Evaluation of Leading to Deliver

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APPENDIX 5: TOPIC GUIDES - QUALITATIVE SURVEY

Evaluation of Leading to Deliver
Topic Guide: Participants
(Final)

Background & Personal Information

1. Brief history: qualifications and career path

2. Current employment ( i.e.LASWS; public; voluntary)

3. Current role: area of responsibility, e.g. Leadership management

4. Experience prior to participation on programme, i.e. other sectors, if relevant

Application & Selection

5. How did you first become aware of the LtD programme? (PROBE FOR: through line manager, referral, intranet, advertising, etc.)

6. What were your main reasons for applying to take part in the programme? [PROBE FOR: improving learning; promotion; 'Changing Lives' strategy; qualification/accreditation; social work council registration; etc.]

7. What is your view of the application and selection process? (PROBE FOR: Level of ease/difficulty experienced, i.e. number of applications made before accepted; waiting time before starting the programme).

ASK 5 ^th COHORT ONLY:

8. As part of your application, you had to complete a 'personal application statement. How did you find this process?

ASK ALL

9 Can you tell me what criteria your employer/line manager based his/her selection of candidates? (PROBE FOR: Specific number of places available, cost, etc.)

10 What, if any, do you think are the key barriers to taking part in the programme? (PROBE FOR: mode of delivery, e.g. residential/e-learning; competing work priorities, i.e. inspections; other training; perception of effort; formality of qualification/fear of failure; etc.)

Programme Content & Delivery

11. What, if any, do you think are the strengths and weaknesses of the following aspects of the programme?

a. Delivery [PROBE FOR: course materials, case studies, modules; quality/knowledge of tutors, balance between provision of tutorials/e-learning/study, level it was pitched at, provision of additional support, etc.]

b. E-learning system [PROBE FOR: ease of access, navigation, reliability, frequency of use, guidance notes, etc.]

c. Residential aspects [PROBE FOR: location; length of stay, scheduling, accommodation, travel, provision of childcare; Syndicate groups; social aspects, etc.]

d. Modules SHOWCARD A (1. Changing to Lead; 2. Leading & Influencing Change; 3. Leading Change in Service Delivery; 4. Leading Delivery through Effective Relationships.

e. Mentoring process [PROBE FOR: Whether it was used? If not, why not?] (ALSO: PROBE IN RELATION TO: appropriateness and effectiveness of mentor, support provided, approachability, ease of access, benefits of having a mentor, etc.)

ASK 5 ^th COHORT ONLY:

12. Have you been a mentor? IF YES: How did you find this? How effective do you think this process was?

13. In what way, if at all, do you think that changes made to the programme this year have been particularly useful? What have the particular benefits been? (PROBE FOR: Line managers' briefing workshop; other)

ASK ALL:

14. What, if any, other similar programmes have you participated in? PROBE FOR: How does this course compare with any similar training you might have participated in the past and/or are aware of?

15. What, if any, do you think are the benefits of having a formal qualification as part of the programme? [PROBE FOR: Perceived value; motivation; quality mark; registration, future career prospects; etc.] ALSO: What, if any, disadvantages are there in the programme being accredited? (PROBE FOR: Level of outputs required, pressure to succeed, etc).

16. How important, if at all, is it to you that the programme is accredited? Why? Would it have affected your decision to participate? Do you think the accreditation will have an impact on your future career prospects?

Impact of Training & Performance Management

17. What, if anything, do you think that you have actually gained by participating in the LtD programme? (PROBE IN RELATION TO: Understanding of effective leadership, understanding of strategic management, learning to be an effective leader and for influencing change, self confidence, understanding of 'Changing Lives' strategy, etc.)

18. The key objectives of the programme are……………….

SHOWCARD B

to produce leaders who understand the Changing Lives agenda and are able to play a leadership role within it;
to equip participants as adaptive leaders, able both to act as role models and lead change;
to produce sustainable benefits from the knowledge, skills and understanding of the participants beyond the end of the programme.

To what extent, if at all, do you think this has been achieved?

