The document provides guidance on building a successful mentoring program using the Elements of Effective Practice. It discusses defining the program's mission, goals and parameters; establishing an effective management team; implementing policies and procedures; and evaluating the program's process and outcomes to ensure quality and effectiveness. Key aspects include program design and planning, management, operations, and evaluation.
WANT TO LEARN MORE ABOUT THE CENTER AND OUR PROGRAMS?
Read more in an exclusive interview from Leadership Excellence with our Associate Director, Garth D. Headley, published in that magazine's July Issue. Garth was interviewed by HR.com and Leadership Excellence at the time they announced the Center for Leadership's #1 Ranking of our executive leadership programs. http://bit.ly/1oLL0TD
The Birch Group offers numerous training sessions and seminars focused on strategic planning, team development, negotiation skills, project management, communication skills, and supervision skills. Seminars are tailored to meet client needs and range from 1-4 days. Topics include developing strategic plans, building high performance teams, power negotiations, planning and managing projects, and managing for success. Seminars utilize lectures, case studies, assessments, videos, workbooks, and group exercises to enhance learning.
Founded in 1966, GP Strategies is one of the few truly global performance improvement companies in the market. Serving more than 16 diverse industries, GP Strategies is a leader in sales and technical training, eLearning solutions, and management consulting.
Our services, solutions, and technologies empower organisations to perform above their potential. To do this, we partner closely with clients to develop diverse, comprehensive services based on a commitment to sustainable performance improvement.
The document provides a summary of a leadership development program called the Senior Leadership Development Program (SLDP) delivered by I Train Consultants for World Vision Bangladesh.
The key points covered are:
- The program included assessments, workshops, coaching and projects to develop leadership skills of 30 mid to senior level professionals over 1 year.
- Feedback from participants was overwhelmingly positive, averaging 94%.
- Participants implemented projects focusing on areas like improving processes, upskilling teams, and increasing community engagement. Many projects were successfully completed.
- Facilitators observed significant development and a willingness to learn and implement skills among participants. They recommend more focused sessions for future programs.
The document discusses developing a global leadership training program for the U.S. Navy. It notes that current training focuses on outdated leadership styles and that personnel shortages have created gaps. The proposed solution is to design supplemental training taught by Navy and external faculty that focuses on relationship building, communication, and situational leadership. This training would be integrated into existing leadership courses for those in command or leadership pipelines to develop talent throughout the organization. The goal is to improve collaboration, personnel placement, and business results through a common understanding of leadership skills.
This document outlines NASA's agency-wide mentoring program framework. It establishes the goal of providing formal or informal mentoring to employees and aligns mentoring with NASA's workforce development strategy. Roles and responsibilities are defined, including program oversight at NASA headquarters and centers. Guidelines are provided for establishing center mentoring programs, collecting metrics on program participation and effectiveness, and assessing programs annually.
Ensure that your development initiatives build better knowledge, skills, and experience to improve performance
and raise engagement in the new business landscape.
WANT TO LEARN MORE ABOUT THE CENTER AND OUR PROGRAMS?
Read more in an exclusive interview from Leadership Excellence with our Associate Director, Garth D. Headley, published in that magazine's July Issue. Garth was interviewed by HR.com and Leadership Excellence at the time they announced the Center for Leadership's #1 Ranking of our executive leadership programs. http://bit.ly/1oLL0TD
The Birch Group offers numerous training sessions and seminars focused on strategic planning, team development, negotiation skills, project management, communication skills, and supervision skills. Seminars are tailored to meet client needs and range from 1-4 days. Topics include developing strategic plans, building high performance teams, power negotiations, planning and managing projects, and managing for success. Seminars utilize lectures, case studies, assessments, videos, workbooks, and group exercises to enhance learning.
Founded in 1966, GP Strategies is one of the few truly global performance improvement companies in the market. Serving more than 16 diverse industries, GP Strategies is a leader in sales and technical training, eLearning solutions, and management consulting.
Our services, solutions, and technologies empower organisations to perform above their potential. To do this, we partner closely with clients to develop diverse, comprehensive services based on a commitment to sustainable performance improvement.
The document provides a summary of a leadership development program called the Senior Leadership Development Program (SLDP) delivered by I Train Consultants for World Vision Bangladesh.
The key points covered are:
- The program included assessments, workshops, coaching and projects to develop leadership skills of 30 mid to senior level professionals over 1 year.
- Feedback from participants was overwhelmingly positive, averaging 94%.
- Participants implemented projects focusing on areas like improving processes, upskilling teams, and increasing community engagement. Many projects were successfully completed.
- Facilitators observed significant development and a willingness to learn and implement skills among participants. They recommend more focused sessions for future programs.
The document discusses developing a global leadership training program for the U.S. Navy. It notes that current training focuses on outdated leadership styles and that personnel shortages have created gaps. The proposed solution is to design supplemental training taught by Navy and external faculty that focuses on relationship building, communication, and situational leadership. This training would be integrated into existing leadership courses for those in command or leadership pipelines to develop talent throughout the organization. The goal is to improve collaboration, personnel placement, and business results through a common understanding of leadership skills.
