconventional partnerships,  including with local councils, universities, or sector working groups.
  
• Starting small through events, shared learning, or pilot projects and allowing partnerships to evolve over time.
  

Everyone agreed that collaboration requires adaptability, reflection, and a willingness to explore where collective influence can achieve what individual efforts cannot.

Grassroots Efforts and Systemic Change

Another strong thread in the discussion was the value of grassroots models. These initiatives, often unfunded or community-led, bring authenticity, trust, and on-the-ground knowledge that can highlight gaps and drive change.

Participants discussed how these efforts can and should feed into broader policy conversations. One example shared involved grassroots advocacy around domestic violence programs that, after years of persistent collaboration and data collection, eventually influenced policy and secured long-term funding.

The key takeaway: grassroots action is where meaningful data and stories originate. The challenge is ensuring that this information is collected, communicated, and used strategically to influence the systems that shape long-term impact.

Attribution vs. Contribution

The group also revisited an important distinction in impact measurement: attribution versus contribution.

• Attribution assumes that an organisation’s activities directly caused the observed change.
  
• Contribution recognises that social change results from multiple influences and actors, while still valuing the organisation’s meaningful role in that process.
  

Acknowledging contribution rather than claiming sole credit can paint a more realistic and collaborative picture of impact, especially in complex systems where change unfolds over time and through collective effort.

Frameworks and Tools

Participants shared several tools and models to support reflection and evaluation, including a six-step approach to revisiting impact reporting and a Continuum of Change Framework, which helps organisations identify their place within the broader process of change.

The continuum encourages social enterprises to be intentional about their role, whether initiating, supporting, or sustaining change, and to reassess this position as their work evolves.

One participant also shared how Volunteering WA were developing a social impact toolkit through a co-design process with volunteers. The project evolved from a paper-based resource to a more interactive, workshop-based model that emphasised learning through collaboration. This experience underscored the importance of flexibility and shared learning in building meaningful, usable tools for impact.

Looking Ahead

The session closed by acknowledging that balancing short and long-term impact is an ongoing process that requires strategic thinking and collective effort. Participants agreed that this topic warrants continued exploration, especially as the social enterprise sector navigates growth, sustainability, and influence within broader systems.

As these roundtables continue, these insights will feed into our shared understanding of how social enterprises can not only measure impact but also amplify it through collaboration, reflection, and systems thinking.

Keen to learn more? Read about our first roundtable and check out our Resource Hub.