Gordon McCullough (Community Action Suffolk) talks about impact and infrastructure at the Big Assist conference.
Find out more about upcoming NCVO events: http://www.ncvo.org.uk/training-and-events
Prepared for the Bonner Fall Directors Meeting by Bonner Foundation staff. Through an interactive all-group session, staff will have a chance to share and learn from a variety of ways in which campuses have captured and told their stories. This includes in formats like center annual reports, student and alumni profiles, issue-oriented project reports, community forums, videos, and more. We’ll also wrestle with how we can shift this narrative to focus even more strongly on amplifying the impacts we have on student success, learning, and community capacity.
Focusing Lithuania's development cooperation v1Vaidotas Ilgius
The document discusses ways to improve Lithuania's development cooperation programs with NGOs. It recommends focusing on a limited number of priority objectives tailored to partner countries' needs, using common indicators to assess impact, and increasing grant sizes and project durations to allow for more strategic, higher-impact work. This would reduce aid fragmentation and increase the ability to monitor results.
The document summarizes an academic presentation about the GRI NGO Sector Supplement 2010, which provides guidelines for NGO accountability and transparency in reporting. It finds that the Supplement appropriately focuses on upward, downward, and holistic accountability. However, it identifies some areas for future improvement, such as greater clarity around stakeholders, restricting reporting requirements for small NGOs, including indicators for reporting actual program outcomes, clarifying demands for reporting, and comprehensively defining diversity.
Cross-sectoral and cross-departmental cooperation aims to coordinate activities between sectors and departments in a more efficient, coherent, and systemic way compared to individual efforts. This involves representatives from different sectors, such as government, NGOs, business, and media, working together towards shared goals. It can also include cooperation between representatives from different specializations within the same sector. Benefits include creating a common vision, new communication channels, and shared risks, results, and rewards. Challenges include integrating different organizations' aims, structures, cultures, and places of activity.
Maxwell J. Raisleger has an impressive academic and professional background. He graduated from the University of Wisconsin-Madison with double majors and high honors. His experience includes investment banking internships and research roles analyzing public equity portfolios. Raisleger held several leadership positions in university organizations and won regional competitions analyzing economic trends. He maintains a diverse set of personal interests outside of his career focus.
1) The document discusses Illinois ResourceNet's (IRN) place-based strategy of delivering training and technical assistance at the regional and community level to help organizations develop federal grant proposals.
2) IRN has found that this place-based approach is efficient and that over half of the proposals they have helped submit came from three regions where they have worked.
3) By working with existing regional and community partnerships, IRN can help match local goals and strategies with current and upcoming federal grant opportunities to fund implementation of local plans.
Proving Value and Measuring Impact - Big Society & LocalismSWF
1. The Proving Our Value project aims to demonstrate the economic impact of social organizations in the region through developing effective measures and partnerships between higher education and social organizations.
2. The research process over 4 years will establish an impact measurement framework, conduct research projects in priority sectors like health and employment, and disseminate findings to influence policy and practice.
3. The project will help social organizations communicate their impact to funders and commissioners by building expertise in impact measurement methodologies developed by groups like NEF and NCVO.
Prepared for the Bonner Fall Directors Meeting by Bonner Foundation staff. Through an interactive all-group session, staff will have a chance to share and learn from a variety of ways in which campuses have captured and told their stories. This includes in formats like center annual reports, student and alumni profiles, issue-oriented project reports, community forums, videos, and more. We’ll also wrestle with how we can shift this narrative to focus even more strongly on amplifying the impacts we have on student success, learning, and community capacity.
Focusing Lithuania's development cooperation v1Vaidotas Ilgius
The document discusses ways to improve Lithuania's development cooperation programs with NGOs. It recommends focusing on a limited number of priority objectives tailored to partner countries' needs, using common indicators to assess impact, and increasing grant sizes and project durations to allow for more strategic, higher-impact work. This would reduce aid fragmentation and increase the ability to monitor results.
The document summarizes an academic presentation about the GRI NGO Sector Supplement 2010, which provides guidelines for NGO accountability and transparency in reporting. It finds that the Supplement appropriately focuses on upward, downward, and holistic accountability. However, it identifies some areas for future improvement, such as greater clarity around stakeholders, restricting reporting requirements for small NGOs, including indicators for reporting actual program outcomes, clarifying demands for reporting, and comprehensively defining diversity.
Cross-sectoral and cross-departmental cooperation aims to coordinate activities between sectors and departments in a more efficient, coherent, and systemic way compared to individual efforts. This involves representatives from different sectors, such as government, NGOs, business, and media, working together towards shared goals. It can also include cooperation between representatives from different specializations within the same sector. Benefits include creating a common vision, new communication channels, and shared risks, results, and rewards. Challenges include integrating different organizations' aims, structures, cultures, and places of activity.
Maxwell J. Raisleger has an impressive academic and professional background. He graduated from the University of Wisconsin-Madison with double majors and high honors. His experience includes investment banking internships and research roles analyzing public equity portfolios. Raisleger held several leadership positions in university organizations and won regional competitions analyzing economic trends. He maintains a diverse set of personal interests outside of his career focus.
1) The document discusses Illinois ResourceNet's (IRN) place-based strategy of delivering training and technical assistance at the regional and community level to help organizations develop federal grant proposals.
2) IRN has found that this place-based approach is efficient and that over half of the proposals they have helped submit came from three regions where they have worked.
3) By working with existing regional and community partnerships, IRN can help match local goals and strategies with current and upcoming federal grant opportunities to fund implementation of local plans.
