This document summarizes the roles and responsibilities of volunteer board leaders and public policy boards. It discusses establishing policy and partnerships with staff, providing strategic direction, assuring financial integrity, and participating responsibly as a board member. It also covers evaluating performance, leading change effectively, and the importance of ethics, integrity and credibility for board leaders.
Engage Your Board: How to Get Your Nonprofit Board on boardSandy Rees
The key to an active, happy Board of Directors is engagement. But how do you engage them?
In this session, you’ll learn how to change the culture of your Board to one that supports your nonprofit and satisfies individual Board members. You'll learn the 4 keys to creating engagement and the role you play in successfully engaging your Board. You’ll also learn how to help them find a place where they can be comfortable helping you with fundraising!
People with limited literacy, diverse backgrounds and intellectual disabilities have been excluded from participating in public policy influence or governmental activities that impacted their lives. Because information is central to decision making and successful community participation, clearly designed materials in “plain” language must be available to ensure all people have opportunities for involvement.
We believe expanding membership in civic associations and boards of directors of nonprofit organizations increases effective policy making and meets the needs of our diverse communities. We know people with varied backgrounds can play an active role in shaping with meaningful participation in advocacy and governance activities.
Boards for All is a web-based learning series designed for a wide range of people to understand the purpose of a nonprofit board of directors, and the responsibilities of its members. It provides a sequence of tools (videos, worksheets and resources) for users to learn about performing effectively on a board of directors, advisory committee or community council. As a plain language toolbox, Boards for All teaches basic boardsmanship that serves various organizations, from self-advocacy groups and advisory committees to large statewide agencies. The series aims to open doors for community members, who may have been excluded in the past, to seek membership, gain experience and contribute their talents.
http://brcenter.org/
Engage Your Board: How to Get Your Nonprofit Board on boardSandy Rees
The key to an active, happy Board of Directors is engagement. But how do you engage them?
In this session, you’ll learn how to change the culture of your Board to one that supports your nonprofit and satisfies individual Board members. You'll learn the 4 keys to creating engagement and the role you play in successfully engaging your Board. You’ll also learn how to help them find a place where they can be comfortable helping you with fundraising!
People with limited literacy, diverse backgrounds and intellectual disabilities have been excluded from participating in public policy influence or governmental activities that impacted their lives. Because information is central to decision making and successful community participation, clearly designed materials in “plain” language must be available to ensure all people have opportunities for involvement.
We believe expanding membership in civic associations and boards of directors of nonprofit organizations increases effective policy making and meets the needs of our diverse communities. We know people with varied backgrounds can play an active role in shaping with meaningful participation in advocacy and governance activities.
Boards for All is a web-based learning series designed for a wide range of people to understand the purpose of a nonprofit board of directors, and the responsibilities of its members. It provides a sequence of tools (videos, worksheets and resources) for users to learn about performing effectively on a board of directors, advisory committee or community council. As a plain language toolbox, Boards for All teaches basic boardsmanship that serves various organizations, from self-advocacy groups and advisory committees to large statewide agencies. The series aims to open doors for community members, who may have been excluded in the past, to seek membership, gain experience and contribute their talents.
http://brcenter.org/
One of the Philippines' top Filipino corporate trainers and youth/student leadership trainers, Mr. Myron Sta. Ana talks about servant leadership for the youth and the students of the Sto. Niño Catholic School in Taguig City, Metro Manila, Philippines.
The quality of leadership you provide has a significant impact on the people you lead. After analyzing decades of research, Jim Kouzes and Barry Posner confirm this statement with some very compelling data. See how your leadership can positively—or negatively—make a difference.
How to engage men in inclusionary leadership programs within your Diversity and Inclusion initiatives. by Dale Thomas Vaughn, presented at the Women In Tech International Summit 2017, previous versions presented at SHMR Diversity and Inclusion 2016, and various corporations.
One of the Philippines' top Filipino corporate trainers and youth/student leadership trainers, Mr. Myron Sta. Ana talks about servant leadership for the youth and the students of the Sto. Niño Catholic School in Taguig City, Metro Manila, Philippines.
The quality of leadership you provide has a significant impact on the people you lead. After analyzing decades of research, Jim Kouzes and Barry Posner confirm this statement with some very compelling data. See how your leadership can positively—or negatively—make a difference.
