External Agency Dial For VIP

External Agency Dial
Developed by Sara Burns and Joy MacKeith, Triangle Consulting Richard Piper, Stephen Quashie and Georgina Anstey, NCVO
Value of Infrastructure Programme: External Agency Dial
External Agency Dial Information
This tool has been written for the Value of Infrastructure Programme by: Sara Burns and Joy MacKeith, Triangle Consulting Richard Piper, Stephen Quashie and Georgina Anstey, NCVO. National Council for Voluntary Organisations (NCVO) Regents Wharf 8 All Saints Street London N1 9RL T: 020 7713 6161 www.ncvo-vol.org.uk Charity Registration: 225922 Triangle Consulting Social Enterprise Ltd Tel: 020 7272 8765 www.triangleconsulting.co.uk www.outcomesstar.org.uk For further information on the Value of Infrastructure Programme: www.ncvo-vol.org.uk/vip 020 7520 2441
Creative Commons Copyright (c) 2011 NCVO and Triangle Consulting Social Enterprise Ltd. Some rights reserved. In order to facilitate impact planning, measurement and communication within and across infrastructure organisations, the copyright holders give you permission to copy, distribute, use and display this work under the following conditions: You must attribute the work in the manner specified above You may not use this work for commercial purposes You may not alter, transform or build on this work For any reuse or distribution you must make clear to others the license terms of this work Any of the above conditions can be waived if you get permission from the copyright holders. Nothing in this license impairs or restricts the moral rights of the authors or the copyright holders. This is a Creative Commons license, a fair way between the extremes of copyright control and uncontrolled exploitation. For more information about Creative Commons visit: www.creativecommons.org.uk. Published January 2011 Design by SteerMcGillanEves Design Ltd 01225 465546
External Agency Dial Guidance for infrastructure organisations
The External Agency Dial enables you to take an overview of a particular external agency that works with your sector. The Dial measures the extent to which the way an external agency operates supports or hinders the sector in achieving its aims. This means looking at the impact of the external agency on the sector in a number of areas.
External Agency Dial Guidance for infrastructure organisations
The External Agency Dial is most useful when looking at a statutory agency whose policies and practices can affect your sector in a range of different ways. It is designed to help you review the agencys policies and practices in order to identify ways in which you wish to influence them. Following completion of the Dial you can use an Action and Review Grid which enables you to move from assessment to action planning. When actions have been taken you can complete the Dial again; the difference between the readings gives an indication of what has changed which may be attributable as the impact of your work.
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External Agency Dial
One of the roles of infrastructure organisations is to ensure that external agencies that work with the sector have a positive working relationship and enable the sector to be as effective as possible. This means understanding the working relationship and the impact of the external agency in a number of areas: 1 Roles and responsibilities 2 Financial support 3 Commissioning practices and funding mechanisms 4 Maximising impact 5 Sharing resources (including people) 6 Communication and consultation
External agencies dont transform their approaches overnight. An effective working relationship can take time. It often requires effective communication or lobbying on the part of the infrastructure organisation and sector organisations and commitment on the part of the external agency. The journey can be described as: 1 Poor or no working relationship 2 Emerging working relationship 3 Adequate working relationship 4 Mostly good working relationship 5 Strong working relationship Poor or no working relationship: Either the external agency does not work at all with the sector, or it is positively harmful to the sectors ability to do its work or to the beneficiaries. The external agency is either not aware or not concerned about this negative impact and is not changing the way it operates. Emerging working relationship: The external agency is discussing its current ways of working with the sector. The external agency is still having a negative impact on the sector or its beneficiaries but is aware of this and is discussing it. Action is being taken but it is not yet resulting in real improvements and may be seen as tokenistic.
Adequate working relationship: There is a working relationship but this may be new, low level or not having a significant positive effect. If there are ways in which the external agency has a negative impact on the sector or its beneficiaries, there is meaningful action being taken and things are significantly improved. Mostly good working relationship: There are significant ways in which the agency supports the sector but also areas where improvement is needed. The agency recognises the unique contribution of the sector and may be benefiting from the work of the sector in some areas. There is regular communication and the agency listens meaningfully to the sector and understands its impact on it. Strong working relationship: There is a substantial amount of joint work between the sector and the external agency and a good level of cooperation and mutual respect, with effective two way communication and sharing of information and expertise.
External Agency Dial Diagram
Roles and responsibilities
Infrastructure organisation: External agency: Date of readings: Retrospective: 1 2 3 4
Communication and consultation
Financial support
Sharing resources (including people)
Commissioning practices and funding mechanisms
Maximising impact
External Agency Dial 1 Roles and responsibilities
Does the external agency understand your sector and how it is different from the statutory sector? Does it understand the diversity of the sector and what roles different parts of the sector best fulfil?
Does it recognise the different ways in which the sector helps it to achieve its aims? Does it respect the independence of the sector?
9 10
Strong working relationship
The agency has a very good understanding of your sector, the added social value it can offer, the diversity of the sector and the roles and contributions different parts of the sector can make. It sees the sector as a valued and respected partner and recognises and values its independence. It takes an interest in the health of the sector overall and of the ways in which the agency impacts on the sector. There is a high level on-going dialogue about how to work together.
Poor or no working relationship

