The document outlines a strategic planning process for an organization serving immigrants. It discusses setting a vision, mission, values and strategic priorities. It emphasizes linking strategic planning to governance by having the board establish governance principles to support the strategic plan's implementation. The board should identify competencies needed to ensure the plan's success and address any gaps. An example case study applies the process, outlining a community vision, organizational mission/values, and strategic priorities for 2008-2012 related to finances, stakeholders, and human resources.
Insights into Leadership with Jim StatenValuesCentre
2016 CTT International Conference:
Jim Staten shares how to use finances to make sound thoughtful and compassionate investments to support the vision in a values-centred way. His stories will show you a way to enable the transformational journey with sound financial principles.
How-to guide on attracting and recruiting diverse talentHarvey Nash Plc
The first ‘how-to’ guide of a three-part series from Inclusion 360, focused on inclusive recruitment strategies and how to attract more diversity through the recruitment process. The guide combines insights from the Harvey Nash Leadership Consulting team and experiences of over 100 employers who attended Harvey Nash workshops across the UK.
Insights into Leadership with Jim StatenValuesCentre
2016 CTT International Conference:
Jim Staten shares how to use finances to make sound thoughtful and compassionate investments to support the vision in a values-centred way. His stories will show you a way to enable the transformational journey with sound financial principles.
How-to guide on attracting and recruiting diverse talentHarvey Nash Plc
The first ‘how-to’ guide of a three-part series from Inclusion 360, focused on inclusive recruitment strategies and how to attract more diversity through the recruitment process. The guide combines insights from the Harvey Nash Leadership Consulting team and experiences of over 100 employers who attended Harvey Nash workshops across the UK.
Positioning Your RDO for the Future: Executive Director Training nado-web
This session could almost be called “The How-to Workshop”— it is designed to help RDO executive directors, those new to
the position as well as those who’ve been at the helm for a while, learn how to seek active participation from the private
sector; identify and recruit “good” board members; secure new pots of funding; recruit and train talent; deal with problem
staff; motivate staff to be a team; propose, and get, a member dues increase; and other valuable management concerns.
Attendees will hear from the trainer, as well as engage in peer-to-peer problem solving.
Steve Etcher, Manager, Location Strategies, MarksNelson, Kansas City, MO
Volunteering on a nonprofit board can provide valuable skill building and networking opportunities. If you’re considering joining a nonprofit board, or currently serve on a board, you’ll want to attend this session. Karmen has over 20 years of experience working with nonprofits and will share actionable insights on how to be the very best board member you can and what to expect in return for your service to a nonprofit. You’ll find the rewards of board volunteer service quite unique and valuable, and perhaps just the career boost you’ve been looking for. Learn how to apply your professional strengths to board roles and how to use your newly acquired skills to advance your career.
Presented by Karmen Lemke, Director – Wisconsin Public Service Foundation & Manager – Community Relations and Contributions, Wisconsin Public Service Corporation
This is a partial catalog of our diversity, leadership, culture competence, soft skills development, organizational development, and employee engagement workshops.
I wrote this book as an answer to how Non-government organizations which are also called non-profit organizations should be managed to ensure that they realize their objectives and create their own sustainability.
Association of Change Management Professionals 2016 Conference TakeawaysBlue Beyond Consulting
Change Management 2016, the annual global conference organized by ACMP, brought together more than 1,000 participants from 27 countries and 6 continents to learn about the latest trends in the industry. This year we sent five of our team members to the conference in Dallas, Texas to expand our knowledge, capabilities and wisdom around all areas of change leadership.
We were not disappointed! For three days, from the opening keynote delivered by Shawn Achor, New York Times bestselling author and happiness researcher to the closing session from Brené Brown, New York Times bestselling author, research professor and expert on vulnerability, we were captivated and inspired.
“Building relationships isn’t optional in fundraising, it’s inherent in the definition of what fundraising is.”
One cannot overstate how important the concept of ‘relationship fundraising’ is to fundraisers. Since Ken Burnett coined the term in his 1992 book the idea has become one of the dominant modes of thought about fundraising. Yet there is still little agreement among practitioners about what relationship marketing actually is, what a relationship approach might mean for the way we steward our relationships with supporters and crucially, whether it even works.
We’re proud to have partnered with world renowned fundraising expert Dr Adrian Sargeant, technology provider Bloomerang and Rogare, a world-renowned think tank for fundraising, to sponsor groundbreaking research by Dr Adrian Sargeant, Jen Shang and Rogare’s director Ian MacQuillin.
