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The first of these two posts was originally published in Sept 2016; both posts reflect the latest data in various reports, including the second annual wholesale orlistat: Benchmarking the digital and financial capability of consumers in the UK, and the fourth annual orlistat buy online without rx: Benchmarking the digital maturity of small businesses and charities in the UK
Part Two looks 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.
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. This second post looks at digital skills in UK SMEs and charities, including in the West Midlands and East Midlands.
So it snows, and you have to cancel the seasonal market for which you’ve been preparing for the last few weeks, or even months. There are so many disappointed people – you, the organiser, your staff, your stallholders, their potential customers. You and your staff have allocated time and resources, stallholders have prepared and/or refreshed products and services, customers were expecting to see and probably buy something new.
A VIABLE ALTERNATIVE?
Before completely abandoning the market, maybe there’s a viable alternative to cancelling it. Stallholders will have prepared products and services for sale, and many of them will have been planning to offer customers some special offers or discounts. What about creating and organising an online virtual market on your website, or other shared platform, offering at least some of the above?
A ‘VIRTUAL’ MARKET
This ‘virtual’ market could start whenever the actual market was due to start, and run up to whenever the season ends. You could use posts in your social media channels and have a catchy unique hashtag, which both stallholders and customers can re-use and cross-post. Stallholders could submit some copy/video about their products/services for you to use (reasonable quality video can now be done on a smartphone) – they can make whatever they were planning to have had/sold/displayed at the actual market look as good as they can make it.
What are the potential benefits that could happen with a ‘virtual’ market? You and staff could get to use the allocated time and resources in a slightly different and creative way, stallholders could still show off their products and services, and customers, maybe even more than would have turned up in person, could still see and possibly buy something, and they might also recommend the market to their contacts – bonus marketing!
ARE YOU READY FOR THIS?
We know that not every organisation is set up for adapting to a situation like this. We know that not every organisation can yet take payment online or over the phone. We also know many smaller organisations don’t have a website, Facebook page or other online presence. These cases illustrate what we, for some time, in our business RnR Organisation, have been saying needs to be happening in our sector.
Non profits, voluntary sector organisations and social enterprises need to be using available technology, possibly in ways they haven’t tried before. A lack of digital skills and no organisational culture to use technology in our organisations and businesses can obviously be overcome, but, in this case, having an online presence where they can display, promote and sell their wares will have given your stallholders a proven competitive advantage over those who didn’t have one.
We hope this post encourages organisers to consider running virtual events online when opportunities like this arise, possibly having it as a Plan B when they start planning any future markets or similar events.
NEED SOME PRACTICAL HELP?
We hope this post also encourages those in our sector without an online presence to think about why that is, and how they can plan to address that. We’re orlistat online no prescription and overnight if you want to talk to us about practical ways of doing something about it.
The 59-page report concentrates on small businesses but it does have a very useful section on charities, especially useful for us being the data about charities in the regions – the two digital demographics diagrams for small businesses and charities are below
(1) Small businesses
The other key source of regional data about charities/voluntary organisations is the indian orlistat
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.
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 xenical without rx, Wikipedia
“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(xenical) online
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.
Things to bring to a hack
Wifi-enabled devices (laptops, tablets, smartphones) as well as extension cables and memory sticks
An open mind
Design thinking and other information research skills
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 country (or 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.
Typical hack schedule
Night before hack (or a few days before): Pre-meeting of potential participants. Attending the pre-meeting doesn’t mean you have to come to the hack – it’s a chance to see what it’s about, meet people, share ideas.
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
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. One place where developers find out about upcoming hacks is xenical online no prescription
Want to get involved with hacks in the voluntary sector?
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.
Our Managing Director, Pauline Roche, won the award for Outstanding Contribution to technology at the problems with buying orlistat without rx held on Friday November 11th at the Novotel Birmingham on Broad St.
Pauline is an information science professional specialising in community building, outreach and developing better processes for the voluntary, community and social enterprise sector to use technology and data. She is passionate about increasing the digital skills and data literacy of people in charities. She co-founded the generic orlistat online no prescription meetup series and where to purchase orlistat oral cheap.
Pauline is a tech connector, do-er and fosterer of skills and knowledge in the West Midlands and beyond. She bring charities, funders and community groups together to address social issues by organising events, blogging and tweeting through her business RnR Organisation, a social enterprise supporting data informed programmes focussing on asset-based community development and tech for good. She aims to be an example to women striving to improve life in their community.
Originally published in Sept 2016, this post has been updated to reflect the latest data in various reports, including the second annual wholesale orlistat: Benchmarking the digital and financial capability of consumers in the UK, and the fourth annual orlistat buy online without rx: Benchmarking the digital maturity of small businesses and charities in the UK
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
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.
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
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.
In 2016 the UK Basic Online Skills framework was refreshed and updated to become Basic Digital Skills. In order to have full Basic Digital Skills, an organisation must be able to undertake at least one task within each of the five categories outlined below.
“21% (11.5m) of the UK are classified as not having Basic Digital Skills, which represents a 9% improvement and a reduction of 1.1m people since 2015, when the last Skills report was published. Furthermore, 6% report having four of the five skills, suggesting many are close to achieving all five. 9% of people (1% decrease from 2015) have no Basic Digital Skills. This aligns with the results from the Lloyds Bank Consumer Digital Index, finding 9% are not using the internet
Nearly all adults have managing information, communication and transacting skills. The skills acquired by the fewest people are ‘Creating’ (86%) and ‘Problem Solving’ (82%)”.
