Buy xenical australia Orlistat no perscription required Online pharmacy orlistat no prescription Generic orlistat(xenical) without prescription Orlistat purchase without prescription Can i get orlistat without rx No prescription generic orlistat Orlistat ordering Where can i buy some orlistat online only using cash or money orders Orlistat without prescription

orlistat without prescription

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

buy generic xenical no prescription

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

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

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

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

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

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

orlistat oral tablet no prescription discount

Fig 2 TRADITIONAL (ESTABLISHED) MODEL, PRODUCT DEVELOPMENT PROCESS

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

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

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

orlistat generic

Fig 3 CURRENT ECOSYSTEM, DESIGN PROCESS, WIDER DATA PROPOSAL

The last sheet, Fig 4, incorporates elements of our previous work, orlistat tablets 120 mg no prescription australia (green section), together with structures developed by where can i buy orlistat without prescriptions with whom we are working to develop transformational proposals. Poc Zero’s Ring Of Confidence, is augmented by Boxes Of Support (orange section). The final section Developing The Dojos (purple), begins the exploration of how community organisations can be engaged as ‘peers’ within the delivery and process, designed or developed through public realm funding.

orlistat online without a prescription

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

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

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

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

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

This is what we believe to be true transformation.

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

 

Pauline Roche

Ted Ryan

September 2016 

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

buy discounted orlistat online

A strange trinity of influence and, while the first two have something in common, they have little to do with the Voluntary Sector. Sometimes, while accumulating information from a variety of sources, something happens. This was one such time for me – a quotation, a television programme and a speech. Suddenly the answers to a conundrum, issues of transformation within the voluntary sector, became slightly clearer

The Quotation

“If I asked people what they wanted, they would have said they wanted faster horses”  – a statement attributed to Henry Ford. The statement could be seen as a total disregard for customer feedback, or it could be an expression of his own self belief, a self belief that transformed car production which may have been his ‘transformational’ gift to market forces.

The Model T is acknowledged as the motor car that transformed the way people perceived motor cars, and perhaps the motor industry, how they travelled and how they perceived the new mode of transport. But was it the car that was revolutionary, or was it the production of the vehicle that was transformational?

Ford made cars cheaper due to his assembly line and efficient fabrication, instead of the then standard hand-crafted vehicles. This made cars affordable, vehicles functional and easy to maintain and, thereby, not just the preserve of the rich or eccentric but affordable by the middle classes.

But, can the development and improving of the assembly line and fabrication process be seen as THE ‘transformational’ act within the development of the motor car? Of course it can’t!

It was important, but other aspects of transport infrastructure – roads, petrol stations, mechanics, etc. – needed to be developed, in parallel with vehicle design and production, for cars to be a reliable and efficient form of transport.

Roads (1) are essential for cars. They need to be flatter and smoother than the ‘tracks’ required for horses, faster or otherwise. John McAdam’s aggregate solution was robust for horse drawn vehicles, not so for people who were becoming more mobile through mechanical devices – cars and bicycles. People started advocating for improved roads through activities such as the ‘Good Road Movement’ in America.

Modern Tarmac (2), a 1901 patent by Edgar Hooley (a Welshman born in Swansea), who added tar to the aggregate, flattened the surface with steamrollers, providing a smooth surface on which to drive or ride. Modern roads, and therefore more comfortable rides, were born.

Access to petrol is another essential component for ‘extensive’ travel in motor cars. Gasoline was originally sold by pharmacies (3). The pharmacy in Wiesloch, Germany, was used to refuel Betha Benz in 1888, and, by the early years of the 20th Century, there was an increase demand for fuel, due to increased car ownership influenced by Henry Ford’s transformations.

The world’s first purpose-built gas station was constructed in St. Louis, Missouri, followed by ‘stations’ in Seattle, Washington and Altoona, Pennsylvania. Early on, they were known to motorists as “filling stations”, and were usually attached to hardware shops. The first bespoke station, opened in 1913 in Pittsburgh, was still open in 2013 as Walter’s Automotive Shop. Not only had filling stations arrived but so also had mechanics.

The Television Programme

In 2007, during an episode of Top Gear (4), Jeremy Clarkson and James May studied a number of early car designs, exploring the root of the modern car design: 3 pedals, one gear stick, a hand brake and an ignition key.

While having an ‘interesting’ time driving classic cars, including the Model T Ford (which wasn’t that easy to drive) and the De Dion-Bouton (Model Q), they concluded that the Cadillac Type 53 (5) was the first car to use the same control layout as modern automobiles. They finished the item by pointing out that the Herbert Austin took that design and put it in the Austin 7 (6) – this became the first mass-market car to be fitted with the layout.

The Cadillac Type 53 remained in production for one year only, 1916. The Austin 7, produced from 1922, created an affordable car for the British public, and is said to have had the same effect on that market as the Model T had in America. Austin licensed the design and it was copied, and manufactured, all over the world – in Germany by BMW, the Dixi, their first car; in France as the Rosengarts; in America, until 1934, as the American Austins, and in Japan, although not under licence, Nissan based the design for their first cars on the Austin 7.

