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OPERATION SANTA CLAUS UBS NGO LEADERSHIP PROGRAMME Programme 2016
PROGRAMME CONTENT
3-month training Module 1 Training: Service Model Development and Evaluation
Module 2 Training: Resource and Planning Management
Module 3 Training: Media and Communication
3-month mentorship scheme 1 – 2 UBS mentors and 1 CUHK mentor
Final Programme Project Proposal and 5-minute pitching
FEEDBACK FROM PROGRAMME 2015
Expectation management prior to the start of Programme
Increase training content on Leadership
End of module coursework as learning consolidation
Mentorship orientation
Key Features
NGO LEADERSHIP PROGRAMME 2016
KEY FEATURES – ADMISSION
Expectation management
Admission interview
End of module discussion
Start of module expectation questionnaire
KEY FEATURES – LEADERSHIP TRAINING
Leadership elements Started with “Leadership in Social
Service” workshop to prepare participants with leadership attitude and perspective
Additional “Organization and Talent Development” workshop
“Working with Board of Directors” forum
KEY FEATURES - MENTORSHIP
Mentoring grouping and matching – based on participants’ goals, mentors’ interest and expertise
Earlier start, longer duration: April to September
Compulsory joint CUHK-UBS mentors meeting
MENTORSHIP MODULE
Year Meeting / Organization Visit Hours
CUHK Mentors UBS Mentors Joint Total
2016 19 26.25 24.5 69.75
2015 24.5 29.5 9 63
• 10% increase in overall man-hour input
• 2.6 times increase in joint man-hour input
• More mentors arranged organization visits or individual mentoring sessions
Programme Evaluat ion
NGO LEADERSHIP PROGRAMME 2016
EVALUATION OBJECTIVES
Assessing the effectiveness and adequacy of the Programme, especially in the aspect of developing participants’ leadership mentality
Exploring the experiences of the participants, trainers ,
mentors and adjudicators
Refining and enhancing the structure and content of
Programme 2017
EVALUATION METHODS
Quantitative methods
Pre-programme questionnaires and post-programme questionnaires
o Programme’s overall effectiveness in facilitating changes in perceived importance and organizational capacity of “Successful NGO practices” (Crutchfield & Grant, 2008)
o “Serve & Advocate”, “Make Markets Work”, “Inspire Evangelist”, “Nurture Nonprofit Networks”, “Master the Art of Adaptation”, “Share Leadership”
Start of module expectation questionnaires
End of workshop questionnaires
EVALUATION METHODS
Qualitative methods
End of module discussion
End of programme interviews – participants, mentors, trainers and adjudicators
Quantitat ive data
EVALUATION RESULTS
QUANTITATIVE DATA RESULTS
17 questionnaires returned for analysis
35 significant perceived organisational capability positive changes
Top 3 practices with most significant positive changes:
o Engage in cause marketing
o Develop leadership in the NGO community
o Balance between structure and innovation
Significant changes in Share Leadership domain
No significant changes in Programme 2015
Eight out of nine practices have significant changes
RESULTS - SIGNIFICANT CHANGES
0
1
2
3
4
5
Be empowering Have successionplan
For managementto involve peoplewhen decisionsare made that
affect them
Make changesafter talking to
the peopleinvolved in them
For people to feeldecisions are notfrequently madeover their heads
Have informationwidely shared
Not to havebreakdowns incommunication
Communicateeffectivelyinternally
Perceived Organisational Capability Change - Share Leadership
Pre-test
Post-test
Quali tat ive data
EVALUATION RESULTS
The Programme fills the service gap in NGO sector, and allows stakeholders to recognize its uniqueness and functions
GOVERNMENT OFFICIAL’S FEEDBACK
When facing social issues, the Government tends to focus on the operational challenges rather than potentials, while the NGO Leadership Programme is very innovative and solution-focused.
