The document outlines the strategic plan for a youth business network to achieve its vision of success over the next few years. The plan proposes five aims: 1) maximize network growth, 2) build a global brand, 3) build a global community, 4) dramatically increase resources, and 5) develop performance measurement. It describes the approaches that will be taken to achieve each aim and how they support the vision of a significant sized, globally authoritative, and sustainable network. Members will be engaged to approve and help implement the strategic plan, while a board will oversee its approval, monitoring, and involve members in decision making.
ARIN 36 Advisory Council Report by Dan Alexander. Presentation and video archives at: https://www.arin.net/participate/meetings/reports/ARIN_36/ppm.html
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The Governance Plan defines ownership, roles and responsibilities, the decision-making process for the ongoing management and evolution of the Website. It outlines the required elements and resources needed to support, sustain and continuously improve the Website.
ARIN 36 Advisory Council Report by Dan Alexander. Presentation and video archives at: https://www.arin.net/participate/meetings/reports/ARIN_36/ppm.html
CCWP-HR session at ICANN64 Kobe (March 2019)Collin Kurre
Meeting of the Cross-Community Working Party on ICANN and Human Rights. Presentation of findings and initial recommendations from a trial human rights impact assessment on ICANN policy development processes.
Digital Service Platform Governance PlanSozanny Chea
The Governance Plan defines ownership, roles and responsibilities, the decision-making process for the ongoing management and evolution of the Website. It outlines the required elements and resources needed to support, sustain and continuously improve the Website.
An interactive workshop that will explore the activities that YBPs are offering beyond their core services (loan and mentoring). This workshop will explore what is working well and why.
Delivered by Geoff Leask and Margaret Gibson, The Prince's Scottish Youth Business Trust.
Leads:
Andrew Devenport , CEO, YBI
Kevin Cornwell, Change Managment Consultant .
YBP Working Group Representatives:
Impact Assessment: Mzwabantu Ntlangeni, Director.
International Relations & Partnerships, National Youth Development Agency, South Africa.
Resourcing, Alvaro Bazan, Executive Director, Innova, Bolivia.
Knowledge-Sharing, Boris Tkachenko, Programme Manager, Youth Business Russia
Brand Building, Rael Goodman, CEO, Keren Shemesh Foundation, Israel.
Leads:
Andrew Fiddaman, Managing Director YBI.
Vivian Prokop, CEO, Canadian Youth Business Foundation.
David Stewart-Patterson, Chairman, Canadian Youth Business Foundation.
Digital Maturitiy model
Digital solutions in the form of applications, algorithms, and process automation embody the administration’s knowledge and make it possible to apply it at scale.
An interactive workshop that will explore the activities that YBPs are offering beyond their core services (loan and mentoring). This workshop will explore what is working well and why.
Delivered by Geoff Leask and Margaret Gibson, The Prince's Scottish Youth Business Trust.
Leads:
Andrew Devenport , CEO, YBI
Kevin Cornwell, Change Managment Consultant .
YBP Working Group Representatives:
Impact Assessment: Mzwabantu Ntlangeni, Director.
International Relations & Partnerships, National Youth Development Agency, South Africa.
Resourcing, Alvaro Bazan, Executive Director, Innova, Bolivia.
Knowledge-Sharing, Boris Tkachenko, Programme Manager, Youth Business Russia
Brand Building, Rael Goodman, CEO, Keren Shemesh Foundation, Israel.
Leads:
Andrew Fiddaman, Managing Director YBI.
Vivian Prokop, CEO, Canadian Youth Business Foundation.
David Stewart-Patterson, Chairman, Canadian Youth Business Foundation.
Digital Maturitiy model
Digital solutions in the form of applications, algorithms, and process automation embody the administration’s knowledge and make it possible to apply it at scale.
Tom Diederich portfolio presentation (updated Nov. 18, 2016)Tom Diederich
I created this presentation to highlight some of the milestones in my career as an online community builder over the past 15 years. I hope it can also help other community managers and executives tasked with building and/or growing an online community.
This talk includes
* Tips for building and growing a new community from scratch
* Tips for resurrecting a floundering community
* How to connect Support to your community via Slack and other social tools
* The perks of a social listening program
* How to turn social rants into customer service tickets
* The importance of gamification
* And much more!
My name is Tom Diederich and this presentation is a timeline of sorts highlighting my experiences in the field of online community management, which started in 2005 when I joined an internal team at Intuit that created one of the world’s first online customer communities – a forums-based question-and-answer space for TurboTax customers.
