Thematic self-evaluation focuses on a specific aspect of delivery or part of the framework for deeper investigation. This helps ensure that not every area of the framework needs the same level of attention each year – and so prioritise limited staff time.
When to use a deep dive
Thematic self-evaluation could be triggered by the results of other self-evaluation activity but could also be triggered by a strategic concern due to, for example, something happening in another authority or the results of an organisational survey. It helps give assurance through a deep dive into a particular area of interest. This could apply within a single service area or be a cross-council issue, such as risk management.
There are many ways to conduct such a thematic self-evaluation. This could be done by a single service area or a cross-cutting team so that different perspectives on the issue can be included. It could also include a level of externality – either through bringing in independent expertise, expertise from another authority or expertise from a scrutiny body if they were willing.
Using the framework
Thematic self-evaluation should be structured using parts of the overall self-evaluation framework. Doing this makes it easier to use the evidence and insight gained at a corporate level.
Thematic self-evaluation need not use the entire framework. For example, if the council wants a deep dive on risk management, it might take reflective questions and potential sources of evidence from self-evaluation areas 1.2 Fulfilment of Statutory Requirements, 5.1 Delivering Services (to see how risk informs planning and delivery), 6.1 Policy Review and Development (to see how effective and used the policy is), and 9.1 Leadership and Direction (to examine the extent of leadership buy-in, explanations and direction to risk management). The above is just an example, and this would be tailored depending on the exact nature of the concern being explored.