The document outlines the agenda and activities for a CashBack portfolio day meeting. The agenda includes welcome and introductions, summaries of evaluation meetings with CashBack partners, refining the program's logic model and evaluation framework, discussions on communications and sustainability, and a question and answer session. Three priority areas - impact and evaluation, communications, and sustainability - will be the focus of discussions. [END SUMMARY]
An Insight into Internal Cross Functional Stakeholder Engagement. References from Online data & my professional experience of 14 Years in various roles
Alliance for Nonprofit Excellence Training 5.4.10 Strategic Communications fo...jleigh206
Need basic training in nonprofit communications? This workshop will help you assess your organization's communications work, and give you the tools to communicate more effectively with members, donors, and other constituents, even with a small marketing and communications budget. Content will include communications planning, crafting messages, targeting audiences, and choosing tools and technology to get your message across.
An Insight into Internal Cross Functional Stakeholder Engagement. References from Online data & my professional experience of 14 Years in various roles
Alliance for Nonprofit Excellence Training 5.4.10 Strategic Communications fo...jleigh206
Need basic training in nonprofit communications? This workshop will help you assess your organization's communications work, and give you the tools to communicate more effectively with members, donors, and other constituents, even with a small marketing and communications budget. Content will include communications planning, crafting messages, targeting audiences, and choosing tools and technology to get your message across.
Program Planning Workshop with Mr. Caloy DiñoMights Rasing
Mr. Caloy Diño of FEBC Philippines shares the process of Program Planning and Implementation at the Young Leaders Summit 2014, organized by Young People's Ministries
http://pinoyyouth.org
Monitoring engagement using the National Principles for Public Engagement in ...Participation Cymru
The session at the All Wales Residential Participation Network 2012 enabled participants to better understand how to use the National Principles for Public Engagement in Wales to evaluate engagement activities.
Galluogodd y sesiwn yma yn Rhwydwaith Cyfranogaeth Breswyl Cymru Gyfan 2012 i gyfranogwyr deall yn well sut i ddefnyddio Egwyddorion Cenedlaethol ar gyfer Ymgysylltiad Cyhoeddus yng Nghymru i werthuso gweithgareddau ymgysylltu.
Too often nonprofits are scrambling to post on Twitter and Facebook, without thinking through how digital tools should be part of your organization's strategic goals.
In this presentation for the 2014 Peace and Security Funders conference, See3 CEO Michael Hoffman and digital strategist Laura Wilson walk through creating a strategic communications plan, theories of change, and how to use the tools at our fingertips - like Twitter, Facebook, and YouTube - to achieve the change your organization seeks to make.
Communication is the lifeblood of social as well as corporate aspects. It is communication where we effectively deliver our messages, give suggestions, improve or present condition and acquire learning. In this presentation, we look into the basics of communication but in the public relations context. Thank you. Enjoy the presentation.
Program Planning Workshop with Mr. Caloy DiñoMights Rasing
Mr. Caloy Diño of FEBC Philippines shares the process of Program Planning and Implementation at the Young Leaders Summit 2014, organized by Young People's Ministries
http://pinoyyouth.org
Monitoring engagement using the National Principles for Public Engagement in ...Participation Cymru
The session at the All Wales Residential Participation Network 2012 enabled participants to better understand how to use the National Principles for Public Engagement in Wales to evaluate engagement activities.
Galluogodd y sesiwn yma yn Rhwydwaith Cyfranogaeth Breswyl Cymru Gyfan 2012 i gyfranogwyr deall yn well sut i ddefnyddio Egwyddorion Cenedlaethol ar gyfer Ymgysylltiad Cyhoeddus yng Nghymru i werthuso gweithgareddau ymgysylltu.
Too often nonprofits are scrambling to post on Twitter and Facebook, without thinking through how digital tools should be part of your organization's strategic goals.
