welcome to the facilitation team corporates & institutions crew · corporates &...
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CONFIDENTIAL
This information is confidential and was prepared by Conjunct Consulting for client purposes; it is not to be relied on by any 3rd Party without our prior written consent.
Welcome to the Facilitation team Corporates & Institutions Crew
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CONFIDENTIAL 2
Mission Statement
Passion Impact Collaboration
• We envision a world where social good organisations and pro bono talent effectively partner to better serve our community.
• Our mission is to engage, mobilise, and empower pro bono talent to strengthen social good organisations.
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CONFIDENTIAL 3
Corporate Scalathons
• A one-day corporate volunteering event to help solve a nonprofit’s critical problem.
• Leverage skills and knowledge to improve organizational capacity and knowledge.
• Opportunities for employee engagement and leadership development.
• Matches private sector skills with social sector needs.
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Why facilitate?
• Your facilitation is integral to outcomes § Facilitators are critical for
effective and efficient scalathon discussions
§ SGOs and Corporates rely on well-facilitated programmes to bridge information gaps and provide clarity on objectives
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Why facilitate?
• You learn more about SGOs and Corporations § Get to know the leading
institutions in the social and private sector – and the people behind them
§ Gain exposure, and access, to different skill sets, styles and structures across industries
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CONFIDENTIAL
Why facilitate?
• You grow as a person § Gain proficiencies in leading
discussions – Walk into a room of strangers and mould them into an effective team with sustainable ideas
§ Solve problems in financial sustainability, marketing and business planning amongst others
§ Address the concerns that top decision makers face in major organizations
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CONFIDENTIAL
Why facilitate?
• Because its fun! § Where else can you get to
walk into a room full of strangers, develop them into effective teams, solve critical problems and make friends with people from both the social and private sector?
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CONFIDENTIAL
Scalathon Characteristics
• 25 participants • 1 SGO representative • 5 facilitators
§ Includes 1 lead facilitator • Not including C2 personnel
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Scalathon Timeline
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• A typical scalathon project timeline is 14 weeks.
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Facilitator Responsibilities
• Guide discussion flow § Collaborate with the best
minds in the industry to develop strategic sustainable recommendations for our partners.
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CONFIDENTIAL
Facilitator Responsibilities
• Manage participant dynamics § Enhance learning experience
for individuals by identifying and confronting critical points, issues, concerns or problems.
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Facilitator Responsibilities
• Fill information gaps § Information sharing at the
start of the activity needed to complete a task or solve a problem.
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Facilitator Responsibilities
• Support the team § Work closely with scalathon
project team on scoping and defining the problem of the SGO partner, communicating with the SGO and assisting the case team analyst where required
§ Assist with event logistics on the day itself
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CONFIDENTIAL
Time commitment
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3 Scalathons per half year cycle
3-5 hours/week per scalathon
10 week Scalathon development cycle
2 coordination meetings 2 training sessions Scalathon event itself
Scalathon event
Full day commitment
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Facilitator Development and Growth Pathway
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Facilitator
• Engage with scalathon participants by building a structured approach to ideation to formulate strategic sustainable recommendations to our social good organisation partners
• To undergo Level 000 to 200 Training before deploying in the field • To be promoted to Lead Facilitator after 2 successful performances as a Facilitator
Lead Facilitator
• Oversee the facilitators across all scalathon brainstorming groups • Intervene if necessary to ensure the quality of the groups' outputs • To undergo Level 000 to 300 Training before deploying in the field • To be promoted to Case Presenter after 2 successful performances as a Lead Facilitator
Case Presenter
• Identify critical issues and formulate case decks around them to form right sized challenges for scalathon participants to work on
• To undergo Level 000 to 400 Training before deploying in the field • To be promoted to Project Lead after 2 successful performances as a Case Presenter
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CONFIDENTIAL
Join the team
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Appendix - Case Formation Process
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• Initial Engagement
SGO SELECTION SGO RECOMMENDATION
SCOPER
CASE ANALYST
§ Source for existing scopes with potential SGOs internally or externally to recommend to corporate client.
