This document discusses organizational resilience in local councils and how to strengthen it. It defines resilience as having three capabilities: absorbative to adapt during shocks, adaptive to make incremental changes, and anticipatory to prepare for future disruptions. Six key characteristics of resilient councils are identified: strong leadership, engaged staff, learning and innovation, financial and performance intelligence, collaborative relationships, and resource flexibility. While councils are strong at responding to immediate shocks, many want to improve their adaptive and anticipatory capabilities. The document provides examples of councils that have deliberately invested in resilience and celebrates examples of councils demonstrating resilience during the COVID-19 pandemic. It also identifies some lessons for the sector, such as nurturing cultures of innovation. Strengthening
The Greenwich borough council implemented a new operating model and approach to corporate change following a period of prudent financial management but being behind the modernization curve. A small continuous improvement team was set up in 2020 that developed a target operating model with a phased 4-year implementation plan led by the council without a strategic partner. The model focuses on building strong foundations, prioritizing directorate services, core processes, enabling functions, and the front office over time. It also establishes a consistent "Greenwich way" model of change with a focus on improved outcomes, evidence-based prioritization, bottom-up engagement, and sustainable financial benefits.
Strategic Partnership Boards in Local Government A misnomer or real spaces fo...Noel Hatch
Strategic partnership boards in local government aim to enable collaborative working to address public issues. However, these boards may be more bureaucratic than collaborative.
Two case studies of strategic boards in the UK - Health and Wellbeing Boards and Local Strategic Partnerships - demonstrate some common issues. These boards often lack clear purpose, have duplicative membership, and do not engage partners strategically.
Effective collaboration requires a shared vision and mutual reinforcement between partners. It also needs strong leadership, community engagement, and backbone support to coordinate efforts. Statutory boards can find it difficult to balance formal processes with collaborative ways of working.
How do we mobilise people around shared outcomes?Noel Hatch
Whole systems change across a neighbourhood
How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.
The document discusses creating a community that works for children in Islington, London. It summarizes the social challenges children face in having their voices heard. It outlines the Fair Futures Commission established to understand children's experiences of place, power and possibilities. The Commission was chaired by a 23-year-old and gathered evidence through community engagement. It made recommendations focused on empowering children, equipping them with life skills, and making Islington a child-friendly place through collaboration across sectors. The goal is to drive lasting change by making everyone a champion for children.
How do we navigate uncertainty while trying to shift the systems we work inNoel Hatch
Forum for the Future is a global sustainability nonprofit that works to accelerate the shift to a sustainable future through collaboration, developing transformational strategies, and equipping people with systemic change skills. They have created the School of System Change to support organizations and individuals in applying systems approaches to drive impact. The presentation discusses systems change, examples of their projects, lessons learned, and tools for navigating uncertainty while enabling systemic shifts. Attendees are invited to reflect on opportunities in their work.
Learning Lab: A Creative and Arts-Based Approach to Equitable Recoverynado-web
Art-Train is a virtual technical assistance program that is free for artists everywhere and low cost for municipal agencies, community non-profits, and arts councils. It translates American Rescue Plan Local Fiscal Recovery Fund guidelines and shares arts-based approaches to build locally-rooted collaborations that address critical recovery and rebuilding needs including workforce development, economic growth, public health, housing, infrastructure, and civic engagement. During this session, participants will learn how to navigate and advocate for ARP flexible funding as a means to rebuild equity-centered civic and economic vitality and gain skills to frame and translate their recovery goals into formats that will be supported by multiple funding sources.
-Michael Rohd, Artist for Civic Imagination, Center for Performance and Civic Practice, Phoenix, AZ
-Jun-Li Wang, Associate Director, Programs, Springboard for the Arts, St. Paul, MN (virtual)
Strategic planning and the duty to co-operate (March 2014) PAS_Team
The document discusses strategic planning and the duty to cooperate between local authorities. It emphasizes that strategic planning should address issues that cross local boundaries, like housing, infrastructure, and the environment. The duty to cooperate requires councils to actively engage with neighboring authorities and other groups to coordinate plans. Evidence of cooperation may include joint frameworks, plans, evidence bases, and statements of common ground. Strategic plans benefit from involvement of groups like Local Enterprise Partnerships, which influence economic development, and Local Nature Partnerships, which address environmental challenges. Effective cooperation depends on locally-driven priorities, transparency, and leaders willing to jointly address difficult issues.
Graham Phillips and Jane Locke are presenting on social investment and social impact bonds. Social investment involves using private money to fund social services and programs with the goal of both financial returns and improved social outcomes. A key example is a social impact bond, where private investors fund social programs and are repaid by the government if predetermined outcomes are met, such as reducing homelessness or reoffending rates. The presentation provides an overview of social impact bonds and examples in areas like children's services, substance abuse treatment, and housing for the homeless. Challenges for implementing social impact bonds at the local level are also discussed.
The Greenwich borough council implemented a new operating model and approach to corporate change following a period of prudent financial management but being behind the modernization curve. A small continuous improvement team was set up in 2020 that developed a target operating model with a phased 4-year implementation plan led by the council without a strategic partner. The model focuses on building strong foundations, prioritizing directorate services, core processes, enabling functions, and the front office over time. It also establishes a consistent "Greenwich way" model of change with a focus on improved outcomes, evidence-based prioritization, bottom-up engagement, and sustainable financial benefits.
Strategic Partnership Boards in Local Government A misnomer or real spaces fo...Noel Hatch
Strategic partnership boards in local government aim to enable collaborative working to address public issues. However, these boards may be more bureaucratic than collaborative.
Two case studies of strategic boards in the UK - Health and Wellbeing Boards and Local Strategic Partnerships - demonstrate some common issues. These boards often lack clear purpose, have duplicative membership, and do not engage partners strategically.
Effective collaboration requires a shared vision and mutual reinforcement between partners. It also needs strong leadership, community engagement, and backbone support to coordinate efforts. Statutory boards can find it difficult to balance formal processes with collaborative ways of working.
How do we mobilise people around shared outcomes?Noel Hatch
Whole systems change across a neighbourhood
How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.
The document discusses creating a community that works for children in Islington, London. It summarizes the social challenges children face in having their voices heard. It outlines the Fair Futures Commission established to understand children's experiences of place, power and possibilities. The Commission was chaired by a 23-year-old and gathered evidence through community engagement. It made recommendations focused on empowering children, equipping them with life skills, and making Islington a child-friendly place through collaboration across sectors. The goal is to drive lasting change by making everyone a champion for children.
How do we navigate uncertainty while trying to shift the systems we work inNoel Hatch
Forum for the Future is a global sustainability nonprofit that works to accelerate the shift to a sustainable future through collaboration, developing transformational strategies, and equipping people with systemic change skills. They have created the School of System Change to support organizations and individuals in applying systems approaches to drive impact. The presentation discusses systems change, examples of their projects, lessons learned, and tools for navigating uncertainty while enabling systemic shifts. Attendees are invited to reflect on opportunities in their work.
Learning Lab: A Creative and Arts-Based Approach to Equitable Recoverynado-web
Art-Train is a virtual technical assistance program that is free for artists everywhere and low cost for municipal agencies, community non-profits, and arts councils. It translates American Rescue Plan Local Fiscal Recovery Fund guidelines and shares arts-based approaches to build locally-rooted collaborations that address critical recovery and rebuilding needs including workforce development, economic growth, public health, housing, infrastructure, and civic engagement. During this session, participants will learn how to navigate and advocate for ARP flexible funding as a means to rebuild equity-centered civic and economic vitality and gain skills to frame and translate their recovery goals into formats that will be supported by multiple funding sources.
