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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 buy orlistat india 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 online no prescriptions required from the US.  In the West Midlands region there is a group called cheap orlistat no 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 orlistat ordering 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 orlistat for sale, 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 online no prescriptions required from the US 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 cheap online pharmacy for orlistat written by us in September 2012, when Birmingham was establishing its orlistat without prescription, 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 overnight shipping on generic 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 buy generic orlistat online (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 xenical purchase (a demonstrator site sharing data about the West Midlands), organised the first where can i buy orlistat without a perscription? meetup in Birmingham and attended their June 2014 datadive, spoke at canadian generic orlistat no prescription 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, orlistat buy no prescription (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), non prescription orlistat (a local cooperative business in the field), the can i buy orlistat online (a national organisation) and indian orlistat (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 order funded under the orlistat for sale without prescription to help accelerate and automate open data extraction and publication processes from Birmingham City Council’s proprietary systems onto Birmingham’s new pharmacy where you can purchase 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.

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When I started work in a Local Authority Housing Department in the early ‘70’s it was my job to collect housing repair requests – duplicate copies were made using carbon paper, and the big technological advancement of carbon strips enabled triplicate forms to be developed. Jobs were only monitored when one of the duplicates was returned to the office and crossed off the initial ledger.

While there are still issues concerning housing repairs, we must admit that the technological advancements made since then enables greater monitoring and reporting of actions to be undertaken. We have made substantial advancement from copying to carbon paper, from self carboning paper to databases and spreadsheets on computers.

Digital and technological ‘progress’ is now a given. ‘Digital by default’[1] is now the leading term that loosely describes current and potential changes in administration using new and ‘innovative’ technology. ‘Digital by default’ is not a new concept or process, it is just an up to date term that describes the journey outlined above, a journey that is not going to stop. If anything, it is going to speed up as technology changes and modifies faster.

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’, 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.

Why is the sector relatively inactive in the proactive implementation of change related to monitoring and data in a digital format? There are at least two very distinct possibilities for this inactivity.

The first is related to the funding and economic structure of the sector. Whilst the sector has modified its services and activities in moving from grant programmes to commissioning, it can be argued that the changes in strategic planning and developing economic business support to the sector has not moved correspondingly.

The process of procurement, commissioning activities with outputs and unit cost analysis, developing application and monitoring processes that reduce staff time, and therefore core costs, does not take full cognisance of the sector’s process of capital investment. Do those who assess the need for, and commission, services appreciate the economic structures necessary for capital investment within our sector?

Public sector capital investment is undertaken within specific and planned budgets – VCS capital developments were previously undertaken through specific grants. These have, of course, stopped since the implementation of the commissioning process. Private sector capital investment is undertaken through borrowing and capitalisation of assets, or the leasing of equipment over a given and agreed period.

This process, for a variety of reasons, is not open to most organisations within our sector. As a sector we are therefore doubly disadvantaged – we are unable to borrow and capitalise assets as in the private sector, and we are unable to include capital development costs in commissioned programmes, as they may be ineligible, or they may raise the unit cost prohibitively.

The second is probably less palatable to our sector.

We make excuses, excuses that our clients/users would be disadvantaged if we were too technologically focused, but if we examine the statistics of use of existing technology, we may find this to be not that true.

There are 30 million users of Facebook in the UK – the largest participation in Europe. Over 7 million of this group is aged 40+, and over 15 million of them are aged between 20 and 39[2]. The majority of this internet activity takes place in England, and is split almost equally between men and women, with slightly more women than men being engaged. This, according to socialbreakers[3], provides market penetration to 62% of the on-line population.

Ofcom statistics 2012[4] show that of the UK adult population aged 15-64 (39.9 million), 92% (36.7m) own a mobile phone. 15% have a mobile phone but no land line. 76% of adults have broadband (fixed + mobile), 49% mobiles are postpaid or contract.

39% of people use their mobile handset to access the internet, 50% of adults use social networking sites at home and there are 5.1m mobile broadband subscriptions (Dongles/PC datacard).

These statistics will have changed dramatically in the last five years and will continue to change even more dramatically.

VCS users and clients are using the internet, are competent with the internet (possibly within their limitations), but nevertheless they are using it, and we should not use our perceptions of our clients inadequacies to excuse our own.

The sector, therefore, has to aid and lead this journey, enabling current and future users to benefit from services that will inevitably be developed, delivered, monitored and reported on through smart and enhanced digital technology.

Where does that leave the sector in its involvement in using and developing its proactive involvement in digital by default?

Firstly, the sector should adopt the philosophy of ‘Digital by Design’[5], freely discussing how new technology can drive and monitor services. This will enable the sector to develop not only the delivery programmes, but also be proactive in the development of technology. As businesses, this will rank the sector alongside other SME’s, especially in European Structural Funds, accessing grants to fund the capital development process, developing sustainable business processes that will enable it to refund the process in the future.

Secondly, the sector needs to explore how the concept of using ‘open data’[6] and sharing our data can benefit the VCS and our users. We need to use what we have and what we know to generate interest and belief in what we are and do, not just in words or pictures but in statistics, in numbers, in data – the absolutes of public sector funding.

Lastly, the sector needs to, without prejudice, explore the possibilities afforded by the ‘new thinking’ of community banks[7]. We need to think about how we develop as businesses, enveloping and encompassing the ‘new models’ of community business into our activity, driven by external economic factors but encompassing our belief in social justice and delivery of appropriate services to those that need them.

The sector is on the back foot, caught during a period of change, not yet clearly defining its new economic methodology. Instead of natural adjustment, forced change becomes the order of the day. These banks and processes may have been developed through a political process that argues that we cannot afford services the way we used to, and we all have to accommodate the results of the recession and implementation of budgetary restraint (cuts). We have to do what we, as a sector, have always done – find ways of surviving and continuing to deliver services.

The sector has become defensive and negative. In reality the politicians may, if we aren’t careful, circumvent the current VCS and develop new community processes, a new sector: community learning trusts, community forums, and community planning all loom over the sector, heir apparents of community engagement, developed by a coalition government operating as an oligarchy.

Instead of being on the back foot, we need to come out from the shadows of public sector and politically anodyne statements that, with one breath values us, and with another breath, accompanied by swift actions, changes the ball park, the rules and the funding.

Utilising new technology and open data we can empirically make and argue our case, monitor our activities, improve our services and counter the vision offered by others. We need these processes, not only to win the argument, but also to take part in the argument on equal terms. We will modify and adjust the rules from our own perspective, supported by facts, absolute information, our data and our ‘smart’ activities. This overtly challenges political ideological statements for change based mainly on market economics, and instead presents a well argued, empirically supported, counter-argument, an argument from which we can build/rebuild, develop, engage and progress.

 

orlistat no prescription needed “All existing and future [government] services to be designed first and foremost for digital delivery” from ‘Digital Strategy, Delivering digital by default’, Felicity Shaw, Head of Policy, Digital Delivery, Government Digital Service, 2011

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