The document discusses the current council system structure that supports the strategic plan by allocating resources across the League's mission. The board develops an annual plan identifying objectives for the year. Councils then create activity plans and implement activities to accomplish those objectives.
The board's role is to set the long-term strategic direction, ensure ethical and prudent operations, and constantly evaluate progress. Each board member shares equal responsibility.
The VP and council's role is to implement the work through activity planning, supervising councils, communications, and community outreach.
When the council thoroughly understands activities and the board sees the big picture, the two can work collaboratively to push the organization toward its mission.
The document summarizes decisions and discussions from a board meeting of the Pacific Southwest District (PSD). It outlines that the board decided to clarify its relationship with the UUA through a covenant, adopt policy governance, and suspend its financial agreement with the UUA. The board is seeking to reform its structure to better connect congregations, free leaders for important work, and engage more congregations in fulfilling a shared vision.
This document discusses volunteer leadership roles within IAP2 Australasia, a regional chapter of the International Association for Public Participation. It outlines key leadership structures like the Committee, Regional Coordinators, and Executive Administration team. The organization is seeking to fill leadership roles as it works to advance public participation practices, support its growing membership of 800, and implement its strategic plan goals of improved communication, training events, and practice development. Individuals interested in leadership roles are encouraged to apply by tomorrow's nomination deadline with two letters of support.
The document discusses building successful relationships between library boards and staff. It describes issues that can arise when roles and responsibilities are unclear, including unwelcoming atmospheres for patrons, outdated collections, and inward-focused meetings. It emphasizes the importance of open communication, shared visions, clearly defined roles, and community engagement for rebuilding trust between boards and staff.
The document summarizes the mission and activities of DSPAM, a Minnesota chapter of the National Alliance for Direct Support Professionals that advocates for direct care workers. DSPAM works to improve training, compensation and recognition for direct support professionals through initiatives like surveys of DSPs, conferences and developing a strategic plan focused on key issues for 2008 like governance training and boosting membership.
Individuals with varied backgrounds can play a role in shaping their world through meaningful participation in advocacy and governance. It is believed that expanding access to fuller engagement for some, by providing access to understandable information and support, enriches opportunities for all. The online video series, Boards for All, with plain language training and tools for all users can help community citizens learn about performing effectively as a member of a provider agency board, councils or advisory committees. This award winning (ClearMark Award, Center for Plain Language 2012) is a straightforward training in board governance and facilitation that opens doors for individuals to contribute.
The document provides an overview and introduction to the Illinois Federation of Business Women's Clubs (IFBW) for new members. It summarizes that IFBW is a professional organization made up of women who work together to develop leadership skills and support women's rights. It outlines IFBW's history, mission to advocate for professional and personal growth for working women, and governing structure at the local, regional, and state levels. The document also reviews the benefits of membership and expectations for member participation and involvement.
The document discusses the current council system structure that supports the strategic plan by allocating resources across the League's mission. The board develops an annual plan identifying objectives for the year. Councils then create activity plans and implement activities to accomplish those objectives.
The board's role is to set the long-term strategic direction, ensure ethical and prudent operations, and constantly evaluate progress. Each board member shares equal responsibility.
The VP and council's role is to implement the work through activity planning, supervising councils, communications, and community outreach.
When the council thoroughly understands activities and the board sees the big picture, the two can work collaboratively to push the organization toward its mission.
The document summarizes decisions and discussions from a board meeting of the Pacific Southwest District (PSD). It outlines that the board decided to clarify its relationship with the UUA through a covenant, adopt policy governance, and suspend its financial agreement with the UUA. The board is seeking to reform its structure to better connect congregations, free leaders for important work, and engage more congregations in fulfilling a shared vision.
This document discusses volunteer leadership roles within IAP2 Australasia, a regional chapter of the International Association for Public Participation. It outlines key leadership structures like the Committee, Regional Coordinators, and Executive Administration team. The organization is seeking to fill leadership roles as it works to advance public participation practices, support its growing membership of 800, and implement its strategic plan goals of improved communication, training events, and practice development. Individuals interested in leadership roles are encouraged to apply by tomorrow's nomination deadline with two letters of support.