-Michael Rohd, Artist for Civic Imagination, Center for Performance and Civic Practice, Phoenix, AZ
-Jun-Li Wang, Associate Director, Programs, Springboard for the Arts, St. Paul, MN (virtual)
Strategic planning and the duty to co-operate (March 2014) PAS_Team
The document discusses strategic planning and the duty to cooperate between local authorities. It emphasizes that strategic planning should address issues that cross local boundaries, like housing, infrastructure, and the environment. The duty to cooperate requires councils to actively engage with neighboring authorities and other groups to coordinate plans. Evidence of cooperation may include joint frameworks, plans, evidence bases, and statements of common ground. Strategic plans benefit from involvement of groups like Local Enterprise Partnerships, which influence economic development, and Local Nature Partnerships, which address environmental challenges. Effective cooperation depends on locally-driven priorities, transparency, and leaders willing to jointly address difficult issues.
Graham Phillips and Jane Locke are presenting on social investment and social impact bonds. Social investment involves using private money to fund social services and programs with the goal of both financial returns and improved social outcomes. A key example is a social impact bond, where private investors fund social programs and are repaid by the government if predetermined outcomes are met, such as reducing homelessness or reoffending rates. The presentation provides an overview of social impact bonds and examples in areas like children's services, substance abuse treatment, and housing for the homeless. Challenges for implementing social impact bonds at the local level are also discussed.
This document discusses mergers and collaboration between voluntary organizations. It provides an overview of reactive and proactive reasons for mergers, including financial pressures and meeting user needs more effectively. It also outlines different approaches to collaboration on a spectrum from informal partnerships to full mergers. The key steps of a merger process are discussed, including dating/negotiations, decision making, planning/legal work, and implementation. Two case studies are presented that show how mergers can reduce costs but also involve one-time costs and adjustments. Effective communication and keeping existing relationships are emphasized as important for a successful merger.
Five separate Home-Start charities in Norfolk providing family support services were individually funded but the local funding body, NCC, would only fund one organization and required consolidated reporting. The charities began collaborating in 2014-15 to secure funding but NCC withdrew funding in 2017. Trustees chose to merge the charities into a single organization, Home-Start Norfolk. A CEO was hired in late 2016 to lead the merger implementation which was completed by the April 1, 2017 deadline through staff restructuring, legal processes, and merging systems and procedures, though integration remained ongoing. The document outlines lessons learned around the long planning process, need for strong leadership, importance of detailed plans, challenges of merging organizations, and unforeseen post-
Beyond Youth Custody (BYC)’s Programme Manager, Pippa Goodfellow, co-delivered a workshop on ‘Achieving effective resettlement’ with Brian Redding, Project Manager for the East Midlands Resettlement Consortia (EMRC) and David Banks, member of the Youth Justice Board. The workshop explored the link between research and practice using practical examples of how the EMRC have taken up learnings from BYC and incorporated them into their delivery of services.
Bradford - Total Place summit masterclass presentationLeadershipCentre
This document summarizes learnings from Bradford's Total Place Experience project, which aimed to improve interconnected public services around vulnerable groups. It discusses insights gained from stakeholders, key challenges identified, and ideas for changing systems and forging new ways of working through co-design and removing barriers between agencies. The project focused on improving support for care leavers, older adults with mental health issues, and adult offenders transitioning back into the community.
Regional Development-Susan Kinnear, Ian OgdenEidos Australia
This document discusses the role of innovation in sustainable regional development, using Central Queensland as a case study. It proposes that CQUniversity can act as a hub to bring together regional stakeholders like industry, government and community leaders to collaborate on innovation projects. This regional collaborative would establish an open innovation pipeline to identify, fund and implement ideas that deliver social, economic and environmental benefits for the region. The collaborative aims to strengthen linkages between these groups, build regional capacity, and influence policy, demonstrating a new model for universities to facilitate regional development through innovation.
Worcestershire is using its Total Place initiative to address several strategic priorities across the county in a collaborative way. These include reducing the number of young people not in employment or education, transforming outcomes in areas of highest need, and strategically managing property assets. A group of 26 leaders from various sectors, called the Shenstone Group, is guiding this work by developing innovative solutions and building strategic leadership capacity countywide. The aim is to take a more radical, cross-sector approach to achieve financial savings and improved social outcomes through greater partnership.
Creating a Sustainable Built Environment through Education and Collaboration ...campone
This document discusses the importance of collaboration in achieving sustainable development. It defines sustainable development according to the Brundtland Commission as meeting present needs without compromising future generations' ability to meet their own needs. A place-based approach is emphasized, considering environmental, social, economic factors and intra- and inter-generational equity. The Sustainable Communities model provides eight components for collaboration across sectors and places. Case studies illustrate collaboration principles through regeneration partnerships in North Liverpool, Stewartstown Road in Belfast, and the Resurgam Trust in Lisburn. Guiding principles stress shared vision, action, and resources through inclusive, long-lasting area-wide collaboration and capacity building.
The document outlines plans to focus the council's research and analysis expertise on priority needs and strategic objectives. It proposes establishing an Insight Hub to provide staff self-service resources and tools to use data and insights independently. It also recognizes the need for specialist expertise to produce analysis supporting key priorities like understanding resident behaviors, service demand drivers, risks to residents, and economic growth opportunities. The hub would coordinate research activities across the council to ensure evidence-based decision making.
Making sense of sustainable developmentClive Bates
This document discusses how the Welsh Assembly Government can embed sustainable development as its central organizing principle. It proposes that the overall goal of sustainable development should be maximizing the well-being of Welsh citizens over the long term. To operationalize this, it argues that three conditions must be met: 1) There must be clarity around what is valued and the objective of sustainable development. It proposes defining this as maximizing long-term well-being. 2) Application of the principle must inform present-day policy and investment choices. This may require hard choices around issues like prevention, integration, and resilience. 3) Through leadership, the government can secure a mandate for this approach by building trust, acting consistently, and promoting behavior change. The
Paul Cowles: The role of capacity development in unleashing community respons...AfricaAdapt
The document discusses the role of capacity development in supporting autonomous climate change adaptation. It defines capacity development as a continuous process that fosters abilities and agency to overcome challenges and contribute to positive social change. The document provides examples of capacity development work in Sudan, South Africa, and Kenya, including in conflict management, monitoring and evaluation, and managing partnerships for long-term benefits. It concludes that capacity development is an ongoing process that creates lasting capacity beyond individual projects and links to enabling social change.
This document outlines the process for conducting a human rights impact assessment for BHP Billiton, a mining company. It discusses conducting a country risk assessment, compliance assessment against international standards, and impact/risk assessment through stakeholder engagement. Key findings include medium risk and impact levels. The proposed human rights management plan includes appointing resources, training, awareness campaigns, monitoring processes, reporting, and integrating human rights across company relationships and operations.
Webinar: How to Future Proof Your CTRS scheme for Universal CreditPolicy in Practice
Despite greater flexibility to raise income, councils still have to make savings and ensure their budgets are spent as efficiently as possible.
In many councils the spotlight is on Council Tax to raise income and the Council Tax Reduction Scheme (CTRS) to make savings.
Council Tax Schemes have been locally designed since April 2013. While many still reflect the nationally administered Council Tax Benefit, we're starting to see greater innovation locally.
The driver of this innovation is the backdrop of the cumulative impact of past and future welfare reforms, the introduction of Universal Credit and ever tighter budgets.