The agency does not understand the sector or how to work with it or the benefits and potential benefits the sector brings. It does not see the sector as a valued partner and may even view its attempts to collaborate as a nuisance. There is a lack of recognition of the independence of the sector and may be attempts to control it or restrict its room for manoeuvre. The way the agency operates may have a negative impact on the sector but this is not recognised.
Emerging working relationship

There is a limited awareness of the sector and recognition of one of the roles that it can play. However, there is no understanding of the sectors diversity and broader roles. The sectors independence is not fully recognised or not respected. There is some limited awareness of the impact the agency has on the sector but no attempt to manage this.
Adequate working relationship

There is some understanding of the diversity of the sector, the range of roles it can play and the scope of the benefits of a strong sector. There is some recognition of the legitimate independence of the sector, though this comes and goes. There is some awareness of the impact that the agency has on the sector and some problem areas are being addressed.
Mostly good working relationship

There is a reasonably good understanding of the diversity of the sector, the different roles it can play and how the agency benefits from a strong active sector. There is some understanding of the added social value the sector provides. Most of the time there is an appreciation of the sectors independence. The agency has some overview of the ways in which it impacts on the sector and is thinking about how to manage this.
External Agency Dial 1 Roles and responsibilities
Has there been an improvement in this area since the last Dial reading (or over the last year if this is the first reading)? Yes No Dont know
If our infrastructure organisation has supported you on this area, and there has been an improvement, what percentage of the improvement do you think is down to us? (please estimate, e.g. 50%)
If yes, what do you think was the main cause of the improvement?
If anyone else has supported you on this area please say who:
Value of Infrastructure Programme: External Agency Interview
External Agency Dial 2 Financial support
Does the agency provide financial support to the sector, either to individual organisations or at sector level? How much funding is provided and does it fund core work as well as projects?
Does the agency understand the cost savings and financial value of the sectors work?
9 10
The agency provides a lot of financial support to the sector. It values the sector and understands any cost savings and financial value of the sector. It provides funding for core, on-going work as well as specific projects and new initiatives.

The agency does support the sector financially but at a moderate level. It does not fully recognise or value the sector, or fund much core work.

The agency provides a substantial level of financial support to the sector but could provide more or better target the support provided.
The agency does not provide any The agencys financial support financial support to the sector. for the sector is at a very low level and may not be targeted in The agency has no statutory the most meaningful way or the responsibility towards your agency is just starting to provide client group and/or does financial support to the sector. not see it as a priority. There is no understanding of any financial savings or benefits to the agency that will result from the sector.
It recognises that the sector There is a lack of understanding In the view of the infrastructure delivers financial value and of the financial value of the sector. organisation the level of cost savings, but may not have a full understanding of this. financial contribution should and could be significantly increased.
Value of Infrastructure Programme: External Agency Interview
External Agency Dial 2 Financial support
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External Agency Dial 3 Commissioning practices and funding mechanisms
Are the agencys funding and commissioning practices appropriate and supportive? Are application processes accessible and proportionate? Are contract terms fair?
Does it pay a fair price, at least covering all costs? Is payment mostly in advance of expenditure? Are monitoring and reporting requirements appropriate?
9 10