19. Are you doing anything differently in the way you work since participating in the programme? If so, in what way? (PROBE FOR EXAMPLES IN RELATION TO THEIR POLICY AGENDA). Has it influenced how you work on a day-to-day basis?

20. What, if any, further benefits do you expect to see in the future, if any? [PROBE IN RELATION TO: Your personal development; benefits to the organisation/sector; promotion; other changes?]

21. What benefits, if any, do you think your manager expected to see as a result of you participating? [PROBE IN RELATION TO: Your personal development; benefits to the organisation/sector; other changes?]

22. What benefits, if any, do you think your manager has seen to-date? And what benefits, if any, do you think your manager expects to see in the future?

23. What benefits, if any, do you think that services users have benefited from you as an in your organisation participating on the programme? (PROBE FOR EXAMPLES

24. Do you think that participating on the programme met your expectations? If so, in what way?/Why not?

25. What, if any, barriers exist to you using what you have learnt within the workplace?

26. What support are participants provided with from their line managers? (PROBE FOR EXAMPLES). To what extent, if at all, do you think that line managers are committed to being supportive to employees participating on the programme?

27. What, if any, opportunities exist within your workplace to ensure that other employees benefit from what you have learnt?

28. In what way, if at all, might you use what you have learnt in the future? (PROBE FOR: outside the organisation; new employment; improved networking, i.e. syndicate group]

29. To what extent, if any, do you see the programme linking with wider developments in the sector? [PROBE FOR; Changing Lives; Social Services Leadership and Management Framework]

Cost Benefits

30. Participating on the programme involves investing time and effort. Do you feel that the benefits gained outweigh the costs? [PROBE IN RELATION TO: (i) you as an employee ( e.g. travel, overnight stays, etc.), and (ii) your employer ( e.g. covering cost of staff, etc.)

Overall Perception of LtD

31. What is your opinion of the programme overall? PROBE in relation to:

a. Its relevance to Social Services (if applicable)

b. Its relevance to current employment

c. The way in which it is designed

d. Its sustainability in the future

32. Have you/would you recommend the programme to others? Why/Why not?

33. And finally, in what way, if at all, do you think the programme could be improved? [PROBE FOR: Different programme elements, e.g. content; delivery ( i.e. residential, e-learning, facilitators); timing, location; etc.]

34. The cost of the current design of the programme means that it has limited reach and impact. In order to maximise reach to a wider workforce in what way do you think the programme may be redesigned in the future? PROBE FULLY.

35. Which of the following design options might be effective in the future development of the programme to maximise a wider reach? PROBE FOR:

Re-organise the structure of the face-to-face components ( i.e. hold fewer residential components but longer blocks of study);
Re-organise the location of face-to-face components to regional or local centres such as a local college
More content delivered through distance learning ( e.g. study packs; e-learning) but with more local tutor support

Evaluation of Leading to Deliver
Topic Guide: Line Managers
(Final)

Background Information

1. Current Role

2. Staff put through programme to-date ( i.e. number, year, management level, experience in sector prior to course ( LASWS; public; vol)

3. Impact of current/previous involvement in LtD [PROBE FOR: impact on allowing/supporting staff to apply, i.e. on the organisation]

Application & Selection

4. How did you first become aware of the programme? (PROBE FOR: recommendation, advertising, etc.)

5. What were your main reasons for placing employee/s on the programme? [PROBE FOR: improving learning; opening up opportunities for promotion; 'Changing Lives' strategy; qualification/accreditation; social work council registration; etc.]

6. What is your view on the suitability of the application and selection process? (PROBE FOR: Level of ease/difficulty experienced, i.e. number of applications made before accepted; waiting time before starting the programme).

7. Can you tell me what criteria you based your selection of employees to participate on the programme on? (PROBE FOR: Specific number of places available, cost, benefits to individual/organisation, etc.)

8. What, if any, do you think are the key barriers to your staff wanting to take part in the programme? (PROBE FOR: mode of delivery, e.g. residential/e-learning; competing work priorities, i.e. inspections; other training; perception of effort; formality of qualification/fear of failure; etc.)

ASK LINE MANAGERS OF COHORT 5 PARTICIPANTS ONLY:

9. What do you think of the inclusion of the personal application statement? (PROBE FOR: the pros and cons of its inclusion; whether it is perceived as an improvement to the system overall, etc.)