CTRS schemes are intended to keep the most vulnerable citizens safe from poverty. Knowing who those people are is a huge challenge.
We've modelled options for future CTRS schemes in detail for various councils. The impact assessments are used to make informed policy decisions by officers and members.
View this webinar to learn how:
1. We accurately model the cost of CTRS schemes today
2. We accurately model the cost of CTRS schemes in the future, including under Universal Credit
3. We accurately model, compare and evaluate CTRS options under consideration
4. We provide evidenced based recommendations on which CTRS scheme best supports the strategy e. g. best fit for anti-poverty strategy while operating within financial constraints
5. What CTRS schemes we have created for North Hertfordshire, Leeds City and Newcastle City Councils
1. Collective impact is a structured approach to addressing complex social problems that involves multiple organizations and sectors working together toward a common agenda, shared measurement, and mutually reinforcing activities.
2. It has five key elements: a common agenda, shared measurement, mutually reinforcing activities, continuous communication, and a backbone organization.
3. Collective impact has been applied successfully to issues like education, health, economic development, and more. It requires shifts in mindsets from technical solutions to adaptive solutions and a focus on relationships in addition to evidence.
This gives an outline of how I think sustainable development should work - and the type of questions it generates for each of the main areas of policy.
CEDS, Resilience, and Recovery Showcase, Part 1 - Deb Smithnado-web
As events over the past several years make all-too-clear, regions need to be better prepared to anticipate, withstand, and recover from multiple types of shocks and disruptions. Resilience planning and recovery will require regions to think creatively in the face of new and emerging threats. This two-part showcase will highlight different examples of how regions across the country have responded to the current challenges of our time in creative and collaborative ways by enhancing their CEDS process, embracing resilience planning, addressing climate change, and forging new partnerships.
-Deb Smith, Regional Economic Development Planner, Clearwater Economic Development Association, Lewiston, ID
-Lee Umphrey, Executive Director, Eastern Maine Development Corporation, Bangor, ME
-Dorthy Jackson, Regional and Economic Development Manager, Heart of Texas Council of Governments, Waco, TX
-Moderator: Ciara Ristig, Senior Program Manager, Washington, DC
More presentations from the NCVO Annual conference: http://www.ncvo-vol.org.uk/networking-discussions/blogs/20591 will help you innovate in your work.
Fiona Sheil, Public Service Delivery Officer, NCVO
This expert-led workshop explores the future of contract design, what it means for funding public services and th e legal and cultural implications for organisations like yours. Public service contracting is becoming more diverse in both size and structure. With large contracts being broken up and work being passed down supply chains in sub-contracts, you see a number of challenges arising.
If you are involved in contracting , our panel of senior national charity finance directors and civil servants will help you navigate some of the key difficulties, including modelling cash-flows in supply chains and managing the sharing of risk between providers.
Peter Hay: Making links with GPs: influencing commissioningThe King's Fund
Peter Hay, President, Association of Directors of Adult Social Services (ADASS), looks at the role of integrated commissioning in the new health economy.
In Spring 2013, we are on the precipice of dramatic, disruptive change in the health field that offers an unprecedented opportunity and challenge to transform health care and population health.
We know that traditional public health approaches along with more and better health care are not enough to improve health outcomes, equity, and cost. We must also:
- implement sustainable, fundamental "upstream" changes that address the root causes of disease and disability; and
- transform the way we deliver health care to ensure access to quality, affordable health care for all.
Enjoy this keynote presentation from Lalitha Vaidyanathan of FSG, which was presented at the 2013 Annual Leadership Conference, co-sponsored by the Center for Health Leadership (CHL) and the California Pacific Public Health Training Center (CALPACT) at UC Berkeley's School of Public Health.
To learn more about this event, please visit:
http://calpact.org/index.php/en/events/leadership-conference
Learn more about CALPACT:
http://calpact.org/
Learn more about the CHL:
http://chl.berkeley.edu/
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.
This document summarizes a presentation about supporting civic recovery efforts in Canterbury, New Zealand following the 2010 and 2011 earthquakes. It discusses the need for integrated decision making across organizations during the long recovery process. As time passes, strain can develop between organizations due to disruptions, delays, and losses of resources. Relationships, information sharing, attitudes and trust between organizations are assets that can break down without efforts to reduce friction. The presentation argues that supporting existing community leaders should be a priority, as effective leadership enables people to focus on tasks and maintain confidence during challenging times. It provides an example process for discussing stress management strategies with leaders.
This document discusses mergers and collaboration between voluntary organizations. It provides an overview of reactive and proactive reasons for mergers, including financial pressures and meeting user needs more effectively. It also outlines different approaches to collaboration on a spectrum from informal partnerships to full mergers. The key steps of a merger process are discussed, including dating/negotiations, decision making, planning/legal work, and implementation. Two case studies are presented that show how mergers can reduce costs but also involve one-time costs and adjustments. Effective communication and keeping existing relationships are emphasized as important for a successful merger.
Five separate Home-Start charities in Norfolk providing family support services were individually funded but the local funding body, NCC, would only fund one organization and required consolidated reporting. The charities began collaborating in 2014-15 to secure funding but NCC withdrew funding in 2017. Trustees chose to merge the charities into a single organization, Home-Start Norfolk. A CEO was hired in late 2016 to lead the merger implementation which was completed by the April 1, 2017 deadline through staff restructuring, legal processes, and merging systems and procedures, though integration remained ongoing. The document outlines lessons learned around the long planning process, need for strong leadership, importance of detailed plans, challenges of merging organizations, and unforeseen post-
Beyond Youth Custody (BYC)’s Programme Manager, Pippa Goodfellow, co-delivered a workshop on ‘Achieving effective resettlement’ with Brian Redding, Project Manager for the East Midlands Resettlement Consortia (EMRC) and David Banks, member of the Youth Justice Board. The workshop explored the link between research and practice using practical examples of how the EMRC have taken up learnings from BYC and incorporated them into their delivery of services.
Bradford - Total Place summit masterclass presentationLeadershipCentre
This document summarizes learnings from Bradford's Total Place Experience project, which aimed to improve interconnected public services around vulnerable groups. It discusses insights gained from stakeholders, key challenges identified, and ideas for changing systems and forging new ways of working through co-design and removing barriers between agencies. The project focused on improving support for care leavers, older adults with mental health issues, and adult offenders transitioning back into the community.
Regional Development-Susan Kinnear, Ian OgdenEidos Australia
This document discusses the role of innovation in sustainable regional development, using Central Queensland as a case study. It proposes that CQUniversity can act as a hub to bring together regional stakeholders like industry, government and community leaders to collaborate on innovation projects. This regional collaborative would establish an open innovation pipeline to identify, fund and implement ideas that deliver social, economic and environmental benefits for the region. The collaborative aims to strengthen linkages between these groups, build regional capacity, and influence policy, demonstrating a new model for universities to facilitate regional development through innovation.
Worcestershire is using its Total Place initiative to address several strategic priorities across the county in a collaborative way. These include reducing the number of young people not in employment or education, transforming outcomes in areas of highest need, and strategically managing property assets. A group of 26 leaders from various sectors, called the Shenstone Group, is guiding this work by developing innovative solutions and building strategic leadership capacity countywide. The aim is to take a more radical, cross-sector approach to achieve financial savings and improved social outcomes through greater partnership.
