CMDART is seeking additional board members to help sustain their mission of providing animal disaster response services to communities in Central Massachusetts. The organization's current board is comprised primarily of animal responders and business owners, but they are looking to diversify with individuals who have administrative or nonprofit backgrounds. Board commitments include monthly meetings, an annual appreciation event, and fundraising assistance. Qualified candidates should have relevant skills in areas like strategic planning, finance, or emergency management, and a dedication to improving animal welfare during disasters.
Karen Grasso - Fortune Magazine October Edition 2020CBIZ, Inc.
St. Louis Business Leaders features Karen Grasso's "Keeping Workers Healthy and Companies Strong". Karen Grasso, Business Unit President for Benefits and Insurance Services, CBIZ
Rotaract 2012: Making a Difference as a District Rotaract RepresentativeRotary International
Presentation by Rotaractors Andreas Rath (Austria) and Cathy Gonzales (Philippines) from a workshop at the 2012 Rotaract Preconvention Meeting in Bangkok, Thailand.
Prayaas Corps is an non government organisation.The organisation is mainly working in the field of education sector along with many other initiatives. The captive initiative of Prayaas Corps is known as Shiksha Mission in which underprivileged students are provided a class of education.
Karen Grasso - Fortune Magazine October Edition 2020CBIZ, Inc.
St. Louis Business Leaders features Karen Grasso's "Keeping Workers Healthy and Companies Strong". Karen Grasso, Business Unit President for Benefits and Insurance Services, CBIZ
Rotaract 2012: Making a Difference as a District Rotaract RepresentativeRotary International
Presentation by Rotaractors Andreas Rath (Austria) and Cathy Gonzales (Philippines) from a workshop at the 2012 Rotaract Preconvention Meeting in Bangkok, Thailand.
Prayaas Corps is an non government organisation.The organisation is mainly working in the field of education sector along with many other initiatives. The captive initiative of Prayaas Corps is known as Shiksha Mission in which underprivileged students are provided a class of education.
John Paisley – Trends in Coaching: Community CoachingSACAP
More and more NPO's are engaging communities through coaching, especially learners in senior schools. John Paisley offers a brief overview of the trend.
Presentation as part of the talk delivered by PDG Rtn.Prithvi Raval for the 1st E-Meeting of Rotary E-Club of Bangalore District 3190 for the week: 20 June 2011 - 26 June 2011
Service Coordination Overview BrochureBarry Newlin
Service Coordination provides quality case management services to people with disabilities and other groups.
We do this by helping people understand what their choices are and connecting them to resources in their communities in ways that respect their dignity and rights.
Annual Report 2012-2013
Contact with Us
Our Office Address
Khasra No.306/3, Neb Sarai village, Near Holy Chowk, IGNOU Main Rd, Pocket E, Bees Sutri Harijan Basti, Sainik Farm, New Delhi, Delhi 110068
Call for Help
+91-8448693484
+91-011-65432002
Mail Us
navsrishti1994@gmail.com
The development of volunteer policy has effectively and efficiently enhanced management of volunteers. The community identifies and associates itself well with the organization due to the fact that it supports its volunteers. Creation of enabling environment, capacity building and motivation of volunteers has seen them successful in life and even key persons in the Kenya Red Cross Society
Here's a 1-2 minute overview of our current change strategy and our impact at Inspired Legacies. Have you completed your legacy planning? Give us a call if you are a dreammaker or committed to co-creating the future.
John Paisley – Trends in Coaching: Community CoachingSACAP
More and more NPO's are engaging communities through coaching, especially learners in senior schools. John Paisley offers a brief overview of the trend.
Presentation as part of the talk delivered by PDG Rtn.Prithvi Raval for the 1st E-Meeting of Rotary E-Club of Bangalore District 3190 for the week: 20 June 2011 - 26 June 2011
Service Coordination Overview BrochureBarry Newlin
Service Coordination provides quality case management services to people with disabilities and other groups.
We do this by helping people understand what their choices are and connecting them to resources in their communities in ways that respect their dignity and rights.
