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The complexity of contemporary health issues requires that we all work across boundaries of community organisations, health providers and non-health disciplines. This enables us to embrace a host of behavioural, social, economic and environmental factors that affect the health of our target communities.

We recognise that, as community based organisations, we cannot do this in isolation. We do not have the competencies or capacity to research, design, develop or test services and interventions to improve population health and healthcare quality. We need to work with a wide range of organisations who undertake such activity, who are willing to listen to our experience and input, and support us in changing behaviour through research and by opening and sharing health data.

Generally, community-led VCS organisations are not established to undertake the academic rigor of researching biological, environmental and social causes of disease, including the determinants of health risk behaviours. Many do have an extensive understanding of its impact, and the potential, and frequent failure, of implementation of research findings into policy and practice.

VCS organisations have experience in the community elements of healthcare, with potential links to the quality and safety of provision, childhood health issues and supporting and improving quality of life and health issues with adults and families. This knowledge provides us with robust experiences and access to communities to influence health behaviour change. The extensive community knowledge and delivery experience of VCS organisations has enabled us to identify health and wellbeing sub divisions that have significant intersections with other causal factors.

This knowledge and experience provides us with the opportunity for collaboration within VCS organisations in this field, and participation in larger scale statutory delivery and research programmes that should recognise and acknowledge our access to the relevant communities and beneficiaries.

These relationships should be with not only commissioners, implementing policy decisions, derived from research, but also with the original researchers, enabling us to participate within, influence or even shape such research.

To influence delivery and improve the impact of our delivery we will undertake initial research into the following

  • Developing links with appropriate community based organisations and exploring how strategic partnerships can be developed with statutory partners and wider research institutes.
  • Sharing data and working openly and collaboratively
  • Exploring research and existing cross-disciplinary collaborations between health scientists and researchers related to our beneficiary communities.
  • Working collectively with VCS organisations to identify funding, engage VCS organisations in a process that better understands casual pathways and develop effective and efficient strategies for prevention of ill-health and tackling lifestyles that lead to disease
  • Identifying other potential collaborations by using social media and networks

This blog was initiated by our involvement with the buy generic xenical no prescription challenge at orlistat oral tablet no prescription discount and influenced by the content and thinking of orlistat generic from Cardiff University, Biomedical and life sciences department, population health aspirations.

While the department outlines high level academic aspirations, we explore how Voluntary and Community Sector (VCS) grass roots groups that we work with could initiate, influence, implement and benefit from research activity.

We believe this could have benefits for both the academic and beneficiary communities

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Participants from Brum City Drive 2017 Hack, held at Impact Hub Birmingham 
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Hackathons, or to use the more well-known abbreviation, ‘Hacks’, are a fairly new concept to most people in the UK third sector. Originating in the software development industry, hacks are events where people from different backgrounds and sectors choose to get together with others, or are encouraged to come together, to work intensively in teams to develop solutions to problems. One goal has been to make useful software which has the possibility of being commercialised.

  1. Why have a hack?

“Starting in the mid to late 2000s, hackathons became significantly more widespread, and began to be increasingly viewed by companies and venture capitalists as a way to quickly develop new software technologies, and to locate new areas for innovation and funding … Hackathons aimed at improvements to city local services are increasing, with one of the London Councils (Hackney) creating a number of successful local solutions on a 2 Day Hackney-thon. There have also been a number of hackathons devoted to improving education…” – from buy discounted orlistat online, Wikipedia

  1. Our involvement in hacks

RnR Organisation has been participating as subject matter experts in hacks and similar exploratory events like sprints, unconferences and data dives for the past several years, in Birmingham and elsewhere in the UK. We find that working on challenging issues in teams with a combination of people with technical skills, people who are knowledgeable about the issue, researchers etc, brings a different and new dynamic to approaching and identifying possible solutions to the kind of social issues with which we in the sector are familiar. You can read more about the kind of events in which we’ve taken part in this area in ordering orlistat from canada without a prescription

  1. Differences between hacks and more traditional events

The main differences between hacks and other issue-based events are its length, the opportunity to meet other participants before the main event, lack of agenda, lack of keynotes, lack of fixed mealtimes, giving/getting feedback.