How to engage men in inclusionary leadership programs within your Diversity and Inclusion initiatives. by Dale Thomas Vaughn, presented at the Women In Tech International Summit 2017, previous versions presented at SHMR Diversity and Inclusion 2016, and various corporations.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Success is about talking truth. Understanding People, and Influencing the decision making.
Leadership about understanding situation and taking decision. Leadership is understanding People.
Great leaders demonstrate many characteristics, but there are five qualities that consistently define high-performing, purposeful and inspiring leaders. This presentation illuminates each of these qualities and provides a compelling description of how these traits are embodied in the most successful leaders.
Hear from Nexus' new CEO, Dr. Michelle K. Murray, on her leadership style and what the organization can expect in the years to come. This issue also includes articles on how to be heard at work, budgeting, Nexus COA re-accreditation process, the upcoming legislative session, and Nexus' 7th Annual Conference.
FO611 Unit 2 Written Assignment Details Instructions ShainaBoling829
FO611 Unit 2 Written Assignment Details/ Instructions
Assignment Overview
Please review before completing assignment. (PDF’s provided online)
• Historical and Professional Foundations of Counselling
• American Counselling Association (ACA): Our History
The past events, especially legal and ethical blunders, have affected how the counseling profession has evolved with regard to the ethics codes.
Legal issues bring about case law, which prompts changes in ethics codes.
There are several roles that counselors may have in their career aside from duty to assist their individual clients. One such role is in public policy
making and advocating for clients on a larger level. Public policy making and advocacy is crucial to the development of sound laws in order to
protect basic human rights such as equal treatment of people of color or individuals with disabilities. Counselors are in a unique position to use
their gained knowledge to help in these efforts, as well as to shape ethics codes in their profession which are a set of rules for all counselors to
follow. Ethics codes are extremely important in order to set a standard of behaviors for all counselors so that basic human rights are protected
which prevents harm to consumers.
Given this history, counseling professionals wanted and needed to develop a process for finding ways to think through the more difficult cases
since not all cases are clear cut. Therefore, ethical decision making models evolved.
In your assignment add one historical date in this reading that captured your attention as it relates to the following case.
Assignment Instructions
Using the ethical decision-making model from the notes below, apply it to the following vignette.
You may also use these resources included for your reference. (Provided online)
• Welfel PowerPoint
• Resolving ethical dilemmas: Models for making decisions.
NOTES FOR ASSIGNMENT
You are seeing a client who is on probation for being convicted of a drug crime, which included mandated counseling, probation meetings, revoking
his driver’s license and reassessment of risk to abuse illicit substances. You are the only provider in your small community that offers this service
(substance abuse evaluations and monitoring). You have been seeing this client for one year and almost completed treatment, however recently
has been missing appointments. You are concerned he is using again. The court is interested in your evaluation of the client to determine if he
should be discharged from his probation. You do not feel comfortable allowing him to be discharged from probation due to past history of violent
behaviors your client displays when he is using and your concerns he is using again.
While trying to decide how to proceed with the evaluation, your friend wants to introduce you to her new boyfriend and she invites you to a wine-
tasting party. You arrive early and begin to enjoy a glass of wine. After a couple glasses ...
Similar to Ethics, TAGD Leadership Training, September 2014: Robert Floyd (20)
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
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
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
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Ethics, TAGD Leadership Training, September 2014: Robert Floyd
1. Roles & Responsibilities
of Volunteer and Public Policy Board Leaders
TEXAS ALLIANCE OF GROUNDWATER DISTRICTS &
HIGH PLAINS WATER DISTRICT
Board Member Training Course
Bayer Museum of Agriculture | September 16-17, 2014
1121 Canyon Lake Dr.
Lubbock, TX 79403
2. Robert A. Floyd,
Legislative Consultant for Hance Scarborough, LLP
Lobbied before the Texas Legislature and U.S. Congress 41 years.
Served as President and CEO of the Texas Motor Transportation
Association and the Texas Society of Association Executives.
Served on the board of directors of state, local and national
associations and non profit organizations.
Served as an elected member of the Eanes ISD Board of Trustees.
Provides advice and counsel to trade associations and non profit
organizations in strategic planning, board leadership,
organizational performance, communications and public affairs.