Annual Report 2012-2013
Contact with Us
Our Office Address
Khasra No.306/3, Neb Sarai village, Near Holy Chowk, IGNOU Main Rd, Pocket E, Bees Sutri Harijan Basti, Sainik Farm, New Delhi, Delhi 110068
Call for Help
+91-8448693484
+91-011-65432002
Mail Us
navsrishti1994@gmail.com
The development of volunteer policy has effectively and efficiently enhanced management of volunteers. The community identifies and associates itself well with the organization due to the fact that it supports its volunteers. Creation of enabling environment, capacity building and motivation of volunteers has seen them successful in life and even key persons in the Kenya Red Cross Society
Here's a 1-2 minute overview of our current change strategy and our impact at Inspired Legacies. Have you completed your legacy planning? Give us a call if you are a dreammaker or committed to co-creating the future.
William Zubkoff is one of the very few individuals solely involved in active groundwork and practices in order to help people get appropriate healthcare.
Running head OUR COMMUNITY SALUTES1OUR COMMUNITY SALUTES38.docxcharisellington63520
Running head: OUR COMMUNITY SALUTES 1
OUR COMMUNITY SALUTES 38
Our Community Salutes, Business Plan
BA 599 Capstone
Redia Anderson
Dinodini Babau
Stacy Bernard
Dana Keith Callahan
Rickey Hampton
Mitchell Logsdon
Corey Mosley
Terrence Murchison
Grantham University
Dr. Joni Scott
January 11, 2016
Table of Contents
Abstract4
Background - Our Community Salutes (OCS)5
Proposed Business Strategy (Rickey Hampton)6
Comparable Non-Profit Organization Business Model (Mitchell Logsdon)
Administrative Structure
Governance Model
Funding Strategy
Championing the Cause10
OCS’s Current Opportunities and Possibilities10
Strengths13
Weaknesses14
Opportunities14
Threats15
Analyze the Current OCS Chapters and Offer Enhanced Program Opportunities16
Define Data Points
Market Sizing
Geographic Distribution
Enlistment Forecast
Forecast Mitigations
Competition22
National Military Family Association22
A Sanctuary for Military Families Inc.22
Blue Star Families23
Potential Revenue Streams23
Newman’s Own Foundation23
Fisher House Foundation24
United Way24
Potential New Products and Services Offerings Revenue Streams for Recruits and Persons of Influence (Dino Babau)
Building Alliances with Commercial Partners (Terrence Murchison)
Strategyfor Transitioning OCS Volunteer Chapters to Non-Profit Organizations(Stacy Bernard)Error! Bookmark not defined.
Proposed Non-Profit Organizational Structure
Philanthropy Specialist
Associate Strategic Planning Partner
Department Administrator
Department Coordinator
Summary and Transition
Appendix A - Assistant Director Philanthropy Major Gifts Position Description32
Appendix B - Associate Strategic Planning Partner Position Description34
Appendix C – Department Administrator Position Description36
Attachment D - Department Coordinator PositionDescription38
Abstract
OCS corporate strategy is rooted in a low-product diversification strategy. Although the type of corporate strategy can be sustained, organizational growth is often sacrificed. A low product diversification strategy makes expansion into other customer segments difficult. By diversifying product or services, OCS could gain exposure to a far-reaching base of customers. OCS should continue saluting the niche market of high school senior enlistees, but could incorporate saluting the veterans, for example, who are involuntarily being separated from the armed services because of congressionally mandated forced reduction measures.
Background - Our Community Salutes (OCS)
Our Community Salutes (OCS) was founded in 2009 by Dr. Kenneth Hartman Dr. Hartman is the president and founder of OCS, a 501(c)(3) nonprofit organization created to recognize and honor graduating high school seniors (and parents) who have pledged to join the U.S. Armed Forces after graduation. Dr. Hartman holds an undergraduate degree from The State University of New York at Geneseo, a master’s degree from Michigan State University, and a Doctorate from the University of Pennsylvania. Dr. Hartman .
