This document discusses approaches to leadership at an organization called Focus Hope in 2015. It summarizes their current programming in education, job training, and community development. It identifies strengths like proven concepts and job training programs, but also potential weaknesses in funding and partnerships. Opportunities for growth include new training programs, while threats include high unemployment. The recommendations are to strengthen strategic alliances with schools and businesses, implement a marketing strategy to grow funding sources, and manage costs through expense control and program consolidation. The goal is to increase beneficiaries through expanded programs and services.
New employment opportunities for youth (NEO) introduction FOMIN-BID
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https://www.trento.oecd.org
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Active Youth is a concept. A concept about creating the student volunteering organization "Active Youth" with the ultimate purpose to support Greek SME's and products to expand their market. This will mainly happen through Active Youth's support in terms of planning, consulting and implementing strategies and tactics for the SME's.
In this way volunteers, in accordance with their field of studies (Marketing, Management, Finance, Logistics, Hospitality). So, students will not only be a positive contribution to the society, but also they will benefit from the experience they will gain, having the chance to apply their knowledge and skills.
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Presentation by David Halabisky, OECD LEED Policy Analyst at the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 28 September 2015.
https://www.trento.oecd.org
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Presentation by Jonathan Potter, OECD LEED Senior Policy Analyst, and Stuart Thompson, OECD LEED Policy Analys, tat the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 13 November 2015.
https://www.trento.oecd.org
Policies for SME innovation and SME financing - Marco MarcheseOECD CFE
Presentation by Marco Marchese, OECD LEED Policy Analyst,at the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 22 October 2015.
https://www.trento.oecd.org
New employment opportunities for youth (NEO) introduction FOMIN-BID
NEO is an initiative, lead by the IADB, MIF and IYF, aiming to improve workforce quality and the employability of poor and vulnerable youth in Latin America and the Caribbean in the next 10 years.
The OECD Policy Grid - Entrepreneurial skills | Access to finance | Instituti...OECD CFE
Presentation by Stuart Thompson, OECD LEED Policy Analyst, to guide the discussion at the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 28 September 2015.
https://www.trento.oecd.org
Acting on skills locally: Building a skills strategy for leeds city regionOECD CFE
Presentation made during the last 11th Annual Meeting of the OECD LEED Forum on Partnerships and Local Development where local and national leaders, policy makers and practitioners discussed how inclusive growth can be built from the ground up.
Active Youth is a concept. A concept about creating the student volunteering organization "Active Youth" with the ultimate purpose to support Greek SME's and products to expand their market. This will mainly happen through Active Youth's support in terms of planning, consulting and implementing strategies and tactics for the SME's.
In this way volunteers, in accordance with their field of studies (Marketing, Management, Finance, Logistics, Hospitality). So, students will not only be a positive contribution to the society, but also they will benefit from the experience they will gain, having the chance to apply their knowledge and skills.
Supporting Youth in Entrepreneurship - David HalabiskyOECD CFE
Presentation by David Halabisky, OECD LEED Policy Analyst at the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 28 September 2015.
https://www.trento.oecd.org
Evaluation of SME and entreprenuership programme - Jonathan Potter & Stuart T...OECD CFE
Presentation by Jonathan Potter, OECD LEED Senior Policy Analyst, and Stuart Thompson, OECD LEED Policy Analys, tat the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 13 November 2015.
https://www.trento.oecd.org
Policies for SME innovation and SME financing - Marco MarcheseOECD CFE
Presentation by Marco Marchese, OECD LEED Policy Analyst,at the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 22 October 2015.
https://www.trento.oecd.org
Leeds City Council spoke at the Northern National Apprenticeship Week (#NAW2014) partners event about their role as:
- An apprentice employer
- A promoter of Apprenticeships
- A co-ordinator of Apprenticeships across the city
This presentation includes some of the most common hints and tips from researchers, employers and BAME people.
Many of them are just as relevant to recruiting other kinds of employees.
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Presentation by Andrea-Rosalinde Hofer, OECD LEED Policy Analyst, at the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 22 October 2015.
