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vip_toolkit

VIEWS: 3 PAGES: 43

									                    Evidencing the Value of Infrastructure (EVI)
                                      Toolkit
                                                Pilot version

The purpose of the Evidencing the Value of Infrastructure (EVI) framework and tools is to
enable you to take a comprehensive overview of your work in order to help you:-
    Review needs
    Set strategy and goals
    Gather evidence of your outcomes and impact
    Demonstrate your impact externally

EVI Framework

The work of Infrastructure Organisations (IOs) is complex. IOs need to think about:-
    The individual organisations in your sector1
    The sector as a whole
    The environment2 in which your sector operates




        1. Organisation




                                                                                      3. External context

     2. Collective ‘sector’



1
  We are using the term ‘sector’ here to refer to the constituency that you exist to support. This is likely to be
defined in terms of a geographical area (e.g. East Midlands or England or Hackney), a particular group of
people (e.g. Older people or Asian older people), a type of organisation (e.g. community groups) a
professional group (e.g. fundraisers) or a particular area of expertise (e.g. evaluation) In many cases it will be
defined in terms of several characteristics (e.g. community groups working on mental health within
Birmingham)
2
  We have chosen this term for the external context - policy, funding, public and other aspects of the context in
which your sector operates that has a direct impact on individual organisations and/or the sector as a whole
EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
Pilot version not for circulation outside pilot sites                                                     Page 1
Evidencing the value of IOs means gathering evidence of success within the following
outcome areas at these three levels:-

Individual organisations         The sector                       External context
Are they:-                       Is it:-                          How supportive are:-
1. Needs led and strategic       1. Needs led and strategic           The general public
2. Fit for funding and           2. Fit for funding and               Government
    sustainably funded              sustainably funded                Businesses
3. Delivering effective          3. Supporting effective              Funders
    services                        service delivery
4. Learning and improving        4. Learning and innovative
5. Well led                      5. Supporting strong
6. Well managed                     leadership
7. Using resources               6. Supporting good
    efficiently                     management
8. Positively influencing the    7. Using resources
    environment                     efficiently
                                 8. Positively influencing the
                                    environment

EVI Tools
The EVI toolkit consists of a number of tools for use by IOs, within the above framework:-

Individual organisations              The sector                 External context
 Organisation dial (OD)               Sector dial (SD)          Questions in the sector
 Organisation survey (OS)             Sector survey (SS)          survey (SS)
 Question templates (OT)              Facts and figures         Facts and figures about
 Case study template (OC)               about the sector (SF)      the external environment
 In depth working tools (OW)                                       (EF)

The Organisation Dial and In-depth working tools are designed to support as well as
measure change within an organisation, by providing a focus for discussion and planning
among a group – either with a worker from the IO or internally.

The Sector Dial and external context Dial are designed to be used by the IO itself, possibly
along with other stakeholders within the sector, to review the current situation and set
goals for change and to assess whether change has taken place.

The other tools are standard methods for gathering information from a range of people.

EVI report template
This is a standard template for a report to evidence the value of a particular IO. It provides a
model for drawing together and presenting evidence from all the tools under the eight
impact areas that make up the framework and interpreting the findings to both learn what
works and evidence impact.


EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
Pilot version not for circulation outside pilot sites                                     Page 2
                                                                                          OD
                                   The Organisation Dial

This is a tool which can be used by the organisation itself alone or with a development
worker to help identify strengths and weaknesses as a basis for organisational development

We want to help you to be as effective and efficient as possible in meeting your mission as
an organisation. This means:-

       1.   Being needs led and strategic
       2.   Being fit for funding and sustainably funded
       3.   Delivering effective services
       4.   Learning and improving
       5.   Well led and governed
       6.   Well managed
       7.   Using resources efficiently
       8.   Positively influencing the environment

No organisation achieves this in a single leap. Organisations that have systematically
increased their effectiveness describe a series of steps:-

At risk and unaware: At the beginning practice is very poor but the organisation is not
aware of this and not thinking about change
Aware: They then become aware that practice is poor and want to make changes but may
not know how to and need help
Making changes: From here they start to take action and put in place new initiatives to
tackle key areas
Getting there: Now improvements have been made where needed and things are mostly
good enough
Strong or excellent: Some organisations go on to be very strong and may even start to lead
the field through their good practice and innovation

Have a look at the scales below and see where you are on the journey for each of these
areas. In the scales below, within each of the five stages the first number indicates that
your organisation is just at the start of that stage and the second that it may be nearly up to
the next stage.

When you have done that, plot your scores on the Organisation Dial to see what shape your
organisation is in. You can then go on to think about your goals for development and
complete the Organisation Development Action Plan.




EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
Pilot version not for circulation outside pilot sites                                    Page 3
                                 The Organisation Dial

Name of IO: _________________________________________________

Name of Organisation: __________________________________________

Date of readings: 1. ________________ 2. _________________ 3. ___________________

Now plot your scores on the Dial and see what shape your organisation is in.




You can use this to think about your goals for developing as an organisation and complete
the Organisation Development Action Plan (to follow)




EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
Pilot version not for circulation outside pilot sites                                Page 4
1. Needs led and Strategic
Your organisation is clear about which needs it exist to meet and its intended outcomes. It
has a strategy for achieving those outcomes and understands the current pattern of need in
the area in which you operate.

 1-2    At risk and    Planning is month to month and day to day and, without a clear
        unaware        understanding of needs and strategy for meeting them, your
                       organisation may be pulled in different directions according to
                       funding or external pressures or ignoring important areas of need. By
                       2 some people wish there was time to plan ahead but never quite
                       prioritise it.
 3-4    Aware          Planning is month to month and there is no clear strategy or
                       understanding of needs but there are people in your organisation
                       starting to think ahead and initiatives such as away days to develop a
                       strategy or plans to research need. However these haven’t resulted in
                       a clear strategy yet
 5-6    Making         There is a plan but there are significant shortcomings. For instance it
        changes        is not based on any systematic research into need or it is not actively
                       used or was written by one person without consultation. Where
                       improvements are needed, people are actively working on it
 7-8    Getting        There is a clear written strategy for 3 to 5 years based on some
        there          understanding of need and systems for reviewing this regularly.
                       Understanding of strategy is generally good throughout the
                       organisation but there are pockets going their own way or initiatives
                       that are not strategically justifiable
9-10    Strong-        There is a clear vision based on a focus on the needs of your clients
        excellent      and on achieving outcomes and there is a clear strategy and plans for
                       implementation. Confidence in your direction and value means you
                       only undertake work which fits with your vision and values


2. Fit for funding and sustainably funded
Your organisation has an appropriate range of sources of income - maybe including grants,
earned income, contracts and other sources. The organisation has an effective sustainable
funding strategy and the necessary skills and good relationships with funders to implement
it effectively. People anticipate the end of fixed term funding contracts or grants and plan
well in advance to renew of replace that funding source.

 1-2    At risk and    Your organisation has frequent financial crisis and/or is highly
        unaware        dependent on one or few short term or unreliable sources of income.
                       By 2 someone is considering options to be more sustainable but these
                       are quickly dismissed as inappropriate or impossible.
 3-4    Aware          There are people within your organisation who want to tackle the
                       precarious funding situation but don't know how to or encounter
                       resistance. By 4 they start getting some information or support.
 5-6    Making         There are initiatives underway to find additional sources of income or
EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
Pilot version not for circulation outside pilot sites                                   Page 5
        changes        strengthen existing ones. By 6 you will be seeing some progress
 7-8    Getting        Your organisation has a range of sources of income, some are secure
        there          for over a year but others are very short-term or not very sustainable.
                       Efforts are underway to make your funding situation more robust.
9-10    Strong-        Your organisation has a strong funding base clearly linked to your
        excellent      strategy. By 10 your funding gives you enough strategic freedom to
                       take initiatives and be entrepreneurial as an organisation.


