Slides at national conference for the community and charity sector 2012

WELCOME & INTRODUCTIONS

Fintan O’Toole

CHAIRPERSON

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Innovate Involve Inspire 2012 conference

ADDRESS FROM DEPARTMENT OF ENVIRONMENT, COMMUNITY & LOCAL

GOVERNMENT

Rita McNulty

Assistant Secretary



Rita McNulty, Assistant Secretary, Department of the Environment,

Community and Local Government

The Wheel Annual Conference

2012

Tackling the Problem of Diminishing Resources

What to do?

• Make the most out of available resources

• Plan with the end in mind, best practice evidence

• Demonstrate Impact/Prove it

• Involve - Citizen Participation

• Be accountable, make democracy participative

HOW TO SQUARE THE CIRCLE?

• Charities’ decrease in income: 60% in

last three years

• Two-thirds of charities have seen an increase in demand for services

• Reliance on diminishing state funding

Changes in the Community and Local Government Sectors in the DECLG

Consider the changes in the local government sector

& the alignment of its community, local and enterprise remit

with that of local and community development programmes

Changes in the Community and Local Government Sectors in the DECLG

• What opportunities arise for the C&V sector in relation to the second tier of

government?

The need for the C&V sector to position itself to be a key player in

a reformed local government system

The Forum on Philanthropy and Fundraising – assisting with

sustainability in the C&V Sector

SESSION 1

INNOVATING

How can we deliver the best outcomes for people and greatest impacts for communities?



ARE WE DOING THE BEST THAT CAN BE DONE?

Nuala Doherty

Chief Executive Officer, Centre for Effective Services



Nuala Doherty 31st May 2012

Doing our best Are we basing our work on evidence of best practice?

14

Overview

• What is good evidence?

• Best Practice - how are we doing?

• What are the challenges?

• Ways CES supports evidence into practice

15

‘An approach that helps people and organisations make well-informed decisions by putting the best available evidence at the heart of practice development and service

delivery’.

(Sandra Nutley, 2010)

What is ‘evidence-informed’?

16

Types of evidence

Consultation

Practice Wisdom

Policy

Research

17

Finding the evidence you need

© The Centre for Effective Services 2011

18

The Why...

The puzzled practitioner?

19

What practitioners tell us…

20

What exactly are you looking for?

21

How are we doing ?

• Increasing focus across the world, including Ireland – PEIP GUI

• Commissioning of evidence reviews and ‘what works summaries’ by public policy bodies

• Practitioners more confident using evidence to strengthen their work

• The public are more informed and knowledgeable

• Researchers getting better at applying findings to practice

• More understanding of achieving better outcomes for children , families and communities

• Greater awareness of measuring the impact of our services

22

Some challenges...

• The economic climate – it’s a ‘luxury’

• Limits to the evidence –Informed approach

• Limits to research literacy amongst practitioners

• Time constraints

• The best evidence in the world will not result in better outcomes if poorly implemented

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Some more technical challenges...

• Selecting and weighing evidence

• Contested definitions of evidence

• Research V other sources (experiential and practice wisdom

• Dearth of research in some areas

• Generalisability and transportability of research evidence can be limited (need to blend local and international)

24

For practitioners

• Focus on outcomes

• Take a broad approach to evidence

• Find reliable sources of useable evidence

• Distil out the ‘active ingredients’ in effective practice

• Evidence helps us make our assumptions explicit so that we can check and test them

• Reflective practice.

25

For managers

• Drive an outcomes approach to the work

• Include measures of social impact

• Promote a culture of evidence

• Underpin own practice with evidence

• Creating spaces for reflection

• How to support, train and develop staff

• Join up learning across sectors

26

We need to do more by...