The following year, I took everything I learned in that project and joined Symantec -- then the third-largest software company in the world -- where I assembled a nimble team of three and together we designed, launched and managed the organization’s first social media presence and online community in 2006. Yes, I am proud to say that I was Symantec's first community manager and first social media strategist.
I’ve been building and managing large corporate communities ever since. I hope this deck helps you in your work with online communities. Please feel free to contact if you'd like to ask any questions, etc.
Key success factors for Change Champions- Change Community of Practice Webina...Catherine Smithson
Discover the key success factors for Change Champions, drawing from our consulting team's experience and Prosci's 2016 Best Practices in Change Management Report.
ICANN’s Strategic Plan was developed through an extensive, collaborative, bottom-up, multistakeholder and multilingual process. It enables our global community to coalesce around a new overarching Vision, our founding Mission, five Strategic Objectives and sixteen Strategic Goals, each with Key Success Factors (Outcomes), and Strategic Risks.
An introduction to the ACODE Benchmarks for technology enhanced learning (TEL...Charles Darwin University
Benchmarking in the areas of technology enhanced learning (TEL) is an important part of how institutions are able to mediate a level of quality in their online practice. This has become increasingly significant with the advent, and increased powers of higher education quality assurance agencies in many countries, and who are now taking a keen interest in how our institutions can provide a level of equivalence to the quality of their practice. This webinar will provide you a comprehensive introduction to the ACODE Benchmarks for TEL, and offer you a compelling rationale for their use as part of a suite of initiatives an institution can apply to facilitate a level of quality across eight key areas of institutional practice. To support this claim, this presentation will provide practical examples of how this tool has been applied by in excess of 35 institutions from five countries over recent years. Importantly, once you have gained an understanding of what this tool can offer you, you will be asked to identify significant others within your institution who you believe could go on this important journey with you.
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This manual by Abid Jan (Ottawa) describes how to successful develop and implement a crime prevention through social development model. This manual is based on real life project designed, implemented and successfully replicated in some of the most vulnerable communities/neighbourhoods in Ottawa, Canada. For more details, please see: https://commdev.ca and https://abidjanottawa.ca
This presentation shows how to start continuous improvement / process improvement in a structured manner. It provides a step-by-step approach, including an overview of training sessions offered.
Similar to YBI Global Forum, Thursday: Taking our network forward (20)
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www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
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https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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2. The aims of this session are to
1 Describe the key themes of our proposed strategic plan
2 Outline the next steps
3 Review the arrangement of network representatives to the YBI
Board
4 Seek your feedback
Taking our network forward
3. The elements of network value
• Learning quicker and more
efficiently
• Cost sharing
• Building a common network brand
identity
• Value created by building a
community
• Members have separate
governance structures
• Collective action releases
network value
• The YBI core team exists to lead
in realising network value
• All members benefit from
network growth but none have a
formal responsibility to deliver it
Recap: Reality and Network Value
4. Recap: Vision of success for our network
1 Significant size
2 Global voice of authority
3 Global and vibrant youth entrepreneurship community
4 Network sustainability
To achieve one, we need to
achieve all four!
5. Recap: Our network’s journey
Phase 1: Pioneering,
proving the concept
Phase 2: Network
capacity building and
expansion
Phase 3: Growth and
sustainability by
realising network
value
Achieving the
vision of success!
2000
2005
2011
6. Phase 3: the next big step towards our vision of
success - the 2011-2014 Strategic Plan
2011
2014
The plan presents five new aims
that we need to achieve in order
to reach our vision of success.
7. Aim: Maximise network growth rate
Approach:
In order to maximise network growth, the YBI
core team will identify opportunities where it
can intervene in order to support dramatically
larger numbers of young entrepreneurs.
This would primarily involve working with
existing members but could also involve new
members.
Developing strategic aims
Vision of success?
This helps us address our
vision of achieving
significant size
1
8. Aim: Build a global network brand
Approach:
1Define network brand role, values and identity
2Develop and implement global
communications and brand strategy
3Build network brand team
4Engage global brand agency support
Developing strategic aims
Vision of success?
This helps us address our
vision of becoming a global
voice of authority
2
9. Aim: Build a YBI global community
Approach:
1Create networking forums – for members
and their stakeholders
2Identify and share relevant best practice
from outside network
3Establish international programme to deliver
professional volunteer expertise to members
Developing strategic aims
3
Vision of success?
This helps us address our
vision of building a global
entrepreneurship
community
10. Aim: Dramatically increase network resources
Approach:
1 Develop multinational (public & private
sector) donor relationships through greater
network collaboration
2 Create mechanisms which enable donors
to allocate funds according to their priorities
3Build our innovation and technological
capabilities to support the above
Developing strategic aims
4
Vision of success?