Author of The Courage to Lead: An Essential Guide for Volunteer
Leaders, Board Trustees and Public Servants
Chairs the Texas Capitol Vietnam Veterans Monument Committee,
a non profit organization that organized and raised funds for the
monument on the State Capitol Grounds to honor Texans who
served in the Vietnam War. Dedicated on March 29, 2014.
3. Seven Essential Questions
1. Are you getting the results that you want as a board?
2. Is the board working efficiently?
3. Is the board having difficulty resolving issues or developing policy?
4. Does the board have difficulty reaching consensus on key issues?
5. Do the same issues keep coming up meeting after meeting, year after
year, without the board being able to come to closure?
6. Does your constituency/stakeholders believe (perceptions are equal to
reality) that the board/organization is not meeting its needs?
7. Do members feel they are contributing to the final decisions?
4. 1. Establish Policy.
Meet the needs of constituents you represent.
Address the needs of the public as well.
Set policies that guide your organization to run effectively,
legally, and ethically.
Recognize policy decisions as those that affect the
organization as a whole.
Establish the framework within which the staff executive can
lead and manage.
5. 2. Establish a Partnership with
the Chief Staff Executive.
•Set guidelines for authority, responsibility, and accountability of the
chief staff executive and the board.
•Provide support.
6. 3. Nurture a Vision.
•Have a shared vision, sense of mission, and plan.
•Take the long view; help put difficult decisions into
perspective.
7. 4. Provide Direction Through Strategic
Planning.
•Stay in touch with your constituents and stakeholders and
your professional environment.
•Assess strategic implication of critical issues.
•Identify opportunities and threats.
8. 5. Assure the Financial Integrity of the
Organization.
•Tie financial policies to programmatic goals
•Maintain sound fiscal policy, practices, and controls.
•Assist in developing and approving the budget.
•Delegate implementation and administration.
•Monitor financial outcomes and performance.
•Think long-term, big-picture; not only annual
income/expenses.
9. 6. Participate Responsibly.
• Commit the necessary time or step aside.
• Regularly remind yourself of your role as a
leader/director.
• Keep politics in perspective.
• Review agenda materials sufficiently prior to meetings.
• Do your homework
• Keep the board working on board-level matters.
• Employ committees and staff effectively.
• Encourage potential board members leaders.
• Follow both local, state and national trends; other trends
in business, public affairs, technology, society, and
economics.
10. 6. Participate Responsibly – Continued
• Take special assignments willingly and enthusiastically when
asked.
• Bring a sense of humor to the board’s deliberations.
• Be a goodwill ambassador for the organization.
• Actively participate in membership recruitment and
retention.
• Support the organization’s public advocacy.
• Attend events and activities, including the annual conference
and educational seminars.
• Express opinions consistent with your conscience and
convictions, but support the majority decisions made by the
board.
• Speak for the board or the organization only when authorized
to do so.
11. 6. Participate Responsibly – Continued
• Maintain confidentiality of issues discussed in executive
decision making sessions.
• Serve the whole organization, rather than any special
interest group or constituency.
• Avoid even the appearance of conflict of interest.
• Disclose any possible conflicts in a timely fashion.
• Commit to continuous improvement.
12. 7. Commit to Board Leadership as
Team Leadership.
•Know the goal.
•Know your role as a board member.
•Provide feedback.
•Respect and value diversity.
•Develop trust and fight fair.
•Pitch in to help.
•Know how to solve problems.
•Spread the credit; celebrate
•Get results.
14. Knowing What’s Ahead
§ Absence of clear definition of success between
members of the board and /or between members of the
board and staff
§ Personal bias of influential constituents/stakeholders
§ Business environment of stakeholders in crisis
§ Turf protection, creating divisiveness
§ Only superficial issues discussed
15. Knowing What’s Ahead
§ Short-term expediency vs. long-term benefits
§ A lack of solid partnership among the people or
groups in power
§ Unpredictable future creating anxiety
§ Stakeholders having no sense of their future
§ Internal squabbling
§ Continuous conflict and confrontation
§ Energy internally directed and personally
driven
§ Lack of trust
16. Leadership and Ethics
"Congressional job approval is at 14%, one of the
lowest ratings in the fall before any midterm
election since Gallup began measuring approval in
1974. Most who disapprove say this makes them
more likely to vote this year. "
- Gallup, September 8, 2014
17. What Does Ethics Mean?
•Ethics mean teamwork…accomplishing tasks through
people working together.