The document discusses building successful relationships between library boards and staff. It describes issues that can arise when roles and responsibilities are unclear, including unwelcoming atmospheres for patrons, outdated collections, and inward-focused meetings. It emphasizes the importance of open communication, shared visions, clearly defined roles, and community engagement for rebuilding trust between boards and staff.
The document summarizes the mission and activities of DSPAM, a Minnesota chapter of the National Alliance for Direct Support Professionals that advocates for direct care workers. DSPAM works to improve training, compensation and recognition for direct support professionals through initiatives like surveys of DSPs, conferences and developing a strategic plan focused on key issues for 2008 like governance training and boosting membership.
Individuals with varied backgrounds can play a role in shaping their world through meaningful participation in advocacy and governance. It is believed that expanding access to fuller engagement for some, by providing access to understandable information and support, enriches opportunities for all. The online video series, Boards for All, with plain language training and tools for all users can help community citizens learn about performing effectively as a member of a provider agency board, councils or advisory committees. This award winning (ClearMark Award, Center for Plain Language 2012) is a straightforward training in board governance and facilitation that opens doors for individuals to contribute.
The document provides an overview and introduction to the Illinois Federation of Business Women's Clubs (IFBW) for new members. It summarizes that IFBW is a professional organization made up of women who work together to develop leadership skills and support women's rights. It outlines IFBW's history, mission to advocate for professional and personal growth for working women, and governing structure at the local, regional, and state levels. The document also reviews the benefits of membership and expectations for member participation and involvement.
The document summarizes decisions made at a strategic retreat of the CORE Group Board of Directors regarding growing membership, revising fee structures, establishing organizational and individual associates, and modifying the board's composition. Key decisions included allowing organizational and individual associates with similar rights as members except voting; increasing annual fees starting in 2012; and allowing up to 25% of board members to come from outside the membership to provide additional needed expertise. Next steps involved reporting on the retreat and taking action on the agreed upon decisions.
This document discusses different structures that developmental disability councils use to conduct business, such as committee structures and the use of workgroups. It provides an overview of the types of committees most councils currently use, which are mostly operational rather than focused on policy issues. The document poses questions for councils to consider about how they structure committees and workgroups, including their purpose, how staff support is provided, and how to maximize member effectiveness and involvement. It recommends councils take an intentional look at their structures and roles to ensure they are appropriately aligned with the council's mission and goals.
This PowerPoint shows the process that will be used to develop the VIsion 2013 Strategic Plan, which will chart South Carolina's path for addressing the needs of young children and their families.
This document outlines the contents and benefits of a Board Policy Manual for nonprofit organizations. It discusses how the manual relates to other governance documents and is structured in six main sections that cover the board's role and responsibilities, its relationship to the executive director, and guidelines for director operations. The manual provides clear policies to guide the board and staff, more efficient meetings, and easy orientation for new board members. It also defines fiduciary duties and succession plans.
This presentation was delivered to SME's Leadership and Board of Directors to illustrate the potential advantages of SME collaborating and working with other professional groups.
The document summarizes the 2012 annual meeting of the Healing Touch Association of Canada. It includes opening remarks, introductions of board members, and reports from board members on their activities over the past year. The board members discussed increasing membership, updating bylaws, improving communications, and planning for the next annual conference.
Vibrant club President Rtn Murali3262 8984106080Murali Krishna
As club president, you will lead your club and engage members to take action and promote Rotary in the community. You will provide vision to tackle social issues and strengthen the club. You are responsible for appointing committee chairs and working with committees to achieve club goals. The district supports clubs through guidance, leadership opportunities, and coordinating programs. Your role is to work with your club board, committees, and district leaders to make a difference.
