Centro Presente, a Latino immigrant rights organization, underwent a major transformation in its governance model to become more community-centered and democratic. It shifted from a top-down, hierarchical structure led by experts to a system-wide governance model where major decisions are made jointly by members, staff, and board. This included electing a board comprised of active members. Centro also established membership and flexible team structures to promote community empowerment and participation in decision-making. As a result, Centro became more responsive to its constituents and a stronger advocate for immigrant rights.
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
From March 20th to 25th
The International Forum for Social Innovation will organise Transformaction, an international training conference about social innovation and institutional Transformation.
Here is attached the brochure in English (French and Spanish are among the 3 officials language too).
For all those who have the desire to explore and discern the various dimensions of a working system (political, psychic, spiritual and instinctual) and the rational and irrational processes that shape it.
For all those who want to become authors and not just passive actors of their belonging institution.
In order to work out personal blockages and the various positive and negative tensions (genders, nationalities, social origins, generations, professional activities, sexual orientation, etc...) that determine life at work...And in the world
In order efficiently to "build together", to lead and to weave social bounds in an international perspective...
Come to explore and experience TransformaCtion 2017
Packet Learning 2 Community Organizing june 21 2020jo bitonio
Introduction: Concepts, theories, contests, challenges of the 21st Century; Major Approached to Community Practice, Development, organizing, social planning and social change
Community Based Organization, Community building, Coordination , Program Design and Resource Development
Issues and challenges strategies to social change
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
From March 20th to 25th
The International Forum for Social Innovation will organise Transformaction, an international training conference about social innovation and institutional Transformation.
Here is attached the brochure in English (French and Spanish are among the 3 officials language too).
For all those who have the desire to explore and discern the various dimensions of a working system (political, psychic, spiritual and instinctual) and the rational and irrational processes that shape it.
For all those who want to become authors and not just passive actors of their belonging institution.
In order to work out personal blockages and the various positive and negative tensions (genders, nationalities, social origins, generations, professional activities, sexual orientation, etc...) that determine life at work...And in the world
In order efficiently to "build together", to lead and to weave social bounds in an international perspective...
Come to explore and experience TransformaCtion 2017
Packet Learning 2 Community Organizing june 21 2020jo bitonio
Introduction: Concepts, theories, contests, challenges of the 21st Century; Major Approached to Community Practice, Development, organizing, social planning and social change
Community Based Organization, Community building, Coordination , Program Design and Resource Development
Issues and challenges strategies to social change
definition of organization :organization is a system of consciously coordinated activities of two or more persons.
network organization : is a collection of autonomous firms or unit
behave as a single large entity using social mechanism for coordination and control .
features of networking organization :
1 )composition of interrelated individuals
2 )co-ordination
3) co-operative relationship
4) deliberate and conscious creation and recreation
5) division of work
6) in the control (or hub)
7) sharing of information
8) achievement of common objectives
9)group behavior
stucture of networking organization.
benefits of networking
The historical development of community organizationJanicaCaldona
Community organization includes community work, community projects, community development, community empowerment, community building, and community mobilization. The historical background on how CO was developed in the Philippines is presented.
Herramienta de diagnóstico de organizaciones en un marco de autogestión, que aplica las mismas leyes funcionales que describen la viabilidad de los sistemas biológicos. Jerarquías subsidiarias, autogestión a todos los niveles y adaptación a un entorno que cambia rápidamente, son algunas de sus características. Ha sido utilizado con gran éxito desde su descubrimiento, hecho por Stafford Beer en la década de los '70.
Norm Baillie-David, as the frequently discussed topic of engaging Millennial employees is thoroughly explored. We look at who the Millennial employees are, some myths and facts, speak with a panel of Millennials and finally discuss the implications of engaging Millennials.
definition of organization :organization is a system of consciously coordinated activities of two or more persons.
network organization : is a collection of autonomous firms or unit
behave as a single large entity using social mechanism for coordination and control .
features of networking organization :
1 )composition of interrelated individuals
2 )co-ordination
3) co-operative relationship
4) deliberate and conscious creation and recreation
5) division of work
6) in the control (or hub)
7) sharing of information
8) achievement of common objectives
9)group behavior
stucture of networking organization.
benefits of networking
The historical development of community organizationJanicaCaldona
Community organization includes community work, community projects, community development, community empowerment, community building, and community mobilization. The historical background on how CO was developed in the Philippines is presented.