Proving Value and Measuring Impact - Big Society & LocalismSWF
1. The Proving Our Value project aims to demonstrate the economic impact of social organizations in the region through developing effective measures and partnerships between higher education and social organizations.
2. The research process over 4 years will establish an impact measurement framework, conduct research projects in priority sectors like health and employment, and disseminate findings to influence policy and practice.
3. The project will help social organizations communicate their impact to funders and commissioners by building expertise in impact measurement methodologies developed by groups like NEF and NCVO.
The document presents an introduction to frameworks. It defines a framework as a skeleton structure that supports a specific objective and can be modified. A software framework provides reusable generic functionality through a defined API. Examples of frameworks include those for artistic works, compilers, and middleware like JBoss Seam. A framework acts as a wrapper, defines an architecture, and provides a methodology. It makes technologies easier to use, promotes consistent coding, and allows flexible applications. Benefits of frameworks include modularity, reusability, extensibility, and inversion of control.
The document discusses the concept of a "Data Sharing Sphere" which would govern and share high value enterprise data across organizational boundaries to support business excellence and sustainability. The Data Sharing Sphere would deliver a governed framework for collaborative data sharing, accelerating business transformation by making useful data available for value creation. It would connect workers across an organization to trusted data sources through principles of data accountability, responsibility and prioritization of high impact data issues.
Data Governance for the CFO and the Executive TeamInsightSlides
The document discusses data governance and outlines its importance for organizations. It notes that data is a strategic asset that needs to be protected and have value extracted from it. An effective data governance framework includes oversight of data, decision-making processes, prioritizing investments, and ensuring data quality. Data governance applies well-defined policies, standards, roles and processes to maximize returns from an organization's data. The objectives are to create an enterprise-wide data agenda and life cycle plan while balancing people, processes and adaptability.
This document discusses Business Intelligence Competency Centers (BICCs). It defines a BICC as a cross-functional team that delivers business intelligence through people, processes, and technologies. A BICC centralizes BI expertise, implements best practices, and provides BI services across an organization. The document outlines the key responsibilities, skills, and benefits of establishing a BICC, including standardized practices, operational efficiencies, faster delivery, and improved ROI.
Mason Holloway, a senior director at Beacon Associates, presented on leadership performance at the ASTD International Conference & Exposition in 2013. The presentation focused on how leaders can directly deliver outcomes by focusing on culture, capability, and vision. Specifically, Holloway discussed how leaders should ensure the culture supports key goals, develop systems to enhance capabilities, measure outcomes rather than tactics, and regularly assess how culture and goals align with leadership performance.
A report generated for a client using the Performance DNA analysis methodology (part of ASTD's HPI program)
This report served as the foundation for a performance-centered leadership development curriculum for global talent.
The document discusses developing a reporting framework and roadmap as part of a business intelligence (BI) implementation. It recommends conducting a current state assessment, using a reporting scorecard to evaluate reporting maturity, and identifying BI solutions based on reporting requirements. The roadmap should then align the reporting solution with the organization's reporting strategy.
Executive BI, Analytics, Modeling and Insights Strategy Framework PracticesInsightSlides
This presentation looks at the frameworks Executives need to consider in their BI, Analytics, Modeling, and Insights Strategies.
This include frameworks on BI, Analytics. Insights and Modeling strategy creation, strategy development, capabilities, considerations, proven strategy practices, operating models and opportunities.
Scaling up Business Intelligence from the scratch and to 15 countries worldwi...Sergii Khomenko
In the talk described our experience of setting up data reporting and Business Intelligence processes for an international company. Starting with an Excel file and bunch SQL queries, switching from in-house reporting solution to centralised hosted reports for building a flexible system for monitoring KPI of the company.
Attendees will learn from our experience how to integrate Tableau into the processes of a company, how to build independent ETL subsystems that scale to petabyte size and other useful learnings.
We will cover our early days with cloud solutions, that do not provide a DWH platform, so you can not expect any kind of production requirements. In the talk, we will go through the process of automatically duplicating our Tableau datasources to Amazon Redshift. That will enable us to be more flexible with scaling data, be sure about backup strategies and many-many more points. We will introduce our python toolchain that helps us in a daily management of our BI.
Global Poverty Action Fund (GPAF) Funding SeminarNIDOS
This document provides information about a funding seminar hosted by the Global Poverty Action Fund (GPAF) regarding their Community Partnership Window funding opportunity. The seminar aims to clarify GPAF funding guidelines and the key factors considered in assessing concept notes. Eligible projects must fit GPAF objectives of poverty reduction, empowerment, and accountability. Applicants submit a concept note that undergoes a review process before selection of full proposals. The concept note is evaluated on potential poverty impact, implementation arrangements, value for money, and inclusion of women and girls. Full proposals require additional documentation and are appraised on criteria like context analysis, poverty impact, and sustainability.
This document proposes a Framework for Strategic Sustainable Development Assistance (FSSDA) to help bilateral donor agencies orient official development assistance towards sustainable development. The FSSDA is based on the Strategic Sustainable Development approach and uses a five-level framework. An assessment found that while agencies recognize sustainability, their approaches currently lack holistic perspectives and strategic planning tools like backcasting. Adopting an FSSDA could help donors foster sustainability in recipient countries through flexible, recipient-led development and addressing root causes of issues like poverty and environmental degradation. Experts provided mixed feedback, seeing opportunities and challenges to operationalizing such an approach.
This document provides an overview of trends in the grantmaking sector in 2016 based on research conducted by Next Generation Consultants. Key findings include:
- Less than 10% of grantmakers conducted impact assessments or evaluations to measure the impact of their programs.
- Collaboration and transparency in the sector remained low despite acknowledgement of their importance.
