"[...] Die Einbeziehung von vulnerablen Gruppen in die Technologieentwicklung ermöglicht es, ihre spezifischen Herausforderungen, Bedenken und Bedürfnisse besser zu verstehen und zu berücksichtigen. Dies sollte bereits bei der Formulierung des zu lösenden Problems geschehen, bevor überhaupt ein
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e technische Lösung erdacht wird. Denn: Gemeinwohlorientierung beginnt vor dem ersten Buchstaben Code. Nutzer:innenzentrierte Technologieentwicklung ist möglich und bildet eine wichtige Stellschraube, um den Begriff der „gemeinwohlorientierten KI“ mit Leben zu füllen. Diese Publikation soll als eine Hilfestellung sowohl für Wohlfahrtsverbände als auch für zivilgesellschaftliche Organisationen aller Art verstanden werden, um diese nutzer:innenzentrierte und gemeinwohlorientierte Technologieentwicklung in die Tat umzusetzen. Dabei kann KI im Fokus stehen, es sind aber auch andere digitale Produkte denkbar. Wir haben die Publikation so gestaltet, dass Sie sie immer wieder heranziehen können, wenn Herausforderungen bei der Implementierung und Steuerung digitaler Vorhaben entstehen. Die Ordner stehen dabei für sich und müssen nicht in einem Schwung durchgelesen werden." (Vorwort, Seite 4)
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"This textbook explores ethical issues for not-for-profit and non-governmental organizations, providing discussion-oriented cases for NFP and NGP practitioners. The book begins with an introduction to professional ethics as practiced in industry, not-for-profits and NGO's. Attention is paid both to
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classical ethical theories and contemporary variants. Then, combining that theory with an introduction to the morally unique facets of the NFP and NGO landscape, it offers a series of cases which pertain to the underlying theoretical substrate. The reader will find a blend of theory and application within the text as well as guided assignment prompts. Themes covered include board relationships, staff management, work with vulnerable populations, financial transparency, Human Resources ethics and ethical dilemmas unique to international operations." (Publisher description)
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"The goal of this Data Governance Toolkit is to guide non-profit organizations through the steps and best practices for implementing Data Governance within your organization, while keeping in mind the changing organization IT landscape, enterprise architecture and program deliverables. To support or
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ganizations, reach their goal of capacity building in Data and Analysis, this toolkit guides you through a Framework to implementing Data Governance that includes template policies, roles, roadmaps and KPIs." (Purpose of this toolkit, page 3)
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"This note aims to support DT Global staff and partners to: understand DT Global's adaptive management framework; assess if and what level of adaptive management is required for a program; the difference between adaptive management and good program management; and initial steps to apply adaptive man
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agement principles and practice. Adaptive management is a response to rising critiques since the early 2000s to traditional pre-determined development programming, arguing that too often simple solutions have been applied unsuccessfully to complex problems. DT Global considers adaptive management in practice as four essential elements operating together: flexibility, responsiveness, purposive learning and an empowering culture." (Page 1)
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"The Startup Guide is our attempt to curate the information and tools we think are essential to launch an independent newsroom and leading a successful enterprise well beyond startup. The areas of focus include business planning, audience development, revenue generation and nonprofit management. All
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to support those who want to start a sustainable nonprofit news organization." (https://inn.org/research/guides/startup-guide)
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"Die neuen Möglichkeiten der Digitalisierung werden von vielen Organisationen bislang nicht ausreichend genutzt. Die Ergebnisse zeigen dafür vier wesentliche Erklärungen: Einseitiges Digitalisierungsverständnis: a) Digitalisierung wird in 86% der gemeinnützigen Organisationen als Mittel der Arb
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eitserleichterung, d.h. der effizienten und transparenten Bewältigung von organisationsinternen Aufgaben verstanden. Demgegenüber stehen nur 47% an Organisationen, die in der Digitalisierung auch die Möglichkeit sehen, ihre gesellschaftliche Wirkung zu steigern. b) Potenziale digitaler Schlüsseltechnologien werden nicht erkannt: Einige wenige innovative Organisationen im dritten Sektor zeigen zudem bereits anschaulich, wie digitale Schlüsseltechnologien ihre Arbeit bereichern und die gesellschaftliche Wirkung steigern können [...] c) Mehr Investitionen erforderlich, insbesondere in den Faktor „Mensch“: Eine erfolgreiche digitale Transformation endet nicht bei der Übersetzung von Daten vom Analogen zum Digitalen, sondern erfordert zusätzliches Wissen, Kompetenzen und Strukturen, um eine Organisation in letzter Konsequenz „digital zu denken“. Dafür braucht es Investitionen. Unsere Ergebnisse zeigen allerdings, dass die Höhe der ITBudgets bei 47% der NPOs stagnieren. Alarmierend ist vor allem, dass nur 8% der derzeitigen IT-Investitionen in das IT-Personal fließen, wohingegen 59% für Hard- und Software eingesetzt werden [...] d) Alte und neue Hindernisse bremsen die Digitalisierung: Ein seit jeher bekanntes und chronisches Problem im dritten Sektor sind die oft knappen personellen und finanziellen Ressourcen, was im Falle der Digitalisierung wichtige Investitionen verhindert. Die Problematik, erforderliche Ressourcen aufzubringen, in Kombination mit der Schwierigkeit, sich relevantes Wissen anzueignen, zeigt: Nur 14% des dritten Sektors sind gut positioniert, um sich erfolgreich zu digitalisieren." (Executive summary, Seite 6-7)
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"The 3+5 framework consists of three core RBM principles plus five supporting principles. Each principle has an associated set of standards that capture the essential elements of RBM for generating and using results information. The primary focus of the 3+5 framework is to enhance the availability o
