taking action, making change
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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
#12NTCAction
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
#12NTCAction
Take Aways
• Technology is always changing
• The potential is enormous
• Always a work in progress
Thank You
Alison Carl WhiteExecutive Director
[email protected]: @alisoncarlwhite
Peg GiffelsDirector of Community Engagement
[email protected]: @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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