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.