• Routinely gathering, collecting and using data in a systematic way to inform our decision-making

• Doing better by knowing more and making connections

• Be open minded and question accepted orthodoxies

• ‘Evidence’ is not a magic bullet

• Implementation is key to better outcomes

27

If you are interested in ‘evidence based/informed practice’

• www.philanthropycapital.org

• www.ceni.org

• www.scie.org

• www.effectiveservices.org

• www.cssp.org

http://www.campbellcollaboration.org/

http://www.scie.org/

http://www.effectiveservices.org/

http://www.cssp.org/

28

CES promoting evidence informed practice

• Prevention and Early Intervention Projects

• Practice seminars e.g. Sourcing Useable Evidence

• Strategic Advice and Support

• The What Works Process

• CES Library

[email protected]

Nuala Doherty

ARE WE DOING OUR BEST TO BE THE BEST?

Sean Coughlan

Chief Executive Officer, Social Entrepreneurs Ireland



Are we doing our best to be the best?

Carrauntoohil

Devils Ladder

Devils Ladder

Howling Ridge

O’Sheas Gully

We need a plan (and we need to check it as we go)

What Why How Is it working

Are we doing our best to be the best?

4 Key Questions

Vision / Ambition

Mission / Purpose

Strategic priorities

Strategic objectives

Impact Measures & Key Performance Indicators

Action Plan (activities, responsibilities, timelines)

Why

What

How

Is it working

taken from

Why What How Is it working

Theory of Change

Strategic Plan

Operations Plan

Measurement Framework Logic Model

common tools

Doing Good Is Not Good Enough … … we must strive to be the best at what we do

Present Better future

A B Strategy

Operations

Sustainability

Communications

Leadership

Measurement


1. We need an appropriate plan that can answer

4 questions: What, Why, How and Is it working

2. We need to follow the plan and course correct

when needed


Thank you

HOW DO WE KNOW WE ARE DOING OUR BEST?

Sandra Velthuis

Whitebarn Consulting



How do we know we are doing our best?

A presentation by Sandra Velthuis of Whitebarn Consulting for The Wheel

31 May 2012

The maximum impact challenge

• Delivering impact is more important than measuring impact.

• But without measurement, how do you know you are having an impact?

Measurement

• You can measure anything …

• But measured does not mean mattered.

• If you treasure it, measure it!

• Meaning is more important than metrics.

Some basic principles

• Understand how what you do leads to change.

• Focus monitoring/evaluation activities on those that demonstrate change.

• Stress intermediate outcomes

and distance travelled.

• Capture your organisation’s

full social value.

• Involve stakeholders.

Tracking progress

• Know what success ‘looks like’.

• Develop meaningful measurements and indicators.

• Use 2-3 measurements or indicators per variable.

• Quantitative and qualitative.

• Consult indicator banks and similar organisations.

• Evidence, not proof.

Example: improved health

• Number of visits to doctor or hospital.

• Weight gained or lost.

• Experience of specific symptoms.

• Absence from work due to sickness.

Example: policy change

• How often issue is discussed in traditional and new media and how it is framed.

• Ratings of policy-makers’ interest in, and influence on, issue.

• Public understanding of issue as assessed by polls.

• Progress of a bill through

the Oireachtas.

Data collection and analysis

• Methods depend on what information you need and what resources you have.

• Existing records, questionnaire surveys, one-to-one sessions, group sessions, etc.

• Samples, baselines and controls.

• Organise raw data, spot patterns/trends … learn!

The right tool for the job

• Quality tools (e.g. EFQM Excellence Framework, ISO 9001, PQASSO)

• Strategic management tools (e.g. balanced scorecard, RBM, SPEAK)

• Tools for measuring outcomes, impacts and social value

Outcomes, impacts, social value

• Individuals (e.g. Outcomes Star)

• Local communities and economies (e.g. Local Multiplier 3 and Prove It!)

• Infrastructure organisations (e.g. Value of Infrastructure Programme)

• Social value (e.g. SROI)

Communicating impact

• Internally to learn, improve and boost morale.

• Externally to meet funding requirements, attract support, increase credibility and share lessons learnt.

• Stories and numbers.

• The good and the not-so-good.

• Appropriate to audience.

