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.
Tired of dragging your parish kicking and screaming from one level of joy and freedom to the next? Try motivating parishioners through a Strategic Initiatives Fund.
Whatever your interest, whether it's quilting, horseback riding, cycling, or wine appreciation, chances are there are other Rotarians who share your passion. Rotary Fellowships are international, independently organized groups of Rotarians, their spouses, and Rotaractors who share a common vocation or recreational interest. Learn about fellowships projects, tips for starting or joining a fellowship, and how the fun and service opportunities can enhance your Rotary experience.
Be a part of a conversation and provide your insight into
Rotary’s future — in 2020 and beyond. What’s working now,
and what can we do better in the future? In small groups
accompanied by facilitated discussion, we’ll explore recent
Board and Trustee decisions and talk about what Rotary
International can do to improve your experience in coming
years.
Update on draft roadmap November 14, 2012Linda Shum
The document provides an update on the Bay Area Roadmap to Cut Poverty initiative. It summarizes the evolution of the initiative since 2010, including the formation of a Founding Steering Council in 2012 to lead the Roadmap Partnership. The Council has worked to revise the original Roadmap document based on feedback, leading to the development of Roadmap 2.0, which features a focus on four critical populations in poverty, five key barriers they face, and a two-pronged strategy employing both structural reforms and programs serving individuals. The summary emphasizes that a social movement, not just services, will be needed to implement the strategies to significantly reduce poverty rates by 2020.
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.
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.
This document summarizes a presentation from the 2016 Rotary International Convention on orienting new members. The presentation covered the importance of formal induction ceremonies for new members, the value of new member orientation programs, and different methods clubs can use to educate new members, such as one-on-one mentoring, group sessions, and periodic or improvised programs. Resources on membership development from Rotary International were also discussed, including assessment tools, guides for membership committees, and materials for new members.
Tired of dragging your parish kicking and screaming from one level of joy and freedom to the next? Try motivating parishioners through a Strategic Initiatives Fund.
Whatever your interest, whether it's quilting, horseback riding, cycling, or wine appreciation, chances are there are other Rotarians who share your passion. Rotary Fellowships are international, independently organized groups of Rotarians, their spouses, and Rotaractors who share a common vocation or recreational interest. Learn about fellowships projects, tips for starting or joining a fellowship, and how the fun and service opportunities can enhance your Rotary experience.
Be a part of a conversation and provide your insight into
Rotary’s future — in 2020 and beyond. What’s working now,
and what can we do better in the future? In small groups
accompanied by facilitated discussion, we’ll explore recent
Board and Trustee decisions and talk about what Rotary
International can do to improve your experience in coming
years.
Update on draft roadmap November 14, 2012Linda Shum
The document provides an update on the Bay Area Roadmap to Cut Poverty initiative. It summarizes the evolution of the initiative since 2010, including the formation of a Founding Steering Council in 2012 to lead the Roadmap Partnership. The Council has worked to revise the original Roadmap document based on feedback, leading to the development of Roadmap 2.0, which features a focus on four critical populations in poverty, five key barriers they face, and a two-pronged strategy employing both structural reforms and programs serving individuals. The summary emphasizes that a social movement, not just services, will be needed to implement the strategies to significantly reduce poverty rates by 2020.
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.
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.
This document summarizes a presentation from the 2016 Rotary International Convention on orienting new members. The presentation covered the importance of formal induction ceremonies for new members, the value of new member orientation programs, and different methods clubs can use to educate new members, such as one-on-one mentoring, group sessions, and periodic or improvised programs. Resources on membership development from Rotary International were also discussed, including assessment tools, guides for membership committees, and materials for new members.
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.
Re-imagining Services Years Two and ThreeCANorfolk
Re-imagining years 2 & 3 presentation from the Re-imagining Services Years Two and Three VCSE engagement event. The focus of this session is on re-imagining Norfolk years two and three. Re-imagining Norfolk is Norfolk County Council’s medium strategy to radically change the way it runs services for Norfolk people.
Program Expansion in Action: Evaluating Readiness and Avoiding PitfallsGreenlights
This organization aims to match human and financial capital with proven social innovations to change the world. They are a two-year old social venture philanthropy nonprofit that provides coaching, funding advice, and small strategic grants to help established nonprofits scale their impact regionally or nationally. They choose investees through an annual competitive application process and perform due diligence. Emancipet was chosen as an investee due to its earned-revenue business model providing low-cost spay/neuter services, innovative idea, leadership, and plans for regional replication through a branch structure.
