This document summarizes findings from a qualitative longitudinal study of third sector organizations in the UK. It discusses two case studies of villages, "Sycamore" and "Larch", to illustrate changes in grassroots community groups. In Sycamore, an affluent village, community groups have faced conflicts over issues but have continued with support from residents. In Larch, a formerly mining village, community groups have struggled after the end of regeneration funding, showing how historical layers of investment influence present communities. The study examines continuity and change for organizations in uncertain political and economic times.
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Clever Media LLC is an innovative advertising agency based in Puerto Rico, specialized in designing 360 degree integrated marketing strategies and creative tactics for startups and businesses with aggressive growth goals. We develop and execute creative guerrilla tactics, lead generation strategies, and market research programs that connect customers with brands.
The agency’s diverse team is continuously seeking ground-breaking knowledge to develop strategic designs, innovative tactics, and well-rounded plans that advance the advertising industry in PR. In less than 3 years, had 200% growth and 160% growth in years 1 and 2 respectively during the hard economic times that Puerto Rico is facing. Clever Media’s clients include Moneyhouse, the largest private capital mortgage institution in the market, USIC, leader in the surety industry, and USIC Life, ranked in first place among Life Insurance companies in Puerto Rico.
Let us empower you. #YouAreClever
Somos una agencia especializada en conseguir que nuestros clientes sean parte de la vida de su target, creando emociones y experiencias en la red con las que los usuarios se identifican. Especializada en estrategias, creatividad y social media enfocada a resultados y efectividad implementando nuevas tecnologías y tendencias.
Clever Media LLC is an innovative advertising agency based in Puerto Rico, specialized in designing 360 degree integrated marketing strategies and creative tactics for startups and businesses with aggressive growth goals. We develop and execute creative guerrilla tactics, lead generation strategies, and market research programs that connect customers with brands.
The agency’s diverse team is continuously seeking ground-breaking knowledge to develop strategic designs, innovative tactics, and well-rounded plans that advance the advertising industry in PR. In less than 3 years, had 200% growth and 160% growth in years 1 and 2 respectively during the hard economic times that Puerto Rico is facing. Clever Media’s clients include Moneyhouse, the largest private capital mortgage institution in the market, USIC, leader in the surety industry, and USIC Life, ranked in first place among Life Insurance companies in Puerto Rico.
Let us empower you. #YouAreClever
The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
This presentation was given by Karl Wilding, Director of Public Policy (NCVO), Dave Kane, Senior Research Officer (NCVO) and Rob Macmillan, Research fellow (Third Sector Research Centre) and discusses the changing landscape in the third sector.
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
Katherine Stephan, Research Engagement Librarian -
Liverpool John Moores University
Lucinda May - The University Of Manchester
Steve Carlton - University or Manchester
Certain in our uncertainty: Acknowledging, addressing and achieving in an unequal scholarly communications landscape
This breakout session will scrutinise two very different scholarly communications teams and identify the similarities, differences and chasms within. Each team represents a ‘side’ of this inequality:
When you ‘have’ - what do you focus on?
When you ‘have not’ - how to achieve when your resources are very limited?
We will share our different experiences of challenges we have in common, such as grappling with Transformative Agreements; establishing processes to support data-driven decision-making; and advocacy and securing buy-in from senior leaders. We’ll also consider some challenges which are specific to our local context; how we have addressed these; and identify future issues on the horizon. Using our own institutional perspectives, we hope to invite discussion on how we can do better, for and by each other, recognising that by acknowledging similar uncertainties, we may find solutions that can benefit all of the academy.
We would be keen to hear your thoughts on the challenges we identify in our session, either before, during or after. You can contribute anonymously (or not) to our Padlet at bit.ly/uksg_padlet.
The goal of this course is to detect and develop your skills to balance conflicting opinions, to manage situations of crisis and ultimatively to benefit from opportunities of change.
Therefore, this lecture is held in a useful two days workshop setup providing you theoretical background, exciting case examples, state of the art managing tools and last but not least enough time and space to practice and hone your capabilities in a workshop-like lecture setup.
This class is designed to be a unique, yet fast moving learning experience touching the fundamentals of conflict – crisis & change and will be a lot of fun.
