More presentations from the NCVO Annual conference:
http://www.ncvo-vol.org.uk/networking-discussions/blogs/20591
Sakthi Suriyaprakasam, Value of Infrastructure team, NCVO
Rob Macmillan, Research Fellow, Third Sector Research Centre
Bill Freeman, Director of Services and Business Development, NAVCA
In the current context of funding cuts and the focus on frontline organisations, where do infrastructure or support organisations fit? Join us for a highly interactive workshop that will address key questions for infrastructure groups, including how infrastructure organisations can demonstrate their value effectively, how you work with funders and charities to make the biggest difference and how we can work together differently to shape the future of infrastructure ourselves.
You will have the opportunity to connect with representatives from across the sector to actively discuss and decide how infrastructure can respond to the challenges it is facing.
Presentation from NCVO's Annual Conference 2011 on The Value of Intrafrastructure, a three-year England-wide initiative to support infrastructure organisations in plan, assess, improve and communicate their impact.
All Pro Bono O.R. case studies completed to dateThe OR Society
Pro Bono O.R. has worked with lots of third sector organisations in the last couple of years. This presentations includes a one page case study slide from each project we have worked on.
1. Community Led Planning is a process where local people consult widely and create a forward plan for their area based on local knowledge and facts. It aims to form long-lasting partnerships to pursue improvements.
2. The document discusses how Community Led Planning could be improved by developing a collaborative framework with aligned tools and data sources to streamline efforts and reduce confusion.
3. A proposed "CLP Alliance & Framework" would identify core questions, data, and scalable toolkits to help communities through a "family" of planning approaches.
How do we mobilise people around shared outcomes?Noel Hatch
Whole systems change across a neighbourhood
How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.
Social Networks for Social Change (WSP 166)Working Wikily
This document provides an agenda and overview for a class on social networks for social change. The class will cover network basics, understanding networks, characteristics of healthy networks, online networks and social media, and network leadership and mindset. It discusses how networks can address challenges like isolation, lack of coordination, and scale issues for nonprofits. It also outlines characteristics of healthy networks like clearly articulated value, diversity, participation, leadership that embraces openness, learning and adaptation, and capacity to surface network talent.
Stakeholder engagement involves identifying those who may be affected by or can influence project decisions, and actively involving them through a two-way process of providing information and seeking input. It is important for effective decision making, building trust, and reducing potential conflicts or issues. Key tools for stakeholder engagement include identifying stakeholders and assessing their interests and power over the project, creating matrices to define roles and responsibilities, and visualizing dependencies to help manage relationships between teams. Regularly reviewing engagement tools helps ensure all important stakeholders are involved and potential blockers are addressed.
This document discusses the need for knowledge auditing and provides guidance on conducting a knowledge audit. It notes that knowledge audits can identify gaps and redundancies in organizational knowledge, assess how well knowledge needs are being met, and determine how to improve knowledge work and processes. The document outlines various methods for a knowledge audit, including interviews, surveys, observations, and testing findings with internal and external audiences. It suggests the audit should identify strengths and deficiencies in employee knowledge, information flows, relationship issues, and planned knowledge management initiatives. The goal of the audit is to inform a knowledge management plan and projects to enhance the organization's knowledge work and processes over time.
Presentation from NCVO's Annual Conference 2011 on The Value of Intrafrastructure, a three-year England-wide initiative to support infrastructure organisations in plan, assess, improve and communicate their impact.
All Pro Bono O.R. case studies completed to dateThe OR Society
Pro Bono O.R. has worked with lots of third sector organisations in the last couple of years. This presentations includes a one page case study slide from each project we have worked on.
1. Community Led Planning is a process where local people consult widely and create a forward plan for their area based on local knowledge and facts. It aims to form long-lasting partnerships to pursue improvements.
2. The document discusses how Community Led Planning could be improved by developing a collaborative framework with aligned tools and data sources to streamline efforts and reduce confusion.
3. A proposed "CLP Alliance & Framework" would identify core questions, data, and scalable toolkits to help communities through a "family" of planning approaches.
How do we mobilise people around shared outcomes?Noel Hatch
Whole systems change across a neighbourhood
How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.
Social Networks for Social Change (WSP 166)Working Wikily
This document provides an agenda and overview for a class on social networks for social change. The class will cover network basics, understanding networks, characteristics of healthy networks, online networks and social media, and network leadership and mindset. It discusses how networks can address challenges like isolation, lack of coordination, and scale issues for nonprofits. It also outlines characteristics of healthy networks like clearly articulated value, diversity, participation, leadership that embraces openness, learning and adaptation, and capacity to surface network talent.
Stakeholder engagement involves identifying those who may be affected by or can influence project decisions, and actively involving them through a two-way process of providing information and seeking input. It is important for effective decision making, building trust, and reducing potential conflicts or issues. Key tools for stakeholder engagement include identifying stakeholders and assessing their interests and power over the project, creating matrices to define roles and responsibilities, and visualizing dependencies to help manage relationships between teams. Regularly reviewing engagement tools helps ensure all important stakeholders are involved and potential blockers are addressed.
This document discusses the need for knowledge auditing and provides guidance on conducting a knowledge audit. It notes that knowledge audits can identify gaps and redundancies in organizational knowledge, assess how well knowledge needs are being met, and determine how to improve knowledge work and processes. The document outlines various methods for a knowledge audit, including interviews, surveys, observations, and testing findings with internal and external audiences. It suggests the audit should identify strengths and deficiencies in employee knowledge, information flows, relationship issues, and planned knowledge management initiatives. The goal of the audit is to inform a knowledge management plan and projects to enhance the organization's knowledge work and processes over time.