This helps us address our
vision of becoming a
sustainable network
11. Aim: Develop performance measurement
Approach:
1 Agree usage and dissemination of network
data, including benchmarking capabilities
2Establish consensus on what a member does and
what impacts we are trying to measure
3Agree meaningful measures (are existing KPIs
enough/correct?)
4 Develop processes for integrating local level
performance measurement with network level
framework (OMS being an important facilitator)
Developing strategic aims
5
This strategic
aim supports the
other four
12. Recap: strengthening projects lead us into
phase 3
Build a global network
brand
Build a global YBI
community
Dramatically increase
network resources
Five interdependent aims to
get us there
Maximise network growth
Deliverperformancemeasurement
Networking branding
(presenter, Rael
Goodman)
Knowledge sharing
(presenter, Boris
Tkachenko)
G20 SME Challenge
(presenter, Alvaro
Bazan)
Strengthening projects
Developperformancemeasurement
approach(presenter,MzwaNtlangeni)
13. How do I know it’s going to happen?
• It’s not going to happen ... without engagement of all members
• We can only deliver this strategy together
• The more you get involved the more value we will create together
14. What will my role be?
The role of members in the strategy will be to,
1 (Continue to) participate in completion of design
2 Approve (accredited members)
3 Engage in implementing
4 Monitor implementation
15. The approval and monitoring of the Strategic Plan
The role of the Youth Business International board
• Approve and oversee implementation of strategy
• Maintain the highest possible operating standards
• Maximise transparency for accredited members
• Absorb accredited members feedback
• Involve the accredited members in strategic decision making
• Keep governance as workable as possible
16. The approval and monitoring of the Strategic Plan
Approval
The following will be voted on by accredited members for adoption by
the network:
1 The 2011-2014 Strategic Plan
2 All future network strategic plans
3 All changes to network policies, procedures and
standards
We will undergo a consultative process in the coming months to
determine the best voting system for the network
First step: review what
process is currently in
place
17. What is in place now?
PILOT
MEMBERS
ACCREDITED
MEMBERS
NETWORK REPS
TO BOARD
BOARD
EXECUTIVE
(‘CORE TEAM’)
18. • Great initial response when we launched the concept last December
• How have Sriyan De Silva Wijeyeratne and David Stewart-Patterson
found the experience?
• Has it proved a useful additional information dissemination and
feedback channel for accredited members?
• Should it be continued and if so could it be improved or is
there a better system?
Feedback from Network Representatives to YBI
board
19. Comments
• Network Representatives to the board –
Sriyan De Silva Wijeyeratne and David Stewart-Patterson
• Chairman of the board, Sir Malcolm Williamson
Questions & Answers
Feedback
In this next session we want to focus on what comes next for our network
In this session we will,
1 Describe the key themes our proposed strategic plan
2 Consider the next steps for the plan
3 Review the existing network representatives to the YBI Board arrangement
4 Seek your feedback
At this Global Forum I hope that you have encountered in some form or another all the elements that go to make up the creation of network value.
I am sure you would agree that our strategy for the next phase of our network’s development starts from where we are, not where we might like to be. Specifically the strategy must recognise,
That the independent nature of all members is an unchanging fact – obvious but important when considering how our network can evolve.
That increasing collective action by all of us will bring benefits to all of us.
The YBI core team exists to serve all members to enable and facilitate all members but also on occasion to lead. Specifically the YBI team exists to enable and lead the network in realising the value that comes from being a network.
That all members of the network benefit from a stranger network delivering greater network value but no member has a formal responsibility to deliver network growth.
Let us start by recapping where we were on Monday,
On Monday we considered what success for our network might look like ,
Firstly scale – to be a network whose global membership each year helps a large number (i.e.100,000 per year by 2020) of young people start sustainable businesses
Secondly – profile . Success would mean that we would be recognised as the global voice of authority in helping young people start their own businesses
Thirdly- we want to be at the heart of a global movement. A community of programmes, with entrepreneurs and mentors that can connect with each other to share ideas and opportunities
Fourthly in order to achieve the first three we must partner with major organisations to secure the scale of funding, access to funding and other resources required for our network to deliver scale and sustain scale
Finally you will recall that I described how our network is entering into a new phase, phase 3.
Phase 3 will be all about maximising our growth through achieving growth ever more value from being a network. an ever stronger network and it follows a
Phase 3 follows a period of capacity building where the tools and processes necessary to enable and support a rapid growth of the network have either been developed or are in development
Phase 3 is therefore the next big step we will take together towards collectively achieving our vision of success.