§ Send introductory email to SGO with list of questions on organisational mission/vision, programmes, financials, milestones historical data, stakeholders, buy-in, w.r.t. scalathon, time availability to meet up and attend scalathon etc
§ Liaise between Scoper and Client executive on getting client requirements w.r.t. SGO beneficiary for scalathon and advise suitability of SGOs based on client participants skillsets and C2 internal capabilities.
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Appendix - Case Formation Process
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• Phase 1 – Building Mutual Trust and Understanding
BASIC DATA COLLECTION SGO MEET UP #1 on site
SCOPER
CASE ANALYST
§ Introduce Conjunct and scalathons § Set expectations in terms of scope,
deliverables, data requirements and time commitment.
§ Send any additional info the SGO might have requested during the meet up.
§ Perform a high level overview of market/ industry landscape in which the SGO operates in.
§ Secure background info on SGO - mission/vision/values, long-term aspirations, major challenges and constraints.
§ Send list of additional data requests to SGO post meet up.
§ Elaborate further on the types of challenges that scalathons are great at solving ie. financial sustainability, organisational strategy, sales, etc.
§ Outline the project timeline (14 weeks), what to expect in the weeks ahead and the support that the SGO can expect before, during and after the scalathon.
§ Advise Scoper on certain basic data requirements necessary for the formation of challenges.
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Appendix - Case Formation Process
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• C&I SGO Selection Criteria
*Programme’s capabilities includes issues relating to financial sustainability and strategic planning. Programme stream (ie. Case analyst) needs to be consulted if the ‘most suitable’ issue falls under any other classification.
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Appendix - Case Formation Process
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• Phase 2 – Data gathering and exploration of issues
CREATE ISSUE TREE SGO MEETUP #2 on site
SCOPER
CASE ANALYST
§ Further explore issues raised in previous meeting and/ or engage SGO in a discovery process to uncover additional challenges that they may face.
§ Fill critical information gaps that may affect the formation of challenges.
§ Create Issue Tree that maps out the entire range of discovered issues that are mutually exclusive and collectively exhausted
§ Input all SGO data gathered into the 1st part of the challenge deck template.
§ SGO Selection – Joint decision to select SGO as our scalathon partner must be made immediately after the 2nd meet-up.
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Appendix - Case Formation Process
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• Phase 3 – Issue Analysis & Selection
ISSUE ANALYSIS SGO MEETUP #3 via
conference call
SCOPER
CASE ANALYST
§ Ensure that scope selected, while ideally matched to corporate client participants’ skillset, is also of high priority to the SGO; the SGO should be interested in the outcome of the scalathon.
§ Analyse the different issue branches in the issue tree and apply the scope selection criteria to determine which issues to form the scalathon challenge.
§ Create preliminary challenge statement and sub-questions, deliverable format and KPIs based on current information.
§ Select and discuss issues suitable as challenges for the scalathon participants to SGO representatives for their views and buy-in.
§ Request additional data to support the creation of the challenge statement, sub questions and deliverables format.
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Appendix - Case Formation Process
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• Scope selection criteria
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Appendix - Case Formation Process
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• Phase 4 – Finalisation of Challenge Deck
SGO MEET-UP #4 on site CHALLENGE FORMATION
SCOPER
CASE ANALYST
§ Advise the Case Analyst on the viability and practicability of the challenge and its expected deliverables with respect to the SGO’s capacity and capabilities.
§ Send draft challenge deck to SGO reps for review and request for a 4th meet-up to discuss any final comments and align on the final draft of the challenge deck.
§ Analyse and incorporate any additional SGO data into the challenge deck.
§ Create 2nd draft of challenge statements, sub questions, KPIs, deliverable formats, competition design and judging criteria for the challenge deck.