Government Official
“
The Programme provides invaluable opportunity to meet and co-learn with passionate people from different sectors, including other NGO leaders, and experts from various professions
PARTICIPANTS’ FEEDBACK HIGHLIGHTS - OVERALL PROGRAMME
PARTICIPANTS’ FEEDBACK HIGHLIGHTS - OVERALL PROGRAMME
I didn’t have high expectation to win the $1 million prize, I rather regarded the final project development as an important element of the whole learning process.
Participant
“ Not only did I learn a lot from trainers in workshops, the participants also raised meaningful questions that inspired me a lot. Their questions can show a real picture of prominent difficulties in social service management. We always shared solutions and advice to help each other to solve the challenges. Participant
“
PARTICIPANTS’ FEEDBACKS HIGHLIGHTS – TRAINING MODULES
I loved the “Working with Board of Directors” forum as we could raised different questions to discuss together, and learnt from the seasoned NGO leaders who have real experiences in coping with issues NGOs commonly faced.
Participant
“ Many participant and I were impressed with the first “Leadership in Social Service” workshop since the trainer could really provide a framework and knowledge on leadership practices. He also had extensive experiences in related field, and could always respond to participants’ queries appropriately.
Participant
“
PARTICIPANTS’ AND MENTORS’ FEEDBACKS
The mentorship provided a good platform to shape our presentation skill so that we can deliver our programme, vision and mission in a concise and precise way.
Participant
“ I believed it was a two-way information flow among mentors and mentees. Mentees’ work and experiences enrich my understanding on the causes of social problems and different ways to deal with the problems. Mentorship experiences also urged me participating more to support social service instead of just donating money. For example, I became volunteer to visit Fukushima hazard zone.
UBS mentor
“
Mentees’ works inspired me to rethink the social service need and development in Hong Kong and China. I could also share the new NGO development trend with my students to widen their horizon as well.
CUHK mentor
“
Suggest ions
EVALUATION RESULTS
SUGGESTIONS - TRAINING MODULES
Format
Forum or roundtables led by seasoned leaders in social service fields
More cases studies
Experiential activities to provoke more self-reflections
Content
New topics and elements to fit NGOs’ needs and development
o Social Innovation, Social Impact Measurement, Crowdfunding and Donor Relationship
Increase emphasis on advocacy role and macro perspective for a NGO leader
More discussion on management issues strategies and leadership practices
More individual mentoring meeting
Better preparation and more information for mentors
SUGGESTIONS - MENTORSHIP MODULES
I believe UBS mentors’ sharing on their strengths, such as leadership practices, business models and strategic view, can definitely inspire us in overcoming some management issues.
Participant
“
Mentors should have information on training syllabus or content summary, so that we can give advice or directions to remind them which suitable concept can be applied in their project, making the programme more cohesive.
UBS mentor
“
The need of expert consultation Providing professional advice and development direction Examining participants’ project ideas’ feasibility
SUGGESTIONS - OVERALL PROGRAMME
Apart from innovative ideas, it is important for participants to receive advices from relevant leaders and experts during the incubating process. This allows more feasible and sustainable projects being created.
Adjudicator
“
PROGRAMME IMPACT
ORGANIZATION AND BENEFICIARY
When participants apply their learning at work
o Enhancing organizations’ operation, management and development
o Affecting beneficiaries directly or indirectly
PERSONAL DEVELOPMENT & ACHIEVEMENT
Opportunity to implement project o HOPE worldwide: receiving other funding
to set up 2 dental clinics in Kwai Tsing and Sham Shui Po districts
NGO StartUper o K for KIDS Foundation: hosting the first big
event to serve over 2,500 children and families
Job promotion o Participant from S.K.H. St Christopher's
Home
CROSS-SECTOR COLLABORATION
CUHK – NGO research projects Enrich Personal Development Limited
Hong Kong Rugby Football Union - Community Foundation
KELY Support Group
NGO-NGO collaboration K for KIDS Foundation
S.K.H. St Christopher's Home
Hong Kong Red Cross Hospital Schools
UBS volunteering opportunities
Informal information exchange
Programme 2017
GOING FORWARD
PROGRAMME 2017 KEY FEATURES
Admission and briefing Align expectations, support mentoring group matching, and consider
how the candidates will benefit the Programme as a whole
Programme Handbook for better self-preparation and understanding of the Programme flow
Training format more forum and roundtable format
PROGRAMME 2017 KEY FEATURES
Strengthening leadership and innovation Training content - macro NGO leadership vision (e.g. service model
innovation, strategic thinking and social innovation, policy and advocacy).
