How we have developed this framework
Scottish Government commissioned Evaluation Support Scotland (ESS) to facilitate the coproduction of an outcomes framework.
- Consulted with the TSIs Chief Executive Officers at a network meeting
- Recruited and facilitated a working group of 10 people(17 TSIs applied)
- Met with TSU to better understand the role they envisioned for TSIs
- Kept the TSI network on general progress.
The working group met three times. The group included Helen Webster and Robert Mitchell from TSU. In developing this framework
- The group considered previous models developed by the network in June and August 2017, and looked at the Understanding intermediaries impact resource.
- The group asked for feedback from colleagues and partners within their TSI and local stakeholders and tried out the framework locally.
This finalised framework has now been adopted by the Third Sector Unit and should be used by TSIs to develop and report on their work plans in conversation with TSU. It will be kept under review in dialogue with the network.
A logic model approach
A logic model is a diagram that tells the story of your project or programme. It shows a link between the need to you have identified, what you do and how you make a difference, short, medium and long term. It allows us to see how we make a difference to the people we directly work with and how that's contributes to strategic outcomes.
For more information about logic models go to ESS guide developing a logic model.
We chose this approach because it allowed us to reconcile how you respond to local need within a broader vision of the network and some shared outcomes, as well as showing Scottish government how we are contributing to the National Performance Framework.
See the model overleaf
|TSI Network vision: Resilient and empowered communities creating a stronger, fairer and more equitable Scotland with a thriving third sector at it’s heart |
Or your own vision
|Role/ Aims||Local situation||Activities||Short term outcomes||Medium term outcomes||National performance framework|
This describes the roles funded
To be a central source of
Dependent upon local context
(needs, other providers etc.)
Ensuring a strong third sector voice
Developing the capacity of
Providing leadership, vision and
TSI to identify
What is current
To be decided
Should have at
These are the
Link your outcomes
1.People are more
2.Improved cross sector
3. Third sector
4. Third sector
5. Key decision making
Link to at least one of these outcomes
We have a globally competitive,
We are open, connected and make a positive
We tackle poverty by sharing opportunities,
We live in communities that are inclusive,
We grow up loved, safe and respected so that
We are well educated, skilled and able to
We have thriving and innovative businesses,
We are healthy and active We value, enjoy,
We are creative and our vibrant and diverse
We respect, protect and fulfil human rights
Generic assumptions you might want to identify specific assumptions underpinning your plan
The third sector encompasses social enterprises, small community groups and voluntary organisations. Each have different support needs and link into different strategies
Volunteers are fundamental to thriving communities, all third sector organisations are run by voluntary boards, many organisations involve volunteers in delivering services
Most third sector organisations contribute to the local economy in spending and employing staff
TSIs are independent bodies and are able to use that to take a leadership role in challenging others
Good governance is the building block of an effective third sector and leads to continued public confidence
We also need to be well governed and focussed on improvement and sharing learning
TSIs role is to act as brokers for local third sector perspectives and community needs, to create connections
TSIs take a human rights approach by championing the involvement of local people and communities
TSI’s gain their intelligence in part through supporting and connecting the sector, but may use different models for doing this, dependent upon who else is supporting the sector locally
Generic external factors
You might want to identify more specific factors that might affect
Extent to which TSI are allowed at a local level to contribute to policy,
TSI have support to stay ahead of policy developments
TSI staff can come together to raise common concerns with govt and other national organisations
Email: Robert Mitchell