3. Delivering an effective service
Whatever your service is, be it working with individuals or communities or campaigning for
change, it should be delivered using methods that have been shown to be effective. This
means being aware of and using existing knowledge of what works and implementing good
practice in service delivery as appropriate to your work.

 1-2    At risk and     Your organisation is not using effective methods of working and may
        unaware         be delivering the service in the same way as has been done for years
                        without engaging with the wider world to find out about better ways
 3-4    Aware           There are people in your organisation concerned that your service
                        delivery is not as effective as it could be. By 4 one or more people are
                        exploring evidence based practice that might be relevant
 5-6    Making          There are initiatives to improvement your ways of working, but these
        changes         are likely to be encountering resistance from staff and possibly
                        managers or trustees. By 6 improvements are evident at least in
                        some services
 7-8    Getting         Service delivery methods and policies are largely based on methods
        there           known to be effective, but there is quite a lot of variation in the
                        extent to which people implement good practice so quality is quite
                        variable. By 8 it is getting more consistent
 9-10   Strong-         Your organisation delivers an effective service based on evidence of
        excellent       what works and keeps up to date with new methods. By 10, your
                        organisation helps develop good practice in service delivery



4. Learning and improving
As an organisation you value learning and encourage people to try new things and innovate.
You keep up to date with developments in your field and gather evidence of the outcomes
of your work on a regular basis. The information you collect is used as a basis for reflection
and learning and fed into improving what you do. As a result, your organisation is flexible
and creative and a good environment for trying out new ways of working and for
innovation.

 1-2    At risk and Your organisation does not evaluate the effectiveness of its services or
        unaware     monitor outcomes on a regular basis and does not encourage people to
                    reflect on how to improve effectiveness
 3-4    Aware       Your organisation is not learning and improving but there are people
                    who want to change that. By 4 their voices are being heard and there
EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
Pilot version not for circulation outside pilot sites                                    Page 6
                      may be plans for some monitoring or evaluation
 5-6    Making        There are some initiatives to find out what is and is not working or
        changes       encourage innovation. Perhaps there are one-off evaluations and
                      maybe there are systems for measuring outcomes in place but the data
                      is not being collated and analysed. By 6 there are some instances of
                      learning and new ideas being fed into planning but these are one-offs
                      rather than something that happens on a regular basis.
 7-8    Getting       Your organisation is routinely gathering evidence of outcomes and
        there         some do some analysis of the data for learning. By 8, information is
                      routinely used for learning and planning. There is some evidence of
                      initiatives to support innovation.
9-10    Strong-       You are a learning and innovative organisation. You monitor, evaluate
        excellent     and reflect, including understanding your outcomes. By 10 you can
                      evidence instances of learning drawn from reflection and outcome
                      measurement which have led to improvements in service delivery
                      and/or you can point to innovations in the field that have been
                      initiated by your organisation

5. Well led
Your trustees and senior managers understand their roles and responsibilities and carry
those out effectively, including leadership, management of risk and clarity of the respective
roles of the Board and Chief Executive (CEO). Trustee vacancies are filled and your trustees
have the necessary skills between them.

 1-2    At risk and    Your organisation is at risk and lacks leadership because your board
        unaware        and senior management are not functioning well enough. By 2 some
                       board members or senior managers have concerns about this but
                       overall there is no recognition of risk and no change happening.
 3-4    Aware          Your organisation is at risk and lacks leadership but there is
                       recognition of this. By 4 there are individuals within the board or
                       senior management team seeking solutions though change is not yet
                       evident
 5-6    Making         There are issues with leadership and governance but your Board
        changes        and/or senior managers are actively taking steps to improve
                       governance and leadership, setting a vision and improving the way
                       they work together, including challenging past patterns. By 6 you are
                       seeing improvements.
 7-8    Getting        Your board and senior managers cover all key areas of responsibility
        there          well enough to avoid risk to your organisation and mostly work well
                       together, but there is room for improvement in terms of leadership
                       and taking the organisation forward
9-10    Strong-        Your board and senior managers are actively leading and taking your
        excellent      organisation forward and working well together. At 10 the board is a
                       creative, challenging space where everyone works to their potential
                       individually and collectively to achieve the mission of the
                       organisation, and the CEO is taking an effective leadership role


EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
Pilot version not for circulation outside pilot sites                                   Page 7
6. Well managed
As a result of good management of the workforce - including volunteers - your organisation
is a good place to work, where people feel valued and able to take appropriate risk and
people at all levels are able and motivated to work effectively. Levels of staff sickness,
absence and staff turnover are all low. People know what their roles are and there is good
working across and between teams where appropriate.

 1-2    At risk and    Serious management issues - above or below the surface – are putting
        unaware        your organisation at risk. Maybe people are unclear about their roles
                       and responsibilities, overworked, lacking skills, under resourced, de-
                       motivated or afraid to take risks. Perhaps unnecessary time, energy
                       and money are spent due to high levels of sickness, absence, staff
                       turnover or disciplinary issues. By 2 some people are concerned but
                       nothing is being done to change this
 3-4    Aware          Your organisation is at risk due to serious management issues but key
                       people internally recognise the weaknesses and there may be some
                       strengths too. By 4 some people are actively making changes to
                       improve the situation, although the benefits are not yet evident.
 5-6    Making         Changes are being made, things are getting better and poor
        changes        management is not a serious threat to the organisation. However,
                       there are significant management issues - for instance ineffective
                       working between teams, poor management of disciplinary issues or
                       substantial work overload. By 6 people are starting to tackle these
 7-8    Getting        Your organisation is reasonably well-managed. On the whole, people
        there          are able and motivated to do their jobs well and issues that arise are
                       mostly dealt with effectively. There is still room for improvement and
                       by 8, people engaged in making that happen.
9-10    Strong-        The workforce enables the organisation to achieve high performance
        excellent      levels and show that it is truly a cut above its peers and competitors.


7. Using resources efficiently
Your organisation is managing the resources it has efficiently. This includes good financial
management and allocating resources where they are needed most. It may also include
people finding ways to reduce costs and/or increase effectiveness through sharing functions
with other organisations, for example.

 1-2    At risk and    Your organisation is inefficient and/or at risk through poor financial
        unaware        management and allocation of resources and no one is doing anything
                       about this. By 2 at least one person is concerned about these issues
                       but they are not being picked up by others
 3-4    Aware          Poor management of resources mean that the organisation is at risk
                       but key people are aware of this and by 4 are actively getting support
                       to sort things out
 5-6    Making         Work is underway to improve the management of financial and other
        changes        resources. By 6 your organisation is starting to see the benefits but

EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
Pilot version not for circulation outside pilot sites                                   Page 8
                       there is a significant amount to do
 7-8    Getting        Financial management is good enough to enable the organisation to
        there          operate and to provide information for planning and resource
                       allocation. By 8 people are exploring extra efficiency savings or more
                       effective allocation of resources to priority areas
9-10    Strong-        Your organisation manages its finances and uses resources efficiently.
        excellent      By 10 your organisation and has found ways to reduce or share costs
                       and allocate resources to maximum effect and is innovative in
                       exploring ongoing improvements.



8. Positively influencing the environment
This scale is about your organisation having the motivation, skills and contacts to positively
influence your environment and doing so effectively. This includes being clear about what
the key messages are and being able to communicate those messages effectively. This may
be about influencing national or local government policy either on your own or as part of a
network, or helping to improve practice within your sector.