Creating a Sustainable Built Environment through Education and Collaboration ...campone
This document discusses the importance of collaboration in achieving sustainable development. It defines sustainable development according to the Brundtland Commission as meeting present needs without compromising future generations' ability to meet their own needs. A place-based approach is emphasized, considering environmental, social, economic factors and intra- and inter-generational equity. The Sustainable Communities model provides eight components for collaboration across sectors and places. Case studies illustrate collaboration principles through regeneration partnerships in North Liverpool, Stewartstown Road in Belfast, and the Resurgam Trust in Lisburn. Guiding principles stress shared vision, action, and resources through inclusive, long-lasting area-wide collaboration and capacity building.
The document outlines plans to focus the council's research and analysis expertise on priority needs and strategic objectives. It proposes establishing an Insight Hub to provide staff self-service resources and tools to use data and insights independently. It also recognizes the need for specialist expertise to produce analysis supporting key priorities like understanding resident behaviors, service demand drivers, risks to residents, and economic growth opportunities. The hub would coordinate research activities across the council to ensure evidence-based decision making.
Making sense of sustainable developmentClive Bates
This document discusses how the Welsh Assembly Government can embed sustainable development as its central organizing principle. It proposes that the overall goal of sustainable development should be maximizing the well-being of Welsh citizens over the long term. To operationalize this, it argues that three conditions must be met: 1) There must be clarity around what is valued and the objective of sustainable development. It proposes defining this as maximizing long-term well-being. 2) Application of the principle must inform present-day policy and investment choices. This may require hard choices around issues like prevention, integration, and resilience. 3) Through leadership, the government can secure a mandate for this approach by building trust, acting consistently, and promoting behavior change. The
Paul Cowles: The role of capacity development in unleashing community respons...AfricaAdapt
The document discusses the role of capacity development in supporting autonomous climate change adaptation. It defines capacity development as a continuous process that fosters abilities and agency to overcome challenges and contribute to positive social change. The document provides examples of capacity development work in Sudan, South Africa, and Kenya, including in conflict management, monitoring and evaluation, and managing partnerships for long-term benefits. It concludes that capacity development is an ongoing process that creates lasting capacity beyond individual projects and links to enabling social change.
This document outlines the process for conducting a human rights impact assessment for BHP Billiton, a mining company. It discusses conducting a country risk assessment, compliance assessment against international standards, and impact/risk assessment through stakeholder engagement. Key findings include medium risk and impact levels. The proposed human rights management plan includes appointing resources, training, awareness campaigns, monitoring processes, reporting, and integrating human rights across company relationships and operations.
Webinar: How to Future Proof Your CTRS scheme for Universal CreditPolicy in Practice
Despite greater flexibility to raise income, councils still have to make savings and ensure their budgets are spent as efficiently as possible.
In many councils the spotlight is on Council Tax to raise income and the Council Tax Reduction Scheme (CTRS) to make savings.
Council Tax Schemes have been locally designed since April 2013. While many still reflect the nationally administered Council Tax Benefit, we're starting to see greater innovation locally.
The driver of this innovation is the backdrop of the cumulative impact of past and future welfare reforms, the introduction of Universal Credit and ever tighter budgets.
CTRS schemes are intended to keep the most vulnerable citizens safe from poverty. Knowing who those people are is a huge challenge.
We've modelled options for future CTRS schemes in detail for various councils. The impact assessments are used to make informed policy decisions by officers and members.
View this webinar to learn how:
1. We accurately model the cost of CTRS schemes today
2. We accurately model the cost of CTRS schemes in the future, including under Universal Credit
3. We accurately model, compare and evaluate CTRS options under consideration
4. We provide evidenced based recommendations on which CTRS scheme best supports the strategy e. g. best fit for anti-poverty strategy while operating within financial constraints
5. What CTRS schemes we have created for North Hertfordshire, Leeds City and Newcastle City Councils
1. Collective impact is a structured approach to addressing complex social problems that involves multiple organizations and sectors working together toward a common agenda, shared measurement, and mutually reinforcing activities.
2. It has five key elements: a common agenda, shared measurement, mutually reinforcing activities, continuous communication, and a backbone organization.
3. Collective impact has been applied successfully to issues like education, health, economic development, and more. It requires shifts in mindsets from technical solutions to adaptive solutions and a focus on relationships in addition to evidence.
This gives an outline of how I think sustainable development should work - and the type of questions it generates for each of the main areas of policy.
CEDS, Resilience, and Recovery Showcase, Part 1 - Deb Smithnado-web
As events over the past several years make all-too-clear, regions need to be better prepared to anticipate, withstand, and recover from multiple types of shocks and disruptions. Resilience planning and recovery will require regions to think creatively in the face of new and emerging threats. This two-part showcase will highlight different examples of how regions across the country have responded to the current challenges of our time in creative and collaborative ways by enhancing their CEDS process, embracing resilience planning, addressing climate change, and forging new partnerships.
-Deb Smith, Regional Economic Development Planner, Clearwater Economic Development Association, Lewiston, ID
-Lee Umphrey, Executive Director, Eastern Maine Development Corporation, Bangor, ME
-Dorthy Jackson, Regional and Economic Development Manager, Heart of Texas Council of Governments, Waco, TX
-Moderator: Ciara Ristig, Senior Program Manager, Washington, DC
More presentations from the NCVO Annual conference: http://www.ncvo-vol.org.uk/networking-discussions/blogs/20591 will help you innovate in your work.
Fiona Sheil, Public Service Delivery Officer, NCVO
This expert-led workshop explores the future of contract design, what it means for funding public services and th e legal and cultural implications for organisations like yours. Public service contracting is becoming more diverse in both size and structure. With large contracts being broken up and work being passed down supply chains in sub-contracts, you see a number of challenges arising.
If you are involved in contracting , our panel of senior national charity finance directors and civil servants will help you navigate some of the key difficulties, including modelling cash-flows in supply chains and managing the sharing of risk between providers.
Peter Hay: Making links with GPs: influencing commissioningThe King's Fund
Peter Hay, President, Association of Directors of Adult Social Services (ADASS), looks at the role of integrated commissioning in the new health economy.
In Spring 2013, we are on the precipice of dramatic, disruptive change in the health field that offers an unprecedented opportunity and challenge to transform health care and population health.
We know that traditional public health approaches along with more and better health care are not enough to improve health outcomes, equity, and cost. We must also:
- implement sustainable, fundamental "upstream" changes that address the root causes of disease and disability; and
- transform the way we deliver health care to ensure access to quality, affordable health care for all.
Enjoy this keynote presentation from Lalitha Vaidyanathan of FSG, which was presented at the 2013 Annual Leadership Conference, co-sponsored by the Center for Health Leadership (CHL) and the California Pacific Public Health Training Center (CALPACT) at UC Berkeley's School of Public Health.
To learn more about this event, please visit:
http://calpact.org/index.php/en/events/leadership-conference
Learn more about CALPACT:
http://calpact.org/
Learn more about the CHL:
http://chl.berkeley.edu/
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.
This document summarizes a presentation about supporting civic recovery efforts in Canterbury, New Zealand following the 2010 and 2011 earthquakes. It discusses the need for integrated decision making across organizations during the long recovery process. As time passes, strain can develop between organizations due to disruptions, delays, and losses of resources. Relationships, information sharing, attitudes and trust between organizations are assets that can break down without efforts to reduce friction. The presentation argues that supporting existing community leaders should be a priority, as effective leadership enables people to focus on tasks and maintain confidence during challenging times. It provides an example process for discussing stress management strategies with leaders.
Dimensions Health plus Care conference presentationDimensions UK
'Sustainable service developments for adults with complex needs within a community setting'.
Our presentation looks at the Transforming Care Agenda and how support service providers can assist local authorities and practitioners in developing the right person centered support within a community environment.