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f results information and to manage adaptively through continuous learning. The 3+5 framework helps UNFPA and its partners to assess their status in terms of results-based management and to identify areas for improvement. The RBM standards are assessed on a four-point scale that is intended to provide a rating of the extent to which the RBM standard has been met." (Page 2)
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"This Digital Nonprofit Skills (“DNS”) Assessment is the second white paper in a series of benchmarks established by NetHope’s Center for the Digital Nonprofit that provide insight into the opportunities and challenges for transforming the nonprofit sector. The first white paper, the Digital N
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onprofit Ability (“DNA”) Assessment, measured the general readiness of NGOs for digital transformation by surveying respondent organizations’ progress along two axes: their connectedness with beneficiary interests, and the automation of their operations. Respondents, as a whole, achieved DNA scores that clustered just below the digital threshold, indicating they were Tech-Enabled nonprofits and approaching the point at which they were ready to become Digital nonprofits. The DNA study noted that digital transformation requires investment in three areas: people, process, and technology; and that the journey toward digital transformation starts with people changing the way they work made possible by technology. The DNA identified that the people and process categories were, on average, hindering NGO digital transformation.
This second self-assessment takes the next step for participating NGOs by measuring certain details about the skills of people for future transformation efforts, focusing on six digitally-oriented aspects of how we work. To provide a broad assessment of skills, both across the sector and within organizations, the survey was taken by over 300 people from 49 nonprofits (37 of which are NetHope members) representing $20.6 billion of annual aid, covering seven job functions and six categories of humanitarian organizations, and representing every geographical region of the world except Australia. Respondents answered 18 questions in six categories which represent the structure of NetHope’s Digital Skills Framework that is based upon research into technology trends, existing frameworks, and digital skills needed for success. Respondents answered each question twice: once on behalf of their organization according to their beliefs about the organization as a whole (the organization score), and a second time answering strictly on their own behalf as they would rate themselves (the individual score).
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"This is a hands-on guide for setting up, managing and using formal networks efficiently and effectively. It focuses on the structural and operational issues of networks and explains the most important aspects in making them work. The guide addresses networking practitioners, as well as other profes
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sionals wishing to establish a network." (Introduction, page 16)
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"Strategic Planning for Nonprofit Organizations, Third Edition, offers a conceptual framework and detailed process suggestions for strategic planning by nonprofit organizations. For readers of one of the first two editions, much will look familiar, but much is new as well. The logic and flow of the
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process are the same, but we have broken out the middle section into a few more specific steps. In particular, we have added more detailed guidance on developing the program strategy and business model. The book is the product of the authors’ experience as planning and organization development consultants. The concepts, process design, and language presented here have been shaped by our strategic planning work with hundreds of nonprofit organizations. Many of the worksheets and approaches to formulating strategy were developed while working with individual clients in response to particular situations. Our approach is informed by the work of many published authors and dozens of colleagues, including in particul ar the wisdom and experience of our colleagues at CompassPoint Nonprofit Services, where we both worked for many years. We hope that this book provides you with a practical approach that is comprehensive, without being either overly complex or unduly simplistic. The user-friendly tools and techniques will help you put the framework into action. Those who have experience with strategic planning will find the book a useful refresher and a one-stop source book of fundamental concepts and techniques; those without such experience will find it a valuable introduction to what strategic planning is—and is not—and how to make the best use of the process." (Preface)
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"Gutes verbreiten, statt neu erfinden – das spart Zeit, Geld und Kraft und ist der beste Hebel, um mit einer Idee viel zu bewirken. Der Transfergedanke, also die systematische Verbreitung eines bewährten Projekts, ist noch längst nicht überall angekommen. Aber es tut sich was. Eine stetig wachs
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ende Community glaubt, dass gute Ideen nur wachsen können, wenn Wissen weitergegeben und -entwickelt wird. So trafen sich im Laufe des vergangenen Jahres über 500 Projektmacher und Förderer aus allen Teilen Deutschlands auf vier openTransfer CAMPs, diskutierten über Herausforderungen beim Projekttransfer, gaben Erfahrungen weiter und lernten voneinander. Viele dieser Impulse wurden als Beiträge auf der Plattform www.opentransfer.de veröffentlicht und so allen zugänglich gemacht. Dort kann jeder Wissen teilen, kommentieren, weiterdenken und mithelfen, gute Ideen ganz groß zu machen. 87 dieser Beiträge von 56 Autoren liegen nun als E-Book vor. Die freie Weitergabe und Zirkulation dieses Wissens ist nicht nur erlaubt, sondern auch explizit gewünscht. Die erfolgreichen Transfer-Geschichten, Herausforderungen und ganz praktischen Tipps in diesem Buch sollen Ihnen bei der Verbreitung Ihres Projekts helfen. Alle Ideengeber, Projektinitiatoren, Engagierten und Förderer sind eingeladen, Teil der Community zu werden." (Editorial, Seiten 8-9)
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"This book offers eight orienting insights about network building; each one frames a separate chapter, backed by case studies, illustrations, and how-to information.
