Pollinators activities have been guided by a range of documents and principles over the past few years, all briefly outlined starting with the most recent. Links below include to independent evaluations or our impact and effectiveness, completed in 2014.
In late 2015 we drafted a business plan for the coming 5 years to prepare ourselves for growth in our social impact through investment. Click on the image to download our Strategy Summary and contact us if you are interested in investing.
In early 2014 the Board undertook further strategy sessions to review our achievements, values and develop principles and goals that will guide us for the next 3-5 years. The following Mission, Values and Vision were articulated as well as a number of strategies and objectives. A business plan is being developed to guide growth and development of the organisation over the next 5 years.
Pollinators’ Mission is embedded in our Rules of Association and is to “Nurture innovations and people that enable healthy, resilient communities”
Our Vision: “By 2020, Greater Geraldton will be globally-recognised as a model for sustainable communities”
- Connected — locally, globally, personally, digitally with innovators, investors, and institutions that can aid in our mission
- Collaborative — facilitating partnerships between members, across organisations and sectors, and within regions to solve social challenges
- Creative — being open, inspired and adaptable in how we think and act to support our members, ventures, and healthy, resilient communities
Our Objectives include:
- Raising awareness of social innovation and social entrepreneurship,
- Providing practical support for innovators and entrepreneurs,
- Researching and sharing cases, tools and knowledge,
- Enabling collaboration within and across sectors of society,
- Partnering with individuals and organisations with aligned objectives.
In late 2013 an external independent evaluation was completed. You can read about the evaluation process in this blog post. The results included that more than 80% of stakeholders reporting we had achieved significant outcomes in our community including increasing vibrancy, connecting a community of members, supporting small enterprises, encouraging entrepreneurship and innovation and changing the culture of Geraldton. The final evaluation report will be published in April 2014.
The final evaluation report is available for download by clicking on the image below:
In early 2013 the Board developed principles that guided our operational and strategic decisions, including:
- Focusing efforts on working in Geraldton (80% of our attention) more than the whole region or state (20% of our attention),
- Focusing on addressing ‘collective challenges’ (80% of our attention) more than individuals (20% of our attention), and working with groups of entrepreneurs and clusters of ventures to enable wider change,
- Emphasising a business-like and enterprising approach to funding and revenue, more than being heavily dependent on restrictive grants and overworked (!) volunteers (aiming for 20%),
- Recruiting and growing a small core team more than managing a wide network of contractors (except when the work is a very specific project),
- Emphasising local relationships and partnerships rather than investing heavily in national, state and international partnerships,
- Organising our activities within three areas of strategic focus:
- Regenerative Spaces — CityHive, Laneways
- Collaborative Communities — members, partners, program participants and collaborative platforms
- Innovative Learning — Catalyst, lunchtime learning, swarms and learning at a systems scale
- Developing a succinct, compelling and understandable “pitch” that is useful for the Board and staff (see our “postcard“).
As part of the state and national ‘social enterprise, entrepreneurship and innovation ecosystem‘ we have a view on how our field can evolved, which we articulated in this blog post in 2013.
Our ‘Impact Map’ created in early 2012 articulated our theory of change.