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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 order orlistat overnight (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 generic 60mg orlistat online (a demonstrator site sharing data about the West Midlands), organised the first orlistat online without prescription meetup in Birmingham and attended their June 2014 datadive, spoke at orlistat in Canada 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, getting orlistat without doctor (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 no prescription and overnight (a local cooperative business in the field), the ordering orlistat online without a precription (a national organisation) and mail order orlistat(xenical) (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 low price rx online website orlistat funded under the buy generic orlistat online to help accelerate and automate open data extraction and publication processes from Birmingham City Council’s proprietary systems onto Birmingham’s new xenical 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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Building Data literacy in the voluntary sector

In August 2014, as part of our generic orlistat without a precsriptions on the buying orlistat online without prescription pre-accelerator programme, we organised a session during the Foundry’s xenical without prescription to show Civic Foundry colleagues and others how to Create and use embedded maps (on WordPress) using orlistat buy online no prescription. Mike Cummins and Simon Whitehouse from the co-operative order orlistat online designed the session and Mike came in to deliver it and share his expertise with us.

Creating Fusion Tables and populating a map

Mike showed us how to create a Fusion Table and how to populate a map using local data from the how to order orlistat and data from the orlistat prescription online next day delivery – and then how to put the map onto a WordPress site. I didn’t get that far but others did – watch the orlistat with no prescription and you will hear Mike’s very clear instructions and our progress.

The session was very well received, both by the colleagues in the room and the people who joined the session via the livestream. The livestream is still available – thanks to our Civic Foundry colleague Matthew Green from generic orlistat canada.

Post-session

Mike has also published a orlistat no prescription needed on the Data Unlocked website which shows some of the screengrabs he used – as with all things technical, a few things have changed names since August e.g. Google Drive now calls the red ‘Create’ button ‘New’ , and the Land Registry is now part of .gov.uk so some of the screens look different but, if you listen to the audio on the livestream, Mike clearly says which links to use.

Future sessions

We are planning to offer more sessions like this to build and improve data literacy in the voluntary sector so please contact us if you’re interested in getting involved.

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do you need a prescription for orlistat in mexicoI’m constantly encouraging VCS CEOs, Trustees and others working in the sector to use social media, particularly LinkedIn and Twitter, and here are 10 interesting things I tweeted about in the week just gone,which I hope helps to show why I think they should:

  • Aug 27: I passed on info about a project focused on researching the impact of openness in education to an academic colleague  in Ireland (someone I met on Twitter and now see in real life)
  • Aug 27: I mentioned that I had become one of 121 Net Squared local organisers around the world, along with my pal Paul Webster
  • Aug 27: I mentioned I’m running a social media workshop at a Disability & Mental Health Jobs Fair Sept 11
  • Aug 28: I asked if email spam is getting worse for everyone working everywhere as spammers take advantage of fewer and busier staff? Is it a security risk?
  • Aug 28: I asked a travel blogger friend who works in a foodbank what she thought about a story saying 10.5% of working parents in England skip meals to pay rent
  • Aug 28: I mentioned an upcoming conference call for women in the not for profit tech Sept 25 to a new CVS contact in Cumbria
  • Aug 28: I passed on a link on a beginners guide on how to make infographics
  • Aug 29: I said that The Digital Roadmap which helps libraries identify new technologies to implement could help the VCS too
  • Aug 30: I recommended a Model funders site to the regional funders network
  • Aug 30: I passed on a link about how to articulate a CRM Strategy

I also tweeted some greetings to friends so I did do some of the more ‘social’ side of social media but in the main, I tweeted about things which I think might improve our experiences of working in the VCS.

Maybe VCS colleagues pick up this sort of info elsewhere, maybe they think it’s not relevant to their work, maybe they’re already overloaded with information – I’d love to hear from some of you in response to this post and start a dialogue about it.

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Ever since I was the CEO of buy orlistat 120mg, meeting with the then-head of no prescription orlistatto discuss the ICT needs of voluntary organisations in Birmingham, I’ve been clear that many voluntary organisations, especially the smaller ones, really need financial and other support to get the ICT equipment to help them do their work better, and thus be able to help their beneficiaries in more efficient and effective ways.

So I am pleased to see that there is an xenical rx cheap to launch a Connectivity vouchers scheme to help fund a new faster broadband connection for small and medium-sized businesses, charities, social enterprises and other not-for-profit organisations. It’s funded by the Government’s Urban Broadband Fund and the European Regional Development Fund, and managed by Digital Birmingham.

Digital Birmingham will cover up to £3,000 of the connection costs for eligible organisations (that’s usually enough to pay for all the work) and it’s a grant not a loan, so you don’t have to pay it back.

The voucher scheme is also available in Coventry, although there doesn’t seem to be an event, just a page where eligible organisations (SME (small or medium-sized enterprise) or are a third-sector (voluntary) organisation within the Coventry City Council area) can buying orlistat online

So as vouchers are available on a first come, first served basis, I’ll be encouraging all the charities, social enterprises and other not-for-profit organisations that I know in Birmingham and Coventry to be registering their interest asap – and if you work with those organisations, can I ask you to do the same? Being better connected helps us all.

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Background
Local Enterprise Partmerships (LEPs) were established to develop a local growth agenda, locally driven by businesses that had a buy-in to a distinct geography, supported by Local Authorities and other influential institutions, FE Colleges and Universities. LEPs developed strategic plans, recognised skills deficiency and suggested ameliorative processes to enhance their growth programme.