The cases in this class stem from the public and private sector: NASA, General Motors, General Electric, The Ritz Carlton, Lehman Brothers, Campbells, Volkswagen, IBM, BN Santa Fe, Ikea, General Public Utilities Corporation, Walt Disney and many more
Social Impact Bonds: UK and some comparative perspectivesLawrenceFinkle
Presentation given by OPM's Director for Evaluation, Research and Engagement Chih Hoong Sin to the 2015 Social Investing and CSR Forum on 'The Emergence of Social Impact Investment and Transformation of CSR in UK and Japan' Meiji University, Tokyo, 7th March 2015
Manual que proposa un sistema d'indicadors per a estimar el valor social d'un projecte cultural o social. Pensat per a entitats culturals o socials a G.B.
The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
This presentation was given by Karl Wilding, Director of Public Policy (NCVO), Dave Kane, Senior Research Officer (NCVO) and Rob Macmillan, Research fellow (Third Sector Research Centre) and discusses the changing landscape in the third sector.
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
Katherine Stephan, Research Engagement Librarian -
Liverpool John Moores University
Lucinda May - The University Of Manchester
Steve Carlton - University or Manchester
Certain in our uncertainty: Acknowledging, addressing and achieving in an unequal scholarly communications landscape
This breakout session will scrutinise two very different scholarly communications teams and identify the similarities, differences and chasms within. Each team represents a ‘side’ of this inequality:
When you ‘have’ - what do you focus on?
When you ‘have not’ - how to achieve when your resources are very limited?
We will share our different experiences of challenges we have in common, such as grappling with Transformative Agreements; establishing processes to support data-driven decision-making; and advocacy and securing buy-in from senior leaders. We’ll also consider some challenges which are specific to our local context; how we have addressed these; and identify future issues on the horizon. Using our own institutional perspectives, we hope to invite discussion on how we can do better, for and by each other, recognising that by acknowledging similar uncertainties, we may find solutions that can benefit all of the academy.
We would be keen to hear your thoughts on the challenges we identify in our session, either before, during or after. You can contribute anonymously (or not) to our Padlet at bit.ly/uksg_padlet.
The goal of this course is to detect and develop your skills to balance conflicting opinions, to manage situations of crisis and ultimatively to benefit from opportunities of change.
Therefore, this lecture is held in a useful two days workshop setup providing you theoretical background, exciting case examples, state of the art managing tools and last but not least enough time and space to practice and hone your capabilities in a workshop-like lecture setup.
This class is designed to be a unique, yet fast moving learning experience touching the fundamentals of conflict – crisis & change and will be a lot of fun.
The cases in this class stem from the public and private sector: NASA, General Motors, General Electric, The Ritz Carlton, Lehman Brothers, Campbells, Volkswagen, IBM, BN Santa Fe, Ikea, General Public Utilities Corporation, Walt Disney and many more
Social Impact Bonds: UK and some comparative perspectivesLawrenceFinkle
Presentation given by OPM's Director for Evaluation, Research and Engagement Chih Hoong Sin to the 2015 Social Investing and CSR Forum on 'The Emergence of Social Impact Investment and Transformation of CSR in UK and Japan' Meiji University, Tokyo, 7th March 2015
Manual que proposa un sistema d'indicadors per a estimar el valor social d'un projecte cultural o social. Pensat per a entitats culturals o socials a G.B.
Black and Minority Ethnic (BME) Voluntary and Community Sector Voice and Influence - 'Very Small, Very Quiet, A Whisper'
Presentation by Phil Ware, TSRC Research Fellow.
First given June 2013, updated to this version January 2014.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
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The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
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Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
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https://arxiv.org/abs/2306.08302
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https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
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My slides at Nordic Testing Days 6.6.2024
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GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
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The third sector in unsettled times, rob macmillan and rebecca taylor, sra seminar, may 2013
1. The third sector in unsettled times
insights from a qualitative longitudinal study
Rob Macmillan and Rebecca Taylor
Third Sector Research Centre
University of Birmingham
‘Change on the ground’
3rd
seminar in the SRA/TSRC series ‘The Third Sector in transition’
London, 9th
May2013
2. Summary
Part One: “The third sector in unsettled times”
•A great unsettlement?
•‘Real Times’ in a nutshell
•A field guide to a sector in transition
Part Two: “Below the radar in unsettled times”
•Tales from two villages….