The analysis of data within a prospect management system can be used to evaluate fundraising effectiveness, assist with strategic planning, and inform management decision making. This session will cover what is important to monitor, how to establish benchmarks, and how to set up progress reporting and analysis.
Presenters:
Josh Birkholz, Director of DonorCast Analytics, Bentz Whaley Flessner
Whether you’re an entrepreneur in the start-up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise.
Presented by Mary Stacey, Managing Director of Context Management Consulting Inc.
More information on this event can be found at http://www.marsdd.com/events/details.html?uuid=edad69f7-8d71-49a4-9033-8facfd358a08
Don Tapscott's New Solutions for a Connected Planet - MaRS Global LeadershipMaRS Discovery District
In this new age of networked intelligence, collaborative communities are enhancing and even bypassing crumbling institutions. We are innovating the way our financial institutions and governments operate; how we educate our children; how the healthcare, newspaper, and energy industries serve their customers; how we care for our neighbourhoods; and even how we solve global problems.
From his latest book, (co-author Anthony D. Williams) Macrowikinomics: New Solutions for a Connected Planet, Don Tapscott presents groundbreaking innovations from every corner of the globe: how businesses, organizations and individuals alike are using mass collaboration to revolutionize not only the way we work, but how we live, learn, create and care for each other.
Positioning Your RDO for the Future: Executive Director Training nado-web
This session could almost be called “The How-to Workshop”— it is designed to help RDO executive directors, those new to
the position as well as those who’ve been at the helm for a while, learn how to seek active participation from the private
sector; identify and recruit “good” board members; secure new pots of funding; recruit and train talent; deal with problem
staff; motivate staff to be a team; propose, and get, a member dues increase; and other valuable management concerns.
Attendees will hear from the trainer, as well as engage in peer-to-peer problem solving.
Steve Etcher, Manager, Location Strategies, MarksNelson, Kansas City, MO
Volunteering on a nonprofit board can provide valuable skill building and networking opportunities. If you’re considering joining a nonprofit board, or currently serve on a board, you’ll want to attend this session. Karmen has over 20 years of experience working with nonprofits and will share actionable insights on how to be the very best board member you can and what to expect in return for your service to a nonprofit. You’ll find the rewards of board volunteer service quite unique and valuable, and perhaps just the career boost you’ve been looking for. Learn how to apply your professional strengths to board roles and how to use your newly acquired skills to advance your career.
Presented by Karmen Lemke, Director – Wisconsin Public Service Foundation & Manager – Community Relations and Contributions, Wisconsin Public Service Corporation
This is a partial catalog of our diversity, leadership, culture competence, soft skills development, organizational development, and employee engagement workshops.
I wrote this book as an answer to how Non-government organizations which are also called non-profit organizations should be managed to ensure that they realize their objectives and create their own sustainability.
Association of Change Management Professionals 2016 Conference TakeawaysBlue Beyond Consulting
Change Management 2016, the annual global conference organized by ACMP, brought together more than 1,000 participants from 27 countries and 6 continents to learn about the latest trends in the industry. This year we sent five of our team members to the conference in Dallas, Texas to expand our knowledge, capabilities and wisdom around all areas of change leadership.
We were not disappointed! For three days, from the opening keynote delivered by Shawn Achor, New York Times bestselling author and happiness researcher to the closing session from Brené Brown, New York Times bestselling author, research professor and expert on vulnerability, we were captivated and inspired.
“Building relationships isn’t optional in fundraising, it’s inherent in the definition of what fundraising is.”
One cannot overstate how important the concept of ‘relationship fundraising’ is to fundraisers. Since Ken Burnett coined the term in his 1992 book the idea has become one of the dominant modes of thought about fundraising. Yet there is still little agreement among practitioners about what relationship marketing actually is, what a relationship approach might mean for the way we steward our relationships with supporters and crucially, whether it even works.
We’re proud to have partnered with world renowned fundraising expert Dr Adrian Sargeant, technology provider Bloomerang and Rogare, a world-renowned think tank for fundraising, to sponsor groundbreaking research by Dr Adrian Sargeant, Jen Shang and Rogare’s director Ian MacQuillin.
The analysis of data within a prospect management system can be used to evaluate fundraising effectiveness, assist with strategic planning, and inform management decision making. This session will cover what is important to monitor, how to establish benchmarks, and how to set up progress reporting and analysis.