Programme Content & Delivery

10. What, if any, do you think are the strengths and weaknesses of the following aspects of the programme?

a. Delivery [PROBE FOR: course materials, case studies, modules; quality/knowledge of tutors, balance between provision of tutorials/e-learning/study, level it was pitched at, provision of additional support, etc.]

b. E-learning system [PROBE FOR: ease of access, navigation, reliability, frequency of use, guidance notes, etc.]

c. Residential aspects [PROBE FOR: location; length of stay, scheduling, accommodation, travel, provision of childcare; Syndicate groups; social aspects, etc.]

d. Modules SHOWCARD A (1. Changing to Lead; 2. Leading & Influencing Change; 3. Leading Change in Service Delivery; 4. Leading Delivery through Effective Relationships.

e. Mentoring process [PROBE FOR: Whether it was used by participants? If not, why not?] (ALSO: PROBE IN RELATION TO: appropriateness and effectiveness of mentors selected for attendees, support provided to attendees, approachability, ease of access of mentors to participants, benefits to attendees in having a mentor, etc.)

11. What do you think of the organisers and the organisation of the programme? [PROBE IN RELATION TO: LtD Project Team, Facilitators/Taylor Clark Partnership; communication processes; timeliness]

ASK LINE MANAGERS OF COHORT 5 ONLY:

12. In what way, if any, do you think the programme elements this year compare with previous years? [PROBE FOR: Line managers' briefing workshop, Change Project]

ASK ALL:

14. What, if any, other similar programmes have your staff participated in? PROBE FOR: How does this/these course(s) compare with any similar training they might have participated in the past and/or you are aware of?

15. What, if any, do you think are the benefits of having a formal qualification as part of the programme? [PROBE FOR: Perceived value; motivation of staff; quality mark; promotion, future career prospects of staff; etc.] ALSO: What, if any, disadvantages are there in the programme being accredited? (PROBE FOR: Level of outputs required, pressure to succeed, etc).

16. How important, if at all, is it to you as an employer that the programme is accredited? Why?

Impact of Training & Performance Management

17. What, if anything, do you think that your staff have actually gained by participating in the LtD programme? (PROBE IN RELATION TO: Understanding of effective leadership, understanding of strategic management, learning to be an effective leader/for influencing change, self confidence, understanding of 'Changing Lives' strategy, etc.)

18. The key objectives of the programme are……………….

SHOWCARD B

to produce leaders who understand the Changing Lives agenda and are able to play a leadership role within it;
to equip participants as adaptive leaders, able both to act as role models and lead change;
to produce sustainable benefits from the knowledge, skills and understanding of the participants beyond the end of the programme.

To what extent, if at all, do you think this has been achieved?

19. What, if any, further benefits do your staff expect to see in the future, if any? [PROBE IN RELATION TO: Their personal development; benefits to the organisation/sector; other changes?]

20. What benefits, if any, do you think you as a line manager expected to see as a result of your staff participating? [PROBE IN RELATION TO: personal development of staff; benefits to the organisation/sector; other changes?]

21. What benefits, if any, do you think you as a line manager has seen to-date? And what benefits, if any, do you think you as a line manager expects to see in the future?

22. What benefits, if any, do you think that services users have benefited from employees in your organisation participating on the programme? (PROBE FOR EXAMPLES)

23. Do you think that participating on the programme met your staff(s') expectations? If so, in what way?/Why not?

24. What, if any, barriers exist to staff using what they have learnt within the workplace?

25. What support are participants provided with from their line managers? (PROBE FOR EXAMPLES). To what extent, if at all, do you think that line managers are committed to being supportive to employees participating on the programme?

26. What, if any, opportunities exist within the workplace to ensure that other employees benefit from what your staff have learnt?