Paul Courtney, CCRI, University of Gloucestershire
- An overview of impact evidence gathered through the Gloucestershire POV project involving three small SPOs
- An introduction to the Social Return Assessment (SRA) tool that was developed over the course of the project through action research and the challenges revealed in developing it
- A discussion around implications for small VCS organisations with respect to measuring impact and the associated support and systems required to achieve it
Planning Institute of Australia NSW Keynote PresentationCollabforge
The document discusses using online collaboration and social media to engage the public in policy development, planning initiatives, and emergency services. It provides examples of governments that have successfully used wikis, Facebook, and other online tools to gather public input on issues like city planning, transportation, parks management, and disaster preparedness. The document argues that collaborative online tools can help governments overcome barriers like geographic distance and build ongoing relationships with stakeholders.
The document discusses net:gain, a national program that helps third sector organizations in the UK plan for and implement information and communication technologies (ICT). Net:gain provides subsidized support through local centers using a 10-step framework to help organizations review their mission and goals, explore technology options, and develop ICT implementation plans and strategic views aligned with their missions. Organizations that have worked with net:gain report benefits like improved communication, better funding bids, and increased efficiency.
An Insight into Internal Cross Functional Stakeholder Engagement. References from Online data & my professional experience of 14 Years in various roles
Riding the waves - strengthening organisational resilienceNoel Hatch
This document discusses organizational resilience in local councils and how to strengthen it. It defines resilience as having three capabilities: absorbative to adapt during shocks, adaptive to make incremental changes, and anticipatory to prepare for future disruptions. Six key characteristics of resilient councils are identified: strong leadership, engaged staff, learning and innovation, financial and performance intelligence, collaborative relationships, and resource flexibility. While councils are strong at responding to immediate shocks, many want to improve their adaptive and anticipatory capabilities. The document provides examples of councils that have deliberately invested in resilience and celebrates examples of councils demonstrating resilience during the COVID-19 pandemic. It also identifies some lessons for the sector, such as nurturing cultures of innovation. Strengthening
Community partnerships are an effective way to deliver services through collaboration. The key benefits are pooling resources to provide a full suite of services, advocacy, and consistency of services. Effective partnerships require clear goals and vision, well-defined roles, open communication, and evaluating progress towards goals. Overcoming challenges like competition requires networking, emphasizing mutual benefit, and delegating relationship building.
The document outlines a process for practical stakeholder engagement. It discusses identifying stakeholders and their viewpoints, bringing stakeholders onboard through intake, and consulting with stakeholders. Theoretical models of systems and stakeholders are presented. Stakeholder identification involves finding viewpoints, types, and roles. Stakeholder intake aims to create commitment and arrange participation. Stakeholder consultation considers psychological factors like using positive language. Governance involves project boards and architecture boards.
This second webinar in the Network Leadership Webinar Series is brought to you by the Center for Creative Leadership, NYU Wagner, and the Leadership Learning Community.
Presenting is Chris Ernst from Juniper Networks.
The document discusses designing and implementing effective services. It begins by outlining the key topics - designing effective services, implementing effective services, what is evidence, and how the Centre for Effective Services (CES) supports putting evidence into practice. It then discusses defining and sourcing evidence, developing logic models and outcomes to design effective services. For implementing services, it covers the "implementation gap" and key drivers like staff capacity, organizational support, and leadership. The document emphasizes that both effective interventions and effective implementation are needed to achieve positive outcomes for children.
The Stakeholder Engagement tool helps ensure that the appropriate stakeholders in decision processes have been identified and involved.
Tool: https://www.cpc.unc.edu/measure/publications/ms-11-46-e
Webinar Recording: http://universityofnc.adobeconnect.com/p99y8bhnosx/
The document discusses effective stakeholder engagement for projects. It defines stakeholders as individuals or groups impacted by or critical to a project's success. The stakeholder engagement process involves identifying stakeholders, assessing them, planning communication, and engaging them. Effective engagement maximizes project success by winning support and cooperation. The document provides examples of identifying stakeholders for a university email migration project and assessing their concerns and communication needs. It also discusses challenges experienced with stakeholders and the successful outcome of applying engagement practices.
The document discusses developing techniques for requirements elicitation that explore stakeholder relationships and organizational context. It proposes identifying a network of stakeholders and their relationships, goals, and motivations through online questionnaires. Analyzing the resulting network could identify issues like communication problems or unclear roles that influence requirements. The approach differs from existing work by focusing on how stakeholders relate to each other and on organizational power dynamics. Case studies may explore its use for arts and theater organizations developing new websites or digital systems.
The document outlines an agenda and discussion for a meeting to develop a leadership report on fostering network strategies. It discusses the project goals of increasing social change impact through leadership competencies for networks. It reviews the draft synthesis and seeks feedback on moving it forward. It also discusses content strategy, co-branding opportunities, and next steps to finalize the report.
Social and economic change made access to knowledge central to how we work. Collaborative working is constantly pushing boundaries.
Tipping point in citizen behaviour, people can now create content, re-use information, co-produce services – otherwise known as web2.0.
Networks Masterclass Webinar Creating value and impact in networksBecky Malby
This webinar focused on generating value and impact in networks. Professor Becky Malby discussed how effective networks generate helpful outputs that benefit members. She also explained different forms of network governance and how networks can measure their impact on members, member organizations, and funders. The webinar explored tools for networks to assess their maturity and value using diagnostics, scorecards, and maturity matrices. Participants were polled on where their networks add value and what level of maturity they have achieved. The webinar emphasized that networks succeed when they have a clear shared purpose and meet member needs through innovation and strong relationships.
