APPENDIX D: FLEXIBLE INTERVIEW SCHEDULE FOR CASE STUDIES (2010)
Notes to researcher 1) Interview schedule can be adapted/questions excluded or included depending on TSO stakeholder being interviewed. 2) Ensure that, where possible, data/documents have been provided on: - size and make-up of workforce - a) in general; b) in the specific policy area providing the focus for this research;
- turnover, current annual budget and projected three-year budget - a) in general; b) in the specific policy area providing the focus for this research;
- role of public sector grants, contracts, other public sector finance in TSO's operational budget - a) in general; b) in the specific policy area providing the focus for this research;
- spatial focus/distribution of resources for TSO's work in delivering/managing public services - a) in general; b) in the specific policy area providing the focus for this research;
- management, funding and governance structures that define TSO's work in delivering/managing public services;
- which national and local government bodies, CPPs, etc. the TSO is delivering services for; area of policy/types of services; funding model and legal basis for each relationships;
- after initial contact ask only if there have been changes in the above.
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1) General - background
[Note to researcher: after first round of interviews, ask only if there have been any changes to respondent's role, position, etc.]
1.1 Title and position of research participant.
1.2 Provide an overview of your TSO's work in delivering/managing public services: a) in general; b) in the specific policy area providing the focus for this research.
Describe partners/funders; policies/programmes involved in; funding regimes.
1.3 Describe: a) your role within the TSO; b) your role in the TSO's delivery of public services.
1.4 Describe any changes in the above issues since last contact (or if first contact, over the preceding three years).
1.5 What have been the key opportunities and challenges faced by your TSO in relation to its work in public services in this past year?
1.6 What key opportunities and challenges do you think you will face in the next year?
2) The changing policy context and your organisation
2.1 Describe how your TSO manages and delivers services in the specific policy area providing the focus for this research. For example, in your view…
- Briefly describe the roles and practice of a) staff and/or b) managers.
- Briefly describe staff expertise, skill-sets and qualifications.
2.2 What is the balance of activity within your TSO between the delivery of different types of public services, delivering other services, campaigning/representing interest groups, fund-raising and other activities?
2.3 Describe any changes in the above issues since last contact (or if first contact, over the preceding three years).
2.4 Describe any more general changes since last contact (or if first contact, over the preceding three years) in the general culture, focus, priorities of your TSO.
2.5 What have been the key drivers of any changes identified above? Probe in relation to:
- drivers of change from within your TSO;
- in response to specific funding calls or policy agendas;
- in response to changing institutional environments/resource issues;
- in response to emerging issues or evidence;
- from within communities/groups that you represent?
3) Challenges of the Public Service Reform Agenda
3.1 To what extent are your TSO's priorities, activities, practices and management/organisation shaped by the need to achieve specific outcomes for public services? Describe.
- How has your TSO arrived at these outcome targets (e.g. unilaterally; imposed by funders; agreed in partnership with government and other stakeholders)?
3.2 From your perspective, how does the Scottish Government National Performance Framework influence your TSO's priorities, activities, practices and management/organisation?
- For example, has it influenced overall themes/priorities for your work? How?
- Do you deliver public services in accordance with specific National Performance Framework objectives, outcomes and indicators? Describe.
- From your perspective, does the National Performance Framework add value to: a) the public services reform agenda; b) your work? How?
3.3 How have any shifts in a) Scottish Government, b) local government budget priorities affected your TSO's priorities, activities, practices and management/organisation?
- Probe regarding pros and cons of post-ring-fenced funding.
3.4 How have any shifts in a) Scottish Government, b) local government budget limitations affected your TSO's priorities, activities, practices and management/organisation?
3.5 How has your TSO positioned itself to take account of any changes in budget priorities? (e.g. offering different types of services)
3.6 Describe the external arrangements (i.e. led by Government or funders) for evaluation, scrutiny, performance management, measuring best value and auditing that impact on your TSO's delivery of public services.
- Have these arrangements affected thinking and practice within your TSO? How?
- How has your TSO arrived at these measures (e.g. unilaterally; imposed by funders; agreed in partnership with government and other stakeholders)?
3.7 Describe any additional internal evaluation/performance management arrangements that your TSO's uses.
- To what extent do these complement/add value to external arrangements?
3.8 From your perspective, how a) appropriate and b) proportionate are external arrangements for evaluation, scrutiny, performance management, measuring best value and auditing that impact on your TSO's delivery of public services?
- Do these arrangements inform/add value to your work? How?
- What changes to should be made to these arrangements?
3.9 From your perspective, have new ways of measuring public benefit (e.g. social return on investment) influenced your TSO's priorities, activities, practices and management/organisation? How?
3.11 Describe any changes in the above issues since last contact (or if first contact, over the preceding three years).
- What have been the key drivers of any changes identified above?
4) Relationships with local government
4.1 Describe your TSO's role in CPPs and/or development/delivery of SOAs.
4.2 How effectively is your TSO able to contribute to decision-making in CPPs and/or development/delivery of SOAs?
- Provide example(s) of your TSO's positive role/contribution?
- What are the barriers/limitations on your TSO's contribution?
4.3 What role do CVSs play in facilitating relationships with CPPs/local government?
- How could/should their contribution be improved/further developed?
4.4 What changes, if any, are needed to enable your TSO to more effectively contribute to decision-making in CPPs and/or development/delivery of SOAs?
4.5 Describe any changes in the above issues since last contact (or if first contact, over the preceding three years).
- What have been the key drivers of any changes identified above?
5) Principles of effective partnership-working
5.1 To what extent is your TSO involved with umbrella organisations promoting collaboration and campaigning across the sector?
5.2 How does your TSO ensure that the groups and communities that it represents have a voice and sense of ownership in your work? How effectively?
- What are the challenges/opportunities in being required to balance different roles (e.g. representing communities/groups while acting as a public service deliverer)?
5.3 Describe any changes in the above issues since last contact (or if first contact, over the preceding three years).
- What have been the key drivers of any changes identified above?
5.4 Please give an example of a partnership arrangement that you have with a public sector organisation that you consider to have worked well. Please explain:
- Who the partnership was with: type of organisation(s); location etc.
- How/Why was the partnership formed? What role does each partner play?
- What are the objectives of the partnership?
- Where does the funding come from?
- What factors made the partnership a success?
- Do you think the partnership added value to service delivery? How?
5.5 Have you encountered any difficulties or disincentives to forming (a) partnerships generally, and (b) specific partnerships? What were the issues?
6) Other
6.1 What are the main barriers/challenges that your TSO faces in improving its performance in its public service delivery role?
- How does your TSO plan to address these challenges?
- What would help your TSO to address these challenges?
6.2 What do a) national government; b) local government(s); c) other public sector stakeholders; d) third sector organisations/stakeholders need to do to maximise impact of TSOs in public service delivery?
6.3 Are there any other issues that you would like to raise?