The document discusses improving diversity at a heritage organization. It defines diversity and explains why diversity is important for the organization's strategy and purpose. It then analyzes the organization's current state of diversity across different areas like governance, staff, and visitors. Finally, it outlines workstreams and activities to increase diversity in people/staff, volunteering, governance, communications, and visitor experience. The key goals are to make staff, volunteers, and governance more representative of their communities and have communications and visitor experiences welcome all.
This document discusses place-based working at Kirklees Council. It focuses on developing place partnerships centered around the council's 7 defined places. Ward and sub-ward partnerships will also be established through community engagement. The Place Standard tool is being used to gather citizen input to understand community needs and assets. Next steps include defining the full program, governance, engaging political groups, and communications.
This document proposes a model of "building civic enterprise" through person-centered community development. It involves creating a network of community coaches who work one-on-one with residents to help them achieve their aspirations, and community panels to oversee the coaches. Coaches would focus on relationships, facilitating progress rather than fixing deficiencies. This responsive infrastructure aims to stimulate demand for existing services and support inclusive participation. Potential impacts include business starts, education/skills gains, and improved well-being. Piloting is proposed to test the model.
The document describes a new Thriving Communities model being piloted in Derbyshire County Council to improve outcomes for families and communities. The model aims to narrow the gap between service provision and community needs by taking a more collaborative, community-led approach. It will be piloted in four local areas through connected teams, community outreach, and supporting community networks and informal support systems among families. The goal is to empower communities and make services more responsive to local needs.
An overview of the new type of exchange for those 18 and older, New Generations Service Exchange. For more information, please contact RI staff at programs@rotary.org.
The Kirklees Democracy Commission Cross-Party Working Group discussed place-based based working in Kirklees at their meeting on Wednesday 24th October 2018. These are the presentations used during the meeting.
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.
View a recording of this webinar: https://www1.gotomeeting.com/register/973978592
Ten tips from Rotarian experts and New Generations Programs staff to ensure a successful year as Interact, New Generations, Rotaract, RYLA, or Youth Exchange district chair.
New way community general meeting presentation nov 4pjharston
This document outlines the agenda and materials for a Special General Meeting of the New Way Community Society. The agenda includes approving previous meeting minutes, a special resolution to change the organization's bylaws, a proposal for transitioning to a new operational model and strategy, and an open discussion period. The special resolution proposes replacing the organization's statement of purposes. The transition proposal involves securing ongoing community members and a daily space, and raising $50,000 over six months to fund staff and operations. Achieving this transition depends on commitments from meeting attendees in terms of funding and volunteer participation. The meeting concludes with an open discussion and call for motions from attendees.
This document discusses place-based working at Kirklees Council. It focuses on developing place partnerships centered around the council's 7 defined places. Ward and sub-ward partnerships will also be established through community engagement. The Place Standard tool is being used to gather citizen input to understand community needs and assets. Next steps include defining the full program, governance, engaging political groups, and communications.
This document proposes a model of "building civic enterprise" through person-centered community development. It involves creating a network of community coaches who work one-on-one with residents to help them achieve their aspirations, and community panels to oversee the coaches. Coaches would focus on relationships, facilitating progress rather than fixing deficiencies. This responsive infrastructure aims to stimulate demand for existing services and support inclusive participation. Potential impacts include business starts, education/skills gains, and improved well-being. Piloting is proposed to test the model.
The document describes a new Thriving Communities model being piloted in Derbyshire County Council to improve outcomes for families and communities. The model aims to narrow the gap between service provision and community needs by taking a more collaborative, community-led approach. It will be piloted in four local areas through connected teams, community outreach, and supporting community networks and informal support systems among families. The goal is to empower communities and make services more responsive to local needs.
An overview of the new type of exchange for those 18 and older, New Generations Service Exchange. For more information, please contact RI staff at programs@rotary.org.
The Kirklees Democracy Commission Cross-Party Working Group discussed place-based based working in Kirklees at their meeting on Wednesday 24th October 2018. These are the presentations used during the meeting.
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.
View a recording of this webinar: https://www1.gotomeeting.com/register/973978592
Ten tips from Rotarian experts and New Generations Programs staff to ensure a successful year as Interact, New Generations, Rotaract, RYLA, or Youth Exchange district chair.
New way community general meeting presentation nov 4pjharston
This document outlines the agenda and materials for a Special General Meeting of the New Way Community Society. The agenda includes approving previous meeting minutes, a special resolution to change the organization's bylaws, a proposal for transitioning to a new operational model and strategy, and an open discussion period. The special resolution proposes replacing the organization's statement of purposes. The transition proposal involves securing ongoing community members and a daily space, and raising $50,000 over six months to fund staff and operations. Achieving this transition depends on commitments from meeting attendees in terms of funding and volunteer participation. The meeting concludes with an open discussion and call for motions from attendees.
Moving Mitchell Forward 2014 23 November 2014_lowresSharon Hutchinson
This document provides a strategic framework for Mitchell Shire Council to guide the organization over the next four years. The framework aims to establish a positive organizational culture with increased agility, capacity, and inspiration for employees to achieve excellence. Key themes of the framework include focusing on leadership, innovation, and partnerships to deliver high quality services to the growing community in a sustainable manner. The destination vision is for Mitchell Shire Council to be known for excellence through leadership, innovation, and partnership.
AAIW is now an official organization with a Board and an Executive Director. We have refreshed our mission, vision, and key attributes. We have also set priorities in terms of our target audiences, key value proposition, and a work program to achieve our goals. Finally, we are offering new ways to engage via regional teams and topic/sector focused action teams.
AAIW will be a key driver in shaping Wisconsin’s digital future. This document shares just a few details. We hope that you will share our excitement and join (or rejoin) our community!
