2016 Highlights

Videos and Information from CSCLeaders 2016

What Happened

Part One

In April 2016, diverse leaders from Commonwealth countries around the world assembled to address a shared challenge.

Over eight days, they started with high level briefings in London, explored Manchester and Glasgow in small study tour groups to see the issues in reality and finally came back together in Glasgow to work together on their solutions.

Part Two

Participants will reconnect in Accra in September and Singapore in November - to explore leadership and the Challenge from the context of a different city, build on their leadership learning and expand the global network they had developed in Part One. 

 

The Challenge

Each year, a Challenge is set which is common to all.

The Challenge for 2016: 

What would produce a step change in how the public, private and not-for-profit sectors work together?

 

monastryIMG_1484

In 2016, CSCLeaders set a difficult and relevant Challenge: "What would produce a step change in how the public, private and not-for-profit sectors work together?"

Here are some of the ideas which emerged in response to the Challenge:

Commonwealth Quality Mark for Collaboration

A framework and quality mark for improving cross-sector collaboration.

The framework for quality is designed to address complex cross-sector issues. Currently, we address many complex challenges separately within organizations and sectors; this doesn't make sense. The framework can be used to guide the leader and help to develop a shared solution.

The framework will build on existing MOIC platform and leverage existing relationships to help further collaboration amongst Commonwealth leaders.

City Stories

This is a motivational and inspirational approach to getting every person to feel they helped write the story of their future in their city, so they are invested in bringing the city's collective story to life.

City Stories grew out of the recognition of how powerful the stories onCSCLeaders have been. These social purpose stories will have people at their core, engage different sectors, be about insightful story-telling and have a clear resolution and call to action.

Social Value Commitment

Create a platform for the public, private and not for profit sectors to create social value through collaboration.  Our plan is that capital investment projects will make a commitment to provide social value. Create a Social Value Index which will bridge the gap between local needs and private business. The two specific proposals are for public sector procurements to include community benefit clauses, requiring private companies bidding for a construction or social services contract to say how they will add social value. The second is that planning regulations should be changed to require companies to provide social value if they want permission to build in the area.

Social Value Commitment will match Government tenders with private / NGO investments. They will be open, transparent and compulsory. They will ensure that community needs fit with the private sector / government aims.

The social value index means that a company or organization is assessed and ranked for the social value they create so there's a standard across sectors. Will create a league table which shows social value of organisations.

Next steps are engagement, collaboration and consultation. Want to identify country champions.

Our Place

Our Place is a place-based application ('app') which is used to empower citizens and create a two-way dialogue between city leaders and citizens. Using this, you can access data about a city, provide your own feedback and input into city issues and the solutions to overcome them. The group will then collect data from cities from the app and showcase their insights at CHOGM 2018.

Why: Incremental change will only take us so far - we must disrupt

Private / Public / Non-for-profit excludes a vital component for collaboration: citizens

What: A place-based citizen challenge to inspire collaboration between sectors and citizens

Underpinned by four leadership values:

·         Authenticity
·         Trust
·         Accountability
·         Transparency

Based on the DNA of *cities, countries and communities* - wherever in the world they are. For sectors to work together, they must hand responsibility to citizens to be part of change - responsibility and inclusivity as a means to imbue passion and pride.

How: Developing a *mobile- app *for citizens and sectors to coalesce around the issues that matter to them and cluster opinion. Use of information and BIG DATA to prioritize issues, elicit opinion and drive change.

Why an app? Evidence base around the world demonstrates that websites are in decline. We live in a *Mobile First *world.

*Top Down and Bottom Up* - public and private sectors can consult and conduct referendums; real, practical citizen action.

Through data, sectors better understand the *green spots of opportunity and the hotspots of need* and issues around which they can collaborate.
Citizens get a meaningful voice.

Crowd collaboration

Not for profit platform to help NGO, private & Public partnerships to kick start resources and advice.