 1-2    At risk and Your organisation does not engage in any way to influence others. This
        unaware     may be seen as somebody else's job or people lack the skills or are
                    unable to prioritise the time.
 3-4    Aware       One or more individuals within your organisation is aware of the need
                    to try and influence some aspects of the wider environment, such as
                    policy or practice, but may not have the contacts or skills necessary to
                    engage effectively or not know the key messages
 5-6    Making      Some people are clear about the key messages your organisation needs
        changes     to communicate in order to make a difference and the organization is
                    starting to find ways to do this, with some success by 6
 7-8    Getting     Your organisation is engaged in discussions or forums to influence key
        there       areas of policy or practice, either individually or as part of a network,
                    though the quality or effectiveness of that engagement varies
9-10    Strong-     Most people within your organisation believe they can and should
        excellent   make a difference when it comes to policies and practice and are
                    effective. By 10 your organisation may be one of the leading voices for
                    change, is well respected and has the ear of key policymakers




EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
Pilot version not for circulation outside pilot sites                                    Page 9
                                                                                          OS
                                The Organisation Survey

This survey is to be completed by workers, managers and volunteers within an organisation.
Completing the survey at regular intervals will give information about change over time
within each of the eight outcome areas.

Name of Organisation: __________________________________ Date: _______________

Your job title or role: _______________________________________________________

Please tick which of the following broadly defines your role:
     Board member                                      Senior manager
     Other volunteer                                   Worker delivering the service
     Team leader or middle manager                     Administration worker

Please respond to the following questions from your own perspective, choosing the options
that you believe best describes your organisation and your experience at the moment.

1. Needs led and Strategic
Which statement best describes your experience in relation to strategy?

    There is no clear strategy as far as I am aware. I can feel unsure of my role, worry
     that we are not meeting important areas of need and/or we get pulled in different
     directions according to funding or external pressures
    I am not aware of a clear understanding of needs or strategy guiding our work but
     some people in the organisation are trying to improve things and there are initiatives
     such as awaydays
    I know that planning is done and there may be an overall strategy but I am not clear
     what is in it or whether it is based on clear understanding of need
    The organisation has a 3 - 5 year strategic plan and I understand the main aims
     within it, but there are things we do that don’t fit with the plan
    I clearly understand the vision and strategy of the organisation; it is focused on the
     needs of our clients and on outcomes and guides work across the organisation
    I don’t know enough to answer this question or it is not relevant to my role

Are you clear how your role and job contributes to meeting the aims or strategy of your
organisation?

      Yes, completely or to a large extent
      Yes, at least in part
      Not sure
      No, hardly or not at all

EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
Pilot version not for circulation outside pilot sites                               Page 10
Please add any comments on your view of how needs led and strategic your organisation is
and/or your understanding of that strategy:
_________________________________________________________________________
_________________________________________________________________________

2. Fit for funding and sustainably funded
In your view, on a scale of 1-10 how ‘fit for funding’ is your organisation, where 10 is having
good fundraising knowledge and skills internally and the necessary systems in place?

       1       2       3       4       5       6       7     8       9      10

How sustainable do you think your funding is, where 1 is vulnerable and underfunded and
10 means your organisation has a range of sources and you feel confident that funding will
be sustained?

       1       2       3       4       5       6       7     8       9      10

Which of the following best describes your organisation in relation to funding, in your view?

    We seem to go from one funding crisis to the next; this affects my ability to carry out
     my role and little is being done to change this
    Funding is always and issue but people are trying to find new sources of funding or
     make us more fundable
    Funding is not secure but the organisation stays out of crisis and people are actively
     working on ways to diversify funding and/or become more fit for funding
    Funding issues do not have a significant affect on my role, though more needs to be
     done to increase sustainability
    I feel confident that the organisation is sustainably funded and in a way that is linked
     to strategy and gives us freedom to be responsive and entrepreneurial
    I don’t know enough to answer this question or it is not relevant to my role

Please add any comments on your view of how sustainable your organisation is:
_________________________________________________________________________
_________________________________________________________________________

3. Delivering an effective service
On a scale of 1-10, how would you rate the effectiveness of the services delivered or work
done by your organisation, where 10 is fully implementing good practice across all services?

       1       2       3       4       5       6       7     8       9      10

Are you directly involved in delivering the service of your organisation?

    Yes
    No – skip to the next question


EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
Pilot version not for circulation outside pilot sites                                   Page 11
Which of the following best describes the effectiveness and quality of your service delivery,
in your experience?

    I am not sufficiently trained or supported in my role or I am aware that the service is
     not exploring or following good practice guidelines
    I am not well trained or supported but some people are exploring ways to improve
     our service delivery through training or improved methods
    I am receiving training or support and/or improvements are being made to our ways
     of working
    I am trained to the required standard but not confident that we keep up with good
     practice or base our ways of working on methods proved to be successful
    I am trained to a high standard to carry out my role and my skills are regularly
     reviewed and updated with new developments in good practice

What does your organisation do in order to keep up to date with developments in good
practice in service delivery?
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________


4. Learning and improving

Does your organisation routinely evaluate and monitor activities and services, including
gathering evidence of outcomes?

    Yes, including outcomes                                 No
    Yes, but not much on outcomes                           Don’t know

On a scale of 1-10, to what extent does your organisation learn, where 10 includes
information being regularly drawn together and used as a basis for planning?

       1       2       3       4       5       6       7        8     9    10

On a scale of 1-10, how innovative do you consider your organisation to be, where 10
includes having a culture of taking appropriate risks and trying new approaches?

       1       2       3       4       5       6       7        8     9    10

Which of the following best describes your organisation, in your view?

    I am not able to learn from what happens internally or externally to improve my role
     and things are done in the same way as they have been for years
    I am aware of initiatives to improve monitoring and evaluation but learning is not fed
     into improving how I work
    Monitoring and evaluation is done but I am not aware of the learning and/or not
     confident that is fed into ways to improve my role

EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
Pilot version not for circulation outside pilot sites                                  Page 12
    I am aware of or involved in initiatives to evaluate what is and is not working and/or
     link with others in our field; learning and new ideas contribute to planning
    I am confident that what I do is based on evidence of what works and that the
     organisation is effectively both learning and innovative
    I don’t know enough to answer this question or it is not relevant to my role

Please add any comments on your perception of your organisation as learning and
innovative, including evidence for your view:
_________________________________________________________________________
_________________________________________________________________________

5. Well led
Do you always or nearly always have a number of vacancies on your Board of Trustees?

    Yes, usually more than two vacancies
    Yes, but usually only one or two
    No, vacancies are quickly filled

On a scale of 1-10, to what extent would you say your trustees understand their roles and
responsibilities and carry those out effectively, where 10 includes taking a leadership role,
managing risk, and working well together?

       1       2       3       4       5       6       7     8      9       10

Which of the following best describes your organisation, in your view?

    I am not aware of the effectiveness of the Board
    The organisation is at risk because the Board is not functioning well enough and little
     change is happening
    The organisation is at risk because the Board is not functioning well enough but
     there is recognition of this and individuals seeking solutions
    The Board is in a process of improving, for instance findings ways to improve
     governance, setting a vision and improving the way they work together
    The Board covers the key areas of responsibility well enough to avoid risk to the
     organisation but could improve leadership and taking the organisation forward
    The Board is actively leading and taking the organisation forward; everyone works to
     their potential individually and collectively to achieve the mission of the organisation

Please add any comments on your view of your organisation’s leadership and governance
and how you know it is or is not following good practice:
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________




EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
Pilot version not for circulation outside pilot sites                                   Page 13
6. Well managed

On a scale of 1-10, is your organisation a good place to work, where 10 is that you feel
valued, purposeful and able to take appropriate risks?

