Sector Dial Tool for VIP

7/27/2019 Sector Dial Tool for VIP

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Sector

Dial

Developed bySara Burns and Joy MacKeith, Triangle ConsultingRichard Piper, Stephen Quashie and Georgina Anstey, NCVO


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Sector DialInformation

Value of Infrastructure Programme: Sector Dial

This tool has been written or theValue o Inrastructure Programme by:Sara Burns and Joy MacKeith, Triangle ConsultingRichard Piper, Stephen Quashie and Georgina Anstey, NC VO.

National Council orVoluntary Organisations (NCVO)Regents Wharf8 All Saints Street

London N1 9RLT: 020 7713 6161www.ncvo-vol.org.ukCharity Registration: 225922

Triangle ConsultingSocial Enterprise LtdTel: 020 7272 8765www.triangleconsulting.co.ukwww.outcomesstar.org.uk

For urther inormation on theValue o Inrastructure Programme:www.ncvo-vol.org.uk/vip020 7520 2441

Creative CommonsCopyright (c) 2011 NCVO and Triangle ConsultingSocial Enterprise Ltd. Some rights reserved.

In order to facilitate impact planning, measurement andcommunication 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 specied 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 permissionfrom the copyright holders. Nothing in this license impairs orrestricts the moral rights of the authors or the copyright holders.This is a Creative Commons license, a fair way between theextremes of copyright control and uncontrolled exploitation.For more information about Creative Commons visit:www.creativecommons.org.uk.

Published January 2011Design by SteerMcGillanEves Design Ltd 01225 465546

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Sector Dial


The Sector Dial gives a picture of thelevel of cross-sector working and theresources available to support the work

of the sector. It is designed to be usedby an infrastructure organisation aloneor together with a group of sectorstakeholders to help to identify strengths

and weaknesses across the sector.It can also give impact informationabout how things change over time.

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One of your aims as an infrastructureorganisation is to enable people andorganisations to work together topromote their common cause andto meet the needs of their commonbeneciaries. Infrastructure

organisations work at a sector levelto maximise the effectiveness ofthe sector in eight areas:

1 Sector-wide impact2 Sector income3 Sector strategy4 Cross-sector learning5 Sector leadership6 People7 Sector resources8 Sector communications

If you are an infrastructure organisationworking with beneciaries across alarge number of elds (mental health,environmental campaigning, animals,theatres, scout groups, canal preservationsocieties, etc), such as a Council for

Voluntary Service (CVS), you may ndthat element 1 of the Sector Dial feelsless relevant to you. That is because it isabout working together across the sectorfor a common impact, when obviously

your beneciaries will have quite differentpurposes. In such circumstances a low scoreon that element may be normal. However,

it may be that sub-sectors within youroverall sector do need your support tohelp them work better in their speciceld. It may also be the case that, if youare supporting organisations in a specicgeographic area, e.g. Bradford, there is acommon purpose about a better Bradford.

Sector working doesnt become effectiveovernight. It needs strong, meaningfulrelationships between people andorganisations across the sector andgood quality resources and support.Infrastructure organisations can support

the development of these relationshipsand the creation of these resources, butit takes time, energy, persistence andleadership to bring a sector togetherfor the benet of its beneciaries andto ensure that the necessary resourcesand support are available. This journeycan be mapped in a series of steps, which

are detailed on the following page.

Sector Dial


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Sector DialDiagram


Infrastructure organisation or partnership:

Date of completion:

Retrospective:

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Sector (Please state the geographical remitclient group or topic that denes the sector):

Who took part in completing this Dial:

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Sector Dial1 Sector-wide impact


Not thinking oracting as a sector

Limited cross-sector working

Some crosssector working

Signifcant cross-sector working

Strong cross-sector working

There is no evidence orsector-wide consensus on whichapproaches are most effectiveor what good practice looks like.

As a result practice mayvary widely and be pooror outdated in many areas.

There is no awareness thatthings could be any different.

There is recognitionthat practice needs to beimproved across the sector.

There are discussions takingplace between organisationsand one or two initiatives arein place to help improvepractice within the sector.

There are a few key resourcesavailable, such as researchevidence of what works.

