The document discusses the importance of foresight for association boards to successfully lead their organizations through constant change. It argues that boards must embrace their "duty of foresight" and look continuously toward the future. This requires boards to strategically plan for plausible impacts of transformation, nurture responsible stewardship focused on long-term growth, and make ongoing learning a priority. The document provides recommendations for boards to develop a stewardship statement, regularly practice foresight techniques, and establish principles to guide decision-making focused on thriving in future conditions. Embracing the duty of foresight will help boards harness change to create value for stakeholders and ensure their associations remain viable.
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
In this article, I endeavors to develop an emerging paradigm of leadership for our organizations known as "leaderful practice." Leaderful practice constitutes a direct challenge to the conventional view of leadership as "being out in front." It is submitted that in the 21st Century organization, everyone will need to share the experience of serving as a leader, not sequentially, but concurrently and collectively. In other words, leaders co-exist at the same time and all together. In addition, each member of an organization will be encouraged to make a unique contribution to its growth, both independently and interdependently with others. In this sense, organizational members will aspire to become fervently collaborative, which in turn is derived from their compassion toward other human beings. Their well-developed sense of self permits them to develop a deep consideration of others. Thus, the article makes the case that the only possible way to lead ourselves out of trouble in management is to become mutual and to share leadership.
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
In this article, I endeavors to develop an emerging paradigm of leadership for our organizations known as "leaderful practice." Leaderful practice constitutes a direct challenge to the conventional view of leadership as "being out in front." It is submitted that in the 21st Century organization, everyone will need to share the experience of serving as a leader, not sequentially, but concurrently and collectively. In other words, leaders co-exist at the same time and all together. In addition, each member of an organization will be encouraged to make a unique contribution to its growth, both independently and interdependently with others. In this sense, organizational members will aspire to become fervently collaborative, which in turn is derived from their compassion toward other human beings. Their well-developed sense of self permits them to develop a deep consideration of others. Thus, the article makes the case that the only possible way to lead ourselves out of trouble in management is to become mutual and to share leadership.
Governance in an all-volunteer organizationTrina Isakson
Most board governance resources stress the importance of separating governance from operations: board members are responsible for governance; staff are responsible for management and operations.
But what about when there are no staff?
Practical Issues of NGO Governance - Ivan YIU's Presentation in HKICS IVANYIU3
The presentation focused on three areas of common concern of NGO governance : (i) Board-management relationship, (ii) Governance role on risk control and compliance and (iii) Performance accountability
This tool was designed to help nonprofit organizations assess their organizational capacity against a number of best practices recommended by the Center for Nonprofit Resources (C4NPR.org – Toledo, OH).
Each organization will need to decide for itself what changes, if any, to make in its governance and management policies and practices based on the self-assessment.
In this age of tough competition for funding, having a strong and engaged board is the key to long-term sustainability.
Welsh Consultants publishes- Diversity in the boardroom has been a hot topic in recent years. Does the traditional boardroom of a fairly homogenous group of individuals really produce the most effective decisions and strategy for a company? Does such a boardroom have exposure to a wide enough range of perspectives to facilitate robust discussions of issues that arise? Is there something missing? Having the optimal mix of skills, expertise and experience is paramount to ensure that the board as a collective is equipped to guide the business and strategy of the company. Traditionally, boards recruit from C-suite executives. According to research, C-suite experience was found to be one of the top three desired board skills and experience in US public companies. While the experience from C-suite individuals is invaluable, it may be beneficial for boards to broaden their definition of “board-ready talent”. Business unit heads, regional leaders, academics, entrepreneurs, government leaders, and other non-C-suite executives can create a wider, more diverse pool with some very talented individuals that could bring interesting and insightful perspectives into the boardroom. This paper explores this subject in detail. Author, Founder- Manish P
Nonprofit Board of Directors Best Practices Grace Dunlap
In this 1-hour webinar hosted by CharityNet USA, we review the 20 best practices for nonprofit board of directors. For more information on nonprofit startup, visit: charitynetusa.com/nonprofit_startup.php
Gerard seijts leadership on trial carlisle insititute ceo breakfastpaulgreenberg
In addition to legislative and regulatory change now well underway, improved management education, better leadership development within organizations and better training and development of regulators and policy-makers is required.