In this presentation for the 2014 Peace and Security Funders conference, See3 CEO Michael Hoffman and digital strategist Laura Wilson walk through creating a strategic communications plan, theories of change, and how to use the tools at our fingertips - like Twitter, Facebook, and YouTube - to achieve the change your organization seeks to make.
Communication is the lifeblood of social as well as corporate aspects. It is communication where we effectively deliver our messages, give suggestions, improve or present condition and acquire learning. In this presentation, we look into the basics of communication but in the public relations context. Thank you. Enjoy the presentation.
World´s largest e-Commerce Direct Selling Company is coming to India
Headquartered in Fort Lauderdale, Florida with offices in Berlin, Germany and Dubai, UAE, DubLi, Inc. (OTCQB: DUBL), a publicly-traded U.S. company, is the parent company of both DubLi.com and DubLi Network. Through its DubLi.com website, the company creates tremendous opportunities for consumers to earn Cashback when making purchases for all their travel, shopping and entertainment needs. DubLi Network also helps entrepreneurs -- both large and small -- create micro-distributor organizations by joining DubLi Network. DubLi’s mission is to provide consumers around the world with the highest online value for their travel, shopping and entertainment needs.
Improving the effectiveness of communications webinar
APM People Specific Interest Group, Stakeholder Engagement Focus Group (APM SEFG People SIG)
Tuesday 11 July 2017
presented by James Francis
hosted by Fran Bodley-Scott
Jerry Ward, MD of Press Data and a Director of AMEC, delivered a presentation and workshop on the measurement and evaluation of communication, including the Barcelona Principles and AMEC's new framework.
www.prfest.co.uk
Anne is Deputy Head of the Measurement and Evaluation at New Philanthropy Capital (NCP) and helps charities and funders to measure and communicate their impact. Her role includes developing tools and approaches for improving impact measurement for a wide range of organisations.
VAL was delighted to welcome Anne to present a workshop during our 2013 Future Focus Conference. Anne's workshop was all about helping charities tell a compelling story about what they do and the impact they have.
Specifically, Anne's workshop looked at the benefits of measuring impact, information about the 'theory of change process' to help charities understand what outcomes they are aiming to achieve, and helped groups start thinking about the type of data they need and how best to collect that data.
While the 2013 Future Focus conference is now over, VAL runs trainings and workshops year-round. If you'd like to learn more about training for your organisation, visit www.Valoneline.org.uk.
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
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.
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.
Delivered by Sally Bagwell and Lynn Simmonds NPC
Resource Social Impact Seminars
As part of the Cultural Commissioning Programme, New Philanthropy Capital (NPC) delivered a series of Social Impact Seminars aimed at arts and cultural organisations. These seminars took place in Birmingham, Leeds, Exeter, London and Peterborough between October and November 2016.
Many arts and cultural organisations need to show how their work contributes to social outcomes. These may be outcomes required by public service commissioners or outcomes wanted by funders.
These seminars aimed to help participants to identify, collect and interpret evidence which:
• Could be used to inform and influence funders and commissioners of their social impact
• Was realistic to collect, in keeping with the individuals and communities they work with
• Focus on current best practice and make use of existing research.
The Cultural Commissioning Programme runs until June 2016 and is funded by Arts Council England. It is delivered by NCVO in partnership with NPC (New Philanthropy Capital) and nef (New Economics Foundation).
Similar to Cashback Portfolio day presentation - October 2012 (20)
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2. 10:00 Welcome - Actions since August
