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WELCOME & INTRODUCTIONS
Fintan O’Toole
CHAIRPERSON
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Innovate Involve Inspire 2012 conference
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ADDRESS FROM DEPARTMENT OF ENVIRONMENT, COMMUNITY & LOCAL
GOVERNMENT
Rita McNulty
Assistant Secretary
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Rita McNulty, Assistant Secretary, Department of the Environment,
Community and Local Government
The Wheel Annual Conference
2012
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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
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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
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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
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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?
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The need for the C&V sector to position itself to be a key player in
a reformed local government system
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The Forum on Philanthropy and Fundraising – assisting with
sustainability in the C&V Sector
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SESSION 1
INNOVATING
How can we deliver the best outcomes for people and greatest impacts for communities?
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ARE WE DOING THE BEST THAT CAN BE DONE?
Nuala Doherty
Chief Executive Officer, Centre for Effective Services
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Nuala Doherty 31st May 2012
Doing our best Are we basing our work on evidence of best practice?
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Overview
• What is good evidence?
• Best Practice - how are we doing?
• What are the challenges?
• Ways CES supports evidence into practice
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‘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’?
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Types of evidence
Consultation
Practice Wisdom
Policy
Research
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Finding the evidence you need
© The Centre for Effective Services 2011
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The Why...
The puzzled practitioner?
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What practitioners tell us…
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What exactly are you looking for?
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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
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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)
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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.
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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
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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
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If you are interested in ‘evidence based/informed practice’
• www.philanthropycapital.org
• www.ceni.org
• www.scie.org
• www.effectiveservices.org
• www.cssp.org
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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
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ARE WE DOING OUR BEST TO BE THE BEST?
Sean Coughlan
Chief Executive Officer, Social Entrepreneurs Ireland
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Are we doing our best to be the best?
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A B
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Carrauntoohil
Devils Ladder
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Devils Ladder
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Howling Ridge
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Howling Ridge
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O’Sheas Gully
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We need a plan (and we need to check it as we go)
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What Why How Is it working
Are we doing our best to be the best?
4 Key Questions
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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
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Why What How Is it working
Theory of Change
Strategic Plan
Operations Plan
Measurement Framework Logic Model
common tools
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Doing Good Is Not Good Enough … … we must strive to be the best at what we do
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Present Better future
A B Strategy
Operations
Sustainability
Communications
Leadership
Measurement
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Present Better future
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
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Present Better future
Thank you
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HOW DO WE KNOW WE ARE DOING OUR BEST?
Sandra Velthuis
Whitebarn Consulting
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How do we know we are doing our best?
A presentation by Sandra Velthuis of Whitebarn Consulting for The Wheel
31 May 2012
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The maximum impact challenge
• Delivering impact is more important than measuring impact.
• But without measurement, how do you know you are having an impact?
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Measurement
• You can measure anything …
• But measured does not mean mattered.
• If you treasure it, measure it!
• Meaning is more important than metrics.
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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.
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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.
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Example: improved health
• Number of visits to doctor or hospital.
• Weight gained or lost.
• Experience of specific symptoms.
• Absence from work due to sickness.
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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.
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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!
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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
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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)
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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.
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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
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TABLE EXERCISE
Developing Targets & Indicators
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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?
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LAUNCHED TODAY!
23 Visit Our Stand for
your copy
KNOWING AND SHOWING YOUR OUTCOMES AND IMPACTS
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CLOSE OF SESSION 1
COFFEE BREAK
11.00am – 11.30am
Competitions in the exhibitor area
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SESSION 2
INVOLVING
How do we maximise people’s participation in decisions that affect them?
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PUBLIC PARTICIPATION
Fergus O’Ferrall
Adelaide Lecturer in Health Policy TCD
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SHARING SOCIAL RESPONSIBILITY
Sean Healy
Director, Social Justice Ireland
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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
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Current Policy-Making System
Current situation?
Link between evidence and policy-making?
Responsibility for decision-making at
present?