27. In what way, if at all, might your staff use what they have learnt in the future? (PROBE FOR: outside the organisation; new employment opportunities; improved networking, i.e. syndicate group]

28. To what extent, if any, do you see the programme linking with wider developments in the sector? [PROBE FOR; Changing Lives; Social Services Leadership and Management Framework]

Cost Benefits

29. To what extent, if any, do you think the costs associated with participating in the programme have been an issue? [PROBE IN RELATION TO: (i) the member(s) of staff participating in the programme ( e.g. travel, overnight stays, etc.), and (ii) you as an employer ( e.g. covering staff; etc.]

30. Do you feel that the benefits gained outweigh the costs? [PROBE IN RELATION TO: (i) from your staff's perspective ( e.g. travel, overnight stays, etc.), and (ii) you as an employer ( e.g. covering cost of staff, etc.)

31. Does the cost implications of placing employees onto the programme influence the number of staff you put through the application process? In what way?

32. What are the key benefits as an employer have there been as a result of employees participating in the programme? (PROBE IN RELATION TO (i) the organisation as a whole; and (ii) you as their line manager. Do these benefits outweigh the costs incurred? In what way?/Why not?

33. Is the level of funding made available to you as an employer an important factor in deciding whether to place employees onto the programme, or not?

34. In what way, if at all, do you think the training could be made more cost effective? [PROBE IN RELATION TO: Particular programme elements, e.g. residential; number of staff trained; delivery; locations; etc.]

35. The cost of the current design of the programme means that it has limited reach and impact. In order to maximise reach to a wider workforce in what way do you think the programme may be redesigned in the future? PROBE FULLY.

36. Which of the following design options might be effective in the future development of the programme to maximise a wider reach? PROBE FOR:

Re-organise the structure of the face-to-face components ( i.e. hold fewer residential components but longer blocks of study);
Re-organise the location of face-to-face components to regional or local centres such as a local college
More content delivered through distance learning ( e.g. study packs; e-learning) but with more local tutor support

37. How do you think the impact and value for money of the programme this year compares with previous years?

Overall Perception of LtD

38. What is your opinion of the programme overall? PROBE in relation to:

f. Its relevance to Social Services (if applicable)

g. Its relevance to you as an employer

a. The way in which it is designed

b. Its sustainability in the future

39. Have you/would you recommend the programme to others? Why/Why not?

40. And finally, in what way, if at all, do you think the programme could be improved? [PROBE FOR: Different programme elements, e.g. content; delivery ( i.e. residential, e-learning, facilitators); timing, location; etc.]

Evaluation of Leading to Deliver
Topic Guide: Facilitators
Final

Background Information

1. How did you first become involved with LtD?

2. Why do you think there was a need for this type of programme?

3. What do you think are the leadership challenges in day-to-day working lives of senior managers? PROBE FOR: Implementation of ' Changing Lives'.

4. In what way do you think the programme has developed over the past 5 years?

Aims & Objectives of the Programme

5. What are the main objectives of the programme?

6. Do you think that the programme, as it is currently designed, meets those objectives? IF YES: In what way? IF NO: Why not? In what way does it need to be changed?

Overall Perception of Leading to Deliver as a Programme

7. What, in your opinion, is attractive about the programme to (i) the employer and (ii) current and potential participants? PROBE FULLY FOR DIFFERENT ELEMENTS IN EACH CASE. For example, accreditation, impact on organisation, behavioural change, personal development of candidates, future prospects, etc.

8. What in your view are a) the participants' and b) the employers' expectations of the programme?

9. In what way, and to what degree, do you think that the programme meets the needs of (i) the employer, and (ii) employees? Probe in relation to impact, approach to work, relevance, influencing change in the workplace, career development, etc.

10. How do you think the programme compares with other similar types of leadership programmes? PROBE FOR: (i) 'Fit' of LtD versus other programmes with industry/employer/employee needs, and (ii) Value added aspects of LtD versus other programmes.

11. Do you think that the fact that the programme is an accredited postgraduate course has an impact on 'buy in' to the programme by (i) employers, and (ii) participants? How important is the accreditation of the programme?

Programme Content & Delivery

12. What feedback have you had from participants on the programme over the past 5 years? PROBE FOR: Pace of programme, content, structure, scheduling, etc.

13. What changes have been made to the programme since it's inception as a result of the feedback obtained?

Impact/Reach of the Programme

14. To what degree do you think the programme is establishing foundations for how leadership and management should be practised in the future across all social service organisations?