- The education system faced major challenges such as high dropout rates and unemployment despite funding from grantmakers. However, interventions by grantmakers tended to be short-term and siloed rather than aimed at systemic issues.
- Overall the research found that the sector failed to adequately address complex social issues and missed opportunities to adapt to changing needs. New approaches that take interconnected systems into account
This presentation follows on our previous work from measuring the impact and return on investment of social, community, enterprise development programs. This presentation provides evidence of our work, our methodology and the impact that we measure of development practices. Our impact assessment methodology was developed for Africa, by Africa and is aimed at practitioners from both the investment and development fraternity.
The document provides guidelines for conducting social impact assessments, which are processes used to identify and assess the social consequences of planned interventions. A SIA involves identifying and predicting potential social impacts, consulting with affected communities, developing mitigation plans, and preparing reports to inform decision making. The document outlines the key components of conducting an SIA, including scoping impacts, analyzing both positive and negative effects on communities, developing mitigation strategies, and ensuring public participation.
Tanzania Accountability Pilot learning session icco 15 oktoberICCO Cooperation
The document discusses establishing an accountability partnership between VNG-SNV-EKN in Tanzania to address challenges with decentralization. It outlines the context of decentralization efforts and each organization's activities. The partnership would use an issue-based approach to develop accountability tools, methodologies, and train local organizations. Activities would include analyzing political and sector issues, enhancing civic participation, developing planning and budgeting tools, and supporting citizens and media to increase transparency and demand for accountability across multiple levels of government. Initial efforts have included sector analyses, accountability tool development and testing, and policy dialogues on related issues.
This document provides a strategic planning brainstorm guide for the Community Records Foundation to guide its strategic planning over the next 3 years. It identifies the organization's strengths, such as its relationship with the community and commitment to arts education. It also notes weaknesses like a lack of funding. The document lists major opportunities for the organization, such as its unique services and the local music scene. It outlines threats such as similar competing services. The guide is intended to help the organization build on its strengths, address weaknesses, pursue opportunities, and minimize threats in developing its strategic plan.
The document discusses measuring the impact and return on investment of corporate social investment programs. It explains that there is increasing pressure from foundations, non-profits, and international development organizations to demonstrate impact and return on investment. Various frameworks and models are presented for assessing impact at the community, organizational, employee, and business levels to determine if programs yield a favorable investment. Key considerations in impact measurement like ensuring strategic alignment and avoiding oversimplification are also covered.
NIDOS is encouraging its members to strengthen transparency by publishing information to the International Aid Transparency Initiative (IATI). Research with NIDOS members found low awareness of IATI but interest in learning more. Most members publish basic information like annual reports and accounts on websites but few publish detailed project documents, evaluations or progress against targets. NIDOS is offering support to members through advice, briefings and information on good transparency practices and using IATI.
This document represents a compilation of existing guides on stakeholder engagement. The individual guides have been divided into three sections: introduction to stakeholder engagement, how to do stakeholder engagement, and evaluating the outcome of stakeholder engagement on your research. The guides that have been organized into these sections have each been created for different audiences and/or organizations.
However, the concepts, processes and strategies contained within them are transferrable to other contexts including NeuroDevNet and the research projects led by its researchers and trainees.
Several of the guides that are referenced, contain tables with names and definitions of different methodologies for doing stakeholder engagement. This information has been analyzed and arranged into the following three tables based on the main goal of the stakeholder engagement activity:
Table 1 represents dissemination-focused stakeholder engagement. That is, the activity is mostly about sharing
information with stakeholders but there is an opportunity for them to comment.
Table 2 represents methodologies that aim to facilitate discussion, analysis, and/or prioritization and recommendations
among stakeholders. The methodologies vary from informal non-structured to more formal structured discussion, recording of feedback and analysis.
Finally, Table 3 represents the opposite of Table 1, in that the methodologies are mainly for listening to
stakeholders after providing minimal information such as guiding questions or information about a problem to be solved. Methods that are very similar have been combined into one heading. The definitions for each methodology can be found in the guides they originate from.
Rohan Martyres will present on why and how organizations should measure their social impact. Measuring impact can help organizations demonstrate their value to funders and stakeholders, manage impact expectations, and improve performance over time. CAN's approach involves engaging stakeholders, understanding what changes as a result of the organization's work, focusing on meaningful outcomes, being transparent, and creating an iterative process of measurement and improvement. An example is provided of CAN working with the Lambeth Community Hub Network to develop impact indicators, collect data, and estimate the social value created through their work in the community.
This document summarizes discussions from a meeting about supporting local infrastructure organizations. Key points include:
1. Groups discussed recommendations from a report on infrastructure and how they are implementing them, barriers they face, and support needed. Recommendations included skills development, relationship building, demonstrating impact, and having a voice in local decision making.
2. Stakeholders like local government, funders, and businesses were discussed. Ideas to better support infrastructure included early engagement from government, a national infrastructure grant fund contributed to by multiple funders, and business awareness building of infrastructure's role.
3. Commissioners could jointly commission outcomes to ensure holistic services. Infrastructure could help commissioners understand community needs and assets and set
The document presents an introduction to frameworks. It defines a framework as a skeleton structure that supports a specific objective and can be modified. A software framework provides reusable generic functionality through a defined API. Examples of frameworks include those for artistic works, compilers, and middleware like JBoss Seam. A framework acts as a wrapper, defines an architecture, and provides a methodology. It makes technologies easier to use, promotes consistent coding, and allows flexible applications. Benefits of frameworks include modularity, reusability, extensibility, and inversion of control.