       1       2       3      4       5       6      7      8       9      10
Do you feel able to carry out your role effectively?

    Yes, definitely                    Could be better                 No, not really

Which of the following best describes your experience of working in your organisation?

    I do not feel adequately managed to carry out my role effectively and things are not
     improving
    I am not well managed and expectations are not clear and seem to vary across the
     organisation but things are getting better
    I am clear about expectations and have basic management in place but do not feel
     well supported or enabled to contribute my best
    I am mostly clear about my role and supported to carry it out. I usually know what is
     expected of me though sometimes policies and procedures are not clear
    I am well managed and able to do my job. I view the organisation as well managed
     with strong leadership
    I don’t know enough to answer this question

Please add any comments on your view of your organisation’s service delivery and how you
know whether or not it is following good practice:
_________________________________________________________________________
_________________________________________________________________________

Managers or those with an HR function only:
What is the level of each of the following?

Staff sickness and absence: ______________________________________________

Staff turnover: ________________________________________________________

Disciplinary or grievance procedures: ______________________________________

Are there any areas in which the organisation is not legally compliant in relation to HR or
has insufficient policies?

      Yes, several areas of concern
      Yes a few areas of concern
      No, policies and procedures are compliant
      No, policies and procedures are good or excellent




EVI Toolkit v.3 (c) NCVO and Triangle Consulting May 2010
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7. Using resources efficiently

On a scale of 1-10 would you say your organisation uses resources efficiently?

       1       2       3       4       5       6       7    8     9       10

To what extent does your organisation have good financial management?

       1       2       3       4       5       6       7    8     9       10

Which of the following best describes your organisation, as far as you are aware?

    I don’t know enough about the financial systems to answer this question
    The organisation is inefficient and/or at risk due to inadequate financial systems
    Basic bookkeeping is done and there is some reporting of financial information but
     the organisation is inefficient
    Financial and other systems are being improved but there is a significant amount to
     do to be really efficient
    A budget, financial reporting, record-keeping and essential financial procedures are
     all in place, with a few shortcomings
    The organisation manages its finances and uses resources efficiently. It is innovative
     in finding new ways to reduce or share costs and allocate resources more effectively

Does your organisation share back-office or HR functions with other organisations?

      Yes, a lot and effectively
      Yes to some extent but could do more
      No and that might help save resources
      No but it would not be appropriate for us

Please add any comments on your view of your organisation’s efficiency and use of
resources:
_________________________________________________________________________
_________________________________________________________________________


8. Able to influence its environment

 Tick here if you do not feel you are in a position to comment on your organisation in
  relation to campaigning or other influencing of policy and practice (then go to section 9)

On a scale of 1-10, to what extent would you say your organisation has the motivation and
skills to positively influence your environment as needed?

       1       2       3       4       5       6       7    8     9       10



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How often does your organisation get actively involved in trying to influence local or central
government policy or other influencing?

    Frequently                                              Rarely or occasionally
    Sometimes                                               Never

Are you involved in a policy network or group involved in influencing?

    Yes, active within one or more networks
    Yes but not very actively
    No

To what extent is your organisation well connected and listened to by policy makers?

    Our views are regularly sought by policy makers
    We have contacts and they listen sometimes
    We are not well connected or policy makers do not listen sufficiently


Do you see it as part of your role to get involved in trying to influence policy and practice?

    Yes                                No                                 Don’t know

Please add any examples of successful influencing in which your organisation has been
involved:
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________


9. Closing comments:

Please use the space below to add anything not covered above:

_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________


Thank you for taking the time to respond to this survey. Your answers will be treated in
confidence.

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                                                                                                       OT
                      Standard impact monitoring question templates

These are standard outcome or impact question templates which for use within monitoring and
feedback sheets at training, workshops, conferences and other events. Any of the question templates
can be completed by inserting the intended outcomes of the event and that people then respond using
the scales. All measure outcomes/impact and could be completed and used for events aiming to
achieve outcomes within any or all of the eight areas of the framework. The results can be used as part
of evidence of impact of your IO.



This section includes templates for three different question forms:

1. ‘Before and after’ questions
These are for use when participants at training or other events are asked to complete a brief form
before the start of the event and again at the end. The forms need to be on two sides of the same sheet
or otherwise kept together so that before and after responses for the same person can be compared to
give a proportion of participants showing positive change as well as average start and end scores. These
are only really appropriate for focused training for a day or more.

2. Outcome questions for end of event evaluation forms
These are for use when participants at training or other events are just asked to complete one brief
evaluation form on leaving. This would be appropriate for a conference or workshop.

3. Follow up questions to measure lasting impact
These are for use when participants at training or other events are asked if they would mind being
followed up after a few months to see how they have used their new knowledge and skills. This means
it is possible to gather evidence of action.



Sample questions for illustration
At the end of the templates section there are also some examples of completed questions for particular
events, capturing evidence of outcomes in one or more of the eight areas in the framework. These are
intended to illustration purposes and only include example questions for a few of the eight areas in the
framework.




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1. Blank templates for ‘before and after’ questions to measure outcomes
These questions would all be asked at the start of a course/ training/ event and repeated at the end.
Template for before and after questions to capture change in knowledge and understanding:

Please rate your current understanding of the following areas. Please tick one box for each issue.
                                                             New          Just aware      Aware of    Developing        Good
                                                           idea/not       of the issue    and keen       my            working
                                                          considered                       to learn   knowledge       knowledge
Area of understanding:
                                                                                            more
                                                           1      2        3       4      5      6     7        8      9       10




Template for before and after questions to capture change in attitude:

Please tick one box to indicate the extent to which the        Strongly        disagree    Not sure     agree       Strongly
following statements apply to you                              disagree                                              agree




Template for before and after questions to capture increased ability or confidence to take action:

How confident do you feel about [aim of the course], where 1 not at all confident and 10 is completely
confident?

Confidence to…                                             1      2        3       4      5      6     7        8      9       10




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2. Blank template for outcome questions for end of event evaluation forms
[Complete using statements starting with "I" or "my organisation"]

As a result of this event which of the following apply to you?

                                                        Yes, very/   Yes, a bit    No, but I did     No
                                                          a lot                      already




3. Blank template for follow up impact questions:

a) Have you [specify expected actions] since the training?
     Yes
     No [skip the rest of the question)

b) Specifically, in which of the following have taken action?
     List possible or intended actions following the training
     Possible or intended action following the training
     Possible or intended action following the training
     Possible or intended action following the training
     improving planning and management
     Other (please say what):

Please expand on the above actions to say a bit more about what you are doing:
________________________________________________________________________
________________________________________________________________________

Contribution of [IO input]
Which of the following statements best describes the influence of [IO input3] in your taking those
actions?
     IO convinced us of the need to .....
     We were already doing it but IO input made it easier
     IO gave us more confidence but did not change what we were doing
     IO had a significant effect on what we did
     Other:

Could you say something specific about how [the IO input] helped you take this action?
________________________________________________________________________

3
    Specify what the IO input was in this case
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________________________________________________________________________
Examples of outcome questions for monitoring forms
NB: the following are examples of how the above question templates could be used to capture outcomes
of specific events. While IOs are free to draw in these examples if they are running events with the same
intended outcomes, note that the examples do not cover all the eight areas in the framework and are
intended for illustration purposes only. Because the aim or intended outcomes of events are likely to be
quite specific to a particular event, it would not be possible to develop standard questions for all areas of
the framework using this approach.