While an effective board has always been important, it is especially essential in periods of economic turbulence. Board members who offer independent insights from their own experience, and provide access to external resources are critical to management when making decisions key to organizational viability. Building and sustaining a high performance board requires an investment of time, the right leadership and a thoughtful strategy. It is important to align the board’s role and its members’ expectations with the nonprofit’s stage of organizational development. Without proper stewardship, tension can arise when what an organization needs from its board transcends members’ understanding of their role .
Knowing the trends of volunteerism can play a crticial role in your efforts to recruit and retain them to your mission. Examination of six trends provide suggestions on how to build a volunteer-centric culture, be responsive to volunteer needs, demonstrate flexibility and creativity, avoid overload, create the right connections and stand out from the crowd.
2
2
National Coalition of Homeless Veterans
Margaret Johnson
Walden University
The National Coalition of Homeless Veterans (NCHV) is a non-profit organization registered under the US Department of Veteran Affairs (VA). Its primary objective is to mitigate homelessness in the country. The agency collaborates with the federal, state, and local authorities to carry out its mandates and ensure it has accomplished its mission. Certain principles guide it with a significant focus of providing practical and resources assistance to the homeless veterans, who represent roughly one-fourth of the entire population of eligible homeless individuals in the country. Inclusive in its mission are three significant core values, including enhancement of public policy, promotion of collaboration, and elevating the capacity of service providers (Rickards et al., 2010). First, it is aimed at enhancing various social policies concerning veterans' issues such as Public Laws 16 and 293 to ensure the individuals sufficiently are taken care of by the government. Second, in encouraging collaboration, the agency concentrates on enhancing coordination of the concerned national care providers, including the Congress and other agencies working under the executive to facilitate in the efforts of accomplishing its goals. Finally, by the capacity of service providers, NCHV means the sources from where the needed assistance for the veterans comes from of which are different forms of organizations and individuals in both the public and private sector. Hence, with the guidance of these priorities, the organization can work and fulfill the needs of its mission. Comment by DMW: Margaret, you need to state the mission fully, with out descriptions about the issue. Organize this section so the mission alone is clear. You broke it up making it difficult to find it. Comment by DMW: The mission is to end homelessness among veterans. You need to be specific about its mission. Comment by DMW: Are these values, or are these approaches to meet the mission? Comment by DMW: Review APA formatting on how to cite legislative documents. Comment by DMW: Unclear sentence.
Core Values
Correspondingly, the NCHV’s core values incorporate different categories of participants ranging from the highest authority in the government to the beneficiaries of its various programs who are the veterans. It is governed by a 17-member board of directors that are responsible for making essential decisions to ensure the plans developed are effectively implemented to serve the expected purpose. Moreover, it has a team of staff that works as subordinates of the directors. The staff is comprised of five individuals, including the CEO, Director of Training and Technical Assistance, Operations Manager, Program, and Communication Assistants. Hence, each individual in the leadership structure is mandated with specific tasks and has to ensure competence as the level of performance has a significant influe ...
Diversity really affects all aspects an organization - not only its internal workings and the quality of its outputs, but also how successful it is at reaching its goals, targets, and serving its stakeholders. Yaziri Orrostieta (YO) explains the benefits of having a diverse group of volunteers, donors, and board members. She will share key tactics that are critical for your nonprofit to factor diversity into the organization.
Make 3 comments on classmates postClassmate Post 1The trust .docxinfantsuk
Make 3 comments on classmates post
Classmate Post 1
The trust between the franchisor and the franchisee is very in order for both of to be successful and to prevent problems between the two the in future. In the article Trust: Key to Successful Relationship explains the importance of the trust between the franchisor and the franchisee issues can come up there is not any type commutations between the two. One of the statements in the article mentions that it important for the franchisor to review the marketing material provided potential franchisee to make sure the franchisor can and will deliver on the promises that are made in those materials. (Modell, 2010).Just like any type of agreement or advertisement where a company has to back up a service or a product, the franchisor has to standby the statements and promises that were in the material if not that could be some issues where that would cause a lack of trust between the franchisor and the franchisee which can result in legal problems hurting the reputation of the franchisor.