Stakeholder Engagement: The art & science of winning the SE snakes and ladders game webinar
Tuesday 27 February 2018
APM Stakeholder Engagement Focus Group (SEFG),
part of APM People Specific Interest Group (SIG)
presented by Paul Mansell, MD ImpaQt Consulting
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
The document presents a method for assessing organizational readiness for internal use of social media in information-intensive organizations. It uses organizational semiotics techniques, including containment analysis, organizational morphology, and collateral analysis to identify key factors of readiness. These techniques help provide a systematic approach to analyzing the informal, formal, and technical social norms and relationships within an organization that are important for readiness. The analysis identifies substantive activities, communication activities, and control activities related to potential social media use, as well as surrounding environmental factors. The goal is to develop a method that can help organizations evaluate their preparedness and identify gaps before adopting social media tools internally.
The session provided an overview of evaluating networks and coalitions. It presented the work of two of the Rockefeller Foundation's grantees: GlobalGiving and their storytelling evaluation work, and evaluating advocacy initiatives and coalitions. Key aspects of evaluation discussed included measuring member and coalition capacity, capturing externalities and cross-fertilization, and developing appropriate outcome questions for inter-organizational relationships (IORs) in different contexts like emergency settings.
NNF - A conversation on network weaving with Roberto CremoniniRoberto Cremonini
Network weaving: A discussion with Roberto Cremonini about his experiences at the Barr Foundation supporting network weaving and assessing impact -- how/why did Barr start the work? How did it play out? Why support network weaving? What was learned? As part of this conversation will look at two cases that represent different models for supporting network weaving: an organization as weaver and individuals as weavers.
Paul Courtney, CCRI, University of Gloucestershire
- An overview of impact evidence gathered through the Gloucestershire POV project involving three small SPOs
- An introduction to the Social Return Assessment (SRA) tool that was developed over the course of the project through action research and the challenges revealed in developing it
- A discussion around implications for small VCS organisations with respect to measuring impact and the associated support and systems required to achieve it
Planning Institute of Australia NSW Keynote PresentationCollabforge
The document discusses using online collaboration and social media to engage the public in policy development, planning initiatives, and emergency services. It provides examples of governments that have successfully used wikis, Facebook, and other online tools to gather public input on issues like city planning, transportation, parks management, and disaster preparedness. The document argues that collaborative online tools can help governments overcome barriers like geographic distance and build ongoing relationships with stakeholders.
The document discusses net:gain, a national program that helps third sector organizations in the UK plan for and implement information and communication technologies (ICT). Net:gain provides subsidized support through local centers using a 10-step framework to help organizations review their mission and goals, explore technology options, and develop ICT implementation plans and strategic views aligned with their missions. Organizations that have worked with net:gain report benefits like improved communication, better funding bids, and increased efficiency.
An Insight into Internal Cross Functional Stakeholder Engagement. References from Online data & my professional experience of 14 Years in various roles
Riding the waves - strengthening organisational resilienceNoel Hatch
This document discusses organizational resilience in local councils and how to strengthen it. It defines resilience as having three capabilities: absorbative to adapt during shocks, adaptive to make incremental changes, and anticipatory to prepare for future disruptions. Six key characteristics of resilient councils are identified: strong leadership, engaged staff, learning and innovation, financial and performance intelligence, collaborative relationships, and resource flexibility. While councils are strong at responding to immediate shocks, many want to improve their adaptive and anticipatory capabilities. The document provides examples of councils that have deliberately invested in resilience and celebrates examples of councils demonstrating resilience during the COVID-19 pandemic. It also identifies some lessons for the sector, such as nurturing cultures of innovation. Strengthening
Community partnerships are an effective way to deliver services through collaboration. The key benefits are pooling resources to provide a full suite of services, advocacy, and consistency of services. Effective partnerships require clear goals and vision, well-defined roles, open communication, and evaluating progress towards goals. Overcoming challenges like competition requires networking, emphasizing mutual benefit, and delegating relationship building.
The document outlines a process for practical stakeholder engagement. It discusses identifying stakeholders and their viewpoints, bringing stakeholders onboard through intake, and consulting with stakeholders. Theoretical models of systems and stakeholders are presented. Stakeholder identification involves finding viewpoints, types, and roles. Stakeholder intake aims to create commitment and arrange participation. Stakeholder consultation considers psychological factors like using positive language. Governance involves project boards and architecture boards.
This second webinar in the Network Leadership Webinar Series is brought to you by the Center for Creative Leadership, NYU Wagner, and the Leadership Learning Community.
Presenting is Chris Ernst from Juniper Networks.
The document discusses designing and implementing effective services. It begins by outlining the key topics - designing effective services, implementing effective services, what is evidence, and how the Centre for Effective Services (CES) supports putting evidence into practice. It then discusses defining and sourcing evidence, developing logic models and outcomes to design effective services. For implementing services, it covers the "implementation gap" and key drivers like staff capacity, organizational support, and leadership. The document emphasizes that both effective interventions and effective implementation are needed to achieve positive outcomes for children.
The Stakeholder Engagement tool helps ensure that the appropriate stakeholders in decision processes have been identified and involved.
Tool: https://www.cpc.unc.edu/measure/publications/ms-11-46-e
Webinar Recording: http://universityofnc.adobeconnect.com/p99y8bhnosx/
The document discusses effective stakeholder engagement for projects. It defines stakeholders as individuals or groups impacted by or critical to a project's success. The stakeholder engagement process involves identifying stakeholders, assessing them, planning communication, and engaging them. Effective engagement maximizes project success by winning support and cooperation. The document provides examples of identifying stakeholders for a university email migration project and assessing their concerns and communication needs. It also discusses challenges experienced with stakeholders and the successful outcome of applying engagement practices.
The document discusses developing techniques for requirements elicitation that explore stakeholder relationships and organizational context. It proposes identifying a network of stakeholders and their relationships, goals, and motivations through online questionnaires. Analyzing the resulting network could identify issues like communication problems or unclear roles that influence requirements. The approach differs from existing work by focusing on how stakeholders relate to each other and on organizational power dynamics. Case studies may explore its use for arts and theater organizations developing new websites or digital systems.