Examples of before and after question to capture change in knowledge and understanding:

Please rate your current knowledge and understanding of the following areas, where 1 is no
knowledge or understanding of the subject and 10 is a good working knowledge. Please tick one box for
each issue.

                                                 1         2       3        4       5    6      7     8       9   10
Sustainable funding principles and practice
3-5 year strategic business planning
Earning income through trading
Public service delivery
Good grant applications



Please rate your current understanding of the following areas. Please tick one box for each issue.
                                                         New           Just aware       Aware of    Developing      Good
                                                       idea/not        of the issue     and keen       my          working
                                                      considered                         to learn   knowledge     knowledge
Understanding of:
                                                                                          more
                                                       1       2        3       4       5      6     7        8   9     10
Why good governance is necessary for voluntary
and community organisations
Good Governance: A Code for the Voluntary and
Community Sector
How to use the Code (and toolkit) as a learning and
development tool
Why good trustee recruitment is difficult and
important
What good trustee recruitment looks like




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Example of before and after questions to capture change in attitude:
Please tick one box to indicate the extent to which the following statements apply to you

                                                                Strongly       disagree   Not sure     agree       Strongly
Statements in relation to influencing policy and practice       disagree                                            agree
Our organisation is needs led and strategic

We need to look at earned income as well as grants if
we are to be sustainable
To be effective our organisation needs to keep looking
outwards at new trends, evidence and learning
It is not our role or responsibility to get actively
involved in trying to change policies and practice


Examples of before and after questions to capture increased ability or confidence to take action:

How confident do you feel about supporting frontline organisations with trustee recruitment and
sharing your knowledge of good governance, where 1 not at all confident and 10 is completely
confident?
Confidence to…                                              1      2       3       4      5    6      7        8      9       10
Help and guide boards who are seeking the best
people to govern their VCO
Communicate why good governance is necessary
for voluntary and community organisations
Share Good Governance: A Code for the Voluntary
and Community Sector (the ‘Code’)

How confident do you feel about supporting people in community groups to improve their leadership
where 1 means not at all confident and 10 is completely confident?

                                                            1      2       3       4      5    6      7        8      9       10
I feel confident to support VCOs in improving
leadership
I feel confident to use a range of tools when
working with VCOs to improve leadership




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Example outcome questions for end of event evaluation forms
These are for use when participants at training or other events are just asked to complete one brief
evaluation form on leaving. This would be appropriate for a conference or workshop.

Example:
As a result of this event which of the following apply to you?
                                                        Yes, very/   Yes, a bit    No, but I did       No
                                                          a lot                      already
I have more understanding of why good governance
is important for charities
I am more convinced of the need for good
recruitment and induction processes
I understand how to follow best practice in
recruitment
I am more confident that we will be able to recruit
the right people



Example of follow up questions to measure lasting impact
These are for use when participants at training or other events are asked if they would mind being
followed up after a few months to see how they have used their new knowledge and skills. This means it
is possible to gather evidence of action.

Action taken since the training
a) Have you advised VCOs on action to become more sustainable since the training?
     Yes
     No [skip the rest of the question)

b) Specifically, in which of the following have you provided advice or information to VCOs?
     Need for a sustainable funding approach
     Trading
     Contracting
     Other diversification of funding or income generation (please say what):
Please expand on the above actions to say a bit more about what you are doing:
________________________________________________________________________
________________________________________________________________________

Contribution of [IO input]
Which of the following statements best describes the influence of [IO input4] in your taking those
actions?
     IO convinced us of the need to offer this support
     We were already doing it but IO input made it easier

4
    Specify what the IO input was in this case
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       IO gave us more confidence but did not change what we were doing
       IO had a significant effect on what we did
       Other:

Could you say something specific about how [the IO input] helped you take this action?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

Template for follow up impact questions:

a) Have you [specify expected actions] since the training?

       Yes
       No [skip the rest of the question)

b) Specifically, in which of the following have taken action?
     List possible or intended actions following the training
     Possible or intended action following the training
     Possible or intended action following the training
     Possible or intended action following the training
     improving planning and management
     Other (please say what):

Please expand on the above actions to say a bit more about what you are doing:
________________________________________________________________________
________________________________________________________________________

Contribution of [IO input]
Which of the following statements best describes the influence of [IO input5] in your taking those
actions?
     IO convinced us of the need to .....
     We were already doing it but IO input made it easier
     IO gave us more confidence but did not change what we were doing
     IO had a significant effect on what we did
     Other:

Could you say something specific about how [the IO input] helped you take this action?
________________________________________________________________________
________________________________________________________________________



5
    Specify what the IO input was in this case
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                                                                                         OC
                                   Case study template
Use this template to summarise the changes to the organisation as a result of the input of
the IO. In each section focus on how the organisation was before you started work with them
and how they are now, drawing on the suggestions to highlight evidence of changes.

Organisation name: ________________________ Date: __________________

Give a brief introduction about this organisation and the extent of the work you have done
with them.




1. Needs led and strategic
                                                                          Think about:
                                                                             Clarity about
                                                                              client needs and
                                                                              clear strategy
                                                                              for meeting
                                                                              those needs
                                                                             Decisions based
                                                                              on a strategic
                                                                              plan

2. Fit for funding and sustainably funded
                                                                          Think about:
                                                                             Range of
                                                                              sources of
                                                                              income
                                                                             Planning for end
                                                                              of funding
                                                                             Skills and
                                                                              knowledge for
                                                                              fundraising


3. Delivering an effective service
                                                                          Think about:
                                                                             Training to
                                                                              required
                                                                              standards
                                                                             Adopting
                                                                              evidence based
                                                                              good practice


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4. Learning and improving
                                                            Think about:
                                                               Monitoring and
                                                                evaluation,
                                                                particularly of
                                                                outcomes
                                                               Learning from
                                                                the world
                                                                around
                                                               Feeding learning
                                                                into planning


5. Well led
                                                            Think about:
                                                               effective
                                                                governance by
                                                                The Board
                                                               effective
                                                                leadership by
                                                                the CEO and
                                                                senior managers



6. Well managed
                                                            Think about:
                                                               Policies and
                                                                practice in place
                                                               Level of HR
                                                                issues absorbing
                                                                energy
                                                               Is it a good
                                                                place to work


7. Using their resources efficiently
                                                            Think about:
                                                               good financial
                                                                management
                                                               efficient
                                                                allocation of
                                                                resources


8. Positively influencing their environment
                                                            Think about:
                                                               Motivation and
                                                                interest
                                                               Skills
                                                               Contacts and
                                                                networks
                                                               Active
                                                                involvement in
                                                                influencing

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                                                                                        OW
                                 In depth working tools

These tools are intended for use by development workers when focusing in depth on a
particular area. They are a good basis for discussion in a group situation and provide a quick
visual of key needs and successes as well as evidence of outcomes achieved.

At the moment the three tools which exist for this purpose are:

      Sustainable sunshine
      Governance Star
      Workforce wheel

If you are completing one of these tools with an organisation, you can use the average score
on the tool as the basis for a score in that spoke of the organisation dial.

Additional tools for other areas of the framework may be developed if there is a need, for
instance:

      The strategy spiral
      Influence wheel



Note: These tools are not part of this pilot of the Evidencing the Value of Infrastructure
tool-box and will be tested and added later if needed.