15. What is your view of the impact that the programme is having on industry in terms of its reach? Do you think the reach needs to be increased to make more of an impact?

Impact of the Programme

16. The key of objectives of the programme are … (SHOW CARD WITH LIST OF OBJECTIVES)

To produce leaders who understand the Changing Lives agenda and are able to play a leadership role within it
To equip leaders as adaptive leaders, able both to act as role models and lead change
To produce sustainable benefits from the knowledge and skills and understanding of the participants beyond the end of the programme.

To what extent do you think these objectives have been achieved?

17. From feedback you might have received from participants, what have they gained from the programme? What benefits have they brought back to the workplace? What changes have they made to practice as a result of participating in the programme? How have they applied their learning?

18. To what extent, if at all, have any benefits reached service users?

19. What, if any, barriers exist to participants applying what they have learned in the workplace? (probe issues around line manager supportiveness and if this has been adequate)

20. To what extent have participants been able to share their learning with colleagues? (probe barriers to sharing learning)

21. What feedback, if any, have you had from participants as to how they have applied their learning in the workplace? What are they doing differently?

22. Which elements of the programme content do you think will have the most impact on participants and the way in which they work? PROBE FOR: which modules do you think participants are using the most material/tools?

Cost Effectiveness/ Value for money

23. Participating in the programme requires time and effort. Do you feel that the benefits gained outweigh the costs?

24. In your opinion, in what way, if at all, do you think the training could be made more cost effective to improve reach? [PROBE FOR: programme elements, e.g. residential; numbers trained; mode of delivery; alternative timings or locations, etc.]

Future Role of the Programme

25. What benefits, if any, do you expect to see in the future in the continuing role out of the programme. PROBE IN RELATION TO: (i) Industry; (ii) employers, and (iii) participants.

26. In your opinion, how sustainable is this type of programme/other similar types of programmes in the foreseeable future?

27. And finally, how if at all, do you think the programme could be improved in the future to ensure its sustainability?

Evaluation of Leading to Deliver
Topic Guide: Leadership and Management Change Group
Final

Background Information

1. When and how did you first become aware of/ involved with LtD?

2. Why do you think there was a need for this type of programme?

3. What do you think are the leadership challenges in day-to-day working lives of senior managers? PROBE FOR: Implementation of ' Changing Lives'.

4. To what degree do you think that organisations in Social Services are willing to invest in leadership development? And why? How could this be improved?

5. What impact do you think the 'Leadership and Management Change Group' should have on the LtD programme, now; and in the future?

Aims & Objectives of the Programme

6. What do you think are the main objectives of the programme?

7. Do you think that the programme, as it is currently designed, meets those objectives? IF YES: In what way? IF NO: Why not? In what way does it need to be changed?

Overall Perception of Leading to Deliver as a Programme

8. What, in your opinion, is attractive about the programme to (i) the employer and (ii) current and potential participants? PROBE FULLY FOR DIFFERENT ELEMENTS IN EACH CASE. For example, accreditation, impact on organisation, behavioural change, personal development of candidates, future prospects, etc.

What in your view are a) participants' and b) employers' expectations of the programme?

11. To what extent do you see the programme linking with wider developments in the sector? [PROBE FOR: Changing Lives; Social Services Leadership and Management Framework]

12. Do you think that the fact that the programme is an accredited postgraduate course has an impact on 'buy in' to the programme by (i) employers, and (ii) participants? How important is the accreditation of the programme?

Programme Content & Delivery

13. What do you think have been the most fundamental changes to the content, structure and delivery over the past 5 years?

14. How do programme elements this year compare with previous years? [PROBE FOR: lnclusion of line managers' briefing workshop, Change Project, etc.]. And what, if any, impact do you think these changes have made and/or will make to the perception of the programme?

15. Which elements do you think will have the most impact on the way in which participants work on a day-to-day basis?

16. How do you envisage that the programme will change in the future?
PROBE FOR: Mode of delivery, scheduling, etc.

Reach of the Programme

17. Do you think that the programme establishes the foundations for how leadership and management could be practised in future across all social services organisations? IF YES, PROBE: In what way?