The document outlines an agenda and discussion for a meeting to develop a leadership report on fostering network strategies. It discusses the project goals of increasing social change impact through leadership competencies for networks. It reviews the draft synthesis and seeks feedback on moving it forward. It also discusses content strategy, co-branding opportunities, and next steps to finalize the report.
Social and economic change made access to knowledge central to how we work. Collaborative working is constantly pushing boundaries.
Tipping point in citizen behaviour, people can now create content, re-use information, co-produce services – otherwise known as web2.0.
Networks Masterclass Webinar Creating value and impact in networksBecky Malby
This webinar focused on generating value and impact in networks. Professor Becky Malby discussed how effective networks generate helpful outputs that benefit members. She also explained different forms of network governance and how networks can measure their impact on members, member organizations, and funders. The webinar explored tools for networks to assess their maturity and value using diagnostics, scorecards, and maturity matrices. Participants were polled on where their networks add value and what level of maturity they have achieved. The webinar emphasized that networks succeed when they have a clear shared purpose and meet member needs through innovation and strong relationships.
Stakeholder Engagement: The art & science of winning the SE snakes and ladders game webinar
Tuesday 27 February 2018
APM Stakeholder Engagement Focus Group (SEFG),
part of APM People Specific Interest Group (SIG)
presented by Paul Mansell, MD ImpaQt Consulting
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
The document presents a method for assessing organizational readiness for internal use of social media in information-intensive organizations. It uses organizational semiotics techniques, including containment analysis, organizational morphology, and collateral analysis to identify key factors of readiness. These techniques help provide a systematic approach to analyzing the informal, formal, and technical social norms and relationships within an organization that are important for readiness. The analysis identifies substantive activities, communication activities, and control activities related to potential social media use, as well as surrounding environmental factors. The goal is to develop a method that can help organizations evaluate their preparedness and identify gaps before adopting social media tools internally.
The session provided an overview of evaluating networks and coalitions. It presented the work of two of the Rockefeller Foundation's grantees: GlobalGiving and their storytelling evaluation work, and evaluating advocacy initiatives and coalitions. Key aspects of evaluation discussed included measuring member and coalition capacity, capturing externalities and cross-fertilization, and developing appropriate outcome questions for inter-organizational relationships (IORs) in different contexts like emergency settings.
NNF - A conversation on network weaving with Roberto CremoniniRoberto Cremonini
Network weaving: A discussion with Roberto Cremonini about his experiences at the Barr Foundation supporting network weaving and assessing impact -- how/why did Barr start the work? How did it play out? Why support network weaving? What was learned? As part of this conversation will look at two cases that represent different models for supporting network weaving: an organization as weaver and individuals as weavers.
The document discusses the Joint Information Systems Committee's (JISC) Business and Community Engagement (BCE) Programme. The BCE Programme aims to enhance institutions' engagement with the wider community and business sector by improving access to knowledge assets and supporting workforce development. It involves activities like knowledge exchange, strategic partnerships, lifelong learning, and external service provision. The JISC supports BCE through enhancing infrastructure, breaking down barriers, and facilitating collaboration between higher education institutions and their external partners.
This document discusses lean transformation at the societal level using the Shingo Prize levels of transformation as a framework. It asks how the lean journey can progress from tools and techniques to the systems level to create a more integrated and sustained improvement model for society. It also discusses how social media can enable this type of large-scale lean transformation by facilitating activities at each of the Shingo levels - principles, systems, and tools.
Ann Treacy and MIke O'Connor talk about broadband and give advice to the incoming MInnesota Broadband Task Force on planning for broadband in the state from reliability to ubiquity to speed...
Big Assist aims to help infrastructure organizations adapt to change and become more effective and sustainable through a learning program. It provides direct support like consultancy, training, and coaching. It also facilitates peer-to-peer support through sponsored visits, mentoring, face-to-face events, and online discussions. The program offers events, online resources, and co-produced learning to help infrastructure organizations strengthen their support of the voluntary and community sector.
Using social network analysis, complex intangible relationship patterns can reveal competitive forces, gatekeepers and collaboration opportunities - within and across sectors - in internal and external innovation ecosystems around the world, including China 2.0.
A Western View of China's Internal and External Innovation Ecosystem - ICT Se...Martha Russell
A network analysis of flows of information and investments a relationship perspective on the internal and external innovation ecosystems of China's ICT sectors. Crowd-sourced English language press release-type information provides a Western view in a systems framework.
India Backbone Implementation Network - Launch 19th April 2013NITI Aayog
The document discusses the need for an "India Backbone Implementation Network" (IBIN) to address implementation bottlenecks in India. In three sentences:
IBIN would catalyze collaboration and coordination across levels of government and sectors to improve implementation of policies and plans. It would develop a common language and toolkit for stakeholders to identify issues, design interventions, and manage implementation. The network would grow organically by making connections between nodes, knowledge repositories, and channels to enable projects through alignment of stakeholders.
2010 ISAP Conference - Using the Internet and Social Media in Immigrant Servi...settlementatwork
Slides from Marco Campana's 2010 ISAP conference presentation, focusing on how those serving immigrants and refugees can make use of social media in their client service work.
COF Presentation: Leading the Networked FoundationBeth Kanter
This document summarizes a workshop led by Beth Kanter on leading foundations and nonprofits in a networked world. Kanter discusses the importance of adopting a network mindset and using social networks and online strategies to further social change goals. She outlines levels of maturity for networked organizations from crawling to flying. Kanter also emphasizes the importance of becoming a data-informed organization and using metrics to improve strategies and measure impact over time. The workshop provided strategies for foundations to better connect with stakeholders online, engage partners and influencers, and integrate social media and networks into their overall operations.