Cynics say this will never happen. Skeptics say it's unlikely. Professor Gerard Seijts says there is no alternative that makes sense for our future economic
prosperity and social well-being.
A strong board of directors is the cornerstone of many companies and is the group charged with the oversight of the corporation on behalf of the shareholders.
Our intention in writing a Leadership Declaration is to clearly state the case for leadership and its importance to all of us at this time. At an organisational level, there is little doubt that real leadership is the “engine room” of performance. In the absence of systemic, results-focused leadership, breakthrough performance and high commitment will not be achieved.
The report provides an overview about the program, speakers, some highlights and results from the workshops conducted at the first Design at Business Conference on Nov 1 & 2, 2016in Berlin.
Governance in an all-volunteer organizationTrina Isakson
Most board governance resources stress the importance of separating governance from operations: board members are responsible for governance; staff are responsible for management and operations.
But what about when there are no staff?
Practical Issues of NGO Governance - Ivan YIU's Presentation in HKICS IVANYIU3
The presentation focused on three areas of common concern of NGO governance : (i) Board-management relationship, (ii) Governance role on risk control and compliance and (iii) Performance accountability
This tool was designed to help nonprofit organizations assess their organizational capacity against a number of best practices recommended by the Center for Nonprofit Resources (C4NPR.org – Toledo, OH).
Each organization will need to decide for itself what changes, if any, to make in its governance and management policies and practices based on the self-assessment.
In this age of tough competition for funding, having a strong and engaged board is the key to long-term sustainability.
Welsh Consultants publishes- Diversity in the boardroom has been a hot topic in recent years. Does the traditional boardroom of a fairly homogenous group of individuals really produce the most effective decisions and strategy for a company? Does such a boardroom have exposure to a wide enough range of perspectives to facilitate robust discussions of issues that arise? Is there something missing? Having the optimal mix of skills, expertise and experience is paramount to ensure that the board as a collective is equipped to guide the business and strategy of the company. Traditionally, boards recruit from C-suite executives. According to research, C-suite experience was found to be one of the top three desired board skills and experience in US public companies. While the experience from C-suite individuals is invaluable, it may be beneficial for boards to broaden their definition of “board-ready talent”. Business unit heads, regional leaders, academics, entrepreneurs, government leaders, and other non-C-suite executives can create a wider, more diverse pool with some very talented individuals that could bring interesting and insightful perspectives into the boardroom. This paper explores this subject in detail. Author, Founder- Manish P
Nonprofit Board of Directors Best Practices Grace Dunlap
In this 1-hour webinar hosted by CharityNet USA, we review the 20 best practices for nonprofit board of directors. For more information on nonprofit startup, visit: charitynetusa.com/nonprofit_startup.php
Gerard seijts leadership on trial carlisle insititute ceo breakfastpaulgreenberg
In addition to legislative and regulatory change now well underway, improved management education, better leadership development within organizations and better training and development of regulators and policy-makers is required.
Cynics say this will never happen. Skeptics say it's unlikely. Professor Gerard Seijts says there is no alternative that makes sense for our future economic
prosperity and social well-being.
A strong board of directors is the cornerstone of many companies and is the group charged with the oversight of the corporation on behalf of the shareholders.
Our intention in writing a Leadership Declaration is to clearly state the case for leadership and its importance to all of us at this time. At an organisational level, there is little doubt that real leadership is the “engine room” of performance. In the absence of systemic, results-focused leadership, breakthrough performance and high commitment will not be achieved.
The report provides an overview about the program, speakers, some highlights and results from the workshops conducted at the first Design at Business Conference on Nov 1 & 2, 2016in Berlin.
Service Design Canberra 2016 opening keynote. Complex challenges require broader and deeper thinking, with tools like Cynefin, Systemic Design Gigamaps, and the Situ Service Architecture Framework. With Service Architecture, the desired customer experience can become the driver to align the levels of the organization to deliver.