•Ethics is meaning. Meaning in your own work and in the
work that you create for others.
•Ethics is love, compassion, service and validation.
•Ethics is seeing the world from the other person’s point
of view.
•Ethics is tied to core values. The ethical person is
motivated by what is right; not by what feels good.
---Peter Koestenbaum
18. Ethics in Empowerment and
Encouragement
•An ethical leader creates an environment that nurtures
excellence, risk, taking and credibility.
•Ethical leaders are willing to surrender authority, share
ownership and trust people’s judgment.
•When people feel they are partners, they accept
responsibility and take initiative; when they feel no real
connection, they put in their hours and go home.
19. Ethics and Integrity are entwined
“If you have integrity, nothing else matters. If you don’t have
integrity, nothing else matters.”--Former U.S. Senator Alan
Simpson
•If character is integrity based, people will put their faith in
leaders who demonstrate that they place their own interests
behind those of their followers.
•Integrity is being true to your word and your commitments;
it can not be faked.
•Integrity and honesty are closely aligned; honesty is being
true to self and others.
20. Ethics and Credibility
•A leader’s credibility is largely measured by the
consistency between his words and deeds.
•Credibility is developed over time. There are no
shortcuts.
•And as hard as credibility is to build, it can be broken by
one inappropriate remark or action.
•Credibility is derived from values.
21. Ethics and Authenticity
Authenticity starts with self awareness.
“Effective executives build on their strengths…on what
they can do. They do not build on weaknesses. They do
not start out with things they cannot do. (Peter Drucker)
BARRIERS TO EFFECTIVE LEADERSHIP
•A lack of personal goals and a roadmap of how to meet them.
•No clear understanding of one’s own strengths and weaknesses,
plus a plan for improving.
•Not understanding there is only one standard for ethics in both our
personal and professional lives
22. Authenticity (continued)
•Always stressing what others can’t do well rather than
building on what they can do well.
•Not taking charge of one’s own personal learning and
development.
•A lack of generosity, not sharing time, ideas, feedback,
and compliments with others.
•Leading from the rear, sitting on the fence, and never
taking responsibility.
--Frances Hesselbein, former CEO of the Girl Scouts of American
23. Lessons Learned
•As John Gardner writes, “Never confuse status with leadership.”
Leadership is not a position or place of authority. As for
personal accountability, the buck stops with each individual.
•Each individual must remain vigilant and when sensing the
ship is veering off course, take the responsibility to take the
appropriate action even though the con-sequences may be
severe.
•We must always be motivated by what is best for our
organization, not just for ourselves. We have an obligation to all
crewmembers when encountering the rougher seas of our
voyage.
24. Leading Change
1. Focus on change as an opportunity, not a threat.
2. Assure yourself there is a compelling reason for the
change, which can lead to major innovation in the
organization.
3. Recognize from the beginning that you cannot “manage
change;” by definition, change is unpredictable and often
messy. You can, however, manage the process, but not
without the help of others, patience, courage, endurance,
and at least one case of Maalox.
25. Why Do People Resist Change?
•We don’t understand the reason for it.
•We lack information.
•We don’t perceive a need to change.
•We feel we have already changed.
•We don’t see what it means for us.
•We don’t see a clear direction.
26. Resistance to Change
•We fear the loss of power, prestige, money, status,
friends, and work.
•We are reluctant to give up something that is
comfort-able and familiar.
•We were not asked for input about change.
•We have been hurt or betrayed by previous
changes.
•We fear we may not be able to learn enough to be
successful.
•We are already overwhelmed.
•We fear the loss of control.
27. 10 Steps for Leading Change
1. The change initiative should be compelling, yield
significant benefits, and capitalize on strengths and
opportunities.
2. Change is constant, unpredictable, and is always
accelerating.
3. Leverage technology as a key tool for organization,
coordination, communication, research, marketing, and
public relations.
4. Expect to be surprised.
5. Everybody resists change—clarify, communicate, consult,
set the course—but never conceal.
6. The change initiative should be compelling, yield
significant benefits, and capitalize on strengths and
opportunities.
28. Leading Change
7. Take risks—prudent risks.
8. Enlist “Change Champions” to help support the
change initiative.
9. Each change initiative should have a
• Clear target or outcome.
• Strategic Action Plan
• Budget/management of resources.
10. Stay the course.