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Evaluation

Evaluation. Contents of this report. 1. Rationale, process and stakeholders. 2. Feedback - Key Issues. 3. Conclusions. What is Spotlight?. Week. (up to) 1. 2 - 3. 3 - 4. 5 - 6. Bi Monthly. Stage. Planning and preparation. Spotlight on the issue. Spotlight on delivery.

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Evaluation

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  1. Evaluation

  2. Contents of this report 1. Rationale, process and stakeholders 2. Feedback - Key Issues 3. Conclusions

  3. What is Spotlight? Week (up to) 1 2 - 3 3 - 4 5 - 6 Bi Monthly Stage Planning and preparation Spotlight on the issue Spotlight on delivery Delivery Agreements Stock takes Key Products & Tasks Agreed case for SPOTLIGHT; Team established; Resources secured; Methods planned; Stakeholders engaged; Analysis of the issue and its cause and effects on families, individuals, neighbourhoods Analysis of the systems, structures and incentives in the delivery chain Immediate, medium and long term commitments to improve delivery – made to high level panel of LSP Exec. Regular high tempo checks on delivery against commitments ‘Quick wins’ – supporting local ideas

  4. Why are we evaluating Spotlight? • To consider Spotlight’s value as a change tool • Identify lessons learned and good practice • To make refinements to the process • Highlight role of LSP in the evaluation review i.e. are they approving the process? What are next steps?

  5. How are we evaluating Spotlight? • Two phases: Phase 1: Is the Spotlighting process effective? Phase 2: Does Spotlight deliver?

  6. Phase 1 Methodology • Listening to people’s experiences – semi structured interviews • Encouraging people to be reflective

  7. Phase 1 Methodology

  8. Contents of this report 1. Rationale, process and stakeholders 2. Feedback – Key issues 3. Conclusions

  9. Who was interviewed? • 24 Interviews - some gaps • 8 partner organisations Strategic Spotlight teams Trios

  10. Week 0 - Selection of Spotlight issue/area

  11. Week 1- Preparation and Set up Stage

  12. Weeks 2-3 - Understanding the Issue

  13. Weeks 3-4 Understanding Delivery

  14. Weeks 5-6 - Developing the Delivery Agreements

  15. End Game/Kick off Presentations

  16. Transition into Delivery

  17. Contents of this report 1. Rationale, process and stakeholders 2. Feedback – Key Issues 3. Conclusions

  18. Summary of the key strengths Partnership development – citywide and local Space for critical/strategic thinking Spotlight Evaluation Highlighted organisational development issues Evidence base for further work and to support LAA work Foundations for commissioning third sector providers

  19. Spotlight tests the quality of partnership working (and an organisation’s pre-disposition to transformational change) • Successful partnership working • (Good Relationships, Shared Goals, Trust, Effective Transparent Decisions) • Poor partnership working • Antithesis of above • Testing partnerships in real situations where partnership working is needed • Galvanises good partnerships/relationships and highlights weaknesses in the initial process and even more so in the delivery plan Partnership Universal Indicator Paper Informed by the Principles IN Good Governance

  20. Summary of the key development areas Ownership by SSP / thematic partnerships Business case for Spotlight issue and location Smarter, pacier move into delivery Expectations, Communication,& Relationships Improving Spotlight methodology Purpose of end game presentation Resources, planning and timing of the process Move from analysis to actions in strategic context Roles and responsibilities & governance Skills to support the process

  21. Early Successes Lever to bring in funding - 480k PCDL (Personal community, development learning) Centripetal force- focus for work in this area Spotlight Delivery Rejuvenating Economic Devlopt, Learning & Skills thematic partnership Influence on LSC tenders Developing & supporting third sector commissioning in East Salford

  22. Next Steps/Issues • Ownership, branding, quality control • Process and reasons to initiate a Spotlight • Toolkit – techniques and guidance Roles, relationships, resources & building a team Implementation and innovation • Project management, performance – how do you monitor creativity and how do you avoid managing out innovation • Health Spotlights

  23. We mustn’t lose sight • Whenever and wherever societies have flourished and prospered rather than stagnated and decayed, creative and workable cities have been at the core of the phenomenon… Decaying cities, declining economies, and mounting social troubles travel together. The combination is not coincidental. • Jane Jacobs The Death and Life of Great American Cities (1961)

  24. Questions and discussion

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