Service Transformation and Service DesignJess McMullin
Transformation requires dealing with complexity and having a whole systems and whole organization view. This talk outlines some perspectives and tools for tackling complexity in transformation, and shares the Situ Service Architecture Framework. Service Architecture offers a transformation framework for organizations that need to innovate for customer experience improvement.
Talk at SDN Canada In Flux conference on Dec 1, 2016 in Toronto.
Tulevaisuuden ruoka seminaari 23.1. satu korhonen demos helsinkiDemos Helsinki
Mitä on tulevaisuuden ruokakulttuuri? Kulutusrakenne, elämäntavat ja ruoan arvoketjut muuttuvat. Kestävämpi ja terveellisempi ruokakulttuuri on mahdollinen. Satu Korhosen puheenvuoro Steiner-koulun Tulevaisuuden ruoka-seminaarissa 23.1.2016.
Backcasting Transformation towards smart and sustainable citiesDemos Helsinki
A presentation held in Nordic Innovation House Palo Alto by Johannes Koponen and Aleksi Neuvonen in the seminar Backcasting Transformation: Smart + Sustainable Cities in 2040.
The SXSW Interactive Festival plays a gigantic role in our industry as innovation, digital and marketing professionals head to Austin to get the run-down on the latest platforms, opportunities and implications for brands and marketers.
This session is brought to you by Laurie Close, Head of Global Brand Partnerships at Ogilvy and James Whatley, Planning Partner - Innovation at Ogilvy & Mather London.
Each year, art meets technology at the South by Southwest (SXSW) Interactive Festival in Austin, Texas. Celebrating the convergence of the interactive, film, and music industries, this year's conference featured panels, seminars, parties and live music. Topics ranged from artificial intelligence and chat bots to female leadership and social purpose, revealing future trends for brands and agencies to keep in mind this upcoming year. Here are Y&R's key takeaways from SXSW 2017.
AccountAbility et Utopies se sont associés pour produire le rapport « Critical Friends » qui étudie l’expérience des entreprises s’appuyant sur des panels de parties prenantes afin de conforter la stratégie de développement durable. La partie principale de l’étude détaille les expériences en la matière d’entreprises comme Areva, BT, BP, EDF, Camelot, Gaz de France, Ford, Nike et Vodafone.
Ce travail a été réalisé au travers d’interviews avec les membres du panel et de l’entreprise.
Le rapport fournit également un guide pratique pour la mise en place de panels efficaces et étudie comment ces panels peuvent contribuer à l’amélioration continue du reporting, de la gouvernance et de la performance de l’entreprise.
Ed Jiminez from the Bangko Sentral ng Pilipinas speaks about the role Governance plays in Microfinance Institutions (Jan 29, PACAP Community Development Forum: Microfinance Amidst the Global Financial Crisis.
Principal of Management Report : Pharmaplex CompanyShahzeb Pirzada
Shahzeb Pirzada and his group partners make a report on a survey of a company "Pharmaplex".....
Course: Principal of Management
Details:
The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky.
People are seeking peaceful moments in a world fraught with intensity, stress, and complexity, which is why mindfulness has become so popular in corporations today. Meditation, yoga, and consciousness-raising programs are being rolled out in offices from Silicon Valley to Wall Street. Mindfulness is a tool that executives and board members can find useful in observing thoughts, feelings, and biases during group deliberations. Insights arising from such reflection can influence subsequent actions.
Our definition of the mindful board, however, goes far beyond personal mindfulness practices. Mindfulness in the boardroom refers to the capacity of a group of people to think in a deep way together. In assessing a current challenge, the mindful board looks to the past, present, and future. Deliberations encompass the impact of a decision not only on the enterprise, but on industry, society, and the planet. And the board considers how the decision will play out in both the short term and the very long term. Mindful boards intentionally look out at the world through multiple windows — technology, politics, sociology, environment, and economics. To leverage the power of using multiple windows, members of the mindful board hone their individual capabilities while practicing three interdependent disciplines as a governing body: leadership by the group, expanded consciousness, and fearless engagement.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
The shocks to our system in early 2020 have been overwhelming. With the advent of drought. bushfires and the rapid spread of coronavirus, many of our traditional coping mechanisms are failing. It is time to rethink our views on leadership, strategy and organisation.