This document outlines NASA's agency-wide mentoring program framework. It establishes the goal of providing formal or informal mentoring to employees and aligns mentoring with NASA's workforce development strategy. Roles and responsibilities are defined, including program oversight at NASA headquarters and centers. Guidelines are provided for establishing center mentoring programs, collecting metrics on program participation and effectiveness, and assessing programs annually.
Ensure that your development initiatives build better knowledge, skills, and experience to improve performance
and raise engagement in the new business landscape.
The document provides the top 10 tips for running successful strategic recognition programs:
1) Senior-level validation and support is essential to effectively build an appreciation culture.
2) Clear program goals and objectives that reflect the organization's strategy are the foundation.
3) Successful programs recognize contributors frequently at all levels across regions for genuine contributions.
This document outlines the steps taken in a mentoring initiative project at Saudi Aramco. It discusses examining the reasons for the mentoring workshops with EC&OS leaders, reviewing competency maps and how they are used for skills assessment and development planning, understanding the mentoring program and presentation materials, facilitating mentoring workshops, and evaluating the results through surveys. The goal of the initiative was to increase awareness and effective use of the company's training system using competency maps to develop employees.
Leading for Results Jun-Dec 2016 BrochureLinda Blum
The Leading for Results program develops leadership skills through a six-month program of workshops, coaching, and peer learning. The program helps participants gain greater confidence, understanding of leadership approaches, self-awareness, skills in motivating teams and dealing with change. It includes 8 workshops over strategic frameworks, building teams, coaching, resilience, and looking ahead. Between workshops, participants are coached and work with a peer group to apply their learning to goals set for their team and development.
It is rare that senior executives as a group have serious dialogue about development. Regular meetings, strategy meetings and Supervisory Board meetings are their cooperation areas. Those involved are aware that they could work together more effectively, efficiently and sustainably and contribute better as individuals if they made time for themselves and for one another. For this reason, Group Coaching has been developed over the last two decades as a particularly effective format for management development.
This two-day training titled "Project Leadership" will take place from March 15-16, 2010 in Arlington, VA. The training will teach participants how to effectively lead project teams and increase work productivity. Over the two days, participants will learn skills such as effective team building, decision making, communication, change management, motivation, and conflict resolution. The training will provide up to 14 professional development units and is intended for project managers, program managers, and other leadership roles.
PDS mentorship and employee development programClay White
This is a management sponsored and employee led mentorship program specifically designed for Planning and Development Services. It is now entering its third year and has been highly successful in engaging our employees.
This document provides information about a two-day training event on project leadership skills. The training will take place from March 15-16, 2010 in Arlington, VA and offers up to 14 PDUs. Attendees will learn skills such as effective team building, decision making, communication, change management, and conflict resolution. The agenda outlines the daily schedule and topics to be covered.
The document is a personal development plan that:
1) Identifies areas for improvement such as encouraging innovation, planning change, leading change, and managing projects.
2) Notes strengths like planning, problem solving, and reviewing.
3) Provides an action plan with goals, resources, and deadlines to develop the skills over 12 months.
4) Lists contacts for support from organizations like Business Link and Acas.
5) Provides additional resources on topics like grants, professional bodies, and online guidance.
Program management focuses on strategic objectives across multiple deliverables over a loose time scale, compared to project management. The Levin-Ward model outlines key competencies for program managers, including communicating, leading, building relationships, negotiating, thinking critically, facilitating, mentoring, and embracing change. Critical skills are initiative, managing interfaces between teams, and leading without authority through influence and credibility. Effective program management is about collaboration across teams through interface management to maximize benefits.
The PMO Manager role provides governance and control over programmes and projects with a total annual investment of £40m. The manager is responsible for defining governance frameworks, collecting and reporting programme data, and providing administrative support to programme teams. Key challenges include improving programme governance to ensure initiatives stay on track to deliver benefits. The role requires experience managing complex, global programmes and supporting Programme Managers.
Government Performance Management Week is a four-day training event held in Arlington, Virginia from December 7-11, 2009. Attendees can receive up to 30 CPE credits by taking four interactive core courses on strategic planning, performance measurement, performance-based budgeting, and performance data assessment. The training features expert instructors and is intended for those involved in strategic planning, program management, budgeting, and performance analysis at all levels of government.
The document provides information about a conference on implementing balanced scorecards effectively that will take place from August 23-25, 2010 in Washington DC. The conference will include workshops on the first day covering balanced scorecard fundamentals and using business intelligence to enable strategy-aligned scorecards. Day two will focus on developing key measures and cascading scorecards throughout an organization. Speakers will provide guidance on topics such as change management, strategy mapping, monitoring performance, and motivating employees. Attendees include CEOs, CFOs, and other executives seeking to transform strategy into action using balanced scorecards.
The document discusses how to assess the fit between evidence-based programs and communities in order to select programs that will be well-received and achieve desired outcomes. It provides a 5-step process for evaluating how well a program's content, activities, and requirements match the needs, resources, and capacities of target youth populations and organizations. The goal is to either select programs with a strong fit or identify any necessary adaptations while maintaining core program components.
