2012 asae cr virtual round table assisting components with better board meetingsTrevor S. Mitchell, CAE
This document provides guidance on how to improve board meetings and the responsibilities of board members. It outlines four keys to a successful board: collaboration, consensus, transparency, and communication. It then lists challenges boards may face and recommendations for making meetings more meaningful and productive, such as setting expectations, having education/training, using an agenda, and giving the facilitator authority. The responsibilities of board members are also covered, such as attending all meetings, being prepared to make decisions, and supporting decisions once made. Overall, the document aims to assist components in having better run and more effective board meetings.
This document discusses building personal resilience in the workplace. It provides tips from members of a library's Senior Leadership Team on how they developed resilience through challenging work experiences. The tips include letting off steam outside of work, planning and measuring work tasks, motivating yourself, developing a support network, gaining different perspectives on problems, and switching off from work.
This document summarizes the introductory session of an executive women's leadership programme. It includes:
1) An introduction to the programme goals of examining gendered aspects of organizations, showcasing women's strengths, and adapting a growth mindset.
2) An overview of upcoming sessions and assignments, including networking, guest speakers, a strategic challenge project, and a team case solution.
3) A discussion of leadership definitions and models, and the role of reflection and purpose in leadership development.
This document discusses the challenges faced by remote academic leaders and provides recommendations. It describes three scenarios involving a newly appointed remote leader who struggles with balancing local needs with university policies while receiving an overwhelming number of requests from students, faculty, and administrators. As a remote leader, it can be difficult to provide support and feedback, address issues outside one's responsibilities, and feel disconnected from decision-makers. The document suggests developing ten tips both for remote leaders on how to effectively lead from a distance and for organizations on how to better support distributed leadership models.
Ayed Alrabae has a background in human resources management. His job description involves improving quality, working on projects and HR systems, and managing motivation and remuneration programs. He has good social and communication skills, can make decisions and solve problems. Areas for improvement include listening skills, self-assessment, and reflective thinking. His action plan focuses on gathering employee feedback, addressing workplace issues, and improving performance.
How can agile thinking be used to improve work and practices in Boards of Directors? Why is traditional budgeting limiting companies' performance?
This presentation is about agile thinking in Board work and beyond budgeting. In the end of the presentation, 10 recommendations for every Chairman.
What does it mean to be a board member? What are your responsibilities? How should you approach the work? This workshop will help folks understand the difference between their fiduciary, strategic and generative responsibilities, and how to be a better board member.
2012 asae cr virtual round table assisting components with better board meetingsTrevor S. Mitchell, CAE
This document provides guidance on how to improve board meetings and the responsibilities of board members. It outlines four keys to a successful board: collaboration, consensus, transparency, and communication. It then lists challenges boards may face and recommendations for making meetings more meaningful and productive, such as setting expectations, having education/training, using an agenda, and giving the facilitator authority. The responsibilities of board members are also covered, such as attending all meetings, being prepared to make decisions, and supporting decisions once made. Overall, the document aims to assist components in having better run and more effective board meetings.
This document discusses building personal resilience in the workplace. It provides tips from members of a library's Senior Leadership Team on how they developed resilience through challenging work experiences. The tips include letting off steam outside of work, planning and measuring work tasks, motivating yourself, developing a support network, gaining different perspectives on problems, and switching off from work.
This document summarizes the introductory session of an executive women's leadership programme. It includes:
1) An introduction to the programme goals of examining gendered aspects of organizations, showcasing women's strengths, and adapting a growth mindset.
2) An overview of upcoming sessions and assignments, including networking, guest speakers, a strategic challenge project, and a team case solution.
3) A discussion of leadership definitions and models, and the role of reflection and purpose in leadership development.
This document discusses the challenges faced by remote academic leaders and provides recommendations. It describes three scenarios involving a newly appointed remote leader who struggles with balancing local needs with university policies while receiving an overwhelming number of requests from students, faculty, and administrators. As a remote leader, it can be difficult to provide support and feedback, address issues outside one's responsibilities, and feel disconnected from decision-makers. The document suggests developing ten tips both for remote leaders on how to effectively lead from a distance and for organizations on how to better support distributed leadership models.
Ayed Alrabae has a background in human resources management. His job description involves improving quality, working on projects and HR systems, and managing motivation and remuneration programs. He has good social and communication skills, can make decisions and solve problems. Areas for improvement include listening skills, self-assessment, and reflective thinking. His action plan focuses on gathering employee feedback, addressing workplace issues, and improving performance.