The events of 2016 give us an opportunity to question our approach to leadership, strategy and organisation. This may be the time to challenge many of the traditional norms in this space.
Knowledge Collaboration: Working with Data and Web SpecialistsOlivier Serrat
Organizing helps achieve—and even amplify—common purpose but often succumbs in time to organizational silos, teaming for the sake of teaming, and the obstacle course of organizational learning. In libraries as elsewhere, the three Ss of Strategy—Structure—Systems must give way to the three Ps of Purpose—Process—People. Thence, with entrepreneurship and knowledge behaviors, data and web specialists can synergize in mutually supportive relationships of shared destiny.
Offer two additional considerations in capital budgeting decisions.docxhopeaustin33688
Offer two additional considerations in capital budgeting decisions. One consideration must be quantitative (numeric). The other must be qualitative (non-numeric). Write a script to describe capital budgeting considerations that you think are important for managers to consider. Your script should be 200 to 250 words.
ORGANIZATIONAL COMMUNICATION.
Name:
Professor:
Date of submission:
Assignment:
Outer mass correspondence of an association depends on the premise that the association is the hotspot for messages administered outside the association, Searles, B., & Last, M. (1979). Particular gatherings inside capacity as the medium of correspondence and regularly fall under the departmental headings of publicizing, advertising, campaigning, or issues administration.
Despite the fact that authoritative correspondence is naturally concerned with the exercises of inner correspondence, our bunch's association Bed, B., &beyond, (1988) outlines obviously a hefty portion of the outer interactional ideas recognized in the investigation of hierarchical correspondence. In looking at Bed, B.,& Beyond's, (1988), sources, purposes, groups of onlookers and channels of correspondence used we can recognize how such a monstrous retailer can viably thrive and adjust to the national economy through the use of generally executed outer correspondence. The way of hierarchical re-ification makes recognizing an acceptable wellspring of outside correspondence troublesome.
Hierarchical Communication is likely the most essential sort of interpersonal correspondence an individual need to perform in his or her grown-up life. Speaking with others in the work environment is a process that can't be taken a gander at as a little one, yet as an extremely perplexing and of most extreme noteworthiness to an individual's life overall.
We all know correspondence is a key variable in everybody's life, and imparting in the work spot is simply a bigger key for social expectance and commonality. Everybody speaks with one another in all distinctive parts of society.
This is the most critical part of the nature's turf. What's more the best way to adjust to your surroundings and have the capacity to take an interest in regular work life is to speak with others.
Authoritative Communication is hence fundamentally split up into two sections; The Socialization methodology of conveying, and the later correspondence between collaborators in regular circumstances. Above all else we will take a gander at the more intricate and huge methodology of correspondence socialization. Humanist J. Van Maanen's (1989) meaning of authoritative correspondence is "the methodology by which an individual takes in the qualities and standards and obliged practices which allow him or her to partake as a part of the association" as such, its taking in the ropes of the occupation. Any expertise you may require, as well as how associates impart, and understanding the vitality of the association.
IN THIS SUMMARY
In Partnership of Equals, Peter McGinn discusses the various ways in which CEOs and board members can productively work together to resolve conflict and make a better, more effective healthcare organization. The CEO advises the board and has a position of influence rather than authority. There are many situations where the board has the ultimate say, but that does not mean that CEOs should hold back their opinions until they are asked. They are there for a reason, and that is to share their thoughts and experiences. The board should appreciate input from the CEO, but they should not allow the CEO to make decisions or accomplish activities that are the board’s responsibility.
SUBSCRIBE TODAY
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
Transforming your organisation from rigid industrial era command and control machine into an agile, high performing, customer-driven networked living entity!