Rock & Water Corporation (R&W) wants to acquire three of its suppliers, BrineCo, AcidCo, and ChemCo, in order to control their production practices and ensure more environmentally friendly processes. BrineCo is a profitable, long-established company. AcidCo has been struggling with fines for not meeting EPA standards. ChemCo is new but inexperienced, resulting in inefficiencies and environmental harm, and has not yet become profitable. R&W seeks advice on how to structure the acquisitions of each supplier.
The document summarizes research on factors critical for successful organizational restructuring or reorganization. It identifies six key factors: 1) synchronizing the reorganization design with business strategy; 2) clarifying roles and responsibilities; 3) deploying the right leaders and capabilities; 4) designing the organization layer by layer rather than top-down; 5) minimizing execution risks; and 6) reorganizing during periods of strength rather than distress. Companies that incorporated more of these six factors reported much higher rates of reorganization success.
R&W Corporation is considering acquiring three of its suppliers, BrineCo, AcidCo, and ChemCo, in order to control their production practices and ensure more environmentally friendly operations. There are different ways R&W could structure these acquisitions, including through various types of corporate reorganizations that allow for tax-free treatment. The document discusses the key characteristics and requirements of types A through G reorganizations and provides examples of how R&W could approach acquiring each supplier.
The impact of reorganization on staff: using the core competencies as a frame...NASIG
The Colorado State University Libraries Collections and Contracts Division reorganized in July 2012 and was renamed Acquisitions and Metadata Services. This reorganization was necessary to address the gradual attrition due to retirements and the subsequent elimination of many of these positions. In the past, expertise within a given area often resided with one individual, but after the reorganization, it became essential for staff to be cross-trained. With the rapid development of electronic collections, it also became apparent that one or two people could not handle the entire workload.
Training staff requires different approaches based on their experience and skills. There are new staff who have some related experience, but new duties are often unfamiliar. At the same time, there are staff who are transitioning from managing print serials, to assisting with electronic resources. These staff also need guidelines to attain competency with the newly required duties. Even though NASIG's Core Competencies for Electronic Resource Librarians targets professional librarians, they also provide a valuable framework for not only training new staff, but developing competencies in more experienced staff. The Core Competencies also assist electronic resource managers to take stock of their staff's current competencies, evaluate what is needed, and coach staff to acquire new skills, and therefore, continue to develop. This presentation explores how the Core Competencies were used to develop a training program for new staff as well as expanding roles of more seasoned staff.
Presenter:
Rachel Erb
Electronic Resources Management Librarian, Colorado State University
This presentation enumerates the practical aspects of merger, demerger and reduction of capital and the strategies involved therein. It also highlights certain key issues involved in corporate restructuring.
1) basic concepts of corporate restructuring (1)Vikeyiel Rhetso
Corporate restructuring involves changes to a company's capital structure, operations, or ownership outside the ordinary course of business. Reasons for restructuring include sales enhancement, improved management, tax benefits, and leverage gains. There are two main types of restructuring - operational restructuring like workforce reductions, and financial restructuring like leveraged buyouts. Mergers, acquisitions, divestitures and spin-offs are common forms of corporate restructuring.
TARDEC is the US Army's center for tank and automotive research and development. It underwent a major restructuring in 1989 to address issues as a declining organization. The restructuring involved transitioning to a matrix structure with decentralized teams to increase flexibility, innovation, and decision making. This delayering process transformed the organization from a mechanistic to an organic structure suited for its environment of rapid technological change.
This document discusses organizational restructuring and mergers and acquisitions. It defines organizational restructuring as changes made to personnel, departments, and reporting structures to meet market needs. Causes of restructuring include changing strategies, structural types, downsizing, and expanding. Mergers and acquisitions combine two companies and require restructuring the new organization. Managing change and employee attitudes is important for a successful restructuring.
Regionalization for Prairie Star District 2011nheege
The document outlines plans to transition from individual district governance structures to a regional governance model. It discusses:
- Staff reorganization in response to financial pressures, including unified administration and some regional employees by July 2013.
- The formation of a steering committee representing 3 districts to create a proposal for the new regional organization, to be voted on at district annual meetings in 2013.