Invovling Beneficiaries in Grant-Making (ACF 2013)indigotrust
This document discusses research on involving beneficiaries in grant-making. It outlines:
1) Benefits of involvement include strengthening legitimacy, enhancing effectiveness, and facilitating learning. However, challenges include representation and resource requirements.
2) Research at BIG Lottery Fund found involvement improved needs assessment and decision-making, but representation and support for beneficiaries were challenges.
3) A study by IVAR found beneficiary involvement in grant discussions with foundations fostered understanding and two-way dialogue between funders and grantees.
4) Cripplegate Foundation seeks beneficiary input to better understand local needs and shape priorities, though involvement requires significant resources. A spectrum of involvement approaches may be appropriate depending on context.
Social Innovation Workshop: How Can We Scale Land Based Social Enterprise?Shared Assets
Building on our research into social innovation and scaling, this slideshow presents a research outline, case studies, research themes and key concepts those working or interested in land based social enterprise.
The Architecture of Major Donor CultivationUpStartBayArea
This document provides an overview of strategies for developing a major donor cultivation program. It begins by defining major gifts and outlining the benefits of individual major gift fundraising. It then discusses identifying and prioritizing prospective major donors by considering factors like existing donations, capacity to give, and alignment with the organization's mission. The document also covers cultivating donors through activities like small events, site visits, volunteering, and personalized communications. It provides guidance on when donors are ready to be solicited for major gifts and how to structure gift levels. The goal is to leave attendees with concrete ideas to quickly implement major gift fundraising.
All too often parish councils seem to be personality-driven or appear to blunder about in the dark with little information to base their decisions upon. Or worse, there is scant reference to the mission of the parish and whether or not this decision moves the parish closer to fulfilling that mission or leads to “mission drift.”
This document provides an overview of Sam Sly and their work with Beyond Limits. [1] Sam is a social worker who became frustrated with the lack of change in social services. [2] They started their own consultancy to design more personalized services and eventually founded Beyond Limits. [3] Beyond Limits uses service design principles and individual budgets to create tailored support plans for 20 people transitioning out of hospitals or with reputations for having complex support needs.
The document discusses plans by the General Assembly Mission Council (GAMC) to inspire, equip, and connect with the Presbyterian Church (USA) to create 1001 new worshiping communities in 10 years. It outlines GAMC's role and progress to date including two new communities created. It then lists next steps such as developing a communications strategy, new leadership programs, and aligning church agencies behind the goal. It proposes a recommendation for the 2012 General Assembly to declare commitment to the movement and encourage agencies and local churches to participate and support the effort through prayer, discernment and action.
This document provides information and guidance about accessing funding locally for youth organizations. It lists various sources of funding information like websites and organizations. It discusses different types of funding opportunities such as for sports/arts projects or workforce development. It provides tips for applying for funding like ensuring the project is deliverable, collaborative, and innovative. It emphasizes measuring tangible outcomes and building relationships with funders. Finally, it discusses developing long-term fundraising strategies and sustainability plans.
This document provides information about volunteering with Habitat for Humanity of Oakland County. It summarizes that Habitat builds affordable housing for low-income families, eliminating poverty housing through volunteer labor and no-interest mortgages. Volunteers are needed for construction, the ReStore, office work, and leadership teams. The orientation reviews Habitat's mission and history, the volunteer application process, and opportunities to participate in building homes.
South Coastal Women's Health Services developed partnerships and alliances to enhance services and remain competitive in a changing funding environment. They identified a need to expand their services and community profile. The organization partnered with other local providers by co-locating services, collaborating on programs and tenders, and engaging with the community. This allowed them to offer more holistic services, increase their profile as a center of excellence, successfully compete for funding, and better serve disadvantaged women in the region. Maintaining these partnerships requires flexibility, time and compromise but provides strategic and financial benefits to the organization.
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.
Self Directed Support and Community OrganisationsCitizen Network
This document discusses self-directed support and community organizations. It provides information about the National Disability Insurance Scheme (NDIS) including what it is, who it supports, and how individuals can access funding. It also discusses issues with the NDIS including it being overengineered and bureaucratic. The document then focuses on the organization Avivo, describing their approach of empowering employees and individuals through self-managing teams, investing in communities, co-design, and peer support.