The agencys commissioning or funding processes create barriers through some or all of the following: inaccessible or lengthy application processes lack of clarity short deadlines not paying a fair price for work payment after results requirements for policies beyond the capacity of most small organisations inappropriately timeconsuming monitoring and reporting requirements unfair contract terms

The situation is similar to 1-2 but the agency recognises the problems and is starting to take action. Some attempts at improving the process may be ineffective or the benefits may not yet be evident.

The agencys commissioning practices or funding mechanisms are adequate and do not create significant barriers. However, significant improvements are needed, for instance in the length or timing of funding, application, or the nature of monitoring or reporting requirements.

The agencys commissioning practices and funding mechanisms are mostly appropriate and accessible.
Funding periods are appropriate to the type of service or project. Contract terms are fair. Application There is room for improvement processes are appropriate in some aspects to ensure that to the size of funding. funding is accessible and fully Administrative and backsupports the sector. office costs are covered. Most payment is in advance of expenditure. The agency involves the sector in the design of funding processes and/or shares approaches to commissioning, monitoring and reporting with other agencies to reduce duplication of effort. 11
External Agency Dial 3 Commissioning practices and funding mechanisms

Has there been an improvement in this area since the last Dial reading (or over the last year if this is the first reading)? Yes No Dont know If anyone else has supported you on this area please say who: If our infrastructure organisation has supported you on this area, and there has been an improvement, what percentage of the improvement do you think is down to us? (please estimate, e.g. 50%)
12
External Agency Dial 4 Maximising impact
Does the agency work with the sector to ensure its own services are effective and to maximise impact? Does it support your cause or beneficiaries?
Does it use the sector to reach certain target groups? Is there active sharing of information about your beneficiaries and their changing needs or about issues affecting your cause? Does it enable innovation?
9 10
The agency focuses on impact in its dealings with the sector, ensures that the sector has space to be innovative and shares its own service innovations with the sector. There is coordination of services provided by the voluntary sector and the agency to ensure maximum impact. The agency is committed to meeting the needs of the sectors target groups. It keeps itself informed as these needs change and shares its own information about changes with the sector. 13

The agency either does nothing to help create a positive impact or its policies and practices have a negative impact on your cause or beneficiaries. It may not understand needs of your beneficiaries or the reason for your cause. It does not share information that could help you increase impact. The way it works with the sector blocks innovation and there is no liaison or coordination of services. There is little or no recognition of this and no action to improve the situation.

The situation is similar to 1-2 but there is an emerging understanding of the purpose and mission of organisations in your sector. There may be some improvements, but these may not be consistent or effective and little has yet changed. Commissioning, monitoring and reporting focus on process not impact and do not encourage organisations to try new things or take risks.

The agency works with the sector to improve services and impact for your target groups in some ways, for example, providing information it has about your cause. Its policies or processes do not create barriers to innovation, but there is no active support for innovation.

The agency does work with the sector to ensure its own services are effective and to maximise impact but there are areas where this could be improved. The agency provides the sector with information and enables it to innovate, so that greater impact can be created. It mostly uses the sector well, to reach and improve impact for hard-to-reach groups. However, there are areas where the agency could work with the sector better on impact.
External Agency Dial 4 Maximising impact
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External Agency Dial 5 Sharing resources (including people)
Does the agency share its own resources and encourage sharing of resources within your sector? Does it foster an environment of collaboration and joint working?
Does it make available resources such as meeting space, IT and training? Does it arrange secondments or offer volunteers? Is there joint sharing of information, for instance on upcoming threats?
9 10
The agency shares many resources with the sector including training, meeting space and IT capacity. Its policies and practices help increase collaboration within the sector and ensure organisations benefit from any greater efficiency.

The agency does not share resources, encourage staff to volunteer or organise secondments. Its policies and practices foster competition and damage collaboration within the sector. It does not share resources with the sector or encourage volunteering or secondments. It does not share information that could be useful to the sector. There is no apparent recognition that any of this is a problem and there is no action to improve the situation.

