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Pamela Geddes and Angie Smith with Alberta Parenting for the Future Foundation
01/Jul/2019

We are excited that today’s blog author will be featured as one of 8 presentations at this year’s Sharing Innovation 2019. Like what you read? Register today at www.nonprofitcenters.org/sharing

 

Colossal failures and some initial successes caused us to stumble into social innovation in a shared space.  We didn’t see the journey taking this route, we just needed more space.  While we work in a large rural setting, there are very few appropriate rentals to fit our needs.

In October, we will explore how we applied the Panarchy Theory to our journey to success.

Exploration – We started looking for a space just our size but what we found was one three times what we needed.  Using our silo lens, we began looking for tenants to help pay the rent and it wasn’t until our largest prospective tenant, with deep pockets, backed out at the last minute. We essentially hit a road block that forced us to completely shift our thinking. Our detour took us into social innovation and changemaking.

Development –  We thought that we had planned the perfect journey booking all our rooms in advance when really, we needed to do more research on the route and what we would find at each location.  Shifting our perspective meant that we needed to learn. We attended conferences including the 2015 Building Opportunities Conference in Vancouver (complete with boot camp), the Tamarack Institute’s conferences on Vibrant Communities and we enrolled staff in trainings and courses such as MacEwan University’s Social Innovation Certificate program. It was at this junction in the road that we learned that failure can actually be a tool for success.

Growth –  We applied our learnings and after early successes with initiatives such as multilevel leases, flexible space, purposeful artwork and signage to celebrate inclusion and daily networking opportunities we began to see where we fit within our own centre and where the centre fit in the larger community. We doubled down on compromise rather than emphasizing policy and procedure to create social cohesion.

Maturity – We were able to celebrate our successes and leverage small partnerships into larger scale innovations, most recently receiving a McConnell  Foundation grant, along with other partners in the community, for the creation of a social lab to create systems change in education.  Maturity is about not getting stuck in one location, rather looking at what needs to scale up or scale out and recognizing when it’s time to let go and continue the journey.

Release – Moving on, whether by choice or through the choice of others can be emotional and discouraging, like a flat tire or engine trouble.  We can choose to sit on the side of the road and have a good cry, then we need to embrace the failure as a tool that puts the air back in our tires. Letting go opens doors to new opportunities, we need to slow down so we can see them.

Organizations moved into our centre because it was economical but they stayed because they have a shared belief in the importance of our centre in the community and they see their ideas in action.

We learned to intentionally create opportunities for input and collaboration, we learned to recognize emergent themes, and we learned (the hard way) to let go and move forward collectively.  These learnings all form the foundation of our centre’s success.


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10/Jun/2019

Recently I was very fortunate to tag along with a delegation of incredible community and student leaders from the Boston area who participate in the Solidarity Economy Initiative and Center for Economic Democracy and Tufts New Economy. Together we visited Montreal to learn from practitioners about local efforts to build the social or solidarity economy. Speaking with local practitioners, we learned about an available apartment designated specifically “for someone who will never earn income again;” a seasonal, manufactured, beach front - designed on land used to store snow in winter – that boosts social engagement and enjoyment of the coast; and a flourishing farmer’s marketplace that offers community lunch and movie nights. Our visit included time spent with:


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28/May/2019

NCN works with clients in a variety of ways, including though coaching. Recently, I worked with a group who was developing a full cost budget for their space for the first time. When you’re doing this kind of work, you need a few concepts in your back pocket. What’s a full cost budget? That’s a budget that looks at the entire picture of an organization, not just a portion of it. It includes all of the unsexy overhead costs that we need to be effective, like liability insurance, cleaning, grounds maintenance, and more. All too often in the nonprofit sector, we only look at what it costs to run a particular program, and we ignore all the other costs that aren’t up front. One concept you need is the idea of direct costs vs. indirect costs. Direct costs are those expenses that you need to spend for a specific purpose. If you’re making a meal, the tomatoes, pasta, meat, and spices are your direct costs. However, your meal won’t be very flavorful if you dump them into a pot uncooked. You need a stove in a kitchen with running water. Not to mention plates and forks! All these other things should be accounted for as “indirect costs” because you need them for making all your meals, not just your delicious pasta.


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Chelsea Donohoe
13/May/2019

It’s Time to Register for Sharing Innovation 2019! It’s time to register for the third annual Sharing Innovation event! (Don’t miss the best registration rate! Early bird discounted registration ends Friday, August 30th). We are ecstatic at NCN about this gathering. It has continued to grow each year, and we are even more impressed with the groundbreaking collaboration happening all over the US and Canada. Every day, more groups are creating shared spaces and shared services to enable organizations to realign how they use resources to tackle the biggest challenges in their communities. No matter the size or scope of your organization, our speakers will have relevant, actionable advice and creative strategies for sharing. Sharing Innovation is a different type of NCN gathering. It’s a time to amplify ideas, dream big, and discuss what’s possible. You will hear from our network about the increased efficiency and effectiveness folks are experiencing from sharing space and other resources. We sought out speakers who are using infrastructure to achieve impact, and we wanted to hear how they are shaping their communities through collaborative, place-based initiatives.