This document provides information about an upcoming training event titled "Project Leadership" hosted by The Performance Institute. The two-day training will be held on August 9-10, 2010 in Arlington, VA and will provide up to 14 PDU credits. Attendees will learn skills related to effective project leadership, team building, communication, decision-making, change management, and conflict resolution. The training will use interactive exercises and real-world examples. Information is provided about the venue, hotel accommodations, fees, registration, cancellations, and sponsorships.
Invitation!! International Leadership Master Class Retreat - London May 26 - 29, 2014
Theme: “Building Sustainable Leadership: Key to 21st Century Personal and Organizational Success”
Please join us for an inspirational and transformational experience surely to renew and reinvigorate us all for challenging days ahead.
Dr. John
This document provides information about two interactive courses on auditing and evaluating program performance to be held from March 29 to April 1, 2010 in Arlington, Virginia. The first course is on performance auditing and will cover understanding performance audits, assessing risks and vulnerabilities, developing objectives and methodologies. The second course is on program evaluation and will cover the Obama administration's focus on evaluation, developing an evaluation framework, carrying out evaluations and building an internal evaluation system. Both courses will be led by experts in the field and offer continuing education credits.
Planning Programs and Developing Objectives FinalTiffani Luckey
Program planning requires careful consideration of objectives and goals. Developing objectives is crucial, as they specify what a program aims to accomplish. Objectives can be "learning" oriented, focusing on what participants will learn, or "operational" oriented, focusing on improving resources. Both measurable and non-measurable objectives are important to consider. Programs may achieve unexpected positive outcomes in addition to planned goals and objectives. Developing objectives using the SMART framework and involving stakeholders helps create effective objectives.
The document summarizes a 2010 Environmental Performance Summit held from June 28-30 in Arlington, VA. The summit featured workshops on developing quality performance measures and performance-based budgeting for environmental programs. It also included keynote addresses on improving environmental performance through Executive Order 13514 and a panel on best strategies for using performance measures for environmental programs. The target attendees were environmental managers and specialists from government agencies seeking to improve environmental performance.
Creating a training_program_learning_culture 121912hBizLibrary
The document discusses creating an effective training program and learning culture within an organization. It provides tips on ensuring business alignment, gaining adoption, and measuring business value. The presentation recommends determining goals and success criteria, such as replacing a certain percentage of instructor-led training with e-learning. It also suggests communicating the benefits of change, carefully planning implementation, and continually marketing the program. Measurement examples given include usage reports, evaluation forms, and assessing job performance and skills transfer.
This document discusses developing an effective volunteer engagement program. It recommends conducting a needs assessment to identify how volunteers can best support the organization's mission and goals. This includes interviews, surveys, and focus groups to gather input from clients, current volunteers, and staff. Once needs are identified, the document outlines developing volunteer positions, writing policies and procedures, training staff, and piloting the program on a small scale before expanding. The overall goal is to strategically engage volunteers to increase an organization's impact in the community.
Unlocking Potential- Empowering Leaders through our Dynamic Leadership Develo...AmanKumarSingh97
This article delves into the essence of a potent leadership development program, exploring its pivotal role in unlocking the untapped potential of aspiring leaders.
The document provides the top 10 tips for running successful strategic recognition programs:
1) Senior-level validation and support is essential to effectively build an appreciation culture.
2) Clear program goals and objectives that reflect the organization's strategy are the foundation.
3) Successful programs recognize contributors frequently at all levels across regions for genuine contributions.
This document outlines the steps taken in a mentoring initiative project at Saudi Aramco. It discusses examining the reasons for the mentoring workshops with EC&OS leaders, reviewing competency maps and how they are used for skills assessment and development planning, understanding the mentoring program and presentation materials, facilitating mentoring workshops, and evaluating the results through surveys. The goal of the initiative was to increase awareness and effective use of the company's training system using competency maps to develop employees.
Leading for Results Jun-Dec 2016 BrochureLinda Blum
The Leading for Results program develops leadership skills through a six-month program of workshops, coaching, and peer learning. The program helps participants gain greater confidence, understanding of leadership approaches, self-awareness, skills in motivating teams and dealing with change. It includes 8 workshops over strategic frameworks, building teams, coaching, resilience, and looking ahead. Between workshops, participants are coached and work with a peer group to apply their learning to goals set for their team and development.
It is rare that senior executives as a group have serious dialogue about development. Regular meetings, strategy meetings and Supervisory Board meetings are their cooperation areas. Those involved are aware that they could work together more effectively, efficiently and sustainably and contribute better as individuals if they made time for themselves and for one another. For this reason, Group Coaching has been developed over the last two decades as a particularly effective format for management development.
This two-day training titled "Project Leadership" will take place from March 15-16, 2010 in Arlington, VA. The training will teach participants how to effectively lead project teams and increase work productivity. Over the two days, participants will learn skills such as effective team building, decision making, communication, change management, motivation, and conflict resolution. The training will provide up to 14 professional development units and is intended for project managers, program managers, and other leadership roles.
PDS mentorship and employee development programClay White
This is a management sponsored and employee led mentorship program specifically designed for Planning and Development Services. It is now entering its third year and has been highly successful in engaging our employees.