- A report on options for ownership and management of Camp Unistar, to be presented to the board in April 2012.
- Next steps in the communication and planning process, including additional webinars and meetings through December 2012.
The document summarizes a webinar about governance and regionalization in the Unitarian Universalist Association (UUA). It discusses actions taken by the UUA Board, District Presidents' Association, and Southeast District board to transition to a policy governance model and consider consolidating districts. The Southeast District board suspended certain ends, agreements, and employed a racial equity process. The webinar also profiled the proposed Southern Region comprising four districts and outlined next steps around clustering, multiculturalism, and defining district roles under the UUA Board's governance.
The document summarizes a webinar about governance and regionalization in the Unitarian Universalist Association (UUA). It discusses actions taken by the UUA Board, District Presidents' Association, and Southeast District board to transition to a policy governance model, strengthen democratic processes, reduce board size, and regionalize staff. The Southeast District board suspended certain ends, co-employment agreements, and recommended changing district names to align with the UUA's vision. Next steps include energizing clusters, celebrating multicultural congregations, determining new district board roles, and examining a Council of Elders concept and regional staffing model.
This document summarizes the strategic planning process of First Baptist Vancouver from 2006 to 2008. It identifies three initial areas of focus: becoming a more welcoming community, improving communication, and developing governance and training. Over time, five ministry focus areas emerged and two task forces were formed to help with implementation and organizational structure. The key recommendations were to develop annual plans for each ministry area to guide the budget, and consider changes to the organizational structure to better support the church's vision and goals. The church is now working on drafting annual plans and task force recommendations to help guide ministry in 2009 and beyond.
Transition Boot Camp 2017 - Women's Council of REALTORSSheryl Martinez
This document summarizes a leadership workshop for the Women's Council of REALTORS®. It lists the current state leadership team and their contact information. The agenda includes networking, leadership transitions, communication best practices, and planning for the future. Resources are provided for local networks on business planning, leadership development, marketing, and program planning. The workshop aims to help local leaders effectively transition roles and work together across networks to advance women in the real estate industry and their communities.
The document summarizes decisions made at a strategic retreat of the CORE Group Board of Directors regarding growing membership, revising fee structures, establishing organizational and individual associates, and modifying the board's composition. Key decisions included allowing organizational and individual associates with similar rights as members except voting; increasing annual fees starting in 2012; and allowing up to 25% of board members to come from outside the membership to provide additional needed expertise. Next steps involved reporting on the retreat and taking action on the agreed upon decisions.
This document discusses different structures that developmental disability councils use to conduct business, such as committee structures and the use of workgroups. It provides an overview of the types of committees most councils currently use, which are mostly operational rather than focused on policy issues. The document poses questions for councils to consider about how they structure committees and workgroups, including their purpose, how staff support is provided, and how to maximize member effectiveness and involvement. It recommends councils take an intentional look at their structures and roles to ensure they are appropriately aligned with the council's mission and goals.
This PowerPoint shows the process that will be used to develop the VIsion 2013 Strategic Plan, which will chart South Carolina's path for addressing the needs of young children and their families.
This document outlines the contents and benefits of a Board Policy Manual for nonprofit organizations. It discusses how the manual relates to other governance documents and is structured in six main sections that cover the board's role and responsibilities, its relationship to the executive director, and guidelines for director operations. The manual provides clear policies to guide the board and staff, more efficient meetings, and easy orientation for new board members. It also defines fiduciary duties and succession plans.
This presentation was delivered to SME's Leadership and Board of Directors to illustrate the potential advantages of SME collaborating and working with other professional groups.
The document summarizes the 2012 annual meeting of the Healing Touch Association of Canada. It includes opening remarks, introductions of board members, and reports from board members on their activities over the past year. The board members discussed increasing membership, updating bylaws, improving communications, and planning for the next annual conference.