Unlike more traditional conferences and similar events, Hacks are usually held over 24-48 hours, sometimes even going on for a week, and they assume active participation by all attendees. The main event is often preceded by a get together where potential attendees spend a few hours meeting each other with a view to finding out what knowledge, skills and interests they each have which could contribute to a diverse team at a hack.

At the hack itself there are no keynote speakers; instead, people ‘pitch’ the issue they want to work on and then other attendees decide, having heard the pitches, which of those teams they want to join. There are no fixed meal breaks so the creative flow isn’t interrupted – instead, refreshments are made available during the hack so people can take breaks when they feel the need. However, opportunities are provided during the event, not just at the end, for teams to check-in/feedback to the whole event,  sometimes verbally, sometimes using graphics, and respond to questions and comments on their progress.

  1. Things to bring to a hack

  • Wifi-enabled devices (laptops, tablets, smartphones) as well as extension cables and memory sticks
  • Your experience
  • An open mind
  • Design thinking and other information research skills
  • Creativity

 

  1. Participating remotely

Through the use of social media and other collaborative technology, you can be part of a hack even if you’re not physically in the room. Most hacks have a hashtag e.g. #HackMentalHealth, and people elsewhere in the world can join in the event remotely, using the hashtag to ask questions, make comments, share documents etc as well as responding to people tweeting from the hack.

  1. Typical hack schedule

  • Night before hack (or a few days before): Pre-meeting of potential participants
  • Start of event: Participants arrive at venue and register, introductions, pitches, teams form, hacking begins
  • Mid-event: Check-in/Feedback session
  • End of event: Teams present/demonstrate their work/findings

 

  1. After the hack

There may be follow-up events, more hacks and opportunities for hack participants to keep working on the issues. Many people go to hacks on a regular basis, sharing their skills and knowledge with others.

  1. Want to get involved?

Over the next 12 months we’re planning to do more hacks in the voluntary, community and social enterprise sector, particularly with smaller organisations in the West Midlands.

We’re collating a list of interested parties – get in touch with us if you’d like to be part of one, whether you’re in the sector as a chief officer/worker/volunteer/trustee, or in other sectors as a developer, designer, data analyst, researcher, subject expert, entrepreneur, academic or student and we’ll keep you up to date with developments.

All events will be announced via our monthly newsletter wholesale orlistat.

 

More reading and a podcast

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Fig 1 is our first design of such a model. We will, in the coming months, develop this design and model. This will be done through discussion with commissioners and community activists to enable a robust, fundable and sustainable model to be designed that recognises the importance of all participants within the process.

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Fig 1 ASSET BASED COMMUNITY HEALTH OPERATIONAL MODEL – 1ST DRAFT

The development of this process is only part of our thinking.

For this model to be implemented systemically, ensuring success and sustainability, we would argue that there is a need for true transformation of the public realm funding processes, to review its attitude and opinion of VCSE / community groups, and their role in service provision.

Figs 2-4 outline our thinking about changes to the public realm funding decision making process.

We promote the use of data from wider sources than those currently used. We outline an asset based approach that should be adopted to support services, not because utilising community assets is a cheaper option in time of public realm budget cuts, but because community assets are an essential and skilful resource than can optimise the impact of projects.

In the coming months we will expand on these designs exploring current process, Fig 2 Traditional (Established) Model (yellow section on left), and the ‘market’ development of a supply chain. This diagram also explores the Product Development Process, (brown section on right), which is supposedly assimilated into the supply chain process.

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Fig 2 TRADITIONAL (ESTABLISHED) MODEL, PRODUCT DEVELOPMENT PROCESS

Fig 3 Current Ecosystem, Design Process, Wider Data Proposal explores what impact the term ‘transformation’ has had on the ecosystem, with the yellow and blue sections identifying a “delivery disconnect” in the sustainability of income from any ‘product’ developed within the supply chain.

This figure also provides an outline of the ‘Design Process’(grey section), as well as outlining a Wider Data Proposal (green section).

These last two sections form part of ‘absolute’ processes, processes that, together with the Product Development Process, are external to the system but should be incorporated within it, if true transformation is to take place.