Mentoring module with 4 compulsory joint mentoring sessions, and individual sessions upon request o More in-depth and tailored discussions on leadership, management and
operation-related challenges in NGOs
o More than just Final Programme Project
Expert consultation - The Honorary Consultant will meet with the participants to identify the resources needed, and help to connect them with the corresponding experts and advisors
APPENDIX
APPENDIX I: TRAINING MODULES - PARTICIPATION
Attendance of Training Workshops: Full attendance: 5
90-99%: 8
80-89%: 12
Drop-out: 1 (due to new work commitment)
APPENDIX II: WORKSHOP EVALUATION
On Workshop Content &
Format 2015 Average (max. 5) 2016 Average (out of 5)
Service Model
Development
and Evaluation
Financial
Planning and
Resource
Management
Media and Communication
Service Model
Development
and Evaluation
Resource and
Planning
Management
Media and
Communication
Overall satisfaction of
workshop content and format
4.23 4.08 4.26 3.82 4.42 4.35
Overall satisfaction of trainers’ performance
4.35 4.24 4.32 4.06 4.61 4.41
Overall satisfaction of self-participation
3.97 4.08 3.92 3.78 4.09 4.07
Most
Satisfied
2015 2016
Service Model
Development and
Evaluation
Financial Planning
and Resource
Management
Media and
Communication
Service Model
Development and
Evaluation
Resource and
Planning
Management
Media and
Communication
Workshop Prof. To Siu Ming
(#5 Evidence-based practices and programme evaluation)
Mr. Peter Chow
(#12 Organization and talent
development for NGOs )
Mr. Bryan Curtis
(#6 Media and public education)
Mr. Wei Wei
(#3 Turning social needs into ideas and
proposal)
Ms. Michelle Chow &
Mr. CM Chan
(#9 Legal Issues in Social Service and
Philanthropy)
Mr. Bryan Curtis & Mr. Chris Dobson
(#13 Public Relations
and Crisis Management)
Trainer’s
Performance
Prof. To Siu-ming
(#5 Evidence-based practices and programme evaluation)
Ms. Michelle
Chow
(#11, A.M, Law and ethics)
Mr. Bryan Curtis
(#6 Media and public education)
Mr. Peter Chow
(#1 Leadership in Social Service)
Ms. Michelle Chow &
Mr. CM Chan
(#9 Legal Issues in Social Service and
Philanthropy)
Mr Philip Collins Mr Lincoln Damen
Ms Shereen O'Brien
(#14 Digital
Marketing, social media and social
networking)
APPENDIX II: WORKSHOP EVALUATION
APPENDIX III: SIGNIFICANT CHANGES IN PRACTICES
Area Specific practices Pre-test
mean
Post-test
mean
Sig. (2-
tailed)
Serve and
Advocate
Be well-known and has a well-understood position established in the relevant fields
3.13 3.88 .003
Proactively raise new issues and build momentum 3 3.47 .007
Contribute new insights to advocacy issues where we can have the highest impact
2.75 3.38 .001
Effectively mobilize individuals or groups to take action in support of change
3.24 3.65 .049
Effectively propose policy to advance advocacy objectives
2.36 3.07 .045
Shape the implementation of policies to benefit our constituents
2.4 3.07 .012
Apply the range of legally available strategies to support our advocacy work
2.5 3.36 .017
APPENDIX III: SIGNIFICANT CHANGES IN PRACTICES
Area Specific practices Pre-test
mean
Post-test
mean
Sig. (2-
tailed)
Make Markets
Work
Work with business to change corporate
practice 2.76 3.29 .034
Obtain resources from business, such as
donation, volunteers and professional advice 3.24 3.88 .029
Engage in cause marketing 2.47 3.35 .011
Generate income 2.88 3.5 .020
APPENDIX III: SIGNIFICANT CHANGES IN PRACTICES
Area Specific practices Pre-test
mean
Post-test
mean
Sig. (2-
tailed)
Inspire
Evangelists
Engage outsiders (e.g. Volunteers, donors, advisers,