18. What is your view of the impact that the programme is having on industry in terms of its reach? Do you think the reach needs to be increased to make more of an impact?

Impact of the programme

19. The key of objectives of the programme are … (SHOW CARD WITH LIST OF OBJECTIVES)

To produce leaders who understand the Changing Lives agenda and are able to play a leadership role within it
To equip leaders as adaptive leaders, able both to act as role models and lead change
To produce sustainable benefits from the knowledge and skills and understanding of the participants beyond the end of the programme.

To what extent do you think these objectives have been achieved?

20. What, in your opinion have participants' gained from the programme? What benefits have they brought back to the workplace?/ What changes have they made to practice as a result of participating in the programme?

21. To what extent, if at all, have any benefits reached service users?

22. What, if any, barriers exist to participants applying what they have learned in the workplace? (probe issues around line manager supportiveness and if this has been adequate)

23. To what extent have participants been able to share their learning with colleagues? (probe barriers to sharing learning)

24. What feedback, if any, have you had from participants as to how they have applied their learning in the workplace? What are they doing differently?

25. Which elements of the programme content do you think will have the most impact on participants and the way in which they work? PROBE FOR: which modules do you think participants are using the most material/tools?

Cost Effectiveness/ Value for Money

26. Participating in the programme requires time and effort. Do you feel that the benefits gained outweigh the costs?

27. In your opinion, in what way, if at all, do you think the training could be made more cost effective to improve reach? [PROBE FOR: programme elements, e.g. residential; numbers trained; mode of delivery; alternative timings or locations, etc.]

Future Role of the Programme

28. What benefits, if any, do you expect to see in the future in the continuing role out of the programme. PROBE IN RELATION TO: (i) Industry; (ii) employers, and (iii) participants.

29. In your opinion, how sustainable is this type of programme/other similar types of programmes in the foreseeable future?

30. And finally, how if at all, do you think the programme could be improved in the future to ensure its sustainability?

Evaluation of Leading to Deliver
Topic Guide: LtD Project Team
Final

Background Information

1. When and how did you first become involved with LtD?

2. Why do you think there was a need for this type of programme?

3. What do you think are the leadership challenges in day-to-day working lives of senior managers? PROBE FOR: Implementation of ' Changing Lives'.

4. In what way do you think the programme has developed over the past 5 years to meet these challenges?

Aims & Objectives of the Programme

5. What do you think are the main objectives of the programme? (Show card with list of objectives )

6. Do you think that the programme, as it is currently designed, meets those objectives? IF YES: In what way? IF NO: Why not? In what way does it need to be changed?

Overall Perception of Leading to Deliver as a Programme

7. Do you think that the programme establishes the foundations for how leadership and management could be practised in future across all social services organisations? IF YES, PROBE: In what way?

9. What in your view are a) the participants' and b) the employers' expectations of the programme?

10. In what way, and to what degree, do you think that the programme meets the needs of (i) the employer, and (ii) employees? Probe in relation to impact, approach to work, relevance, influencing change in the workplace, career development, etc.

11. How do you think the programme compares with other similar types of leadership programmes? PROBE FOR: (i) 'Fit' of LtD versus other programmes with industry/employer/employee needs, and (ii) Value added aspects of LtD versus other programmes.

12. To what extent do you see the programme linking with wider developments in the sector? [PROBE FOR: Changing Lives; Social Services Leadership and Management Framework]

13. Do you think that the fact that the programme is an accredited postgraduate course has an impact on 'buy in' to the programme by (i) employers, and (ii) participants? How important is the accreditation of the programme?

Application & Selection Process

14. How does the application and selection process for this year compare with previous years? [PROBE IN RELATION TO: personal application statement; focus on more senior (local authority) managers; motivation of attendees]

15. What is your view of the application and selection process of participants onto the programme now? (PROBE FOR: Criteria for selection, i.e. Change Projects: based on potential impact? Or other criteria?)

Programme Content & Delivery

16. How do you think that the organisation and delivery of the programme is perceived by (i) employers, and (ii) participants?

17. What do you think have been the most fundamental changes to the content, structure and delivery over the past 5 years?