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
The Rotary Foundation Cadre of Technical AdvisersElizabeth Toms
Learn the important role that cadre members play in
advising grant applicants, ensuring proper stewardship
of Foundation funds, and promoting practices that lead to
stronger, more sustainable grant projects.
This document outlines the key responsibilities for human resource management in the Hong Kong civil service. It states that responsibility lies with the Civil Service Branch, policy branches, departments, managers, and individual civil servants. The Civil Service Branch determines overall HR policies and advises on implementation. Policy branches and departments are responsible for implementing central HR policies and developing their own HR plans. Managers and individual civil servants have personal responsibility for putting HR policies into practice and developing their skills.
This document summarizes a human resource management plan for a civil service department. It outlines that the plan should link the department's mission and objectives to the overall HR policies set by the Civil Service Branch. The key components of the plan are manpower planning, recruitment, performance management, training and development, staff relations, and management information systems. Manpower planning involves succession planning to identify potential candidates for key roles and ensure their training, as well as monitoring staff turnover.
The document provides information about iHELP Philippines and its Pantawid Pamilya program. iHELP Philippines is a national advocacy initiative that seeks to enhance involvement of local churches in holistic ministries. Its Pantawid Pamilya program partners with the Department of Social Welfare and Development to mobilize over 50,000 community volunteers nationwide to support the government's conditional cash transfer program for poor families. The program aims to create awareness, build capacity, mobilize communities, generate resources, and build partnerships to assist the government in reducing poverty.
If you have some experience with global grants and a firm
grasp on the basics, this session is for you. Learn how to
take the next steps toward developing a quality global grant
project, including conducting needs assessments and
making sure your project aligns with the areas of focus goals.
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 New Generations Service Exchange allows young
leaders, up to the age of 30, to realize their strengths
while using their skills to help others in different parts
of the world. The exchanges can last up to six months,
and the flexible program encourages districts to design
new exchange experiences such as volunteer internships
or service project teams. You’ll meet former exchange
participants, hear about the benefits of the program,
explore leadership roles, and learn how you can get
involved.
Moderator: Hoger Knaack, RI Director, Rotary Club of
Herzogtum Lauenburt-Molin
The document summarizes discussions at a Rotary panel about planning Rotary's future strategic vision. It provides an overview of current strategies, analyzes trends affecting Rotary, shares survey results on members' ideals, and outlines a framework for developing a new vision statement. Key points from surveys and focus groups on diversity, pace of change, organizational strengths and opportunities are presented. The panel sought input from over 75,000 respondents across 34 zones to help guide Rotary's strategic planning.
How can district leaders, many of whom serve in their roles for only one year, create and implement a plan for the future that benefits clubs over multiple yeas? This session will present best practices in multiyear planning, based on the experiences of district leaders in Zones 30 and 31, which cover parts of the U.S. South and Midwest.
Intended for district leaders who are responsible for organizing
grant management seminars, this session will provide tips for
organizing and running a successful event in person or online.
Be part of a conversation about Rotary’s future — in 2020 and beyond. What new opportunities lie ahead for Rotary in light of the new strategic plan? We’ll discuss the charge of the Strategic Planning Committee as it works to bring this plan to life and communicate it to the Rotary world.
CIPR President’s Q1 2014 report: Focus on vision and purposeStephen Waddington
The document is the Q1 2014 report from the President of the Chartered Institute of Public Relations (CIPR). It summarizes the President's activities in the first quarter, including focusing the CIPR around its vision and purpose, strengthening international relationships, engaging members through events and social media, and progressing professionalism in the industry. It provides updates on key areas of activity like governance changes, engagement initiatives for different member groups, and advancing diversity and public affairs.
Group Study Exchange (GSE) may have ended, but you can still participate in cultural exchanges. Enhance and extend your existing international relationships and Foundation projects or start new ones as you engage your members. Not sure how? Hear from districts that annually sponsor successful international exchanges, paid for with District Designated Funds, and learn a few best practices and pitfalls to avoid in crafting your own.
Birmingham has experienced rapid population and physical growth over the past few centuries, expanding from a population of around 1,500 in 1550 to over 1 million by 2001. This growth has resulted in the incorporation of surrounding towns and villages into the city boundaries over time. However, the rapid changes have also led to a loss of a shared sense of place and identity for some long-time residents as the places they once knew have been altered or absorbed into the growing city. There is now a disconnection between old and young residents, as well as between the city center and outer suburbs, highlighting the challenges of maintaining a cohesive identity for a large metropolitan area that is constantly evolving.
The Courtauld Institute of Art is a college of the University of London specializing in art history and conservation. It offers both undergraduate and graduate courses. The Courtauld Gallery houses one of the finest small art collections in the world, spanning the Renaissance to the 20th century, and is renowned for its Impressionist and Post-Impressionist paintings. Museums can play a key role in promoting knowledge exchange, visual literacy, and understanding of art's impact on history. They reveal aspects of cultural identity and encourage learning beyond traditional boundaries. The aim should be to allow visitors personal experiences with art that encourage creative thinking.
The document discusses green spaces and parks across the United Kingdom, organized by region. It outlines various parks and green spaces in the North West, Midlands, East, and London. It then discusses the advantages and disadvantages of the National Trust focusing on urban green spaces. Different models for delivering and funding urban green space projects are explored, including partnerships, licensing agreements, memorandums of understanding, and facilitating access. The document concludes that the next steps are to better understand current conversations, fill in a mapping exercise, and create a position paper focused on the deficit in urban green space and community infrastructure.
The Birmingham Sub-Regional Strategy is working to strengthen the National Trust's relationship with local urban audiences through 2015. A project officer will be hired to establish the Terrace Melting Pot Stories project in Sparkbrook to explore cross-cultural and generational issues through community events and research. Additionally, a promotional tour will launch in March 2013 to raise the National Trust's profile in Birmingham wards and sign up community ambassadors. Finally, strategies are being developed to increase membership in inner-city Birmingham areas and involve volunteers to support off-site activities like the tour and Terrace Melting Pot Stories project.