Classmate Post 2
“Trust must be earned; it is not a given”
Trust is essential in any relationship. Trust is not given it is earned. When a relationship of any kind begins the actions of each person or group depicts the direction of the trust. Trust is build by working together and learning each other’s perspectives. Trust has many contributing factors. I think the number one component of trust is honesty and integrity. Honesty makes building trust easier. It provides openness and a point of establishment to know each other and their type of actions. In te being stages of a relationship trust is not easy because you don’t know the other person or group. Some people have alternative motives or hidden agenda that can be harmful to the other person. During the time of building a relationship it is important to give a little trust to provide the opportunity for it to be built. When in any relationship I believe we have to give a little to get a little. Ultimately you have to give trust to earn trust and vice versus.
Classmate Post 3
"Trust is one of the most important elements of a franchisor/franchisee relationship. Without trust, there is no way to ground the relationship, as there will not be effective communication or effective collaboration." (Whiteside, 2010). Trust is the foundation for the whole relationship. If there is not trust between the franchisor and franchisee then there will be break downs in the communication and the collaboration. If the communication breaks down then neither side will know what the other is doing then things will not get accomplished. Without trust the business will suffer because the franchisee will not believe that the franchisor has their business's best intentions in mind. Trust is what holds the relationship together and without it there will be no relationship.
Appendix B
HSM/270 Version 3
1
Associate Level Material
Appendix B
Program Scenario One
Far West Elementary Sc ...
Make 3 comments on classmates postClassmate Post 1The trust .docx
Dear Potential Board Candidate
1. Dear Potential Board candidate,
CMDART is actively seeking Board members to expand our current core group of Directors. Our organization is
actively aware of the limits of volunteer time and the need to assess reasonable goals in our yearly planning and
distribution of duties. Our aim is to recruit additional skills in order to equitably distribute needed tasks to help
sustain our mission and continue to be available to serve our communities. Without help, we cannot sustain this
mission and continue to provide services.
CMDART offering the following opportunities to the right people:
Gain knowledge and experience in planning, finance and emergency management
Network and connect with high profile people in Central Massachusetts
Enhance and challenge your organizational and leadership skills
Increase your professional network
Helping to improve the safety and welfare of pet owners and animals
Contribute to a humanitarian cause that can prevent, respond to and reduce suffering.
CMDART was established in January 3, 2003 and became a non-profit in February 7, 2007. The team has shown
considerable growth in 13 years. The current volunteer roster includes more than 160 plus volunteers from southern
Worcester County north to Lunenburg. The team currently has agreements with approximately 20 towns out of 65 that
make up Massachusetts Emergency Management Region 4, Central Mass.
Commitment to the Board includes a monthly meeting in person or by conference call, and attendance at our annual
volunteer appreciation meeting, plus fund-raising (small or large). Good computer skills including the use of email
required. Skills in some form of business experience and non-profit task groups desirable. Familiarity with emergency
management, animal welfare, or disaster services is a plus, but non-profit or business management a larger priority for
the Board slots currently open. Strategic planning, financial management and committee service are an active part of
Board member responsibilities. Applicants must be able to communicate effectively in a group and be flexible with
developmental change common with group organizational activity. Residency in Central Mass required.
Board members must be dedicated, sympathetic or at least aware of, the efforts of animal disaster response in
the local community. They will help to establish a culture of pride, active participation and volunteerism to build
our capacity and assist the establishment of strategic short and long-range goals.
The Board of Directors will actively plan and represent CMDART at annual meetings and, if possible, participate in
at least three programs per year.
CMDART's current Board has been primarily composed of grass-roots animal disaster responders, several who own their
own businesses, are connected with medical services, members of local civic groups, and/or work for corporations. We
are now, also seeking individuals who may come from more of an administrative background.
The founder, President and Volunteer Team Director, JoAnn Griffin, is a licensed social worker (LICSW) with community
development experience who has served with the American Red Cross of Central Mass, done national and local disaster
responses, and has served as a critical incident responder for several years. She can be contacted at
president@cmdart.org A complete vitae of the Board and the Advisory Council is available.
For more information about our organization call 508-476-3677, go to our website at www.cmdart.org or on
Facebook.com/cmdart. We thank you, in advance, for your interest in assisting the public safety of animals, pet owners
our Central Mass communities when faced with disasters.