This year , Yorkshire & Humberside and the South East both report that 86% have the required skills – the highest amongst all regions. This is really encouraging and is also reflected in Ipsos MORI’s Tech Tracker for the use of online banking.
There has been a significant improvement in the West Midlands and Northern Ireland (both reporting a 13% increase), and Wales and Yorkshire & Humberside have also shown a 9% improvement.
Despite a significant improvement since 2015, Wales remains the region with the lowest skills level overall at 71%.
The North West and North East have seen little or no change since 2015. This could suggest there is a need for continued commitment at a local level to drive digital skills training, following on from initiatives such as Go ON North East.
Basic Digital Skills and internet access
UK maps showing lack of internet access and lack of digital skills in 2015 – Basic Digital Skills UK report 2015: Report prepared by Ipsos MORI for Go ON UK, in association with Lloyds Banking Group
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.
This, and our many years of senior level experience and networks in the wider voluntary and public sectors, plus our wide social media networks, makes us ideally placed to bring together people from both the voluntary sector and tech companies under the tech for good/social impact banner.
Tech for good meetups and other initiatives
In 2015 we co-founded cheap prices on orlistat (@Net2Midlands), a local branch of the global online pharmacy orlistat 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 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.
It’s a very open call for ideas, although there are four suggested themes.
A group from the public sector and voluntary sector with an interest in digital transformation and digital growth in the charitable sector discussed this at our Net Squared Midlands: Tech for good event in Birmingham in January 2016 and responded with the bullet points below:
1) Unlocking digital growth
Every business and every charity can benefit from using digital technology, but for many of the smaller charities and micro community groups that we work with there are huge leaps needed to make digital transformation happen.
Corporate Social Responsibly – could larger businesses provide digital employee volunteering and mentoring services, brokered through the national network of well established local Volunteer Centres and Councils for Voluntary Service?
Whilst many staff in charities may be comfortable with using their smart phone to go on-line or conduct on-line transactions, the organisations they work for often aren’t at the same level, or don’t have the same infrastructure to make access to government services easy. Many charity websites are not responsive or mobile friendly and others are out of date, poorly designed or non-existent.
Simple transactions Government procurement is seen as being very bureaucratic and a barrier that small charities often with limited digital skills and capacity struggle to engage with. There is a need for more information sharing and awareness raising of what the third sector can (and can’t do) digitally as part of a strategic relationship with government.
Simpler commissioning models are needed, maybe with a group of third sector organisations collaborating on contract submission to “Government As A Platform”. ”; info sharing with public sector – lack of knowledge;
Relevant activities that promote digital inclusion should be available at the point of need for individuals who use the services of charities, (e.g. Rough sleepers, single parents etc). Taking time out of running a small community group to assist a user undertake “computer classes” is not sufficient and can be off putting when the environment used is a school or classroom which may have unpleasant memories.
Help citizens to understand what their devices can actually do.
Will e-learning and MOOCs ever really catch on in the third sector?
Unlike public or health sectors where training is compulsory and e-learning has been found to be a very cost effective way to deliver this information, no such requirement exists for many tasks in voluntary organisation.
For some people leading chaotic personal lives there is a need for “pre basic digital skills”, mentors who can explain the reasons why being a part of the digital society is important. Vitally they also need to mentor and ensure that those farthest from being digitally active retain their connection, remember their e-mail address or government portal passwords.
Within voluntary sector organisations there should be a drive to recruit and sustain further digital champions, staff who can help their peers, volunteers and trustees or board members.
Charities need help recruiting trustees and some people are interested in becoming trustees but don’t know how – one helper network is the orlistat order overnight who run a pay orlistat
Of the 160,045 voluntary organisations in England, 83.1% are small or micro organisations with less than £100,000 income per year. It is these organisations that are most at risk of being left behind digitally and which this strategy needs to accommodate.
Organisations prioritise service delivery over technology, which for a small charity is often the best use of limited resources and capacity, but basic ‘good practice’ cannot be ignored. Digital Fundamentals which must be embedded in the way organisations work, employ staff with digital skills and recruit volunteers to help their cause include:
Demystifying ‘the cloud’ and the efficiency saving that this form of working can bring to an organisation, its staff and trustee boards.
Being more aware of the many social media tools that help a charity raise its game, increase fundraising and promote its message to a wider audience.
Charities need to be directly aware of the orlistat without a perscription as many don’t adequately protect their data files, use paper based filing systems or fail to back-up databases and don’t use anti-virus and other basic tools which could keep their digital assets safe.
See Charity IT Association – orlistat cheapest place to order for Tech Surgeries and a Virtual IT Director for small charities who don’t have the resources to employ their own.
These statistics are a concern:
There are some worrying statistics from the 2015 orlistat no prescription required [updated annually]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.[i]
And this list of technical equipment and events is exactly what is needed by many smaller organisations:
A national charitable funder ran a pilot programme recently 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.[ii]
In summary it is vital to see increased opportunities for face to face networking with other Digital Leaders in the charity sector where exchange of information is possible and all share a common understanding. We have found it possible to gain knowledge of how to build a strong digital foundation by learning from one another in familiar surroundings and from people they trust in similar situations to them.
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 buy orlistat online ukwork 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 where can i get orlistat 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 cost, 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.*