The document discusses communications strategies for the NTCities program. A sub-group met to discuss how to communicate NTCities within the NT organization and capture learning. They identified challenges around defining NTCities and ensuring clear, consistent messaging. Suggestions include developing an overarching message that NTCities helps test ways to engage urban audiences, and establishing common criteria, coordinated project managers, and a plan to share early insights and learning.
Moving Mitchell Forward 2014 23 November 2014_lowresSharon Hutchinson
This document provides a strategic framework for Mitchell Shire Council to guide the organization over the next four years. The framework aims to establish a positive organizational culture with increased agility, capacity, and inspiration for employees to achieve excellence. Key themes of the framework include focusing on leadership, innovation, and partnerships to deliver high quality services to the growing community in a sustainable manner. The destination vision is for Mitchell Shire Council to be known for excellence through leadership, innovation, and partnership.
AAIW is now an official organization with a Board and an Executive Director. We have refreshed our mission, vision, and key attributes. We have also set priorities in terms of our target audiences, key value proposition, and a work program to achieve our goals. Finally, we are offering new ways to engage via regional teams and topic/sector focused action teams.
AAIW will be a key driver in shaping Wisconsin’s digital future. This document shares just a few details. We hope that you will share our excitement and join (or rejoin) our community!
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
The Rotary Foundation Cadre of Technical AdvisersElizabeth Toms
Learn the important role that cadre members play in
advising grant applicants, ensuring proper stewardship
of Foundation funds, and promoting practices that lead to
stronger, more sustainable grant projects.
This document outlines the key responsibilities for human resource management in the Hong Kong civil service. It states that responsibility lies with the Civil Service Branch, policy branches, departments, managers, and individual civil servants. The Civil Service Branch determines overall HR policies and advises on implementation. Policy branches and departments are responsible for implementing central HR policies and developing their own HR plans. Managers and individual civil servants have personal responsibility for putting HR policies into practice and developing their skills.
This document summarizes a human resource management plan for a civil service department. It outlines that the plan should link the department's mission and objectives to the overall HR policies set by the Civil Service Branch. The key components of the plan are manpower planning, recruitment, performance management, training and development, staff relations, and management information systems. Manpower planning involves succession planning to identify potential candidates for key roles and ensure their training, as well as monitoring staff turnover.
The document provides information about iHELP Philippines and its Pantawid Pamilya program. iHELP Philippines is a national advocacy initiative that seeks to enhance involvement of local churches in holistic ministries. Its Pantawid Pamilya program partners with the Department of Social Welfare and Development to mobilize over 50,000 community volunteers nationwide to support the government's conditional cash transfer program for poor families. The program aims to create awareness, build capacity, mobilize communities, generate resources, and build partnerships to assist the government in reducing poverty.
If you have some experience with global grants and a firm
grasp on the basics, this session is for you. Learn how to
take the next steps toward developing a quality global grant
project, including conducting needs assessments and
making sure your project aligns with the areas of focus goals.
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 New Generations Service Exchange allows young
leaders, up to the age of 30, to realize their strengths
while using their skills to help others in different parts
of the world. The exchanges can last up to six months,
and the flexible program encourages districts to design
new exchange experiences such as volunteer internships
or service project teams. You’ll meet former exchange
participants, hear about the benefits of the program,
explore leadership roles, and learn how you can get
involved.
Moderator: Hoger Knaack, RI Director, Rotary Club of
Herzogtum Lauenburt-Molin
The document summarizes discussions at a Rotary panel about planning Rotary's future strategic vision. It provides an overview of current strategies, analyzes trends affecting Rotary, shares survey results on members' ideals, and outlines a framework for developing a new vision statement. Key points from surveys and focus groups on diversity, pace of change, organizational strengths and opportunities are presented. The panel sought input from over 75,000 respondents across 34 zones to help guide Rotary's strategic planning.
How can district leaders, many of whom serve in their roles for only one year, create and implement a plan for the future that benefits clubs over multiple yeas? This session will present best practices in multiyear planning, based on the experiences of district leaders in Zones 30 and 31, which cover parts of the U.S. South and Midwest.
Intended for district leaders who are responsible for organizing
grant management seminars, this session will provide tips for
organizing and running a successful event in person or online.
Be part of a conversation about Rotary’s future — in 2020 and beyond. What new opportunities lie ahead for Rotary in light of the new strategic plan? We’ll discuss the charge of the Strategic Planning Committee as it works to bring this plan to life and communicate it to the Rotary world.
CIPR President’s Q1 2014 report: Focus on vision and purposeStephen Waddington
The document is the Q1 2014 report from the President of the Chartered Institute of Public Relations (CIPR). It summarizes the President's activities in the first quarter, including focusing the CIPR around its vision and purpose, strengthening international relationships, engaging members through events and social media, and progressing professionalism in the industry. It provides updates on key areas of activity like governance changes, engagement initiatives for different member groups, and advancing diversity and public affairs.
Group Study Exchange (GSE) may have ended, but you can still participate in cultural exchanges. Enhance and extend your existing international relationships and Foundation projects or start new ones as you engage your members. Not sure how? Hear from districts that annually sponsor successful international exchanges, paid for with District Designated Funds, and learn a few best practices and pitfalls to avoid in crafting your own.
Birmingham has experienced rapid population and physical growth over the past few centuries, expanding from a population of around 1,500 in 1550 to over 1 million by 2001. This growth has resulted in the incorporation of surrounding towns and villages into the city boundaries over time. However, the rapid changes have also led to a loss of a shared sense of place and identity for some long-time residents as the places they once knew have been altered or absorbed into the growing city. There is now a disconnection between old and young residents, as well as between the city center and outer suburbs, highlighting the challenges of maintaining a cohesive identity for a large metropolitan area that is constantly evolving.