Arthur Gordon – Founding Chef & Owner, Irregardless Café & Catering and The Glenwood Club, Raleigh, NC
Anya Gordon – Catering & Marketing Director, Irregardless Café & Catering and The Glenwood Club, Raleigh, NC
Planners face increasing expectations from attendees for variety in food and beverage as well accommodations to special diets. Arthur and Anya Gordon will present their best ideas based on years of experience. Founded in 1975, The Irregardless Café was Raleigh’s first vegetarian restaurant and continues to serve as a pioneer taking concepts like ‘green’ and ‘sustainable’ long before they became buzz words, and putting them into action serving healthy and innovative cuisine. In 2001 the Cafe transitioned Arthur’s informal ‘catering for friends’ and established its ‘Catering Division’ enabling planners to incorporate creative ideas in their events.
Rob Autry – Founder, Meeting Street Research
Rob is working on a project with HLN Cable News Network tracking millennial voter attitudes during the 2016 elections, and will share insights from the polling and the focus group work he’s been doing across the country.
Jamie Notter, Partner, Culture That Works LLC
In a follow-up session to his keynote presentation, Jamie will dig deeper into what it takes to create organizations that attract the best employees, the best members/customers, and the best partners in this new Millennial era. This session will include practical advice on organizational culture and how to shape it (regardless of your position in the hierarchy). Explore specific changes that can be made to organizational processes like performance reviews, and internal information sharing that will help you become more digital, clear, fluid, and fast. Make an immediate difference.
Jamie Notter, Partner, Culture That Works LLC
The Millennials seem to get more attention these days for
annoying their older compatriots in the workplace with
their flip-flops and a perceived sense of entitlement, In this
session, Jamie explores research from his latest book,
When Millennials Take Over illustrating the more important
role Millennials play as decoders of the key changes that are coming to the business world.
Lisa Ward, Director of Public Affairs, NC Dental Society
Embezzlement. Hacked database. Death. Server crash.
Workplace violence. Electrical outage. Every organization is vulnerable to a crisis and there’s usually no advance warning about what the crisis will be or when it will happen. Proper crisis planning can help your organization handle the issue calmly and efficiently, minimizing the impact to your members, your employees and your key stakeholders. Learn how to create the plan you need to ensure you’re ready when the unthinkable happens.
Featuring Jonathan Kraftchick, CPA, Manager of Training
& Development, Cherry Bekaert, LLP, “Triangle’s Funniest Accountant 2014”
Before fraud occurs, it is most likely preceded by a series of small ethical dilemmas. Is there a fraudster in all of us or are ethical breaches a result of a few bad apples? This session will look at the transition from these forgettable lapses in judgment to making the headlines with many more zeroes attached. No matter your role in an organization, we all face a multitude of complex decisions on a daily basis. This session will help you think about the factors that influence these decisions.
More from Association Executives of North Carolina (20)
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
1. 48
ASSOCIATIONS
NOW
1–2/2016
Foresıgh
FırstFOR ASSOCIATIONS TO SURVIVE AND
THRIVE IN A TIME OF CONSTANT CHANGE,
THEIR LEADERS NEED TO DEVELOP A
CLEAR-EYED AND DISCIPLINED FOCUS
ON THE FUTURE. THE DUTY OF FORESIGHT
IS A RESPONSIBILITYTHAT BOARDS
MUST EMBRACE NOW.
By Jeff De Cagna, FASAE
3. 50
ASSOCIATIONS
NOW
1–2/2016
The beginning of 2016 is the right time
for association boards to make a fundamen-
tal choice. On the one hand, they can choose
to confront the insistent reality of profound
societal transformation—as well as its growing
impact on their organizations, their stakehold-
ers, and the fields they serve—with a genuine
seriousness of purpose. On the other hand,
boards can permit the detrimental human
limitations of myopia, nostalgia, orthodoxy,
and denial to constrain how they think about
governing for the future and, in so doing,
severely limit their ability to build associations
capable of thriving in the years ahead.
To some, my framing of this choice may
seem overly dramatic and stark. It is an under-
standable reaction, since most of us experience
change as a strictly linear phenomenon, similar
to driving down a long road. The transforma-
tion already underway, however, is coming
from all directions at an exponential rate, and
it will continue to accelerate and intensify in
every field of human endeavor over the next
decade and beyond. No industry or profession
will be exempt.