Presenters:
Josh Birkholz, Director of DonorCast Analytics, Bentz Whaley Flessner
Whether you’re an entrepreneur in the start-up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise.
Presented by Mary Stacey, Managing Director of Context Management Consulting Inc.
More information on this event can be found at http://www.marsdd.com/events/details.html?uuid=edad69f7-8d71-49a4-9033-8facfd358a08
Don Tapscott's New Solutions for a Connected Planet - MaRS Global LeadershipMaRS Discovery District
In this new age of networked intelligence, collaborative communities are enhancing and even bypassing crumbling institutions. We are innovating the way our financial institutions and governments operate; how we educate our children; how the healthcare, newspaper, and energy industries serve their customers; how we care for our neighbourhoods; and even how we solve global problems.
From his latest book, (co-author Anthony D. Williams) Macrowikinomics: New Solutions for a Connected Planet, Don Tapscott presents groundbreaking innovations from every corner of the globe: how businesses, organizations and individuals alike are using mass collaboration to revolutionize not only the way we work, but how we live, learn, create and care for each other.
Designed for EDD executive directors—seasoned, new, or those on course to assume a leadership role—this interactive
session will focus on three key factors for assuring a strong EDD: an active and engaged board, a strong and committed
team of professionals, and a state association that advocates for EDDs at the state level and provides resources to EDDs
directly.
• Steve Etcher, Manager, MarksNelson, Kansas City, MO
Strat budgeting for brgy final by Liezel P. Dolotallas; designed by Marvin F....Liezel Dolotallas
This is a combination of budgeting and strategic planning presented at University of Mindanao..this is a combination of modified works and additional inputs made...Hope this can help you..
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of the Company becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve.
Companies with effective Talent Management Systems (TMS), the results speak for themselves:
- 66% had higher return on sales,
- 20% had a higher return on assets,
- 20% had a higher return on investment,
- 13% had a higher return on equity,
- Many reported improvement’s in key human capital metrics
- There was a correlated relationship between better talent & better business performance, talent was acknowledged as a rapidly increasing source of value creation
- Enhanced capacity in talent is necessary to support more complex & dynamic business requirements, Boards, customers, employees, and financial markets are expecting more.
Key Trends for 2020:
Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere
Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities
Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity
Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions
Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems
Trend 7: The Leadership Market Will Start a Steady Process of Reinvention
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time
Trend 10: The Future of Work is Here and HR Is in the Hot Seat
Execution Framework has six pillars:
(1) Plan,
(2) Attract,
(3) Develop,
(4) Perform,
(5) Retain, and
(6) Optimize.
One of the primary roles of a nonprofit board of directors is to provide fiscal oversight for the organizations they serve. Yet there are different approaches to financial oversight by boards. What are the best and most effective practices? What can your staff and volunteer leaders do to increase the financial literacy of your board? Does your board know how to read and understand the financial statements being presented at every meeting? During this webinar, we will explore some of the key components for your board members to enhance their role in providing effective governance oversight for the nonprofit’s financial management policies and activities. The learning objectives will cover these topics:
• What are the typical financial responsibilities and misunderstandings of board members?
• What are the fundamental fiduciary duties for nonprofit board and its members?
• Learn how to read, interpret and understand the financial reports for the nonprofit you represent
Create and Sustain an Improvement Culture to Drive Clinical, Financial, and O...Health Catalyst
In this webinar, David will share a model outlining the cultural transformation necessary for sustained clinical, financial, and operational outcomes improvement.
Critical components to this transformation that will be discussed are:
1. Sharing a clear and compelling vision with transparent expectations.
2. Engaging all levels of employees as improvement team members.
3. Establishing accountability and measurement mechanisms.
4. Promoting successes.
This session is presented in cooperation with the Health Catalyst Accelerated Practices Program, a highly immersive, project-based learning experience that focuses on the tools and knowledge needed to achieve significant sustained improvements in healthcare.
Regional Council Board of Directors Boot Camp nado-web
Designed for board members at any level of engagement, this fast-paced “boot camp” will leave attendees with a stronger sense of their individual roles and responsibilities as board members, while also increasing their knowledge about board-executive director relationships and building their confidence to better serve their organizations. Attendees will participate in practical, real-life, group exercises aimed at helping them learn how to work through specific problems or challenges. Additionally, they will learn about the typical responsibilities of a regional council board member, with a particular focus on building strong relationships internally and externally. Regional council or EDD board members will benefit from attending this session.