Vibrant club President Rtn Murali3262 8984106080Murali Krishna
As club president, you will lead your club and engage members to take action and promote Rotary in the community. You will provide vision to tackle social issues and strengthen the club. You are responsible for appointing committee chairs and working with committees to achieve club goals. The district supports clubs through guidance, leadership opportunities, and coordinating programs. Your role is to work with your club board, committees, and district leaders to make a difference.
Rock & Water Corporation (R&W) wants to acquire three of its suppliers, BrineCo, AcidCo, and ChemCo, in order to control their production practices and ensure more environmentally friendly processes. BrineCo is a profitable, long-established company. AcidCo has been struggling with fines for not meeting EPA standards. ChemCo is new but inexperienced, resulting in inefficiencies and environmental harm, and has not yet become profitable. R&W seeks advice on how to structure the acquisitions of each supplier.
The document summarizes research on factors critical for successful organizational restructuring or reorganization. It identifies six key factors: 1) synchronizing the reorganization design with business strategy; 2) clarifying roles and responsibilities; 3) deploying the right leaders and capabilities; 4) designing the organization layer by layer rather than top-down; 5) minimizing execution risks; and 6) reorganizing during periods of strength rather than distress. Companies that incorporated more of these six factors reported much higher rates of reorganization success.
R&W Corporation is considering acquiring three of its suppliers, BrineCo, AcidCo, and ChemCo, in order to control their production practices and ensure more environmentally friendly operations. There are different ways R&W could structure these acquisitions, including through various types of corporate reorganizations that allow for tax-free treatment. The document discusses the key characteristics and requirements of types A through G reorganizations and provides examples of how R&W could approach acquiring each supplier.
The impact of reorganization on staff: using the core competencies as a frame...NASIG
The Colorado State University Libraries Collections and Contracts Division reorganized in July 2012 and was renamed Acquisitions and Metadata Services. This reorganization was necessary to address the gradual attrition due to retirements and the subsequent elimination of many of these positions. In the past, expertise within a given area often resided with one individual, but after the reorganization, it became essential for staff to be cross-trained. With the rapid development of electronic collections, it also became apparent that one or two people could not handle the entire workload.
Training staff requires different approaches based on their experience and skills. There are new staff who have some related experience, but new duties are often unfamiliar. At the same time, there are staff who are transitioning from managing print serials, to assisting with electronic resources. These staff also need guidelines to attain competency with the newly required duties. Even though NASIG's Core Competencies for Electronic Resource Librarians targets professional librarians, they also provide a valuable framework for not only training new staff, but developing competencies in more experienced staff. The Core Competencies also assist electronic resource managers to take stock of their staff's current competencies, evaluate what is needed, and coach staff to acquire new skills, and therefore, continue to develop. This presentation explores how the Core Competencies were used to develop a training program for new staff as well as expanding roles of more seasoned staff.
Presenter:
Rachel Erb
Electronic Resources Management Librarian, Colorado State University
This presentation enumerates the practical aspects of merger, demerger and reduction of capital and the strategies involved therein. It also highlights certain key issues involved in corporate restructuring.
1) basic concepts of corporate restructuring (1)Vikeyiel Rhetso
Corporate restructuring involves changes to a company's capital structure, operations, or ownership outside the ordinary course of business. Reasons for restructuring include sales enhancement, improved management, tax benefits, and leverage gains. There are two main types of restructuring - operational restructuring like workforce reductions, and financial restructuring like leveraged buyouts. Mergers, acquisitions, divestitures and spin-offs are common forms of corporate restructuring.
TARDEC is the US Army's center for tank and automotive research and development. It underwent a major restructuring in 1989 to address issues as a declining organization. The restructuring involved transitioning to a matrix structure with decentralized teams to increase flexibility, innovation, and decision making. This delayering process transformed the organization from a mechanistic to an organic structure suited for its environment of rapid technological change.
This document discusses organizational restructuring and mergers and acquisitions. It defines organizational restructuring as changes made to personnel, departments, and reporting structures to meet market needs. Causes of restructuring include changing strategies, structural types, downsizing, and expanding. Mergers and acquisitions combine two companies and require restructuring the new organization. Managing change and employee attitudes is important for a successful restructuring.