Merav Dover – Chief Officer, Lambeth & Southwark Integrated Care HIMSS UK
The SLIC partnership aimed to improve care in Southwark and Lambeth by identifying needs early, coordinating care across providers, and delivering care in appropriate settings. It received £39.7 million over four years for interventions. Professionals reported that SLIC encouraged a holistic approach and improved collaboration. Citizens played an important role in codesigning projects. The Local Care Record and home care services improved patients' experiences.
1) David Jago and Neil Davidson offer facilitation services to help organizations tackle "wicked problems", which are complex issues resistant to usual solutions.
2) They use participatory processes and systems thinking to ensure all stakeholders' perspectives are incorporated into collaborative analysis and solutions.
3) Their approach aims to develop a collective understanding of the interconnected factors underlying wicked problems, enabling effective tailored interventions to be devised.
The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
The presentation was chaired by Anna Bloch from Charity Finance Group and shares highlights of how charities have adapted and are continuing to adapt to the climate, covering reductions in statutory funding and new fundraising strategies.
Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference
Find out more about the work NCVO does around funding: http://www.ncvo.org.uk/practical-support/funding
Service design: why haven't we changed the world yet?ThePublicOffice
This document discusses challenges in making lasting transformational change through service design projects in public services. It describes work done by ThePublicOffice with Essex County Council to rethink early years services as a case study. Three key challenges are identified: 1) Energy and ideas from projects often dissipate when projects end before changes are embedded in the system and culture. 2) Projects can be isolated, short-term, or at the edge of mainstream systems. 3) New approaches fail to take root against prevailing systems and cultures that squash new ideas. The document calls for addressing underlying system conditions to enable service design to drive sustained change through skills, methods, and supporting transformation of the wider system and culture.
Self-directed support (NDIS or My Way) has the potential to revolutionise support to people with disabilities. But service providers must also adapt, learn and innovate. These slides were shared at an event for over 90 service providers in Perth, WA - with the support of WADSC and NDS.
The document discusses managing change in public sector organizations. It outlines reasons for change including responding to external factors and gaining competitive advantage. Key aspects of change management are identified such as developing a planned approach, assessing impact on employees, and communicating effectively. Challenges that can occur when implementing change and strategies for overcoming resistance to change are also summarized.
IE Business School Question D - How Leadership Makes A MarkAngeline Pearson
This essay is submitted in order to answer the following IE Business School application question:
D. Cite at least one example of when your leadership had an impact on or changed a certain situation, and justify how an IE Master’s Degree program would help you to strengthen or improve this competence.
The document contains notes from an emergency budget action planning meeting discussing various topics related to health and social care, grants, youth and service user involvement, community development, rural services, promoting local services, influencing funding reviews, personalization and direct payments, and the role of small to medium VCS organizations in delivering public services. Actions were identified for many topics around improving partnership, communication, involvement, and representation across sectors.
We have produced a new report, which looks at the experiences of five acute trusts when adopting innovation, and how they made these innovations work in their trusts.
The report includes listing factors which help innovation be adopted into complex, busy acute hospital trusts.
The NHS response to Covid-19 has seen an increase in innovation. In the year preceding Covid-19, we (Wessex AHSN) worked with five of our member acute trusts to undertake ‘Innovation Adoption Reviews’.
These aimed to help the trusts understand their current practice and experience of adopting innovation, what they do well and how they might improve. The key themes and findings from these reviews have been used to identify a set of positive influences on innovation in trusts – things that can help them identify and adopt more innovation, across more services and help deliver their priorities.
APM webinar sponsored by the South Wales and West of England Branch on 1 December 2022.
Speaker: Dr Jo Jolly
How we enable the vast untapped potential to transform project delivery, to deliver benefits far beyond the original stated goals of the project. This webinar was held on 1 December 2022.
Project delivery has vast potential in contributing to multiple economic, environmental and societal benefits, through our contributions to the UN Sustainable Development Goals. However, the project delivery profession, and wider industry as a whole, is being slow to modernise and failing to learn from experience. The construction industry and consulting models are no longer fit for purpose to tackle the challenges we face, and clients hold the levers to create the right environment, and incentives, for this transformation to happen.
We need to change how we think, and what we do. We need to lever the power of data and analytics, and collaborate and trust on a scale we haven’t seen. This is why the Environment Agency and our partners are working with behavioural psychologists to help us overcome the natural human barriers that get in the way. Because, it will expose vulnerabilities and requires courage to change how we work. As leaders in project delivery, we have a choice how we lead, in these last remaining years we have to make the best difference we can. Choose wisely.
https://youtu.be/X33iXAKgj4A
https://www.apm.org.uk/news/doing-the-best-for-society-and-the-planet-through-project-delivery-webinar/
A look into the complexities of managing change, the various forms of resistance, and suggestions for leadership trying to get their staff to work with them to move the company forward.
Aleron (www.aleron.org) recently published a study about impact and efficiency in UK charities.
Our aim was to explore how charities are coping in the current environment and seek to understand what the key priorities are, what actions are being taken, and where there are areas of strength and weakness. We also try to understand current approaches to impact measurement. After engaging with over 100 third sector organisations, we combined feedback with our own experiences in both the third and private sectors.
The key question we have drawn from our study is: How can charities improve social impact, become more resilient, and maintain sustainability in good times and bad?
The solution lies in charities ensuring that they have all of the building blocks in place, that they are responsive to sector specific challenges, and that they embrace impact measurement. We believe that impact measurement is the key to unlocking more effective performance improvement, and ultimately improved outcomes for beneficiaries.
We hope this study will provide some clear and practical steps to improve impact and efficiencies. To have a starting point, we have included a diagnostic to identify areas of opportunity within organisations.
The document provides guidance on three steps to successfully turn around a struggling non-governmental organization (NGO): evaluation, control, and planning. It outlines actions to take within each step such as conducting financial and operational analyses in the evaluation step, instituting spending controls and reviewing programs in the control step, and developing a strategic plan and advisory board in the planning step. The overall goal is to understand the problems, cut costs, and rebuild the organization to be agile and sustainable for future challenges.
The document outlines 3 steps - evaluation, control, and planning - for turning around an NGO facing financial distress, along with the mindset needed for change. Successful leaders must clearly communicate the need for shared sacrifice through innovative changes to both business models and culture. Turnarounds require swift evaluation of problems, controlling expenses, and collaborative strategic planning with stakeholders.
This document summarizes a conference on harnessing health and wellbeing in older age. It discusses:
1) Presentations from experts on using innovation and collaboration across sectors to improve outcomes for older adults, such as developing digital health tools and exercise programs to prevent falls and strokes.
2) The concept of an "innovation ecosystem" to deliver solutions that improve lives and how these solutions can be scaled up. Examples of specific innovations developed in the North of England are mentioned.
3) The need for a common outcomes framework and additional funding to support preventative programs and a focus on living well in older age rather than just treating illness.
4) Systems leadership approaches that focus on relationships and influence to
Similar to Riding the waves - strengthening organisational resilience (20)
How do we shift to community-led researchNoel Hatch
This document provides an agenda for a meeting on community-led research. The meeting will include project overviews, breakout sessions on various themes of community-led research, and a wrap-up. Breakout sessions will focus on developing culturally appropriate research methods, working with communities, making equal research partnerships, letting communities decide research topics, and using community knowledge for change. The goal is to share learning and build connections to better understand and support community-led research.