The Courtauld Institute of Art is a college of the University of London specializing in art history and conservation. It offers both undergraduate and graduate courses. The Courtauld Gallery houses one of the finest small art collections in the world, spanning the Renaissance to the 20th century, and is renowned for its Impressionist and Post-Impressionist paintings. Museums can play a key role in promoting knowledge exchange, visual literacy, and understanding of art's impact on history. They reveal aspects of cultural identity and encourage learning beyond traditional boundaries. The aim should be to allow visitors personal experiences with art that encourage creative thinking.
The document discusses green spaces and parks across the United Kingdom, organized by region. It outlines various parks and green spaces in the North West, Midlands, East, and London. It then discusses the advantages and disadvantages of the National Trust focusing on urban green spaces. Different models for delivering and funding urban green space projects are explored, including partnerships, licensing agreements, memorandums of understanding, and facilitating access. The document concludes that the next steps are to better understand current conversations, fill in a mapping exercise, and create a position paper focused on the deficit in urban green space and community infrastructure.
The Birmingham Sub-Regional Strategy is working to strengthen the National Trust's relationship with local urban audiences through 2015. A project officer will be hired to establish the Terrace Melting Pot Stories project in Sparkbrook to explore cross-cultural and generational issues through community events and research. Additionally, a promotional tour will launch in March 2013 to raise the National Trust's profile in Birmingham wards and sign up community ambassadors. Finally, strategies are being developed to increase membership in inner-city Birmingham areas and involve volunteers to support off-site activities like the tour and Terrace Melting Pot Stories project.
The document discusses communications strategies for the NTCities program. A sub-group met to discuss how to communicate NTCities within the NT organization and capture learning. They identified challenges around defining NTCities and ensuring clear, consistent messaging. Suggestions include developing an overarching message that NTCities helps test ways to engage urban audiences, and establishing common criteria, coordinated project managers, and a plan to share early insights and learning.
Friends of Leazes Park is a group dedicated to preserving and improving Leazes Park in Newcastle upon Tyne, England. The group organizes volunteer workdays to care for the park's gardens, trees, and facilities. They also advocate for the park by liaising with the local council on issues like funding and future plans.
This document discusses how the National Trust can better appeal to diverse urban audiences through their stories, programming, and brand messaging. It asks if the Trust is telling the right stories and listening to its audiences. It also addresses how programming can be used more effectively and in a coordinated, place-specific way to reach target audiences. Maximizing return on investment in programming is discussed as a key way to convey each place's unique spirit and identity in a crowded market. An example of successful programming for a specific audience, Norouz at Lyme Park, is also provided.
Manchester & Liverpool Sub-regional Strategy summaryNTCities
Our strategy is to extend our reach in the cities of Manchester and Liverpool by connecting with more suburban families in a way that is relevant to their needs. During 2012-2015 we will primarily focus on projects in Greater Manchester, with the aim of expanding to Liverpool after 2015. We want suburban families to feel engaged with us, support our cause, and recommend us to others. We will measure success by the number of new memberships, additional visits and attendance, and volunteering opportunities engaged suburban families have by 2015. We have £680,000 in funding over 2012-2015 to support components of the strategy including communications, extending our reach to new audiences, and influencing others to take action in support of urban heritage and green spaces.
The article discusses urban partnerships between local authorities and the National Trust, comparing them to the choices in the game "Snog, Marry, Avoid". It suggests that some partnerships are positive like marrying, bringing long term benefits. Others are risky trysts that may end badly like snogging. Some projects are best avoided for all sides like choosing to avoid.
Sustrans is a UK charity that works on practical and creative solutions to transportation challenges. It developed the National Cycle Network, which has grown from 500 miles in 1995 to over 13,600 miles currently, within 1 mile of 55% of the UK population. The network sees over 1 million trips every day and connects 365 National Trust properties. Sustrans also works on urban greenways and maintains the network through 3,500 volunteers and 3,000 rangers.
The document discusses measuring the success of National Trust Cities (NTCities) programmes and interventions, including proposing a standardized evaluation approach using 7 compulsory questions. Feedback is sought on what support is needed for measurement and suggestions for improvement. A flexible but consistent framework is recommended to evaluate each intervention separately according to its objectives and determine effectiveness.
Bristol Museums Galleries and Archives has taken steps to improve how it fosters shared ideas and decision-making. Key events that led to improvements included celebrating the museum as a space for ideas, launching a new learning program focused on the city, and programming that challenges expectations. The most important characteristics for sharing ideas are having a focus on visitor needs, making visitors feel ownership, sharing decision-making, having flexible spaces, and strong community partnerships.
The London Project overview document outlines the project board and workstreams for improving access to London cultural sites. The Partner Workstream leads efforts to provide National Trust (NT) members with discounts to partner museums and increase joint marketing activities. The Soho App workstream developed a site-specific audio app for visitors in Soho. The Events Workstream plans on- and off-property events targeted at young adults, working with creative partners and property staff. Upcoming events include a major off-property event and quarterly pop-up dining experiences.
The People's Park Autumn Event will take place on Saturday, October 27th from 11am to 3pm at Leazes Park in Newcastle upon Tyne. The free family-friendly event will include activities such as creating veggie monsters, stepping back in time with historical characters, completing challenges, collecting leaves and conkers, Halloween crafts and storytelling. More information can be found online at the provided website.
The document appears to be a collection of links from Lou Cordwell, the CEO of magneticNorth, covering various topics such as marketing initiatives for Manchester, the BBC radio program Desert Island Discs, a digital project called "There's No Place Like Gnome", the educational app BBC Maestro, and trends in data, mobile, social media, concepts, and risk.