Thank you

Please feel free to contact me for further information on outcomes, impacts and social value:

Sandra Velthuis

01 – 296 7694

085 – 167 4425

www.whitebarn.info

http://www.whitebarn.info

TABLE EXERCISE

Developing Targets & Indicators



TABLE EXERCISE

1. Is everyone clear about the outcomes (as opposed to the outputs) their groups are aiming to achieve through their work? Can you give a few examples?

2. Can everyone name some sources of evidence (studies, research reports, surveys,

theoretical models, etc) of what approaches deliver the best outcomes for the people or communities they work with?

3. Would organisations be willing and able to do things differently if evidence

suggested there was a better way to do things? If yes, why? If not, why not?

4. What challenges would you anticipate in moving to more outcomes-based working?

5. What kinds of services, supports or initiatives might you find helpful in making this transition?





LAUNCHED TODAY!

23 Visit Our Stand for

your copy

KNOWING AND SHOWING YOUR OUTCOMES AND IMPACTS

CLOSE OF SESSION 1

COFFEE BREAK

11.00am – 11.30am

Competitions in the exhibitor area



SESSION 2

INVOLVING

How do we maximise people’s participation in decisions that affect them?



PUBLIC PARTICIPATION

Fergus O’Ferrall

Adelaide Lecturer in Health Policy TCD



SHARING SOCIAL RESPONSIBILITY

Sean Healy

Director, Social Justice Ireland



Sharing Social

Responsibility

Seán Healy

Director

Social Justice Ireland

[email protected]

Introduction

Ireland Today?

Ireland’s Development Model?

Material on these topics, as well as on other issues addressed in this presentation, is available in

Shaping Ireland’s Future

Social Justice Ireland’s annual Socio-Economic Review published April 2012. Available at www.socialjustice.ie

68

http://www.socialjustice.ie/

Current Policy-Making System

Current situation?

Link between evidence and policy-making?

Responsibility for decision-making at

present?

69

Sharing Responsibility

Place for stakeholders?

Proposals for Social Dialogue?

Council of Europe Charter.

Text of this Charter and other material on a range of issues related to social responsibility in the future

(including a chapter by Ivan Cooper) is available in

Sharing Responsibility in Shaping the Future

Published by Social Justice Ireland’s in September 2011. Available at www.socialjustice.ie

70

CHANGING THE NATURE OF PUBLIC SERVICES

Martin Sime

Chief Executive Officer, Scottish Council of Voluntary Organisations



The Wheel: Innovate, Involve, Inspire

THE PUBLIC SERVICE PROBLEM IN SCOTLAND

• Economic recession generates demand

• Cuts in public expenditure to 2016

• 200 separate public sector bodies

• Cost of universal benefits

• Growing inequality


CHRISTIE COMMISSION DIAGNOSIS

• Public services unsustainable

• Up to 40% “failure demand”

• Need to focus on prevention

• Reorganisation only for the purpose of

improving the user experience


CHRISTIE COMMISSION PEOPLE & COMMUNITIES

• Helping people help themselves

• Asset based approaches

• Development Trusts

• Self directed support

CASE STUDIES

# Reshaping Care for Older People: Change Fund

•

# Long Term Conditions Alliance: Self-Management

# Roseneath Community Development Trust



ROLE OF THE VOLUNTARY SECTOR

• Includes Housing Associations and Credit

Unions (but not co-ops)

• Commissioned to deliver eg care

• Advocacy, public policy critique

• Adds value through fundraising, volunteers etc.


POLICY QUESTIONS

• How does the State help self-help?

• Valuing strong communities

• How to build sustainable community

infrastructure?

• Sector/State partnership needs redefined

WHY PARTICIPATE IN DEMOCRACY ANYWAY?

Sr Bernadette MacMahon

Director, Vincentian Partnership for Social Justice



Established in 1996 Working for social and economic change Tackling poverty and exclusion

Consists of:

Society of St. Vincent de Paul

Vincentian Congregation

Daughters of Charity

Sisters of the Holy Faith

Active Citizenship/Voter Education Programme

Research Minimum Income Standards

Networking

Advocacy

Active citizenship requires the will and the

opportunity to participate at every level and in

every way in society – To be the arrow not the

target.

