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C2 101 social sector overview and conjunct consulting
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C2 101 social sector overview and conjunct consulting

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  • Process, change titles
  • Changed to reflect TOC in common slides
  • 3 slides (one greyed out at a time)Opportunity to create results –client impact, impact on members, serving/growing as leadersExposure – 3 modalities (training, simulation, mentorship)Community -Chapter - intra-chapter events Project - quotes from satisified project teamsNational - mixers

C2 101 social sector overview and conjunct consulting C2 101 social sector overview and conjunct consulting Presentation Transcript

  • 101 Training Week 1 Social Sector Overview and Conjunct ConsultingThis information is confidential and was prepared by Conjunct Consulting for training purposes; it is not to be relied on by any 3rd Party without our prior written consent. CONFIDENTIAL
  • Our mission is to create maximum socialimpact through catalysis and empowerment • We create maximum social impact by – Catalyzing strategic change in the social sector Social – Empowering the next generation Impact of social sector leaders • We do so through: Catalyze Empower – Pro bono strategy consulting strategic next-gen – Social sector leadership paradigm change leaders – Inter-disciplinary collaboration • Our values are Pro bono Sector Inter- – Passion for our community strategy leadership disciplinary consulting paradigm collaboration – Collaboration across all levels – Impact-focused for true change Source: Conjunct Consulting Constitution CONFIDENTIAL 2
  • Great applicants solve problems, align withvalues and communicate well Problem-solving Project • Focus on impact Value • Structure issues • Generate solutions Alignment Team • Collaborate well performance • Integrate values • Leverage strengths Communication Client • Serve with passion Partnership • Speak with clarity • Display confidence Source: Conjunct Consulting Materials CONFIDENTIAL 3
  • Problem-solving is a non-linear and iterative process based on fundamental skills 101. Social Sector Overview & 102. Problem Definition, Issue 103. Hypothesis Testing & 104. Data Gathering & Collation Conjunct Consulting Identification, & Frameworks Research Planning Client Hypo 1 Research Plan 1 Sub issue 1 Current Vision situation Issue A Client surveys Client Client interviews literature Hypo 2 Research Plan 2 Sub issue 2 Primary Secondary Hypo 3 Research Plan 3 Benchmarking Surveys External Interviews sources Strategy Issue B Framework 3 Hypo 4 Research Plan 4 External 105. Analysis & Modeling 106. Solution Formulation & Mapping 107. Recommendations 108. Communications Development & Client Enablement Benefits Feasibility Model 1A Hypo 1 A Sub 1 L Benefits M 1B M Strategy 1X vs. Y Hypo 2 3B 3A 2A Recommend Sub 2 M 1A 2 5 Tactics 2B L H Hypo 3 1B Feasibility 3 4 6 7 2B 2A Model 3A M Impact Hypo 4 Sub 3 B 3B H H Source: Conjunct Consulting Methodology CONFIDENTIAL 4
  • The project timeline and requisite support materials have been mapped for the team Weeks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Scoping Intensity Project Leader Project Director Consultant PD+PL Consultant Project Internal Client Team + Client Internal Client T+C Survey &Bootcamp Bootcamp Kickoff Midpoint Midpoint Survey Finale Finale Sanitisation 000s (Orientation) 100s (Applicants) 400s (Expertise Areas) 500s (Conjunct Leaders) 001 Conjunct Infosession 101-108 Refer Previous Slide 401 Strategic Planning 501 Elections & 002 Conjunct Orientation 402 Impact Assessment Organizational Leadership 200s (Consultants) 003 The Project Team and You 403 Financial Sustainability 502 Chairman & Board 004 Problem Solving Summary 201 Client Interfacing 404 Operations Management 503 President & Hub Leaders (101 Recap) 202 Project Work 405 Human Capital 504 Student Leadership & CDs 005 Consultant Skills 203 Team Dynamics 406 Toolkit: Theory of Change 505 Clients & ADPs Summary (201 Recap) 407 Toolkit: Volunteer Catalyst 506 Development & ADDs 300s (PLs + PDs) 006 Project Leadership 408 Toolkit: Frameworks 507 Operations & ADOs Summary (301 Recap) 301 Leadership and Influence 508 External Affairs & ADEs 007 Train-the-Trainer 302 Project Scoping 509 Professionals & Wing 303 Team Management Source: Conjunct Consulting Tracking and Methodology CONFIDENTIAL 5