IT Project Success through Profiling-Pro - Business Architecture for Busines...ITPSB Pty Ltd
Instant accessibility to accurate business intelligence and critical business planning information is vital if you want to achieve IT project success. Your decision making for business project planning needs to be based upon factual information from the right information sources, rather than from people who think that they know the answers to business.
Profiling-Pro uses a Business Architecture Tool called Corporate Profiling which creates a simple high level Business Architecture for business professionals. You can filter and report on all of your critical business information. That means no technical information and no minutiae about bottom level specifics that interest the analysts.
Business architecture for business specialists and IT professionals wanting I...ITPSB Pty Ltd
This document introduces the Profiling-Pro cloud solution for corporate profiling and IT project planning. It provides an overview of what corporate profiling is, how it helps create a blueprint of an organization, and the benefits it provides for accurate IT project pre-implementation planning. It encourages registering for a free trial of Profiling-Pro or attending an upcoming seminar on using business architecture and corporate profiling to improve IT project success. Key aspects covered include identifying organizational strategies, departments, systems, processes, stakeholders, and requirements to develop a comprehensive business architecture model for planning projects and managing organizational change.
Blending New Research Techniques & Technologiesvcuniversity
C Spire is a privately held wireless company headquartered in Mississippi that aims to provide a personalized wireless experience through new technologies and research techniques. They have partnered with Vision Critical to launch an online community panel called Inner Circle that will provide feedback through ongoing engagement and research. This will be integrated into C Spire's ecosystem along with other programs to enable product development, customer surveys, communication, and a better understanding of customer segments. The goal is to put customers in control of their wireless experience through personalization.
ReSAKSS-AfricaLead Workshop on Strengthening Capacity for Strategic Agricultural Policy and Investment Planning and Implementation in Africa
Safari Park Hotel, Nairobi, June 25th‐ 26th 2012
The document discusses the importance of collaboration for NASA's Program/Project Management Development (PPMD) program. It provides examples of how PPMD incorporated collaboration, including having participants from 5 NASA centers and input from over 50 organizations. Collaboration allowed for networking, learning from different perspectives, and relationship building. The document also profiles one PPMD participant, Anita Liang, and how her experience with mentoring and a work assignment through PPMD helped her transition from aeronautics to a leadership role in space flight.
The document discusses the history and goals of the Basic Skills Initiative (BSI) in California community colleges. It provides details on BSI grants that fund professional development and regional networks. The BSI aims to create a statewide learning network to address the needs of over 93,000 community college faculty and staff through regional workshops, a leadership institute, and an online platform. The leadership institute will focus on institutional transformation, program design, evaluation, and networking to build the capacity and sustainability of regional networks in supporting underprepared students.
The document outlines a vision for volunteering that was launched on May 6th 2022. It was a collaborative project involving several non-profit organizations and government support. The vision identifies five key themes: awareness and appreciation, power, equity and inclusion, collaboration, and experimentation. It aims to make volunteering more accessible and enjoyable for all by 2032 through greater collaboration between organizations, empowering volunteers, testing new engagement strategies, and addressing current inequities. People can get involved by sharing commitments on the website to support changes over the next ten years.
This document outlines plans for the NCVO to create a new distributed network to better connect its members. The current centralized model has members connecting only with NCVO, rather than each other. The new vision is for a platform where horizontal relationships are central, members can easily connect and self-organize, and share knowledge to support each other practically and emotionally. This is intended to strengthen civil society impact. The next phase will develop a detailed proposal and funding budget to test assumptions and build understanding and capacity among partners to launch the new network by 2023.
Hollie Banu is a senior manager at a large technology company based in San Francisco. She has over 15 years of experience in product management and business development. Hollie received her MBA from Stanford University and enjoys traveling, cooking, and spending time with her family on weekends.
The document summarizes research from a national survey on volunteering in the UK. It finds that while formal volunteering declined during the COVID-19 pandemic, informal volunteering increased slightly. Willingness to help others is the top motivator for volunteering. However, paid work is a major barrier, and post-pandemic volunteers are experiencing burnout from increased workload and stress during the pandemic. The cost of living crisis may further impact volunteer satisfaction and participation going forward.
This document provides information about undertaking a governance review of a board. It outlines the typical stages of a review including desk research, surveys of skills, diversity and governance, interviews, board observations, and a final report. It then discusses tools that can be used for the review, including the Governance Wheel for self-assessment, a skills audit, and a diversity audit. Potential red flags or issues that may be identified are also mentioned. The document concludes by thanking participants and directing them to return to the main room for an AGM and member event.
This document summarizes the proceedings of a National Volunteering Forum organized by NCVO and AVM. The forum focused on engaging volunteers and paid staff. It included presentations on developing shared principles between volunteers and staff from sector perspectives, as well as case studies from organizations on their approaches. Breakout discussion groups also took place on making decisions around paid and volunteer roles, and challenges faced. The forum concluded with reflections on recognizing, reconnecting and reimagining volunteering in the future, the role of volunteer leadership, and next steps.
A panel discussion considering what the future hold for charities and their governance, and how trustees can support their charities to survive and thrive.
Here we share our progress on updating the Charity Governance Code. Hear from the Code steering group about changes that are being made to the Diversity and Integrity principles following its refresh.
The panel will share some of the proposed changes to the Integrity principle, offering a preview of the updates. They will also reflect on findings from engagement and the extended consultation on enhancements to the Diversity principle. This will be an opportunity for the steering group to share their learning, having listened to a range of experiences. It is also an opportunity to discuss best practice which has been identified through the revision work. Finally, the group will offer an update on next steps on the Code's revision.
We’ve put together this video guide to using the governance wheel to carry out a board effectiveness review. It will be most useful for trustees or staff who are undertaking a board review for their own charity and want to know how best to use the governance wheel to support them in this.