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                                                                                             SD
                                          Sector Dial

Your aim as an IO is to enable your sector to be as effective and efficient as possible in
promoting its cause and meeting the needs of those it exists to serve. An effective and
efficient sector is one which:

       1.   Is needs led and strategic
       2.   Is fit for funding and sustainably funded
       3.   Supports effective service delivery
       4.   Is learning and innovative
       5.   Supports strong leadership
       6.   Supports good management
       7.   Uses resources efficiently
       8.   Positively influences the environment

A sector doesn’t achieve this in a single leap. Sectors that have systematically increased
their effectiveness describe a series of steps through which they transform the way that the
sector operates:-

At risk and unaware: At the beginning practice is very poor but the sector is not aware of
this and not thinking about change
Aware: The sector then becomes aware that practice is poor and wants to make changes -
discussion papers and conversations but no action
Making changes: From here they start to take action and put in place new initiatives to
tackle key areas, however at this stage there aren’t any results yet
Getting there: Now the initiatives start to yield results and learning on which to build
Strong or excellent: the sector is very strong or even excellent becoming an innovative
front-runner from which other sectors learn

Have a look at the scales below and see where your sector is on the journey for each of
these areas. Within each of the five stages the first number indicates that your sector is just
at the start of that stage and the second that it is clearly there and may be nearly up to the
next stage.

When you have done that, plot your scores on the Sector Dial to see what shape your sector
is in. You can then go on to think about your goals for the development of the sector and
complete the Action Plan




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                                     The Sector Dial:

Name of IO: _________________________________________________

Sector: ______________________________________________________

Date of reading: 1. ________________ 2. _________________ 3. ___________________



Now plot your scores on the Dial and see what shape your sector is in.




You can use this to think about your goals for developing as a sector and complete the
Sector Action Plan (to follow)




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1. Needs led and strategic
Even if individual organisations are effective at meeting the needs that they work on, if
there is no overview of needs covered, there is a high risk of there being gaps between
organisations and that emerging needs may go unrecognised. This section is also about what
happens when gaps are identified - whether resources can quickly be found or reallocated
to meet them.

 1-2    Weak and       It is very likely that there are unmet needs within the sector but there
        unaware        is no way of knowing and no systems or processes in place to identify
                       changing patterns of need or gaps between organisations. No one
                       seems to be aware that this is a problem
 3-4    Aware          There are no systems or processes to identify new or unmet needs
                       but some individuals in the sector are aware that this is a problem and
                       are trying to find ways to address it
 5-6    Making         There are initiatives underway to draw together information on what
        changes        needs are and are not being met within the sector and to set up ways
                       to identify new and emerging needs. By 6 knowledge is improving but
                       it is not at all clear how any gaps identified might be filled
 7-8    Getting        There are systems or processes in place through which emerging
        there          needs come to light and there are ways to agree who will take the
                       initiative to meet those needs. It sometimes takes a long time to
                       agree a way forward or find or reallocate resources as necessary
9-10    Strong-        The sector is flexible and well-informed. There are no significant gaps
        excellent      between services and where new needs emerge these are quickly
                       recognised and resources are found or reallocated to meet them

2. Fit for funding and sustainably funded
To be sustainable, a sector needs diverse sources of funding, including earned income if
possible. This section is also about how any severe or widespread threats to funding are
addressed.

 1-2    Weak and        Funding within the sector is vulnerable, short term and/or
        unaware         concentrated on a few sources that are not robust long-term. There
                        may be specific cuts or threats having a big impact but little action to
                        avert funding crises
 3-4    Aware           Funding is vulnerable but key people in the sector are aware of this.
                        By 4 there is an awareness of the need to diversify funding or make
                        the sector more fit for funding
 5-6    Making          There are some pockets within the sector where people are actively
        changes         working to diversify funding or improve reputation with key funders.
                        By 6 this is starting to give rise to improvements
 7-8    Getting         The funding situation is adequate and may be improving but more
        there           needs to done to ensure future sustainability
9-10    Strong-         Funding within the sector is robust and diverse, including earned
        excellent       income where possible. There is evidence of effectiveness of the

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                        sector and strong representation to key funders for sustained funding
                        for the VCS within this sector
3. Supports effective service delivery
To enable organisations to deliver effective services, a sector needs appropriate
qualifications and training, quality standards, accessible up-to-date and robust evidence of
what works, good practice guides and other relevant support in place.

 1-2    Weak and       There are few qualifications available and little in the way of good
        unaware        practice guides, standards or evidence of what works in this area and
                       no research or other initiatives underway.
 3-4    Aware          There is some recognition of the need for training, qualifications,
                       standards and good practice guidance. However, any moves to
                       improve things are in the early stages and nothing has yet changed.
 5-6    Making         Essential training and qualifications are in place and some research,
        changes        sharing of information or other initiatives are underway. By 6 this is
                       starting to have an effect at least in some parts of the sector
 7-8    Getting        Qualifications, training, standards and good practice are all available
        there          but take-up varies across the sector.
9-10    Strong-        There is widespread adoption of good practice, qualifications and
        excellent      standards based on robust evidence of what works. By 10 other
                       sectors may be learning from your sector and excellence is
                       recognised.

4. Learning and innovation
Learning includes having ways to evidence outcomes within the sector and drawing
outcomes information together across the sector as a basis for learning what works – and
having that knowledge shared and accessible. Innovation is about active debates and
initiatives within the sector to make practice more and more effective. This may become
particularly important when funding is being reduced, giving greater urgency to the need to
find creative solutions to achieve the same outcomes with less money, for example.

 1-2    Weak and        There is no outcome or impact information across the sector. There
        unaware         is no innovation happening and no awareness that this is a problem.
 3-4    Aware           There is awareness that the lack of understanding of outcomes
                        prevents the sector really learning and improving and that lack of
                        innovation is hindering the effectiveness of the sector. Perhaps new
                        people coming into the sector that have brought a new perspective
 5-6    Making          There are some tools or guidance to help gather evidence of impact
        changes         but they are not widely used. Perhaps there are also initiatives to
                        support innovation for instance secondments or visits. By 6 some of
                        these initiatives are giving rise to new learning
 7-8    Getting         There is some outcomes measurement and there may be some high
        there           quality tools that are used across the sector. There is some
                        innovation but room for more. Perhaps there are lots of new ideas
                        but not enough funding or dissemination is patchy across the sector
9-10    Strong-         The sector can point to many examples of innovation and has robust
        excellent       evidence of outcomes and impact as a basis for continued learning.

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                       There is a culture of trying new things and funding to support
                       innovation
5. Supports strong leadership
Organisations within the sector can access good support around leadership and governance.
Support could include guidance and other relevant tools and resources, mentoring
opportunities, consultancy or training.

 1-2    At risk and     There is little or no information or guidance available around
        unaware         leadership and governance, few resources or training and no
                        initiatives underway to address this at the level of the sector.
 3-4    Aware           There is some recognition of the need to address leadership and
                        governance and the need for guidance, resources or training at
                        sector level but any moves to improve things are in the early stages
                        and nothing has yet changed.
 5-6    Making          Some initiatives are underway to make guidance and resources
        changes         available around leadership and governance. They are in their early
                        stages but by 6 are starting to have an effect in pockets.
 7-8    Getting         There are adequate resources, guidance and training to support
        there           organisations to strengthen their leadership and governance where
                        necessary, including recognition of what is good practice. But there
                        is a way to go in terms of consistent sharing or use of this
                        knowledge.
9-10    Strong-         Good guidance, training and other resources are available to ensure
        excellent       that the sector effectively supports organisations within it to have
                        strong governance and leadership. By 10 other sectors may be
                        learning from your sector and excellence is recognised.

6. Supports good management
Organisations within the sector can access appropriate support for effective workforce
management. This includes appropriate training or accreditation for workers and guidance,
training, tools and resources or mentoring opportunities for managers.