Herramienta de diagnóstico de organizaciones en un marco de autogestión, que aplica las mismas leyes funcionales que describen la viabilidad de los sistemas biológicos. Jerarquías subsidiarias, autogestión a todos los niveles y adaptación a un entorno que cambia rápidamente, son algunas de sus características. Ha sido utilizado con gran éxito desde su descubrimiento, hecho por Stafford Beer en la década de los '70.
Norm Baillie-David, as the frequently discussed topic of engaging Millennial employees is thoroughly explored. We look at who the Millennial employees are, some myths and facts, speak with a panel of Millennials and finally discuss the implications of engaging Millennials.
Tm webinar june__improving engagement at eia_final_25jun15TalentMap
In 2014, EIA conducted its first employee engagement survey with TalentMap. The results clearly showed that stresses and change over the previous year had taken their toll on employee engagement, which was 11% below the benchmark average. Less than one year later, a subsequent “pulse” survey showed significant improvement in engagement, and double-digit increases in the key drivers of engagement which were actioned.
Managing Employee Engagement through Organizational ChangeTalentMap
Our experience in working with hundreds of organizations shows that undergoing significant organizational change does not mean that employee engagement has to suffer as a result. Managed well, organizational change can drive big improvements in engagement. Yes, improvements! In fact, one client very recently achieved a 16% improvement in employee engagement while undergoing significant change and restructuring. How?
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
Employee Engagement in a Challenging EconomyTalentMap
Thirty dollar oil. A sixty-five cent dollar. A tanking stock market. Clearly, the economy is providing its challenges for our organizations (public sector included!); but, what about our employees? How does economic turmoil affect employee engagement. If they have their jobs, even if they are secure ones, is it “employee engagement” as usual. The short answer is no. The economy and the environment does have an impact on employee engagement. Moreover, we are coming off the much bigger recession of 2008-09, and we know that most organizations tend to make things worse rather than better.
Join the founder and president of TalentMap, as he looks to answer your questions related to the challenges associated with employee engagement in Nonprofit organizations. We explore topics such as: What engagement is and how it differs for Nonprofits; the drivers of employee engagement in Nonprofits, and finally, best case practices and recommendations to improve engagement drivers. To register for a live Webinar,please visit us at TalentMap.com
The hundreds of employee engagement surveys that we conduct every year is showing an interesting, albeit concerning trend: highly engaged organizations often have emerging employee issues and concerns around decreasing work-life balance. On the one hand, this is a form of “collateral damage”. Highly engaged employees, by definition, tend to give more of themselves, and sometimes work-life balance suffers as a result – through the employee’s own engaged behaviours. Because work-life balance has little influence on engagement per se, it (too) often gets lower priority: however, this approach is fraught with danger. Highly engaged and high performing organizations can fall into the work-life balance “cultural trap”.
In this article, I endeavors to develop an emerging paradigm of leadership for our organizations known as "leaderful practice." Leaderful practice constitutes a direct challenge to the conventional view of leadership as "being out in front." It is submitted that in the 21st Century organization, everyone will need to share the experience of serving as a leader, not sequentially, but concurrently and collectively. In other words, leaders co-exist at the same time and all together. In addition, each member of an organization will be encouraged to make a unique contribution to its growth, both independently and interdependently with others. In this sense, organizational members will aspire to become fervently collaborative, which in turn is derived from their compassion toward other human beings. Their well-developed sense of self permits them to develop a deep consideration of others. Thus, the article makes the case that the only possible way to lead ourselves out of trouble in management is to become mutual and to share leadership.
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
v20220427 WHOPE NGO Governance and Networking Strategy SessionAndrew Networks
v20220427 WHOPE NGO Governance and Networking Strategy Session
v20220427 AHIABGA NGO Governance and Networking
AprIl 27, 2022 07:00 PM Lagos, Nigeria
https://www.facebook.com/10226122510197131/videos/689411878871208
via James Mercy Obatunmibi
World Humanitarian Organization for Peace and Equity
https://w-hope.org
CPA MGT 300Last Name _______________________ First Name ___.docxvanesaburnand
CPA MGT 300
Last Name: _______________________ First Name: ____________________________
After watching “Open-book Management at New Belgium Brewery” relate what you see in the video back to at least three topics we have discussed in class throughout the semester. Your responses should be in-depth explanations of the connection from the video to the material in the class. I expect to see sections of the book cited. Vague concepts such as “leadership” or “teams” are not sufficient. Get specific. As usual, tell me why – support your point of view. That demonstrates your understanding.