This document provides an introduction and agenda for a webinar on emerging safeguarding risks due to the COVID-19 lockdown. The webinar will discuss safeguarding risks in schools, the workplace, with homeworking, and regarding digital technology and online safety during lockdown. It will also provide an introduction to safeguarding, including definitions of vulnerable people, types of abuse, and special areas of concern. The host has a background in nursing, policing, social services, and currently works as a safeguarding risk consultant. Supporting documents on understanding safeguarding are also referenced.
As the charity sector continues to manage the impact of the pandemic, many charities are facing financial uncertainty. In this context many senior leaders, to ensure their charity’s sustainability, will be considering collaboration and merger. In this webinar, in association with Bates Wells, we aim to answer questions such as: When should a charity in crisis consider merging? What are the alternatives? How can you make the best decision for your organisation? You will also hear about a new online decision-making tool which will help organisations chart the options open to them in a tight financial spot.
Normal working practices have changed dramatically in a very short period. Most staff are still working remotely, and many organisations have made use of the furlough scheme. This has meant organisations are having to manage and support staff remotely; review some existing policies to ensure they are still fit for purpose; and manage with a reduced and rotating staff capacity. In partnership with our Trusted Supplier Croner, in this webinar we will be sharing good practice on managing and supporting staff in this new environment. We will be joined by Vicky Scott, Operations and HR Manager at Hackney CVS who will share the experiences and learnings of Hackney CVS in this new context.
The economic impact of coronavirus means that many voluntary sector organisations will be going through a period of significant change over the coming months. For many of the hardest hit charities, the process of restructuring and making redundancies will sadly be inevitable. In this webinar we help organisations prepare for this context.
The document summarizes a webinar on the legal and practical considerations for easing lockdown restrictions and returning employees to work. It discusses employers' health and safety duties, the UK government's roadmap, conducting COVID-19 risk assessments, and practical safety measures to implement. It also provides an example of how St. John Ambulance prepared to restart operations and shares resources on legal guidance from TrustLaw and NCVO.
Slides from a webinar broadcast on 15 July 2020, sharing what volunteering organisations have learned since the lockdown in March.
Watch the full recording here: https://www.youtube.com/watch?v=HyFbDAtHHQo
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A new direction for infrastructure (NCVO Annual Conference 2012)
1. A new direction for infrastructure
•Bill Freeman, Director of Services and Business Development,
NAVCA
•Dr Rob Macmillan, Research Fellow, Third Sector Research
Centre (TSRC)
•Sakthi Suriyaprakasam, Consultant, NCVO Value of
Infrastructure Programme
2. Third sector infrastructure
an unsettled state and an uncertain future
Dr. Rob Macmillan
Third Sector Research Centre
University of Birmingham
NCVO Annual Conference
‘Moving Forward: Solutions and Inspiration’
London, 5th March 2012
Funded by:
Hosted by:
3. In brief…
• Context… the voluntary and community sector is experiencing
a great ‘unsettlement’, and particularly its infrastructure
• Research… on infrastructure and ‘capacity building’ tends to
address three main questions:
o Purpose (not much research here)
o Organisation (lots here)
o Value (not so much here)
• Looking ahead and an emerging research agenda… focusing
on a changing landscape of and for infrastructure, such as
making a market, reconfiguration and hollowing out
4.
5. Context: the great ‘unsettlement’
‘Shake-out’?
- organisations and projects downsizing or coming to an end
‘Shake-up’?
- enterprise
- reconfiguration
- demonstrating value
‘Room’ – is there enough for everyone?
The state and the VCS - a partial decoupling?
6. Researching infrastructure
Three basic questions addressed in research on infrastructure and
capacity building:
1. Purpose/Theory: What is infrastructure; what is it for?
• Leat, D. (2011) New tools for a new world (or why we need
to rethink capacity building)
2. Operation/Organisation: What does it do; how is it organised?
• Harker, A. and Burkeman, S. (2007) Building Blocks
• Shared Intelligence (2010) Learning from mergers
3. Value/Impact: What difference does it make?
• Halton and St Helens VCA (2011) Inside the black box –
Discovering what really works
7. 1. What is infrastructure for?
Key questions
• What do we mean by infrastructure and capacity building?
• What is it for?
• What is its rationale or ‘theory of change’?
• What role does it play?
• Why does it exist?
• Who wants or needs it and what for?
(e.g. support needs of frontline organisations; funders and public
bodies)
• Who uses it and what for?
8. 2. How is infrastructure organised?
Key questions
• What does it do? (support, linkage, and voice)
• How is it provided? (interventions, mechanisms and practices)
• Who does it? (organisations, consortia, networks and
federations, consultants, peers)
• How is it organised?
o Function - generalist and specialist
o Constituency – whole sector or specific field
o Scale – national, regional, local
o Sector – third sector, public sector, private sector
• How do infrastructure organisations relate to each other?
(duplication, competition, collaboration, merger)
• How is it financed? (grants, contracts, fees and charges)
• How is it governed? (stakeholders and their influence - funders,
public bodies, partners, members and users)
9. 3. What difference does it make?
Key questions - the ‘so what’ question…
• What does infrastructure seek to achieve and what does it
achieve?
• How can or should infrastructure be evaluated?
• By what criteria should infrastructure be judged?
— organisational effectiveness and influence
— value for money and distance travelled
— accreditation systems and quality marks
— benchmarking and public rating systems
• How can its value be articulated and demonstrated?
10. A changing landscape of and for infrastructure
• De-coupling - withdrawal of central state support for national and
local infrastructure?
• ‘Demand-led’ approaches - making markets in infrastructure?
• Changing demands and challenges facing frontline organisations
• Reconfiguration and a changing geography - transforming local
infrastructure
• Changing delivery mechanisms:
— on-line support; peer to peer learning; community organising;
incubation and shelter
• Hollowing out of infrastructure organisations?