18. What, if any, do you think are the strengths and weaknesses of the following aspects of the programme?

Mode of Delivery [PROBE FOR: Balance between provision of residential tutorials/e-learning/study; scheduling, etc.)
Provision of mentor [PROBE FOR: benefits of having a mentoring system, etc.

19. How effective do you think that each of the different elements of the programme delivery are? PROBE FOR:

Virtual Campus ( i.e.RGU)
Residential Modules ( i.e. number, frequency, scheduling, etc.)
Syndicate Groups

20. How do programme elements this year compare with previous years? [PROBE FOR: lnclusion of line managers' briefing workshop, Change Project, etc.]. And what, if any, impact do you think these changes have made and/or will make to the perception of the programme?

21. Which elements do you think will have the most impact on the way in which participants work on a day-to-day basis?

22. How do you envisage that the programme will change in the future?

PROBE FOR: Mode of delivery, scheduling, etc.

Reach of the Programme

23. What is your view of the impact that the programme is having on industry in terms of its reach? Do you think the reach needs to be increased to make more of an impact?

Impact of the programme

24. The key of objectives of the programme are … (SHOW CARD WITH LIST OF OBJECTIVES)

To produce leaders who understand the Changing Lives agenda and are able to play a leadership role within it
To equip leaders as adaptive leaders, able both to act as role models and lead change
To produce sustainable benefits from the knowledge and skills and understanding of the participants beyond the end of the programme.

To what extent do you think these objectives have been achieved?

25. What, in your opinion have participants' gained from the programme? What benefits have they brought back to the workplace?/ What changes have they made to practice as a result of participating in the programme?

26. To what extent, if at all, have any benefits reached service users?

27. What, if any, barriers exist to participants applying what they have learned in the workplace? (probe issues around line manager supportiveness and if this has been adequate)

28. To what extent have participants been able to share their learning with colleagues? (probe barriers to sharing learning)

29. What feedback, if any, have you had from participants as to how they have applied their learning in the workplace? What are they doing differently?

30. Which elements of the programme content do you think will have the most impact on participants and the way in which they work? PROBE FOR: which modules do you think participants are using the most material/tools?

Cost effectiveness/ Value for Money

31. Participating in the programme requires time and effort. Do you feel that the benefits gained outweigh the costs?

32. In your opinion, in what way, if at all, do you think the training could be made more cost effective to improve reach? [PROBE FOR: programme elements, e.g. residential; numbers trained; mode of delivery; alternative timings or locations, etc.]

Future Role of the Programme

33. What benefits, if any, do you expect to see in the future in the continuing role out of the programme. PROBE IN RELATION TO: (i) Industry; (ii) employers, and (iii) participants.

34. In your opinion, how sustainable is this type of programme/other similar types of programmes in the foreseeable future?

35. To what degree do you think that organisations across Social Services are willing to invest in leadership development?

36. And finally, how if at all, do you think the programme could be improved in the future to ensure its sustainability?

Evaluation of Leading to Deliver
Topic Guide: Leadership Community
Final

Background Information

Scottish Government and some graduates of LtD are currently developing a pilot Social Services Leadership Community It aims to be a community of connected, open-minded and motivated leaders who share ideas, knowledge and experiences, and who seek to be the best they can be at delivering social services in a way that meets the needs of service users. Its is hoped that all LtD graduates will be involved.

1. What do you think should be the aims and objectives of such a Leadership Community'?

2. What do you think should be the key activities of such a ' Leadership Community'?

3. What impact do you think the 'Leadership Community' could have on the LtD programme, now; and in the future?

4. What role do you play/see yourself playing in the future? - what would you like to get out of it - what can you offer other members of the community in terms of your skills, ideas, experiences?

Aims & Objectives of the Programme

5. What, in your opinion, are the main objectives of the LtD programme?

6. Do you think that the programme, as it is currently designed, meets those objectives? IF YES: In what way? IF NO: Why not? In what way does it need to be changed?