This document provides information about a two-day training event on project leadership skills. The training will take place from March 15-16, 2010 in Arlington, VA and offers up to 14 PDUs. Attendees will learn skills such as effective team building, decision making, communication, change management, and conflict resolution. The agenda outlines the daily schedule and topics to be covered.
The document is a personal development plan that:
1) Identifies areas for improvement such as encouraging innovation, planning change, leading change, and managing projects.
2) Notes strengths like planning, problem solving, and reviewing.
3) Provides an action plan with goals, resources, and deadlines to develop the skills over 12 months.
4) Lists contacts for support from organizations like Business Link and Acas.
5) Provides additional resources on topics like grants, professional bodies, and online guidance.
Program management focuses on strategic objectives across multiple deliverables over a loose time scale, compared to project management. The Levin-Ward model outlines key competencies for program managers, including communicating, leading, building relationships, negotiating, thinking critically, facilitating, mentoring, and embracing change. Critical skills are initiative, managing interfaces between teams, and leading without authority through influence and credibility. Effective program management is about collaboration across teams through interface management to maximize benefits.
The PMO Manager role provides governance and control over programmes and projects with a total annual investment of £40m. The manager is responsible for defining governance frameworks, collecting and reporting programme data, and providing administrative support to programme teams. Key challenges include improving programme governance to ensure initiatives stay on track to deliver benefits. The role requires experience managing complex, global programmes and supporting Programme Managers.
Government Performance Management Week is a four-day training event held in Arlington, Virginia from December 7-11, 2009. Attendees can receive up to 30 CPE credits by taking four interactive core courses on strategic planning, performance measurement, performance-based budgeting, and performance data assessment. The training features expert instructors and is intended for those involved in strategic planning, program management, budgeting, and performance analysis at all levels of government.
The document provides information about a conference on implementing balanced scorecards effectively that will take place from August 23-25, 2010 in Washington DC. The conference will include workshops on the first day covering balanced scorecard fundamentals and using business intelligence to enable strategy-aligned scorecards. Day two will focus on developing key measures and cascading scorecards throughout an organization. Speakers will provide guidance on topics such as change management, strategy mapping, monitoring performance, and motivating employees. Attendees include CEOs, CFOs, and other executives seeking to transform strategy into action using balanced scorecards.
The document discusses how to assess the fit between evidence-based programs and communities in order to select programs that will be well-received and achieve desired outcomes. It provides a 5-step process for evaluating how well a program's content, activities, and requirements match the needs, resources, and capacities of target youth populations and organizations. The goal is to either select programs with a strong fit or identify any necessary adaptations while maintaining core program components.
This document provides information about an upcoming training event titled "Project Leadership" hosted by The Performance Institute. The two-day training will be held on August 9-10, 2010 in Arlington, VA and will provide up to 14 PDU credits. Attendees will learn skills related to effective project leadership, team building, communication, decision-making, change management, and conflict resolution. The training will use interactive exercises and real-world examples. Information is provided about the venue, hotel accommodations, fees, registration, cancellations, and sponsorships.
Invitation!! International Leadership Master Class Retreat - London May 26 - 29, 2014
Theme: “Building Sustainable Leadership: Key to 21st Century Personal and Organizational Success”
Please join us for an inspirational and transformational experience surely to renew and reinvigorate us all for challenging days ahead.
Dr. John
This document provides information about two interactive courses on auditing and evaluating program performance to be held from March 29 to April 1, 2010 in Arlington, Virginia. The first course is on performance auditing and will cover understanding performance audits, assessing risks and vulnerabilities, developing objectives and methodologies. The second course is on program evaluation and will cover the Obama administration's focus on evaluation, developing an evaluation framework, carrying out evaluations and building an internal evaluation system. Both courses will be led by experts in the field and offer continuing education credits.
Planning Programs and Developing Objectives FinalTiffani Luckey
Program planning requires careful consideration of objectives and goals. Developing objectives is crucial, as they specify what a program aims to accomplish. Objectives can be "learning" oriented, focusing on what participants will learn, or "operational" oriented, focusing on improving resources. Both measurable and non-measurable objectives are important to consider. Programs may achieve unexpected positive outcomes in addition to planned goals and objectives. Developing objectives using the SMART framework and involving stakeholders helps create effective objectives.
The document summarizes a 2010 Environmental Performance Summit held from June 28-30 in Arlington, VA. The summit featured workshops on developing quality performance measures and performance-based budgeting for environmental programs. It also included keynote addresses on improving environmental performance through Executive Order 13514 and a panel on best strategies for using performance measures for environmental programs. The target attendees were environmental managers and specialists from government agencies seeking to improve environmental performance.
Creating a training_program_learning_culture 121912hBizLibrary
The document discusses creating an effective training program and learning culture within an organization. It provides tips on ensuring business alignment, gaining adoption, and measuring business value. The presentation recommends determining goals and success criteria, such as replacing a certain percentage of instructor-led training with e-learning. It also suggests communicating the benefits of change, carefully planning implementation, and continually marketing the program. Measurement examples given include usage reports, evaluation forms, and assessing job performance and skills transfer.