How can agile thinking be used to improve work and practices in Boards of Directors? Why is traditional budgeting limiting companies' performance?
This presentation is about agile thinking in Board work and beyond budgeting. In the end of the presentation, 10 recommendations for every Chairman.
What does it mean to be a board member? What are your responsibilities? How should you approach the work? This workshop will help folks understand the difference between their fiduciary, strategic and generative responsibilities, and how to be a better board member.
Scrum creators Ken Schwaber and Jeff Sutherland constantly work on evolving the Scrum framework and in 2013 released an updated version of the 2013 Scrum Guide.
Changes to Scrum always creates heaps of interest and debate across the Scrum community. Why have the changes have been made? What do they mean? Why does it matter? In August last year, Edwin spent time with Ken and Jeff to hear it from the horses mouth. In this interactive session we will work through what has changed and together discover what might mean for you.
On Feb 12, 2014 Edwin Dando presented this material to the Agile Auckland group.
The document provides information about developing high performing boards, including defining what constitutes a high performing board. It discusses improving governance through review and quality standards like PQASSO. PQASSO is introduced as a quality management system and standard for non-profit organizations covering 11 quality areas. Key performance indicators are outlined that PQASSO provides benchmarks for, including governance framework, culture of openness and integrity, and shaping and monitoring strategy. The Governance Wheel tool is presented as a way for boards to assess strengths and weaknesses to inform planning.
This presentation discusses corporate governance structures in the United States. It explains that shareholders elect a board of directors to oversee company interests. The board then hires a CEO to manage daily operations and make money for shareholders. The document outlines typical board compositions, roles, and best practices to ensure integrity, transparency, and fair treatment of all stakeholders.
Mayo Clinic Images in Internal Medicine: Self-Assessment for Board Exam ReviewSinan Abdulhammed
Here are the key points that support a diagnosis of dermatomyositis in this case:
- 82-year-old man presents with periorbital edema, rash, and bilateral shoulder/arm weakness - consistent with the characteristic skin findings and proximal myopathy of dermatomyositis
- Time course of rash developing 6 weeks prior to arm weakness is typical for dermatomyositis
- Other diagnoses do not fit as well - polymyalgia rheumatica does not cause rash or weakness, hypothyroidism causes generalized rather than focal weakness, inclusion body myositis typically presents later in life
Therefore, based on the clinical details provided, dermatomyositis is the
The document provides best practices for Moodle course design. It lists dos and don'ts such as maintaining consistency with font styles, using topic summaries and labels, using the course page as a launchpad rather than for content, beingware of excess visual elements, allowing students to participate and collaborate, and letting students see activity reports and completion tracking. The goal is to provide simple and accessible online courses.
The Board summarizes the key details from the document:
1) Arun Bansal and his wife filed a criminal complaint against Herdillia Unimers Ltd. claiming violation of Section 73 of the Companies Act for delayed refund of their application money for shares/debentures.
2) Herdillia Unimers Ltd. contended that as Bansals were not allotted shares/debentures and had received full refund including interest, no offence was committed.
3) The Rajasthan High Court quashed the criminal proceedings, stating that as Bansals were not shareholders, they were not competent to file a complaint in court against the company.
roles and responsibility , duties and liabilities of the directors under the ...Priya Singh
The document discusses the roles, responsibilities, and liabilities of directors according to the new Companies Act 2013 in India. It provides definitions of director positions like managing director and whole-time director. It explains key changes introduced in the new act regarding number and qualifications of directors, including requiring at least one woman director and one director residing in India for over 180 days. It also summarizes provisions related to independent directors, appointment and removal of directors, restrictions, and vacating or resigning from director roles.
This document provides an overview of the role of directors under the Companies Act 2013 in India. It defines key terms like director, board of directors, managing director, whole-time director, and independent director. It discusses the positions held by directors and the changing role and state of directors under the new law. It outlines the duties and powers of directors, decision making processes, and significant provisions related to the appointment, disqualification, and vacation of director roles. The document is presented by Pavan Kumar Vijay from Corporate Professionals and provides a high-level summary of director responsibilities and governance under the Indian Companies Act.