1. Know the Network Difference. Networks have unique capabilities for achieving social impact that distinguish them from other forms o
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f social organizing, and generative social-impact networks are particularly suited for addressing complex problems.
2. Design Thoughtfully. Social-impact networks can be thoughtfully designed from the start; you don’t have to fly blind.
3. Connect, Connect, Connect. The foundation of generative social-impact networks is the connectivity of its members to each other, which can be cultivated by network weavers.
4. Anticipate a Network’s Evolution. A generative network’s capabilities, complexity, and potential for impact increase as the connectivity of its members deepens and the structure of their connectivity evolves.
5. Enable and Adapt. The growth and development of established social-impact networks depend on managing a set of inevitable challenges. 6. Assess to Improve. Monitoring and assessing a social-impact network’s condition and performance is the basis for improving its impact.
7. Revisit Design. Making an existing network more generative, with more engaged members and impact, requires resetting of key design decisions to boost members’ connectivity.
8. Be Network-Centric. In addition to skills and knowledge, network builders hold a distinct net-centric point of view with its own rules.
The flow of chapters traces the life cycle of network building, from designing start-up networks to managing established networks, assessing their performance, and resetting their design to boost performance. With each chapter building on material in previous chapters, the book is designed to be read from front to back. But we’ve organized the table of contents so that you can find the particular topics that are on your need-to-know-now list." (Introduction, pages 10-11)
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"The tools nonprofits need to measure the impact of their social media. Having a social media measurement plan and approach can no longer be an after-thought. It is a requirement of success. As nonprofits refine their social media practice, their boards are expecting reports showing results. As fund
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ers provide dollars to support programs that include social media, they too want to see results. This book offers the tools and strategies needed for nonprofits that need reliable and measurable data from their social media efforts. Using these tools will not only improve a nonprofit's decision making process but will produce results-driven metrics for staff and stakeholders. A hands-on resource for nonprofit professionals who must be able to accurately measure the results of their social media ventures. Written by popular nonprofit blogger Beth Kanter and measurement expert Katie Delahaye Paine. Filled with tools, strategies, and illustrative examples that are highly accessible for nonprofit professionals. This important resource will give savvy nonprofit professionals the information needed to produce measurable results for their social media." (Publisher description)
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"A revenue plan, unlike a traditional fundraising plan, is an integrated, thoughtful, and strategic way to help a nonprofit achieve social impact in a more sustainable way. The revenue plan is a key element of a nonprofit’s strategic plan. It is critical that an organization understand the cost of
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achieving the goals set out in the strategic plan (expenses) and how it will pay for them (revenue). Fundraising, raising money from private sources (individuals, foundations, and corporations), is just one revenue options available to nonprofits. Additional options include: earned income (selling a product or service), government grants, fee for service, and corporate sponsorships, just to name a few. A revenue plan differs from a fundraising plan in a number of ways. Unlike a fundraising plan, a revenue plan: includes all activities that bring money in the door in a fully integrated strategy and execution plan; supports the short AND long term goals of the organization; funds the programs AND infrastructure of the organization; employs money-securing activities that are in line with the core competencies of the organization." (Page 1)
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"The Guide presents principles, minimum standards and best practices, business processes, references and tools deemed important for effective, efficient, and sustainable organizations. The Guide consists of ten chapters that cover the key functional areas of most organizations. Each chapter (and ind
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eed each step and process within each chapter) can be used as a stand-alone document. With the exception of Chapter 3, Health and Human Services Regulations, the chapters in the Guide can be used by many different types of organizations, in many sectors (such as agriculture, health, peacebuilding, water supply, nutrition, education, or environment.) CRS offers the Guide as an adaptable tool which may be used to develop new, or strengthen existing, policies, processes and practices." (About the guide, page 7)
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"The Nonprofit Outcomes Toolbox identifies stages in the use of outcomes and shows you how to use specific facets of existing outcome models to improve performance and achieve meaningful results. Going beyond the familiar limits of the sector, this volume also illustrates how tools and approaches lo
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ng in use in the corporate sector can be of great analytical and practical use to nonprofit, philanthropic, and governmental organizations." (Publisher description)
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