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Fig 3 CURRENT ECOSYSTEM, DESIGN PROCESS, WIDER DATA PROPOSAL

The last sheet, Fig 4, incorporates elements of our previous work, indian orlistat (green section), together with structures developed by orlistat order with whom we are working to develop transformational proposals. Poc Zero’s Ring Of Confidence, is augmented by Boxes Of Support (orange section). The final section Developing The Dojos (purple), begins the exploration of how community organisations can be engaged as ‘peers’ within the delivery and process, designed or developed through public realm funding.

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Fig 4 RING OF CONFIDENCE, BOXES OF SUPPORT, THREE FIELD ACTIVITY

The Operational Model, Fig 1, and subsequent transformational designs, Figs 2-4, place asset engagement and development at the core of the activity.

We believe that communities, assets, volunteers, whatever label is used, should not be seen as an aid to public realm funding cuts.

Communities and individuals, irrespective of their issues, can be assets to a programme but, generally, projects/programmes are developed within a deficiency model, activities to rectify deficiencies.

We at RnR put communities at the core of activities and model how both public organisations, Fig 1 and public realm funding can be transformed to accommodate their resources and assets, Figs 2-4.

This is what we believe to be true transformation.

If you are interested in discussing our designs or activities, please contact us to discuss how we can work together for you to achieve your outcomes and demonstrate your impact.

 

Pauline Roche

Ted Ryan

September 2016 

All images © copyright RnR Organisation except for Ring of Confidence © copyright Poc Zero

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This post is Part One of two posts:

Part One looks at some data on online and digital skills in the UK population as a whole

and

Part Two will look specifically, at 2 regions of England (West Midlands and East Midlands) where we are working with some people in smaller charities and some people in the tech communities.

PART ONE

We at RnR Organisation are working to increase and improve basic digital skills and use of technology in smaller charities in order for them to achieve their aims more effectively so the second post will look at digital skills in UK SMEs and charities, including in the West Midlands and East Midlands.

Basic Digital Skills

Basic digital skills are defined as:

1.      Managing information

2.      Communicating

3.      Transacting

4.      Creating

5.      Problem solving

Basic Digital Skills and Basic Online Skills

Having skills 1-4 means a person has Basic Online Skills, while having 1-5 means a person has Basic Digital Skills.

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Classification of digital tasks and digital skills

“77% of the UK adult population [40.5m people] have Basic Digital Skills with 81% having the Basic Online Skills level…[so]…23%, or an estimated 12.6 million adults in the UK…don’t have the required level of Basic Digital Skills…”

Regional differences

“Greater London (84%), Scotland (81%), the South East and South West (both 81%) register the highest Basic Digital Skills levels, but Wales –where internet access is lowest –displays the lowest levels (62%)”. In the West Midlands the Basic Digital Skills level is second lowest in the UK at 63%, and this means it is at the lowest level in the nine regions of England.

Basic Online Skills level in the West Midlands is the lowest in the UK at 68%. By comparison, levels in the East Midlands are higher at 75% for Basic Digital Skills and 80% for Basic Online Skills. This means that approximately 1.5m people aged 15+ in the West Midlands lack Basic Online Skills and 1.75m lack Basic Digital Skills. In the East Midlands the figures are 0.75m and 0.95m respectively.

Internet access

Internet access is a factor which influences levels of digital skills. “In general [Northern Ireland is an exception], the areas with the highest internet access (by any means) also show the highest levels of Basic Digital Skills.” 81% of people in the West Midlands and 85% in the East Midlands have internet access

UK maps showing lack of internet access and lack of digital skills
UK maps showing lack of internet access and lack of digital skills

 

 

 

All quotes, data and illustrations taken from: Basic Digital Skills UK report 2015: Report prepared by Ipsos MORI for Go ON UK, in association with Lloyds Banking Group

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Tech companies and Corporate social responsibility

All people in tech companies want to improve the lives of their stakeholders, and this can include helping organisations in the charitable or voluntary and community sector (VCS) low or pro bono, an activity usually known in business as Corporate social responsibility (CSR) or Corporate responsibility (CR).

This can include giving the VCS organisation support to use technology better, and more, possibly to automate some of the more repetitive and time-consuming processes in the organisation.

It might also mean joining the Board of a VCS organisation as an unpaid Trustee or Director in order to assist with good governance.

We want to support tech companies and VCS organisations in the Midlands to grow and develop those kind of relationships. We can see there are mutual benefits to be had.

