1. Penny Shimmin CEO Newhaven Community Development Association

2. Drivers BOARD: EVIDENCE

3. Drivers BOARD: EVIDENCE BOARD: STRATEGY

4. Drivers BOARD: EVIDENCE BOARD: STRATEGY FUNDERS

5. Drivers BOARD: EVIDENCE BOARD: STRATEGY FUNDERS SOCIAL CAPITAL

6. Drivers BOARD: EVIDENCE BOARD: STRATEGY FUNDERS SOCIAL CAPITAL COMMUNITY REACH

7. Drivers BOARD: EVIDENCE BOARD: STRATEGY FUNDERS SOCIAL CAPITAL COMMUNITY REACH DEMONSTRATING VALUE

8. Drivers BOARD: EVIDENCE BOARD: STRATEGY FUNDERS SOCIAL CAPITAL COMMUNITY REACH SKILLS DEMONSTRATING VALUE

9. Drivers BOARD: EVIDENCE BOARD: STRATEGY FUNDERS SOCIAL CAPITAL COMMUNITY REACH QUALITYSKILLS DEMONSTRATING VALUE

10. Drivers BOARD: EVIDENCE BOARD: STRATEGY FUNDERS SOCIAL CAPITAL COMMUNITY REACH QUALITY ADDED VALUE SKILLS DEMONSTRATING VALUE

11. Drivers BOARD: EVIDENCE BOARD: STRATEGY FUNDERS SOCIAL CAPITAL COMMUNITY REACH QUALITY ADDED VALUE VISION SKILLS DEMONSTRATING VALUE

12. From initial aspiration to transformational programme Dependent on several key factors:

13. THE RIGHT ASSOCIATE From initial aspiration to transformational programme Dependent on several key factors:

14. THE RIGHT ASSOCIATE UNIVERSITY ENGAGEMENT From initial aspiration to transformational programme Dependent on several key factors:

15. THE RIGHT ASSOCIATE NCDA VISION UNIVERSITY ENGAGEMENT From initial aspiration to transformational programme Dependent on several key factors:

16. THE RIGHT ASSOCIATE NCDA STAFF NCDA VISION UNIVERSITY ENGAGEMENT From initial aspiration to transformational programme Dependent on several key factors:

17. THE RIGHT ASSOCIATE NCDA STAFF NCDA VISION UNIVERSITY ENGAGEMENT NCDA BOARD From initial aspiration to transformational programme Dependent on several key factors:

18. THE RIGHT ASSOCIATE NCDA STAFF NCDA VISION UNIVERSITY ENGAGEMENT NCDA BOARD USER ENGAGEMENT From initial aspiration to transformational programme Dependent on several key factors:

19. TIME Impacts for NCDA

20. TIME INTERNAL PROCESSES Impacts for NCDA

21. TIME INTERNAL PROCESSES LONG VIEW Impacts for NCDA

22. TIME INTERNAL PROCESSES LONG VIEW PROGRESSION Impacts for NCDA

23. TIME INTERNAL PROCESSES LONG VIEW PROGRESSION MONEY Impacts for NCDA

24. TIME INTERNAL PROCESSES LONG VIEW PROGRESSION MONEY GROWING THE PROJECT Impacts for NCDA

25. TIME INTERNAL PROCESSES LONG VIEW PROGRESSION MONEY SUSTAINABILITY GROWING THE PROJECT Impacts for NCDA

26. TIME INTERNAL PROCESSES LONG VIEW PROGRESSION MONEY SUSTAINABILITY GROWING THE PROJECT CHANGE Impacts for NCDA

27. Impacts for beneficiaries VALUING FEEDBACK

28. Impacts for beneficiaries VALUING FEEDBACK “YOU SAY: WE DO”

29. Impacts for beneficiaries VALUING FEEDBACK “YOU SAY: WE DO” COMMUNITY INVOLVEMENT

30. Impacts for beneficiaries VALUING FEEDBACK “YOU SAY: WE DO” COMMUNITY INVOLVEMENT BUILDING NCDA

31. My reflections What was most challenging? Maintaining strategic direction What has been most satisfying? Pulling the strands together

32. Conversation Starter questions How do delivery staff fit the additional work into service delivery in a proportionate way? How do we maintain the enthusiasm and engagement of beneficiaries? How to we effectively feedback the impact beneficiary contribution? How do we feedback additional impact and benefits to funders?