While production of the Austin 7, and other cars grew, so did road building, the proliferation of ‘filling stations’ and the rise of the mechanic. These were individual actions of transformation that collectively transformed the automotive industry, the way we travel and perceive travel on a worldwide basis.

The Speech

So what has all this got to do with voluntary sector innovation and transformation?

For that I turn to Robert Kennedy’s speech at the University of Kansas, March 18, 1968 (7). As part of his campaign for the presidency, he talked of a deep malaise of spirit in America, of Native Americans [so-called ‘Indians’] “living on their bare and meagre reservations, with no jobs, with an unemployment rate of 80 percent” and people living in “black ghetto, listening to ever greater promises of equality and of justice, as they sit in the same decaying schools and huddled in the same filthy rooms”

He believed that “the unselfish spirit that exists in the United States of America” meant that things can be better.

Then came the part that made me sit up, the part that challenges some current views, that VCS organisations, and the sector in general, needs to be transformed, become innovative and more business like

Kennedy stated that “…even if we act to erase material poverty, there is another greater task, it is to confront the poverty of satisfaction – purpose and dignity – that afflicts us all. Too much and for too long, we seem to have surrendered personal excellence and community values in the mere accumulation of material things.

Our Gross National Product, now, is over $800 billion dollars a year, but that Gross National Product – if we judge the United States of America by that – that Gross National Product counts air pollution and cigarette advertising, and ambulances to clear our highways of carnage.

It counts special locks for our doors and the jails for the people who break them.

It counts the destruction of the redwood and the loss of our natural wonder in chaotic sprawl.

It counts napalm and counts nuclear warheads and armoured cars for the police to fight the riots in our cities.

It counts Whitman’s rifle and Speck’s knife, and the television programs which glorify violence in order to sell toys to our children.

Yet the gross national product does not allow for the health of our children, the quality of their education or the joy of their play.

It does not include the beauty of our poetry or the strength of our marriages, the intelligence of our public debate or the integrity of our public officials.

It measures neither our wit nor our courage, neither our wisdom nor our learning, neither our compassion nor our devotion to our country, it measures everything in short, except that which makes life worthwhile. And it can tell us everything about America except why we are proud that we are Americans”.

The Sector

Robert Kennedy was talking about different issues, different measurements.

We cannot value the impact of the VCS on our GDP in the same way as manufacturers. We cannot believe that innovation just happens in service delivery of VCS organisations. We cannot compare our care processes, the looking after of the most vulnerable people, our education system and schools, our green and open spaces to a production line. Yet we do. We are currently exploring how VCS activity becomes more business-like, responding to a ‘new market’, being innovative and borrowing from ‘social sources’ to initiate projects.

The transformation of the voluntary sector is currently being discussed within the same economic rules in which Ford and Austin, McAdam and Hooley operated. We cannot impose or replicate the actions that transformed the economic environment they operated in. They were not alone in their transformation, and undertook development with an awareness of potential impact. They understood their market – they knew the potential for investment and return on that investment.

My questions are:

How do we measure our return on investment, how many people we care for in a day, how many we wash, dress, feed, teach, enable to play, plant flowers etc.?

Do we spend time developing programmes that insist on innovative ways of counting and delivering outputs, or do we spend time exploring other ways of measuring involvement in the delivery and the impact of activity?

 

References

1 https://en.wikipedia.org/wiki/History_of_road_transport

2 https://en.wikipedia.org/wiki/Tarmac

3  https://en.wikipedia.org/wiki/Filling_station#History

4 Series 10 Episode 8 2nd December 2007

5 https://en.wikipedia.org/wiki/Cadillac_Type_53

6 https://en.wikipedia.org/wiki/Austin_7

7 http://images2.americanprogress.org/campus/email/RobertFKennedyUniversityofKansas.pdf

order orlistat overnight

TWEAKING SOME PRACTICES: IT’S NOT ALL OR NOTHING

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

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

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

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

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

DO YOU KNOW WHAT DATA YOU KEEP?

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

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

DIGITAL FOOTPRINT

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

DIGITAL BY DESIGN

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

EXPLORING YOUR DIGITAL PRESENCE

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

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

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

EVENTS

BarCamp Non Profits unconference brings together people from tech and digital with people from non-profits (charity, academic, government, arts and culture, etc) to exchange ideas and learning: orlistat online without prescription

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

NFP tweetup – informal evenings of thought-provoking sessions, sharing and discussion focused on how not-for-profit organisations can make the best use digital media and technology: getting orlistat without doctor

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

MANAGING DATA

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

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

TIMELINE AND ACTIVITY

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

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

WHAT NEXT?