Steve Etcher, Manager, Location Strategies, MarksNelson, Kansas City, MO
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
1. Ontario Council of Organizations Serving Immigrants – ED Forum Strategic Planning and Governance – November 3rd, 2009
2.
3. Strategic Planning Where are you going? How are you going to get there? What rules are you going to follow? How will you know that you are on the right track and how will you know when you have arrived?
4. Strategic Planning Process 6. Implementation CURRENT STATE DESIRED FUTURE STATE 1. Set ContextInterviews, Surveys& Community Profile 5. Implementation Plan Objectives, AccountabilitiesBudgets, Risk Management,Update/Revision Process 2. Define Strategic FrameworkVision, Mission, Values, & Strategic Priorities 3. Define GoalsCurrent State Assessment, SWOTGap Analysis, and Definition of Goals 4a. Refine & Ratify Strategic Framework
5. Mapping the Future Formulate aspirations that are worth believing in and fighting for by meeting three challenges: Challenge #1 - Vision Statement Challenge #2 - Mission Statement Challenge #3 - Core Values Challenge #4 – Strategic Priorities
6. Community Vision – Key Questions What are your ultimate hopes for this community? What conditions in your community would have to exist (within the segments you serve) for your organization to no longer be needed? I wish to live in a community that…..
7. Vision Your ultimate hope for your target population: Habitat for Humanity Canada: “A world where everyone has a safe and decent place to live.” Hospital for Sick Children (Sick Kids): “Healthier children. A better world.” Canadian Cancer Society: “Creating a world where no Canadian fears cancer.”
8. Mission – Key Questions To achieve the vision, whose needs will you serve? What role should you play in addressing these needs? Our mission is to do……..for……..
9. Mission The role your organization currently has, or would like to have, in realizing its vision. Habitat for Humanity Canada: “To break the cycle of poverty and build strong communities by helping people gain access to affordable and sustainable housing” Sick Kids: “As innovators in child health, we will lead and partner to improve the health of children through the integration of care, education and research.” “The Canadian Cancer Society is a national, community-based organization of volunteers whose mission is the eradication of cancer and the enhancement of the quality of life of people living with cancer.”
10. Core Values-Key Questions What do we value in terms of how we do what we do? What do we value in our relationships with each other and our partners? What principles or beliefs should guide our work? What do board members and employees stand for and embrace? What rules will we follow?
11. Core Values What your organization believes in, stands for, and embraces. Sick Kids: “Excellence– in compassionate family-centered care and service that embraces diversity; in management and decision making; in promoting teamwork and encouraging leadership; and in a safe and healthy environment.” “Integrity– in our commitment to accountability and transparency; in respect for all; in effective communication; and in our ethical practices.” “Collaboration– in all our relationships; with families and children throughout the care process; building knowledge and capabilities across the health-care system; and supporting transitions of care and service.” “Innovation– in creating, evaluating and disseminating new knowledge; in developing and implementing creative approaches for family-centered care, research and education; and in responding to the unique and changing needs of children and of the health-care system.”
12. Strategic Priorities Define what your organization will do about its most critical, strategic issues. Each strategic priority should define two key elements: The critical issue that the organization must address to deliver on its mission, and Measurement.
13. Strategic Priorities Program Priority What must you excel at in order to achieve it mission? Through our…understand and meet the social services needs of the vulnerable/community Needs assessment Set priorities Product services design Evaluate
14. Strategic Priorities Stakeholder Priority Who are your stakeholders? What value do you offer them? What do you want them to be saying about you?
15. Strategic Priorities Organizational Priority How will we sustain our ability to change and grow? Human resources Infrastructure (IT, buildings…)
16. Strategic Priorities Financial Priority How do we wish to appear to our funders? To meet our future needs – what should the funding mix be? What should our budget be?
17. Gap Analysis Gap between Current State and Future Vision Future Vision Strategic Gap Current State
18. Supporting Goals – Key Questions What is your organization’s current state relative to each strategic priority? What are the major, strategic gaps between your current state and each strategic priority? What goals will need to be achieved to bridge the gaps over the next 3-5 years?
