For years, public relations practitioners have been guilty of counting mushrooms and calling it impact. Column inches, media clippings, impressions and, worst of all, Advertising Value Equivalents (AVEs) were presented as evidence of success. They looked impressive on paper, literally files of the stuff, but they rarely answered the only question that truly matters to decision-makers: So, what changed?
When I wrote about measurement and evaluation a decade ago, the profession was already at a crossroads. Today, that crossroads has become a one-way street. PR has evolved from a tactical support function into a strategic discipline that sits at the heart of organisational performance. As we huddled for a PR Masterclass in scenic Victoria Falls, Zimbabwe, the team of professionals agreed that measurement can no longer be about volume. It must be about value.
The challenge is not that PR lacks data. In fact, we are drowning in it. The problem has always been about relevance. Counting outputs without linking them to outcomes and impact is like harvesting mushrooms without checking whether anyone actually ate them or benefited.
From activity to effect: understanding the evaluation journey
Effective measurement starts by distinguishing between what we did and what actually changed. Modern evaluation frameworks draw a clear line between four stages: outputs, outtakes, outcomes and impact.
Outputs are the easiest to measure. They include media coverage, impressions, social posts published or event attendance. Outputs tell us about activity and volume, not effectiveness.
Outtakes go a step further. They assess what audiences noticed, understood or felt. Message recall, sentiment, awareness and comprehension sit here. This is where we begin to see whether communication landed as intended.
Outcomes focus on behaviour. Did stakeholders act differently? Did they click through to a website, sign up, advocate, change opinion or support a policy position? Outcomes show whether communication influenced decisions.
Impact is the highest level. It answers whether communication contributed to organisational goals such as revenue growth, reputation improvement, risk reduction or policy change. This is where PR earns its seat in the boardroom.
If evaluation stops at outputs, PR remains a cost centre. When it reaches impact, PR becomes a strategic investment.
Why AVEs belong in the past
Few ideas have done more damage to PR credibility than AVEs. The assumption that editorial coverage can be valued as advertising space ignores credibility, context, tone and behavioural effect. Global best practice now rejects AVEs outright, and rightly so.
The Barcelona Principles, which guide ethical and effective communication measurement worldwide, make this explicit. They emphasise clear goal setting, outcomes over outputs, transparency and validity and a total rejection of AVEs as a measure of value.
This shift is not ideological; it is practical. Executives do not manage organisations using hypothetical advertising costs. They manage using outcomes: sales, trust, risk exposure, market confidence and growth.
Planning for measurement, not measuring after the fact
One of the most common mistakes in PR is treating measurement as a post-campaign activity. True evaluation begins at the planning stage. Clear objectives are the foundation. If an objective cannot be measured, it is not an objective, it is a wish. The SMART framework remains essential: objectives must be specific, measurable, achievable, relevant and time-bound.
Equally important is alignment. Communication objectives must link directly to organisational goals. If the business priority is growth, then PR should define how it will support demand, trust or market confidence. If the priority is risk management, PR should define how it will reduce negative exposure or improve stakeholder relationships.
Metrics are not KPIs
Another persistent source of confusion is the difference between metrics and Key Performance Indicators (KPIs). A metric is simply a unit of measurement - followers gained, impressions delivered or articles published. A KPI is a metric tied to a strategic objective.
For example, “total impressions” is a metric. “Click-through rate to high-value content among decision-makers” is a KPI. Mentions of a CEO are metrics; changes in trust or reputation scores are KPIs.
The rule is simple: if a number does not indicate progress toward a strategic goal, it is not a KPI. Modern PR measurement focuses on what stakeholders think and do, not just what they see.
Measuring digital impact with purpose
Digital platforms have expanded the measurement toolkit, but they have also amplified the risk of vanity metrics. Likes, shares and reach mean little unless they are connected to behaviour and outcomes.
Effective digital measurement looks across the full journey, from reach and engagement to conversion and retention. It considers brand indicators, content performance and commercial contribution, linking communication data with business data such as leads, revenue or customer lifetime value.
The real power of digital measurement lies in correlation, not isolation. When positive sentiment aligns with increased sales, or sustained engagement aligns with repeat behaviour, PR begins to demonstrate financial relevance.
Speaking the language of the C-suite
PR data fails not because it is weak, but because it is often presented in the wrong language. Senior leaders think in terms of risk, growth and performance, not media jargon.
Boardroom-ready measurement reframes PR results using business concepts such as inputs, outcomes and impact. It limits reporting to a small number of high-value indicators—the rule of three is often enough—and integrates communication data with internal metrics from sales, HR or investor relations.
When PR demonstrates how it mitigates risk, supports development or protects reputation, its value becomes self-evident.
From measurement to continuous improvement
Measurement is not about proving perfection; it is about enabling improvement. Regular evaluation allows practitioners to refine messages, adjust tactics and allocate resources more effectively.
A practical starting point is an audit of existing metrics. Classify what is being measured as outputs, outtakes, outcomes or impact. Eliminate vanity metrics and AVEs. Redefine objectives using SMART principles. Commit to a small set of outcome-driven KPIs that matter to the organisation.
Most importantly, integrate PR measurement into organisational decision-making. When communication data informs strategy, PR stops being reactive and becomes predictive.
The end of counting mushrooms
The value of public relations is no longer something we argue about; it is something we demonstrate. In a digital, data-rich environment, there is no excuse for measuring activity instead of effect.
Counting mushrooms may still produce impressive numbers, but it will never feed the organisation. Measuring outcomes and impact, on the other hand, shows exactly how communication contributes to success. That is the standard modern PR must meet and the opportunity it can no longer afford to ignore.
*Lenox Mhlanga is a strategic communication consultant and trainer with over 25 years’ experience in the profession. He consults a portfolio of organisations that include blue-chip companies, government ministries, and CSOs in Zimbabwe, Zambia, South Africa and beyond. He can be contacted on mobile: +263 772 400 656 and email: lenoxmhlanga@gmail.com