Chapter Five Policy Entrepreneurship and the Common Good
The quintessential problem of politics [is] how to judge rightly the lesser evil, the relatively best, the ends that justify the means and the means themselves….
Mary Dietz
The common good … is good human life of the multitude, of a multitude of persons; it is their communion in good living.
Jacques Maritain
We now turn to policy entrepreneurship, or coordination of leadership tasks over the course of a policy change cycle. Leaders who are policy entrepreneurs—such as Marcus Conant, Stephan Schmidheiny, Gary Cunningham, Jan Hively, and many of their colleagues—are catalysts of systemic change (Roberts and King, 1996). Policy entrepreneurs “introduce, translate, and implement an innovative idea into public practice” (1996, p. 10). Like entrepreneurs in the business realm, they are inventive, energetic, and persistent in overcoming systemic barriers. They can work inside or outside government organizations; unlike Nancy Roberts and Paula King (1996), we do not reserve the term policy entrepreneur for nongovernmental leaders.
The essential requirements of policy entrepreneurship are a systemic understanding of policy change and a focus on enacting the common good. This chapter offers an overview of these two requirements; subsequent chapters are devoted to individual phases of the policy change cycle.
Before going further, we should note that public policy has both substantive and symbolic aspects. It can be defined as substantive decisions, commitments, and implementing actions by those who have governance responsibilities (including, but going beyond government), as interpreted by various stakeholders. Thus public policy is what the affected people think it is, and based on what the substantive content symbolizes to them. Public policies may be called policies, plans, programs, projects, decisions, actions, budgets, rules, or regulations. Moreover, they may emerge deliberately or as the result of mutual adjustment among partisans (Lindblom, 1959; Mintzberg and Waters, 1985). Exhibit 5.1 presents brief definitions of public policy and other key terms in this chapter.
Understanding Policy Change
The policy change process can be described as a seven-phase cycle (Figure 5.1), in which a shifting set of change advocates work in multiple forums, arenas, and courts to remedy a public problem. The phase.
Nonprofits today are faced with unprecedented challenges, and yet we continue to approach board leadership using concepts from thirty years ago. As our organizations enter into new territory, so our boards need to lead differently - yet we continue to put our efforts into getting the structure 'right'. But there is no magical number of board members or committees, or use of Robert's Rules of Order or Consent agendas, that will transform our boards into the strategic thinkers or powerful decision makers they need to be. Instead, structure must be seen as only the foundation - and board behavior and dynamics approached in a new way - to lead effectively into the future.
On Today's Menu: Your Successful Grant Proposal4Good.org
How can you whip up a successful grant proposal? You’ll need just the right proportions of research, planning, drafting, and editing. And don’t forget to garnish with tasty feedback and a dash of good timing!
Foundations and corporate funders are always looking for ways to make good investments in your community. To partner with them, you have to show exactly how you can help make that happen!
Webinar participants will get a special discount on Dalya’s award-winning book, "Writing to Make a Difference: 25 Powerful Techniques to Boost Your Community Impact."
Who should attend: This webinar is ideal for: nonprofit directors, staff, board, volunteers, and consultants who help raise money from foundations and corporations; jobseekers are also welcome.
Successfully Outsourcing Your Accounting Function4Good.org
For startup or small nonprofits, hiring the right financial expertise can be challenging. Outsourcing to a qualified firm allows you to focus your efforts on mission and fund raising, can strengthen internal controls and often results in significant improvements in your overall financial management and reporting. The keys to success are to clarify your expectations for outsourcing and identify the right outsourcing partner with whom your organization can build a collaborative relationship.
Inbound Marketing & Millennial Donors: A Perfect Marriage4Good.org
The Millennial Generation does not want direct mail from your nonprofit, nor do they want generic communications. To get to these early donors, 84% of which donate or want to donate online, you'll need to earn it through transformative content that effectively tells the story of your cause.
In this webinar learn how to utilize inbound marketing techniques to attract Millennial donors who live on their smartphones, and to how incentivize their giving to your fundraising efforts.
