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Originally published in Sept 2016, this post has been updated to reflect the latest data in various reports, including the second annual order orlistat without rx: Benchmarking the digital and financial capability of consumers in the UK, and the fourth annual ordering orlistat online without a precription: 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

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.

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%)”.

 

 

 

 

 

 

 

 

 

 

Regional differences

 

This year [2017], 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

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

 

 

 

 

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It’s a very open call for ideas, although there are four suggested themes.

Introduction

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?

  • See volunteer centres can i buy orlistat online

2)         Transforming government

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;

  • See the model working in Mansfield mail order orlistat(xenical)

3)         Transforming everyday life

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.

  • See Run A Club platform for skills development & administration of small community sports groups low price rx online website orlistat

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 buy generic orlistat online who run a xenical purchase

  • See this idea from Dave Briggs where can i buy orlistat without a perscription?

4)         Building the foundations

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.

The digital framework and basic digital skills developed by canadian generic orlistat no prescription [now orlistat buy no prescription] goes part way to helping organisations, but needs to cover the strategic digital transformation issues an organisation has to consider in order to build strong foundations.

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 non prescription orlistat 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.

  • Access to impartial advice about the best digital tools and products, not those linked to a particular supplier or solution e.g. order orlistat online consultation

  • See Charity IT Association – indian orlistat 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 order  [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]

Summary

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.

©         Pauline Roche & Paul Webster – January 2016

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[ii] Do.

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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 xenical without rx 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 do you need a prescription for orlistat in mexico.  In the West Midlands region there is a group called buy orlistat pills 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 buy orlistat (xenical) without rx 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 can i get orlistat without a prescription?, 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 do you need a prescription for orlistat in mexico 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 xenical online no prescription written by us in September 2012, when Birmingham was establishing its orlistat in usa, 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 buy orlistat online], 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 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 cheap generic orlistat online canada pharmacy no prescription (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 Pay COD for xenical without prescription (a demonstrator site sharing data about the West Midlands), organised the first best place to buy orlistat online? meetup in Birmingham and attended their June 2014 datadive, spoke at orlistat 120mg 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 online (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 sale no prescription (a local cooperative business in the field), the orlistat purchase without prescription (a national organisation) and buy orlistat without a prescription (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 order generic orlistat online no prescription funded under the orlistat without rx120 mg orlistat to help accelerate and automate open data extraction and publication processes from Birmingham City Council’s proprietary systems onto Birmingham’s new orlistat online order 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.

 

order orlistat online no prescription Pharma Life “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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