Sustrans - Art & the travelling landscape - Katy HallettNTCities
This document provides information on various public artworks and installations along trails and pathways in different locations. It mentions pieces by artists Andy Goldsworthy, Andrew Sabin, Jemima Burrell, Tom Price, Stefan Shankland, Noah Rose, Paul Robbrecht, Sally Matthews, Jason Stone, and Michael Pinsky. The works include sculptures, bridges, plaques, benches, and signs located near Cambridge, on the Wandle Trail, and in Cardiff and Lincoln among other places.
- Bristol's suburbs extend into surrounding local authority areas, and there are significant commuter flows both into and out of the city for work.
- The voluntary sector in Bristol is large and diverse, with over 450 member organizations ranging from scouting groups to heritage trusts.
- Future plans for Bristol Natural History Consortium include animating the urban environment through various placemaking projects, increasing access to outdoors spaces, and changing negative perceptions of nature.
The document outlines key messages and strategies for communicating internally and externally about NTCities, a program focused on cities. Internally, the 4 key messages are that the program delivers the organization's strategy, focuses on where most people live to benefit the nation, links to the founders' vision, and builds on long-standing work. Externally, it is too early for broad communication but paragraphs about benefits for all cities could be useful. Sharing best practices within the organization includes an email newsletter, meetings, and local groups, while an annual event may be premature.
This document outlines a strategy for the National Trust to develop partnerships with Sheffield City Council to increase awareness of Trust properties and promote local heritage sites. The project will identify opportunities to connect residents with Trust offerings, map public green spaces, and explore partnerships to manage assets. Expected benefits include growing the Trust's profile in Sheffield and providing recommendations to generate income for SCC sites. Next steps involve reviewing marketing, identifying new opportunities, and appraising city assets for potential partnerships.
This document briefly mentions Quarry Bank at Styal, a walk, the Evernote app, bicycles, and chances without providing significant details about any of these topics. It does not have a clear focus or message.
LCVS Strategic framework - our roadmap for the next 5 yearstonyosailing
This is the draft summary version of the LCVS strategic framework launched at the LCVS Big Event on 12 November 2014.
More information: info@lcvs.org.uk
The document outlines LCVS's strategic framework and roadmap for the next 3-5 years. It summarizes stakeholder feedback which highlighted a need for LCVS to provide greater clarity on its purpose and role. The framework restates LCVS's purpose to improve individual and community wellbeing in Liverpool by supporting voluntary action, charitable giving, and bringing organizations together. The key priorities are education, health, and income/poverty reduction. Programs will focus on these areas while cross-cutting themes include collaboration and thought leadership. Services will continue to include capacity building, financial support, and office space for organizations.
This document summarizes a presentation about volunteer management. It discusses setting intentions and structuring volunteer roles. Effective volunteer recruitment involves direct asks tailored to individuals. Volunteers should receive training, support, and appreciation. Tracking goals and evaluations helps recognize successes and improves the volunteer program over time. The overall aim is to inspire volunteers and make the most of their contributions.
#Firmday 28 march 2014 Barclays UK RBB - making diversity a realityEmma Mirrington
Elaine O'Loughlin, VP Resourcing at Barclays RBB will share with us 'Barclays – Making Diversity a Reality', the journey to make D&I a normal part of life at Barclays
The document discusses the vision and strategy for social services in Scotland from 2015-2020. The vision is of a socially just Scotland with excellent social services delivered by a skilled and valued workforce. The strategy has four strands: strengthening the workforce, improving performance, better use of research evidence, and increasing public understanding of social services. Feedback was gathered from over 500 frontline practitioners through events to understand challenges and inform the strategy. Practitioners said what motivates them is making a difference, feeling valued, and autonomy in their work. They asked for more learning opportunities, clearer career paths, reduced administration, and effective leadership.
The Multipliers Project aims to accelerate development for children globally through Save the Children's workforce of 15,000 people across 120 countries. It seeks to build the capability of line managers to motivate high performance and develop brilliant facilitators with skills to deliver impactful learning. The project understands local context, respects perspectives, and uses expertise to identify needs. It provides delivery, consultancy, and thought leadership support through a community of learning and development professionals committed to collaboratively building capability for children. The community grows organically with different membership levels requiring varying commitments from members and Save the Children.
The 8th Dec event focussed on Wellcome Trust as a co-consulting case study and then Explored operating model design. We had some excellent conversations and practiced the application of operating model design to 2 different organisations.
The document discusses Nottingham Community and Voluntary Service's work to provide funding and financial support to other organizations. It outlines their approach of providing 1-1 support, training workshops, and resources to increase knowledge of sustainable funding strategies. While advisor training and some engagement activities worked well, many groups struggled with engagement and implementing long-term strategies due to uncertainties and focusing on short-term grant funding. Changing organizational culture to prioritize sustainable planning over grant chasing was challenging.
The document discusses mobilizing volunteers at ministry offices to support reaching more people for Christ. It proposes a 5-stage process for volunteer involvement: see, agree, equip, serve, and thank. Volunteers would fill roles like Cru partners, highly skilled partners, Cru affiliates, or associate staff. Cru partners would commit 3+ hours per week and complete a simple application. Highly skilled partners would commit long-term using specialized skills. Cru affiliates would lead missional or operational teams. The goal is to design systems to build lifelong relationships with volunteers as their roles change over time.
The document summarizes the key points from a planning meeting of the Illinois Disability Inclusion Team held on September 27, 2011 in Peoria, Illinois. The meeting focused on developing an inclusion statement, vision, and goals for the team. Participants were introduced and shown how their organizations are already connected. The accomplishments to date of the regional inclusion team and Serve Illinois were presented. Participants then divided into subcommittees to develop goals, objectives, and action plans focused on strengthening inclusion of people with disabilities in national service programs in Illinois over the next year.