GlaxoSmithKline (GSK) has a strong code of conduct that emphasizes honesty, integrity, and compliance with all legal and regulatory requirements. GSK provides guidance and support for employees, backed by rigorous auditing and disciplinary action for misconduct. The code promotes ethical business practices that benefit stakeholders, and employees are encouraged to seek advice regarding ethical situations.
Corporate governance refers to the structures and processes used to direct and manage companies in the interests of all stakeholders. The basic principles of corporate governance include accountability, transparency, fairness, integrity, responsibility and commitment. Good corporate governance enhances company performance, access to capital, and long-term prosperity while providing barriers against corruption. Both public and private sectors benefit from good corporate governance through better management, resource allocation, and reduced financial risk.
This document provides an overview of corporate governance. It defines corporate governance as applying best management practices and complying with laws and ethical standards to effectively manage a company and create wealth for stakeholders. Good corporate governance provides benefits like better access to financing, lower costs of capital, improved performance, and reduced risk. The four pillars of corporate governance are accountability, fairness, transparency, and independence. In India, organizations like CII and SEBI have worked to establish corporate governance standards and regulations like Clause 49 to strengthen practices at publicly listed companies.
The document discusses various aspects of corporate governance including:
1. The history and key concepts of corporate governance such as the separation of ownership and control.
2. The roles of boards of directors, accountants, banks, creditors, shareholders and regulations in ensuring good corporate governance.
3. Emerging issues like the Sarbanes-Oxley Act and reforms in the Philippines.
Donnie isaacs - motivating and inspiring teachersDonnie Isaacs
1) The document provides guidance for motivating and inspiring teachers through meeting their hierarchy of needs, understanding staff dynamics, creating a good climate, and utilizing tools like the Friday Focus and monthly staff meetings.
2) It discusses the different types of teachers (superstars, backbones, mediocre) and emphasizes starting with superstar teachers to improve school morale.
3) Keys to creating a good climate include being visible, knowing your staff, effective communication, and positive staff meetings. The Friday Focus and monthly meetings should boost morale when developed and run properly.
This document outlines a program called REEP (Rising Educational Entrepreneurial Program) to better prepare future school leaders. It notes that the traditional roles of principals and assistant principals are becoming too stressful and negatively perceived. REEP aims to develop a broader range of leadership skills through entrepreneurial and instructional leadership training, simulation exercises, and a focus on communication, collaboration, and problem-solving. Some specific REEP activities include using tools like root cause analysis, data analysis, and book studies. The goal is for participants to gain system-level understanding and be equipped to solve future problems not yet encountered through a continued learning mindset.
The document discusses the roles and responsibilities of school boards, including serving as fiduciaries to protect the mission, overseeing the director and finances, engaging in strategic planning, and using a policy governance model. It emphasizes that the board's role is to define goals and limits while avoiding directing operational decisions. The board must work as a unified group and ensure its meetings and committees further the school's mission through open discussion of issues and evaluation of progress.
This document discusses character development at Tallis School. It begins by stating that all educators help develop character through what and how they teach as well as how they act as role models. The objectives are to define character education, consider ways to promote character development across the school, and plan how staff can contribute. Tallis' key character traits are identified as kindness, fairness, respect, optimism and honesty. Suggestions are made for developing character through classroom ethos, role modeling, language, teachable moments, and the curriculum. Staff are encouraged to recognize examples of character shown by others in the school community.
Principals retreat ppt culture and conversationLaura Davis
This document discusses building a positive school culture and having coaching conversations to increase teacher capacity. It focuses on creating a supportive environment for teamwork and growth, providing informal feedback to teachers through daily walkthroughs, using evaluations as a tool for development, having crucial conversations with struggling teachers, and promoting transparency through peer and outside feedback. The goal is to empower teachers and make them feel supported through regular coaching rather than evaluations alone.
The document provides information about turning off cell phones and lists various state legislators, city council members, mayors, local media representatives, school board members, and district employees. It then provides details about Bonneville Joint School District No. 93, including enrollment numbers, new schools, demographics, locations where instruction occurs, and the superintendent's tenure. It concludes with quotes from Casey Stengel about leadership and lists things Craig Lords has learned.
This document provides an agenda and materials for a department head meeting focused on developing rich learning tasks. It includes an opening prayer, learning goals focused on creating intellectually engaging tasks aligned to curriculum big ideas and higher-order thinking. Sample tasks are analyzed using Bloom's taxonomy, and groups discuss preparing students for more challenging tasks. Next steps involve incorporating more such tasks across courses to raise the level of thinking.
