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You depend on your Board of Directors to create a strategic direction, provide resources to achieve mutually-agreed on goals, and to leverage their expertise to complement those of paid staff. So, what does it take to have a Board where every director has a vested interest in ensuring that the organization is successful and sustainable? Explore the 10 Commandments that need to be in place to revitalize and strengthen your Chamber.
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You have a solid base for recruiting and training chapter volunteers that has worked well in the past. Then came the evidence-based research on volunteers challenging our percepts. Followed by the pandemic and increased volunteer burnout. Turns out our training programs need a new approach. What can you do? Let’s do a reboot on chapter volunteer training. Join us for a conversation on how to use volunteer motivations and personas to drive learning and rethink our approach so we can retain volunteers and develop future leaders. Ready to shift your volunteer training to get a better learning experience?
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On-demand available here: http://bit.ly/2ipuM5N
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How to assess campaign readiness: measuring an organization’s campaign readiness across 7 indicators and identifying what assets to leverage and gaps to fill before launching a campaign.
You have a solid base for recruiting and training chapter volunteers that has worked well in the past. Then came the evidence-based research on volunteers challenging our percepts. Followed by the pandemic and increased volunteer burnout. Turns out our training programs need a new approach. What can you do? Let’s do a reboot on chapter volunteer training. Join us for a conversation on how to use volunteer motivations and personas to drive learning and rethink our approach so we can retain volunteers and develop future leaders. Ready to shift your volunteer training to get a better learning experience?
Tap Chapters as a Member Engagement ChannelBillhighway
Are you meeting your members where they’re at in their career? Are your chapters? We know depending on the stage of their career, your members have different needs and wants. This virtual workshop is a deep dive into what the data tells us on membership needs, loyalty and behavior. Tapping the data, we'll create a strategy you can share with your chapters to generate engagement and value based on their career stage. In this virtual workshop, we cover ways your chapters can better prepare volunteers to be the face of your association and engage the next big wave of individuals starting their careers or reinventing themselves.
Are you engaging volunteers with an eye to the future? Do you know what your volunteer program should look like in 3 or 5 years? Join us as we talk about the fundamentals for creating a strategic plan for volunteer engagement for your organizations. This webinar will include components that should be included as well as ideas for working with organization leaders to include strategic goals for volunteer engagement in your organization's overall strategic plan.
On-demand available here: http://bit.ly/2ipuM5N
In this week’s webinar, we’ll explore 5 ways to increase engagement at the chapter level by providing them with a foundation for success.
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The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
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The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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10. What makes
volunteers happy is a
lot like what makes
employees happy.
> Mutually Beneficial Volunteering study, ASAE Foundation
11. 6 Drivers
quality of staff
coordinating their
activity
receptivity of staff to
give their input
consideration
quality of
orientation/
introduction
quality of their
volunteer leadership
ability to debate/
discuss issues
time & timing
13. Volunteers ask …
Clearer sense of how
we contribute
Clarity around
expectations
Be more open &
inclusive to new/
younger volunteers
Provide more training
& guidance
Provide feedback on
progress of our work
14.
15. Photo by ccPixs.com - Creative Commons Attribution License https://www.flickr.com/photos/86530412@N02 Created with Haiku Deck
16. Objectives
• Describe current volunteer management
challenges.
• Explore the nine secrets to building a
volunteer surplus, ranging from objective-
setting to evaluation.
• Develop an action plan for improving your
association’s volunteer management
program.
17. VOLUNTEER
CHALLENGE
• Turn to your neighbor
• Discuss one volunteer challenge you’re
currently facing
• Capture your ideas and be prepared to
share with the group
24. SECRET 1:
Objectives
• Establish volunteer goals and objectives
• Leverage volunteers in support of your mission
• Revisit association’s volunteer needs annually
25. NIGP’s MISSION THROUGH GOVERNANCE
Defining Expectations and Responsibilities as Keys to Success
In Developing, Supporting and Promoting Public Procurement
LEADERSHIP DEVELOPMENT COMMITTEE
Goals, Responsibilities, Success
Goals 1. Prepare NIGP members for future leadership roles both within the Institute and within
the industry
2. Facilitate leadership development training for chapter leaders who possess the desire
and the potential to step into leadership roles
3. Offer informal opportunities to develop the leadership skills of NIGP volunteers
4. Deliver orientation and onboarding information to both new and returning committee
and council members
5. Improve succession planning within NIGP committees and councils
Key
Responsibilities
1. Serve as advisers and subject matter experts on the development and implementation
of a formal leadership development program being created by NIGP staff. Efforts to
include identifying learning outcomes, advising on overall structure, identifying
leadership competencies, and funding.
2. Coordinate efforts with the Chapter-focused Leadership Development Symposium to
ensure that purposes are uniquely defined and not duplicative
3. Support the development and implementation of remedial training tools and resources
4. Support the development and implementation of onboarding activities
5. Support the development and implementation of a succession plan
Measurements
of Success
1. In cooperation with NIGP staff, build and launch the new leadership program.
2. Quality learning objectives are identified and met by the LDS planning team.
3. Offer at least one training tool or resource each quarter.
4. Update and release each year the volunteer orientation program to all volunteers
5. Ensure each committee or council has a succession plan
Structure
Reporting
Structure
Reports to the Talent Council
Number of
Members
A maximum of 11 members; with voting members either as public procurement
practitioners or industry leaders. Public procurement practitioners shall hold the majority of
the voting seats on the committee.