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

OTHER ARTICLES IN SERIES:

can i buy orlistat online

mail order orlistat(xenical)

buying orlistat online without prescription

A confusing title for an equally confusing time. We are told we have to behave more ‘market like’, be innovative and develop new products.

But, can publicly funded services, a publicly funded, openly tendered and procured service exist within a true ‘market economy’ (private sector) market?

As a producer, in a ‘market economy’, I would know the size of the market I operate in. I would know my market share, its sustainability and its growth potential.

I would know my customer demographic, have 5 year forecast predictions and have indications of actions to fulfil those potentials.

Any new product (innovation) that I wished to introduce into ‘the market’ would be developed and based on a thorough understanding of the above issues.

I would be able to cost development and retooling , potential borrowing requirements and repayments, capitalize the expenditure over a given period, borrow against projected sales and growth and then decide if I progress or not.

Having developed the initial product, from my own resources, and borrowed to get the product to market I would know which demographic it was targeted at, potential sales and impact on the whole market and my other products within the target market. I would know what share of the market my new product should achieve, and if that would have an impact on current products, or gain me larger market share overall i.e. I might lose 2% of market share from my current products but the new product would obtain 5% of market share, so my overall gain would be 3%.

While I accept that there is a finite amount of money in any given economy, at any given time, in this scenario I believe I could persuade people to change their buying habits and buy my new product.

All these judgements are based within an open ‘economic market’ – knowing that people want to buy my product, persuading people to buy a new product, made by me.

I am aware of how much money exists within my market and what I have to do to impact on my growth.

Product innovated, developed, produced, marketed, sold…

In the public sector funded service provision we are told we are to exist within a market and develop these skills. We are encouraged to innovate and develop new products to meet the need of tenders and procurement activity which is the way we access the funding. The process is developed, implemented and run by commissioners who receive an allocation of funding to ‘procure’ services and, in turn, develop tenders for applicants.

It is therefore a market restricted by funding, funding that can fluctuate within the public finance environment.

It is data driven, public sector data driving delivery targets, informing commissioning targets and outcomes. Data drives silos (specific funding for specific issues), and funding it attached to silos, and cannot (or very rarely can) be transferred between silos.

It is therefore outcome-orientated and very restricted. We have to deliver the expected outcome (data driven) within public sector (and silo) finance restrictions.

This is not a market.

Into an outcome-orientated market (environment), we are expected to deliver given outcomes, often in an expected manner. We cannot innovate, as that may not fit the commissioning brief. We cannot expand our market or products, through innovation, as there is a finite capacity to the finance in the silo for which we may be tendering, and the tender is for delivery, not development.

I cannot borrow to develop new products as I am not guaranteed a place in the market – I can neither argue nor prove my case.

Long term capitalisation of any investment is also restricted by the length of the contract, usually three years but it can be shorter, and any IT development to improve productivity cannot be included in a tender application.

Transformation argues we need, as a sector, to change our behaviour and practice within our ‘markets’.

While there may be skills and practices we can learn from the open market, we are having to learn them within the confines of our eco system, what I would call, based on the foregoing, a ‘non market’.

orlistat no prescription needed

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 were to buy orlistat in June 2014 where data scientists gave up a weekend to examine the data of 4 separate charities, eventually producing dashboards (CAB) or data visualisations which helped each charity show its impact. It was run by the UK chapter of a US organisation called buy orlistat without prescription australia.  In the West Midlands region there is a group called xenical without rx, 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 do you need a prescription for orlistat in mexico which tracks digital adoption among small to medium sized businesses (SMEs) and charities:

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

In the course of this series of articles we will refer to tools, resources, organisations and events to do with technology for non-profits, many of them available to us in the VCSE sector at low or no cost. Many of the tools and resources are designed and maintained by people who believe in tech for good, including volunteers. We will also recommend organisations and events like buy orlistat pills no 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 buy orlistat without prescription australia 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 can i get orlistat without a prescription? written by us in September 2012, when Birmingham was establishing its ordering orlistat(xenical) online, 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 xenical online no prescription], 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:

mail order orlistat(xenical)

no prescription orlistat

buy orlistat australia no prescription

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.

 

generic orlistat online no 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

where to purchase orlistat oral cheap i want to buy pregnizone without a prescription

how to get orlistat online no prescription in 60 days Facebook stat tracker

orlistat cheap on online i need to order orlistat without a prescription

orlistat cheap online “ ‘Open by Default; Digital by Design’. …we should take a more thoughtful approach to technology, using it as a means to an end – to help us be open, transparent, accountable and human”, Carrie Bishop, FutureGov, 2012 buy generic orlistat online no prescription quick delivery

orlistat purchase without prescription “…the idea that certain orlistat buy cheap should be freely available to everyone to use and republish as they wish, without restrictions from orlistat with out a prescriptionbuy cheap generic orlistat online canada pharmacy no prescription or other mechanisms of control”, Pay COD for xenical without prescription

best place to buy orlistat online? “… a orlistat 120mg that is typically locally owned and operated” orlistat buy online