These slides are from a session presented at the November 12-13 "Hacking Social Impact: Unconference" with a spotlight social entrepreneurship, impact investment. This session discussed assessing organizations capacity from the perspective of my work as a volunteer partner with Social Venture Partners Portland.
For more on the conference http://socialventuresociety.org/unconference/
The Aboriginal Friendship Centre of Calgary is a non profit organization with a mandate to
provide social, cultural, education and employment services to Aboriginal people within the Calgary Metropolitan area.
Why Boards Matter: The Relationship Between Strong Boards and Organizational ...TCC Group
As a sector, we have come to some consensus on “good governance” and the things boards should do to effectively govern nonprofits. We have identified the board’s basic roles and developed metrics to gauge organizational success. What we DON’T know is whether and why these practices actually result in improved organizational health and long-term sustainability. Until now.
Analyzing the data from its Core Capacity Assessment Tool — an organizational diagnostic that has been taken by more than 4,000 nonprofits (representing more than 19,000 individual who took the CCAT) — TCC Group has identified the ways in which strong board performance correlates with overall organizational strength. Through our analysis of data from organizations with strong board leadership scores, we have determined what these boards do that result in stronger leadership and adaptive capacities. The combination of this research and TCC’s consulting experience with hundreds of nonprofit organizations enables it to offer practical ideas aimed at strengthening board performance.
Val Gokenbach, DM, RN, MBA, NEC-A, RWJF, Leadership Consultant, Executive Coach, Professional Speaker - Speaker at the marcus evans National Healthcare CNO Summit 2016 held in Las Vegas, NV
Intergenerational Mentoring - could mentoring be for you?Alison Clyde
Workshop facilitated at GWT's national Conference on 6th march in Glasgow by Sarah Barr, Quality & Support Officer and Kasia Czarnecka, Project Scotland
The Board of Directors Chairperson has a valuable leadership role top lay in high performance governance. Unfortunately, most chairs have had no training in the "role of the chair." Here are learning slides from a two day Credit Union Executives Seminar on the role of the chairperson for chairs and vice chairs.
In this slide, we are trying to describe what is student retention, student monitoring system,impotent of leadership and why retention rate can be decreased.
This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program.
هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2005 للبرنامج السوداني لإعداد القيادات الشبابية
These slides are from a session presented at the November 12-13 "Hacking Social Impact: Unconference" with a spotlight social entrepreneurship, impact investment. This session discussed assessing organizations capacity from the perspective of my work as a volunteer partner with Social Venture Partners Portland.
For more on the conference http://socialventuresociety.org/unconference/
The Aboriginal Friendship Centre of Calgary is a non profit organization with a mandate to
provide social, cultural, education and employment services to Aboriginal people within the Calgary Metropolitan area.
Why Boards Matter: The Relationship Between Strong Boards and Organizational ...TCC Group
As a sector, we have come to some consensus on “good governance” and the things boards should do to effectively govern nonprofits. We have identified the board’s basic roles and developed metrics to gauge organizational success. What we DON’T know is whether and why these practices actually result in improved organizational health and long-term sustainability. Until now.
Analyzing the data from its Core Capacity Assessment Tool — an organizational diagnostic that has been taken by more than 4,000 nonprofits (representing more than 19,000 individual who took the CCAT) — TCC Group has identified the ways in which strong board performance correlates with overall organizational strength. Through our analysis of data from organizations with strong board leadership scores, we have determined what these boards do that result in stronger leadership and adaptive capacities. The combination of this research and TCC’s consulting experience with hundreds of nonprofit organizations enables it to offer practical ideas aimed at strengthening board performance.
Val Gokenbach, DM, RN, MBA, NEC-A, RWJF, Leadership Consultant, Executive Coach, Professional Speaker - Speaker at the marcus evans National Healthcare CNO Summit 2016 held in Las Vegas, NV
Intergenerational Mentoring - could mentoring be for you?Alison Clyde
Workshop facilitated at GWT's national Conference on 6th march in Glasgow by Sarah Barr, Quality & Support Officer and Kasia Czarnecka, Project Scotland
The Board of Directors Chairperson has a valuable leadership role top lay in high performance governance. Unfortunately, most chairs have had no training in the "role of the chair." Here are learning slides from a two day Credit Union Executives Seminar on the role of the chairperson for chairs and vice chairs.
In this slide, we are trying to describe what is student retention, student monitoring system,impotent of leadership and why retention rate can be decreased.