Benefits for the tech companies

Benefits for the tech company can include that the company can offer development opportunities to their staff to increase their employability and retain their talent. They can learn more about and engage better with their local area and community. They can develop new products and services, or improve existing ones. They can gain satisfaction from helping and reinvesting some of their profits and resources in the local community.

Individual staff members can get satisfaction from helping a VCS organisation which helps people in their local area and community.

Benefits for the VCS Organisation

Benefits for the staff of the VCS organisation can include that they can improve their technical and digital skills, thus increasing their employability.

The organisation can learn about opportunities to change some of its processes, possibly freeing up valuable time to spend it with users of their services. They can offer opportunities to local tech companies who want to fulfil their CSR.

How we can help 

We are members of the collaborative workspace and community of changemakers ordering orlistat(xenical) online and we also do project work around open data at the incubation centre of the Birmingham tech community xenical online no prescription We have built excellent relationships with colleagues and companies based in each of these spaces.

This, and our many years of senior level experience and networks in the wider voluntary and public sectors, and our wide social media networks, makes us ideally placed to bring people from both the voluntary sector and tech companies together under the tech for good banner or, as we call it, tech for impact.

Tech for good meetups and other initiatives

In 2015 we co-founded orlistat in usa (@Net2Midlands), a local branch of the global buy orlistat online network of tech for good groups. We run regular Net Squared Midlands sessions at Impact Hub Birmingham. Every month or so we run a session to bring tech companies and not-for-profits together to address topics of mutual interest e.g. agile processes, using video better.

We also co-founded the unconference for voluntary sector infrastructure organisations I need to order xenical without presciption and order it COD, hosted annually since 2013 at Innovation Birmingham. We work on a number of other related initiatives including the UK orlistat without a prescription and the buy orlistat 120mg

Want to know more?

We are taking these ideas further. If you’re from a tech company or a VCS organisation, or a strategic body which supports these organisations, and this post has sparked your interest, please get in touch with us to find out more and to start a conversation.

Thanks to Joel Blake OBE, Social Innovation Consultant, for some of his expert insights in this field

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TWEAKING SOME PRACTICES: IT’S NOT ALL OR NOTHING

Having discussed wider and strategic issues in the previous two articles in this series we thought it necessary in this article to provide some practical guidance for organisations about how to incorporate such activities into their operational activities. This is a process of making modifications and not necessarily making wholesale changes within your organisations or practice.

All organisations use some form of IT and therefore have an existing digital footprint. Organisations use technology to monitor activity and therefore have access to specific and bespoke data.

Websites are commonplace for most organisations and provide an excellent shop window for services and activities but do we make the best use of them, including to meet and collaborate with others?

As a sector we are now hearing a great deal about digital transformation – there are individuals and organisations that would advise us as to how to maximise our digital presence and data footprint but, unless organisations understand and own their own journey, they will not get the full benefit of the activity. This article therefore provides some guidance as to how to review your activity

We therefore pose a number of questions and observations for you/your organisation:

DO YOU KNOW WHAT DATA YOU KEEP?

Do you believe that you could improve how you manage your digital footprint?

Have you:
• Discussed with your board how technology might help with your work?
• Identified staff processes and progress?
• Identified any time constraints?

DIGITAL FOOTPRINT

Does your digital footprint tell your story, celebrate your successes, and promote the numbers (people, events, networks, outcomes) you achieve, the issues you address, the impact you make?
How do you market or promote your organisation?
Leaflets, networking, blog, social media – Facebook, LinkedIn, Twitter, website.

DIGITAL BY DESIGN

• What data do you keep about your activities, your users, your funding sources, other?
• How do you present your data? In annual reports, in funding applications, in other publications?

EXPLORING YOUR DIGITAL PRESENCE

We have divided an organisational digital presence into two distinct categories: fixed and fluid. Fixed digital includes websites and other IT processes. While the organisation has input into such activity, such resources can be inflexible, often purchased and maintained externally, used to promote and record organisational activity.

Web presence (fixed): What does it say about you, what information do you share, who is/are your target audience(s)? Develop a digital presence that tells your story, using narrative and data to represent impact and outcomes that are being achieved, and not just the information that represents how you fulfil contract obligations. What does your website say about your organisation?