supporters, evangelists) 3.29 3.88 .008
Bring people on board thoughtfully and effectively 3 3.53 .034
Have the right systems in place to recruit and retain
volunteers 2.88 3.41 .015
Volunteers to have the right skills required for success
in our organizations 2.82 3.53 .013
Volunteers to be well matched to the needs of the
organization and are involved in meaningful mission-
related activities
2.88 3.59 .018
Communicate effectively externally 2.76 3.47 .002
Use media effectively 2.59 3.24 .029
Build the awareness and reputation of our brand 2.71 3.53 .000
APPENDIX III: SIGNIFICANT CHANGES IN PRACTICES
Area Specific practices Pre-test
mean
Post-test
mean
Sig. (2-
tailed)
Nurture
Nonprofit
Networks
Collaborate with other organizations 3.12 3.76 .007
Act collectively with other organizations 3.12 3.71 .037
Share knowledge with other organizations 2.88 3.41 .034
Empower other organizations in the field 2.5 3.13 .028
Develop leadership in the NGO community 2.35 3.24 .007
APPENDIX III: SIGNIFICANT CHANGES IN PRACTICES
Area Specific practices Pre-test
mean
Post-test
mean
Sig. (2-
tailed)
Master the Art
of Adaptation
Balance between structure and innovation 2.47 3.35 .002
Assistance in developing new ideas to be readily
available 3 3.65 .023
People in organization to always search for new
ways of looking at problems 2.94 3.41 .027
APPENDIX III: SIGNIFICANT CHANGES IN PRACTICES
Area Specific practices Pre-test
mean
Post-test
mean
Sig. (2-
tailed)
Share Leadership
Be empowering 3.41 3.88 .041
Have succession plan 2.81 3.31 .015
Management to involve people when decisions are
made that affect them 3.24 3.71 .027
Make changes after talking to the people involved in
them 2.94 3.65 .009
People to feel decisions are not frequently made over
their heads 3.06 3.47 .049
Have information widely shared 3.12 3.76 .011
Not to have breakdowns in communication 3.06 3.65 .001
Communicate effectively internally 3.24 3.88 .000
0
1
2
3
4
5
Be well-known andhas a well-understoodposition established in
the relevant fields
Proactively raise newissues and build
momentum
Contribute newinsights to advocacyissues where we can
have the highestimpact
Effectively mobilizeindividuals or groups
to take action insupport of change
Effectively proposepolicy to advance
advocacy objectives
Shape theimplementation of
policies to benefit ourconstituents
Apply the range oflegally available
strategies to supportour advocacy work
Perceived Organisational Capability Change - Serve and Advocate Practices
Pre-test
Post-test
APPENDIX III: RESULTS - SIGNIFICANT CHANGES
APPENDIX III: RESULTS - SIGNIFICANT CHANGES
0
1
2
3
4
5
Work with business to changecorporate practice
Obtain resources from business,such as donation, volunteers and
professional advice
Engage in cause marketing Generate income
Perceived Organisational Capability Change - Make Markets Work
Pre-test
Post-test
APPENDIX III: RESULTS - SIGNIFICANT CHANGES
0
1
2
3
4
5
Engage outsiders(e.g. Volunteers,donors, advisers,
supporters,evangelists)
Bring people onboard thoughtfully
and effectively
Have the rightsystems in place torecruit and retain
volunteers
For volunteers tohave the right skillsrequired for successin our organizations
For volunteers tobe well matched to
the needs of theorganization andare involved in
meaningful mission-related activities
Communicateeffectivelyexternally
Use mediaeffectively
Build the awarenessand reputation of
our brand
Perceived Organisational Capability Change - Inspire Evangelists
Pre-test
Post-test
APPENDIX III: RESULTS - SIGNIFICANT CHANGES
0
1
2
3
4
5
Collaborate with otherorganizations