•‘Sycamore’ and ‘Larch’
•Layers of community investment
3. A great unsettlement?
A third sector in transition?
•economic context – (dual) impact for the sector of recession, austerity
and cuts
•political context and priorities – the Coalition’s framing of a fiscal crisis;
the ‘Big Society’ as a (partial) decoupling of sector and state?
•‘Shaking-out’ - contraction and closure? enough ‘room’ for everyone?
•‘Shaking-up’ - organisations being more ‘enterprising’, demonstrating
value and greater consolidation
What is an ‘unsettlement’?
•Where resources, relationships, approaches and understandings are
called into question (from Fligstein and McAdam 2012)
•Continuity and change – compared to what?
4. ‘Real Times’ in a nutshell…
Overall aim
• To establish, maintain and analyse a qualitative longitudinal sample of
third sector organisations, groups and activities
Research structure and timing
• Diverse set of 15 core case studies plus a range of related
‘complementary’ case studies
• Spring 2010 to Summer 2013: five waves of interviews, observations
and documentary analysis
Purpose and research questions
• Understanding how third sector activity operates in practice over time
• Fortunes, strategies, challenges and performance
• What happens, what matters, and understanding continuity and
change
5. Methodological/theoretical basis
• Growing interest in qualitative longitudinal research - snapshots and
moving pictures
• Taking time seriously – dimension and object of study
• Exploring the qualities of change – fast/slow; endogenous/exogenous,
etc.
• A ‘field’ based understanding of the third sector – context, relation and
‘room’
• Narrative profiles, storylines and ‘process tracing’
• The promise of ‘seeing things differently’?
6. The overall story so far…
A picture dominated by cuts for some…
• From anticipatory anxiety to the experience of public spending cuts
• Restructuring and redundancies
• Ongoing uncertainty about the scale and scope of cuts, and emerging
policy agendas
• Thwarted plans and contained ambitions
But not for all…
• Organisations planning growth
• Re-positioning and the development of new ventures and services
• Relative insulation from the changing context
7. Pre-Wave 1 • Turbulent recent history - stabilised
through new CEO and Chair from 2006
• Relatively secure funding through LA
grants and contracts, plus additional
specialist contracts and project grants
1
Mar-Jun ’10
Stable - Annual surplus to ‘weather the storm’
and service development; anticipating
outsourcing opportunities; bidding in
partnership for specialist contract
2
Feb-Apr ’11
Survival crisis – LA cuts basic funding;
campaign to save the service; transition
funding; re-commissioning for less;
competition amongst advice providers
3
Sept-Oct ’11
Reprieve through transition – successful bid
for less; redundancies and partial closure;
restructuring and changing role of volunteers;
Legal Aid changes
4
Jul-Aug ’12
Building new political alliances – new well
connected Chair; outsourcing; slow transition
– fundraising and stakeholder development
Wave
‘a large, local information, rights and
advice organisation ‘
‘Birch’
•High service demand
and pressure –
performance target
driven
•‘Us and them’ - local
political engagement
and influences
•Who’s in charge? -
leadership
•Crowded competitive
field
8. Pre-Wave 1 • Established 2004 – informal (unruly?)
drop-in sessions
• Five year foundation grant and LA funding
both awarded 2008 enables expansion and
paid staff
1
Apr-Jul ’10
Crisis - dismissal of founding coordinator; torn
loyalties but trustee board, staff, volunteers
and users mostly hold together; new
coordinator recruited
2
Dec ’10
Stabilisation and new developments – new
systems; re-branding; introduction of more
structured services; expansion/new projects
3
Aug-Oct ’11
Internal conflict – over new professionalised
identity; external reputation improves; new
business plan; LA structures and funding
changing
4
Aug-Sept ’12
Uncertain future – new offices; outcomes star;
6 months grant funding left; LA commissioning
process beginning; awareness of competition
Wave ‘A family support and parenting project’
‘Hawthorn’
•Liability of smallness? –
boundaries and
informality
•Who’s in charge? -
leadership
•Commissioning-ready?
•Capacity building –
business planning and
tendering
9. Uncertain futures
“we are a different animal now than we were 12 months ago. We would
not have focused on half the things that we’ve focused on. We’re not as
good as we need to be, and that’s what I mean about it takes a long time
to change.