Social Media (fluid/flexible): Facebook, LinkedIn, Twitter, Instagram, WhatsApp. What does your use of social media say about your organisation? With social media, often controlled and administered in-house, you have more flexibility over your digital presence and can use this media to portray more intimate insights into the organisation.
Who manages your Facebook page, LinkedIn organisation page, Twitter account, website content? You, your staff and board can decide what stories get told using as many or as few of these platforms as make sense for your organisation – go where your users are.
Do you measure the impact of your marketing? Blogpost reads, e-bulletin circulation, Facebook followers, leaflet distribution, LinkedIn connections, Twitter followers and re-tweets, website use – create a baseline using analytics and monitor changes so you can stay in the loop.
You can interact with peers in this area. Peer to peer learning with other non-profits about using technology to achieve outcomes.

EVENTS

BarCamp Non Profits unconference brings together people from tech and digital with people from non-profits (charity, academic, government, arts and culture, etc) to exchange ideas and learning: generic orlistat online no prescription

Net Squared Midlands is a tech for good group, with regular free events for people interested in using web or mobile technology for social good: where to purchase orlistat oral cheap

NFP tweetup – informal evenings of thought-provoking sessions, sharing and discussion focused on how not-for-profit organisations can make the best use digital media and technology: i want to buy pregnizone without a prescription

VCSSCamp is an unconference for people from VCS local infrastructure organisations to meet and talk about the ways they use digital tools and technology in their work: how to get orlistat online no prescription in 60 days

MANAGING DATA

Data management tools (some are open source) allow you to have more control over data about your organisation, your area and your issues. Your organisation could make use of free online tools such as Open Street Map (maps and mapping tools), Tableau Public (data visualisation tools), Trello (project management tool), Wikimedia (graphics), Wikipedia (encyclopaedia).

This is a process of making modifications and not necessarily making wholesale changes within your organisations or practice.

TIMELINE AND ACTIVITY

Engaging in the above activity may look like a great deal of commitment – it isn’t. We would estimate a maximum commitment of 20-30 minutes per day. Make it a part of your weekly timetable and activities and develop an organisational ‘cultural’ commitment to digital activity.

It is more about doing things differently, adjusting how you work, making more efficient use of IT and digital

WHAT NEXT?

If you or your organisation wants some strategic help to take any of these ideas forward, please contact us for a discussion about how we might work together.

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Strategic processes

In this article we will concentrate on the strategic processes which are needed to help us in the VCSE sector to begin the transformation which will benefit our beneficiaries and our organisations.

Establishing, developing and overseeing strategy is the remit of the board. They need to be supported in identifying the strategy to drive their mission, develop it during the different stages of the organisation and oversee its management by those to whom they delegate that responsibility. That strategy should include the use and regular review of technology to make the delivery of services and activities more efficient and to decrease the time spent on repetitive routine tasks which could be automated.

Our data – owning, showing and sharing

Our organisations gather lots of data, usually at the behest of funders. Boards need to appreciate what data the organisation is collecting and encourage management to start using, sharing and combining it with other data so together they can use the acquired knowledge to make better decisions. Organisations like orlistat online orderwork with data scientists (people who examine and analyse data) who volunteer their time to help charities understand and use their data better, and schemes exist like xenical buy online whose operational researchers volunteer to help organisations to make operational improvements.

Strategic digital footprint

But strategic digital footprint isn’t only about data. It’s also about raising your digital profile through accessible platforms like Facebook, Twitter and LinkedIn. We are constantly encouraging VCS CEOs, Trustees and others working in the sector to become more digitally active. Using LinkedIn, Twitter and Facebook make these activities more accessible and cost effective.

Supporting trustees on social media

Organisations and management need to explore how they can support trustees through these digital processes. Are trustees on LinkedIn? If they are, are they leveraging their contacts to support the organisation, not just financially but also opening doors, creating or supporting partnerships, communicating about the brilliant work done by the organisations and its staff? Are they in groups which are relevant to the organisation where they lead or contribute to discussions? Do they reblog posts from the organisation’s website? Do they spot opportunities and send them on to the management?

Are trustees on Twitter? If they are, are they retweeting the organisation’s tweets to their contacts, thereby increasing the reach of the organisation? Are they sharing news, making new contacts, raising awareness of the issues faced by your beneficiaries?