The document discusses the concept of a "Data Sharing Sphere" which would govern and share high value enterprise data across organizational boundaries to support business excellence and sustainability. The Data Sharing Sphere would deliver a governed framework for collaborative data sharing, accelerating business transformation by making useful data available for value creation. It would connect workers across an organization to trusted data sources through principles of data accountability, responsibility and prioritization of high impact data issues.
Data Governance for the CFO and the Executive TeamInsightSlides
The document discusses data governance and outlines its importance for organizations. It notes that data is a strategic asset that needs to be protected and have value extracted from it. An effective data governance framework includes oversight of data, decision-making processes, prioritizing investments, and ensuring data quality. Data governance applies well-defined policies, standards, roles and processes to maximize returns from an organization's data. The objectives are to create an enterprise-wide data agenda and life cycle plan while balancing people, processes and adaptability.
This document discusses Business Intelligence Competency Centers (BICCs). It defines a BICC as a cross-functional team that delivers business intelligence through people, processes, and technologies. A BICC centralizes BI expertise, implements best practices, and provides BI services across an organization. The document outlines the key responsibilities, skills, and benefits of establishing a BICC, including standardized practices, operational efficiencies, faster delivery, and improved ROI.
Mason Holloway, a senior director at Beacon Associates, presented on leadership performance at the ASTD International Conference & Exposition in 2013. The presentation focused on how leaders can directly deliver outcomes by focusing on culture, capability, and vision. Specifically, Holloway discussed how leaders should ensure the culture supports key goals, develop systems to enhance capabilities, measure outcomes rather than tactics, and regularly assess how culture and goals align with leadership performance.
A report generated for a client using the Performance DNA analysis methodology (part of ASTD's HPI program)
This report served as the foundation for a performance-centered leadership development curriculum for global talent.
The document discusses developing a reporting framework and roadmap as part of a business intelligence (BI) implementation. It recommends conducting a current state assessment, using a reporting scorecard to evaluate reporting maturity, and identifying BI solutions based on reporting requirements. The roadmap should then align the reporting solution with the organization's reporting strategy.
Executive BI, Analytics, Modeling and Insights Strategy Framework PracticesInsightSlides
This presentation looks at the frameworks Executives need to consider in their BI, Analytics, Modeling, and Insights Strategies.
This include frameworks on BI, Analytics. Insights and Modeling strategy creation, strategy development, capabilities, considerations, proven strategy practices, operating models and opportunities.
Scaling up Business Intelligence from the scratch and to 15 countries worldwi...Sergii Khomenko
In the talk described our experience of setting up data reporting and Business Intelligence processes for an international company. Starting with an Excel file and bunch SQL queries, switching from in-house reporting solution to centralised hosted reports for building a flexible system for monitoring KPI of the company.
Attendees will learn from our experience how to integrate Tableau into the processes of a company, how to build independent ETL subsystems that scale to petabyte size and other useful learnings.
We will cover our early days with cloud solutions, that do not provide a DWH platform, so you can not expect any kind of production requirements. In the talk, we will go through the process of automatically duplicating our Tableau datasources to Amazon Redshift. That will enable us to be more flexible with scaling data, be sure about backup strategies and many-many more points. We will introduce our python toolchain that helps us in a daily management of our BI.
Global Poverty Action Fund (GPAF) Funding SeminarNIDOS
This document provides information about a funding seminar hosted by the Global Poverty Action Fund (GPAF) regarding their Community Partnership Window funding opportunity. The seminar aims to clarify GPAF funding guidelines and the key factors considered in assessing concept notes. Eligible projects must fit GPAF objectives of poverty reduction, empowerment, and accountability. Applicants submit a concept note that undergoes a review process before selection of full proposals. The concept note is evaluated on potential poverty impact, implementation arrangements, value for money, and inclusion of women and girls. Full proposals require additional documentation and are appraised on criteria like context analysis, poverty impact, and sustainability.
This document proposes a Framework for Strategic Sustainable Development Assistance (FSSDA) to help bilateral donor agencies orient official development assistance towards sustainable development. The FSSDA is based on the Strategic Sustainable Development approach and uses a five-level framework. An assessment found that while agencies recognize sustainability, their approaches currently lack holistic perspectives and strategic planning tools like backcasting. Adopting an FSSDA could help donors foster sustainability in recipient countries through flexible, recipient-led development and addressing root causes of issues like poverty and environmental degradation. Experts provided mixed feedback, seeing opportunities and challenges to operationalizing such an approach.
This document provides an overview of trends in the grantmaking sector in 2016 based on research conducted by Next Generation Consultants. Key findings include:
- Less than 10% of grantmakers conducted impact assessments or evaluations to measure the impact of their programs.
- Collaboration and transparency in the sector remained low despite acknowledgement of their importance.
- The education system faced major challenges such as high dropout rates and unemployment despite funding from grantmakers. However, interventions by grantmakers tended to be short-term and siloed rather than aimed at systemic issues.
- Overall the research found that the sector failed to adequately address complex social issues and missed opportunities to adapt to changing needs. New approaches that take interconnected systems into account
This presentation follows on our previous work from measuring the impact and return on investment of social, community, enterprise development programs. This presentation provides evidence of our work, our methodology and the impact that we measure of development practices. Our impact assessment methodology was developed for Africa, by Africa and is aimed at practitioners from both the investment and development fraternity.
The document provides guidelines for conducting social impact assessments, which are processes used to identify and assess the social consequences of planned interventions. A SIA involves identifying and predicting potential social impacts, consulting with affected communities, developing mitigation plans, and preparing reports to inform decision making. The document outlines the key components of conducting an SIA, including scoping impacts, analyzing both positive and negative effects on communities, developing mitigation strategies, and ensuring public participation.
