Learning Partner

Catalyst Network

The Client

In April 2024, Catalyst became a Community Interest Company (CIC). Up until that point, it was a dynamic network of initiatives and partners incubated by CAST and dedicated to supporting the UK’s social sector by enhancing digital capacity. The network aimed to cultivate a digitally enabled and resilient social sector, helping UK charities, community groups, and social enterprises improve their digital skills through shared learning and practical actions. Described by its team as an “ecology of interconnected initiatives, networks, community spaces, learning infrastructures, and digital commons”, Catalyst functioned as a collaborative force, transforming civil society’s approach to digital technology.

During this period, Catalyst encompassed over 30 activities, including various initiatives, research projects, and working groups, and regularly engaged with around 90 core partners. These efforts were supported by a team of Catalyst Producers, a steering group, and additional support functions, all working together to review, strengthen, and weave the network’s activities. The projects within Catalyst were organised according to sociocratic principles, using circles to structure their operations. This structure facilitated a collaborative environment where learning, co-creation, and problem-solving were at the forefront of the network’s mission.

The Challenge

In 2019, Catalyst required a partner to serve as its evaluation and learning advisor, with a specific focus on adopting an agile approach to evaluation. This partner needed to provide real-time, evidence-based feedback, convene learning opportunities, and work with a wide range of partners involved in tech development and support, from digital agencies to funders, charities, community groups, and social enterprises. inFocus was selected as Catalyst’s learning and evaluation partner and has been supporting the network and its individual initiatives ever since.

Completed Projects

inFocus’s initial task in 2019 was to conduct a large-scale evaluation of the National Lottery Community Fund’s £5 million COVID-19 digital response fund. This fund had awarded 223 grants to various civil society organisations that were addressing the needs of groups most affected by the pandemic. Following this, inFocus continued to provide annual and interim evaluation reports, develop case studies, and lead the network’s impact and learning working group.

The most recent assignment involved producing the Catalyst Impact Report 2023/24, which evaluated both the sociocratic structure of Catalyst as a network and its individual components. The report focused on Catalyst’s efforts of enhancing the digital capabilities of nonprofits, the promotion of reuse practices, the fostering of collaborative networks, inclusion and equitable tech practices as well as the process of the transition to a Community Interest Company (CIC) as well as the strategic reviews and new mission adoption.

inFocus' Ongoing Role

As Catalyst’s learning partner and impact measurement advisor, inFocus played multiple roles:

Network learning partner:  inFocus observed the network’s activities to collect insights that could be fed back into the circles as collective learning opportunities. This role also included facilitating the learning and impact working group, which met monthly to discuss and capture network-wide learning.
Evaluator:  inFocus used the data from various initiatives to produce reports that highlighted key findings and provided recommendations, such as those in the 2023-2024 impact report.
Circle member:  inFocus also acted as a member of the Collaborative Network Circle, leading research on the evaluation of Tech for Good initiatives and exploring the principles of Decolonisation in Evaluation.

The Impact

The Catalyst network demonstrated significant impact across its initiatives, highlighting the importance of collaboration, knowledge sharing, and capacity building within the UK social sector.

The Support and Training Circle enhanced digital skills and confidence among charities.
The Reuse Circle improved efficiency and collaboration by promoting open working and resource-sharing practices.
The Collaborative Networks Circle helped create diverse, inclusive spaces for knowledge exchange and community engagement.

Alongside these initiatives, Catalyst’s core team completed a strategic review, transitioning to a Community Interest Company (CIC) with a renewed focus on liberatory technology for just and regenerative futures.

Commissioned research projects emphasised tech justice and effective network learning, influencing not only the work of individual initiatives and Circles but also Catalyst’s evolving vision.

Throughout, inclusion and equity remained central, driving improvements and guiding future initiatives to help create a more equitable and inclusive digital landscape.

Evaluation Findings

Several key learnings emerged from the evaluation and learning practices that continue to shape Catalyst as a CIC:

Inclusive practices: Effective digital empowerment requires embedding inclusion from the start, prioritising power-shifting and active community engagement to ensure diverse voices and needs are represented.
Decolonial evaluation: There is a critical need to democratise the evaluation process, making it more inclusive by involving various stakeholders in defining what constitutes knowledge as well as learning and impact.
Importance of collaboration: Collaboration and knowledge sharing are essential for building capacity within the nonprofit sector, enabling individuals and organisations to leverage collective expertise and resources.
Strategic evolution: The sector must now focus on the intersection of technology and power, catalysing efforts to address how tech can influence and reshape power dynamics to drive more equitable outcomes.

This case study captures the critical period before Catalyst’s transition into a CIC, reflecting on the groundwork laid during this time and its impact on the UK social sector’s digital evolution.