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Operating efficiency: the lean charity
 

Operating efficiency: the lean charity

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The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014. ...

The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.

This presentation was given by Neil Fedden (Associate NCVO), Peter Rimmer (Children's Society) and Laura Rawnsley (Transformation Director - Children's Society). The need for change was discussed as well as the Lean philosophy (elimination of information waste).

Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference

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  • H&S Aviation
  • SAY: “Must give it time to stabilize, cannot kaizen kaizen kaizen… <br /> <br /> Put metrics in place to make sure a process is improving or stabilized.” <br />
  • We have a relatively even split of income between Voluntary and Contractual income with significant ambition to grow both over the next three years. <br />
  • We have a relatively even split of income between Voluntary and Contractual income with significant ambition to grow both over the next three years. <br />
  • In late 2012 the Children’s Society launched its 2013-16 strategy, with bold plans to tackle Child Poverty and Adolescent Neglect, Increase our income and Transform the organisation. <br /> <br /> To support this the organisation embarked on a three year change programme to fundamentally alter the way the organisation operates
  • Language – Staff really struggled with commonly used change language and methodologies, in some cases this bordered on resentment of certain words that needed time to overcome <br /> Data – Data management and data quality is not strong across the sector which posed significant problems both with analysing the problems and engaging staff in working with the Transformation team in the first instance. <br /> Transparency – There was a lack of transparency and understanding between directorates on the continuity of processes across team boundaries. Changing view points to look at problems from an organisational level took some people out of their comfort zones <br /> Coaching – There was a need for significant coaching in parts of the organisation on all aspects of the change we were implementing. This has slowed down the pace of the process but it has been key in embedding the understanding beyond the transformation tea, <br /> Insights – Strategic insight was largely based in individual skill sets and methods of combining, sharing and making key decisions based on this insight proved difficult <br />