taking action, making change

Taking Action, Making Change12NTCAction

Alison Carl WhitePeg Giffels

Evaluate This Session!Each entry is a chance to win an NTEN engraved iPad!

or Online at www.nten.org/ntc/eval

Introductions

Alison Carl WhiteExecutive DirectorNPower Northwest

Peg GiffelsDirector or Community EngagementNPower Northwest

NPower Northwest

• Vision – A thriving community with high performing

nonprofits.

• Mission– To strengthen the nonprofit sector by catalyzing

innovation and driving adoption of technology solutions.

Workshop Road Map

• What is a “theory of change”?

• Where does “the theory” point us?

• Things to keep in mind

• Q&A

Introductions

• Primary role representing here today?

• Do you have a working definition for what a theory of change is?

• How do you use your Theory of Change?

NPower Northwest’s Theory of Change

What’s it all about?Guided enactment

Sector Needs

High Performance Requires:…………………………………………………..

• Capacity Investment• Leadership Development• Planning and Strategy• Leveraged and integrated technology

NPower Northwest’s Theory of Change

High performing nonprofits are needed to ensure healthy, vibrant communities

Strategy

Broad, Deep, Methodical Client Engagement…………………………………………………..

Accessible Solutions & DeliveryMethods…………………………………………………..

Tools for Impact

Goals

Better decision-making

Higher impact programming

More effective communications

Raise more money

Where we started: Hedgehog Concept

Optimal Technology, applied to the non-profit sector, is a

catalyst for improving the world

What are we deeply passionately about?

What can we be the best in the world at? What drives our resource

engine?

The Financial and Social Impact “Double Bottom Line” of our

Social Enterprise Business Model attracts bright and talented people, enables donors to

leverage their philanthropy, and provides incentive for clients to

maximize value of their investments

We understand the unique needs of the nonprofit sector

and deliver technology solutions that enable positive

impact on important issues being addressed by our

customers

Strategic Direction: NPower’s Evolution

In The Year 2000

Our Strategy

• Technology Provider

Our Goals

High Performing Nonprofits through integration of

technology into organizations……………………………………………………………………………….

• Provide access• Shift mindset of leaders

In The Year 2012

Our Strategy

• Technology Strategist

• Capacity Builder

Our Goals

High Performing Nonprofits through integration of technology for operational efficiency and mission impact…………………………………………………………………………………………………..….

• Clarity of goals• Integration of technology tools & organizational processes• Standardization of tools & processes for leveraged investment in technology

NPower Northwest’s Theory of Change

Where’s it headed?

Questions

#12NTCAction

Where does the theory point us?

Making informed decisions Creating the impact we seek to have

The Impact We Seek to Have

Strategic Direction: Annual Goals

Sector Leadership: Best Practices Model

Questions

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Theory of Change

Major ImplicationsThings To Keep In Mind

Major Implications

Unlocking the secrets of technology success

Major Implications

Having the impact you want to have

Things To Keep In Mind

Technology is not a silver bullet

Things To Keep In Mind

Failure to plan is planning to fail

Questions

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Take Aways

• Technology is always changing

• The potential is enormous

• Always a work in progress

Thank You

Alison Carl WhiteExecutive Director

alisonw@npowernw.orgTwitter: @alisoncarlwhite

Peg GiffelsDirector of Community Engagement

pegg@npowernw.orgTwitter: @pgiffels

NPower NorthwestWebsite: www.npowernw.org

Facebook: www.facebook.com/npowernwTwitter: @npowernw

Evaluate This Session!Each entry is a chance to win an NTEN engraved iPad!

or Online at www.nten.org/ntc/eval

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