Tanzania Accountability Pilot learning session icco 15 oktoberICCO Cooperation
The document discusses establishing an accountability partnership between VNG-SNV-EKN in Tanzania to address challenges with decentralization. It outlines the context of decentralization efforts and each organization's activities. The partnership would use an issue-based approach to develop accountability tools, methodologies, and train local organizations. Activities would include analyzing political and sector issues, enhancing civic participation, developing planning and budgeting tools, and supporting citizens and media to increase transparency and demand for accountability across multiple levels of government. Initial efforts have included sector analyses, accountability tool development and testing, and policy dialogues on related issues.
This document provides a strategic planning brainstorm guide for the Community Records Foundation to guide its strategic planning over the next 3 years. It identifies the organization's strengths, such as its relationship with the community and commitment to arts education. It also notes weaknesses like a lack of funding. The document lists major opportunities for the organization, such as its unique services and the local music scene. It outlines threats such as similar competing services. The guide is intended to help the organization build on its strengths, address weaknesses, pursue opportunities, and minimize threats in developing its strategic plan.
The document discusses measuring the impact and return on investment of corporate social investment programs. It explains that there is increasing pressure from foundations, non-profits, and international development organizations to demonstrate impact and return on investment. Various frameworks and models are presented for assessing impact at the community, organizational, employee, and business levels to determine if programs yield a favorable investment. Key considerations in impact measurement like ensuring strategic alignment and avoiding oversimplification are also covered.
NIDOS is encouraging its members to strengthen transparency by publishing information to the International Aid Transparency Initiative (IATI). Research with NIDOS members found low awareness of IATI but interest in learning more. Most members publish basic information like annual reports and accounts on websites but few publish detailed project documents, evaluations or progress against targets. NIDOS is offering support to members through advice, briefings and information on good transparency practices and using IATI.
This document represents a compilation of existing guides on stakeholder engagement. The individual guides have been divided into three sections: introduction to stakeholder engagement, how to do stakeholder engagement, and evaluating the outcome of stakeholder engagement on your research. The guides that have been organized into these sections have each been created for different audiences and/or organizations.
However, the concepts, processes and strategies contained within them are transferrable to other contexts including NeuroDevNet and the research projects led by its researchers and trainees.
Several of the guides that are referenced, contain tables with names and definitions of different methodologies for doing stakeholder engagement. This information has been analyzed and arranged into the following three tables based on the main goal of the stakeholder engagement activity:
Table 1 represents dissemination-focused stakeholder engagement. That is, the activity is mostly about sharing
information with stakeholders but there is an opportunity for them to comment.
Table 2 represents methodologies that aim to facilitate discussion, analysis, and/or prioritization and recommendations
among stakeholders. The methodologies vary from informal non-structured to more formal structured discussion, recording of feedback and analysis.
Finally, Table 3 represents the opposite of Table 1, in that the methodologies are mainly for listening to
stakeholders after providing minimal information such as guiding questions or information about a problem to be solved. Methods that are very similar have been combined into one heading. The definitions for each methodology can be found in the guides they originate from.
Rohan Martyres will present on why and how organizations should measure their social impact. Measuring impact can help organizations demonstrate their value to funders and stakeholders, manage impact expectations, and improve performance over time. CAN's approach involves engaging stakeholders, understanding what changes as a result of the organization's work, focusing on meaningful outcomes, being transparent, and creating an iterative process of measurement and improvement. An example is provided of CAN working with the Lambeth Community Hub Network to develop impact indicators, collect data, and estimate the social value created through their work in the community.
This document summarizes discussions from a meeting about supporting local infrastructure organizations. Key points include:
1. Groups discussed recommendations from a report on infrastructure and how they are implementing them, barriers they face, and support needed. Recommendations included skills development, relationship building, demonstrating impact, and having a voice in local decision making.
2. Stakeholders like local government, funders, and businesses were discussed. Ideas to better support infrastructure included early engagement from government, a national infrastructure grant fund contributed to by multiple funders, and business awareness building of infrastructure's role.
3. Commissioners could jointly commission outcomes to ensure holistic services. Infrastructure could help commissioners understand community needs and assets and set
This report evaluates the impact of EU support to civil society in Ghana from 2007-2014. It assesses the relevance, effectiveness, impact, sustainability, and complementarity of various EU funding programmes and instruments. Data was collected through document review, interviews, and field visits.
Key findings include: EU funding has been relevant in addressing pertinent issues and complementing other donors' efforts. It has effectively contributed to CSO capacity building and influencing policy. However, smaller local CSOs have not always benefited equally. Impact includes policy changes but sustainability remains a challenge without continuous advocacy. Recommendations focus on increasing support for local CSOs and newcomers, promoting flexible partnerships, coordination with the government, and strategic advocacy for sustainable
RSGB East young driver rider intervention survey 2015David Frost
This document provides a review and summary of existing road safety interventions targeted at young drivers and riders in the Eastern Region of Road Safety GB (RSGB East). It finds that while most local authorities deliver some programs, resources are limited due to austerity measures. Common issues are identified with interventions, such as marketing, evaluation, and coordination with schools and partners. Opportunities for pooling resources across the region are discussed. The document provides an overview of current interventions and makes recommendations to address issues and maximize the impact of future programs through better planning, evaluation, and regional cooperation.
This document provides guidance on evaluating the impact of research projects, particularly those funded by the Global Challenges Research Fund (GCRF). It discusses defining impact goals, selecting evaluation designs, determining the reach of impacts, and communicating evaluation findings as evidence of impact. Key evaluation concepts covered include theories of change, formative and summative evaluation, attribution versus contribution, and qualitative and quantitative methods. The document also provides templates and examples to help researchers plan for impact evaluation from the start of a project.