This document provides a strategic framework for Pillsbury United Communities, a nonprofit organization. The framework was developed collaboratively and is intended to guide the organization in working smarter and furthering its impact.
The summary highlights that Pillsbury United Communities currently operates through neighborhood centers and programs, but this framework aims to take a more integrated, agency-wide approach to address challenges in a holistic manner. It identifies gaps across six impact areas and provides sample strategies.
The goal of the strategic framework is for Pillsbury United Communities to function as a more tightly knit, unified organization that can better achieve its vision of ensuring all individuals and families are well and living in thriving communities.
In this pitch, I talk about my path as a social entrepreneur and what I see as the key factors for succeeding as a social entrepreneur, or as a social enterprise
We help Camden better:
Deliver its priorities in a way that is inclusive, outcome-focused and participative
Anticipate & respond to new strategic challenges & opportunities
Work collaboratively to deliver and embed change around Camden 2025 outcomes
We do this through better:
Prioritising what role we are best placed to play in supporting & leading change
Brokering support across Corporate Services and beyond to deliver priorities
Using the levers the council and our partners have to deliver change
Harnessing our different skills, knowledge & experiences to deliver change
Mobilising our partners & communities to tackle Camden 2025 challenges
Putting the Public into Public Services - #ppps14 Kathryn Wane
Slides from SCVO's Putting the Public into Public Services event held in Edinburgh on Friday 25th July. Contributions from: Katie Kelly, Strategic Manager of Vibrant Communities, East Ayrshire; Ella Simpson, Director at Edinburgh Council of Voluntary Organisations & Kevin Dicks, Chief Executive of Bromsgrove District and Redditch Borough Councils.
A presentation by the APM Women in Project Management (WiPM) Specific Interest Group (SIG) and Sobitha Sashikumar for the APM South Wales & West of England branch on 3rd July 2014 at Atkins/Faithful+Gould in Bristol.
In this interactive session, Sobitha Sashikumar brought a wealth of knowledge and appreciation on the subject of change and diversity. She explored this subject, drawing on her experience of living and working in teams and organisations across three continents, assisting delegates to enhance their effectiveness in managing change and diversity.
A joint event between South Wales & West of England branch and Women in Project Management (WiPM) SIG, this served as an introduction for the branch membership to the WiPM SIG; its activities, volunteering opportunities and the 21st anniversary celebrations, as well as diversity initiatives. The WiPM chair Teri Okoro, introduced this session.
This session helped delegates to:
- Understand the positive benefits of diversity
- Identify how and why diversity may impact on change and PM3 outcome
- Explore tools and techniques to help you be smarter in the use of diversity to achieve balanced teams and improved outcomes.
The presentation focussed on reviewing your own experiences in teams and organisations, assessing strengths and gaps.
Discussions helped delegates to understand where they needed to improve awareness, pay attention or plan changes.
Keys to successful community collaboration (1)KristynDavis
Collaborating with your community is more important now than it ever has been before. Get together with your employees and customers virtually to find innovative ways to work and solve issues.
After going through diversity training with the management team, Table XI reviewed objectives and ideas with our internal DEI team to create a roadmap of actions we could implement internally to promote and support diversity.
This document outlines the agenda and presentations for the National Volunteering Forum Employer Supported Volunteering event held on November 30, 2015. The event featured discussions on employer supported volunteering (ESV) and building partnerships between companies and voluntary organizations. Presentations explored the benefits of ESV, challenges in partnerships, brokerage roles, and strategies for meaningful short-term engagement beyond the proposed three day government policy. Roundtable discussions focused on challenges organizations face and how brokerage could help build sustainable partnerships.
The document provides guidance on creating a fund development plan. It discusses assessing the current state of the organization, setting goals for where the organization wants to grow, and creating a multi-year plan to achieve fundraising goals. The plan should include strategies for board involvement, developing a fundraising culture, using technology, community outreach, donor retention, and cost-effective fundraising methods. Metrics should monitor return on investment and the plan should be adjusted based on evaluation.
Natural Childhood Project aims to promote unstructured play for children through its new initiative called Project Wild Thing. The project hopes to encourage parents to give children more freedom to explore the outdoors, engage in imaginative play, and have less scheduled activities. By allowing more independent play in nature, Project Wild Thing hopes to help children develop important skills like problem-solving, creativity, and self-regulation.
The National Trust's acquisition policy prioritizes properties that are nationally important for their natural beauty, natural or historic interest, and that ownership by the Trust would provide public benefit. The Birmingham approach turns this policy on its head by beginning with community engagement to understand what is significant to local audiences and developing concepts that might lead to acquisitions. It redefines significance in terms of modern urban heritage, emphasizes people's relationships to place over the properties themselves, and aims to attract large urban audiences through partnerships.
The Green Academies Project provides formal training, wider engagement opportunities, and apprenticeships for youth focusing on conservation and the natural environment. It started in 2009 with 2 formal partners and has since expanded to 8 partners and working with over 20 local organizations. The project has exceeded targets for accreditations, volunteer participation, and apprenticeships while raising additional funds and making improvements to national trust sites and urban green spaces. Challenges include capacity, accessibility, funding changes, sustaining partnerships, and planning for a changing climate. Learning outcomes include understanding urban communities' relationship with nature, practical conservation skills, partnership working, opportunities for social change funding, and growing support.
Janet Vaughan is the subject of this very short document, which does not provide any other details about her or what the document is about. The document only contains her name repeated twice without any other context.
The document discusses exploring the lives of non-rejecters and membership penetration in Sheffield postcodes related to parks, woodland ownership, and member value. It also mentions an "active", "explore", and "wild" outdoors site and a PFE site.
The document discusses digital storytelling and using online content to engage wider audiences. It considers how to encourage more user-generated content and whether to use digital technologies to discuss places beyond boundaries. Recommendations include having an integrated digital strategy, basic in-house skills, agile development, service design, and an entrepreneurial approach. Examples provided include using websites, Flickr pools, YouTube channels, multimedia guides and digital installations for visits and non-visits through collections databases and cross-property storytelling.