Preparing their organizations and stake-
holders for whatever comes next, then, will
require association boards, along with other
governing contributors, to collaborate and
embrace what I call the duty of foresight.
It is well established that the boards of all
nonprofit organizations, including associations,
must fulfill three critical legal duties:
• the duty of care (exercising prudence in deci-
sion making)
• the duty of loyalty (giving allegiance to the
organization)
• the duty of obedience (acting in a manner
consistent with the organization’s mission)
These three duties define the standards
of conduct for board members as they pursue
the work of governing their organizations.
In a world of transformation, however, they
do not go nearly far enough. To this list, I am
adding the duty of foresight, a higher standard
of responsible board conduct grounded in the
affirmative choice to look continuously toward
the future.
Boards need to understand as much as pos-
sible about the plausible impact of the forces of
societal transformation and learn how to har-
ness them for the benefit of their organizations
and stakeholders. While the duty of foresight
may never become a recognized legal duty of
nonprofit boards, it is clearly an essential stra-
tegic duty and, arguably, a moral obligation to
both association stakeholders and society.
Core Concepts
Three core concepts form the foundation
of the duty of foresight: strategic legitimacy,
board stewardship, and readiness to learn.
STRATEGIC LEGITIMACY. The organiza-
tional inertia created by valuing the past more
than the future damages the credibility and
legitimacy of association boards. When board
decision making is imbued with nostalgic
feelings and driven by orthodox beliefs, how
can stakeholders feel confident that those
who govern understand or care about the most
significant problems, needs, and outcomes
that these same stakeholders and their peers
are working on right now? To put it another
way, why should stakeholders believe that
the board “gets it”?
Reasserting strategic legitimacy requires
every board to adopt a denial-free recognition
of the forces of societal transformation. Board
members must develop an empathic under-
standing of transformation’s unique impact
on the field, organization, and stakeholders
they serve and make a genuine commitment
to accelerate their association’s progress
toward the future.
BOARD STEWARDSHIP. Association boards
also must nurture a shared responsibility
for future-focused stewardship. Instead of
adopting a short-term ownership perspective
that may resist the realities of transformation,
reject the risks of innovation, and reinforce a
preference for the status quo, boards should
operate as forward-looking investors who
work collaboratively over time to grow the
tangible and intangible value of the association
as an asset that belongs to and exists for
stakeholders’ benefit.
This form of stewardship helps boards
steer clear of myopic decisions by situating
complicated and difficult choices in their
real-world contexts. It demands greater
coherence and a stronger sense of purpose
around the board’s long-term intentions for
both stakeholders and the organization.
READINESS TO LEARN. Even as the ability
to learn emerges as the primary differentiator
between success and failure in a world in flux,
many association boards still struggle to make
WHY SHOULD STAKE-
HOLDERS BELIEVE THAT
THE BOARD “GETS IT”?
4. 51
ASSOCIATIONS
NOW
1–2/2016
DEVELOPING
A STEWARDSHIP
STATEMENT
Through a stewardship statement, boards
can crystallize the deeper significance
of their work for themselves, as well as
for staff and other volunteers, and can
communicate clearly about the critical
role that foresight plays in achieving the
full impact of effective stewardship. Here
is an example of a stewardship statement
that has been edited to remove specific
association references:
As its primary stewards, the board of
directors ensures that the association’s
day-to-day activities connect with the
long-term evolution of the profession.
The board supports staff’s efforts to
create distinctive and meaningful
value for all stakeholders through its
thoughtful oversight, ongoing strategic
thinking and foresight, and consistent
investment in innovation.The board
also strives to ensure that its work, as
well as the work of other association
contributors, embodies a shared
commitment to collaboration, passion,
and professionalism.
The board’s duty of foresight is made
explicit in this stewardship statement.The
statement establishes the key elements
underpinning the board’s strategic legiti-
macy, clarifies how the board thinks about
its own stewardship responsibilities,
and demonstrates a readiness to learn
through the pursuit of innovation.—J.D.