11. An emerging research agenda
Key questions seem to be about:
1. How can we understand this emerging landscape of and for
infrastructure?
2. How are markets being made in infrastructure?
3. How are infrastructure organisations and relationships being
reconfigured?
4. What do frontline organisations (and their funders) need, want
and expect from infrastructure?
5. Which direction does infrastructure face: to public bodies or to
its members and users?
12. For discussion…
Why should infrastructure organisations decide what kinds of
support are provided – why not let frontline organisations
decide?
14. VIP supports you to
VIP Aims
Assess impact
Improve impact
Communicate
impact
Working and
learning together
Talking to funders
15. Engagement with VIP
• 99 members of the VIP Ideas group
• 89 attended development workshops through
2009-10
• 100 organisations piloted tools
(55 IOs and 42 frontline)
16. Principles
Growing impact is even more important than showing it
Contribution not attribution
Evidence not proof
This is a leadership issue, not a measurement issue
Impact assessment works best when it fits quietly into day-to-
day working practices rather than being a burdensome extra
17. Representation
Consultation
Infrastructure
Functions Influence
Promote
Direct
Support
Develop
Infrastructure
Facilitating
Learning
Networking
Connect
Information
Advice
Guidance
Collaboration
Brokering
This functions map has been developed by National Council for Voluntary Organisations (NCVO) for the
Value of Infrastructure Programme. It is based on PERFORM: the Outcomes Framework for Infrastructure.
Also influenced by the ‘Engage, Develop, Influence’ Model of Infrastructure Function
as developed by Growing up in the West Midlands (G:Up)
18. From functions to impact
supportive
Influence external
strong dynamic
agencies
organisations sector
Infrastructure
strong Develop Infrastructure
Impacts
organisations
supportive
capable Connect dynamic
external
people sector
agencies
19. Dials give
Organisation pictures of
Dial
Change Sector
Dial
Organisation
Case Study
Template Sector
Case Study
Internal Template
Organisation
Survey
Survey of Sector
Organisations
Questions
VIP Tools Action and give stats
11 Tools to mix and match Review Grid
External
Agency
Dial
People Case External Agency
Case Study
Questions
studies Template
give External
Agency
stories Interview
21. Update
• 115 Infrastructure organisations trained by
end of Feb 2012
• TLI partnerships trained on VIP
• Sustainability of training and online system
• Impact of Infrastructure 2012 Conference 25th
April
22. Response to VIP
VIP interim evaluation October 2011
Training:
•Overall very positive response to the
framework and tools
•98% understood the framework and tools
•64% were keen to use the VIP tools
•76% felt VIP Online would help them capture
their impact
23. Response to VIP cont.
Use of framework and tools
•For those in the early stages understanding
their impact was key
•95% said the tools were either ‘excellent’ or
‘mostly good and useful’
•76% had used one or more tools– 44% the
Organisation Dial
•Other dials, survey questions and case studies
also used
24. Journey of change
1. 2. Clarity of 3. Focus 4. 5. Changing and
Muddling purpose. and Interpreting communicating.
through. Can measuring. and learning Put learning
Not clear articulate Work to Analyse into practice.
about impact but outcomes & data, Can
impact, not measure collect data interpret and demonstrate
open to this except draw out effectiveness
learning. ad hoc. learning
25. How VIP moves agencies up the JOC
• The training helps people move from 1-2 by clarifying
their impact
• The tools support the shift from 2-3 by enabling
measurement of impact
• VIP Online is important to moving from 3-4 by
providing data
• It is less clear yet how VIP supports agencies to move
from 4-5
But
• starting point and willingness/being ready to change
key
• The external environment
26. Opportunities
• Shared language and agreement about purpose
• Collaboration with a positive focus –
– joint approach to tackling common issues, e.g. external
agency
– Data sharing/referrals
– Setting baselines at a local level and working together on
shared targets
– Using the system and generating information on future
priorities
• Data on impact of infrastructure sector as a whole
• Communicate to and engage with our stakeholders
about the value of infrastructure
27. Challenges
• Timescale for evidence to emerge
• Embedding new systems and ongoing learning
• Implementing improvement in the context of
change
28. Challenges and changes
for VCS infrastructure
Bill Freeman
‘A new direction for infrastructure’ workshop
NCVO Annual Conference - 5 March 2012
06/03/2012 NAVCA 28
29. Areas I will cover...
• The NAVCA network and our work on impact.
• External drivers affecting VCS infrastructure.
• Internal challenges affecting VCS infrastructure.
• Promising solutions.
06/03/2012
06/03/2012 NAVCA 29 29
30. The NAVCA Network
• Around 400 member organisations covering most local
authority areas in England, including:
– Providers of a comprehensive range of support and services which
embrace all types of organisations in the sector.
– Organisations specialising in providing certain types of activity and/or
serving particular client groups.
• All full members required to be charities and membership
associations themselves.
• Largely state-funded (c.80%) with other income from fees
(membership and charged-for services).
06/03/2012
06/03/2012 NAVCA 30 30
31. The NAVCA Quality Award
• Around 100 members hold NAVCA’s Quality Award and a
further 40 are working towards it.
• It enables them to demonstrate effectiveness in achieving
better outcomes for their local groups across five standards
which relate to their core functions.
• It involves self-assessment and audit which includes the
testimony of critical external stakeholders.
• Organisations of all size and shape are able to achieve the
Award and renew it every three years.
06/03/2012 NAVCA 31
33. External drivers affecting VCS infrastructure
• State funding for infrastructure thought to be in decline.
• State initiatives to bring about supply-side reform, e.g.
Transforming Local Infrastructure Fund.
• Quality, innovation and efficiency will be driven by…
– Collaboration, reorganisation and integration.
