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Leadership in cycling advocacy. Kevin Mayne, ECF Development Director. Our objective. By 2020 A majority EU countries have an impactful national cycling advocacy programme Complementary activity in non-EU Europe Result More cycling, more often More effective national advocacy

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Leadership in cycling advocacy


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    1. Leadership in cycling advocacy Kevin Mayne, ECF Development Director

    2. Our objective • By 2020 • A majority EU countries have an impactful national cycling advocacy programme • Complementary activity in non-EU Europe • Result • More cycling, more often • More effective national advocacy • Reliable multi-national base of cycling friendly supporters in European Parliament/Commissions • €6Billion funding for cycling drawn down to national/regional level

    3. What we have now isn’t effectiveExample – supporters/members per country Highly effective? Getting results? Sustainable?

    4. The Leadership Programme 2014 • What it could be: • Networks, peer learning, best practice sharing • Collaboration, training, education • This workshop • Autumn participants’ meeting • Velo-city Nantes • EU funded workshop programme • Funding • Cycling Industry Club for direct grants • EU funding to ECF for support • Include participating organisations in EU bids

    5. Today • Presentations – concepts (& links to LP grant application) • Workshop activities – individual &groups • Case study presentations: organisations going through change • Feedback, outcomes, next steps • Leadership Programme applicants Q&A

    6. Getting to know you

    7. Starting point • So where are we now? • LP Application • Section 3: Describe the current state of your organisation and the problems you are trying to address with this change.

    8. Performance Improvement Grids(PIG)

    9. Constructive observation • Gut Feeling – “What’s going on in my organization?” • What is done well here? • What is done here that won’t help? • What could be done differently? • What didn’t we observe that could be started? • What feels difficult to overcome? • What makes me smile?

    10. PIG: Self- Assessment Form

    11. We need a simple model • To allow organisations to sort out their thoughts • To compare diverse organisations • To identify the best practices and experts • To identify where investment would be most useful

    12. Good news – we are not alone! • Other sectors face this challenge too • Tools and methods already exist • Over 30,000 organisations have used a tool called EFQM • Adapted for public, private, voluntary sector • It can be adapted to cycling NGOs to give us a frame for excellence

    13. European Framework for Quality Management: The Excellence Model

    14. Model for appraisal, comparison and investment in organisations Where are your strengths and weaknesses? Leader-ship Mission Vision Purpose Results More people cycling More often Outputs Activities Products Services Campaigns Inputs People Resources Policy Organisation

    15. Leader-ship Results Outputs Inputs

    16. Results Outputs Inputs Leader-ship

    17. Results Outputs Inputs Leader-ship

    18. Case Study 1 • Cykelframjandet, Sweden

    19. Sorting out your thoughts • Breaking down your challenges and opportunities so you know where to focus your action. • LP Application • Section 1. Be bold – excite us with your vision for your organisation • Section 3: Describe the current state of your organisation and the problems you are trying to address with this change. • Section 4. How can you demonstrate that you have the organisational capability, commitment and leadership to make this change? • Section 5. What will the internal outcomes be? What will the external outcomes be?

    20. Model for appraisal, comparison and investment in organisations Where are your strengths and weaknesses? Leader-ship Mission Vision Purpose Results More people cycling More often Outputs Activities Products Services Campaigns Inputs People Resources Policy Organisation

    21. Exercise 2

    22. Case Study 2 • AVK, Ukraine

    23. Case Study 3 • Cyclists.ie, Ireland

    24. Break

    25. Transition/Change • Support organisations through a transition • In structure, in resources or in effectiveness. • Short-term transformative change programme. • Consider capacity and management challenges • Outlined the most critical transition needed to increase the organisations impact • The proposed actions have: • Specific observable outcomes • Impact on the organization’s management and operational capacity.

    26. Principles of ECF Leadership programme • Amplification • Sharing, teaching (Section 2 – learning from and teaching others) • Collaboration • Leverage • Partnership • Section 6 – working with others • Section 7 - leverage • Suppression/waste • Lack of sustainability (Section 4 – sustainability) • Re-inventing the wheel • Duplication • Inter-cycling organisation competition/conflict • Section 6 – working with others

    27. Case Study 4 • Radlobby, Austria

    28. Case Study 5 • NadacePartnerstvi, Czech Republic

    29. Case Study 6 • FIAB, Italy

    30. Model for appraisal, comparison and investment in organisations Where are your strengths and weaknesses? Leader-ship Mission Vision Purpose Results More people cycling More often Outputs Activities Products Services Campaigns Inputs People Resources Policy Organisation

    31. Exercise 3 – group working • Move to a group discussing one of your priority issues • 25minutes • Choose a real example • What is the most impactful change we can make? • Why? • What does excellence look like? • How have others got there? • Our shared experience • Challenges, Opportunities, Successes, Failures

    32. Feedback • Examples – your findings

    33. Next steps • Q&A on LP - now • Applications LP 30th April • Judging early May (Target 9th) • Meeting briefing – by email • Mailing list – start interaction • Planning workshops and meetings for summer autumn

    34. Feedback (2) • Process • Did this approach help? • Good things • Poor things • Things to change • Things that were missing

    35. Questions?

    36. Thank You!