Unlike traditional project metrics that focus on quantifiable outcomes, measuring JEDI effectiveness often requires a mixed approach, looking at progress over time, listening to the communities we work with, and understanding how the initiatives we’ve put in place are shifting mindsets and systems.

It’s also useful to find ways to capture both tangible and intangible – like shifting behaviours or mindsets, or building cultures of allyship.

Define Your Goals

The first step is defining your goals, in alignment with your communities and partners – ideally, co-designed so you can ensure the process is comprehensive. This could involve creating more inclusive hiring practices, amplifying underrepresented voices, or working towards equitable resource distribution. Identify what each group of people want to learn out of the impact assessment, and find a way to address all of them.

JEDI when done right works at the systems level to also shift longer-term practices, so factor in an examination of some larger goals, like how your organisation tackles corruption or fraud charges. It’s also useful to set goals over a time period that allows for meaningful progress measurement. Track incremental changes and celebrate small achievements as part of the larger journey.

Mixed Methods

Quantitative data is important, but it doesn’t tell the whole story in JEDI work. Sure, you can track things like how many people from underrepresented groups are hired, or how many positions of power they occupy – but numbers alone can’t capture the depth of change.

Qualitative data is where you get insights into the lived experiences of those involved. This might include feedback from staff or community members, case studies, or even narrative reports from projects. Collecting stories from the people impacted by your work—whether they are within your organisation or in the places we work—can help you understand the real effects of your efforts.

Surveys, interviews, and focus groups can give you a more rounded view of how people feel about the changes that are being implemented. Are people from marginalised communities feeling more empowered? How, specifically? Do staff feel that equity is becoming more embedded in the organisational culture? Again – how, specifically? These kinds of questions help to provide a fuller picture of what’s happening.

Evaluate Over Time

JEDI work is a long game. It’s crucial to recognise that cultural and systemic change doesn’t happen overnight, so measuring impact over time is essential. Make sure you’re checking at regular intervals—whether that’s quarterly, annually, or at the end of specific project phases.

Look for trends over time. Are people from underrepresented groups moving into leadership roles? Is there evidence that your partnerships are more equitable? Are systems and policies being adjusted to be more inclusive? These trends can tell you whether your JEDI work is embedded and evolving.

Involve Communities and Partners

It’s critical to also involve the people who are impacted by your JEDI work in the measurement process, as co-designers and co-analysts. This isn’t about imposing external measures; it’s about co-creating the definitions of success with those who know the issues best. Communities and partners will have a better understanding of what success looks like in their context, and their perspectives can often reveal ideas you hadn’t considered.

Capture Systemic and Cultural Shifts

Finally, look beyond the surface-level indicators to understand the deeper cultural shifts. Has the organisation become more open to challenging conversations? Are you seeing greater accountability for bias and inequities? These are signs of cultural transformation, which can be harder to measure but are just as important.

By using a mix of data, involving those affected, and keeping your goals focused on long-term impact, you can measure the true effectiveness of your JEDI work. It’s not just about numbers—it’s about real, meaningful change that creates justice and equity for everyone involved.