– Competition and choice.
06/03/2012
06/03/2012 NAVCA 33 33
34. External drivers affecting VCS infrastructure
• Drive for services to be “digital by default”.
• Greater emphasis on role of the private sector in and VCS
support providers being more businesslike.
• More demand-led approach to capacity building and wider
‘marketisation’.
• The pace of change in the policy and funding environment,
requires infrastructure organisations to respond faster, whilst
not being immune from pressures themselves.
06/03/2012
06/03/2012 NAVCA 34 34
35. Transforming Local Infrastructure
• £30million competitive fund from OCS.
• One bid was allowed per upper-tier local authority; 72 awards
made (about half of total).
• Projects encouraged to focus on:
– collaboration and consolidation;
– redesign and integration of services;
– Better links with local businesses;
– peer-to peer support; and
– stronger partnerships with local statutory bodies.
06/03/2012
06/03/2012 NAVCA 35 35
36. Transforming Local Infrastructure
• Aim was for sustainability in the long-term without ongoing
support from central Government.
• NAVCA is helping successful and unsuccessful areas to share
good practice, exchange information and find the best way
forward.
• Big Lottery Fund is planning a distinct and additional
investment in funding support services for voluntary
organisations of at least £20 million.
06/03/2012
06/03/2012 NAVCA 36 36
37. Demand-led capacity building
• National dialogue and emerging practice:
– Real Help for Communities Modernisation Fund (2009).
– OCS supporting civil society consultation (2010).
– BIG “Building capabilities for impact and legacy” (2011).
– Worcestershire County Council (2011).
• In demand-led schemes organisations needing or seeking
support are given money or a voucher to purchase it directly.
• Main benefits:
– Greater choice, control and tailoring for recipient organisations.
– Broader range of suppliers drives quality, innovation and efficiency.
06/03/2012
06/03/2012 NAVCA 37 37
38. Demand-led capacity building
• Public and charitable funds, so safeguards need to be in place:
– Diagnostic review to identify needs.
– Quality assured list of providers.
• Can it work? Yes, but...
– It needs to be built around VCS infrastructure which already has the
reach, profile and trust in place to make it work.
– It needs everyone to work differently, not just suppliers.
– There have to be some standards and adherence to good practice.
06/03/2012
06/03/2012 NAVCA 38 38
39. Demand-led capacity building
• Concerns about the approach:
– Where’s the evidence base of its effectiveness? – BIG Assist
programme will help us answer this question.
– Makes tackling sector-wide issues harder.
– Decouples connection and benefits derived from funding
organisations to do both representation and capacity building.
– Impact on health of local voluntary sector if the system favours
private sector providers – such as no reinvestment or leverage of
additional funds; scepticism from recent cases (Hounslow).
– Can it work for supporting new and emerging groups?
06/03/2012
06/03/2012 NAVCA 39 39
40. Internal challenges affecting VCS infrastructure
• Leading in difficult times.
• Strain on funding model requires rethinking or refining
business model for many organisations.
• Some of our language and labels might need redefinition.
• Previously reliable tools not suited to the new environment.
06/03/2012
06/03/2012 NAVCA 40 40
41. Leading in difficult times
• The most frequent areas of challenge identified in NAVCA’s
2011 Chief Executives survey were:
– financial climate and funding;
– workload and capacity issues;
– uncertainty and responding to change; and
– managing relationships and dealing with conflict.
06/03/2012
06/03/2012 NAVCA 41 41
42. Leading in difficult times
• Other challenges that featured in multiple responses were:
– morale and motivation;
– political and policy environment;
– difficulties with trustees;
– engagement (or, more accurately, disengagement);
– increased competition; and
– managing expectations.
06/03/2012
06/03/2012 NAVCA 42 42
43. New areas of focus for income generation
Reducing operating costs Doing it already
Bidding consortia
Building/premises Not doing it and
don’t plan to
Fees for consultancy
Non-infrastructure contracts Not doing it,
but plan to
Local businesses
More member-only benefits
Selling to each other
Trading company
Philanthropists/individual donors
Commissions
0% 20% 40% 60% 80% 100%
06/03/2012 NAVCA 43
44. Promising solutions
• We need tools and approaches which work in real-time to
help us be more agile and adaptive in a dynamic
environment.
– More strategy, not so much strategic planning.
– Stronger emphasis on marketing and branding.
• Choosing business models which are about resilience, rather
than sustainability.
– ‘Networked non-profit’ principles (Wei-Skillern and Marciano, 2008).
– Virtual CVS?
– Fiscal sponsorship - a way to make it OK to do frontline services?
06/03/2012 NAVCA 44
45. Promising solutions
• Keeping conversation with the State about the priority of
funding those infrastructure activities which cannot be
marketised.
• Only doing things which are known to be impactful.
• Ensuring ‘demand-led ’ capacity building about evolution, not
revolution.
06/03/2012 NAVCA 45
46. For discussion…
• When it comes to thinking about the future
providers of infrastructure support and services, do
we need evolution or revolution?
06/03/2012 NAVCA 46
47. About NAVCA
• We are the national membership body for local support
and development organisations.
• We strengthen and champion the work of our members in
representing, supporting and developing voluntary and
community action.
• Our support and services include:
– policy information, insight and ideas;
– advice and guidance;
– hands-on support and facilitation;
– training and networking opportunities.
• Email: bill.freeman@navca.org.uk.
06/03/2012
06/03/2012 NAVCA 47 47
48. For discussion…
Why should infrastructure organisations decide what kinds of
support are provided – why not let frontline organisations
decide?
We need to completely re-think what impact we are measuring
and how we communicate this in the light of decreasing public
funding and a move towards a market-led economy
When it comes to thinking about the future providers of
infrastructure support and services, do we need evolution or
revolution?