President M. Higgins

Loyalty to the state – carries specific

responsibilities, like bearing arms when the state

is under threat, observing the law, or treating

neighbours as you would be treated yourself.

And most importantly, a moral obligation to

participate fully and critically in civic life, voting,

joining speaking out, if necessary, marching.

Irish Times 4.2.12

Four Irish Studies/Reports

Supporting Voluntary Activity 1997

Taskforce on Active Citizenship 2006

Report Democracy Commission 2005

Power to the People – Assessing Democracy in

Ireland 2007

Re - thinking our Vision

Active citizenship refers to the role of people,

communities and voluntary organisations in decision -

making which directly affects them. This extends

the concept of formal citizenship and democratic

society from one base of basic civil, political, social

and economic rights to one of direct democratic

participation and responsibility. In this sense,

citizenship is a political activity which gives citizens

the opportunity to shape the society in which they live.

Supporting Voluntary Activity Green Paper, 1997 pages 24-25

Taskforce on Active Citizenship

established by the Taoiseach 2006

National conversation on the extent

to which citizens engage in issues

that affect them and their communities

The Taskforce travelled round the country

Recommendations

1. Participation in the Electoral Process

2. Public Service and Citizens

3. Community Engagement and Promoting a Sense of Community

4. Education for Citizenship

5. Challenge of Engaging Newcomers

TASC The Report of the Democracy Commission and

Engaging Citizens 2005

Power to the People? Assessing Democracy in Ireland

2005 Awareness of interdependence - all groups and individuals

Civic self restraint – taking responsibility

Openness to deliberative argument – how to engage in politics

Awareness and compatibility of Irish and EU citizenship

2007 Strengths

Public Commitment to Democratic Values

Social Partnership

Electoral System

Rule of Law

Weaknesses

High level of poverty and inequality

Lack of representatives in public life

Active Citizenship Marshall 1950 and Kymlika and Norman 1991

Civil – deals with relations between duties and rights and

with what people can do for each other in voluntary groups

and organisations

Social – focus on respect for the rule of law as a necessary

condition of any kind of social order

Political – citizenship is not just a certain status defined by a

set of rights and responsibilities. It is also an identity, an

expression of one’s membership in political community.

Politics comes from the Greek word for Citizens,

which is polites

Politics can be understood as the work of all

citizens

“Bad officials are elected by good citizens who

do not vote” George Jean Nathan

Issues of Participation

Democracy: “Government of the people, for the people, by the people”.

Popular participation is at the core of any democratic society

Voting Trends – General Elections

1969 1977 1987 1989 1992 1997 2002 2007 2011

76% 75.66% 72.69% 67.66% 67.46% 65.26% 62.05% 66.71% 70.00%

Non Voters: The Experience of the

Vincentian Partnership

believe that their votes/voices have no value do not know how to complete a ballot sheet or how

to register as a voter. are intimidated by the language and the

presentation of politicians and candidates. have lost confidence in politicians because of the

scandals/ tribunals. Many people have given up voting because they

experience the growing gap between the richest and poorest people in our society

What is The Programme? Unit 1 – Explore with people the reasons to Vote how

to register and how to Vote Unit 2 – considers ways of taking an informed stance

on important issues in society Unit 3 – presents an approach to choosing

candidates on an informed basis

The content and process reflect the approach of

Paulo Freire to Adult Education

Voter Education Workshop

To Date

Workshops have been facilitated in 24 of the 26

counties approximately 400 in 15 years

Approximately 150 ‘trainers trained’

Voting Trends Ballyfermot/Cherry Orchard 49.17% increase of 21%

SWICN 43.64% increase of 13.21%

Finglas/Cabra 54.43% increase of 16.35%

Corduff 51% increase of 31%

Tallaght Central 54.88% increase of 24.11%

Bray 54.59% increase of 12.22%

Positive Outcomes

Participants gained insight into the electoral and political system

Discovered they were the experts on their areas

Acquired confidence in their capacity to speak up

Recognised that politicians are ‘just other people’