The plan of how we take this step is our 2011-2014 Strategic Plan and the plan has five new aims that we must tackle in order to achieve .
These aims are closely linked to our the elements of our vision of success.
To achieve significant scale we must maximise our network’s growth rate. Growth rates can measure different things in different contexts but two stand out, we must maximise the growth rate in the number of young entrepreneurs supported to start sustainable businesses and perhaps as important in my view we must maximise the growth rate in the number of jobs created as a result of those supported businesses.
Secondly to achieve the vision of having a global voice in the field of youth entrepreneurship we must build a global brand for this network.
Our third theme is that we must develop more of a common community in our network making the YBI movement a powerful contributor to the global entrepreneurship community.
The fourth aim is that we must dramatically increase the resources of the network, our future sustainability as the a leading large network depends on it.
Finally the fifth aim, which is linked to all the others is that we must get ever better at measuring the impact of what we do, the outputs that result from our work, the efficiency of how we operate. Our ability to do that in a field where date is scarce to non existent will underpin all the other aims we will pursue towards achieving our vision.
Our fist aim is to maximise the growth rate of the network.
Now you will recall from earlier in this presentation my statement that all members of our network benefit from network growth, because being bigger is a key element of our vision of success and underpins all aspects of it.
However none have the formal responsibility to deliver it, members only have a responsibility to deliver their own growth goals. So if members don’t have the responsibility then the YBI core team must
To maximise network growth the YBI core team is therefore required to evaluate the most efficient way to achieve growth within the network and then to allocate a significant proportion of its resources to achieving that.
Simply put some members, which may include new members, will receive more ‘growth support’ than others from the YBI team as the YBI team pursues a strategy of maximising the network growth rate.
This is not an exact science and will also depend on YBI’s ability to make a meaningful impact. It is most likely that YBI will especially focus its efforts on established members that have the greatest growth potential. The major emerging economies of Brazil, Russia, India and China (the so called BRIC countries) would likely be amongst the candidates.
It is also important to remember that this aim represents a new activity, it doesn’t replace existing resourcing efforts by the YBI team and in particular is not to be confused with the aim of dramatically increasing network resources which is our fourth aim.
Building a network brand will be a major project. It will be a major project whose success will be dependent upon member involvement and ideas. A network brand team will be established , a global advertising agency will be appointed an the process of defining, developing and implementing a global brand strategy will be initiated.
Our third aim is to build a YBI global community.
This approach in this aim will be a set of initiatives designed to strengthen our movement and drive its progress.
The first initiative will be to create international networking forums for entrepreneurs, mentors and members.
Secondly we will systemise and implement a system for making sure all members can easily access best practice from outside the network.
Thirdly we will establish an international advisers programme to systematically deliver to those members with a previously identified need experienced volunteer professionals.
We will dramatically increase the scale of network resources through a collaborative approach to international fundraising.
There are already some great examples of successful collaborative fundraising in the network, sadly they are few. Our aim is to greatly expand the list by building an increasingly large set of major donor relationships where several given members and the YBI core team all play important relationship building roles.
There are new mechanisms for fundraising that present interesting opportunities for the network. There are the p2p lending platforms such as Kiva and MyC4 that have obvious applicability to our network. There is also the potential to develop funding pools of money for the network where donors grant, lend or guarantee capital which is then available for members on set terms.
The YBI network must regard dramatically increasing network resources as a challenge where innovation and application of technology will play an important part. Increasing resources will be greatly assisted by having good data available on all aspects of performance measurement.
The final aim is to develop our performance measurement. This is hardly a new aspiration but it has never been given the priority that it will have under this strategic plan because effective performance measurement supports the four other aims.
As a network we must move the measurement of what we do on from the current situation where a few members have implemented advanced performance measurement schemes but most have not. We must change the paradigm that has existed surrounding the importance of data and its priority for all of us
Once we establish agreement about the purposes and importance of collecting data we must address key questions of what members do and what should be measured. We then need to agree appropriate definitions and metrics for impact and effectiveness and finally have a process for reliably collecting analysing and reporting data.
So where do the network strengthening projects fit in? You will remember that earlier this week we showed how the four projects lead us into stage 3 through being vital first steps in enabling us to achieve our aims.
The networking brand project will lay the ground for us to begin to build a global network.
The knowledge sharing project will be central to building a global community and the G20 project will help us begin to frame our approach to dramatically increasing network resources.
Finally and importantly the project on developing a performance measurement approach will be the basis for achieving the aim of delivering performance management.