At least one of the voting members shall be a liaison who serves as a member of the Talent
Council.
Members can serve on only one Board, Council, or committee concurrently; except for the
Talent Council liaison(s).
26. SECRET 2:
Positions
• Determine type, number and duration of
positions
• Create a variety of volunteer opportunities
• Consider resource limitations (e.g., time
constraints) of prospective volunteers
27.
28. SECRET 3:
Resources
• Identify financial and human resources
necessary to adequately support volunteers
• Plan for: Communication, supplies,
recognition, training and supervision
29.
30. SECRET 4:
Expectations
• Establish clear expectations in writing
• Outline time and financial commitments
• Identify workload and volunteer benefits
31. Expectations
• Attends/actively participates in 75% of all meetings;
• Follows confidentiality/conflict of interest policies;
• Reviews all relevant material prior to meetings;
• Prepares to make contributions and voice objective
opinions concerning issues and activities during
meetings;
• Accepts and timely completes tasks/assignments in
support of the group’s charge;
32. Expectations
• Responds promptly to correspondence and
information requests;
• Represents the group in other association meetings,
as requested;
• Maintains current association membership during the
volunteer term; and
• Immediately informs the staff liaison and group chair if
circumstances change/volunteer engagement is no
longer possible
33. SECRET 5:
Recruitment
• Identify ideal skillsets for each volunteer
position
• Contact individuals matching these profiles
• Alternatively, implement a clear/concise call for
volunteers and screening/selection process
34. 2
NIGP Committee and Task Force
Application
1. GENERAL INFORMATION
Name Title
Agency Division
Address
City Office Telephone
State/Province Email Address
Zip/Postal Code
Young Professional
DOB:
2. PROFESSIONAL CERTIFICATION
(Check all that apply)
CPPB CPM A.P.P.
CPPO C.P.M. CCCM
C.P.P. CFCM
C.P.S.M. CPCM
Other Other
3. TYPE OF AGENCY/COMPANY
(Select the type of public agency or company of your current employer from the drop down box:)
4. PROCUREMENT-RELATED WORK EXPERIENCE
The Year You Began Working in Public Procurement:
The Year You Began Working in Procurement/Supply (Public or Private):
5. FORMAL EDUCATION
(Enter the highest level of formal education achieved)
School Attended City, State/Province Year Graduated
If undergraduate or graduate degree: Degree Major
35. SECRET 6:
Orientation
• Host an orientation call, meeting or
training
• Review expectations and answer
questions
• Set the tone for a fun/rewarding
experience
36.
37. SECRET 7:
Structure
• Provide structure/organization during each
volunteer touch point
• Role model behavior you wish to see in
volunteers
• Ensure volunteers are successful/time is used
effectively
38. BOARD MEETING AGENDA
NIGP TALENT COUNCIL
Develop, support and promote public
procurement
Date: Tuesday, June 5, 2018
Time: 3:00 PM (eastern)
Zoom Link: https://zoom.us/j/7769528553
If no PC Audio: 1-646-558-8665
Meeting ID: 776 952 8553
Chair: Carrie Mathes, CPPO, CPPB, CFCM,
C.P.M., A.P.P.
Staff: Rick Grimm CPPO, CPPB, FCIPS
AGENDA ITEM ACTION TAKEN
1. Call to Order and Roll Call
2. Approval of Minutes of April 3, 2018 (attached)
“…move to approve the minutes of the April 3, 2018 Talent
Council meeting as prepared by staff”
3. Chair Updates (Carrie Mathes)
4. Talent Council Committee Reports
A. Leadership Assessment (Peggy Hoffman, Russell Pankey)
B. Mentorship (Charles Smith, Art Moore)
C. Leadership Development (Aaron Wolowiec, Keith Ashby)
D. Pipeline & Placement (Theresa Webb)
E. Outreach & Recruitment (Danielle Hinz, Greg Spearman)
5. Volunteer Recognition Strategy (attached)
6. New Business
7. Next Meeting: Tuesday, August 7, 2018 at 3:00 PM ET
(Teleconference)
8. Adjournment
NIGP Talent Council June 5, 2018 1 of 5
41. SECRET 9:
Evaluation
• Perform due diligence on behalf of the
association
• Evaluate volunteers and their contributions
• Gather feedback about the volunteer
experience
42.
43. CONVERSATION
CATALYST
• Identify top takeaways for your organization
• Turn to your neighbor and discuss
• Commit to at least one implementation idea
• Who is willing to share with the group?
44. Photo by Luca Upper - Creative Commons No known copyright restrictions https://unsplash.com/@lucistan?utm_source=haikudeck&utm_medium=referral&utm_campaign=api-credit Created with Haiku Deck