This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program.
هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2005 للبرنامج السوداني لإعداد القيادات الشبابية
2015 Strategy Execution Summit Presentation: Susan Hill & Walter Mitton from the Centers ffor Medicare and Medicaid Services (CMS): Strategy Implementation in a Large Public Organization
Great career opportunity at Department of Human Services, one of South Australia's most diverse Government departments. The new Director of Disability Inclusion will lead a team focused on outcomes for the community and promoting the policies and practices on the State Disability Inclusion Plan - Inclusive SA. A full description can be viewed at https//www.vuca.com.au/ddai
Send a letter of application together with your CV to ddai@vuca.com.au or telephone enquiries directed to Allison Dawe 0418 845 495. Applications close Friday 20th March.
Engage, Communicate & Act: Getting the most from your TeamSean Fletcher
This whitepaper provides an overview of the Engagement Diamond and the Cycle of Engagement as the key mechanisms to engage, communicate and act to get more from your team, branch, department, organisation or board
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
Session 6.2 CGIAR gender evaluation results by Deborah Merrill SandsCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
Creating Learning Environments with Communities of PracticeOlivier Serrat
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
Practical Models for Effective Employee Engagement in Support of Evolving Sus...Sustainable Brands
The intersection of sustainability programs and employee engagement is a critical component of any company's sustainability or CSR agenda. So much work is being done and demanded at this intersection that we can confidently say it is one of the few hottest topics – if not THE hottest one – in the global Sustainable Brands community this year. This workshop will piece together a compilation of best-in-class approaches to effective employee engagement to date, highlighting practical conceptual frameworks, tools and case studies that are proving especially valuable.
Planning and Conducting Advocacy at National and Subnational LevelsCORE Group
Fall Global Health Practitioner Conference 2017
Planning and Conducting Advocacy at National and Subnational Levels
Kavita Sethuraman, Annie Toro, & Danielle Heilberg
These slides compliment the webinar titled "People Culture - Whats it all about" presented by Paul Addy from Positive People HR.
Withing the webinar, Paul explores:
* What company culture is and how to better define it
* Articulating what the drivers of an engaged team are
* Some of the tools available to measure your employee engagement and your people culture
To listen to the full webinar recording, please visit http://shorebird-rpo.com/free-webinars/item/people-culture-whats-it-all-about
In 2015, LWB began the implementation of the Leading Practice strategy, aiming to build a learning culture among a 4,200-strong workforce that improves leadership and practice quality at the frontline.
Similar to Pietranton-Deal-Williams: ASHA's Implementation of the Balanced Scorecard (20)
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
4. ASHA’s Strategic Pathway
• Overview
ASHA
Selection and Implementation of BSC
• Development & Impact
• Evolution and Revision
Impact
Challenges
• Questions
5. Overview of ASHA
• Founded in 1925
• Not-for-profit, individual membership
organization
• Volunteer and staff leadership
Board of Directors
Facilitating Team
• 182,000 Audiologists, SLPs & affiliates
• 280 staff
6.
7. Characteristics of the Desired
ASHA National Office Culture
• Managers are seen as coaches and team leaders. They are valued for these skills. Leadership is participative
and flexible.
• Organizational structure policies and procedures are developed to help people get the job done and to protect
the long-term health of the Association. They are readily reviewed and changed as needed.
• Joint decision making occurs routinely. Information is readily shared. Problem solving is highly pragmatic.
People work informally and are not preoccupied with status and territory. Conflicts are dealt with openly.
• Productivity is measured by the results achieved.
• Common objectives are widely shared and energy is channeled toward meeting the objectives. The
responsibility is shared.
• Nonconformity is accepted. People are expected to present innovative ideas. People feel free to brainstorm.
• There is a high level of trust that people will do the right thing and policies and procedures reflect this.
Problems are dealt with by the supervisors when they occur.
• Collaboration is freely entered into. Competition is fair, open, and in pursuit of a shared goal. Relationships are
honest.
• People get on-going feedback about their performance in a constructive, helpful manner. Poor performance is
confronted and a resolution-oriented action plan is put into place.
• People are highly motivated. They seize opportunities for personal growth. People view work as important and
fun.
• Risk taking is supported as a part of growth and change.
• Mistakes are viewed as opportunities for learning and re-examining the process.
• The organization is future-focused and adapts quickly to changing demands. People can articulate common
goals and are aware when organizational goals are achieved. These achievements are celebrated.