This document discusses developing an effective volunteer engagement program. It recommends conducting a needs assessment to identify how volunteers can best support the organization's mission and goals. This includes interviews, surveys, and focus groups to gather input from clients, current volunteers, and staff. Once needs are identified, the document outlines developing volunteer positions, writing policies and procedures, training staff, and piloting the program on a small scale before expanding. The overall goal is to strategically engage volunteers to increase an organization's impact in the community.
Unlocking Potential- Empowering Leaders through our Dynamic Leadership Develo...AmanKumarSingh97
This article delves into the essence of a potent leadership development program, exploring its pivotal role in unlocking the untapped potential of aspiring leaders.
This document provides information about the 2009 Youth Development & Outcomes Conference on improving youth development through positive youth program outcomes. The conference included keynote speakers and sessions on topics such as developing performance measures to improve results, leveraging partnerships, and building youth skills through training programs. It provided details on pre-conference workshops and sessions occurring on March 23-25, 2009 in Washington, DC focused on grant management, measuring program outcomes, and developing strategic plans for youth programs.
Check our 2016 program directory!
For more information check in our website.
Productivity programs: http://greenbookslearning.com/programs/productivity
Communication programs: http://greenbookslearning.com/programs/communication
Training evaluation programs: http://greenbookslearning.com/programs/training-evaluation
This training program offers opportunity for participants to acquire insights, explore leadership and management skills, supervisory management concepts, and examine actionable strategies for building the kind leadership and management skills to enable their team or their co-workers to deliver their optimum performance.
2011 The Global Institute For Leadership Developmentyavanian
The document summarizes an available customized learning approach from Linkage based on their research into exceptional leadership. The program blends various learning methods and provides a dynamic environment to maximize engagement. It results in measurable growth for participants in areas that differentiate superior leaders, an improved ability to adapt to change, and a personalized development plan. The program involves a global network of faculty and participants over a year.
Issue 2: Effectiveness of Mentoring Program Practices.
This series was developed by MENTOR and translates the latest mentoring research into tangible strategies for mentoring practitioners. Research In Action (RIA) makes the best available research accessible and relevant to the mentoring field.
This document provides guidance on conducting situational analyses and setting program priorities for University of Wisconsin Extension offices. It discusses engaging community stakeholders throughout the situational analysis to build understanding and ownership. Case examples and tools are provided to aid in gathering and analyzing data on community needs, assets, and concerns. The priority setting process should consider available resources and involve the county oversight committee, as required by law, to identify priorities the Extension office will address. Communicating results builds further involvement.
LinkedIn Talent Insights Launch Guide for Program ManagersPamela Foo
The way to a successful launch. This playbook will set your organization up for success as it rolls out Talent Insights.
1) Build awareness and support
2) Set your team up for success
3) Track and measure success
4) How we can work together
This document provides an overview of an orientation for the FundReady training programme. It introduces the facilitator and gives background on her experience and credentials. It then discusses the vision, mission and values of GAD, the company providing the training. Finally, it outlines the objectives and structure of the FundReady course, which aims to help entrepreneurs secure funding by developing key documents and understanding financial analysis and investment evaluation techniques. The course will run for 6 weeks and cover topics such as business strategy, financial modeling, and preparing business plans and pitch decks.
The document outlines the steps to successful mentoring relationships. It discusses the roles and responsibilities of mentors and mentees. The seven steps include: learning about mentoring, discussing keys to success, having initial and follow up meetings, concluding the partnership, and considering a formal mentoring program. Mentors are responsible for sharing expertise, expanding networks, and providing feedback. Mentees are responsible for setting goals and being open to learning. The benefits for both include personal and career development.
This document summarizes a presentation about coaching for fidelity and sustainability in implementing programs and initiatives. It discusses key coaching features like building relationships and providing feedback. Coaching supports all stages of implementation from exploration to sustainability. Data on fidelity and outcomes helps coaching. The RENEW model is used as a case example, outlining its components, tools for coaching, and example outcome data. Coaching is presented as key to successful and sustained implementation.
Outline of unique leadership development process for organizations - not training, not consulting, but how we coach/facilitate people in achieving specific measurable personal and professional goals
Effectiveness of training program at icici pruTanuj Poddar
This document provides an outline for a research project on training effectiveness for advisors in the insurance industry, with a focus on ICICI Prudential. It includes an introduction outlining the importance of training and evaluation. It then describes the objectives, limitations, data collection sources and sampling procedure for the study. Variables are operationalized and a rating scale is provided. An industry and company profile is given for context. In summary, the document outlines a methodology to analyze the effectiveness of ICICI Prudential's training programs for advisors based on trainee feedback and recommendations for improvement.
SAIsej brings inbound knowledge of trainer of widerexperience in the respective dimension related to PMI-PMP and help the professionals in project management skills & help ready for PMI-PMP exam.
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
This is a generic presentation outlining rationale, success factors and 9 practical steps for developing a corporate knowledge management strategy, based on the example of the United Nations Development Programme.
The document discusses establishing evaluation criteria and methods for mentoring programs. It recommends developing plans to measure both program processes and expected outcomes. For outcomes, programs should specify expected impacts, select instruments to measure them, and implement an evaluation design. The final stage involves refining the program based on findings and disseminating regular reports to stakeholders. Conducting rigorous evaluations requires expertise and can cost $5,000-$10,000 but is important for accountability and demonstrating a program's effectiveness.