There is some evidenceabout which approaches aremost effective that is referredto in some parts of the sector.

Key training courses,qualications and standardsmay be available but they arenot very widely used and/ornot based on up to dateevidence of what works.

Some cross-sector work isunderway to identify and/orshare good practice or improveresources or take-up. However,there is a way to go if the sectoris to maximise its impactfor its beneciaries.

There is a broad consensuswithin the sector on whichapproaches are most effectiveand what is good practice inimplementing these approachesand this is largely evidence based.

Qualications, training,standards, information andguidance on good practiceare available and organisations

get together to share goodpractice. However, take-up variesand the quality of practice is notconsistent across the sector.

There is a broad and deepconsensus on which approacheswork and this is based on a strongbody of evidence. There is alsoagreement on what is goodpractice in implementing theseapproaches and this goodpractice is widely adopted.

The sector works together tocontinue to take practice forward.

Is the sector maximising the impactit has for its beneciaries/cause?

Is there evidence about whichapproaches to creating impactare most effective?

Is there consensus about whatis good practice in implementingthese approaches?

Are there qualications and trainingand practice standards available

to support good practice?

1 2 3 4 5 6 7 8 9 10

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Sector Dial1 Creating impact


Has there been an improvement in thisarea since the last Dial reading (or overthe last year if this is the rst reading)?

Yes No Dont know

If yes, what do you think was

the main cause of the improvement?

If our infrastructure organisation has supportedyou on this area, and there has been an improvement,what percentage of the improvement do you thinkis down to us? (please estimate, e.g. 50%)

If anyone else has supported

you on this area please say who:

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Sector Dial2 Sector income







As a whole the sector failsto make a joint case for itsfunding, to respond to threats,or to nd new income types.

There is no resourcing forcross-sector working itself.Resource competition betweenorganisations completelyundermines cooperation.

Some people are talkingabout tackling funding issuesat a sector level. There area few initiatives to developa better case to funders or tond new income types, but theyhave had limited effect to date.

There are some limitedresources for cross-sectorworking. Competition between

organisations for resourcesmostly blocks cooperationbut not always.

There are some cross-sectorinitiatives and many peopleand organisations are activelyworking to develop a strongcross sector approachto funding. Much of thesector is still not involvedin this, however.

Cross-sector working has someresources. Overtly competitive

attitudes are often hidden butstill block cooperation.

The sector is able to makea case for its value-based onsome sector-wide evidenceof effectiveness. There iscollective action to try to defendthe sector from funding threats.There are sector-wide initiativesto nd new income types.

Cross-sector workingis fairly well resourced.

Resource competitionbetween organisationsis fairly well managed.

The sector can make a strongcase for its value based on robustevidence. New income typesare consistently sought andthreats are consistently fought.

Cross-sector working is itselfwell resourced. Resourcecompetition is well managed,alongside collaboration.

Is there a clear sector-level case forfunding and evidence of effectiveness?

Are there sector-wide searches fornew income types and responsesto funding problems and threats?

Is competition within the sectorfor resources well-managed?

Is cross-sector workingitself well resourced?

1 2 3 4 5 6 7 8 9 10

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Sector Dial2 Sector income



Yes No Dont know






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Sector Dial3 Sector strategy







There is no shared sense ofwhat cross-sector working is for.

There is no sector-widework on strategic issuesaffecting the sector. Gapsin provision go unnoticed.

There is little clear senseof what the sector is tryingto achieve but some peopleand organisations are awareof the need to act and thinktogether strategically.

Some conversations havehappened around this, andone or two initiatives may havebegun to address this gap.

There is some commonstrategic thinking and actionbut the breadth of engagementis still low and information maynot be good quality. Some gapsin provision get identied butit is difcult to get agreementon how to respond.

Some people are makinga strong case for the value

of cross-sector working onstrategic issues and moreorganisations are cominground to this way of thinking.

There is a sense of shared visionacross many in the sector anda broad recognition of the valueof acting and thinking togetherstrategically. There is somegood strategic informationand agreement on waysforward in some areas.