“It’s been difficult to plan for….and that’s the big thing even at the
moment, that actually it is still difficult to see what’s in front of you.. The
plans have to be ‘we’re as flexible as we need to be to do what we need to
do’, you know… But it doesn’t necessarily feel comfortable really, that
you’re having to be so quick on your feet that actually you don’t want to
lay things down because that might slow you down, so let’s keep it open
and fluid”
10. Unfolding fields…
• Accommodating diversity, complexity, context and change…
• Strategic action fields (Fligstein and McAdam 2011, 2012)
“actors (who can be individual or collective) are attuned to and interact
with one another on the basis of shared (which is not to say
consensual) understandings about the purpose of the field,
relationships to others in the field (including who has power and why),
and the rules governing legitimate action in the field" (Fligstein and
McAdam 2012: 9).
• Multiple overlapping fields – organisations as/in fields (Emirbayer and
Johnson 2008)
• Sources of stability and change: perpetual struggle, interdependence,
sensitivity and proximate social fields – ‘a stone thrown in a still pond’
• Emergence, stability and unsettlement/crisis: of positions, norms and
institutions
11. 1. Restructuring/redundancy
• Cutting costs
• Multiple agendas – necessary evils and organisational agendas
• Managerial restlessness
• Substitution between paid and unpaid work
“it’s some of the most painful stuff I’ve ever had to do, it’s absolutely
horrible, absolutely horrible. People come in and really look you in the
eye and tell you how desperately they want their job and they enjoy
their job and you just feel dreadful because, you know, it’s not about
whether you want your job or not…It’s about how much money we’ve
got and as much as you like your job, we’re not going to have a job for
everybody at the end of this and it’s shit, what can I tell you?”
12. 2. Reconfiguration/merger
• An ongoing but contested theme in third sector conversation – ‘small
drops in millions of buckets’
• A preference for ‘sharing without merging’
• Acquisition as a growth strategy (housing group structures):
“the strategy around that has to be tacit and not overt so I don’t think
you go out there and openly pursue a kind of merger and acquisition
strategy”
• Lots of talk but little action (family support):
“so there’s quite a lot of potential basket cases out there if I’m honest,
and it wouldn’t be sensible for either charity to, the coming together of
two baskets is not a good idea”
13. 3. Repositioning/rebranding
• Niche (in relation to others):
“you’ve got to be aware of what other people are doing. We certainly
try and stay close to key competitors and their tactics to understand
what the world is going to look like and we try and adjust our plans
accordingly. We do quite a lot of I suppose what the private sector
would call market analysis, you know, what’s the... horizon scanning,
another kind of phrase for it, what is the world going to look like, what
are the political directions, how do we position ourselves to work in that
way….”
• Branding as a strategy of affiliation and distinction from others/the past:
“where I want to be by the end of the year, which will be a completely
different organisation, a fresh new start and that kind of
professionalism will be seen by our stakeholders, which I think then by
the end of the following year we really would be in a good position to
have the data, have a proven track record of delivering quality services,
to go and get more funding”.
14. Conclusion
• A great unsettlement?
• Adjustment strategies over time to preserve/advance ‘room’…
• ‘Room’ as - the ‘space’ for an organisation to operate in a given field,
involving:
– an acknowledged role and position, based on a context-specific,
ongoing, sometimes awkward and contested accommodation
between similarly placed organisations operating in a given
catchment area, and
– a capacity to continue its activities to pursue its aims.
• Seeing things differently?
What we’re doing at the moment is planting all these seeds hoping that
they will grow and we’ll have a strong enough service come April that
we can deliver in this new regime…at the moment we’re still really in a
bit of no man’s land….
15. Further information
‘Real Times’ is being undertaken by a team of five researchers at TSRC:
Rob Macmillan, Malin Arvidson, Andri Soteri-Proctor, Rebecca Taylor and
Simon Teasdale.