Although all these projects are separate their effects are not. The results will be a vital first step towards our ability to achieve the five new aims. Of course when we move to phase 3 there will be a great deal more work.
In all the network strengthening projects the YBI core team have worked together will the project teams – you will notice that there is no network strengthening project that leads into maximising growth. This is where the YBI core team will take the lead in identifying the areas and members where significant growth can be encouraged and developed.
Of course outlining a strategic direction is only the first step. The real question is ‘How do I know it’s going to happen?’. And this is where the rubber meets the road – all this can only happen with the engagement of all of you – the members. A vibrant and functioning network is central to the strategy and it can only be delivered by the members and the core team working together. The message here is quite simple – the more we all put in the more we all get out. This really is a case where one and one makes three.
So what is the role of the members? It is fourfold.
First you will continue to participate in the completion of the design, we need your feedback, thoughts and suggestions to further improve what we have presented here.
Second we believe that all accredited members should be involved in an approval process whereby the strategy is properly endorsed by those who will be key to putting it into practice. More on this later.
Third and obviously vital is implementation. The plan is based on the idea that everyone contributes in some way.
Fourth members should be part of the process of monitoring progress toward the strategic aims. This is not just a checking function but is a process that is about incorporating feedback as to what is working and what is not working and why. Some things will change along the way. It is a governance issue.
So why, in this context is network participation in YBI’s governance so important?
Well since YBI is a network organisation the core team only exists to support and add value to network members therefore it is very important that network members are involved in determining what YBI does and will do.
Firstly let us start by considering YBI’s own governance. An important part of the core team is the board of trustees.
YBI’s board of trustees is no different from any other, it exists to oversee all aspects of strategy and of course to ensure that the institution operates to the highest possible standards.
In addition like all our members YBI is now subject to accreditation itself. In order to be considered one of the Prince’s Charities, that is to have HRH The Prince of Wales as our President YBI will need to have a License, This license will be reviewed every three years, it is new and our first accreditation is going on as we speak . We hope we pass! And whatever the result is we will make available to all accredited members all information regarding the process that we are authorised to.
It is also important to reflect the interests of the Accredited Members by providing Accredited Members with an avenue of feedback to the YBI Board distinct from the YBI executive – something that is currently done through the network representatives to the board.
This is just one way in which the Accredited Members are involved in strategic decision making.
It is also important that the board does not lose sight of the big picture so that it perform its role while keeping its own governance as simple and workable as possible.
So what is the members’ formal role in the approval and monitoring of the strategic plan?
The first stage in taking the strategic plan forward will be its approval by the members. However we believe that it is important to establish that this is not the only issue or time where we will be looking for network approval. Naturally all future strategic plans should also be voted on as should all changes to network policies, procedures and standards.
Now constructing a fair and practical approval process that includes all 37 members is not an easy thing to do. We want to create something that is both effective in representing member views but is also an efficient use of time and available resource.
Finding a process that produces common agreement whilst allowing for debate and discussion – especially amongst 37 independent and challenging members – will obviously involve consultation. The first step in that consultation is to review the process that is currently in place.
So what process do we have in place now?
As you know we have a system where the core team, based in London, reports to the board but works together with both the accredited and pilot members to achieve collective goals.
As most of you here will remember last year we put in place a process where the members voted to elect two representatives of the network who would have direct access to the board through attendance – which could be in person but in practice was on the phone – at board meetings.
Their role was to act a two way conduit – to represent member views directly to the board and also to feedback to the members on what they saw and felt.
Last January Sriyan De Silva Wijeyeratne and David Stewart-Patterson were elected by accredited members to become member representatives to the YBI Board.
And frankly we were delighted with the accredited members choice!
Since then Sriyan & David have been involved YBI’s board meetings, represented the views of accredited members and fed information back to accredited members of the network.
We think that it is important to ask tough questions at this stage – has it proved a useful additional information dissemination and feedback channel for accredited members? We need to ask ourselves whether it should be continued and improved or review the process and look for a better system? Like all processes we should only continue with them if they can be seen to add value.
We have always believed that this mechanism is an important step forward in strengthening the network, but that it was a first step. This is why last January we said that we would review how the arrangement is working at this Global Forum and make any agreed adjustments
So momentarily we are going to hear from each of the two representatives, Sriyan De Silva, David Stewart Patterson about their experiences. We have asked them to be as frank as possible and knowing them they will be! We will also hear from the chairman of YBI, Sir Malcolm Williamson, about his views on this process and YBI governance in general. Finally we want to throw the session open in order to hear from you in an open Q&A session.