This document lists various elected officials and community leaders from a city and surrounding area. It then provides biographical information on the superintendent of a school district and lists statistics about the district such as enrollment numbers, number of schools and staff. It discusses the district's mission, vision and values. It also outlines some goals for the upcoming school year focused on student achievement, respect, and parent involvement. The document promotes the benefits of professional learning communities and collaborative culture in schools.
This document summarizes a master class on future schools and leadership challenges presented by Stephen Murgatroyd. The class covered topics like foresight and understanding leadership, key factors shaping the future of education, the transition to more personalized learning models, and six major challenges for schools. Murgatroyd discussed different leadership theories and characteristics of renaissance leadership. He also outlined ten global challenges for educational leaders, including work-life balance, sustaining teacher engagement, strategic focus, building communities of practice, and developing leadership throughout schools.
Scrum creators Ken Schwaber and Jeff Sutherland constantly work on evolving the Scrum framework and in 2013 released an updated version of the 2013 Scrum Guide.
Changes to Scrum always creates heaps of interest and debate across the Scrum community. Why have the changes have been made? What do they mean? Why does it matter? In August last year, Edwin spent time with Ken and Jeff to hear it from the horses mouth. In this interactive session we will work through what has changed and together discover what might mean for you.
On Feb 12, 2014 Edwin Dando presented this material to the Agile Auckland group.
The document provides information about developing high performing boards, including defining what constitutes a high performing board. It discusses improving governance through review and quality standards like PQASSO. PQASSO is introduced as a quality management system and standard for non-profit organizations covering 11 quality areas. Key performance indicators are outlined that PQASSO provides benchmarks for, including governance framework, culture of openness and integrity, and shaping and monitoring strategy. The Governance Wheel tool is presented as a way for boards to assess strengths and weaknesses to inform planning.
This presentation discusses corporate governance structures in the United States. It explains that shareholders elect a board of directors to oversee company interests. The board then hires a CEO to manage daily operations and make money for shareholders. The document outlines typical board compositions, roles, and best practices to ensure integrity, transparency, and fair treatment of all stakeholders.
Mayo Clinic Images in Internal Medicine: Self-Assessment for Board Exam ReviewSinan Abdulhammed
Here are the key points that support a diagnosis of dermatomyositis in this case:
- 82-year-old man presents with periorbital edema, rash, and bilateral shoulder/arm weakness - consistent with the characteristic skin findings and proximal myopathy of dermatomyositis
- Time course of rash developing 6 weeks prior to arm weakness is typical for dermatomyositis
- Other diagnoses do not fit as well - polymyalgia rheumatica does not cause rash or weakness, hypothyroidism causes generalized rather than focal weakness, inclusion body myositis typically presents later in life
Therefore, based on the clinical details provided, dermatomyositis is the
The document provides best practices for Moodle course design. It lists dos and don'ts such as maintaining consistency with font styles, using topic summaries and labels, using the course page as a launchpad rather than for content, beingware of excess visual elements, allowing students to participate and collaborate, and letting students see activity reports and completion tracking. The goal is to provide simple and accessible online courses.
The Board summarizes the key details from the document:
1) Arun Bansal and his wife filed a criminal complaint against Herdillia Unimers Ltd. claiming violation of Section 73 of the Companies Act for delayed refund of their application money for shares/debentures.
2) Herdillia Unimers Ltd. contended that as Bansals were not allotted shares/debentures and had received full refund including interest, no offence was committed.
3) The Rajasthan High Court quashed the criminal proceedings, stating that as Bansals were not shareholders, they were not competent to file a complaint in court against the company.
roles and responsibility , duties and liabilities of the directors under the ...Priya Singh
The document discusses the roles, responsibilities, and liabilities of directors according to the new Companies Act 2013 in India. It provides definitions of director positions like managing director and whole-time director. It explains key changes introduced in the new act regarding number and qualifications of directors, including requiring at least one woman director and one director residing in India for over 180 days. It also summarizes provisions related to independent directors, appointment and removal of directors, restrictions, and vacating or resigning from director roles.
This document provides an overview of the role of directors under the Companies Act 2013 in India. It defines key terms like director, board of directors, managing director, whole-time director, and independent director. It discusses the positions held by directors and the changing role and state of directors under the new law. It outlines the duties and powers of directors, decision making processes, and significant provisions related to the appointment, disqualification, and vacation of director roles. The document is presented by Pavan Kumar Vijay from Corporate Professionals and provides a high-level summary of director responsibilities and governance under the Indian Companies Act.