This document outlines a project strategy for the National Trust in Bristol, England. The strategy aims to (1) raise visitor numbers and membership among target audiences near Bristol by increasing creative activities and new media engagement, (2) connect Tyntesfield estate to Bristol through promoting local food, and (3) raise the profile of the National Trust in Bristol to assess potential partnerships and acquisitions. The strategy expects to move 20,000 supporters into membership and increase Bristol area membership by 0.5% annually over the course of the project.
This document discusses strategies for diversifying volunteer roles at Sutton House in Hackney. It outlines barriers like perceptions of the National Trust as dull and the amount of commitment required. It describes overcoming these barriers through outreach, partnerships, and events. New roles for volunteers are proposed in communications, conservation, fundraising, and as a head gardener. The document concludes with an intern sharing their positive experience promoting Sutton House's Breaker's Yard project and praising the support and training provided to interns at the National Trust.
1. The study aimed to conduct 200 household interviews in Birmingham neighborhoods B11 and B12 to gather baseline data on awareness, behaviors, and attitudes toward the National Trust.
2. Awareness of the National Trust was low, especially among Asian respondents, though awareness of some local sites was higher. Most respondents claimed to know little about the National Trust.
3. Behavioral findings showed that few respondents visited countryside sites, historic houses, or engaged in adventure sports in the past year. Attitudinal data found passive interests in subjects like gardening but little active participation.
Suburban families in Manchester represent a large potential audience for the National Trust but they have low existing knowledge of the organization. Market research found they see the Trust as focused on rural areas and not necessarily family-friendly or fun. Recommendations include improving the Trust's geographical presence in suburban areas, promoting its value for rainy days, making activities more fun, and appealing more to children who influence family visits.
This document lists several art installations and sculptures created between 2009 and 2010, including One Day Sculpture by Javier Tellez from 2009, Ivan and Heather Morison's The Black Cloud from 2009, Lara Favaretto's 2010 work for Wonders of Weston, Tim Etchells' piece for the same exhibition, Hew Locke's 2009 sculpture Ruined located in Brunswick Cemetery, and Jeppe Hein's 2009 permanent commission Follow Me.
This document outlines a strategy to increase visitor numbers and membership for the National Trust in Bristol, England. It aims to target three key audiences that live within 20 minutes of two National Trust sites - Liberal Opinions, Suburban Mindsets, and Professional Rewards. The strategy has three work streams: 1) increasing outdoor activities and digital engagement near Bristol sites; 2) promoting local food connections between Tyntesfield estate and Bristol; and 3) raising the National Trust's profile through partnerships in Bristol. Success is defined as increased awareness, visits, and membership among target audiences and Bristol residents overall.
The document outlines different groups and sectors on a matrix based on their impact and difficulty. Group 2 has high impact and is in the difficult sector, involving freehold, leasehold, management agreements, partnerships, and independent trusts. Group 1 also has high impact but is in the easy sector, primarily involving freehold and leasehold arrangements.
This document explores different delivery and funding models for urban green spaces. It presents a matrix plotting various ownership models such as trusts, leases, and management agreements. It also lists several funding sources including grants, donations, commercial activities, development gains, and endowments. The goal is to consider ways of both delivering and paying for urban green spaces.
2. What do we mean by diversity?
• No-one should feel that they cannot enjoy
what we have to offer or feel unwelcome or
uncomfortable because of their background
or personal characteristics
• Includes gender, belief, disability, age,
ethnicity, sexual orientation and socio-
economic status
3.
4. Why bother?
• Because of our 2020 strategy: ”everyone feels like a
member”; our supporters and potential supporters look
like the national population – not like our members
• Because it’s the right thing to do: our core purpose is
about for ever for everyone, for the benefit of the nation
• Because it will deliver long term benefit: a more diverse
visitor base = a more diverse supporter base = more
money, more talent, more volunteers, more advocates,
richer and more rounded understanding and decision
making in the organisation
• Because we know being relevant matters: and that means
evolving in step with the nation and being perceived as
doing so
5. Our story so far
• Whole is less than the sum of our parts –
effort not joined up and investment under
delivering
• Ambiguous commitment from the top
• Only really about ‘hard to reach’ audiences
and individual properties
• Lack of strategic approach. Generally small
scale, community project based work driven
by passionate individuals and grant funding
6.
7. The state of play :
“For ever, for Surbiton”
• With a few exceptions at properties, we do not reflect the diversity
of the communities we operate in except in gender terms
• General perception is we exist for white, middle class, older people
– and a MOSAIC profile of our current membership reflects this
• We do not have a diverse governance community
• Gender balance is good generally (apart from in governance)
• …but we have tackled some physical access issues for people with
disabilities due to equality legislation
• We do not know if we have significant issues relating to religion,
belief or sexual orientation – we do not gather this information.
But we suspect not
• Socio economic background and ethnicity are a challenge in all
aspects of our work
8. ……and how does that compare with
others?
• Compared ourselves with BBC, BT, EH, V&A,
Glasgow Museums
• We have performed relatively better in
community involvement than in other areas of
our activity……
• …but in general we trail the others – lack of a
strategic approach, an action plan and
monitoring in particular
9. What gives us confidence we can
tackle this now?
• Shift in gender balance at senior staff levels in last 10
years
• Rapid growth in family membership
• Some recent changes in Regional Advisory Board
membership
• The opportunities presented by GOACN
• The growth in internships/similar programmes
• The successful delivery of projects like London
Voices, Whose Story?
• The work of properties like the Back to Backs, Seaton
Delavel
10.