Barry Fong, Principal Social Policy Analyst at the Greater London Authority (GLA) will take us through the Survey of Londoners 2021-22. Conducted at the end of 2021, so just before the full effects of the cost-of-living crisis began to set in, it was commissioned to provide vital evidence on key social outcomes for Londoners, following the onset of COVID-19 and associated restrictions.
A similar survey was conducted in 2018-19, so this survey would show how things had changed in the capital since then.
Barry will go through some of the key findings from the survey before handing over to Michael Cheetham and Ellen Bloomer from the North East London Integrated Care Board, who collaborated with local authority partners to fund a sample boost for the survey within North East London. They will explain how they used the data, including the analyses, the results and how this impacted strategy and practice.
Barry Fong, Principal Social Policy Analyst at the Greater London Authority (GLA) will take us through the Survey of Londoners 2021-22. Conducted at the end of 2021, so just before the full effects of the cost-of-living crisis began to set in, it was commissioned to provide vital evidence on key social outcomes for Londoners, following the onset of COVID-19 and associated restrictions.
A similar survey was conducted in 2018-19, so this survey would show how things had changed in the capital since then.
Barry will go through some of the key findings from the survey before handing over to Michael Cheetham and Ellen Bloomer from the North East London Integrated Care Board, who collaborated with local authority partners to fund a sample boost for the survey within North East London. They will explain how they used the data, including the analyses, the results and how this impacted strategy and practice.
How can humanities research contribute to policy 2Noel Hatch
This research into the COVID-19 pandemic has radically changed how academic researchers engage with policymakers by sharing findings quickly. It has built strong long-term relationships across the UK and shown how arts-based research methods can capture complex experiences to help create more effective policies that support recovery and resilience.
How can humanities research contribute to policy 1Noel Hatch
There is always a danger that the humanities are overlooked in favour of the social sciences or ‘hard’ sciences in research-policy engagement, when the former have an important role to play.
The session will provide case studies and a facilitated discussion to better understand the potential implications and challenges for policymakers of engaging with humanities researchers.
The London Strategy and Policy Network and the London Research and Policy Partnership invite you to join a session to explore the contributions that humanities research can make to policy by bringing together humanities researchers and policymakers from across the capital and beyond.
Welcome and introduction (1:00 – 1:10pm)
Chaired by:
Professor Ben Rogers, Professor of Practice, University of London & Bloomberg Fellow to LSE Cities
Overview: How can humanists and policymakers work together? Benefits and opportunities of humanities research and policy engagement (1:10 – 1:20pm)
Presented by:
Jo Fox, Pro Vice-Chancellor (Research & Engagement) & Dean, School of Advanced Study, University of London.
Case study 1: Lessons from ‘The Pandemic and Beyond: the Arts and Humanities Contribution to Covid Research and Recovery (1:20 – 1:30pm)
Presented by:
Pascale Aebischer, Professor of Shakespeare and Early Modern Performance Studies, University of Exeter and PI of The Pandemic and Beyond: the Arts and Humanities Contribution to Covid Research and Recovery, University of Exeter.
Case study 2: Place-making, diversity and co-production: making visible the layers of London (1:30 – 1:40pm)
Presented by:
Justin Colston, Senior Lecturer at Institute of Historical Research, University of London.
Q & A / Discussion (1:40 - 1:55pm)
Closing remarks (1:55 - 2pm)
ABOUT LRaPP:
London Research and Policy Partnership (LRaPP) is a new partnership aimed at promoting greater synergy between London government and the academic research community.
The Partnership is evolving among movements bringing universities and local communities, cities and regions closer together - the ‘civic universities agenda’. It encourages universities to use their expertise and organisational resources to address pressing public policy challenges.
There are many examples of London's academics and public sector working together. Yet, most of these relationships develop in an ad hoc way. LRaPP takes a systematic approach through proactive and sustained engagement between the university and government sectors.
London Strategy and Policy Network
This network brings together people working in policy & strategy working in local government across London to learn new insights on cross-cutting issues and new methods in how to develop insight, policy, strategy & change.
This helps them support their organisations make sense of how to tackle issues which cut across various services and that require a whole system approach across local places to tackle.
The document summarizes community engagement efforts in Islington, London from December 2021 to May 2022 aimed at understanding inequality. Over 6,000 local people participated in surveys, workshops, focus groups, and other activities to share their experiences and perspectives. Key engagement approaches included self-facilitated discussions in schools with over 600 young people, puppetry and filmmaking workshops exploring issues with students with special needs, and a documentary film project in which LGBTQ+ residents were trained to create films about their own experiences of inequality. The engagement informed the development of recommendations to address inequality in Islington.
The document summarizes the progress and key activities of the Citizens' Assembly in Newham, London. It discusses the assembly's focus on developing 15 Minute Neighbourhoods, where residents can access everyday services within a 15 minute walk. It provides details on the assembly stages, expert speakers, evidence shared, and improvements made to engage residents and develop policy recommendations on delivering 15 minute neighbourhood principles in Newham.
The document discusses lessons about governance from third sector organizations. It finds that these organizations are shifting away from lack of transparency, rigid hierarchies, and gatekeeping, toward practices like accountability, decentralization, relational leadership based on consent. Key lessons include the importance of culture that encourages challenge, transparency to enable accountability, and striking a balance with structure to avoid recreating hierarchies when large organizations decenter power.
The London Research and Policy Partnership (LRaPP) aims to facilitate collaboration between academic researchers and London policymakers to address major social, economic, and environmental challenges facing the city. It will act as a broker to connect experts with policy gaps and support joint projects, placements, and research. An initial focus includes issues like inequality, economic recovery from Covid, climate action, and skills development.
UCL Local research & policy collaborationNoel Hatch
UCL has engaged in several local policy collaborations in London:
1. UCL supported a workshop and advisory board for Waltham Forest's state of the borough report and equity approach.
2. UCL delivered roundtables on good work for Islington's agenda and scoped a policy challenge.
3. UCL partnered with Camden Council on an internship program.
UCL also brokered connections for academics to contribute to climate initiatives in Hackney and Harrow. UCL delivered a roundtable for Newham Council's 15 minute neighborhoods plan.
CAPE is developing a fellowship program to enhance evidence-based decision making for local authorities through interaction with other universities and mobilizing
How can we support innovation to help people on low incomes?Noel Hatch
The Workertech Partnership is a 3-year program by the Resolution Foundation to invest in social ventures that use technology to improve the lives of low-paid and insecure workers. It aims to help workers gain skills, a voice in the workplace, better job opportunities and work conditions. The program invests in startups and builds an ecosystem through events and research to understand workers' experiences. Current portfolio companies are developing tools for skills tracking, job comparisons, organizing workers, and supporting carers. The next steps include more ecosystem building activities and measuring the program's impact on workers.
The document outlines plans by the London Policy and Strategy Network to better connect community insights to policy development. It discusses establishing an Insights Hub to showcase non-traditional community data, a learning network to share best practices, and supporting peer research. The network aims to improve how insights are collected, used, and embedded in policy by rebalancing power dynamics and valuing lived experience. It provides examples of past initiatives and outlines pilots for the Insights Hub and learning network to strengthen the connection between community voices and policymaking.
- The document aims to develop a definition of civic strength, understand its contributing domains in London, measure its distribution, and support the Building Strong Communities mission.
- It creates a Civic Strength Index framework measuring relationships/social capital, democratic engagement, and public/social infrastructure to provide a new lens for understanding community strengths.
- The index identifies data gaps that need filling to have a complete picture of civic strength distribution across London and support areas of opportunity.