•Seeing things differently? The promise of qualitative longitudinal research on
the third sector (TSRC WP56, Mar ’11)
•First Impressions: introducing the ‘Real Times’ third sector case studies (TSRC
WP67, Nov ’11)
•Making sense of the Big Society: perspectives from the third sector (TSRC
WP90, Jan ’13)
Forthcoming: The third sector in unsettled times – a field guide
www.tsrc.ac.uk
16. Part Two
Below the radar in unsettled times:
tales from two villages
• Grassroots not service delivery
• Our ‘BTR’ cases raise questions about…
– the differential impacts of wider social context
on the sector
– the nature of change, the role of class and
history, and sedimentary layers (Massey 1995, 2nd
ed)
17. Groups, events and associations
The
action
group
The parish
council
The WI
The
Football
club
The
landowner
The
celebrity
resident
The baby-
boomers
Social
housing
tenants
Sheltered
housing
residents
The
Sycamores
The village
fete
The pub
festival
18. Pre-Wave 1 • Relatively affluent village in the Southwest -
• Good infrastructure (shop, pub, church and primary
school) and close to a large market town
• Large group of active residents and a parish plan
• 2010 - what to do about the village hall and what to do
about a planned housing development ?
1
Jan-May ’10
Group established to
implement the action
points in the parish plan
Running since 2002 with
several organising
committees. Big themed
event for spring 2010 over two
days
2
Nov ‘10- Jan
’11
The group is formalised
with an AGM and elected
committee
3
June ’11
Group continue to work
on issues and a new plan
drafted in April
Village fete return to the usual
format and committees
4
Aug-Sept ’12
Resignations and elections
and slight shift in focus
but the group continues
The Sycamore games –
different event, new
committee, some dissenters
Wave ‘the action group’ ‘the village fete’
‘Sycamore’
•The same old
faces
•The landowner
and the village
•Us and them
19. Change
• A thriving village with ‘a spritely step about it now’, but
depends who you are
• Us and them – power struggle and conflict- interests
change, groups realign
• Slow moving, mostly small scale, a series of ups and
downs
• Layers of investment – generations of patronage,
land/capital, skills and expertise, time
20. Pre-Wave 1 • Relatively deprived ex-mining village
• Late 1990s Coalfields regeneration programmes –
housing and community economic development
• 2010 - What happens when the money runs out and
political will diminishes?
1
Apr-Aug ’10
Struggling with few
volunteers; awaiting
funding bids
Lease for land; building
networks
2
Feb ’11
Unsuccessful funding bids;
winter damage
Severe winter slows progress;
volunteers and placements
3
Aug-Sept ’11
In arrears - rent
negotiations; moving out
and closing down?
Selling first produce; funding
bids unsuccessful
4
Aug-Sept ’12
Fundraising auction;
operating on reduced
scale in smaller building
Successful funding bids secure
staff; summer fun day draws
the crowds
Wave ‘Heritage Centre’
‘Horticultural Social
Enterprise’
‘Larch’
•Brown hair and
grey hair
•Dwindling
infrastructure
support
•Who pays for
space?
•Movers and
shakers
21. Layers of investment
Doreen Massey argues that local areas:
“are products of long and varied histories. Different economic activities and
forms of social organisation have come and gone, established their
dominance, lingered on and later died away…the structure of local economies
can be seen as the product of the combination of ‘layers’, of the successive
imposition over the years of new rounds of investment, new forms of
activity”
(Massey 1995: 114, emphasis added).
•The past shapes the present, though not in some deterministic way
•Complex historical outcomes are not just economic:
“The layers of history which are sedimented over time are not just economic;
there are also cultural, political and ideological strata, layers which also have
their local specificities” (Massey 1995: 116).
22. Layering – a comparison
‘Larch’
The here and now:
•A struggling village?
•Relatively deprived
•Core group of activists; us/them
•Fundraising and enterprise
•Challenging parish council
A product of:
•Coal-mining and aftermath
•Coalfields regeneration
•Disinvestment in community
development
•Class and ‘movers and shakers’
‘Sycamore’
The here and now:
•A thriving village?
•Relatively affluent
•Core group of activists; us/them
•Fundraising events
•Facilitative parish council
A product of:
•Agricultural history
•Importance of landownership
•No area-based regeneration
•Class - resources, skills and
connections
23. Thinking about time and community
•Sedimentary layers of (community) investment of:
o money, time, energy, mobilisation, connection…
•and perhaps now ‘disinvestment’ (with differential impacts)…?
Community development…
•‘takes time’ (but how long is needed?)
•leaves legacies (but how strong are these?)