2. Agenda Day 1
I. Welcome, Overview of Retreat and Setting Intentions
II. Executing the Duties and Responsibilities
III. Team Building Exercise
IV. Lunch
V. Review of Prior Year
VI. Organizational Assessment
VII. Communication Styles Exercise
VIII.SWOT (Group)
3. Executing the Duties and Responsibilities
• Mission, Vision & Values
• Director Duties
• Compliance, Oversight & Other
Legal Duties
• Advocacy of Directors - Fundraising
8. Channels of Communication
• What are all the communication channels you use (or know of) each
day?
• When do you use each? Why?
• What are the characteristics of each channel; e.g. synchronous/
asynchronous, remote/inperson, etc.
• What are the advantages / disadvantages of each
9. Communication Choices
• Tell: instructing or explaining. You want the recipient to learn &
understand. Less dialogue.
• Persuade: ‘selling, cajoling’. You want your recipients to do something
different – change. Although you are leading, you need some recipient
involvement.
• Consult: conferring. You need give-and-take with recipients. You want to
learn from them while maintaining predominant control over the
interaction.
• Join: collaborating. You and the recipient are working together.
10. Communication Choices
• Understand how communication occurs
• Understand your own communication behavior style
• Learn to diagnose the communication needs of others
• Develop listening skills
• Communicate with others in a way that is sensitive to and aware of their
needs
• What is your communication’s Achilles’ Heel?
11. Organizational Assessment
• McKinsey Survey Results
• Interpretations & Practical
Applications? (Group)
• What did not go so well? (Group)
• Lessons to carry forth? (Group)
12. Agenda Day 2
I.
II.
III.
IV.
V.
VI.
VII.
Changing Structures
Communication Exercise - Unified Message
Goals
Lunch
Organizational Development
Team Building Exercise - Building Interdependence
Plan Building
13. Changing Structures
• Board Bylaws
• Fiscal Policy
• Employment Policy
• Communication Policy
• Code of Conduct
18. Capacity Building
• Building the capacity of the organisation and its human capital requires:
• Understanding how an NGO functions—determining where the organisation is.
• Using the NGO’s human and monetary resources to build a viable organization—use what you have.
• Planning and implementing actions that enable the NGO to improve people’s lives—do what you can.
• Strengthening an organization’s ability and capacity to effectively provide services to its various clients,
stakeholders, and constituents.
• Becoming a learning organization.
• Continually adapting to changing internal and external environments.
• Sustaining its finances, operations, and benefits.
19. Program Development
• The six major systems common to most NGOs:
• Programs
• Governance
• Management
• Human Resources
• Financial Resources
• External Relations
• Programs are the strongest signal of the success and value of an NGO.
• Effective quality programs requires an understanding of community needs, specialized technical knowledge, and unique approaches to service delivery.
• When was the last time the organisation assess its raison d’être?
• NGO service delivery measures client benefit/cost, not sales dollars/cost.
• Does the organisation have an adequate measurement matrix and system?
22. “Never doubt that a small group of thoughtful, committed
citizens can change the world. Indeed, it is the only thing that ever
has..”
~ Margaret Meade
23.
24. THANK YOU!
Facilitated by:
Regina E. Rodríguez Manzanet
CEO, Unbound Capabilities Global
rodz.manz@unbound-global.com
www.unbound-global.com