GlaxoSmithKline (GSK) has a strong code of conduct that emphasizes honesty, integrity, and compliance with all legal and regulatory requirements. GSK provides guidance and support for employees, backed by rigorous auditing and disciplinary action for misconduct. The code promotes ethical business practices that benefit stakeholders, and employees are encouraged to seek advice regarding ethical situations.
Corporate governance refers to the structures and processes used to direct and manage companies in the interests of all stakeholders. The basic principles of corporate governance include accountability, transparency, fairness, integrity, responsibility and commitment. Good corporate governance enhances company performance, access to capital, and long-term prosperity while providing barriers against corruption. Both public and private sectors benefit from good corporate governance through better management, resource allocation, and reduced financial risk.
This document provides an overview of corporate governance. It defines corporate governance as applying best management practices and complying with laws and ethical standards to effectively manage a company and create wealth for stakeholders. Good corporate governance provides benefits like better access to financing, lower costs of capital, improved performance, and reduced risk. The four pillars of corporate governance are accountability, fairness, transparency, and independence. In India, organizations like CII and SEBI have worked to establish corporate governance standards and regulations like Clause 49 to strengthen practices at publicly listed companies.
The document discusses various aspects of corporate governance including:
1. The history and key concepts of corporate governance such as the separation of ownership and control.
2. The roles of boards of directors, accountants, banks, creditors, shareholders and regulations in ensuring good corporate governance.
3. Emerging issues like the Sarbanes-Oxley Act and reforms in the Philippines.
Donnie isaacs - motivating and inspiring teachersDonnie Isaacs
1) The document provides guidance for motivating and inspiring teachers through meeting their hierarchy of needs, understanding staff dynamics, creating a good climate, and utilizing tools like the Friday Focus and monthly staff meetings.
2) It discusses the different types of teachers (superstars, backbones, mediocre) and emphasizes starting with superstar teachers to improve school morale.
3) Keys to creating a good climate include being visible, knowing your staff, effective communication, and positive staff meetings. The Friday Focus and monthly meetings should boost morale when developed and run properly.
This document outlines a program called REEP (Rising Educational Entrepreneurial Program) to better prepare future school leaders. It notes that the traditional roles of principals and assistant principals are becoming too stressful and negatively perceived. REEP aims to develop a broader range of leadership skills through entrepreneurial and instructional leadership training, simulation exercises, and a focus on communication, collaboration, and problem-solving. Some specific REEP activities include using tools like root cause analysis, data analysis, and book studies. The goal is for participants to gain system-level understanding and be equipped to solve future problems not yet encountered through a continued learning mindset.
The document discusses the roles and responsibilities of school boards, including serving as fiduciaries to protect the mission, overseeing the director and finances, engaging in strategic planning, and using a policy governance model. It emphasizes that the board's role is to define goals and limits while avoiding directing operational decisions. The board must work as a unified group and ensure its meetings and committees further the school's mission through open discussion of issues and evaluation of progress.
This document discusses character development at Tallis School. It begins by stating that all educators help develop character through what and how they teach as well as how they act as role models. The objectives are to define character education, consider ways to promote character development across the school, and plan how staff can contribute. Tallis' key character traits are identified as kindness, fairness, respect, optimism and honesty. Suggestions are made for developing character through classroom ethos, role modeling, language, teachable moments, and the curriculum. Staff are encouraged to recognize examples of character shown by others in the school community.
Principals retreat ppt culture and conversationLaura Davis
This document discusses building a positive school culture and having coaching conversations to increase teacher capacity. It focuses on creating a supportive environment for teamwork and growth, providing informal feedback to teachers through daily walkthroughs, using evaluations as a tool for development, having crucial conversations with struggling teachers, and promoting transparency through peer and outside feedback. The goal is to empower teachers and make them feel supported through regular coaching rather than evaluations alone.
The document provides information about turning off cell phones and lists various state legislators, city council members, mayors, local media representatives, school board members, and district employees. It then provides details about Bonneville Joint School District No. 93, including enrollment numbers, new schools, demographics, locations where instruction occurs, and the superintendent's tenure. It concludes with quotes from Casey Stengel about leadership and lists things Craig Lords has learned.