The document summarizes an adult social care transformation review being conducted by Leicester City Council. The review aims to align £5.4 million in annual spending with voluntary and community services to better meet strategic objectives. A consultation process will engage stakeholders, analyze spending categories, and develop new service specifications with the goal of improving choice, control and independence for service users. The timeline lays out a process of market analysis, consultation, decision making and implementation through 2012.
The document discusses defining partnerships between the Global Fund and other organizations. It recommends that the Global Fund more explicitly define partnership expectations and roles. A thorough examination is needed of all aspects of partnerships related to technical assistance and grant implementation. Key findings are that the Global Fund partnership model is a work in progress and better delineation of responsibilities is required between organizations. The Global Fund is working to strengthen partnerships through developing a partnership strategy and operationalizing agreements with partners.
ESRC Knowledge Brokerage conference: the third sectorKarl Wilding
The panel discussed three approaches to knowledge exchange between academia, policymakers, and practitioners in the third sector. The Third Sector Research Centre aims to bridge gaps and build understanding between these groups to inform policy and practice. Their approach includes establishing advisory boards and reference groups, producing accessible research, and using various dissemination methods. Knowledge exchange partnerships were also discussed as a way to transfer knowledge between universities and organizations while benefiting all parties.
Crg presentation to technical assistance providersclac.cab
The document provides an overview of key concepts related to human rights and the Global Fund's approach. It discusses the main international human rights treaties and conventions that form the basis of human rights standards. It outlines the main civil/political rights and economic/social/cultural rights that states have obligations to respect, protect, and fulfill. It also discusses the right to health and key principles like availability, accessibility, acceptability, and quality. Finally, it notes that states must put in place laws/policies, provide means of recourse, and take deliberate steps to progressively realize rights.
Similar to The BIG Assist Conference - Impact workshop by Gordon McCullough (20)
The document outlines a vision for volunteering that was launched on May 6th 2022. It was a collaborative project involving several non-profit organizations and government support. The vision identifies five key themes: awareness and appreciation, power, equity and inclusion, collaboration, and experimentation. It aims to make volunteering more accessible and enjoyable for all by 2032 through greater collaboration between organizations, empowering volunteers, testing new engagement strategies, and addressing current inequities. People can get involved by sharing commitments on the website to support changes over the next ten years.
This document outlines plans for the NCVO to create a new distributed network to better connect its members. The current centralized model has members connecting only with NCVO, rather than each other. The new vision is for a platform where horizontal relationships are central, members can easily connect and self-organize, and share knowledge to support each other practically and emotionally. This is intended to strengthen civil society impact. The next phase will develop a detailed proposal and funding budget to test assumptions and build understanding and capacity among partners to launch the new network by 2023.
Hollie Banu is a senior manager at a large technology company based in San Francisco. She has over 15 years of experience in product management and business development. Hollie received her MBA from Stanford University and enjoys traveling, cooking, and spending time with her family on weekends.
The document summarizes research from a national survey on volunteering in the UK. It finds that while formal volunteering declined during the COVID-19 pandemic, informal volunteering increased slightly. Willingness to help others is the top motivator for volunteering. However, paid work is a major barrier, and post-pandemic volunteers are experiencing burnout from increased workload and stress during the pandemic. The cost of living crisis may further impact volunteer satisfaction and participation going forward.
This document provides information about undertaking a governance review of a board. It outlines the typical stages of a review including desk research, surveys of skills, diversity and governance, interviews, board observations, and a final report. It then discusses tools that can be used for the review, including the Governance Wheel for self-assessment, a skills audit, and a diversity audit. Potential red flags or issues that may be identified are also mentioned. The document concludes by thanking participants and directing them to return to the main room for an AGM and member event.
This document summarizes the proceedings of a National Volunteering Forum organized by NCVO and AVM. The forum focused on engaging volunteers and paid staff. It included presentations on developing shared principles between volunteers and staff from sector perspectives, as well as case studies from organizations on their approaches. Breakout discussion groups also took place on making decisions around paid and volunteer roles, and challenges faced. The forum concluded with reflections on recognizing, reconnecting and reimagining volunteering in the future, the role of volunteer leadership, and next steps.
A panel discussion considering what the future hold for charities and their governance, and how trustees can support their charities to survive and thrive.
Here we share our progress on updating the Charity Governance Code. Hear from the Code steering group about changes that are being made to the Diversity and Integrity principles following its refresh.
The panel will share some of the proposed changes to the Integrity principle, offering a preview of the updates. They will also reflect on findings from engagement and the extended consultation on enhancements to the Diversity principle. This will be an opportunity for the steering group to share their learning, having listened to a range of experiences. It is also an opportunity to discuss best practice which has been identified through the revision work. Finally, the group will offer an update on next steps on the Code's revision.
We’ve put together this video guide to using the governance wheel to carry out a board effectiveness review. It will be most useful for trustees or staff who are undertaking a board review for their own charity and want to know how best to use the governance wheel to support them in this.
This document provides an introduction and agenda for a webinar on emerging safeguarding risks due to the COVID-19 lockdown. The webinar will discuss safeguarding risks in schools, the workplace, with homeworking, and regarding digital technology and online safety during lockdown. It will also provide an introduction to safeguarding, including definitions of vulnerable people, types of abuse, and special areas of concern. The host has a background in nursing, policing, social services, and currently works as a safeguarding risk consultant. Supporting documents on understanding safeguarding are also referenced.
