How good is our third sector organisation?

How good is our third sector

organisation?

Elizabeth Morrison

March 2014

The third sector makes a direct impact on the growth of Scotland's economy, the wellbeing of its citizens and the improvement of its public services.

This resource is designed to help third sector organisations self-evaluate and plan for improvement more effectively, there is no expectation that this needs to be used for this or any other purpose.

It is important that organisations use a toolkit of different approaches matched most appropriately to specific circumstances and differing contexts.

Many third sector organisations already have very good systems and processes in place for this which they should continue to use.

The culture for self-evaluation

Looking inwardsLooking outwardsLooking forwards

Looking inwardsBasic process of self-evaluation

How are we doing?

How do we know?

What are we going to do now?

A ‘standard’ is a

Benchmark

You can measure whether or not you have reached a standard- achieved/not achieved

STANDARDS

yes/noachieved

or not achieved

seenor not seen

‘quality’, on the other hand, is associated with the idea of

• value

• worth

• degree of

• extent of

• merit

• significance

When we evaluate quality we ask questions like

How good?

To what extent?

How well?

NOT

‘IS IT THERE?’or

HOW MANY?

Evaluating quality Quality is evaluated through the use of ‘quality indicators’ or ‘QIs’.

Why do we use quality indicators?

• Evaluations against QIs are professional judgments.

• By using QIs, we ensure consistency across different contexts

Using indicators to evaluate quality The use of QIs requires the evaluator to balance the

strengths and areas for improvement and come to an overall view.

The evaluation is based on the relative importance of each of the strengths and areas for improvement, and their impact not on the numbers of strengths/weaknesses.

It is generally easier to measure achievement of a standard than to evaluate quality.

Evaluation of quality is therefore a professional skill.

Quality indicators balance strengths and areas for

improvement

importance

NOT

numbers

Public assurance requires us to measure whether organisations reach minimum standards.

We need to evaluate quality if we want to help organisations to improve.

StructureBased on outcomes, processes and

leadership

Structure in line with other public service self-evaluation frameworks

QIs grouped under 6 important questions

Six key questions

What key outcomes have we achieved?

How well do we meet the needs of our stakeholders

How good is our delivery of key processes?

How good is our operational management?

How good is our strategic leadership?

What is our capacity for improvement?

Our self-evaluation frameworks

outcomes processes inputs

Evaluating quality

Links between quality indicators within a quality framework

QIs are related to each other.

The relationships are causal.

When you make evaluations in relation to one QI you also need to check the evaluations given for other QIs to make sure they make sense.

How do you evaluate the overall quality of a third

sector organisation?

How do you evaluate the overall quality of anything?

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How do you evaluate the overall quality of a……..

football club?

Is it a successful football club?

1. The team’s performance

How well is the club doing?

Number of games won – getting better

or worse?

How many goals scored?

Performance compared with that of

other clubs?

Outcomes and achievements

2. Impact on people

What do supporters think of the club?


Does it live up to people’s

expectations?

What do the fans think?

How many people come to the games?

Do people want to become regular

supporters?Do people look sad or happy during the

game?



How well does it live up to

people’s expectations?

3. Impact on team members

Are the players highly motivated?

Are there a lot of

transfer requests

Does it have a

high absence

rate ?

Does it have a high turnover of players?

What do players think of the quality

of coaching?

Is it a good club to play for?





Does it have a good reputation?

In the local area?

In Scotland?

In Europe?

Worldwide?

4. Impact on the community



How well does it meet


How well does the team play?

5. Teamwork

6. Skills

7. Fitness

Does the team play well?

Does the team play with flair?

Does it have a good blend of strengths in

defence, mid-field and attack?

Outcomes and achievements Quality of play

Is the team fit and prepared for the rigours of a full

game?





How well is the club

managed?

8. Observation and monitoring of matches

Identifying strengths in the team

Identifying areas for improvement

Is the club well run?

Providing feedback to players

Quality of playOutcomes and achievements Management and leadership




How well does the

team play?


managed?

9. Management of staff

Is there a good training

programme?

Does it make sure players play to their

strengths?


Does it deal well in the transfer market?







managed?

8. Observation and monitoring of matches

Identifying strengths in the team

Identifying areas for improvement


Providing feedback to players





How well does the

team play?


managed?

9. Management of staff

Is there a good training

programme?

Does it make sure players play to their

strengths?


Does it deal well in the transfer market?







managed?

Is the club well run? 10. Management of Resources

Does it manage its money well?

Is it good at getting

sponsorship?

Does it manage its grounds and facilities well?

Management and leadershipQuality of playOutcomes and achievements


How well does it live up to people’s

expectations?



managed?

How well is the club led?

11. Leadership of the manager

12. Leadership of the Chief Executive & Board of Directors

Does the club have a clear vision of what it is

aiming for?

Do the chief executive, manager and captain

provide strong direction?

Is the club well led?

Are they prepared to make hard decisions to improve

performance?

Do they have the support of fans and

players?

Does the club know its strengths and

weaknesses and is it making improvements?

Does the club have a plan for

improving results?

Outcomes and achievements Quality of play Management and leadership

How do you evaluate the overall quality of a football club?


managed?

How well does the

team play?

How well does it live up to people’s

expectations?

1. The team’s performance

2. Impact on people

3. Impact on team members

4. Impact on the community

5. Teamwork

6.Skills

7. Fitness

8. Observation and monitoring of matches9. Management and support of team10. Management of resources

11. Leadership of the manager

12. Leadership of the Chief Executive & Board of Directors



led?

Outcomes and achievements Quality of play Leadership and management

Cause and effect

Framework for evaluating the quality of a football club

How good is our delivery of key

processes?

What key outcomes have we achieved?

1. Key

performance

outcomes

1.1 Improvement in

performance

1.2 Adherence to

statutory principles

and fulfilment of

statutory duties

5. Delivery of

key processes

5.1 Delivering

services

5.2 Developing,

managing and

improving

relationships with

service users and

other

stakeholders

5.3 Inclusion,

equality and

fairness

9. Strategic

leadership

9.1 Vision, values

and aims

9.2 Leadership and

direction

9.3 Leading people

and developing

partnerships

9.4 Leadership of

innovation, change

and improvement

9.5 Securing

improvement of

quality and impact of

services

2. Impact on service

users2.1 Impact on service users

3. Impact on staff

3.1 Impact on staff

4. Impact on the

community

4.1 Impact on the

local community

4.2 Impact on the

wider community

6. Operational

management

6.1 Policy review

and development

6.2 Participation of

service users and

other stakeholders

6.3 Planning of key

processes

7. Staffing

7.1 Management

and deployment of

staff

7.2 Career-long

professional

learning

8. Partnerships and

resources

8.1 Partnership

working

8.2 Financial

management

8.3 Resource

management

8.4 Knowledge and

information

management

How good is our strategic

leadership?

How well do we meet the needs of our stakeholders?

How good is our operational

management?

What is our capacity for

improvement?

10. Capacity for

improvement

Global judgement

based on evidence

of all key areas, in

particular,

outcomes, impact

and leadership

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Documents

How good is our third sector organisation?