10:30 Summary of key findings from the evaluation meetings with
CashBack partners
11:30 Tea & coffee
11:45 Refining the logic model/outcome framework and
methodological support for evaluation
12:30 Lunch
13:30 Communication
Andrea Pearson – Copytakers
Andrea is a journalist providing an insight into what journalists
look for, how to write effective press releases & documents
14:45 Tea & coffee
15:00 Questions and Answers
15:30 Close
4. IMPACT and EVALUATION
Points Raised Actions
Lack of clarity on requirements 1-2-1 meetings with PA’s
Framework and definition of outcomes PA’s support
Evaluation audit with RfR
Support on expressing outcomes On going support and
training cross portfolio
5. COMMUNICATION
Points Raised Actions
Who is who – and what do they do? Portfolio day
Who’s who guide
Profile raising and effective communication Comm’s Group
Co-ordinated approach
re-defining messages
Social media
6. SUSTAINABILITY
Points Raised Actions
Alternative funding sources/engage 1-2-1 support from
PA’s
with the private sector
Grouping together/maximise portfolio Networking and PA’s
9. CashBack is a diverse portfolio of interventions.
There is a need to agree outcomes, including
priorities.
◦ There is no overall ‘logic model’ for the CashBack
programme
◦ Frequent confusion between outputs and outcomes
◦ Some logic models not linked through to evaluation plans
and data sources
10. Impact – the intended longer term or
structural changes
Outcome – The differences or changes
as a result of what the organisation or
programme has done.
Output – this describes what the
organisation or programme does
Input – Resources put into the work to
achieve objectives and aims. (e.g.
money, practical resources, staff or
volunteer time)
11. ISSUESTATEMENT: Young people, families and other community
members can benefit from engagement in positive activities that develop
their interests and skills.
Those living in challenging and difficult circumstances may have limited
opportunities to be involved in positive activities in their communities.
They may be at a higher risk of becoming involved in the criminal justice
system. Anti-social behaviour, violence and crime particularly affects the
life chances of those living in the most deprived communities. It is
expected that such behaviours and their wider effects can be both
prevented and tackled through the provision of various sporting, cultural,
educational, developmental and social activities.
PROGRAMME GOAL(S): To expand the horizons of young people,
families and other community members and increase opportunities to
develop interests and skills in enjoyable, fulfilling and supportive ways,
though sporting, cultural, educational, developmental and social activities.
12. ‘Menu’ of generic outcomes – short term and
intermediate.
CB partners and IS could use this to agree a
minimum/maximum number of priority outcomes
(eg. 3-6) that are appropriate for each
intervention, with timescales and clear links to
data and priorities for data collection.
13. Programmes with larger funding, longer programmes and larger
scaled interventions should be required to provide more information.
What is appropriate to undertake is also related to the stage of the
funding cycle and the prospective use of any evaluation.
Collection and analysis of monitoring data also needs to be
proportionate and an agreement made between individual partners
and IS. The CHRE Evaluation Framework could provide a helpful
starting point, but should be advisory, rather than mandatory.
Agreements need to also tie in with agreed priority outcomes for
individual projects.
14. Many programmes need to have better
quantitative and qualitative data, particularly
around outcomes
2 steps:
◦ CashBank Question Bank
◦ Simple guidance on case studies
15. This is frequently missing or subdued and is linked
to the relative lack of outcome data.
Better case studies would help to address this.
There is a need for guidance on innovative/fun
ways to get feedback from YP and others at
regular intervals.
16. Self-evaluation can support learning and the management
and improvement of the delivery of projects.
◦ What’s working well? What’s not? What do we need to do
differently?
5% funding rule not necessarily helpful given variations in
scale of projects and split with ‘marketing’.
Role of external evaluation not always clear.
17. Encourages organisations to develop the use of evaluation
logic and skills to develop and enhance their practice and
show the difference they are making
Better use of data increases motivation among delivery
organisations to help develop more effective interventions
Builds reflection into practice in order to create a
learning organisation
Evaluation is done by organisations themselves rather than
being done to organisations – specialist external support
may be used.
It increases ownership of findings and responsibility to act
on them back into the hands of delivery organisations.
18. The collection and analysis of equalities
monitoring data is frequently weak.
Inspiring Scotland should agree the appropriate
breadth and depth of monitoring of equalities
19. The scoping and delivery of a future impact
evaluation of the programme would be assisted by
the production of a digest of funded projects with
brief details of each funded intervention/sub-
programme.
This should be collated to a standard, short (2
page?) format and include the agreed outcomes.