19. Intro to Governance Governance Make policy Limitations on management Hire CEO Due diligence Audit Raise funds Lobby
20. Intro to Governance Governance(working definition) Where are you going? How are you going to get there? How will you know? What rules will follow follow? Vision/Mission/Values/Strategic Priorities
21. Intro to Governance Governance - Fiduciary Duties Required to exercise their power with competence (or skill) and diligence in the best interests of the corporation Duty of Care Skill/competence Diligence Duty of Loyalty (no profit/conflict of interest) Honesty Good faith
22. Intro to Governance Governance Carver model Policy Delegation Means/ends Management model Intrinsically involved Day to day decisions Representational Model Focus on interests of subordinate concerns
23. Governance as Leadershipin 3-Part Harmony Adapted from “Governance as Leadership” Richard Chait et al. 2005 Fiduciary Mode Governance as Leadership Strategic Mode Generative Mode
25. How to link strategic planning and governance? Individuals support what they help create The Board’s role is to cause planning to occur – not necessarily to do the planning One day events rarely work Strategic planning is about a robust process Consult broadly and use a cross-functional planning team
26. Strategic Planning Process 6. Implementation CURRENT STATE DESIRED FUTURE STATE 1. Set ContextInterviews, Surveys& Community Profile 5. Implementation Plan Objectives, AccountabilitiesBudgets, Risk Management,Update/Revision Process 2. Define Strategic FrameworkVision, Mission, Values, & Strategic Priorities 4b. GovernanceReview 3. Define GoalsCurrent State Assessment,Gap Analysis, and Definition of Goals 4a. Refine & Ratify Strategic Framework
27. Governance Principles Governance Principles In order for the Board to support the implementation of the Strategic Plan, what are the principles that the Board should follow?
28. Example: Governance Principles Lay solid foundations for management and oversight by recognizing and publishing the respective roles and responsibilities of board and management. Structure the board to add value by designing a board of an effective composition, size and commitment to adequately discharge its responsibilities and duties. Actively promote ethical and responsible decision-making Safeguard the integrity in financial reporting. Make timely and balanced disclosure.
29. Example: Governance Principles Respect the rights of stakeholders and facilitate the effective exercise of those rights. Recognize and manage risk. Encourage enhanced performance. Remunerate fairly and responsibly. Recognize the legitimate interests of stakeholders.
30. Competencies Competency Identification and Development What competencies are required of the Board in order to ensure the success of the Strategic Plan? Are these competencies in the Board? How do you close the gap?
31. Strategic Planning: The Case Study Community Vision – The county is a strong, caring, healthy community where families and individuals are empowered to access the resources they need to thrive. Mission-In collaboration with our community partners, we provide timely and responsive individual, couple and family counseling regardless of spiritual orientation or ability to pay
32. Strategic Planning: Creating the Future State Values –Our values are: Respect - We treat people with dignity. We are individually accountable for how we act and behave. Excellence - We provide quality counseling and support. Social Justice - We treat people and groups fairly and offer, through our services, an opportunity for families to receive a just share in the benefits of society. Transparency - We hold a privileged position of trust. We communicate our results and our challenges. Compassion - We balance emotional concern with an informed course of action. Commitment to Serve - It is an honour to invest our lives in helping others. We seek to understand the needs of those that we serve and provide for those needs. Entrepreneurial Spirit - We actively seek opportunities to learn,change and grow.
33. Strategic Planning: Priorities2008 - 2012 Financial We will diversify funding and achieve stable and predictable revenue to support its work We will grow its operating budget to $3 million Internal Business Processes Stakeholder Vision Mission Values We will be a leader in the County and provide the highest quality services to individuals, couples and families We will meet the needs of individuals, couples and families regardless of their ability to pay. Human Resources We will be the most rewarding agency at which to work, learn and grow.
34. Governance Principles - Directors are encouraged to actively participate through being informed, independent, conducting self-evaluation, ongoing development and contributing; Board will add value to the agency and the agency add value to the community; Directors will ensure financial oversight and accountability; The Board will ensure disclosure and transparency to stakeholders; The Board will establish clear strategic direction, and The Board will focus on fiduciary responsibilities
35. Board Competency Governance experience; Financial Savvy; Knowledge of the whole community; Commitment to continuous learning; Ambassadorship; Risk Management; Human resource; Policy Development; Social Service experience, and Fund raising experience.
36.
37. Board/Management Split Board role: set strategic plan and provide appropriate oversight; Management role: Execute the approved business plan within the oversight parameters set by the Board; Executive Director role: Responsible to the Board for the execution of the Strategy as defined by the annual Business Plan Report to the Board significant variances from the existing Business Plan Management/Board liaison, and Ensure that joint planning cycle is conducted
38.
39. Strategic Planning Session John Baker Aperio 215 Spadina Ave Suite 170 Toronto, ON M5T 2C7 1-800 -479-2782 www.aperio.ca End of Presentation