• Communication is frequent, informal, interactive, and multi-directional. People feel well informed.
• People experience the organizational culture as being customer service driven. Our commitment to our
members is demonstrated in everything that we do. Our structures, processes and interactions are built to
assess and fulfill our member needs.
• Strategies are data driven. Member needs and issues are tracked and the wider environment is routinely
scanned. The data is collectively analyzed and strategies and operational plans are developed from what is
learned. There is a on-going cycle of gathering, analyzing, and making changes as needed.
8. ASHA’s Desired Culture-
translated
• Member-centric
• Future-focused, make effort to adapt quickly
• Data driven strategies
• Communication is frequent, informal, interactive, and multi-directional
• High level of trust
• Flexibility is key in organizational structure, policies, and procedures
• Joint decision-making is expected
• Conflicts are dealt with openly
• Productivity is measured by the results achieved
• Performance is managed routinely
• Nonconformity is accepted
• Innovation is encouraged
• Ongoing feedback is provided
• Learning is expected, shared, and supported
• Achievements are celebrated
9. Selection of BSC
• Council of Engineering and Scientific
Society (CESSE) meeting 2005
• Exploration by senior ASHA staff
• ASHA Board decision 2006
• Initial Implementation 2007
13. Two Professions, One Vision
Strategic Theme:Strategic Theme:
The professions of Speech-LanguageThe professions of Speech-Language
Pathology and Audiology arePathology and Audiology are
integrally related and ASHA is fullyintegrally related and ASHA is fully
committed to the link between thecommitted to the link between the
professions because of our sharedprofessions because of our shared
discipline of communication sciencesdiscipline of communication sciences
and disorders.and disorders.
Strategic Results:Strategic Results:
ASHA will be the Association of choice forASHA will be the Association of choice for
professionals in human communicationprofessionals in human communication
sciences and disorderssciences and disorders
The relationship among the professions andThe relationship among the professions and
the discipline will be apparent in ASHA’sthe discipline will be apparent in ASHA’s
programs, products and servicesprograms, products and services
How it Moves ASHA to a Higher Level of Performance: The synergy of the two professions
strengthens our overall voice and visibility. Respecting the autonomy of Audiology and SLP
professions while recognizing the common bond between them will better serve member needs.
14. Scientifically Based
Professional Practice
Strategic Theme:Strategic Theme:
ASHA members provide high-qualityASHA members provide high-quality
Audiology and Speech-LanguageAudiology and Speech-Language
Pathology services integrating externalPathology services integrating external
scientific evidence, clinical expertise, andscientific evidence, clinical expertise, and
client perspectiveclient perspective..
Strategic Result:Strategic Result:
ASHA strengthens its leadership in the generation,ASHA strengthens its leadership in the generation,
dissemination, and translation of research into thedissemination, and translation of research into the
clinical practiceclinical practice of Audiology and Speech-
Language Pathology..
How it Moves ASHA to a Higher Level of Performance: Advancing the integrity of professional practice
in our discipline and continually elevating the practice of the professions.
15. The Member Experience
Strategic Theme:Strategic Theme:
How members understand,
value, and engage in the
ASHA experience
Strategic Result:Strategic Result:
The value of ASHA membership willThe value of ASHA membership will
be apparent and enhanced memberbe apparent and enhanced member
satisfaction will be the rationale forsatisfaction will be the rationale for
member retention.member retention.
Measure: Close the gap between member retention andMeasure: Close the gap between member retention and
member satisfaction; exceed member expectationsmember satisfaction; exceed member expectations
How it Moves ASHA to a Higher Level of Performance: Better informed members; better service
delivery for members, increased leadership engagement.
16. Advocacy
Strategic Theme:Strategic Theme:
Promoting and advancing the
interests of the professionals in
human communication and
those we serve
Strategic Result:Strategic Result:
ASHA’s organizational and grass-rootsASHA’s organizational and grass-roots
advocacy efforts lead to meaningfuladvocacy efforts lead to meaningful
progress in the promotion andprogress in the promotion and
advancement of the interests of theadvancement of the interests of the
professionals in humanprofessionals in human
communication and those we servecommunication and those we serve
How it Moves ASHA to a Higher Level of Performance: ASHA would be a leader as a change
agent. Better availability, access, and funding for programs and services for professionals and
clients. Better understanding of the professions and what we do. Increased autonomy.