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Jackie Cefola Director, Consulting and Shared Services
07/May/2019

The Nonprofit Centers Network is happy to announce the Upcoming release Rethinking Overhead: Daring to Share Resources Preview, a new on-line publication designed to help you consider why shared back office services could be fit for your organization.* Why are we asking you to think about shared services? As a sector, we need innovative strategies that support nonprofit organizations to access essential overhead services. As nonprofit center developers and operators, we understand the power of collaboration and the potential for shared services to add value to shared spaces. As organizational leaders, we know that our operations gain strength and resiliency through high-quality back office services. And as mission-based practitioners, we want to focus our time and effort on mission-based activities. Sure, this all sounds great in theory but what are the real reasons why organizations participate in shared services? To answer this question, the NCN team asked the leaders of 12 organizations (six service providers and six clients/partners/members/projects) to tell us their shared services stories.


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29/Apr/2019

Last week we gathered for another Ask-NCN Live member-only call to discuss evaluation.* Despite this being a requested topic, there was a tangible fear that kept people from submitting their questions on the registration form. But this is not new to NCN, and we don’t blame people! We purposely sought out an evaluation expert for NCN’s Evaluation Project 2 years ago and brought the same organization – Laura Sundstrom of Vantage Evaluation - in for our call. (These have always been member-only calls, but we knew this call would need some outside support!) We get it – who’s got the expertise, the time to execute, the human power to get it done and what do you do with the data once you’ve got it? Can we just stick to operating spaces and improving collaboration? Yes, you can. But it’s all connected. Evaluation is not just for reviewing what’s working or not working. It informs your next steps – your offerings to your tenants and your programming for future collaboration. So, I’m sorry to report that we should be doing this more. But, where do you start? Here are a few tips around what to focus on, how to do it, and how to advocate to your community and funders the importance of evaluation. What to focus on?


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Jackie Cefola Director, Consulting and Shared Services
01/Apr/2019

This week the Nonprofit Centers Network team is busy preparing for the publication of Rethinking Overhead, our new resource for nonprofit leaders who want to share services. What are shared services? At the Nonprofit Centers Network, we describe shared services as being developed by two or more nonprofit organizations that collaborate to jointly access the time and expertise of contractors, employees or fiscal sponsors to create positive impacts for their operations and their communities. This might be overkill but I’d like to take some time to break this down.


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Chelsea Donahoe
04/Mar/2019

You might not have heard yet, but NCN is developing ANOTHER amazing resource. Our main goal is to identify and analyze current human services one stop center models and practices that elevate the service experience for clients. Over the past couple months, I’ve been interviewing A LOT of folks at human services centers. The first question I ask in these interviews is: Does your center identify as a one-stop human services center? While some answer with an emphatic “YES! A THOUSAND TIMES, YES!” (or maybe just a simple “Yes”), many answers go something like this… “Well...maybe?” “Wait…what do you mean by that?” “I call it that in conversation…but not formally.” And every interviewer’s personal favorite: “Hmmmmm…*LONG PAUSE*” I know it may seem like I’m complaining about these answers, but I’m not. I promise! Since this question is so hard to answer, it tells me that there is a significant level of confusion about the topic. That is why part of this research will be to determine what exactly we mean by the term “one stop human services center.” And, what is that definition you ask? Don’t worry. It will be in the Strengthening the Safety Net report.


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Jackie Cefola Director, Consulting and Shared Services
25/Feb/2019

I admit it. I recently watched an episode of “Tidying Up,” Marie Kondo’s new reality series about home organizing and I found it compelling. Participants sorted through all of their belongings to recognize and focus on what they truly loved and get rid of the rest.I wonder about applying this strategy at work. What would work feel like if we were able to focus more time and attention on the tasks that spark joy, the tasks that relate to our missions?For myself at the Nonprofit Centers Network, I recognize that what really floats my boat is working with organizations and communities interested in sharing space, services, time, and knowledge. I see how these innovative strategies allow organizations to access necessary resources, run more efficiently, be more impactful, and develop a greater focus on mission. Conversely, what sparks my anxiety is bookkeeping.


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Jackie Cefola Director, Consulting and Shared Services
14/Jan/2019

Way back in 2010, I was fortunate to be part of an amazing team with NCN founder China Brotsky, former-Executive Director Roxanne Hanson, and former staff member Tuan Ngo. Together, we co-wrote NCN’s Guide to Shared Services. Our intention was to support NCN member organizations’ interests in collaborative access to back-office job functions, what we termed “shared services.” Our opening lines of the Guide read, “Nonprofit organizations face challenging times. Volatile financial markets are impacting funding opportunities while the demand for services as well as operating expenses are increasing. For the majority of nonprofit organizations with already limited resources these challenges indicate a need for a new paradigm.” Sound familiar? While many things have changed in the past 9 years, pressures are still driving organizations to conserve precious resources and explore collaborative strategies. As a result, many organizations are considering the potential to share back-office services.


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