20. Assessing Progression
Eg. minor adjustments and simple recording
conventions could yield more data on progression
eg. membership renewals/retention/progression.
Health warnings eg. attribution – value of local
intelligence /qualitative data
23. Effective Evaluation can be. . . .
• A tool for business development
• A tool for raising funds
• A tool for raising your profile
24. COMMUNICATIONS
Points Raised Actions
who is who – and what do they do? Portfolio day
Who’s who guide
profile raising /effective communication Comms Group
Co-ordinated approach
Defining ‘messages’
Social media
25. Communication aims
•Improve the co-ordination and planning
•Increase visibility
•Increase the collaborative impact
36. Why bother with PR?
• Funders will look good
• You have to compete
• Volunteers and staff will feel good
• Coverage generates more coverage
• You get good value for money
37. Advertising Value Equivalent
30 seconds on Scottish TV news AVE £5000
Quarter page in The Herald AVE £2500
Quarter column Evening Times AVE £250
600 words in Third Force News AVE £250
38. Reach
BBC Radio Scotland Newsdrive 900,000
The Herald 44,000
Evening Times 50,000
Third Force News 16,000
39. • The only two things you need to do are:
• Talk to the right people
• Present the story well
40. Talking to the right people
• Monitor coverage to find out who writes
about this and talk to them
• Or target a specific publication or outlet and
find out who is the relevant person to speak
to
10 am Introductions What you asked for last time? 10.30 am Evaluation – a Logic Model? 11.30 am Refreshments 11.45 am Evaluation – Data requirements 12.30 pm Lunch 1.30 pm Communications – its good to talk 3.10 pm Questions and Answers 3.30 pm Depart
Celia’s slides Understanding Impact / Evaluation This will be the morning session kindly being operated by Cathy Sharp and Mark Bitel of Research for Real – who the majority of you have now met Communications In relation to actions from the last portfolio day and needs expresses by many of the partners in the room - this will be the afternoon session Sustainability – for another day – aktouugh both Evualationa dn Profikle raising contribuet to this
Celia’s Slide 11 weeks to the day since the last/first portfolio day! Time flies when you are having fun! at that meeting you requested we deliver for you on a number of items pamphlet completed – completed
These are headline demonstrating what the day will entail – we will hear more about each sector as we go on
Not as heavily investigated as yet as more detail on this area needs to be collated by all, and to effectively look to the future you need to understand what you business MAY be doing in the future – hence understanding demand and strength of your services BY EFFECTIVE EVALUATION Leads to – introduction to Cathy and Mark – the sessions that will take us through this morning Celia – can you do an introduction as to who they are and why they are involved please.
Our task has been diagnostic – to take the temperature about where CashBack partners are at now with their monitoring and evaluation activities. This was commissioned with a view to informing the overall CashBack programme evaluation. This needs to be built from the ‘bottom-up’ – by ensuring that all projects have good monitoring data and quality case studies that address agreed outcomes. We want to see much greater valuing of evaluation. We recognise the existence of the CHRE framework. We wish to take a pragmatic and simple view to avoid investing time into activities with little practical value and risk re-producing earlier guidance.
We should not expect everyone to be doing the same thing or retro-fitting agreed activities into an inappropriate outcome framework. Any guidance must remain aware of ‘outlier’ projects that may not easily fit into the generic picture. Many delivery agents have never had a conversation with the previous CashBack team about outcomes. A pressing need is for projects to agree clear outcomes for their work with Inspiring Scotland.
In the search for programmatic coherence we did test out with you the idea of an overall ‘logic model’. We’re interested in knowing your views about the overall ‘issue statement’ and programme goals. Each CB partner should be able to see their work within that overall purpose. We think the current text version of the logic model is sufficient for the current purposes. Logic models are most useful in the planning stage of interventions and it may be worth developing one for the next stage of CashBack. We are not in the planning stage now. Let’s acknowledge that projects some have logic models and some have used these to help their thinking about delivery. Others have logic models that are not followed through into delivery, subsequent evaluation plans or data sources. Investing time in developing bespoke individual logic models runs the risk that we would be no further forward in practical terms.
