Board of Governors Training for Youth PolytechnicsCharles K Maloba
The presentation spells out the roles of the chair and the polytechnic manager. It provokes the members of the board to reflect on their roles, how they have been working, and how they can improve their performance. It is a good training for all youth polytechnic boards as it addresses a common challenge in youth polytechnics.
This presentation was delivered at NADO's 2018 Annual Training Conference, held in Charlotte, NC on October 13-16. For more information, visit: https://www.nado.org/events/2018-annual-training-conference/
Board of Governors Training for Youth PolytechnicsCharles K Maloba
The presentation spells out the roles of the chair and the polytechnic manager. It provokes the members of the board to reflect on their roles, how they have been working, and how they can improve their performance. It is a good training for all youth polytechnic boards as it addresses a common challenge in youth polytechnics.
This presentation was delivered at NADO's 2018 Annual Training Conference, held in Charlotte, NC on October 13-16. For more information, visit: https://www.nado.org/events/2018-annual-training-conference/
Introduction to Talent Management department for new members of AIESEC UGM. Expected output of this session is to give a knowledge about each departments in AIESEC UGM, so new members will be able to choose preferred departments they want to join.
Case Study: Strategy / Strategic Plan for Charity / Non-ProfitChief Innovation
This is a Case Study of a Strategic Plan we did for a Charity in the southwest U.S.. Posting this to show people an example of what this looks like, and to demonstrate that they can do it themselves instead of paying for a consultant. For larger charities, professional consultants may make sense, but for the smaller ones, a smart Board Member and some volunteers can probably do this. This is based off our own Strategy Methodology for Small Businesses.
Introduction to Talent Management department for new members of AIESEC UGM. Expected output of this session is to give a knowledge about each departments in AIESEC UGM, so new members will be able to choose preferred departments they want to join.
Case Study: Strategy / Strategic Plan for Charity / Non-ProfitChief Innovation
This is a Case Study of a Strategic Plan we did for a Charity in the southwest U.S.. Posting this to show people an example of what this looks like, and to demonstrate that they can do it themselves instead of paying for a consultant. For larger charities, professional consultants may make sense, but for the smaller ones, a smart Board Member and some volunteers can probably do this. This is based off our own Strategy Methodology for Small Businesses.
Operational Planning: The Key to Building a Culture of Implementation and Focus4Good.org
Ever wonder why organizations lose focus as their strategic plans gather dust on the shelf?
Ever wonder how to keep everyone on the same page during implementation, and preserve the energy and excitement generated during the strategic planning process?
Want to build a culture of focus that can knit together key organizational processes (planning, communications, evaluation and organizational learning) for sustainable high performance?
Tired of that "flying by the seat of our pants feeling?"
Successful organizations make the shift from "what" (visioning) to "how" (implementation) by building the infrastructure of implementation.
Join me in a practical discussion of what you can do create a focused, effective organization.
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
Strategic planning should be a means not only to produce a strategy, but also to engage stakeholders, develop leadership, and generate new energy, commitment and consensus around mission. Its primary product is not a written plan, but strategic thinking within the organization through a process of planning followed by a process of implementation. A well-conceived and managed planning process can be the most effective form of organizational development.
2. Agenda
• Introduction and expectations.
• Finance as functional area.
• Activities.
• Skills.
• Opportunities.
• National Structure.
• Closing.
3. Finance as functional area
• The objective of Finance team is to ensure the organization’s
effective finance management to develop sustainable operations.
• Finance is an area which is always in synergy with all the other
functional area.
4. Objective
• To show finance members the opportunities and
development they can obtain while working in
this team.
5. Finance as functional area
• Activities
▫ Recourses management (financial and physical)
▫ Budgeting
▫ Legality
▫ Accounting
▫ Fundraising
▫ Financial Analysis
6. Finance as functional area
Resource management Budgeting
• Give a better use of: • Tool for resources
▫ Time management.
▫ Money • Shows the plans of an event
▫ Physic resources or working plan.
• Reflect the impact of any
• Obtain positive resources. situation or decision taken.
7. Finance as functional area
Legality Accounting
• Laws and government • Activity to record all
regulations. economic transactions of
• Transparency. the organization.
• Internal regulations. • It is a way of control.
• Basis for financial analysis.
8. Finance as functional area
Fundraising Financial Analysis
• Look for opportunities in • Financial calculations.
our environment • Understanding results
• Projects development • Take decisions based on
• Involvement of other numbers.
functional areas • Creation of strategies
9. Finance as functional area
Skills
• Focus on details
• Analysis
• Interpretation of results
• Strategic outlook
• Delivery time
• Working in Synergy
10. Finance as functional area
L e a d e r s h i p
O p p o r t u n i t i e s VP AIESEC
Intenatioal
Finance
Global
Support Team
Regional Team
Member Committe Vice
President
National Support Team
Local Committee President
Local Committe Vice Presidente
Orgnize Committee Vice President (CC, NC, LC)
11. Finance as functional area
National Structure
MCVP Finance and Legal - José Noguera
National Support Team
Financial Education Fundraising Fundraising
Zaira Bonilla Leidy Condori Josué Flores
Local Committee
12. Finance as functional area
Contacts list.
• MCVP
▫ Jose Noguera:
jose.noguera@aiesec.net
www.facebook.com/jose.noguera.98
• National Support Team
▫ Zaira Bonilla :
zaira.zaira@aiesec.net
www.facebook.com/zaira.jeraldin
▫ Leidy Condori :
leidy.condori@aiesec.net
www.facebook.com/leidy.virginia
▫ Josué Flores:
josue.flores@aiesec.net
www.facebook.com/josuefloresc