Overall Perception of Leading to Deliver as a Programme

8. What in your view are a) participants' and b) employers' expectations of the programme?

11. To what extent do you see the programme linking with wider developments in the sector? [PROBE FOR: Changing Lives; Social Services Leadership and Management Framework]

12. Do you think the fact that the programme is an accredited post graduate course has an impact on "buy in" to the programme by i) employers and ii) participants?/ How important is the accreditation of the programme?

Programme Content & Delivery

13. How do you think that the organisation and delivery of the programme is perceived by (i) employers, and (ii) participants?

14. What, if any, do you think are the strengths and weaknesses of the following aspects of the programme?

c. Delivery [PROBE FOR: course materials, case studies, modules; quality/knowledge of tutors, balance between provision of tutorials/e-learning/study, level it was pitched at, provision of additional support, etc.]

d. E-learning system [PROBE FOR: ease of access, navigation, reliability, frequency of use, guidance notes, etc.]

e. Residential aspects [PROBE FOR: location; length of stay, scheduling, accommodation, travel, provision of childcare; Syndicate groups; social aspects, etc.]

f. Modules SHOWCARD A (1. Changing to Lead; 2. Leading & Influencing Change; 3. Leading Change in Service Delivery; 4. Leading Delivery through Effective Relationships.

g. Mentoring process [PROBE FOR: Whether it was used? If not, why not?] (ALSO: PROBE IN RELATION TO: appropriateness and effectiveness of mentor, support provided, approachability, ease of access, benefits of having a mentor, etc.)

15. How effective do you think that each of the different elements of the programme delivery are? PROBE FOR:
- Virtual Campus ( i.e.RGU)
- Residential Modules ( i.e. number, frequency, scheduling, etc.)
- Syndicate Groups

16. How do programme elements this year compare with previous years? [PROBE FOR: lnclusion of line managers' briefing workshop, Change Project, etc.]. And what, if any, impact do you think these changes have made and/or will make to the perception of the programme?

17. In what way, if at all, do you feel the programme could be changed in the future?
PROBE FOR: Mode of delivery, scheduling, etc.

Reach of the Programme

18. What is your view of the impact that the programme is having on industry in terms of its reach? Do you think the reach needs to be increased to make more of an impact?

Impact of the programme

19. To what degree do you think the programme is establishing foundations for how leadership and management should be practised in the future across all social service organisations?

20. The key of objectives of the programme are … (SHOW CARD WITH LIST OF OBJECTIVES)

To produce leaders who understand the Changing Lives agenda and are able to play a leadership role within it
To equip leaders as adaptive leaders, able both to act as role models and lead change
To produce sustainable benefits from the knowledge and skills and understanding of the participants beyond the end of the programme.

To what extent do you think these objectives have been achieved?

21. What, in your opinion have participants' gained from the programme? What benefits have they brought back to the workplace? What changes have they made to practice as a result of participating in the programme?

22. To what extent, if at all, have any benefits reached service users?

23. What, if any, barriers exist to participants applying what they have learned in the workplace? (probe issues around line manager supportiveness and if this has been adequate)

24. To what extent have participants been able to share their learning with colleagues? (probe barriers to sharing learning)

25. What feedback, if any, have you had from other participants as to how they have applied their learning in the workplace? What are they doing differently?

26. Which elements of the programme content do you think will have the most impact on participants and the way in which they work? PROBE FOR: which modules do you think participants are using the most material/tools?

Cost Effectiveness

27. Participating in the programme requires time and effort. Do you feel that the benefits gained outweigh the costs?

28. In your opinion, in what way, if at all, do you think the training could be made more cost effective to improve reach? [PROBE FOR: programme elements, e.g. residential; numbers trained; delivery; alternative timings or locations, etc.]

Future Role of the Programme

29. What benefits, if any, do you expect to see in the future in the continuing role out of the programme. PROBE IN RELATION TO: (i) Industry; (ii) employers, and (iii) participants.

30. In your opinion, how sustainable is this type of programme/other similar types of programmes in the foreseeable future?

31. And finally, how if at all, do you think the programme could be improved in the future to ensure its sustainability?

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The Scottish Government

Research

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Evaluation of Leading to Deliver

APPENDIX 5: TOPIC GUIDES - QUALITATIVE SURVEY