net:gain mapped onto OIE model

I've been meaning to put this up for a couple of days (sorry!). The mapping of net:gain onto the model proposed here is in the Powerpont file attached.

net:gain is funded by Capacitybuilders and Ufi Ltd under ChangeUp and has developed a model of capacity building for Third Sector organisations built on a variant of franchising. This borrows from commercial franchising, but is social/non-profit sharing; it is fractional franchising (building small elements of trading activity into existing Third Sector organisations) as part of their portfolio of services (and income streams); it is reciprocal franchising as ideas and learning bounce back and forth between the franchisors (the net:gain development team) and the franchisees (Third Sector organisations actually learning, adapting and delivering the programme). Our understanding of how net:gain is developing has informed the model for this OIE bid, and here it is mapped onto the model. It is still eaerly days but we've found out lots of interesting things, which include (not necessarily in this order!):

- the importance of enterprise skills: trading; costing/pricing; selling

- the potential of the model to get funders' money right down to the frontline

- the way the model supports learning transfer, and helps build a network of real participators

- the potential to effect genuine organisational change - but the time that this really takes

- the importance of champions/advocates

- how important it is to be flexible/encourage local tailoring and buy-in, within the basic franchised framework (ie breaking the'rules' of commercial franchising)

(The 'content' of the franchise - the service it delivers - is in this case ICT strategic planning - but that hardly matters when considering transferability to other possible services)

Note in particular who the investors are where they invest.


IE Model netgain v3_1.ppt268.5 KB


An organic model

I would like to propose the value of thinking through the proposal, not replacing it, with an organic presentation - this might encourage a people orientated approach that makes the system/process subservient to the service users. My concept is that of a deciduous tree where the service users - the most important part - are the leaves, the investment is the rain. the TSO's are the branches and the roots are the processors etc, - and well hidden. [This way the users, according to assessed need, put the investment out to the roots tips and nourish the roots. The model ensures that the roots never grow larger than the canopy of users.]

The challenge of the model then becomes that of the roots delivering nourishment to the leaves through a strong trunk of communication channels. Insufficient nourishment to branches will compromise the amount of leaf growth. TSO's suffer from the nourishment challenge - this model could determine proportional funding ratios throughout any project and ensure that delivery was equitable and cognisant of full-cost recovery.


An organic model

and ... leaves create a nourishing feedback each autumn unlike some projects that want to strip them every month!

Syndicate content