Taking a Master Planning Approach to YOUR Customer Advocate ProgramKatie Lockett
Reference Managers can be the hub of activity associated to reference requests, marketing, content, and much more. A multitude of roles and projects can leave your program with little vision and lack of executive support that it can stand on its own. Learn how to evaluate your program using a model that will not only help in prioritizing goals but will create a program framework for success. Using this model will ultimately support conversations with leadership, invoke execute support, and help the RM position be seen as a viable asset to the business.
Similar to Elements of Effective Practice - Design, Management & Evaluation (20)
The document provides guidance for mentors to maximize their impact when mentoring youth. It emphasizes taking a strengths-based approach rather than focusing on deficits. Mentors should pay attention to what mentees want for themselves and teach skills to help them overcome challenges, rather than trying to fix problems. When issues arise with mentees, mentors should focus on listening without judgment and empowering youth to find their own solutions.
This document provides guidance for mentors working with youth in the juvenile justice system. It emphasizes the importance of building strong relationships through effective communication, trust, interpersonal skills, commitment and a positive attitude. Mentors are advised to understand adolescent development and ask questions to learn about a youth's goals, relationships and behavior. Program policies should support mentor-mentee bonding and provide inoculation to prevent mentor burnout. Monitoring progress and collecting evidence of outcomes is important to evaluate a program's effectiveness.
Hosted by Mentoring Partnership of Minnesota on October 30, 2012.
The Mentoring Best Practices Research Project, funded by the Office of Juvenile Justice and Delinquency Prevention (OJJDP), is being conducted in collaboration with Global Youth Justice and the National Partnership for Juvenile Services.
This document summarizes a webinar on mentoring research held on October 18, 2012. The webinar looked back at the legacy of research from Public/Private Ventures, including the first study showing mentoring's impact in 1995. Panelists discussed evaluating mentoring programs and common mistakes. They also highlighted P/PV's development of innovative mentoring models like Amachi. The webinar examined future research needs and upcoming webinar topics on disconnected youth and National Mentoring Month. Attendees were provided resources and encouraged to continue the discussion online.
The document provides an agenda and materials for a workshop on training quality mentors. The agenda includes sessions on quality mentor training elements, minimizing risk, awareness and skills, and training design for adult learners. The materials define key concepts for mentor training such as organizational values, risk minimization, and developing mentor awareness, skills, and knowledge. Guidance is given on training structure with a beginning, middle, and end, as well as strategies like lectures, activities, and storytelling. Considerations for room set-up are also outlined.
The document summarizes key aspects of training mentors for quality mentoring programs. It discusses that mentor training is vital and should include topics like program rules, building relationships, ethics and closure. Training should focus on developing relationship skills and last a minimum of two hours. Effective training enforces program values, minimizes risk, and raises awareness of the skills and knowledge needed for successful mentoring through strategies like lecture, role play and interactive activities.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the results of a study on the effects of exercise on memory and thinking abilities in older adults. The study found that regular exercise can help reduce the decline in thinking abilities that often occurs with age. Older adults who exercised regularly performed better on cognitive tests and brain scans showed they had greater activity in important areas for memory and learning compared to less active peers.
The most important skill required of mentors in my program is the ability to build a strong, supportive relationship with their mentee through effective communication and active listening.
The document summarizes the key findings from a new meta-analysis on youth mentoring programs and a webinar discussing its implications. The meta-analysis found that mentoring has modest positive effects on youth outcomes, especially when targeting at-risk youth and matching mentors and youth based on shared interests. The webinar highlighted that mentoring works best when mentors adopt teaching and advocacy roles and receive support to work with high-risk youth.
The document discusses strategies for promoting an upcoming "Art Heals Breakfast" event through social media. It recommends sharing a unified story about the event to help all supporters understand its purpose. The content plan divides posts among themes like the breakfast, entertainment, questions, and stories highlighting how art heals. It aims to help people experience the impact of the event before attending. The next steps are to outline a posting calendar and gather/create relevant images, videos, and stories to share leading up to the breakfast.
This document provides information about navigating criminal background checks for mentors. It discusses conducting comprehensive background checks including searching national criminal records databases and child abuse registries. It also discusses using fingerprint-based FBI criminal background checks, which found criminal records of concern for 6.1% of potential volunteers. The document outlines the process for programs to request an FBI background check including obtaining consent, fingerprinting the mentor, submitting paperwork and fees to the Bureau of Criminal Apprehension (BCA), and receiving a report back after 2-6 weeks. Program experiences with background checks from two Minnesota organizations are also mentioned.
Part of monthly Quality In Action webinar series hosted by the Mentoring Partnership of Minnesota. Why Youth Mentoring Relationships End with Dr. Renee Spencer, September 2011.
This document provides suggestions for an activity where a friend explores their multiple identities. It involves choosing an identity theme to research and experience together through related activities like visiting cultural centers, attending celebrations, or consuming media. Example identity themes include ethnicity, and suggested books, movies, and activities are listed to learn more about different identities through stories in various mediums.