 1-2    Weak and       Organisations cannot access appropriate training, accreditation or
        unaware        other resources to support good workforce management and there is
                       no apparent recognition that this is a problem or need.
 3-4    Aware          Organisations cannot access what they need to support good
                       workforce management but people within the sector recognised this
                       is a need. By 4 they are trying to do something about it, without
                       success as yet
 5-6    Making         There are initiatives to develop or introduce training, accreditation or
        changes        other necessary systems and by 6 some examples of effective support
                       for organisations
 7-8    Getting        Organisations within the sector have access to training, accreditation
        there          and other resources key systems are in place within the sector and
                       there are pockets where they are used consistently but still areas of
                       need
9-10    Strong-        Training, accreditation and other systems are used as a matter of
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        excellent      course throughout the sector to good effect.

7. Uses resources effectively
This is about ensuring that a sector as a whole is effective. This means avoiding unhelpful
duplication, supporting mergers where needed and spotting opportunities to increase
effectiveness through joint working

 1-2    At risk and    There may be unhelpful duplication between organization or many
        unaware        organisations within the area or sector that are at risk and not
                       sustainable, but little or nothing is happening to explore whether
                       collaboration merger is an appropriate way forward
 3-4    Aware          There may be unhelpful duplication between organizations or many
                       organisations that are not sustainable and at least in some of those
                       organisations there is recognition that greater collaboration or
                       mergers could be the way ahead and support collective organisational
                       strength
 5-6    Making         Some organisations are starting to collaborate on certain projects or
        changes        to discuss merger
 7-8    Getting        There is a substantial amount of collaboration within the sector and
        there          some organisations that have merged, though this may not always be
                       done very well and/or more is needed
9-10    Strong-        Collaboration is widespread and very effective and there is no
        excellent      unhelpful duplication By 10 other sectors might be looking to yours
                       for good practice around collaboration or merger.

8. Positively influences the environment
This is about the sector being effective in coming together to analyse its environment,
identify clear messages and strategies for communicating them and achieving the changes
required.

 1-2    Weak and      The sector is not effectively influencing external decision makers.
        unaware       People within the sector don’t talk about policy, there is no joint
                      working, and no effective representation of its position externally.
                      There is little awareness that things could be different.
 3-4    Aware         As above but there is a desire to change this and a belief that it is
                      possible. Some people are engaging with policy but it is always the
                      same people who are active and they are not necessarily very effective
 5-6    Making        There are initiatives to bring organizations together with the goal of
        changes       developing clear messages and more effectively influencing others.
                      Perhaps expertise is brought in from elsewhere
 7-8    Getting       The sector’s work on influencing is adequate. There are some clear
        there         messages, the development of some shared positions and strategy, and
                      reasonable evidence to feed into policy discussions.
9-10    Strong-       The sector effectively influences the external world around relevant
        excellent     policy and practice as needed and can point to clear examples of issues
                      being identified and acted upon resulting in positive changes. By 10

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                      the sector is proactively setting the agenda with government, the
                      media and other stakeholders.




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                                                                                               SS
            Sector Survey for [insert name or description of sector]

This survey questionnaire is to be completed by people in organisations or institutions who
are in a position to comment on the state of the sector as a whole. In addition to those
working within the IO, these could include key individuals in relevant local government
departments, partner organisations and other stakeholders.

Name: ________________________________________ Date: ___________________

Organisation: ___________________________________________________________

Relationship to the sector:
    Commissioner
    Funder
    Service provider
    Policymaker
    Other: _________________________________

At the end of each of the eight sections below, there is an option to tick if you are not in a
position to comment on that particular aspect of the sector.

1. Needs led and strategic

Overall in your view, to what extent are the needs of this particular client group or issue
currently being met by organisations in the sector, where 10 is fully and one is not at all?

        1       2       3       4       5       6       7      8      9       10

Please give your reasons for this score:
________________________________________________________________________
________________________________________________________________________

Please tick one box to indicate the extent to which     Strongly    agree     Not sure   disagree
you agree with the following statements                  agree
I am confident that new, emerging or unmet needs
are quickly identified
Resources are usually quickly found or reallocated to
meet new or changing needs
I am concerned that some people or needs are falling
through the gaps between services
The majority of services are needs led and strategic

Efforts are underway to improve the extent to which
the sector is needs led and strategic

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In your view has the work of [name of IO] had an impact in ensuring that the sector is needs
led and strategic?

    Yes, a lot of impact                                    No, little or none
    Yes, a bit                                              Don’t know

Please give reasons for your response, including facts and figures where appropriate:
________________________________________________________________________
________________________________________________________________________

What more to you think is needed to ensure that the sector is strategic and needs led?
________________________________________________________________________
________________________________________________________________________

    I don't know enough about this aspect of the sector to comment meaningfully

2. Fit for funding and sustainably funded

In your view, how robust and sustainable do you consider funding of the sector to be,
where 10 is robust and 1 is very vulnerable:

       1       2       3       4       5       6       7         8      9      10

Which of the following best applies to this sector at the moment?

    Funding within the sector is vulnerable, short term and/or concentrated on a few
     sources that are not robust long-term. Specific cuts or threats may be having a big
     impact but little action to avert funding crises
    Funding is vulnerable but key people in the sector are aware of the need to diversify
     funding or make the sector more fit for funding
    There are pockets within the sector where people are actively trying to diversify
     funding or improve the sector’s reputation with key funders
    The funding situation is adequate and may be improving but more needs to done to
     ensure future sustainability
    Funding within the sector is robust and diverse, including earned income where
     appropriate

What in your view has been the benefit or impact of the work of [name of IO] the in insuring
that the sector is fit for funding and sustainably funded? Include facts and figures where
appropriate
________________________________________________________________________
________________________________________________________________________



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What more is needed to ensure that the sector is fit for funding and sustainably funded?
________________________________________________________________________
________________________________________________________________________

     I don't know enough about this aspect of the sector to comment meaningfully

3. Supports effective service delivery

To what extent are the following in place within the sector? This means that they exist and
are accessible to organisations.

                                                             Fully      Partially      Not at all
Qualifications for workers delivering the service
Quality standards
Good practice guidance
Training
Robust evidence of what works

In your view are efforts being made to improve the extent to which the sector supports and
enables organisations to follow good practice and deliver an effective service?

       No - few or no initiatives or research are underway
       No, but there is recognition of the need for improvements and some initiatives
       Yes but not enough
       yes the sector is actively engaged in improving the support available

What in your view has been the benefit or impact of the work of [name of IO] in supporting
the sector to be able to deliver effective services? Include facts and figures where
appropriate
________________________________________________________________________
________________________________________________________________________

What more to you think is needed to support effective service delivery?
________________________________________________________________________
________________________________________________________________________

     I don't know enough about this aspect of the sector to comment meaningfully

4. Learning and innovation

Please tick one box to indicate the extent to which you     Strongly   agree        Not    disagree
agree with the following statements                          agree                  sure
The sector is good at demonstrating its impact and
has robust evidence of success to feed into learning

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The sector is innovative, with a culture of trying new
things and funding to support innovation
This sector is stuck in historic ways of working, with
a resistance to change
A lot is being done within this sector to encourage and
enable more learning and innovation


Please list below any examples of learning innovation within the sector in which you are
aware:
________________________________________________________________________
________________________________________________________________________

What in your view has been the benefit or impact of the work of [name of IO] in supporting
the sector to be able to deliver effective services? Include facts and figures where
appropriate
________________________________________________________________________
________________________________________________________________________

What more to you think is needed to support effective service delivery?
________________________________________________________________________
________________________________________________________________________

     I don't know enough about this aspect of the sector to comment meaningfully

5. Supports strong leadership

To what extent are the following in place within the sector? This means that they exist and
are accessible to organisations.