The APSE Local Government Commission 2030 report makes recommendations to revitalize and strengthen local government in the UK over the next decade. It calls for (1) enshrining local government's role and powers in a new constitutional settlement, (2) devolving more powers and services to local control through new Devolution Bills, and (3) establishing a long-term, sustainable funding model to ensure local authorities have sufficient resources to meet community needs. The report is based on extensive consultation and aims to address issues like inadequate funding, lack of democratic accountability, and workforce challenges facing local government.
15 Minute Neighbourhoods - University of the Arts - Group 3Noel Hatch
Here are potential responses to your questions:
- While keeping the overall design grounded and realistic, incorporating some speculative/futuristic elements could help envision possibilities and spark imagination. Balance is key.
- Designing one flagship space as a proof of concept is realistic, but considering connections to the wider neighborhood context is important for accessibility and community buy-in.
- Reaching out directly to residents for input is ideal, but the council may have privacy concerns. Partnering with local community organizations who already have relationships/trust could be a good alternative for gathering perspectives.
- When contacting residents, framing it as student/academic research for a potential future council project, rather than a definite council initiative, allows for open discussion
This document provides maps that outline key neighborhood facilities within a 15 minute walking boundary. It displays various neighborhood facilities to give an overview of their locations. The maps also show parks and green spaces, indicating individual entrances and the 15 minute walking areas around each.
A Guide to AI for Smarter Nonprofits - Dr. Cori Faklaris, UNC CharlotteCori Faklaris
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
Indira awas yojana housing scheme renamed as PMAYnarinav14
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
2. Introducing IMPOWER
Largest independent consultancy focussed exclusively on
delivering better public services
Transforming the way public services are managed,
reflecting the complexity of the systems they operate in
Improving outcomes for citizens, using public funds better,
and leaving public services more resilient
3.
4.
5.
6.
7. Section title
Subtitle if needed
Organisational resilience is
the ability to anticipate, adapt to and
bounce forward from disruption
8. Given the uncertainty of complex
systems…
…dealing with ongoing disruption
is part of the core business of a
council
9. Poor Ofsted Inspection
Provider failure
e.g. res care home
announces insolvency
Cyber attack
CEX resigns
Extreme weather conditions
e.g. flood, storm, snow,
heatwave
Surge in demand
e.g. 2 large families needing
to go into care, resulting in
£1m additional annual spend
Pandemic
Serious police investigation
of a cabinet member
Strike
e.g. teachers, refuse
collectors
Resilience is required to respond to a broad
range of events
10. Councils need adrenaline and core strength
Adrenaline enables an
absorbative response, a surge
of energy to get through the
initial shock and stress.
To keep riding the waves of disruption, recover
quicker between each one, and bounce back
stronger needs more than adrenaline – it
requires core strength, which is built through
adaptive and anticipatory capabilities.
11. A resilient organisation requires three distinct capabilities:
Absorbative capabilities: to undertake rapid
change to be able to keep going during a shock
Adaptive capabilities: to make incremental
changes to be able to move forward
Anticipatory capabilities: to ensure positive
changes are sustained and optimised, and to
prepare for future disruptions
A resilient organisation needs 3 capabilities
12. 6 key characteristics of a resilient council
Strong leadership and
decision-making
Staff engagement,
empowerment and
wellbeing
Learning-driven
improvement and
innovation
Leveraging finance
and performance
intelligence
Effective and
collaborative
relationships
Resource planning
and flexibility
14. Councils are stronger at
applying absorbative
capabilities, rather than
adaptive or anticipatory
capabilities
Absorbative capabilities: to
undertake rapid change to be able
to keep going during a shock
Adaptive capabilities: to make
incremental changes to be able to
move forward
Anticipatory capabilities: to ensure
positive changes are sustained and
optimised, and to prepare for
future disruptions
15. “Over several years we have been
building a culture where people feel
good working here, where they feel
valued, motivated and engaged.”
“You need to
start with the
financial systems
in place or you’re
always trying to
catch up.”
“We went into this crisis
on a sound relationship
footing...the team are
very well networked
with key people locally.”
“We were
already moving
from an office
space estate to
a team space
approach.”
Many councils have
deliberately invested in
developing their
adaptive and
anticipatory capabilities
“In the recovery
plan we want to
ensure we have a
more multi-skilled
workforce.”
“In the last few months we
have used information I’ve
never seen before, thought
of asking for or known was
available. Makes me
rethink what we need
outside of a pandemic.”
“This is an
opportunity to
review and
reimagine our
estate and ways
of working.”
Councils have also
started to highlight
capabilities they
want to strengthen
16. Governance has been flexed successfully
Accurate and timely financial and
performance information is available
The workforce was able to be to
mobilised and shared at the start of
Covid-19
Staff wellbeing has been at the forefront
Open and constructive dialogue with
system players has been maintained and
relationships strengthened
Celebrating council resilience
“We made a decision
to invest £1m in PPE.
This would normally
take three weeks but it
took two days.”
“What we have done with the
District Councils has been fantastic.
We have been motivated by doing
the right thing by people
regardless of which organisation
we work for.”
17. Decisions about delivering non-essential
activity have mainly been avoided
Staff are not typically skilled in transferable
capabilities
Capacity to reflect on disruptions and act on
the insight is not available
Few councils are actively nurturing cultures
that foster innovation
Half the councils feel they need more
effective ways to identify early signals of an
encroaching disruption
Lessons for the sector
“We know we’ll always
need people-facing staff
and skills in any crisis – so
we could proactively skill
up people who are less
people-facing.”
“We need to be more
disciplined writing down
learning and pausing and
celebrating versus just
moving on too quickly.”
19. In your groups:
minutes
1. Discuss whether this articulation of
organisational resilience resonates with you
2. As a group choose one of the six
characteristics to discuss and reflect on the
extent to which the indicators exist within
your own organisation
Be prepared to feedback to the plenary session
March 2020 – London Underground workers spraying antiseptic on the tube. This disruptive event was beyond anyone’s expectations and almost literally tuned our worlds upside down overnight.
However with it’s usual gritty, determined and practical attitude, local government swung into action.
I’ve worked for local authorities for over 20 years and almost everyone I’ve spoken to has said that local government is at it’s best in a crisis. The adrenaline-based response kicks into high gear and really huge changes were made almost immediately. People were redeployed en masse, food was distributed, whole sets of services were mothballed, and cooperation on the ground between local agencies was at its finest.
However – the usual crises managed by local government tend to be limited either in scope – i.e. the only affect part of the organisation – or time – they end after a couple of weeks, and adrenaline can get you through the first phase.
After a few months of admiring the ongoing efforts of the sector, we began to notice signs of exhaustion, and wondered what might come next – and we also wondered really how resilient a local authority would need to be to really bounce forward from a crisis of this magnitude.
So we decided to see if we could help the sector to learn from the experience. We felt that the pandemic had stressed the system and may have revealed hidden strengths and weaknesses; and we wondered whether we could aggregate the collective learning to provide a powerful framework for understanding what real resilience looks like for public sector organisations working in complexity.
In conjunction with the CCN, we identified 8 authorities prepared to donate their time and information to our research project – and we owe them all a huge debt of thanks. Combined, these 8 serve almost 5m people.
We interviewed the top teams in every council – chief executives and executive directors, and sourced additional data and information to supplement our insight.
Our aim was to see if we could define what it would take for organisations to be able to ride the wave – rather than be swamped by it. Were there particular characteristics which would make a difference if present or absent? Were they common?
Starting with an academic framework grounded in system resilience, we adapted this for local authorities and then we iterated that framework a further 2 times with the information we gathered from the participating councils. Subsequently, we used this framework with 3 additional councils to refine it further.