17. Theme Team Meetings
• Validated the Strategic Result
• Developed Candidate Strategic
Objectives
• Identified Potential Performance
Measures
19. ASHA’s Strategic Pathway to
Excellence
MEMBER
FINANCIAL
INTERNAL
PROCESSES
ASSOCIATION
READINESS
Increase Return
On Investment
Increase Return
On Investment
Improve
technology
Improve
technology
Improve Science
Base
Improve Science
Base
Increase grassroots
advocacy
Increase grassroots
advocacy
Improve
Targeted
Customization of
P.P.S.
Improve
Targeted
Customization of
P.P.S.
Improve
Communication
Improve
Communication
Increase numbers,
diversity and cultural
competence
Increase numbers,
diversity and cultural
competence
Improve
effectiveness across
professions and
settings
Improve
effectiveness across
professions and
settings
Increase active
involvement of
members
Increase active
involvement of
members
Improve data
collection and
decision making
Improve data
collection and
decision making
Increase research
commitment
Increase research
commitment
Increase knowledge
and accessibility
Increase knowledge
and accessibility
Enhance Member
Satisfaction
Enhance Member
Satisfaction
Expand strategic
alliances
Expand strategic
alliances
Expand
revenue streams
Expand
revenue streams
Increase
Reimbursement
and Funding
Increase
Reimbursement
and Funding
Supports all four objectives
In Internal Processes
Colored lines
have been used
to show clarity
20. MEMBER
FINANCIAL
INTERNAL
PROCESSES
ASSOCIATION
READINESS
Increase Return
On Investment
Improve
technology
Improve Science
Base
Increase grassroots
advocacy
Improve
Targeted
Customization of
P.P.S.
Improve
Communication
Increase numbers,
diversity and cultural
competence
Improve effectiveness
across professions
and settings
Increase active
involvement of
members
Improve data
collection and
decision making
Increase research
commitment
Increase knowledge
and accessibility
Enhance Member
Satisfaction
Expand strategic
alliances
Expand
revenue streams
Increase
Reimbursement
And Funding
ASHA’s Strategic Pathway to Excellence
21. ASHA’s Strategic Pathway to
Excellence
MEMBER
FINANCIAL
INTERNAL
PROCESSES
ASSOCIATION
READINESS
Enhance
Financial
Stewardshi
p
Improve
Technology &
Infrastructure
Improve Science
Base
Increase Grassroots
Advocacy
Improve
Targeted
Customization of
P.P.S.
Increase Numbers,
Diversity and Cultural
Competence
Enhance
Effectiveness Across
Professions and
Settings
Increase Active
Involvement of
Members
Improve Data
Collection and
Decision-
making
Increase Research
Commitment
Increase
Knowledge &
Internal
Communication
Enhance Member
Satisfaction
Strengthen
Strategic
Relationships
Expand
Revenue Streams
Increase
Reimbursement
and Funding
Improve
External
Communication
22. ASHA’s Strategic Pathway to
Excellence
MEMBER
FINANCIAL
INTERNAL
PROCESSES
ASSOCIATION
READINESS
Enhance
Financial
Stewardshi
p
Improve
Technology &
Infrastructure
Improve Science
Base
Increase Grassroots
Advocacy
Improve
Targeted
Customization of
Programs, Products &
Services
Increase Numbers,
Diversity and Cultural
Competence
Enhance
Effectiveness Across
Professions and
Settings
Increase Active
Involvement of
Members
Improve Data
Collection and
Decision-
making
Increase Research
Commitment
Increase
Knowledge &
Internal
Communication
Enhance Member
Satisfaction
Strengthen
Strategic
Relationships
Expand
Revenue Streams
Increase
Reimbursement
and Funding
Improve
External
Communication
23. SI4:
PM1: # of members
used as resources
SI3: Develop Subject Matter Expert
Database
PM1: % of members
engaged with Assn
SI1: Solicit member participation
across Assn activities
SI2: Mentoring for new members
Increase
Unit’s use
of members
Cascading Strategic Intent
Increase
Active Involvement
of Members
Aligned Balanced
Scorecard Objectives:
Tier 1Tier 1
Tier 2
Tier 3
Tier 1: Organization-wide
Tier 2: Clusters, Teams
Tier 3: Subteams & Individuals
PM1:
26. Positive Impact
Vision Statement
•Making effective communication, a human right,
accessible and achievable for all.