This document provides an agenda and materials for a department head meeting focused on developing rich learning tasks. It includes an opening prayer, learning goals focused on creating intellectually engaging tasks aligned to curriculum big ideas and higher-order thinking. Sample tasks are analyzed using Bloom's taxonomy, and groups discuss preparing students for more challenging tasks. Next steps involve incorporating more such tasks across courses to raise the level of thinking.
This document lists various elected officials and community leaders from a city and surrounding area. It then provides biographical information on the superintendent of a school district and lists statistics about the district such as enrollment numbers, number of schools and staff. It discusses the district's mission, vision and values. It also outlines some goals for the upcoming school year focused on student achievement, respect, and parent involvement. The document promotes the benefits of professional learning communities and collaborative culture in schools.
This document summarizes a master class on future schools and leadership challenges presented by Stephen Murgatroyd. The class covered topics like foresight and understanding leadership, key factors shaping the future of education, the transition to more personalized learning models, and six major challenges for schools. Murgatroyd discussed different leadership theories and characteristics of renaissance leadership. He also outlined ten global challenges for educational leaders, including work-life balance, sustaining teacher engagement, strategic focus, building communities of practice, and developing leadership throughout schools.
This document discusses leading in diverse systems and effective leadership styles. It emphasizes that context is multifaceted and leaders must be able to adjust their style based on the situation. The document introduces Daniel Goleman's six leadership styles and argues the most effective leaders can change styles fluidly based on reading the context and individual/group cues. It also stresses the importance of focusing on elements within a leader's control.
This document summarizes a presentation given by Dr. Frank Hewins on superintendent and school board relations. The presentation discusses getting experience as a teacher, coach, department chair, assistant principal and principal before becoming a superintendent. It also discusses the pros and cons of hiring an internal versus external superintendent candidate. Key aspects of working with a school board are building trust, open communication, understanding board responsibilities, and keeping policy and administration separate. The ideal board is described as listening, serving the community, and focusing on strengthening organizational capacity.
This is a short pdf about holding to account for school governors. It poses some questions and offers some definitions on which governors can reflect. It does not provide any answers but poses some suggestions for discussion.
How do we ensure that every student has an adult advocate who understands and guides his/her academic and social development? In this session, we will answer that question by examining how we build strong advisory and advocacy programs in our middle schools.
Fireproof: Building Educator Resilience to Decrease Teacher BurnoutKatie Skapyak
Recognize the importance of building teacher resilience through this informative, interactive session for teachers and administrators. Learn about resilience and the impacts of teacher burnout on a school community. After this webinar, you will have easy to implement strategies to build teacher resilience through self-awareness, self-care, support measures, community building, fluff-eradication and efficient planning.
This document discusses meaningful mentorship. It defines a mentor as a trusted counselor and guide who has been asked to mentor. It presents a pyramid model of mentorship with one primary mentor, three key advisors, and ten peer mentors. The mentorship cycle includes four phases: initiate, maintain, evaluate, and adapt. Mentorship is described as relational, educational, and mutually beneficial. The impact of mentorship includes positive career outcomes like higher salary and promotions through access to advice from multiple mentors in one's network.
The document provides guidance for a new board president on their responsibilities and how to lead the board effectively. It outlines the key responsibilities of the board president which include understanding their commitment, guiding the organization's strategy, overseeing finances and legal compliance, facilitating meetings, recruiting and engaging board members. The document also discusses orienting and recruiting new board members, providing best practices for board orientations, and tips for leading successful and impactful board meetings. The overall goal is to help the new president understand their role in guiding the board's work.
This document outlines the syllabus for a Child Care Administration II course taught by Catina Anderson. The student's grade will be based mainly on portfolio assignments completed in groups. Students must complete weekly discussion questions and are allowed only 3 absences. The course will cover topics like leadership, burnout, and communication. Homework includes summarizing a textbook chapter, discussing a question online, and completing two portfolio assignments about leadership.
Similar to Ams Heads-Boards Session 5 March 2012 (20)
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
11. Governance Conundrums
1) Heads hired by Board but they have to train
and guide their boss(es)
2) Heads may have to enforce compliance,
i.e. pay tuition, dismiss child
3) Heads are expected to run the school but
have to devote 30% of their time caring for
the Board
4) Heads often have to press the Board to
evaluate and complete next contract.
Others?
21. Clarkson Montessori School
“Terry, you have a call from the board chair on line 2.”