As the charity sector continues to manage the impact of the pandemic, many charities are facing financial uncertainty. In this context many senior leaders, to ensure their charity’s sustainability, will be considering collaboration and merger. In this webinar, in association with Bates Wells, we aim to answer questions such as: When should a charity in crisis consider merging? What are the alternatives? How can you make the best decision for your organisation? You will also hear about a new online decision-making tool which will help organisations chart the options open to them in a tight financial spot.
Normal working practices have changed dramatically in a very short period. Most staff are still working remotely, and many organisations have made use of the furlough scheme. This has meant organisations are having to manage and support staff remotely; review some existing policies to ensure they are still fit for purpose; and manage with a reduced and rotating staff capacity. In partnership with our Trusted Supplier Croner, in this webinar we will be sharing good practice on managing and supporting staff in this new environment. We will be joined by Vicky Scott, Operations and HR Manager at Hackney CVS who will share the experiences and learnings of Hackney CVS in this new context.
The economic impact of coronavirus means that many voluntary sector organisations will be going through a period of significant change over the coming months. For many of the hardest hit charities, the process of restructuring and making redundancies will sadly be inevitable. In this webinar we help organisations prepare for this context.
The document summarizes a webinar on the legal and practical considerations for easing lockdown restrictions and returning employees to work. It discusses employers' health and safety duties, the UK government's roadmap, conducting COVID-19 risk assessments, and practical safety measures to implement. It also provides an example of how St. John Ambulance prepared to restart operations and shares resources on legal guidance from TrustLaw and NCVO.
Slides from a webinar broadcast on 15 July 2020, sharing what volunteering organisations have learned since the lockdown in March.
Watch the full recording here: https://www.youtube.com/watch?v=HyFbDAtHHQo
The document summarizes key findings from the UK Civil Society Almanac 2020. It finds that while the number of organizations has remained stable in recent years, most are small with incomes under £100k. Total charity income and assets have grown but more slowly in recent years, with the public now the main income source versus government. Reserves are back to pre-2008 crisis levels but reductions in investments could threaten financial fragility. The paid workforce has reached 900,000 but is likely to decrease, while formal volunteering rates have remained stable though changing in form. The document outlines implications and practical support available for charities during the current challenges.
Slides of NCVO webinar that took place on 24 June 2020 covering:
the general health and safety obligations to staff and volunteers, the key legal and practical issues employers need to consider and where to go for further support and guidance.
Watch the webinar: https://www.youtube.com/watch?v=RDBvyTIFTIc
Slides of the NCVO webinar that took place in June 2020 covering:
1) the role of the chair and the board in supporting organisations in the next phase
2) challenges and opportunities which the easing of lockdown presents for trustees
3) tips and resources to help boards plan in a period of significant change
Watch the webinar: https://www.youtube.com/watch?v=HaPktkiCRgo
This document provides information about applying for funding from the Coronavirus Community Support Fund in England. It outlines the purpose of the fund, which is to support communities affected by COVID-19. It details who and what types of organizations and activities are eligible for funding. Applications can request between £300-£10,000, or over £10,000 for up to six months of costs. The document explains the application process and what information will be requested, including details about the organization's COVID-19 proposal and financial situation. It concludes by providing next steps and contact information for questions.
More from NCVO - National Council for Voluntary Organisations (20)
Webinar: Designing a schema for a Data WarehouseFederico Razzoli
Are you new to data warehouses (DWH)? Do you need to check whether your data warehouse follows the best practices for a good design? In both cases, this webinar is for you.
A data warehouse is a central relational database that contains all measurements about a business or an organisation. This data comes from a variety of heterogeneous data sources, which includes databases of any type that back the applications used by the company, data files exported by some applications, or APIs provided by internal or external services.
But designing a data warehouse correctly is a hard task, which requires gathering information about the business processes that need to be analysed in the first place. These processes must be translated into so-called star schemas, which means, denormalised databases where each table represents a dimension or facts.
We will discuss these topics:
- How to gather information about a business;
- Understanding dictionaries and how to identify business entities;
- Dimensions and facts;
- Setting a table granularity;
- Types of facts;
- Types of dimensions;
- Snowflakes and how to avoid them;
- Expanding existing dimensions and facts.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on integration of Salesforce with Bonterra Impact Management.