Building your brand – A practical guide for nonprofit organizations4Good.org
This "brand 101″ session is designed to help nonprofit leadership and board members understand the basic concepts around developing and maintaining a strong brand.
Many entrepreneurs – social, triple bottom line or otherwise – do not avail themselves of all potential capital sources when seeking funding to grow or scale, limiting prospects to cash flow their initiatives. This seminar explores a range of options for funding: external in the marketplace, internal within an organization, new ideas and classics not to overlook.
Most nonprofits involve volunteers in program areas and administrative areas. You might not be aware, however, of the many ways you can involve volunteers in your fundraising activities. This webinar will outline ways you can involve volunteers in fundraising, where to find volunteers, how to recruit them, and how to keep them enthused about your organization.
Could your mission statement describe any of several other organizations that are similar to yours? Do you just haul it out once a year for your annual report and 990? If you’ve been around for many years, you’re clear about your nonprofit’s value to your community, your stakeholders and/or your cause, why bother to revisit your mission statement?
The answers to these questions can make the difference between sustainable success and failure in several ways. Organizations that have a page-long mission statements and think that any effort to review it would be just empty wordsmithing may want to join us for this webinar to see what a rigorously crafted mission statement can do for marketing, fundraising, stakeholder loyalty, strategy, and managing change.
Enter your mission statement in the 4th annual What’s Your Mission? Competition, at http://bit.ly.SyPmission
Takeaways:
Why your mission statement is so important.
Why it’s worth editing your mission statement–and how to do it.
What’s in a good mission statement, and what’s not.
How a good mission statement forms the basis for strategic decisions.
How to measure your performance against your mission statement, and why that’s valuable.
e-Strategy for Your Nonprofit (Cast Your NET, Catch More Fish: Effective Inte...4Good.org
This seminar shows how any nonprofit can develop and execute an Internet strategy to further its mission. We’ll examine how nonprofits are using the Internet, how they’d like to be using the Internet, and how they should be using the Internet (but may be unaware of) – and how to bridge that significant gap easily and quickly. You’ll learn how to drive more traffic to and fundraising through your site. We’ll give specific suggestions on how you can improve your website so it will offer lots for your website visitors to SEE and lots for them to DO.
Key Leadership Factors for Fundraising Success4Good.org
As the CEO of your organization, you are tasked with many things from operations to quality improvement; fundraising is only one of your concerns. But did you know that everything you do affects fundraising? In fact, the most important factor in fundraising success is not the competence of your fundraiser but your own leadership and that of your Board of Trustees. Join Susan Black, CFRE to learn the six key factors for fundraising success that every nonprofit leader needs to know.
Barriers to Change: Understanding Roadblocks to Progress in Organizations and...4Good.org
We all say that we desire change yet, it seems so difficult for it to actually occur. In this webinar, learn more about the barriers to change that keep us from moving forward in our personal, professional and organizational lives.
Nonprofit Blogging Best Practices: Why Your Nonprofit Needs a Blog and How to...4Good.org
Despite the popularity of social media including “micro-blogging” sites like Tumblr and twitter, traditional blogging is still one of the most important tools in your digital marketing arsenal.
Larger nonprofits have been early adopters of blogging, seeing the benefits in increased website traffic, email sign ups and online donations. A consistent, quality blog has been proven to have a direct benefit on marketing and fundraising efforts – so why do so many nonprofits ignore this powerful tool?
The question remains: How can smaller nonprofits get on board with blogging and create a dynamic outlet that grows their supporters and helps them accomplish their goals?
Why are some nonprofits successful at attracting funding while others struggle? How do funders differentiate between the myriad of nonprofits that want their money? How has the process of successfully approaching funders changed? This cutting edge webinar, based on the practical experience of hundreds of successful funding campaigns, examines the fundraising process from the other side of the desk, that of the funders, and illustrates the techniques that work in today’s economic environment, all designed to help you earn Asking Rights™.
Four Great Hormones to Stimulate Well-Being4Good.org
Recent neuroscience research has verified that the well-being that comes from meaningful conversations depends upon four hormones that we have the ability to either stimulate or depress in ourselves and in others. This Webinar will deal with the four and explain their role in personal and interpersonal well-being.