Regionalization for Prairie Star District 2011nheege
The document outlines plans to transition from individual district governance structures to a regional governance model. It discusses:
- Staff reorganization in response to financial pressures, including unified administration and some regional employees by July 2013.
- The formation of a steering committee representing 3 districts to create a proposal for the new regional organization, to be voted on at district annual meetings in 2013.
- A report on options for ownership and management of Camp Unistar, to be presented to the board in April 2012.
- Next steps in the communication and planning process, including additional webinars and meetings through December 2012.
The document summarizes a webinar about governance and regionalization in the Unitarian Universalist Association (UUA). It discusses actions taken by the UUA Board, District Presidents' Association, and Southeast District board to transition to a policy governance model and consider consolidating districts. The Southeast District board suspended certain ends, agreements, and employed a racial equity process. The webinar also profiled the proposed Southern Region comprising four districts and outlined next steps around clustering, multiculturalism, and defining district roles under the UUA Board's governance.
The document summarizes a webinar about governance and regionalization in the Unitarian Universalist Association (UUA). It discusses actions taken by the UUA Board, District Presidents' Association, and Southeast District board to transition to a policy governance model, strengthen democratic processes, reduce board size, and regionalize staff. The Southeast District board suspended certain ends, co-employment agreements, and recommended changing district names to align with the UUA's vision. Next steps include energizing clusters, celebrating multicultural congregations, determining new district board roles, and examining a Council of Elders concept and regional staffing model.
This document summarizes the strategic planning process of First Baptist Vancouver from 2006 to 2008. It identifies three initial areas of focus: becoming a more welcoming community, improving communication, and developing governance and training. Over time, five ministry focus areas emerged and two task forces were formed to help with implementation and organizational structure. The key recommendations were to develop annual plans for each ministry area to guide the budget, and consider changes to the organizational structure to better support the church's vision and goals. The church is now working on drafting annual plans and task force recommendations to help guide ministry in 2009 and beyond.
Transition Boot Camp 2017 - Women's Council of REALTORSSheryl Martinez
This document summarizes a leadership workshop for the Women's Council of REALTORS®. It lists the current state leadership team and their contact information. The agenda includes networking, leadership transitions, communication best practices, and planning for the future. Resources are provided for local networks on business planning, leadership development, marketing, and program planning. The workshop aims to help local leaders effectively transition roles and work together across networks to advance women in the real estate industry and their communities.
This document provides information and guidance about chapter management and planning meetings for nonprofit boards. It discusses the importance of planning meetings, outlines topics that should be discussed like objectives, threats and operational areas. It also provides tips for new board members on preparing for and participating in planning meetings. The document gives guidance on developing yearly plans and monthly reports for board members. It covers the roles of the chairman and meeting secretary, best practices for taking meeting minutes, and how to properly propose and draft motions and resolutions.
The document discusses the importance of mission-driven boards and provides recommendations for boards to become truly mission-driven. It recommends that boards focus on recruiting the right people who are committed to the mission, focus their discussions and meetings on constantly connecting to the mission, and practice mission-driven governance through their agenda, roles, and regular self-evaluation. Specific next steps include identifying board needs, evaluating recruitment, scheduling mission reflection time, acknowledging member expertise, and updating board job descriptions.
ESOP Committees How They Interact And Setting Up a Communications Committee-2Christopher T. Horner II
This document discusses how to set up an effective ESOP Communications Committee. It provides an overview of different types of ESOP committees and their roles. It then discusses key considerations for establishing a Communications Committee, including its mission, structure, membership, budget, and bylaws. The document draws on examples from The Onyx Group and CTL Engineering to illustrate how they have successfully implemented Communications Committees to strengthen employee ownership culture.