The agency is starting to recognise that it could share resources better with the sector, or encourage better sharing within the sector. There may be one or two new initiatives, such as secondments, volunteering or opening places on training courses to people from the sector but the benefits of these have not yet been felt.

There are ways in which the agency shares resources with the sector, though this is limited and there is room for greater collaboration. If there are ways in which their policies present barriers to cooperation, these are improving.

The agency shares resources with the sector in some but not all of the following areas training opportunities, making available meeting space, sharing information, IT capacity or encouraging volunteering.
Its policies and practices enable better collaboration within the sector in many but not all areas. It shares useful information, Or: The agency has little impact on encourages volunteering use of resources either positively amongst its staff and perhaps or negatively. Maybe this area operates a functioning is not relevant to their role. secondment scheme.
15
External Agency Dial 5 Sharing resources (including people)

If our infrastructure organisation has been working on this area, and there has been an improvement, what percentage of the improvement do you think is down to us? (please estimate, e.g. 50%): If anyone else has been working on this area please say who:
16
External Agency Dial 6 Communication and consultation
Does the agency routinely and effectively consult the sector over relevant policies and practices? Does it take lobbying and campaign messages seriously?
9 10
The agencys consultation with your sector is meaningful and effective - they work with the sector in the early stages of planning programmes and services. It listens to people from the infrastructure organisation or sector organisations, values their opinions and seeks them out in appropriate decisionmaking processes. It provides the sector with timely feedback about the impact of influencing work.

The agency invites the sector to input into decision-making processes but there are problems that limit the effectiveness of consultation. The agency is actively trying to make decision-making processes more accessible and open to sector input. There is a formal policy not to discriminate against organisations that lobby or campaign, but the policy is not always observed.

Consultation with the sector is routine and reasonably effective. The agency plans policy developments to enable the sector to feed in appropriately. It produces information in accessible language and routes of communication are established. Sector representatives are able to access people within the agency with campaigning or lobbying, though there is a way to go in terms of the agency really listening.
The agency does not consult The agency recognises that with the sector at all, or very little. consultation is good practice and does consult on key decisions. Its programmes and services are However, this tends to be determined in detail without last-minute and the agency may input from the sector. not take the feedback seriously. It is difficult for organisations The agency may discriminate against organisations which lobby in the sector to get the ear it or campaign against its policies. of the relevant people in the agency. There is fear that organisations engaged in lobbying or campaigning may receive worse treatment by the agency.
17
External Agency Dial 6 Communication and consultation

If our infrastructure organisation has been working on this area, and there has been an improvement, what percentage of the improvement do you think is down to us? (please estimate, e.g. 50%): If anyone else has been working on this area please say who:
18
External Agency Dial Notes
Infrastructure organisation External agency Date of completion
Impact Area Roles and responsibilities
Score
Notes (e.g. the reason for the score, details of progress made or notes on the contribution of the infrastructure organisation to any change.)
Financial support
Commissioning practices and funding mechanisms
Maximising impact
19
External Agency Dial Notes continued
Infrastructure organisation External agency Date of completion
Impact Area Sharing resources (including people)
Score
Notes (e.g. the reason for the score, details of progress made or notes on the contribution of the infrastructure organisation to any change.)
Communication and consultation
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External Agency Dial Action and Review Grid
Impact area
Specific intended outcome
Planned activities (and who will do them)
To what extent was the specific outcome achieved? Green, amber, red
Estimate the proportion of the change that was due to our infrastructure organisations input E.g. about 50%
Reason For rating (green, amber or red) and/ or for infrastructure organisation contribution (%)
Next steps
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External Agency Dial For VIP

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External Agency Dial For VIP

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External Agency Dial

Value of Infrastructure Programme: External Agency Dial

External Agency Dial Information

Value of Infrastructure Programme: External Agency Dial

External Agency Dial Guidance for infrastructure organisations

Value of Infrastructure Programme: External Agency Dial

External Agency Dial Guidance for infrastructure organisations

Value of Infrastructure Programme: External Agency Dial