  • Definition and benefits Definition • The social sector refers to the nonprofit sector and/or the nongovernmental sector Benefits • Guides a service delivery strategy by articulating the underlying beliefs and assumptions via Theory of Change • Utilizes available resources in Conjunct Consulting to maximize personal growth • Plans development path in Conjunct Consulting to maximize social impact CONFIDENTIAL 6
  • These are today’s key learning objectives • Social sector in Singapore • Elements of Theory of Change • Conjunct Consulting’s Theory of Change Learn • Development opportunities in Conjunct Consulting • Understanding of the social sector • Organisation’s Theory of ChangeIntegrate CONFIDENTIAL 7
  • Agenda• What is the social sector• What is the C2 difference• Opportunities at Conjunct• Conclusion• Appendix CONFIDENTIAL 8
  • The social sector ecosystem has manyplayers, inputs and outputs Source: Conjunct Consulting Partner CONFIDENTIAL 9
  • There is significant growth in Singapore’s social sector Number of Registered Charities and Social Enterprises Key insights2500 • Number of charities2000 and social enterprises1500 have been growing for the past 6 years1000 • Number of social 500 enterprises have been 0 growing quickly, rising from 80 in 2011 to 170 2007 2008 2009 2010 2011 2012 in 2012 Registered charities by • Increased volunteerism charitable purposes Social enterprises and donations by the public population Source: Commissioner of Charities Releases 2007-2011 Annual Report, Social Enterprise Enterprise Directory, TODAY: New ministry to provide better support for social enterprises, 11th August 2012 CONFIDENTIAL 10
  • Nonprofits and social enterprises may take various legal forms • Nonprofits must be incorporated asCompanyLimited by Society Trust a CLG, society orGuarantee Trust • Social Enterprises are not limited to Charity these structures due to lack of legal definition in Institute of Public Character Singapore CONFIDENTIAL 11
  • Nonprofits and Social Enterprises differ frombusiness enterprises in inputs and outputs Inputs Outputs Contributions NPOs Social Change Social Resources enterprises Social change + Profits Resources Businesses Profits Source: Starting a Social Enterprise in Singapore: The Essential Toolkit CONFIDENTIAL 12
  • Activity: Understanding the social sector Watch video: The Girl Effect Fill up handout: Why does it do what it does? CONFIDENTIAL 13
  • CONFIDENTIAL 14
  • Theory of Change defines all the buildingblocks required to bring about successTheory of Change • Requires clarity of long term goals • Identifies measurable indicators of success • Formulates actions to achieve goalsKey characteristics to consider • Plausible • Stakeholders believe the logic of the model is correct: if we do these things, we will get the results we want and expect • Doable • Resources are seen as sufficient for implementation • Testable • Stakeholders believe there are credible ways to ascertain the results • Meaningful • Stakeholders see the outcomes as important and the magnitude of change in these outcomes being pursued as worth the effort Source: Theory of Change Community, http://www.theoryofchange.org/about/what-is-theory-of-change/ CONFIDENTIAL 15
  • The theory of change maps organisationalpurpose, activities and alignment Ecosystem Ecosystem L e v e r sProblem /Need Intended Impact Activities/Program Outputs Outcomes Impact (mid-term) (long-term) Populations Strategies Outcomes Source: Government of Ontario Canada. Evaluation Toolkit, http://www. reddi.gov.on.ca/track_readlogicmodel.htm CONFIDENTIAL 16
  • The problem refers to the social need theorganisation addresses or is addressing Sample Problem/ Need • Not necessarily what Female victims people need of domestic • Can include current abuse need circumstances which have long- room for improvement • States the situation or term, livable circumstances that can wage and should be improved employment upon opportunities Source: Theory of Change Tool : Manual (Full Version) CONFIDENTIAL 17