What do you do when someone signs up for your email list or donates to your organization? Do they have to wait until your next “monthly” newsletter to learn more about who you are and what you do? If so, you are missing out on a huge opportunity to engage, inspire and motivate your supporters to take action.
One of the best ways to engage with new subscribers (or new donors for that matter) is to create what is called a “Welcome Series” of emails. These emails are set to automatically be sent to the individual over the course of a few weeks – Day 1 they get an email, day 4 they get another email, day 8 they get yet another email, etc. These emails are designed to introduce yourself and your organization to the individual, as well as show them the impact your organization is having and why they should stay connected.
Sounds like a great idea and something all nonprofits should be doing right? The problem is that most nonprofits are not currently using a Welcome Series and are missing out on this powerful tool. If this includes your organization, then join us for this jam-packed webinar where we highlight a number of successful strategies and tactics you can start using immediately including:
- Why a Welcome Series is so powerful (Its all about the relationship)
- How to create an engaging and compelling Welcome Series
- How and why you should have multiple Welcome Series’ – subscribers, donors, attendees, etc.
- How a Welcome Series can increase your donor retention
On Today's Menu: Your Successful Grant Proposal4Good.org
How can you whip up a successful grant proposal? You’ll need just the right proportions of research, planning, drafting, and editing. And don’t forget to garnish with tasty feedback and a dash of good timing!
Foundations and corporate funders are always looking for ways to make good investments in your community. To partner with them, you have to show exactly how you can help make that happen!
Webinar participants will get a special discount on Dalya’s award-winning book, “Writing to Make a Difference: 25 Powerful Techniques to Boost Your Community Impact.”
Who should attend: This webinar is ideal for: nonprofit directors, staff, board, volunteers, and consultants who help raise money from foundations and corporations; jobseekers are also welcome.
Mission and Leadership: Work Motivation That Strikes a Chord4Good.org
Most organizations have a formalized mission statement. Too often it is merely posted on a wall in the conference room. Often, employees grow cynical and state that the organization’s mission statement is just that: an empty statement. However, other organizations follow a structured process that allows their managers to lead with integrity while using the core principles of mission-driven organizations.
In this extremely practical presentation, that Dr. Eyal Ronen has never shared in the past, he will describe the practical steps to creating a clear mission, vision, and values for the organization. He will also describe the 4 things every leader must do in order to be effective in accomplishing his or her, and the organization’s mission.
Affordable Special Events Data Tracking and Analysis4Good.org
Special events can be complex and in the process of planning a perfect event, details can be missed. Using data to track the ways in which people participated in the event can help you determine what worked, what didn't work and what people are responding to about your event.
Have You Been Sequestered?—Developing Diverse Sources of Revenue4Good.org
Many nonprofits are excessively dependent upon a single type of revenue. The classic example is the organization which is only funded through government contracts or grants. Others may be totally reliant upon one or two private foundations or local corporations. In this webinar, volunteer leaders, agency CEO's and chief development officers will learn the value of diversifying the sources of revenue so as to enhance financial sustainability.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. CASE STUDY
System-Wide Governance
for Community Empowerment
by Judy Freiwirth and Maria Elena Letona
W
H E N I M M I GR A N T S T O O K T O O U R attempts to have the organization respond to
nation’s streets this year to advo- urgent changes in immigration policy that would
Centro undertook a cate for immigrant’s rights, the dramatically affect many of Centro’s con-
country was somewhat taken by stituents, the ED and several board members
sur pr ise. But nonprofit s and knew that something had to radically change.
process to become
unions who have been working in these commu- T he orga n ization a nd it s boa rd were not
nities for decades knew the power and potential responding to acutely time-sensitive problems,
an organization “of
of the moment. One of the groups involved in and a significant gulf had opened between the
this national showing was Centro Presente, a organization and its constituency. Centro’s pres-
the community.”
25-year-old Latino rights organization that tige in the community suffered, and constituents
inhabits a buzzing old cavern of an office in no longer felt connected beyond the practical
Cambridge, Massachusetts. aspects of having paperwork filed on their
Founded in 1981 as an activist organization, behalf or attending their ESL class.