President,secretary, treasurer manual of lions clubs internatioanllionnarsimharajumjf
This document provides guidance for club officers, including the president and secretary. It outlines the roles and responsibilities of the president in leading club meetings, communicating with members, appointing committees, and overseeing elections. It also describes the secretary's duties in attending meetings, taking minutes, and assisting with communication between the club and district. The document emphasizes the importance of effective communication skills and coordination between officers.
Club officers manual of lions clubs international from lion d narsimha raju m...lionnarsimharajumjf
This document provides guidance for club officers, specifically focusing on the roles and responsibilities of the club president and secretary. It outlines the president's duties in leading meetings, appointing committees, communicating with members, and more. It also details the secretary's tasks related to meetings, record keeping, correspondence, and reporting. Both roles are emphasized as important communication points within the club.
Created for MNCN's 2010 Annual Nonprofit Conference.
Innovative Governance Models: Staying Flat, Staying Thin, Staying Effective
Over the past years, nonprofits, including volunteer-led grassroots organizations, have faced a growing number of challenges. In the context of a changing environment, where nonprofit leaders are expected to do more with less and nonprofit volunteers are often expected to do more than before, is the traditional hierarchical form of nonprofit governance still relevant? In this session, we'll explore a governance structure for volunteer-led, grassroots organizations that offers shared power and decision making, greater flexibility and ability to innovate, and potential for greater organizational sustainability. Attend this session to discover an alternative for volunteer-driven organizational governance models, learn how you can effectively engage volunteers, board, and staff utilizing the model and see if it's a fit for your grassroots organization.
The document provides information about an upcoming ICF Colorado monthly meeting and holiday party on November 8th, 2012. It includes a message from the president, details about special interest group meetings before the general meeting, and information about volunteering, membership, and resources. The Denver Coach Federation has also rebranded as ICF Colorado and provides the new contact email.
This document discusses defining one's role when serving on a board. It provides guidance on why one should serve and what the job entails, such as attending meetings, understanding financials, and respecting boundaries between board and staff roles. Key factors in satisfaction include believing in the organization's mission and having similar values. As a board member, one is responsible for understanding the mission, championing values, knowing legal requirements, and evaluating finances and programs. The document also outlines bad behaviors to avoid and questions for evaluating one's effectiveness on the board.
Introducing a new model of overview & scrutinyDave Mckenna
The document introduces changes to the overview and scrutiny model in Swansea Council from May 2010. It explains that overview and scrutiny involves non-cabinet councillors improving services and accountability. The structure includes 5 boards and 2 committees. The changes aim to improve challenge to decision-makers through new methods like letters between chairs and cabinet members and pre/post board meetings.
Design and Implement an Effective Volunteer Management ProgramKedisa Johnson
A well-structured and effective volunteer management program can help nonprofit organizations and corporations build capacity, achieve mission-specific goals, and strengthen community ties.
idea for more efficient meeting structureDavid Rudd
The document discusses restructuring meetings at a church to make them more effective. It proposes separating meetings into three distinct teams: the Ministry Team, Strategy Team, and Pastoral Team. Each team would have a specific purpose and meet at different frequencies. Details are provided for each proposed team's meeting purpose, participants, appointment process, and potential discussion topics. The document concludes by posing questions to help evaluate and implement the proposed changes to better utilize time and resources and spread leadership responsibilities.
The MidAmerica regional staff are proposing changes to move toward greater regionalization and collaboration across the Central Midwest, Heartland, and Prairie Star districts. This would include the district staff serving the entire MidAmerica region, a unified administrative structure, and centralized online resources. The district boards are also discussing governance changes, including potentially adopting the same ends as the UUA and changing district structures. The regional staff see this as an opportunity to better serve congregations through a team-based approach with specialized staff providing flexible support. Their goal is to create a sustainable model that is future-focused, adaptable, and promotes social justice. As a first step, one staff member will coordinate emerging young adult and youth ministries across the three
Similar to 2011 12-1 congregational leaders regionalization webinar (20)
Why is this So? ~ Do Seek to KNOW (English & Chinese).pptxOH TEIK BIN
A PowerPoint Presentation based on the Dhamma teaching of Kamma-Vipaka (Intentional Actions-Ripening Effects).