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This document discusses the challenges facing organizations in coordinating recovery efforts following the Canterbury earthquakes in New Zealand. It notes that recovery will require integrated decision making across many organizations with differing interests. As time passes, organizations are finding they have insufficient resources to maintain early recovery collaboration. There is also a risk of growing inter-organizational strain as linkages between groups break down. To fully recover, it will be important to address both structural needs like rebuilding infrastructure as well as social needs to support economic recovery and community wellbeing over the long term. Effective ongoing leadership will be critical to sustain recovery efforts and maintain morale.
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Similar to New way community general meeting presentation nov 4
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Similar to New way community general meeting presentation nov 4 (20)
2. Agenda
• Welcome - Please fill out the attendance register
• Reflection
• Minutes of previous meeting ( to be approved
plus minutes of this meeting at AGM in February)
• Special Resolution re change in Bylaws
• Proposal for transition to new model and
strategy
• Discussion and Motions from the floor
• Closure
3. Agenda
• Welcome - Please fill out the attendance register
• Reflection
• Minutes of previous meeting ( to be approved
plus minutes of this meeting at AGM in February)
• Special Resolution re change in Bylaws
• Proposal for transition to new model and
strategy
• Discussion and Motions from the floor
• Closure
4. Agenda
• Welcome - Please fill out the attendance register
• Reflection
• Minutes of previous meeting ( to be approved
plus minutes of this meeting at AGM in February)
• Special Resolution re change in Bylaws
• Proposal for transition to new model and
strategy
• Discussion and Motions from the floor
• Closure
5. Agenda
• Welcome - Please fill out the attendance register
• Reflection
• Minutes of previous meeting ( to be approved
plus minutes of this meeting at AGM in February)
• Special Resolution re change in Bylaws
• Proposal for transition to new model and
strategy
• Discussion and Motions from the floor
• Closure
6. Agenda
• Welcome - Please fill out the attendance register
• Reflection
• Minutes of previous meeting ( to be approved
plus minutes of this meeting at AGM in February)
• Special Resolution re change in Bylaws
• Proposal for transition to new model and
strategy
• Discussion and Motions from the floor
• Closure
7. Special Resolution
Moved by Sandra Severs
Seconded by Ric Matthews
That the purposes and provisions currently set out in Article II of the
constitution of New Way Community Society be deleted and replaced by
the following:
1. To advance religion in the Downtown Eastside community of Vancouver
through the creation of an intentional, inclusive faith community, situated
at the margins of society, and informed by a Christian lens;
2. To advance religion by offering Sunday Christian worship services, religious
rituals, Bible study, and pastoral care for the sick and incarcerated;
3. To provide walking tours, discussion, newsletters, blogs, social media and
interfaith dialogue as a means of creating an atmosphere of inclusion and
tolerance between the Downtown Eastside community and the wider
community, and to promote harmony between faith groups.
8. Special Resolution
4. To relieve poverty by providing a drop-in centre for homeless
and/or low income individuals, and by providing food, clothing,
blankets, first aid, internet access, and other basic necessities;
5. To relieve poverty by providing referrals/information to the
marginalized population of Downtown Eastside Vancouver
regarding affordable housing, medical/dental care and mental
health support, and by providing furnishings and supplies to low
income individuals living in social housing; and
6. To undertake activities ancillary and incidental to the above-
mentioned charitable purposes.
9. Agenda
• Welcome - Please fill out the attendance register
• Reflection
• Minutes of previous meeting ( to be approved
plus minutes of this meeting at AGM in February)
• Special Resolution re change in Bylaws
• Proposal for transition to new model and
strategy
• Discussion and Motions from the floor
• Closure
10. Transition to new strategy
and business model
Our Vision remains constant.
New Way Community is
• Inclusive of people from all ages, social circumstances, and faith
perspectives
• Intentional in being informed by the Christian Gospel, and
intentional in embracing those who are most excluded elsewhere
Such that in a spirit of mutuality & interdependence (Ubuntu) ,
we become a 24/7 family
in which we each find meaning and belonging
11. Transition to new strategy
and business model
Our Vision remains constant.
Our understanding of Family
is that it is Sacred Space in which
each individual is freed to be fully themselves
to the benefit/enrichment of the whole/all
and as such, it is the warp & weave of cohesive healthy society
in which we each find
meaning and belonging
12. Transition to new strategy
and business model
The need remains constant.