Interested in deploying an integration with Salesforce for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
2. Ultimate aims To increase the resilience of
voluntary and community
organisations
To develop equitable and
influential relationships with
the public sector
To increase
collaboration, sharing and
co-ordination of resources
Beneficiaries (what
we must achieve for
our beneficiaries)
1.5 Strategic leadership for
change [INNOVATE]
2.4 Promoting the impact of the
VCS and its contribution to
society [ADVOCATE]
3.2 Opportunities for
networking and sharing of
resources [NETWORK]
1.4 Support for joint working
[COLLABORATE]
2.3 Influential cross-sectoral
relationships [INFLUENCE]
Capacities (what we
need to excel at to
deliver for our
beneficiaries)
1.3 Delivery of high quality
learning opportunities [SKILL]
2.2 Creating processes and
platforms for gathering views
[CONSULT]1.2 Build organisational capacity
and development potential
[SUPPORT]
Learning and
growth (where we
need to invest in order
to excel)
1.1 Access to relevant
information, guidance and
advice [INFORM]
2.1 Listening to and gathering
evidence [RESEARCH]
3.1 Presenting and
communicating information
[COMMUNICATE]
Resources (how do
we ensure we are
adequately resourced)
4.1 Ensure resources are in
place to met internal and
external demands [RESOURCE]
4.2 Diversifying our income base
[FUNDING]
4.3 Promoting the work of
CAS [PROMOTION]
CAS Strategy Map
4. 1.1.1 Info and advice (sustainability/learning & development) 2.1.1 Map VCS and measure added value
1.1.2 Info and advice (policy developments) 2.1.2 Co-ordinate impact measurement of LBS Budget 14-15
1.1.3 Promote info on new agendas (sustainability/policy) 2.1.3 Mapping exercise – premises, engagement, providers
1.2.1 Range of capacity building activities 2.2.1 Facilitate/co-ordinate consultative exercises
1.2.2 Support grant/tender opportunities 2.2.2 Scrutinise LBS Budget 14-15
1.2.3 Deliver organisational health checks 2.2.3 Facilitate forums for engagement and participation
1.3.1 Provide learning and development opportunities 2.3.1 VCS representation on strategic partnerships
1.3.2 Mentoring programme 2.3.2 Bi-annual meetings of health providers
1.3.3 Promote workforce development 2.3.3 Develop cross-sector relationships
1.4.1 Support collaborative working 2.3.4 Critical friend on issues of policy and practice
1.4.2 Model for partnership/consortia funding 2.4.1 Promote economic, social contribution of VCS
1.5.1 Integrated health and social care/children services 2.4.2 Partnership on pan sector issues
1.5.2 Cross-cutting plans for innovation (summits) 2.4.3 Articulate position and impact of government policy
1.5.3 Impact measurement programme 3.1.1 Disseminate information relevant to VCS
1.5.4 Lead on funding/development programmes 3.1.2 Create a single, unified website for Southwark
3.2.1 Facilitate healthy relationships with VCOs
A LBS continue to value the role of infrastructure support and recognise the need for a second tier organisation in the borough.
Funding levels remain the same and the level and nature of need amongst VCOs (support, policy, influence) remains
constant. CAS can therefore continue to rely on its legitimacy from the sector to fulfil these functions
B There is recognition of the need to have a more streamlined and accessibility pathway into the VCS for funders, general
public, statutory agencies, VCOs and others. It is assumed that other VCOs in the borough will support this and the resources
required to achieve it will be found
C New models of representation will be accepted by LBS partnerships and other agencies and there is no diminution of the
voice or influence of the VCS.
D The VCS will react positively to any changes that purport change (collaboration, innovation, etc) and that CAS can rely on the
backing and support of the sector to undertake this leadership role. It is assumed that any innovations or developments are
underpinned by robust evidence of need and detailed engagement with the VCS.
Assumptions
CAS Interventions
5. CAS Monitoring and Evaluation Framework
Data collection tools Frequency Lead
A1 CAS Members’ Survey Feb – Mar (annually; linked directly to short-term outcomes) GM
A2 VCS Survey Jan – Mar (annually; Count Us In 2013; abridged thereafter until 16) CN
A3 Stakeholder survey/ interviews Sep and Feb PW
A4 Staff and trustee survey Mar (annually) GM
B1 Secondary data sources Ad hoc (reviewed bi-annually) – info from national/statutory sources AB
B2 LBS data/decisions Ad hoc (reviewed bi-annually) – info on funding decisions CR
B3 Content analysis (policy,
funding criteria, budgets)
Ad hoc (reviewed bi-annually) – evidence of changes to policy docs CN
C1 Evaluations (specific events,
training)
Collected on an on-going basis; monthly review; post event reviews quarterly DH
C2 Case examples (includes
consultancy)
Ad hoc (potential examples identified and collected/reviewed in first month of each
quarter)
SM
C3 Case studies Ad hoc (identified throughout year; info gathered/reviewed in second month in Q2 and
Q4)
TJ
D1 Diagnostic tool (main) Oct – Dec (annually) RM
D2 Journey of change (specific) Ad hoc (linked to sustainability surgeries; reviewed quarterly; post-surgery follow up
quarterly)
CR
E1 CRM management data Monthly SM
E2 Web statistics Monthly RM
E3 Financial data Quarterly SM
6. Evaluation focus area Audience Questions Indicators (outcomes)
1.1 INFORM
1.1.1 Disseminate info
on sustainability/
learning development
Primary: LBS (Community
Engagement); VCS
(small/medium); Big
Lottery
Secondary: Funders
VCS (large)
Are VCOs more
knowledgeable about
sustainability
themes?
A1 CAS Members Survey
Attitudes towards support/information related
to sustainability
A2 VCS Survey
Attitudes towards being well informed (issues
and policies) (Q17)
1.1.2 Disseminate info
on sector specific
policy areas
Primary: LBS (Community
Engagement); VCS
(small/medium)
Secondary:
LBS (Corporate Strategy);
Funders, VCS (large)
Are VCOs more
knowledgeable about
policy?
A1 CAS Members Survey
Attitudes towards support/information related
to policy
A2 VCS Survey
Attitudes towards being well informed (issues
and policies) (Q17)
1.1.3 Promote info on
new/emerging areas in
policy/sustainability
Primary: LBS (Community
Engagement), (Corporate
Strategy), (Children and
Adults); CCG/NHS VCS
(small/medium)
Secondary:
Funders,
VCS (large), Other Support
Orgs
Are VCOs informed
and engaged in new
developments?
A1 CAS Members Survey
Attitudes towards support/information related
to new policy areas
A3 Stakeholder survey/interviews
Assessment of role of CAS/VCS in
promoting/engaging in new and emerging
areas
C1 Evaluations
Average scores of 4 (or higher) from
events/seminars on understanding and
knowledge (post events)
D1 Diagnostic Tool
Increase in scores on 3(3.3); 3(3.4)
Framework for outcome measurement (quarterly and annual)