A Presentation for developing morality, concentration and wisdom and to spur us to practice the Dhamma diligently.
The texts are in English and Chinese.
The forces involved in this witchcraft spell will re-establish the loving bond between you and help to build a strong, loving relationship from which to start anew. Despite any previous hardships or problems, the spell work will re-establish the strong bonds of friendship and love upon which the marriage and relationship originated. Have faith, these stop divorce and stop separation spells are extremely powerful and will reconnect you and your partner in a strong and harmonious relationship.
My ritual will not only stop separation and divorce, but rebuild a strong bond between you and your partner that is based on truth, honesty, and unconditional love. For an even stronger effect, you may want to consider using the Eternal Love Bond spell to ensure your relationship and love will last through all tests of time. If you have not yet determined if your partner is considering separation or divorce, but are aware of rifts in the relationship, try the Love Spells to remove problems in a relationship or marriage. Keep in mind that all my love spells are 100% customized and that you'll only need 1 spell to address all problems/wishes.
Save your marriage from divorce & make your relationship stronger using anti divorce spells to make him or her fall back in love with you. End your marriage if you are no longer in love with your husband or wife. Permanently end your marriage using divorce spells that work fast. Protect your marriage from divorce using love spells to boost commitment, love & bind your hearts together for a stronger marriage that will last. Get your ex lover who has remarried using divorce spells to break up a couple & make your ex lost lover come back to you permanently.
Visit https://www.profbalaj.com/love-spells-loves-spells-that-work/
Call/WhatsApp +27836633417 for more info.
The Hope of Salvation - Jude 1:24-25 - MessageCole Hartman
Jude gives us hope at the end of a dark letter. In a dark world like today, we need the light of Christ to shine brighter and brighter. Jude shows us where to fix our focus so we can be filled with God's goodness and glory. Join us to explore this incredible passage.
Sanatan Vastu | Experience Great Living | Vastu ExpertSanatan Vastu
Santan Vastu Provides Vedic astrology courses & Vastu remedies, If you are searching Vastu for home, Vastu for kitchen, Vastu for house, Vastu for Office & Factory. Best Vastu in Bahadurgarh. Best Vastu in Delhi NCR
A375 Example Taste the taste of the Lord, the taste of the Lord The taste of...franktsao4
It seems that current missionary work requires spending a lot of money, preparing a lot of materials, and traveling to far away places, so that it feels like missionary work. But what was the result they brought back? It's just a lot of photos of activities, fun eating, drinking and some playing games. And then we have to do the same thing next year, never ending. The church once mentioned that a certain missionary would go to the field where she used to work before the end of his life. It seemed that if she had not gone, no one would be willing to go. The reason why these missionary work is so difficult is that no one obeys God’s words, and the Bible is not the main content during missionary work, because in the eyes of those who do not obey God’s words, the Bible is just words and cannot be connected with life, so Reading out God's words is boring because it doesn't have any life experience, so it cannot be connected with human life. I will give a few examples in the hope that this situation can be changed. A375
The Book of Ruth is included in the third division, or the Writings, of the Hebrew Bible. In most Christian canons it is treated as one of the historical books and placed between Judges and 1 Samuel.
The Enchantment and Shadows_ Unveiling the Mysteries of Magic and Black Magic...Phoenix O
This manual will guide you through basic skills and tasks to help you get started with various aspects of Magic. Each section is designed to be easy to follow, with step-by-step instructions.
A Free eBook ~ Valuable LIFE Lessons to Learn ( 5 Sets of Presentations)...OH TEIK BIN
A free eBook comprising 5 sets of PowerPoint presentations of meaningful stories /Inspirational pieces that teach important Dhamma/Life lessons. For reflection and practice to develop the mind to grow in love, compassion and wisdom. The texts are in English and Chinese.
My other free eBooks can be obtained from the following Links:
https://www.slideshare.net/ohteikbin/presentations
https://www.slideshare.net/ohteikbin/documents