Centro Presente became increasingly entrenched If Centro were to truly carry out its mission—
in service delivery. Although its staff reflected the that is, to empower the Latino immigrant com-
constituency it served, it largely internalized a munity—the organization needed to transform.
hierarchal relationship to clients: staff often This included shifting its focus from service pro-
viewed themselves as the experts to whom com- vision to active community organizing and
munity members came to resolve their problems. engendering a whole new level of community
More troubling was the board of directors, which engagement, including a new governance model.
had also been operating on a traditional hierar- The organization and its executive director
chal governance model and whose members were began experimenting with the notion of system-
not of the community being served. wide governance as one of the options.
This situation had the predictable outcome of
robbing the organization of its nerve endings. In A Transformational Model
2001, when the board’s leadership blocked all In 2002, Centro undertook a process to become
an organization “of the community.” Its long-
J U DY F REIW IRTH , P SY .D., is an organizational consult- range goal was to build power within its commu-
ant and founder/coordinator of the Alliance for Nonprofit nity, and Centro’s leaders realized that if they
Management’s national network, focused on developing were to be true to their mission of community
new models of governance. M A R I A E L E N A L E T ON A , empowerment, they needed to overhaul and
P H .D., is the executive director of Centro Presente. completely transform their governance system.
24 REPRINTED FROM THE NONPROFIT QUARTERLY WWW.NONPROFITQUARTERLY.ORG • WINTER 2006
3. rations, and decisions are situated in individual organization, and all sectors need to be informed
components of the organization, depending and knowledgeable about them.
upon the nature of the issue and its importance, This model also employs a team structure,
while others are dealt with simultaneously by using members or constituents, board, and staff
the different sectors or in different configura- to carry out some of the governance functions.
Similar principles
tions. All of these decisions eventually feed back Rather than having one person lead the team, a
into strategy-making for the whole organization. board member and constituent or staff member
have been used in
Policy changes, for example, might be discussed form a partnership. To be effective, they need to
large-scale change first in different components and then by the operate within an “open-system”— that is, there
whole group, or by a group made up of members is a continual communication, transparency,
and planning models from each sector. and coordination among the teams, the board,
For some decisions, the broader community and the larger constituency and community.
in which “the whole and other stakeholders are brought together to
participate. This larger group may be convened Transformation in Context
system” joins to make decisions regarding long-term direc- When Centro chose the System-Wide Gover-
tions that may affect the future of a specific nance approach, it knew that reconstituting the
together to make community or a constituency. board would not be enough—the staff needed to
Similar principles have been used in large- change the way it perceived the community.
significant strategic scale change and planning models in which “the Whenever an organization delivers services,
whole system” joins together to make significant power relationships are built in between the
planning or strategic planning or organizational change service delivery staff and “clients” and between
decisions. Two of the most widely used large the board and the community. Centro learned
organizational scale models, Future Search conferences1 and that it needed to have ongoing conversations
Whole Scale Change methodology,2 are based on about what power-sharing meant, what having
change decisions. a few core principles: that you need a wide range more knowledge does in terms of power, and that
of perspectives in order to analyze current experience is just as valuable as expert knowl-
reality and make creative, informed strategic edge. The challenge was also to have everyone in
decisions, and that you need to create peer rela- the organization, without exception, think and
tionships among many different kinds of stake- act as an organizer. Job descriptions were rewrit-
holders to find visionar y ways forward. A ten to include concrete organizing responsibili-
System-Wide Governance model incorporates ties and staff learned to adopt new ways of
whole-scale planning sessions into the regular engaging with constituents. Not all staff agreed
governance work of the organization. with the changes, and some who were not com-
In a System-Wide Governance model, the fortable with the transformational process chose
board is comprised of members of the commu- to leave. Newly hired staff incorporated them-
nity/constituency. It assumes that the people the selves into a new culture and were able to more
organization serves possess the “lived” experi- quickly think and act as organizers.
ence and passion to best move the organization Centro Presente was now ready to launch its
forward. This is in contrast to the prevailing membership program. The membership model
trend of professionalizing nonprofit boards is premised on the belief that there should be a
despite the lack of research demonstrating that relationship of equals between Centro Presente
professional or wealthy board members improve and the community to whom it owes its exis-
board performance. System-Wide Governance tence, that both could be par tners in the
creates boards that reflect and “live” the organi- strengthening of the organization and in the
zation’s mission. process of improving life conditions in the com-
The board may continue to take on some of munity. The membership program provided
the legal and fiduciary responsibilities, while the former “clients,” “students,” and “constituents”
other organizational components, in partnership the space to take active, direct, and ample par-
with the board, will be accountable for the orga- t ic ipa t ion i n t he orga n i z a t ion ’ s work a s
nization’s major strategic, policy, or other issues. “members”—Latino immigrants who were
Fiduciary and legal and other framing informa- willing to be active shapers of Centro’s future.