However, there are difculties,for example, it might take a long

time to agree a way forwardor there are key differencesof approach that prevent astrong cross-sector strategy.

The sector has a strongshared sense of purpose.There is a clear, up to datestrategic overview based ongood evidence and a consensusabout priorities for action.

Emerging needs and gaps inprovision, changes, opportunitiesor threats are quickly recognised.Where appropriate, common

solutions are found.

Is there a shared sense ofpurpose across the sector?

Do people, organisations andsector bodies work together toaddress strategic issues such as:

Changes on the horizon? Sector-wide strengths and weaknesses? Sector-wide opportunities and threats? The sectors position

relative to other sectors?

Gaps in provision and unmet needs?

1 2 3 4 5 6 7 8 9 10

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Sector Dial3 Sector strategy



Yes No Dont know






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Sector Dial4 Cross-sector learning



Yes No Dont know






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Sector Dial5 Sector leadership







Most leaders in organisationsdont see cross-sector workingas something that can helpthem achieve theirorganisations mission.

As a result no-one is leadingthe sector or cross-sectorworking, and there are noreal sector-wide initiatives.

If there is an infrastructure

organisation it strugglesto get organisations inthe sector to engage.

There are a few people withinthe sector who see the benetof cross-sector working.

There are one or two initiativesand these emerging sectorleaders are trying to involveothers. However, manyorganisations still do notsee the relevance of workingacross the sector.

There is a sector-wide networkor body which has involvementfrom a number of organisationswithin the sector.

Most organisations see thebenets of working togetheras a sector but most dont puta lot of time and energy into itand as a result leadership withinthis network or body isnt fully

representative of the sector.Some initiatives are successfulbut others are not due to lack ofbreadth of leadership and buy-in.

There are legitimate sector-wideagencies or networks withaccountable leaders thatgive a clear direction tocross-sector working.

However, there are some partsof the sector that arentrepresented or duplication andcompetition between differentnetworks and agencies.

There are legitimate sector-wideagencies or networks withaccountable leaders that givea clear direction to cross-sectorworking and which draw in theviews and cooperation of allparts of the sector.

Initiatives for cross-sectorworking are numerous and thelead comes from a wide range

of people from across the sector.Different cross sector agenciesand networks work well togetherand have clearly dened rolesand initiatives are wellcoordinated.

1 2 3 4 5 6 7 8 9 10

Do most organisations recognisethe benets of cross-sectorworking and make it a priority?

Are there a range of people acrossthe sector taking the initiative

on cross- sector issues?

Are there strong sector-wide bodies andnetworks with genuine buy-in fromorganisations across the sector?

Are there regular new cross sectorinitiatives and are they successful?

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Sector Dial5 Sector leadership



Yes No Dont know






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Sector Dial6 People







There are signicant skillsgaps for staff, trustees andother volunteers andproblems attracting goodpeople into the sector.

It is difcult for staff toprogress within the sector,few development opportunitiesand good people leave thesector for development

opportunities elsewhere.There is little or no recognitionthat these are sector-wide issues.

There is a lack of people andskills across the sector butsome people recognise that theproblems are sector-wide andare starting to nd solutions.

There are a few initiativesand resources to address theissues at the sector level.

People within the sectorcome together to reviewworkforce needs and issues.

There are some initiatives toaddress the issues identied,for instance to attract peopleto work in the sector or todevelop management andleadership skills.

However, the initiatives

may not have worked orthere are signicant issuesnding the people and skillsneeded across the sector.

The sector broadly attractsgood people and provides gooddevelopment opportunitiesbut there are some specicareas where there are issues,for example difculties withrecruiting trustees, or a lackof new leaders emergingfrom within the sector.

The sector attracts good peopleand there are no signicantskills gaps for staff or trustees.

Volunteers are usedwhere appropriate.

People are able to nddevelopment opportunitieswithin the sector and newleaders are both grownwithin the sector and

recruited from outside.

1 2 3 4 5 6 7 8 9 10

Are organisations across the sectorable to recruit the volunteers,trustees and staff they need?

Are there clear careerpaths within the sector?

Are skill gaps across the sectoridentied and met?

Does the sector grow its own effectiveleaders, e.g. through cross-sector mentoring?