  • Objectives encompass the various goals of theorganisation and aid strategic planning Intended Sample impact • Who are the people Long-term your organisation is employment at targeting with its livable wage actions? for domestic • What will the violence impact on them be? survivors Source: Theory of Change Tool : Manual (Full Version) CONFIDENTIAL 18
  • Ecosystem refers to our partners as well asthe environment in which we operate Sample Ecosystem • Related organisations: Key Related organisations: Government agencies and differentiation and affiliates potential partners Related issues: • Related issues: What else Collaboration between needs to be done or social service provider, nonprofit addressed for your client employment-training population to succeed? center and a non-profit • Macro-environment in shelter for female domestic violence victims which we are situated Source: Theory of Change Tool : Manual (Full Version) CONFIDENTIAL 19
  • Our strategies translate into activities andprograms used to create social change Activities/ Programmes Sample • What you use to get the 1. Outreach campaign impact you are after 2. Screening • The way in which the 3. Set up counseling sessions organisation intervenes to 4. Help provided for short- address the problem or need term crises • Common mistake: Skipping 5. Conduct classes from problem straight to 6. Identify potential activities, so there is employers significant room for review 7.Match women to internships or improvement and/or permanent jobs Source: Theory of Change Tool : Manual (Full Version) CONFIDENTIAL 20
  • Outputs, outcomes and impact are theresults of your organisations activities Sample Outputs 1. Number of women counselled and trained • The way a program is delivered. • The degree to which it is delivered. 2. Number of women employed after the programme • The person(s) or thing(s) to which it is delivered. 3. Average wage earned and employment duration Outcomes 1. More financially independent former • To what degree does the intervention have the survivors of domestic abuse intended effect on its intended participants? 2. Greater normalcy/social readaptation Impact • To what degree do the intended outcome changes 1. Long-term employment at a livable wage result in intended changes in the overall problem? for domestic violence survivors • System 2. Survivors have marketable skills in non- • Condition traditional jobs • Situation Source: Theory of Change Tool : Manual (Full Version) CONFIDENTIAL 21
  • Sample: Theory of Change for ProjectSuperwoman Ecosystem L e v e r sProblem /Need Intended Impact Activities/Program Outputs Outcomes Impact Government (mid-term) (long-term) 1. Outreach Number of agencies and campaign women affiliates 2. Screening counselledFemale victims Long-Term Long-term More financiallyof domestic 3. Set up and trained Employment at employment at independent Collaboration counseling sessionsabuse need Livable a livable wage former survivors between social 4. Help provided Number oflong-term, Wage for Domestic for domestic of domestic service for short-term womenlivable wage Violence violence abuse provider, nonprofit crises employedemployment Survivors survivors employment- 5. Conduct classes after theopportunities training center 6. Identify programme Greater Survivors have and a non-profit potential normalcy/social Average wage marketable shelter for female employers readaptation earned and skills in non- domestic 7. Match women to employment traditional jobs violence victims internships and/or permanent jobs duration Populations Strategies Outcomes Source: Guided example: Project Superwoman CONFIDENTIAL 22
  • Activity: Swap TOC for The Girl Effect Swap your Theory of Change for The Girl Effect with another partner CONFIDENTIAL 23
  • These points conclude today’s lessonDuring this lesson, we have• Learned about – The Social sector in Singapore – Elements of Theory of Change – Conjunct Consulting’s Theory of Change – Development opportunities in Conjunct Consulting• Integrated – Understanding of the social sector – Organisation’s Theory of Change CONFIDENTIAL 44
  • Feel free to ask any questions you haveregarding today’s lesson Q&A CONFIDENTIAL 45
  • Agenda• What is the social sector• What is the C2 difference• Opportunities at Conjunct• Conclusion• Appendix CONFIDENTIAL 46