On Facebook, where many voluntary organisations and community groups find a natural home, trustees could be posting event photos, spreading organisational news amongst their networks, publicly responding to organisation invitations and inviting others. It is a great place for new people to find out about your organisation and trustees can and should be involved in this.

Using technology to develop a framework for a strategic process

And what about the governance meetings themselves? Are they just events where decisions are already made and trustees just go along and sign where they’re told to? Or are they events where participation, including by those not in the room, is encouraged, including through using social media? Live tweeting VCS meetings is not common, but the public sector live streams some of its meetings so our sector must consider this as an option if we want to recruit new members, volunteers and trustees who are growing up in an age where this is the norm. How many boards use video conferencing such as Skype or Hangouts to enable people to participate in everything, maybe excepting the most sensitive matters?

What skills are we expecting of trustees?

We would suggest that basic digital skills, as outlined by digital skills charity orlistat (Xenical) 120 mg without a prescription, should be a given. Trustees should be able to:

  • Manage: Find, manage and store digital information and content
  • Communicate: Communicate, interact, collaborate, share and connect with others
  • Transact: Purchase and sell goods and services; organise your finances; register for and use digital government services
  • Problem-solve: Increase independence and confidence by solving problems using digital tools and finding solutions
  • Create: Engage with communities and create basic digital content.*

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What next?

If you or your organisation wants some strategic help to take any of these ideas forward, please contact us for a discussion about how we might work together.

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Tech and data for good

We believe technology and the understanding and usage of data can help us do our important work better, sometimes using it to free us up to spend more of our valuable time helping our beneficiaries, sometimes using it to make better decisions and work smarter. The terminology we need to use more in the sector includes digital, data, transformation, ownership, impact, collaboration and sharing.

Work smarter

We all need to work smarter – digital technology and data will help us to do that. We need to increase the digital and data literacy of everyone but especially those in our sector. We are not the only ones in society doing the work that we do but there is no shortage of need and time is not on our side. If we do not transform our organisations, other organisations, without our understanding of local community needs, will come into the ‘market’ and say they can do the job better than us. We need to reclaim our mission and prove the need we serve, using technology and data, including our own, to improve our processes and prove our impact. Transformation using technology is in the best interests of our beneficiaries and our organisations.

Data

In terms of data, we are constantly having to rely on data produced by the statutory sector. We want to encourage the VCSE sector to understand, value, use and share our own data, amongst ourselves and with trusted allies. As RnR Organisation we attended a where can i buy orlistat in June 2014 where data scientists gave up a weekend to examine the data of 4 separate charities, eventually producing dashboards (CAB) or data visualisations which helped each charity show its impact. It was run by the UK chapter of a US organisation called orlistat no prescription.  In the West Midlands region there is a group called orlistat overnight without prescription, part of a global network of people interested in using web or mobile technology for social good, where VCSE organisations can meet and get support from digital advocates who want to support work in the sector by sharing their technical skills.

Digital skills

There are some worrying statistics from the 2015 how to order orlistat online without a prescription which tracks digital adoption among small to medium sized businesses (SMEs) and charities:

  • 58% of charities lack basic digital skills (23% of SMEs), up from 55% last year
  • 28% of charities think that they’re doing all they can online
  • Over 50% of charities do not believe that having a website would help increase their funding and nearly 70% say the same about social media
  • 55% of charities think that the knowledge level at board level is lacking.
  • One-quarter (25%) of all organisations surveyed (SMEs and charities) believe digital is ‘irrelevant’ to them.

In the course of this series of articles we will refer to tools, resources, organisations and events to do with technology for non-profits, many of them available to us in the VCSE sector at low or no cost. Many of the tools and resources are designed and maintained by people who believe in tech for good, including volunteers. We will also recommend organisations and events like buy orlistat over the counter, the unconference for voluntary sector infrastructure organisations (CVSs and Volunteer Centres etc) at which you can network with and get support from other organisations in the sector who are also engaged on this same transformation journey.

Allies

We have allies in this work, people who work in the public or private sectors but who also want to ‘give something back’. Organisations like orlistat no prescription bring together charities and data scientists to enable the data scientists to examine the charities’ data and help them understand the patterns in the data which will help them do a better job. Meetups like Net Squared attract ‘techies’ who are civic-minded and want to help us find solutions.