                                                            Fully   Partially    Not at all
Guidance for good governance
Quality standards
Training for capacity building
Support for strong leadership
Other resources strong leadership and governance

In your view are efforts being made and new resources developed to improve the extent to
which the sector supports and enables strong leadership within organisations?

       No - few or no initiatives or resources are being developed
       No, but there is recognition of the need for improvements and some initiatives
       Yes but not enough
       yes the sector is actively engaged in improving the resources available


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What in your view has been the benefit or impact of the work of [name of IO] in enabling
organisations to be well led and to develop? Include facts and figures where appropriate
________________________________________________________________________
________________________________________________________________________
What more to you think is needed to support effective organisational development?
________________________________________________________________________
________________________________________________________________________

6. Supports good management
Which of the following best describes the current state of the sector in relation to support
for management of the workforce?

     There are no systems such as training or accreditation for workers or support for
      managers and no apparent recognition that this is a problem or need
     There are no systems such as training, accreditation or management support but
      people within the sector recognise this is a need and some are trying to do
      something about it
     There are initiatives to develop or introduce training, accreditation or other
      necessary systems and some pockets of this happening
     Organisations within the sector have access to appropriate training, accreditation
      and other resources to support the quality and effectiveness of their workforce
     The sector is an example of excellence in relation to supporting good management
      and an effective workforce

What in your view has been the impact of [name of IO] in enabling organisations to be well
managed with an effective workforce? Include facts and figures where appropriate
________________________________________________________________________
________________________________________________________________________

What more to you think is needed to support effective management and workforce?
________________________________________________________________________
________________________________________________________________________

     I don't know enough about this aspect of the sector to comment meaningfully

7. Uses resources efficiently

Please tick one box to indicate the extent to which you     Strongly   agree   Not    disagree
agree with the following statements                          agree             sure
There is a good level of collaboration within this sector
resulting in efficient use of resources
Organisations are open to considering merger where
there is unhelpful duplication or this is the best way
forward to meet needs


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There are sufficient resources and support available for
organisations considering greater collaboration
Appropriate resources and support are available for
organisations considering merger
Other sectors are looking to this sector for good
practice around collaboration or merger
Please list below any examples of effective collaboration within the sector in which you are
aware:
________________________________________________________________________
________________________________________________________________________

What in your view has been the benefit or impact of the work of [name of IO] in supporting
collaboration and efficient use of resources within this sector? Include facts and figures
where appropriate
________________________________________________________________________
________________________________________________________________________

What more to you think is needed to support collaboration and efficiency?
________________________________________________________________________
________________________________________________________________________

     I don't know enough about this aspect of the sector to comment meaningfully

8. Positively influences the environment

On a scale of 1-10, to what extent would you say this sector has the motivation and skills to
positively influence the external environment in which it operates?

        1       2       3       4       5       6          7   8   9       10

Are there sufficient organisations and/or networks which are active and effective to give the
sector a strong voice? This level will vary between sectors.

     Yes there is a sufficient level of activism
     No, there are some organisations and networks involved but not enough
     No, few organisations are active and there are no effective networks

Has the sector developed clear shared messages about the changes it would like to see in
the environment in which it operates?

     Yes there are clear agreed messages from the sector to policymakers
     Yes there are a number of key messages that can be clearly conveyed
     Yes to some extent, with more clarity in some areas than others


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    No there it is a lack of clarity about the changes the sector would like to see in its
     environment

To what extent is the sector well connected and listened to by policy makers?

    Views are regularly sought by policy makers
    There are some positive relationships and policymakers listen sometimes
    The sector is not well connected or policy makers do not listen sufficiently

Please add any examples of successful influencing in which the sector has been active.
Include facts and figures where appropriate
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

What in your view has been the benefit or impact of the work of [name of IO] in influencing
policy and practice that affects this sector? Include facts and figures where appropriate
________________________________________________________________________
________________________________________________________________________

What more to you think is needed to influence effectively?
________________________________________________________________________
________________________________________________________________________

    I don't know enough about this aspect of the sector to comment meaningfully


9. The external context

On a scale of 1 to 10, please give your views of how supportive different aspects of the
external environment are of this sector. In each case there is the option to circle NA for "not
applicable" if you feel there is no role or need for their support.

The general public
How strong is public support for the sector – this could include how ready people are to
volunteer in service delivery or trusteeship, donate money and general attitude to this client
group or issue.

       NA      1       2       3       4       5       6    7       8       9      10

Please describe your reasons for this choice of score, including any facts or figures or
specific examples:
_______________________________________________________________________
________________________________________________________________________
________________________________________________________________________


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Local government
How supportive is local government of this sector – as demonstrated through funding, and
positive consultation and commissioning practices

        NA      1       2       3       4       5       6        7       8       9       10

Please describe your reasons for this choice of score, including any facts or figures or
specific examples:
_______________________________________________________________________
________________________________________________________________________

Central government
How supportive is central government – this includes their commitment to funding the sector
and the extent to which government thinking is in line with the views and approach of the
sector?

        NA      1       2       3       4       5       6        7       8       9       10

Please describe your reasons for this choice of score, including any facts or figures or
specific examples:
________________________________________________________________________
________________________________________________________________________

Businesses
Does business support the sector? This could be demonstrated through secondments, links,
sponsorship and other means:

        NA      1       2       3       4       5       6        7       8       9       10

Please describe your reasons for this choice of score, including any facts or figures or
specific examples:
________________________________________________________________________
________________________________________________________________________

Grant-making trusts
Are trusts positively disposed to this sector or is it difficult to secure grants for this area of
work?

        NA      1       2       3       4       5       6        7       8       9       10

Please describe your reasons for this choice of score, including any facts or figures or
specific examples:
_______________________________________________________________________
________________________________________________________________________

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10. Additional information

This section will list key facts and figures about the sector which that may be valuable in
gathering evidence of outcomes and impact. For example:
     Number of people affected by the issue this sector works on (e.g. number of people
        in Birmingham or number of young people who are NEET or number of people with
        visual impairment)
     Key policy and demographic changes that have impacted on sector’s target group
     Number of organisations working in this field, and total turnover
     List of all IOs working in this sector and their relative roles
     Government funding available for this sector
     How these figures have changed over last 2,5, 10 or 20 years – and how they
        compare to other sectors

Please write in below key facts and figures about the sector that you consider relevant to
indicate the state of your sector. These may then be included in the final version of this
survey.
_______________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________



11. Closing comments:

Please add any final comments either on the state of the sector or the impact of [name of
IO] that you have not been able to cover in response to the questions:

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

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                                   EVI report template

Section 1: introduction to the sector
    Summarise here any key facts or figures to set the scene and introduce this sector

Section 2: Evidence of impact and value of infrastructure
In each of the eight sections below include the following evidence where it is available:
     The sum of starting points and change evidenced on the relevant scale of the
       organisation dial
     Results of the relevant question in me organisation survey
     Findings from any relevant monitoring questions used at training or events
     Position and any change on this aspect within the Sector Dial
     Summary of responses to questions in this section of the sector survey
     Case studies or examples

1. Needs led and strategic


2. Fit for funding and sustainably funded


3. Delivering effective services


4. Learning and improving


5. Well led


6. Well managed


7. Using resources efficiently


8. Positively influencing the environment



Section 3: Overall conclusions and learning:
Summarise the key learning for you as an organisation and how you will build on this
learning to improve effectiveness. Where relevant, point to emerging evidence of need as a
basis for demonstrating the need for continued or additional resources for infrastructure.

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