“Hello, Terry. How was your weekend?”
“Hi, Chris. I was just thinking that I can’t believe this is my fifteenth
year at Clarkson. We’ve seen so much progress in a short period of
time. What’s up?”
“Terry, I heard at drop-off this morning that Leslie will be leaving after
the holiday break. Is that true?”
“Oh, yes. I probably should have brought it up last week when we
had our weekly meeting.”
“Terry, I cannot believe this. Leslie has been with us over 25 years,
and is one of our most beloved teachers.”
22. Dawson Montessori Day School
“Hi Pat. You all set for tonight’s board meeting?”
“For sure. I will give my Head’s Report right after the Committee on
Trustees Report, right?”
“Yes. Oh, and one other thing, we will have an executive session
right at the end, so you will be able to leave sooner. You deserve an
early night. You’ve been working so hard to get this capital campaign
up and running.”
“Executive session? You never mentioned anything about that. Is
something wrong?”
“No, the board just wants to talk about your performance, and we feel
that the dialogue will be more honest and robust if you were not in
the room.”
24. Board/Head Partnership
“Great schools house
outstanding faculty, but they are
built through the strong
leadership of solid head/board
partnerships.”
25. How do the Board and Head
do this in your school?
28. For Head & Board
• Develop your leadership
• Support school mission
• Promote professional development
• Give Recognition
• Do right
• Care for the child
29. “When You’re a Parent and Board Member”
“When Parents Complain — what’s a board member to do?”
30. Beyond our own
Montessori Schools
• Accreditation
• Professional Development
• Montessori Advocacy
• Montessori in the National Agenda
• Montessori Research
• Technology
31. Accreditation Process
Manual on Evaluation & Accreditation
(2006 Edition)
IV. Governance
Manual on Evaluation & Accreditation
(2011 Edition)
II. Governance
32. Roles & Responsibilities
Major recommendation – 2003 accreditation report
“The fourth major recommendation is for all areas of the
school to understand their roles and responsibilities. The
leadership of the school and the Board have a deep
understanding of this issue. The challenge is to change the
culture of the faculty and parent body without losing their
strong loyalty, generosity, and dedication. The change will
take some time and may require some outside assistance
from a facilitator along the lines of Dr. Robert Evans.
Fortunately, the Board seems to be thinking strategically
and can provide support to the administration.”
33.
34. • Absolutely no surprises between the head and board chair!
• Always work towards building trust among school
constituencies, especially between the board chair and
head of school.
• Constant, regular communication between board chair and
head is essential. With email, messaging, and cell phones,
there is no excuse for lack of communication.
• Board executive sessions (those that exclude the head)
must be logical and anticipated by both the board and head,
i.e. discussing head’s compensation, head’s goals, and
head’s annual evaluation.
35. • Use the Committee on Trustees to help manage trustee
behavior. This committee can be a good support to the
board chair, particularly when it comes to helping best
governance practices prevail.
• Make provisions for and insist on succession planning for
board leadership.
• Make sure that the head shows appreciation for trustee
time and energy, always remembering that they are
volunteering their time.
• Make sure that the board shows its appreciation for the
work of the head and the staff.
36. • Keep all sensitive matters relating to governance,
operations, and treatment of one another ethical and
confidential.
• The Incumbent Rules:
• It is incumbent upon the board chair and head to
use the Executive Committee when sticky
situations are beyond their purview.
• It is incumbent upon the board chair to apprise the
board as soon as possible when difficult situations
arise beyond the scope of the board chair, head,
and Executive Committee.
• It is incumbent upon the head to keep the faculty
and staff apprised as soon as practical of changes
that affect the school.
----- Meeting Notes (3/14/12 07:24) ----- Here is the title I proposed
Meet you ------- How many Trustees? Heads? Administrators? Teachers? Meeting Harvey is my way of saying “Let’s have some fun this morning.”
Some of this material will be familiar but let’s reinforce what we may already now. You never know what lurks ahead. ----- Meeting Notes (3/14/12 07:36) -----
Rehash article
----- Meeting Notes (3/14/12 07:36) ----- What is in center of triangle?
Policies easier to change than bylaws, e.g. investment, conflict of interest, evaluation of the head, contract ----- Meeting Notes (3/14/12 07:36) ----- What is the difference between bylaws and policies?