Focus
•16 broadly defined Objectives 13 8 (4)
Clarity and Cohesion
•Staff
•Volunteer Leaders
Achievement of Outcomes
27. Challenges
• Performance Measures
Lagging vs. Leading Measures
Work associated with Measurement
• Limited Resources
IS/IT
Professional Practices
• Perspectives
Lack of direct cause-effect relationship
What it Includes: Representation for both professions in governance, development and delivery of products and services, advocacy, development and dissemination of practice policy, professional education, and in the promulgation of educational and professional standards.
What it Does Not Include:
What it includes: Basic and applied research, evidence-based practice, technology (new and improved), practice policy documents and a framework for governance to support effective and consistent practices, communications and journals that provide information to support practice, cultural competence in practice and education of professionals, data collection, practice across all professions and integration with the academic community.
What it Does Not Include: Certification
What it Includes: Branding “My ASHA”, customization to meet member needs; Responsiveness: user friendly, hassle free, clear, and complete; human connection—welcoming; real people doing real service for members, and projection of anticipated needs. Primary customer is expanded here to include certified non-members and prospective members.
What it Does Not Include: Services for the stakeholders or Other Customers.
What it Includes: Reimbursement for professionals and coverage for clients, promoting the need for and use of standards, improving access to services, improving work environment, funding for research, education and health, public information and education, recruitment of males and people of color into the professions, representation in governmental, regulatory, and cross-professional groups, proposing/promoting legislative and regulatory change, IDEA and encroachment issues.
What it Does Not Include: Marketing products
One of the key things that is shows is that we allocate a lot of our strategic resources in activities that address our member needs. (you see it on the yellow ovals – at the top)
This makes sense because our ultimate goal is member satisfaction, but that means the framework we used in strategic planning is somewhat out of balance.
Keeping things in balance is critical, just as it's important to balance a financial portfolio in a manner that will allow an individual to achieve retirement goals for example,
The Association’s entire portfolio of work has to be balanced to ensure we appropriately allocate resources across all of the projects and initiatives we undertake to achieve the future we'd like to have.
There's a model used in Information Technology (IT) circles, that we've applied to help us understand the areas in which the Association has to work to be successful.
Work occurs at three levels.
There's a model used in Information Technology (IT) circles, that we've applied to help us understand the areas in which the Association has to work to be successful.
Work occurs at three levels.
There's a model used in Information Technology (IT) circles, that we've applied to help us understand the areas in which the Association has to work to be successful.
Work occurs at three levels.
There's a model used in Information Technology (IT) circles, that we've applied to help us understand the areas in which the Association has to work to be successful.
Work occurs at three levels.
There's a model used in Information Technology (IT) circles, that we've applied to help us understand the areas in which the Association has to work to be successful.
Work occurs at three levels.
The BOD has documented what that feature looks like in this document which is on our website.
You’ll notice in our new map, there is no year at the top
This map is intended to take us through to 2025, and our strategy will evolve and change as we need it to.
The work will continue over the next 10 years, and we’ll be monitoring and assessing our progress to make sure we’re achieving our desired outcomes.
At the top of the map you see ASHA’s Vision and Mission – and they haven’t changed! - as the overarching foundation to all our work.
At the bottom of the map , you see our values
Excellence * Integrity * Diversity * Committment
Research Based * Member Centric * Responsive
These values describe the way ASHA would like to be characterized, and the way we strive to serve our members.
We want members to think of these values
- when they think of ASHA.
Now let’s look at the left side of the map. What we’ve added here is the Run, Grow, Transform model, that I just talked about.
You see Run, Grow, and Transform depicted with word size and images that conjure up the sense of
maintaining stability at the Run level,
expanding services at the Grow level
And
Evolving at the Transform level,
If you notice - the transform word is larger indicating that this is work that requires significant change and resources. Also, the symbols below ‘transform’ move from the run level circle to ending in the sine wave depicted in our ASHA logo.
Here are the Strategic Objectives in the Transform area, depicted by prioritization in a numbered and stair-step manner.
The BOD worked very hard to develop a streamlined, doable number of objectives to attain as part of our Envisioned Future.
We are concentrating on the first 4, then will continue to focus on the next 4; all 8 are deemed of equal importance, but resources are being allocated first to the first 4.
And finally, there is a section called the “Operational Priorities”.
It describes the 6 critical work efforts to maintain operational excellence in the National Office. This work will mostly occur at the Run and Grow level.
When we put all the pieces back together, we end up with our new map, which we hope is clear, and intuitive.
You can see this new map now on the ASHA website, at asha.org