5. 52
ASSOCIATIONS
NOW
1–2/2016
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learning a genuine priority. But associations
must acknowledge that their boards cannot
possibly know everything and actually don’t
know what they don’t know.
In this context, learning is about much
more than gathering up enormous quantities
of data and information to drive decision
making. Instead, it is about making sense of the
operating environment’s unfolding dynamics,
making meaning around their implications
for strategic intent, and crafting insights that
can guide effective board action.
Taking Action
There is no one preferred method for boards to
move forward with embracing the duty of fore-
sight. Indeed, boards should experiment with
developing approaches that can be sustained
and expanded with the assistance of staff and
other voluntary contributors. The follow-
ing three-part structure is a straightforward
approach that most organizations can use to
get started and then build on over time.
DEVELOP A STEWARDSHIP STATEMENT.
Future-focused stewardship is not just a board
responsibility. All stakeholders can participate
in stewardship, including (and especially) the
work of foresight.
To make that connection explicit, I recom-
mend that boards develop a stewardship state-
ment. (See the example on page 51.) Creating
a stewardship statement challenges board
members to reflect on and synthesize their
original motivations for getting involved, their
understanding of individual and collective
governing responsibilities, and their long-term
aspirations for the association. Through this
statement, boards can crystallize the deeper
significance of their work for themselves, as
well as for staff and other volunteers, and can
communicate clearly about the critical role
that foresight plays in achieving the full impact
of effective stewardship.
PURSUE THE WORK OF FORESIGHT
AS A CONSISTENT PRACTICE. The rapid and
relentless pace of transformation means the
time to look ahead is all the time. With that in
mind, boards must treat the work of foresight
as a consistent practice. Board chairs and CEOs
should work together to ensure that every
meeting agenda includes generative questions
developed through the regular use of foresight
tools, including environmental scanning, sce-
narios, and stakeholder personas.
In addition, boards should cultivate fore-
sight as an open and inclusive practice by
inviting the participation of widely distributed
stakeholder networks that include diverse and
edgy voices not normally heard in association
boardrooms. These network contributors are
less likely to be beholden to organizational
orthodoxies, frequently are more attuned to
important signals of the future, and sometimes
are already involved in redefining the rules of
their fields. Boards can collaborate with these
stakeholder networks to anticipate emerging
shifts and harness the forces of transformation
to create distinctive new value.
CRAFT PRINCIPLES OF ACTION. To
translate both stewardship intentions and
the practice of foresight into action, boards
need a robust yet flexible framework to guide
their decision-making processes. Principles
of action—a small number of justified beliefs
about the necessary conditions for the associa-
tion to thrive—can help to create organiza-
tional resilience even as associations confront
volatility and uncertainty. In fact, adhering
to a carefully crafted set of forward-looking
principles can help association boards “design
for the loss of control”—that is, pursue novel
opportunities that capitalize on disruption.
Principles of action must be grounded in
the substance of the stewardship statement
and infused with an understanding of how
foresight influences the board’s thinking about
value creation for stakeholders through the
organization’s strategic intent and business
model. They can function as a compass that
guides boards toward reflective rather than
reflexive decision making about the future.
The board’s duty of foresight currently does
not possess the legal standing and impor-
tance of other established governing duties.
Perhaps one day, it will. Today and in years to
come, however, the real-world consequences
of boards failing to accept the responsibil-
ity of pursuing the work of foresight will be
borne primarily by associations and their
stakeholders.
As stewards who have succeeded other
stewards, board members who recognize the
duty of foresight as an opportunity to harness
the forces of societal transformation and cre-
ate a different future for those they serve will
demonstrate personal humility, shared trust,
and genuine respect for their successors. These
are worthy next traditions for all association
boards to embrace.
JEFF DE CAGNA, FASAE, is chief strategist
and founder of Principled Innovation, LLC,
in Reston, Virginia. Email: jeff@principled
innovation.com; Twitter: @pinnovation
“DESIGN FOR THE LOSS OF
CONTROL”—THAT IS, PURSUE
NOVEL OPPORTUNITIES THAT
CAPITALIZE ON DISRUPTION.