This led to us publishing a report in June and offering the Framework under a Creative Commons licence in July to enable others to remix, adapt, and build upon our work.
We found that … Organisational resilience has been misunderstood and narrowly framed as either personal resilience at scale, or the ability to ‘keep going’. Personal resilience is the ability to cope with the negative effects of stress, and avoid mental health problems. Whilst there is an interdependency between organisational resilience and personal resilience, enhancing personal resilience of staff alone puts a misplaced onus on individuals. The ability to persevere or ‘keep going’ is important, but it does not enable councils to adapt and build back stronger. If councils continue to function in this way, it will lead to exhaustion and this could potentially turn into an energy crisis if not dealt with.
Councils exist in highly complex environments. Complex systems have a degree of uncertainty with situations that can be difficult to predict and anticipate. This uncertainty can lead to waves of disruptions. Resilience is needed to anticipate, adapt and bounce forward from all these disruptions. Covid-19 is one of the largest crises we will probably experience in our lifetimes. Yet resilience is also necessary for managing smaller disruptions, such as a poor OFSTED report, a surge in demand, or provider failure.
Quick poll on Teams chat
How many times have these (or other) events happened in your council in the past three years?
1
2
3
4
5+
Running a marathon as opposed to running a sprint is the prevailing metaphor for council resilience given Covid-19. However, this is misleading. This is not a marathon. There is no finish line. Disruption is part of the core business of a council given the uncertainty of complex systems. It’s more like riding the waves, disruptions will keep coming, large or small, and with differing time gaps in between. Councils need to change their mindset, to view resilience as a capability not a response to an event. Councils cannot keep going running on adrenaline alone. They need to start drawing from their core strength to be able to keep riding the waves.
Persistence – the defining characteristic of local government – isn’t enough.
Organisations also need to build two additional capabilities.
Adaptive
Anticipatory
As a result of the interviews and subsequent analysis, we have identified six key characteristics of a resilient organisation where absorbative, adaptive and anticipatory capabilities are required. Building these capabilities for each of these characteristics will enable councils to be resilient.
6 x 3 matrix!
We have defined a series of indicators that help ascertain the strength of each capability for each characteristics. These have been iterated as the interviews progressed.
Across all the characteristics there are more indicators for the anticipatory capabilities as we came to appreciate that this provides a foundation for the other capabilities. For instance, in the “Strong leadership and decision-making” characteristic a strategic capability indicator of “Trust and respect has been built between officers and members” has been key for the absorbative capability of being able to flex governance processes to enable a shock response during Covid19.
Analysis of council resilience levels
As the context for each council differs, each has a unique profile. Councils need to understand their own profile to ascertain which capabilities they should enhance to become more resilient going forward. Nevertheless, there are some commonalities that have emerged from our assessment of eight councils
It is important to note that as the work progressed, the framework was iterated and refined - therefore there are some gaps in the evidence gathered.
The analysis indicates that, overall, councils have strong absorbative capabilities. This reflects a clear prowess in maintaining operational standards, safety and delivery, and reinforces that they have the skills to persevere and keep going during a disruption. Anticipatory capabilities are the least well-developed, with many councils finding it difficult to create the capacity to sustain and optimise positive changes, or prepare for future disruptions. The impact of this profile is playing out during Covid-19 and willingness is trumping wellbeing. Despite councils promoting staff wellbeing, the willingness of dedicated staff to push themselves to their limits, relying on adrenaline, has resulted in fatigue.
Many councils have deliberately invested in developing their adaptive and anticipatory capabilities to enhance their core strength and increase their resilience. This can be seen in building wellbeing cultures, investing time in system leadership, and developing strong information systems to maintain a financial grip.
Councils have also started to highlight capabilities they want to strengthen going forward, as Covid-19 has revealed gaps in their abilities. Reimagining the council’s estate and ways of working has been mentioned by most participating councils, and some are also considering how they distribute practice specialisms and how to build on their increased ability to leverage data.
Governance has been flexed successfully to respond to recent disruptions due to trust between officers and members. Councils immediately reconfigured their operations to be able to respond to the emerging crisis. This was possible due to clear and regular communications, and the trust and respect that had been built between officers and members.
Accurate and timely financial and performance information is available to inform strategic and operational decision making and this extends to disruption specific information. Most councils felt they were able to maintain a financial grip as strong financial systems were already in place. Councils were also able to track demand, understanding how demand was changing and the implications of this on service delivery, including the impact on in-year budget and savings plans.
The workforce was able to be to mobilised and shared at the start of Covid-19 and staff supported to complete critical tasks. One council established a temporary staffing agency and mapped critical roles to the skills of people available for redeployment, which enabled them to successfully redeploy up to 900 employees. Most councils’ IT infrastructure has held up to the challenge of mobile working, as they had either already modernised or quickly accelerated existing plans. This is thought to be partly due to the large geographical areas they cover.
Staff engagement and wellbeing have been at the forefront of councils resilience. All councils evidenced good communication with staff, with regular formal and informal two-way communications, visible leadership, and live pulse checks during webinars. One council that was particularly strong had been through a leadership programme which created a culture of staff engagement and wellbeing. Another council had a culture of knowing their staff so they were aware of where home wasn’t a safe environment and arranged for some people to be office based from the start.
Open and constructive dialogue with system players has been maintained during the crisis and relationships strengthened. One council has adopted a ‘One Team’ approach across the system which has brought them closer, working with each other for the benefits of local citizens. This has arisen out of a strong foundation as significant time over the past few years has been dedicated to actively building relationships. Other councils spoke about relationships having improved during the crisis, with more frequent contact having brought them closer together. The relationship with providers has enhanced during the pandemic for many councils, with greater communication and information sharing, and discussions on how to adapt together. Councils have worked in partnership with the VCS and community groups, combining their resources, skills and networks to help people most in need. There is a recognition that councils need to work effectively at a local level together with local people. Many are looking at how to optimise these enhanced relationships going forward, embedding more community-led approaches and local empowerment for the longer term.
Decisions about delivering non-essential activity have mainly been avoided, with the default being to deliver all services when government rules allow. Government rules during the first lockdown released capacity and enabled staff resources to be flexed. However with this removed the default tends to be to continue to deliver all services and activities, with decisions about what the best action is given the rapidly changing local context and capacity being avoided.
Staff are not typically skilled in transferable capabilities and practice specialism is not widely distributed, leaving councils vulnerable when needing to fill key roles. Councils recognised that they didn’t have people with the right skills to undertake the roles required. This applies to delivering new tasks, as well as to having to work differently. Concerns were raised about succession planning, with the pandemic highlighting the risks when an individual is not available.
Capacity to reflect on disruptions and act on the insight is not available, and few councils are actively nurturing cultures that foster innovation. Some councils have found it hard to carve out space to gather lessons learnt with the risk that this is not being incorporated into the organisations knowledge base and acted upon. In some councils the lack of an innovation culture has resulted in staff not being confident making decisions during the unknown environment of Covid-19 and escalating operational.
Half the councils feel they need more effective forecasting and horizon scanning capabilities to determine future trends and to identify early signals of an encroaching disruption. All councils are undertaking some form of forecasting and horizon scanning, but half feel that this is a general weakness in local government and public sector.
Investing in resilience is not a statutory requirement, it is a deliberate leadership choice to enable the council to deal more effectively with future disruptions and to be in a better position to operate within complexity. We propose three steps that will support councils to transition to, and build upon, their reserves of core strength.