The purpose of our study was to evaluate how effectively the programme overall and the individual projects within it have been implemented.

One of the key challenges to overcome was the lack of historical data available to measure the impact of the programme.  We devised a method combining ‘hard’ monitoring data on outputs and spend from the Greater Cambridge Partnership with a wide range of interviews.  These interviews allowed us to take into account different points of view and avoid bias, and to explore the ‘theory of change’ for each project and the programme as a whole (ie, mechanisms by which change was expected to take place). 

Our research helped us understand:

• whether the programme was addressing identified needs

• success of interventions

• programme management

• additional benefits delivered to the area

• value for money

Other questions raised by the client were also answered:

• Should there be fewer, larger, interventions?

• Is IiC delivering strategic added value?  The effectiveness of any regeneration programme will be enhanced if it works effectively alongside existing economic and regeneration strategies.

• Do grassroots influence mainstream funders?

The study concluded with our judgement on the effectiveness of the programme and a number of practical recommendations for the client to take the programme forward into the following year.