Is there support across the sector formanagement and leadership development?

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Sector Dial6 People



Yes No Dont know






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Sector Dial7 Sector resources







Use of resources withinthe sector is inefcient andthere is unhelpful duplicationof effort and services.

Methods to improve useof resources are either notavailable or organisationsdo not know how to takeadvantage of them.

Little or nothing is happening

at sector level to improveefciency.

Use of resources withinthe sector is inefcient,but there are discussionsand recognition thatbeneciaries could be betterserved if organisations acrossthe sector worked togetherto improve use of resources.

There are a few initiativesto explore sharing resources

for organisations wantingto collaborate.

Initiatives are underway insome areas, for instance toidentify duplication of effort,to share back ofce functions,or to develop joint purchasingplatforms.

However, there are problemswith implementation of theseinitiatives and there is still asubstantial need to improve

management of resourcesat a sector level.

There is plenty of collaborationon use of resources, somemergers, and some sharingof back-ofce functions.

However, take up or quality ofthese initiatives varies and thereis potential for greater efciency.

Collaboration is widespread andvery effective and there is verylittle unhelpful duplication.

Sharing of back ofce functionsand joint procurement arewidely used where appropriate.

1 2 3 4 5 6 7 8 9 10

Are resources used efcientlyacross the sector, including time,money, buildings, IT and energy?

Is unnecessary duplication avoided?

Do organisations engage in jointworking, mergers and collaborationwhere appropriate e.g. sharing premises,back ofce functions or joint purchasing?

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Sector Dial7 Sector resources


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If our infrastructure organisation has been workingon this area, and there has been an improvement,what percentage of the improvement do you thinkis down to us? (please estimate, e.g. 50%):

If anyone else has been workingon this area please say who:


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Sector Dial8 Sector communications







There is no meaningfulcommunication withinthe sector.

Policy responses areuncoordinated.

Organisations only promotethemselves, often at theexpense of others.

Beneciaries dont know

where to go to get help andorganisations self-promotionadds to this confusion.

Communications withinthe sector go to just asmall group of people.

Attempts are made tocreate policy positions andpromotional materials for thesector as a whole but theseoften lack quality and buy-in.

Beneciaries may getsignposted to other agencies,

but this is fairly ad hoc.

There are some sector-widecommunications e.g. aninfrequent newsletterandan annual event.

There are some good policypositions and promotionalmessages, with some buy-inacross the sector.

Beneciaries are helped to

nd the right place withinthe sector, but mistakes oftenhappen. Organisations wantto do better but dont knoweach other well enough.

Communications in the sectorare good but dont reach allparts of the sector.

There are clear messagesbased on responses to policyconsultations and with fairlygood buy-in across the sector.Promotional messages distinguishquite well between differentaudience types.

There are good methods forgetting beneciaries to theright place, e.g., workingreferral systems.

Communications within andacross the sector are very goodand reach all parts of the sector.

The sector speaks legitimatelywith one voice when neededand is effective in getting itsmessage across.

It promotes itself powerfullywith intelligent audiencedifferentiation.

Beneciaries are trackedseamlessly in their movementacross the sector.

1 2 3 4 5 6 7 8 9 10

Do organisations in the sectorcommunicate with each other?

Does the sector have a strong legitimatevoice, with agreed policy andcampaigning messages?

Does the sector promote itself andits cause condently as a sector, toa range of external audiences?

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Sector Dial8 Sector communications


If our infrastructure organisation has been workingon this area, and there has been an improvement,what percentage of the improvement do you thinkis down to us? (please estimate, e.g. 50%):

If anyone else has been workingon this area please say who:

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Sector DialNotes


Infrastructure organisation or partnership

Sector

Date of completion

Impact area Score Notes (e.g. the reason for the score or details of progress made)

Sector-wide impact

Sector income

Sector strategy

Cross-sector learning

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Sector DialNotes Continued


Infrastructure organisation or partnership

Sector

Date of completion

Impact area Score Notes (e.g. the reason for the score or details of progress made)

Sector leadership

People

Sector resources

Sector communications

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Sector Dial Tool for VIP

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