Some communities with further support achieved changes for the local area – e.g. road safety measures, safer parks and playing areas

Participants learned the importance of the 3Ps

Many community leaders expanded and developed the programme to include pre and post election meetings with candidates/politicians

More people recognise the power of their vote – my vote is my voice and the number of voters increased

The more people know how they are governed the better they will be governed Jefferson

“If we begin to see the world differently

we will begin to act in relation to it differently.” Mark Dowd

Some Negative Developments

Present cutbacks affecting community work.

“Change comes about when small groups of

concerned people come together to work for it.

Indeed change rarely happens otherwise”

Margaret Meade

Experience of more broken promises – more

fruitless consultations – increasing the risk of

alienation from the democratic/electoral system - “What is the point?”

Active Citizenship -

interactions between the three dimensions -

civil, social and political

Not simply volunteers

Not simply obeying law and order

Not simply voters

But

Citizens

Citizenship is good for you!

Dozens of painstaking studies have established

beyond doubt that social connectedness is one of

the most powerful determinants of well-being.

(personal and communal)

Bowling Alone - Robert D. Putnam, 2000

Civil Society

The conversation among people and societies to determine the most effective way to create healthy and sustainable public life – the engagement of citizens ultimately determines the health of public life. Kumi Naidu 1991

My friends, no one is born a good citizen;

No nation is born a democracy;

Rather both are processes that continue

to evolve over a lifetime. Kofi Annam 1998

Further Information

The Vincentian Partnership for Social Justice Ozanam House

53 Mountjoy Square Gardiner Street

Dublin 1

Tel: 01 8780425 Fax: 01 8780423

E-mail: vpj@eircom .net Websites: www.vpsj.ie www.vote.ie www.budgeting.ie www.misc.ie

BUILDING ENGAGEMENT BY INVOLVING PEOPLE

Karl O’Connor

Senior Manager of Employee Engagement, Human Resources at Ulster Bank



Building Engagement by Involving Your People

Innovate Involve Inspire 2012 conference

Karl O’Connor, Senior Manager Culture & Engagement, Ulster Bank

“Let me look … I think I kept your ideas on file ! ”

Everyone likes to put their ….

use it to your

advantage

INNOVATION

NGAGE

N V O L V E

Engagement

Extra

Mile

Engagement

Listen

Brainstorm

Empower

Engagement + 9%

Comms +17%

6 months

Responsible Employer Award

Engaging Our People

Using Continuous

Improvement

Lessons

Learned

Involve Engage

Better

outcomes

TABLE EXERCISE, PANEL DISCUSSION and Q&A

Facilitated By

Karl O’Connor



CLOSE OF SESSION 2

LUNCH

1.00pm – 2.15pm

Competitions in the exhibitor area



SESSION 3

INSPIRING

Innovating & Involving; an Inspiring job for the sector!



TABLE EXERCISE

Improving Our Practice

What are the priorities now for the sector? (1 – 5)



PANEL DISCUSSION

We talk a lot about it, but just how good are we at innovating and involving?



• Mark Blake-Knox (CEO, Cheshire Ireland)

• Elaine Byrne (Academic Team, We the Citizens)

• Ivan Cooper (Director of Advocacy, The Wheel)

• Mike Allen (Director of Advocacy, Focus Ireland)

• Barbara O'Connell (CEO, Acquired Brain Injury Ireland).



PANEL DISCUSSION

We talk a lot about it, but just how good are we at innovating and involving?



PANEL DISCUSSION

FEEDBACK: What are the priorities now for the sector?



THE WHEEL’S STRATEGY 2012 – 2016

Responding to the challenges

Deirdre Garvey

Chief Executive Officer, The Wheel





BEING THE CHANGE

The Wheel’s Strategic Plan 2012 - 2016

THEORY OF CHANGE MODEL

1. Describe the problem and provide the evidence for how we know it exists.

2. Working ever deeper, explore the root causes of the problem, and identify the things that would need to change in the world for that problem to not exist any more.