The focus is to support collaboration to turn great ideas into successful, sustainable outcomes.

A platform where you can find other people working on ideas and partnerships around the commonwealth.

A platform where you can identify & Explore partnerships

A mentoring platform to help match you with an experienced business mentor

Elements of crowd collaboration: communication, passion, explore, volunteer, bringing diverse people together.

The Commonwealth Trust

The Commonwealth trust for partnerships is a co-ordinated platform that matches private sector funding and volunteer resources with public and people sectors. It will establish good practices in governance and identify challenges across the whole of the Commonwealth.

The system will operate in a light form- leveraging on existing mechanisms. It will encompass a board of Trustees, Commonwealth Secretariat and the use of technology. Underpinned by a good CSR Framework.

End-User at the Centre

This group covered the recognition that, however well international organisations are, the end-user (citizen/beneficiary) can get left behind.  The challenge addressed is how to achieve an outcome that empowers and engages the end-user throughout delivery.  The idea is a 'charter for collaboration' to achieve cultural change.  

The Charter is underpinned by 6 essential components: 

  • Best practice guidelines
  • End-user representation
  • An ombudsman
  • Self-certification
  • Monitoring and evaluation
  • Participatory governance and budgeting

Mantra was 'With us, through us, for us'. Throughout the programme, the group have seen amazing people and amazing things which are happening in the UK and heard about what else is happening across the Commonwealth. However, at the edges, they have come across people who are not part of the story and who are getting left behind. Vision is a Commonwealth which engages people on the margins. This will enable. Support, guide and incentivise organisations.

One Commonwealth

One Commonwealth is addressing a real problem - the mismatch of supply and demand of key workers in different labour markets across the Commonwealth - and proposing a practical solution which requires collaboration between the three sectors. We are proposing a cross-Commonwealth organisation which identifies where there are shortages of labour in certain countries, oversupplies in others, matches them and has the power to grant expedited visas to allow people to move from one to the other. The organisation will require governments, NGOs and the private sector to work together to identify the areas concerned; and each sector will benefit from the transfer of skills, knowledge and labour. Our solution is scalable: we will start with one focused area-nursing- where we know there are shortages (in the UK and Canada, for example) and oversupplies (e.g. Australia), and bring together the Commonwealth Nursing Federation, health ministers and private health suppliers to agree the areas of mismatches where the granting of visas and the marketing of vacancies could alleviate the problem. Once success has been proven we can scale up quickly to other sectors. There is a hard-headed economic argument for our proposal: but it's also an argument of the heart and the gut. If the Commonwealth family of nations means anything other than warm words it must mean we allow people to move around within it: no compassionate family doesn't allow its members into its home.

 

To find out more about any of these projects, please email Tina at info@cscleaders.org



 

 51-CSC Leaders Manchester 2016-_Z8A2966

 37-CSC Leaders Manchester 2016-_Z8A2803

HE Emmanuel Mwamba High Commissioner for Zambia in South Africa

Learning across the Commonwealth

Vikas Vij

Vikas shares his learning from CSCLeaders

Dr Lena Wilson CBE, Chief Executive, Scottish Enterprise

The importance of networks

Keith Cochrane, Chief Executive, Weir Group

Value of CSCLeaders

Mike Blackburn

CSCLeaders talks

Pete Bradshaw (Manchester City F.C.)

CSCLeaders talks at Manchester City F.C.

Deepa Menon, Senior Vice President, PVR Nest - PVR Limited

Sharing knowledge to solve common problems

Her Excellency Ms FOO Chi Hsia

The High commissioner of Singapore on CSCLeaders

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About CSCLeaders

CSCLeaders is the renewal of HRH The Duke of Edinburgh’s Commonwealth Study Conferences - first run in 1956 – for the 21st Century, a partnership between international leadership development organisation Common Purpose and HRH The Duke of Edinburgh’s Commonwealth Study Conferences (UK Fund).

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