Finally, a book that brings the vision of truly good governance down to earth. Ram Charan, expert in corporate governance and best-selling author, packs this book with useful tools and techniques to take boards and their companies to a higher level of performance. Charan puts his finger on a growing problem for boards: the disconnect between directors; efforts and their results. The added time and attention boards invest is not translating into better governance — that is, governance that adds value to the business. Boards That Deliver gets beyond the rhetoric of corporate governance reform. It captures the tried-and-true practices used by high-performance boards. In contrast to experts who base prescriptions on number-crunching exercises, Charan identifies the real problems that drain directors' time and suppress their best judgments — and explains clearly and succinctly how boards can solve those problems. These battle-tested solutions help boards achieve what rules and regulations alone cannot — to get succession right, refine a winning strategy, and design a rational CEO compensation package. Good governance requires leadership. Boards That Deliver is the no-nonsense guide for directors and CEOs who are rising to the leadership challenge to make their boards a competitive advantage.
Board and head establish before the first Board meeting. Strategic Plan drives Agenda, Head’s G&O, and what committees/task forces needed
Balance of power
Train new board chairs and new trustees CAN YOU THINK OF OTHERS?
Remember conflict of interest
Board Chair and Head leadership is key G to G – 1) Level 4 v. 5 leader 2) Executive leadership (Benevolent dictator) v. Legislative Leadership (Consensus builder)
Let me leave you with 3 key points gleaned over my 20 yrs. As Head and Board member. Answer emails promptly even if it is to say, “I’ll get right back to you.” Don’t let issues fester Next 2 points I picked up from a workshop “Axis of Hope” helping teachers help students learn about communicating, conflict resolution, including compromising, and negotiating.
Referee in NFL game
Clear communication essential – German Coast guard video
Let’s do the math . . . ----- Meeting Notes (3/14/12 07:46) ----- One way of ensuring good communication.
*********** Hold book pictures until after group discusses questions • DISCUSSION QUESTION One of the best way to nurture your Board and administrative team – GOOD MEETINGS Perfect way to get to know one another. DISCUSS AND LIST 3 MEETING CHARACTERISTICS YOU LIKE & 3 THAT FRUSTRATE YOU • Tips 1) Establish meeting beginning and ending times 2) printed agenda 3) bring solutions to chew on rather than a what-are-going-to-do approach 4) take notes/minutes • Lencioni meetings -> Daily Check-in, Weekly Tactical, Monthly Strategic, Quarterly Off-site • Blog post with podcast interview author of “The Modern Meeting Standard”
JoAnn Deak lecture in March – Do handshake exercise. Talk about “Mind in the Making” skill – Perspective Taking This is especially true when it comes to looking at problems for vantage point of parents, trustees, faculty, staff, and certainly kids
When was the last time you can remember recognition in your school. How was it demonstrated? Independent Teacher article posted. Let’s practice . . .
Present as a case study
IF YOU WERE THE HEAD, HOW WOULD YOU RESPOND? >>>>>>>>>>>>>OR Set up as a role-play situation
This is a good paper on understanding Executive Sessions 2 times when Boards should hold executive sessions – compensation and evaluation Can be a sore point: Should Heads have a vote on their Boards? On their committees?
“ Board/Head Partnership_NAIS” is from NAIS and can be found with posted resources in support of this presentation.
HOW DO THE BOARD AND HEAD DO THIS IN YOUR SCHOOL?
Reading & Montessori resources.
WHAT IS NOT MONTESSORI IN OUR SCHOOL? Wining a debate, a basketball game? Not allowing a student to return to school after the holiday break because tuition has not been paid to date? Suggesting that all families must provide baked goods for the bake sale? Children must call their teachers by their first name? Children are not given homework?
Do right ----- from “Better: A Surgeon’ Notes on Performance” by Atul Gawande
Rehash article
Accreditation – AMS v. state, Middle States . . . Why?
One of the best resources – Accreditation & Evaluation both AMS and State/Regional Association
Article posted for you. Not published yet, but it will give you reference on what GG means.
Rehash article
Double click on each to bring up logo and URL at same time
Connect to website if possible and navigate around.
Good publication resources
Any guesses? Humility & Humor = 2 best ways to build trust and confidence in any relationship. Age Activated Deficit Disorder ----- Meeting Notes (3/14/12 07:46) ----- So much of our work as trustees and heads is about the 3 Hs Let's end with at least 2 of the Hs!!!