What technology many charities need

A national charitable funder recently ran a pilot programme which was to help charities use technology to create change in the lives of certain groups in society. There were a number of things which the funder said this programme would not cover and these were:

  • Upgrading of internal IT systems
  • Large-scale capital costs
  • Updating of websites and routine social media campaigns
  • Exploration events or hack days
  • Staff or volunteer training
  • Capacity-building to make an organisation more ‘digital ready’

As an organisation which believes in the need for the digital transformation of civic society, we think this is a handy list of work which does need to be funded by some funder(s) and we aim to identify and seek dialogue with funders who will fund these areas.

Resource-saving tools

What are the tasks you need to do? What are the time-consuming ones which could be automated? How much time do you spend answering the same queries over and over, organising events, arranging meetings, travelling to meetings, keeping up to date, managing projects, updating documents, finding out what your members think? How much money do we pay for simple website maintenance and updates? Tools like Eventbrite, Doodle, Skype/Hangouts, Google alerts, Trello, Google Drive and Survey Monkey are our friends in these scenarios and we should be using them more.

Voluntary sector and smart cities

In a orlistat(xenical) ordered without a perscription written by us in September 2012, when Birmingham was establishing its to buy orlistat, we said:

“The voluntary and community sector (VCS) has accommodated the move from early computers to flat screens, to laptops, blackberries, smartphones, iPads etc etc. We have accommodated changes in programme applications – online, monitoring through prescribed databases and spreadsheets, and reporting on pre-set and template programmes. Smart/digital systems, big/open data, ‘Smart Cities’ programmes are all processes and programmes that will benefit the sector in developing, delivering, monitoring and reporting services.

The question for the VCS is not about whether, or how, we engage in ‘digital by default’ [see canada orlistat], but how do we proactively lead/shape our involvement within the ‘technological journey’. While the public sector is planning reforms and changes based on technological developments, there are growing concerns over our sector’s ability to take part in and respond to the continued changes”.

Future articles

In the forthcoming articles in this series we will look at the strategic and operational processes we in the sector need to be aware of and implementing if we want to achieve the transformation to ‘digital by default’ that is so badly needed.

Events

Some upcoming events relevant to this topic:

What next?

If you or your organisation wants some strategic help to take any of these ideas forward, please contact us for a discussion about how we might work together.

 

OTHER ARTICLES IN SERIES:

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We have been undertaking research and taking part in event since 2012 into the impact of ‘Smart Cities’, ‘Smart technology’ and open data processes on third sector organisations, service delivery and future funding programmes.

Between 2012 and 2013 we:

Work from 2013 onwards

RnR Organisation is one of 3 VCSE stakeholders who developed the where can i get orlistat (informal conference where delegates from voluntary, community and social enterprise (VCSE) support organisations e.g. CVSs, decide the agenda based on using technology better) starting in 2013. We have also participated in #SmartBrum hacks, organised an event to establish the orlistat cost (a demonstrator site sharing data about the West Midlands), organised the first where can i buy orlistat without a prescription meetup in Birmingham and attended their June 2014 datadive, spoke at orlistat no rx in us event which brought together professionals and other people interested in using data for good.

We are thus establishing a new cohort of partners outside traditional VCSE activity and have been developing this work of data-informed decision making, alongside at least one of our clients, buy orlistat next day delivery (RAWM). We are interacting with a new network of relevant organisations in both the open and the data analysis fields, Open Mercia (data users in the Midlands), orlistat online pharmacy (a local cooperative business in the field), the orlistat order on line (a national organisation) and generic orlistat online (an international organisation) which have a wider experience of ICT and Data Analysis which we can harness to benefit the VCSE sector.

At RAWM we were part of a 2015 Cabinet Office funded Digital Birmingham led consortium orlistat cheap online canadian pharmacy funded under the purchace orlistat online to help accelerate and automate open data extraction and publication processes from Birmingham City Council’s proprietary systems onto Birmingham’s new buy real orlistat to encourage citizens, communities, third sector to understand the value of open data to help solve community issues that matter most to them.

Future work

Our future research involving Smart Cities and open data will include:

  • Project monitoring and reporting
  • Monitoring client involvement and staff movement
  • Non-cash payments

We have example design briefs for the kind of work which the third sector needs in this area of work which we have put together. We would be interested to hear from analysts or others who might want to help us fulfil these briefs.