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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
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CHANGING THE NATURE OF PUBLIC SERVICES
Martin Sime
Chief Executive Officer, Scottish Council of Voluntary Organisations
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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
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The Wheel: Innovate, Involve, Inspire
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
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The Wheel: Innovate, Involve, Inspire
CHRISTIE COMMISSION PEOPLE & COMMUNITIES
• Helping people help themselves
• Asset based approaches
• Development Trusts
• Self directed support
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CASE STUDIES
# Reshaping Care for Older People: Change Fund
•
# Long Term Conditions Alliance: Self-Management
# Roseneath Community Development Trust
The Wheel: Innovate, Involve, Inspire
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The Wheel: Innovate, Involve, Inspire
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.
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The Wheel: Innovate, Involve, Inspire
POLICY QUESTIONS
• How does the State help self-help?
• Valuing strong communities
• How to build sustainable community
infrastructure?
• Sector/State partnership needs redefined
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WHY PARTICIPATE IN DEMOCRACY ANYWAY?
Sr Bernadette MacMahon
Director, Vincentian Partnership for Social Justice
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Established in 1996 Working for social and economic change Tackling poverty and exclusion
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Consists of:
Society of St. Vincent de Paul
Vincentian Congregation
Daughters of Charity
Sisters of the Holy Faith
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Active Citizenship/Voter Education Programme
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Research Minimum Income Standards
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Networking
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Advocacy
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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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
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Issues of Participation
Democracy: “Government of the people, for the people, by the people”.
Popular participation is at the core of any democratic society
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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%
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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
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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
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Voter Education Workshop
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To Date
Workshops have been facilitated in 24 of the 26
counties approximately 400 in 15 years
Approximately 150 ‘trainers trained’
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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%
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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
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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
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“If we begin to see the world differently
we will begin to act in relation to it differently.” Mark Dowd
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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?”
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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
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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
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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
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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
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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
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BUILDING ENGAGEMENT BY INVOLVING PEOPLE
Karl O’Connor
Senior Manager of Employee Engagement, Human Resources at Ulster Bank
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Building Engagement by Involving Your People
Innovate Involve Inspire 2012 conference
Karl O’Connor, Senior Manager Culture & Engagement, Ulster Bank
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“Let me look … I think I kept your ideas on file ! ”
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Everyone likes to put their ….
use it to your
advantage
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Slide 116
INNOVATION
NGAGE
N V O L V E
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Engagement
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Pride
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Extra
Mile
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Engagement
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Listen
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Brainstorm
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Trust
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Empower
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Engagement + 9%
Comms +17%
6 months
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Responsible Employer Award
Engaging Our People
Using Continuous
Improvement
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Lessons
Learned
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Involve Engage
Better
outcomes
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TABLE EXERCISE, PANEL DISCUSSION and Q&A
Facilitated By
Karl O’Connor
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CLOSE OF SESSION 2
LUNCH
1.00pm – 2.15pm
Competitions in the exhibitor area
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SESSION 3
INSPIRING
Innovating & Involving; an Inspiring job for the sector!
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TABLE EXERCISE
Improving Our Practice
What are the priorities now for the sector? (1 – 5)
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PANEL DISCUSSION
We talk a lot about it, but just how good are we at innovating and involving?
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• 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).
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PANEL DISCUSSION
We talk a lot about it, but just how good are we at innovating and involving?
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PANEL DISCUSSION
FEEDBACK: What are the priorities now for the sector?
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THE WHEEL’S STRATEGY 2012 – 2016
Responding to the challenges
Deirdre Garvey
Chief Executive Officer, The Wheel
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BEING THE CHANGE
The Wheel’s Strategic Plan 2012 - 2016
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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.
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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
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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.
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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.
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WHAT? (Strategic Themes)
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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
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WHAT? & HOW? (Strategic Objectives)
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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.
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WHAT? & HOW? (Strategic Objectives)
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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.
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WHAT? & HOW? (Strategic Objectives)
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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.
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WHAT? & HOW? (Strategic Objectives)
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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.
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HOW? (continued)
Detailed Action Plan: • Activities, responsibilities, timelines • Budgets • Other Resources
Annual Operations Plans
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IS IT WORKING? (Impact Measures & Key Performance Indicators)
The most challenging part?
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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.
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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
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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
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CHAIRMAN’S CONCLUDING ADDRESS
Fintan O’Toole
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THANK YOU & SAFE HOME!
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