11. So what’s our direction of travel?
• We now have unequivocal commitment from trustees and
executive team
• See it as part of the day job – not something confined to
projects and initiatives
• Tie in with our overall audience development push of trying
to reach those who are close to us but not close enough.
Profile of our supporters and potential supporters is like
the UK population as a whole - not like our members – in
terms of age, socio-economics and ethnicity
• Tackle those areas which will help us make most progress
fastest
• Don’t do a big programme and don’t tackle everything
12. What would success look like?
• The Trust reflects more closely the make-up of
the communities in which we work, at our
individual places and across the nations as a
whole
• We make progress towards having a profile in
our work that reflects the MOSAIC profile of
the UK population
13.
14. What are we tackling first?
• Do existing things differently rather than
doing additional things
• Diversity Task and Finish group engaged
trustees/exec team
• Diversity Group to steer and monitor
implementation with Tina Lewis, People
Director, as sponsor
15. What are we tackling first?
• People
• Volunteering
• Governance
• Communications
• Visitor experience – Outdoors, NTCities
17. Objectives for work stream
As most of the organisation’s decisions are taken by staff
we want to:
Create greater diversity amongst our employees
Review our current ‘people MI’
Better understand the current characteristics of
our staff
Agree how we share and use this insight
Review our current people processes
Identify where we can remove barriers
Become a more diverse organisation
18. Proposed activities, timescales and
responsibilities
Proposed activity Timescal Who
e
Brief People Team on the diversity ambitions and include in Completed by TL
the People Plan Oct 2012
Review of current People MI Sept 2012 Catherine
Understand and ensure we capture the right information in MYplace /ongoing Brown
Agree how we promote MI about the characteristics of our staff
Review and redesign our recruitment processes to attract a Nov 2012 Louise
more diverse work force Heppinstall
Consider how we can better promote what we do on access
Adopt easier ways to apply for roles
Continue to deliver and learn from the Passport for the Ongoing Catherine
Future Brown/
Establish further learning sites in line with regional business plans – Claire
e.g. Yorkshire/North East Poulton
19. Proposed activities, timescales and
responsibilities
Proposed activity Timescale Who
Ensure current People policies support our diversity End of Q3 Martin
ambitions Nugent
Adopt relevant changes
Review our development programmes to ensure they End of Q3 Jane
support our diversity ambitions Blackburn
20. How will we know if we’re
succeeding?
Profile of our work force changes
Better reflects make up the supporter profile
Employer brand perceptions improve/change
Change in EVP insight/data
Organisation is perceived to be a diverse organisation
Diversity is not seen as something different/a project
22. Objectives for workstream
• To increase the diversity of our volunteers
• For all training for volunteer managers to include
working with different volunteer audiences
• To invest in recording systems to more accurately
record our current volunteers base (suspect we
currently underreport on diversity due to over
reliance on volunteer survey)
• To focus on growing diversity through family
volunteering and internships
23. Proposed activities, timescales and
responsibilities
• Bid to Nesta innvoation in giving programme for support with
family volunteering – in particular development of a digital
platform and promotion
• Work with 18 feet agency to refine offer for family
volunteering
• Engage all VCI consultants in family volunteering
• Continue growing twice yearly recruitment events for
internships
• Produce specific internship collateral
• Develop a specific strategy for diversifying the range of
applicants for internships
25. Objectives for workstream
• For governance volunteers’ to appreciate the
importance of diversity
• For all governance groups to commit to
broadening diversity and for this to happen
• For governance bodies to think about diversity
when making decisions and/or giving advice
and for this to make an observable difference
26. Proposed activities, timescales and
responsibilities
• Awareness raising discussions at Appointments Committee, Board and Council – done
• Appointments Committee Chairman to write to RABs and panels re importance of diversity –
RABs done, panels to follow
• Present Mosaic analysis to Appointments Committee and establish a ‘direction of travel’
(Autumn 2012)
• Present the importance of diversity at 2012 AGM and 2012/13 Annual Report
• Review our governance volunteer selection processes with People Team – to identify and
remove barriers and to find better ways of attracting broader range of candidates (January
2012)
• Develop database of potential governance volunteers from broader range of backgrounds
and encourage them to apply for vacancies (December 2012)
• NC (elections) to include diversity is a priority criterion for 2013 elections
• Encourage authors to include reference to diversity in papers coming to Board and Council
(now)
• Arrange guest speaker/trainer for Board of Trustees
• Arrange Board, Council updates during 2013 with data and follow up reports to RAB and
panel chairmen
27. How will we know if we’re
succeeding?
• Grief from some members and support from others – e.g. pictures used for Autumn
magazine
• Better recruitment processes resulting in greater diversity in applications
• Observable change in diversity of governance volunteer groups during 2014 (possibly earlier)
• Latter change reflected in progress along our direction of travel
• Diversity gets talked about at the Exec Team, Board, Council etc when diversity is not on the
agenda
• Momentum grows – criticism saying that we should be doing more
• Exec Team and Board decisions better reflect the needs and desires of different sections of
society
29. Communications
Objectives for communications
• The existing audience strategy will drive
diversity (aimed at Supporters and Potentials)
• Additional effort should focus on ensuring no
‘unwelcoming cues’ in first contact with NT
30. Communications
Proposed activities, timescales and
responsibilities
• Research into unwelcoming cues – to
understand ‘tone of voice’ and ‘older image’
issues
• Identify ‘first contact’ channels and hold
regular reviews (website should be starting
point as it reflects all aspects of the NT)
• Report through B and M channels
31. Communications
How will we know if we’re succeeding?
• Membership profile continues to evolve to
include Supporters and Potentials
• Staff and volunteers understand and embrace
diversity as the norm
32. Our asks of you
• How can you help ‘take down the ropes’ in
your part of the Trust? No-one should feel
that they cannot enjoy what we have to offer
or feel unwelcome or uncomfortable because
of their background or personal
characteristics
• How will you share this approach?