The cultural iceberg model suggests that culture has visible and invisible parts, with most of it lying below the surface. The visible parts include things like language, food, arts, and rituals, while the invisible and underlying parts consist of values, beliefs, attitudes, and assumptions. This model helps explain why aspects of a culture may not be obvious to outsiders and emphasizes gaining a deeper understanding of a culture below superficial observations.
This document is a cultural competence checklist that contains policies and procedures for agencies and programs. It includes questions about whether an agency or program has policies that promote diversity and cultural competence, such as having a diverse leadership and workforce, providing language services, accommodating religious observances, and having equal opportunity employment. The checklist aims to increase awareness of how cultural and linguistic factors influence policies and services.
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
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Elements of Effective Practice - Design, Management & Evaluation
1. How to Build A
Successful Mentoring
Program using the
Elements of Effective
Practice™
1
2. Mentoring Partnership of Minnesota
MPM IS THE DRIVING FORCE IN THE
MENTORING MOVEMENT IN
MINNESOTA. WE BRING TOGETHER
DIVERSE INDIVIDUALS AND
ORGANIZATIONS AROUND TWO
STRATEGIC GOALS:
MPM will Increase Quality
Mentoring in Minnesota
MPM is the Leading
Champion of Quality
Mentoring Across Minnesota
2
3. Workshop Goals
1. Get to know each other & MPM
2. Raise awareness of best practices
3. Recognize importance of quality
4. Overview of Elements of Effective
Practice for Mentoring
3
4. Elements of Effective Practice
Youth mentoring programs are
more successful when they follow
proven, effective mentoring
practices and strategies
Revised in 2009, the Elements
are guidelines for running safe and
effective mentoring programs, 3rd
edition includes evidence-based
operational standards.
4 EEP3
5. ―How to Build a Successful Mentoring Program
Using the Elements of Effective Practice”
The companion Tool Kit for
the Elements (with CD)
Program Design and
Planning
Program Management
Program Operations
Program Evaluation
5
Section II/Pages 7-10
6. Mentoring - Defined
Mentoring is a structured and
trusting relationship that brings
young people together with
caring individuals who offer
guidance, support and
encouragement aimed at
developing the competence and
character of the mentee.
6
II/Page 9
7. Types of Mentoring
Traditional
Group
Team
Peer
E-mentoring
II/Page 9
7 IV-Tab A/Pages 30-39
9. OPENING CEREMONIES
What events do you
compete in? Who are your
athletes?
What will you take home a
gold medal for?
What do you need more
training and coaching in?
9
10. Successful Mentoring
Mentoring is not one-size-
fits-all
Most significant predictor of
positive mentoring results is
whether mentors and
mentees share a close,
trusting relationship
10
III/Page 11
12. Program Design and Planning
Define the Who, What, Where and When
Plan How the Program Will Be Managed
Select Management Team
Establish Policies and Procedures
Ongoing Staff Training
Develop a Financial Plan
Implement the Program
Plan How to Evaluate the Program
IV/Pages 15; 21-23
12
Checklist: 25-26
13. Getting Started
Is there a need?
Are people ready and willing to invest
in your program?
Do you have the capacity,
commitment and capability to run a
quality program?
IV/Pages 15-16
13
14. Mission Defined
A mission statement defines in one or
two brief sentences, the overall purpose
of the program.
A mission defines what your program is
and why it exists.
14
15. Let’s Look at a Sample
The Catapulting Careers program
connects high school students in
Atlanta with caring adults from local
industries to explore career
opportunities and ease the transition
from high school to college or
employment.
15
16. How’s This?
The Mentoring Partnership of Minnesota
leads the state in building and sustaining
quality mentoring for every child.
16
17. Know Your Mission
Build a strong
foundation
• Focus resources
• Stakeholder alignment
• Consistent
17
18. Goals & Objectives
Goals Objectives
Broad statements that Specific targets or
follow from your approaches to achieve
mission. goals.
Provide young people Recruit, train & match
with the opportunity to 25 new mentors by
explore careers through October
one-to-one relationships
with adults
18
19. Program Parameters & Guidelines
1. Youth population 7. When takes place
2. Mentors 8. Frequency/duration
3. Type of program 9. Setting
4. Stand-alone/existing 10. Stakeholders
5. Nature of sessions 11. Evaluation
6. Outcomes 12. Case management
19
IV/Pages 15-21
20. Management Team
Who will staff and manage your program?
Will all staff be paid?
What skills/abilities are needed?
How will you train/orient new staff?
Professional development
Human resource policies
Form an advisory group
20
IV/Pages 21-23
21. Program Management
Establish Policies and Procedures
Implement Ongoing Staff Training and
Professional Development
Develop a Financial Plan
Implement the Program
Plan How to Evaluate the Program
Logic Model
21
IV/Page 22
22. Program Management
Advisory Group
System for Managing Program Information
Resource Development Plan
System to Monitor the Program
Professional Staff Development Plan
Advocate for Mentoring
Public Relations/Communications Effort
22
V/Pages 53-62
23. Advisory Group Functions
Clarify the organization’s mission or vision;
Resolve key strategic or policy issues;
Develop the financial resources
Provide expertise or access to policymakers;
Build the reputation of the organization with key
stakeholders;
Oversee financial performance;
Ensure adequate risk management;
Assess the organization’s performance with
regard to its priorities; and
Improve board performance.
