Caroline Copeman
Caroline says...
Caroline hasn't given a description of themselves yet.More pre-requisites:
It must be used in conversation all the time (internally and externally), both during the building of the thinking, testing assumptions etc, and during implementation, testing reality.
It must have beneficiary needs at the heart; if you don’t base your strategy on a powerful and deep understanding of need and how to meet it, then it won’t; it’s as simple as that!
I’m with both of you on this, and would add that in forming a vision we often think about ‘the world’ we want to create (as opposed to the organisation…). What this gives us is a recognition that we can’t do it on our own, and thus the strategic push to consider working with others (as opposed to the non strategic, very tactical push that we are more often responding to when we consider collaboration).
nfp synergy have a very useful paper (downloadable pdf from this page on their website – just scroll down) called ‘Mission Impossible?’ by Elisha Evans & Brian Garvey May 2006. It gives definitions, pointers on how to do it, and many examples from our sector.
The model is one by Connolly and York. Proper reference: Connolly, P and York, P (2003) Building the capacity of capacity builders, TCC Group. Basically it helps us think about the resources impacted by drivers: time, facilities, human resources, technology, programme design and model (I like this one very much), finance/funding. So if you take your chosen drivers and consider how each might affect each resource area – you open up your thinking. Need to get my head round how you use them in scenarios…maybe just as you suggest!