3. Identify which of these things The Wheel wants to do, or wants to help to do.



Vision / Ambition

Mission / Purpose

Strategic priorities

Strategic objectives

Impact Measures & Key Performance Indicators

Action Plan (activities, responsibilities,

timelines)

Why

What

How

Is it working

taken from

WHY? (Vision)

Our vision is of an Ireland where there is a shared idea of, and commitment to realising, a fair and

just society; and where the role and contribution of the community and voluntary sector in doing

this is valued and understood.



WHAT? (Mission)

To increase the community and voluntary sector’s capacity and capability to play its part in achieving a fair and just society in Ireland. We do this by: 1. Representing the shared interests of community and

voluntary organisations 2. Supporting these organisations to do their work 3. Promoting the importance of active citizenship as

vital in making Ireland a better place to live.



WHAT? (Strategic Themes)



1. Building a truly fair and just society

2. Recognising and valuing the community and voluntary sector

3. Developing the community and voluntary sector

4. Enhancing the effectiveness of The Wheel

WHAT? & HOW? (Strategic Objectives)



BUILDING A FAIR AND JUST SOCIETY

Objective 1 Build an understanding of the importance of

participating in community life and in public

decision-making.

Objective 2 Maximise public participation in the development of

shared ideas of what a fair and just society is in

Ireland.




RECOGNISING AND VALUING THE COMMUNITY AND VOLUNTARY

SECTOR

Objective 3 Maximise the effectiveness of the community and

voluntary sector’s voice so that the sector’s

importance is recognised by the state, the political

system and other sectors.




DEVELOPING THE COMMUNITY AND VOLUNTARY SECTOR

Objective 4 Foster excellent leadership within the sector.

Objective 5 Promote quality and excellence in the community

and voluntary sector to deliver better outcomes for

people.

Objective 6 Maximise collaborative working in the sector.




ENHANCING THE WHEEL’S EFFECTIVENESS

Objective 7 Ensure that The Wheel has the systems, structures,

processes, procedures and resources to deliver on our

strategic objectives.

Objective 8 Ensure The Wheel involves, adds value, and is responsive

to our members.

HOW? (continued)

Detailed Action Plan: • Activities, responsibilities, timelines • Budgets • Other Resources

Annual Operations Plans



IS IT WORKING? (Impact Measures & Key Performance Indicators)

The most challenging part?



OUTCOMES • Based on the eight strategic objectives • Will enable individual functional areas to measure their impact,

and also to enable The Wheel to track progress as an organisation against a single strategic vision. • Ultimate Outcomes: Longer term changes that The Wheel hopes to

achieve on behalf of and for our members (some straddle the scope of this plan.)

• Intermediate Outcomes: Medium term changes that The Wheel hopes to achieve on behalf of and for our members – and which are measureable within the scope of this plan. They will also indicate whether we are on course for achieving the changes described under ‘final outcomes’.

• Internal Outcomes: the things that make The Wheel effective at achieving our intermediate and final outcomes. They are about the way that we work and how we are perceived.





The Wheel’s activities

The Wheel’s internal outcomes

The national policy agenda responds to and addresses the needs of the community & voluntary sector

Best practice in governing and running CV organisations is maximised, standardised and sustained

Improved outcomes for the people served by CV organisations

The Wheel’s external outcomes

Shared public understanding and awareness of what constitutes a fair and just society

NEXT STEPS

• Consultation with members: June 11th • Ratification at AGM: July 4th 12pm-2pm • Implementation commencing immediately:

• Reaching out to collaborative partners • Establishing the systems and processes for

measurement • Organising resources around the 8 strategic

objectives



CHAIRMAN’S CONCLUDING ADDRESS

Fintan O’Toole



THANK YOU & SAFE HOME!



Slides at national conference for the community and charity sector 2012

Health & Medicine

Transcript of Slides at national conference for the community and charity sector 2012