23
V/Pages 53-55
24. Advisory Group Roles
1. Setting policy and approving practices
2. Assuming legal responsibility for all the
affairs of your organization
3. Serving as the fiduciary body for your
organization
4. Providing connections to potential
funders
5. Providing legal, financial and other
expertise as needed
V/Page 54
24
25. Mentoring Program Manual
Population served
Recruitment & matching process
Frequency & duration
Type of mentoring activities
Non-mentoring roles for
volunteers
Risk management & liability
Resource Development plan
Financial management plan
V/Page 54
25
26. Managing Program Information
Manage finances
Maintain personnel
practices and records
Track program information
and activity
Document matches
Manage risk
Document program
evaluation efforts 26
V/Pages 55-57
27. QMAP Overview
QMAP =
Quality Mentoring Assessment Path
QMAP is a mentoring program self-
assessment tool designed to help youth
mentoring programs improve current
processes by evaluating program quality.
27
28. QMAP Overview
Program quality is based on:
Elements of Effective Practice for
Mentoring™
Current research on evidence-based practice in
the field of mentoring
Insight from mentoring program practitioners
around our state
28
29. QMAP is a valuable process
Rate the value of the QMAP for your
program.
Extremely valuable 67%
Pretty valuable 33%
Not very valuable 0%
Not at all valuable 0%
29
30. LUNCH
Get your Market $$
Enjoy your choice of vendors at the Midtown
Global Market – next door to hotel!
30
31. Core Messages
What is your mission?
What do you do? Why is it important?
What need are you trying to meet?
What would happen if your program didn’t exist?
Who does your program serve? What are their
unique needs and challenges?
What makes your program unique?
Does your program work? How do you
know?
31
32. Evaluation Criteria & Methods
Why should programs conduct
evaluations?
To help improve the program
Accountability
32
VII/Page 163
33. Key Steps in Evaluation Process
Set the stage
Decide what to
measure
Decide how to
measure
Collect the data
Analyze the data
Use the results
33
34. Two Major Types of Evaluation
Process evaluations focus on whether a
program is being implemented as
intended, how it is being experienced, and
whether changes are needed to address
any problems.
Outcome evaluations focus on what, if
any, effects the program is having.
34
VII/Page 165
35. Process Outcome
Measures the efforts put Measures the
into the program effectiveness of the
Provides information program
about the inputs, intensity Provides evidence
and duration of the regarding the impact of
program the program on
Assesses program design participants over time
and implementation and/or compared to
Answers whether the another group
program is being Can examine both
implemented as planned immediate and long-term
Measures dosage outcomes
35
VII/Pages 165-168
36. Types of Outcome Evaluations
Single-group designs are the simplest
and most common (post-test
questionnaires, pre/post-tests)
Quasi-experimental designs help
evaluators identify whether a program
actually causes a change in program
participants, using controls to eliminate
possible biases
VII/Pages 166-168
36
38. Improving Evaluation Design
Use the research
Increase design complexity
Add outcome targets—numerical for
achieving outcomes
Incorporate both process and outcome
evaluation
38
39. System to Monitor the Program
Review Policies, Procedures and
Operations on a Regular Basis
Collect Program Information from Mentors,
Mentees and Other Participants
Continually Assess Customer Service
39 V/Pages 58-59
41. Resource Development
Develop program model with clear goals &
mission statement
Create a program budget
Determine amount of funding needed to
start and sustain your program
Make a diversified fundraising plan
V/Pages 57-58
Timeline: IV/Page 45
41
42. Three Circles of Fundraising
Knowledge – research giving trends,
donor priorities
Commitment – everyone involved in the
fundraising process needs to believe in
and be committed to the mission
Relationships – need to build a
relationship with potential donors
42
43. Establish a Public Relations &
Communications Effort
Identify Target Markets
Develop a Marketing Plan
Gather Feedback from All
Constituents
Recognize Program
Participants and Sponsors
National Mentoring Month
43
V/Pages 61-63
44. Major Goals of Public Relations
Build awareness of your program
Provide information to the target audience
Issue a call to action
Fundraising and mentor recruitment are
types of public relations with specific target
audiences
44
V/Page 61, V-A/Page 117
45. Why Advocacy Is Important?
To create greater awareness
of the cause (mentoring, a
specific program, etc.)
To increase funding
To improve the system
To affect larger numbers of
people than is possible
through direct service alone
45
46. Build Relationships with Legislators
Send letters to your legislators, and
thank them if they help out;
Attend town hall meetings and other
events where your legislators will be
present and introduce yourself;
Meet with staff in legislators’ district
Rally For offices;
Youth Day at Send updates on your program to
the Capitol legislators;
Tuesday, Invite legislators to events that showcase
Feb. 21 your program and how it affects the
community.
46
V/Page 60
47. Core Messages
What is your mission?
What do you do? Why is it important?
What need are you trying to meet?
What would happen if your program didn’t exist?
Who does your program serve? What are their
unique needs and challenges?
What makes your program unique?
Does your program work? How do you
know?
47