Among those with FAS, Brain Damage, Mental Illness, overwhelming trauma/abuse
there are hundreds of deeply troubled people
regularly barred or permanently excluded
who at great cost in human suffering and in tax dollars cycle through courts,
prisons, ER, shelters, etc to exist in the space between the thresholds
(of what the facilities can tolerate - and - that of prisons/mental institutions)
resulting in random but frequent assaults (Sun Run, Ray Cam, Coffee Shops, etc)
and deaths (barred alcoholic, shot by VPD, VANDU deaths)
The need remains for those people and for all of us , to be able to reconne3ct with
Self (find worth and meaning) , Family, Society, Earth, Spiritual Centre
meaning and belonging
13. Transition to new strategy
and business model
What we have learned.
We thought we were
• Building off momentum, (but rather building off elements of a
strong platform
• Continuing an organisation vision and mission that had proven
support (but momentum does not birth a new organization.)
• Able to assume the core of the funding base would continue
The reality is we are a new organization (a baby vs an adult)
14. Transition to new strategy
and business model
What we have learned. –
The reality is we are a new organization (a baby vs an adult)
As a result, we were/are confronted by the need to address
• Our grief
• Massive transitions from
- business plan based on staff-driven model of past 5 yrs
- building an organization as the starting point , to building community
- engaging the City re “homelessness”, (to “needs of the most
excluded”)
- Trying on building partnership with First United, to doing own thing
- Being a recognised charity, to formal recognition by CRA
• Critical “developmental tasks” of being a baby
15. Transition to new strategy
and business model
What we have achieved.
• Patrons and Vanier
• Registered non profit and registration with CRA
• Infrastructure (website, mailing list of 300+, membership of 30+)
and presence (offices; active team on the ground; presence in
Listening Post , streets, parks; daily ongoing relationships with
individuals; Wednesday mornings and Sunday evenings)
• Financial contribution of around $70,000 and unremunerated
staff time of around $300,000
• Constructive relationships with UGM, City Councillors, VPD, Judy
Graves ,PHS, Mission Possible, Communitas, Interspiritual Centre
16. Transition to new strategy
and business model
What we have achieved. - The baby is now birthed
• Has started walking and talking and a clear sense of it's own self as
separate being,
• We have in fact gone in one year from babyhood to entering
senior elementary school : CRA approval is like Graduating
Certificate from junior elementary
• Now like a 9 to 11 yr old we have to deal with the preparation for
the next stage of development
• The birthing and development process is reflected in shifts in the
relationships of Gill and Derek and PJ to this entity
17. Transition to new strategy
and business model
The implications, proposal and ‘ask’.
Implications of this stage of our development
We need to develop further clarity around:
• Who this body is and how it express itself. (Who are the
parts/members, what is its capacity & capability, what does it do)
• How we will sustain, feed and fund this entity going forward
18. Transition to new strategy
and business model
The implications, proposal and ‘ask’.
The proposal for our strategy going forward
Focus on:
• Building a core ongoing community of at least 25-50 persons;
- Build on the Sunday Celebration & Wednesday Gathering
• Establishing a space where members and non- members can
connect with the “family” on a daily basis.
- Secure small office space & possible use of Listening Post/Dugout
• Securing funding of at least $50,000 over next 6 months
- Fund a core staff of 1FTE plus non-remunerated others
- Funding base of members while exploring Grants, etc.
19. Transition to new strategy
and business model
The implications, proposal and ‘ask’.
THE ASK
This is only realistic if a significant number of those in this room who
share the vision, are willing and able to commit to:
• Funding (To date around 20 people are willing to - or currently do -
contribute an average over the group of about $100pm each – we
need the equivalent of about 65 more such contributors)
and/or
• Active participation in weekly on-the-ground activities (To date at
least 15 people are spending 3 hours or more each week in
active participation – we need another 15 to 35)
20. Agenda
• Welcome - Please fill out the attendance register
• Reflection
• Minutes of previous meeting ( to be approved
plus minutes of this meeting at AGM in February)
• Special Resolution re change in Bylaws
• Proposal for transition to new model and
strategy
• Discussion and Motions from the floor
• Closure
21. Discussion and Motions
from the floor
The way forward......
• Discussion, Ideas, Comments
• Motions
22. Agenda
• Welcome - Please fill out the attendance register
• Reflection
• Minutes of previous meeting ( to be approved
plus minutes of this meeting at AGM in February)
• Special Resolution re change in Bylaws
• Proposal for transition to new model and
strategy
• Discussion and Motions from the floor
• Closure
23. Thank you for Participating!!
Please stay for snacks & drinks
and for the
Celebration from 7pm- 8pm