Act collectively with otherorganizations
Share knowledge withother organizations
Empower otherorganizations in the field
Develop leadership in theNGO community
Perceived Organisational Capability Change - Nurture Nonproft Networks
Pre-test
Post-test
APPENDIX III: RESULTS - SIGNIFICANT CHANGES
0
1
2
3
4
5
Balance between structure and innovation For assistance in developing new ideas to bereadily available
For people in organization to always searchfor new ways of looking at problems
Perceived Organisational Capability Change - Master the Art of Adaptation and Innovation
Pre-test
Post-test
APPENDIX IV: FINAL PROJECT PRESENTATION RESULT
Champion Save & Earn @ VM – A Family Saving Model for Poverty Alleviation
The Women's Foundation Limited & Goods Co-Share Co. Ltd
4 Outstanding Awards HEAR MY VOICE - Raising Hope and Awareness for Children in Foster Care
K for KIDS Foundation
Hope For Kids with Genetic Diseases Joshua Hellmann Foundation for Orphan Disease
Charitable Dental Clinic with Free Elderly Dental Care Fund HOPE worldwide
Parents As Partners in Child Development E-Learning Programme –Empowering Parents to Maximise Learning Outcomes of their Preschool Children with Special Needs The Child Development Centre
APPENDIX V: PARTICIPATING ORGANIZATION AND BENEFICIARY
Participating Organizations Number of beneficiaries/
frequency of contacts (per year)
Participating Organizations Number of beneficiaries/
frequency of contact (per year)
AFS Intercultural Exchanges Ltd. 3,500 Foodlink Foundation Limited -
AIDS Concern Foundation Limited 65,413 Fundamentals Child Development Centre
-
Aoi Pui School 100 Goods Co-Share Co. Ltd. -
Changing Young Lives Foundation 20,500 HandsOn Hong Kong 129,623
Child Development Centre, The 300 Helpers for Domestic Helpers 3,000
Clean the World - Hong Kong Animal Therapy Foundation -
Crossroads Foundation 625,000 Hong Kong Cancer Fund 154,756
CTU Education Foundation Limited 8,749 Hong Kong Red Cross (Community Care Service Department) *
359,637
Eldpathy - Hong Kong Red Cross Hospital Schools 433
Emergency -
Hong Kong Rugby Football Union - Community Foundation & Operation Breakthrough
-
Enlighten - Action for Epilepsy -
Hong Kong Shark Foundation -
Enrich Personal Development Limited 2,981 HOPE worldwide 14,008
APPENDIX V: PARTICIPATING ORGANIZATION AND BENEFICIARY
Participating Organizations Number of beneficiaries/
frequency of contacts (per year)
Participating Organizations Number of beneficiaries/
frequency of contact (per year)
Invotech Limited - Premiere Performances of Hong Kong -
Joshua Hellmann Foundation for Orphan Disease
- RainLily 3,331
Justice Centre Hong Kong 1,177 S.K.H. St Christopher's Home 16,244
K for KIDS Foundation (event) 2,500 Samaritan Befrienders Hong Kong, The 25,060
KELY Support Group 40,000 Seal of Love Charitable Foundation -
Lida Enterprise - Silence Limited 2,857
Mental Health Association of Hong Kong, The *
13,387 Society of Rehabilitation and Crime Prevention, Hong Kong, The *
9,068
Morning Tears Hong Kong - TWGHs - Jockey Club Lei Tung Integrated Services Centre *
2,461
Mother's Choice Ltd. 3,133 Women's Foundation Limited, The 7,460
Nesbitt Centre, The - World Green Organisation 7,583
PathFinders 17,767 Zubin Foundation, The -
Remark: 1. Data are extracted from participating organizations’ latest annual reports or information in Final Project Proposals. 2. (*) denotes only data related to participants’ service departments or centers are used. 3. Under number of beneficiaries/ frequency of contact column, (-) denotes data cannot be found.