tion, however, should be transparent within the
26 REPRINTED FROM THE NONPROFIT QUARTERLY WWW.NONPROFITQUARTERLY.ORG • WINTER 2006
4. Experimenting with Alternatives roots fundraising strategies and events. Member
In 2004, after working steadily on these issues leadership has dramatically increased as a
for about a year and a half, members elected a result of the teamwork.
new board comprised of active Centro Presente Fundraising has also been transformed and
members. Once this happened, Centro began to become truly integrated into the other work of
Centro’s board
experiment with alternative governance models. the organization. By placing the task of active
Although the membership has final authority fundraising within a member/board/staff team
committee structure
through member assemblies and member com- structure, the membership not only takes the
munity meetings, key decisions regarding lead in organizing fundraising events, but uses
also underwent
mission, strategic direction, policy, political them to help mobilize the membership for its
decisions, and new programmatic initiatives organizing campaigns and other work of the
major restructuring.
have been made by a partnership model—large organization.
ret reat s t w ice a yea r that i nclude active Four years into the transformational process,
Rather than
members, the full board, and staff. Centro Presente is an entirely different organi-
If the whole organization is responsible for the zation than it was when it embarked on this
adapting the
major strategic, planning, and policy decisions, journey. As of December 2006, Centro has over
what type of decisions does the board make 1,200 active members.3 Using this new model of
traditional
within this model? The Centro board now func- governance, Centro has become a vibrant leader
tions as an “executive committee” akin to one in the immigrant rights movement, both nation- committee model
you might find in a traditional board structure. ally and locally, while providing legal assistance
The board is accountable to the membership and and adult education to over 3,500 people. As one for the board,
the larger community. It continues to meet member described the difference this model has
monthly and has decision-making authority over made for the board: they designed a
some issues, such as financial oversight, person-
nel issues related to the executive director, legal This is the most engaged and consistent board
unique, flexible
issues, and other issues that can’t wait until the we’ve ever had! Since they’ve come through the
membership is convened. Similar to some exec- membership at Centro, they know about the
team structure
utive committees, it also provides support to the organization . . . they know the staff and the
executive director as issues arise and it must work . . . they know the issues, and since
comprised of
bring major decisions back to the membership. they’ve personally benefited from the organiza-
The board model is still evolving and will need tion, they have a passionate interest in Centro
members, board,
to maintain its flexibility as the organization con- and its future.
tinues to learn from experience. and staff.
The experience of Centro Presente demon-
Inclusive, Flexible, Working Teams strates that organizations can not only challenge
Centro’s board committee structure also under- their current assumptions about their con-
went major restructuring. Rather than adapting stituencies and power dynamics, but can suc-
the traditional committee model for the board, c e s s f u l l y t r a n s fo r m t h e i r b o a r d s a n d
they designed a unique, flexible team structure organizations to truly be more democratic, pas-
comprised of members, board, and staff. In sionate, inclusive and, ultimately, more respon-
order to be responsive to a fast-changing envi- sive to the community they serve.
ronment and shifting organizational priorities,
the teams were designed to be flexible both in Endnotes
terms of focus and composition and to serve as 1. Weisbord, M. & Janoff, S. Future Search: An
an important platform for leadership develop- Action Guide to Finding Common Ground in Orga-
ment in all sectors of the organization, particu- nizations & Communities. Berrett-Koehler Publish-
la rly for t he member ship a nd boa rd. For ers, 1995.
example, most recently Centro has had three 2. Dannemiller Tyson Associates
such teams—one designs and implements immi- 3. Centro has a staff of 12 and a budget of $820,000.
grant rights organizing strategy, the second
designs and organizes popular education initia- Reprints of this article may be ordered from store.non-
tives, and a third proposes and organizes grass- profitquarterly.org, using code 130404.
WINTER 2006 • WWW.NONPROFITQUARTERLY.ORG REPRINTED FROM THE NONPROFIT QUARTERLY 27