Rather we propose a better option is to develop an Outcomes Framework Will look at this idea in more detail after the break
It might be useful to develop a bank of questions to help address missing outcome data. These could be used in a number of ways, and would help to bring some alignment and consistency of data between similar activities that are being delivered to achieve similar outcomes. Developing such a ‘bank’ should be done in collaboration with the Cashback family so that they assist in drafting, testing and revision. There is a need for better qualitative data that is outcome focused . Much of what exists is seen as primarily for marketing/publicity purposes. Better qualitative data can also help to understand attribution better. A ‘formula’ for writing outcome focused case studies would assist projects to structure a variety of case studies. This might also address frequently asked questions about case studies?
At present, evaluation is often too closely aligned with ‘marketing’ or publicity/good news. Some projects have expressed doubt about data quality because of reluctance to be seen to be critical in case funding is threatened. A stronger focus on learning and the value of evaluation for continuous improvement is needed to enable discussions about what’s not working well (as well as what is) and get better regular feedback from project participants. The role of external evaluation needs to be discussed, including timing, purposes, readiness and funding. The 5% rule needs review given the variation in scale and funding of projects within the overall programme. We would like to suggest that the CHRE framework should be seen as advisory.
eg. formal memberships organisations should collect deeper level of equalities data that is sensible for the context and their purpose.
Rachel and Eilidh’s area Rachel – to lead off. . . .
Reflect on why evaluation is important – it covers more than the reports to SG! Business development – meeting clients needs, getting services right, stopping services that aren’t working – remodelling and adjusting as to what needs are demonstrated Raising funds – most funders seek logic models – but also evidence of how you work to gather funding – from BIG to CiN, from Local Authorities to Trusts – outcome analysis is becoming more the ‘norm’ – so don’t miss the boat A good story is compelling good evidence is compelling so why not evaluate effectively? if the stories are good – tell more? More people might be interested? More people may access you through wider means? its so much cheaper than the days of paid adverts! Stress this element Remind what key Comms issues came out from the last portfolio day – the issues raised are – following slide
The CashBack for Communities programme partners have to-date been very successful in communicating with the target audience of young people across Scotland about the range of activities available to them in their area. They have generated a wide and diverse range of good news stories over five years of the programme and 99% of media coverage generated to-date is positive. Getting the wider message out to the general public and other relevant stakeholders about what CB for Communities does, the success it is having and the impact is it making on local communities across Scotland has also been good, but is an area to be further developed and one we seek to support. To raise awareness and promote greater understanding of the range and depth of work CashBack funds, we have indentified the follow areas to focus support: Raise the visual profile of CB as a collective. Improve partners ability to demonstrate the impact of CB activities. Improve the dissemination of the collaborative impact of CB at a national level. Support CB partners to be more co-ordinated and strategic in their communication Identify key stakeholders relevant to CB Three main areas Improve the co-ordination and planning of CB programme Increase visibility of CB activities Increase the collaborative impact of CB
Who is Who – given out earlier as a tool to network with, to review, to see where there is synergies and benefits of working together Portfolio day – regular events when you and your team can come along to the day – putting names to faces always helps Comms Group Started based on feedback from last portfolio day For all partners, great to have member of communications team Plan to have one meeting a quarter, for some reflection, some training if needed, forward planning but also to help build the collective CashBack story. What’s it for? planning ahead clear messaging support / involvement from Scottish Government
My impressions of PR are that you are always moving around, dealing with new people and always on the go.
In PR there is lots of finding information, then typing it and then adding to your information, then typing it and then sorting out your story then typing it and eventually finalising your story, then typing it. In conclusion there is lots of typing.
When working in PR you have to be able to communicate well with people, talk people into anything and talk yourself out of anything.