This was all fine and dandy, with government programmes being routed through the process, focusing such activity through the development plans, business plans being reviewed and evaluated with a business eye, and then along comes Europe!

In November 2012 after some deliberation, but coming as no surprise to those who had read Lord Heseltine’s report ‘i want to buy pregnizone without a prescription’, The Department for Business, Innovation & Skills (BIS) announced that the EU Structural Funds 2014 -2020 were to be directed through the LEPs.

While they waited for the initial guidance which eventually arrived in April and July 2013, LEPs went about their business, merrily developing their strategic plans within their initial structures, business orientated growth programmes targeting, predominantly, private sector enterprise, acknowledging the growing sound bites that it was the private sector, and not the public sector, that creates the wealth.
LEP and VCS engagement – a stalled start

In their initial development LEPs had little, and in some cases, no contact with Voluntary and Community Sector (VCS) organisations. From November 2012 there was an increased flurry of activity by some LEPs with VCS organisations as they began to discuss how LEPs and the Sector could benefit each other.

What didn’t help matters was the variety of names and terminology used to describe the activities of VCS organisations:
· Civic Society
· Civil Society
· The Third Sector
· Non Government Organisations (NGOs)
· The Voluntary Sector
· Social Enterprises
· Charities
· Community groups

Adding to the confusion of titles was the variety of perceptions of where the Sector gets its money from.

Some basic statistics
VCS organisations constitute an important sector of the economy, creating jobs and economic value, as well as social and environmental benefits. According to research by the National Council for Voluntary Organisations (NCVO), there are over 162,000 voluntary organisations in the UK. These organisations employ 793,000 people (around 2.7% of the UK workforce), and additionally they spend around £18.1bn on goods and services each year. At the same time there are over 60,000 social enterprises in the UK, and 5,950 co-operatives employing 230,000 people.

LEPs and Europe
With the announcement that LEPs were to ‘oversee’ the 2014-2020 structural funds, LEPs had to begin to accommodate new concepts and partnerships in order to deliver EU programmes.

Whilst ESF and ERDF were known programmes, terms like social inclusion, social innovation, community lead local development were unfamiliar. These concepts were to be accommodated into new strategic plans that would outline how the LEP would deliver a European funded programme, and so consultation began.

LEP and VCS engagement – a second bite
While an LEP is capable of delivering economic growth, it will be necessary for it to develop strategic partnerships with VCS organisations in order to fulfil, not only EU requirements, but also to enable them to deliver a growth agenda that accommodated the socio-, as well as the economic, growth agenda.

In some cases, the LEP journey of partnership with VCS was easier than in others – some sought out partnerships, some had partnerships within their existing agenda, and others continued without any partnership plans.

Those LEPs that recognised the importance of an ‘inclusive economic growth’ programme have recognised that the delivery of any growth agenda requires the engagement of those furthest from the labour market, people who, for whatever reason, take longer to become, or in some cases cannot fully become, economically active, and are continually excluded from accepted ‘norms’ and mainstream activity. For this engagement to be achieved, community lead organisations need to be involved.

LEP and VCS – issues to be addressed confusions to be clarified
The most common prejudice faced by the sector in any engagement is the focus on the charitable aspect of the sector, and not on the business aspect. There is often a misguided view that organisations receive grants to deliver to those in need. Much less is known or appreciated of the new commissioning and procurement aspects of public services, and the sometimes onerous open tendering process which organisations need to go through to win contracts, even small ones.

The concept of ‘Social Enterprise’ was often confused with ‘charitable’ delivery and, therefore, in some cases, ignored. There is evidence throughout the country, through information sharing at VCS network meetings, of sparse appreciation of the activity and role of the VCS.
This ignorance or lack of appreciation has prevented significant partnerships being developed, and while the role of LEPs was purely economic growth, stimulated only by the private sector, the management of European Structural Funds brings wider responsibilities.

The most successful LEPs and VCS partnerships occur where there is a historical connection between local and regional infrastructure organisations and the current European Management processes in Local Management Groups.

What therefore does the sector bring to LEPs?
While there is little argument that local, regional and national economic growth policies are a necessity, where such activity can be lead by business, it can be supported by public sector funding. However, the lack of penetration and engagement of public sector programmes has consistently failed to engage a certain percentage of the population. Whatever title we give this, or these groups, (for they are not a homogeneous community, geographically, culturally or socially), if we are to develop a fully integrated socio-economic growth programme, they must be engaged to their fullest potential, and at a pace that maintains and sustains their engagement.

We cannot assume that all individuals are capable of full time employment within the labour market. Are then these economically excluded individuals not to be included in mainstream developments and provision, or just managed/cared for, within other provision?

Are we to ‘lump’ all these people together or, building on the concept of the individual, develop communities of geography or interest, with civic activities that can include the individuals, starting the journey from their own specific capability and journeying, at their own pace, arriving at a destination with which they are comfortable?

What the VCS offers the LEPs is access to such groups, and the ability to engage them in relevant, developmental and sustainable programmes that will engage them, over a period of time, in the socio-economic development of an area.

There is significant evidence throughout the country where community and civically lead programmes have stimulated local engagement in economic regeneration and growth activity. Social innovation programmes can develop a social economy, and can generate sustainable activities that can accommodate developments which facilitate the necessary engagement outlined above.

This process is not one of ‘charity and care’, ‘handouts and management’, but one of business, humanity, and compassion, with an understanding of the individual’s journey, place and circumstances, and an appreciation of the economy, targets and their achievement capability, matched to a support programme to accomplish set and agreed targets and activities.

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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 with out a prescription “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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