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Den britiske regjeringen bruker mer enn 250 millioner pund i året på kommunikasjon. Hvordan rettferdiggjør de denne bruken av skattepenger, og sikrer den ønskede effekten? Ved å lage et rammeverk som evaluerer måloppnåelsen legger regjeringens kommunikasjonsfunksjon opp til måling av resultater. På Kommunikasjonsdagen vil Stephen Hardwick gi et innblikk i hvordan den britiske regjeringen bruker disse målingene til å styrke sin troverdighet og innflytelse, gjennom effektive kommunikasjonstiltak.
Stephen Hardwick er direktør for Corporate Communications for HM Revenue and Customs, Storbritannias skattemyndighet, som har 65 000 ansatte og 50 millioner kunder.
The New Economy Leadership Institute, is a 7 mountain curriculum institute with an on -going objective to resource marketplace leaders to become effective and transformational leaders in the marketplace
1.The New Economy Leadership Programme
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3. Financial Intelligence Seminars
4. The New Breed of Marketplace Leaders
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Presentation made during the last 11th Annual Meeting of the OECD LEED Forum on Partnerships and Local Development where local and national leaders, policy makers and practitioners discussed how inclusive growth can be built from the ground up.
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Leeds City Council spoke at the Northern National Apprenticeship Week (#NAW2014) partners event about their role as:
- An apprentice employer
- A promoter of Apprenticeships
- A co-ordinator of Apprenticeships across the city
This presentation includes some of the most common hints and tips from researchers, employers and BAME people.
Many of them are just as relevant to recruiting other kinds of employees.
Knowledge, Innovation & Entrepreneurship: The role of Universities - Andrea-R...OECD CFE
Presentation by Andrea-Rosalinde Hofer, OECD LEED Policy Analyst, at the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 22 October 2015.
https://www.trento.oecd.org
Den britiske regjeringen bruker mer enn 250 millioner pund i året på kommunikasjon. Hvordan rettferdiggjør de denne bruken av skattepenger, og sikrer den ønskede effekten? Ved å lage et rammeverk som evaluerer måloppnåelsen legger regjeringens kommunikasjonsfunksjon opp til måling av resultater. På Kommunikasjonsdagen vil Stephen Hardwick gi et innblikk i hvordan den britiske regjeringen bruker disse målingene til å styrke sin troverdighet og innflytelse, gjennom effektive kommunikasjonstiltak.
Stephen Hardwick er direktør for Corporate Communications for HM Revenue and Customs, Storbritannias skattemyndighet, som har 65 000 ansatte og 50 millioner kunder.
The New Economy Leadership Institute, is a 7 mountain curriculum institute with an on -going objective to resource marketplace leaders to become effective and transformational leaders in the marketplace
1.The New Economy Leadership Programme
2. Awaken the Entrepreneur in Me : EntrepreneurProgramme
3. Financial Intelligence Seminars
4. The New Breed of Marketplace Leaders
5. Re-Defining the purpose of Education
Scaling-up Social Enterprises as a tool for Public Service deliveryOECD CFE
Presentation made during the last 11th Annual Meeting of the OECD LEED Forum on Partnerships and Local Development where local and national leaders, policy makers and practitioners discussed how inclusive growth can be built from the ground up.
The Greater Halifax Partnership's Talent Strategy aimes to developing Greater Halifax as a global talent maket and THE best place to live, work and study
Resume of Perry Brown, Business Developer, Community Relations Officer, Customer Service/Sales Representative, College Educated, Computer Literate, Microsoft Office Suite, Salesforce, Fund E-Z, Social Media, Relationship Building, Multi-channel Marketing, B2B Sales/Marketing, Strategic Planning, Project Management, Marketing, Writing Content, Brand Expansion, Brand Awareness, Personnel Training, Volunteer Recruitment, Business Developer, Community Relations Officer, Customer Service/Sales Representative, College Educated, Computer Literate, Microsoft Office Suite, Salesforce, Fund E-Z, Social Media
Presented as a kick-off to the 2016 University of New Hampshire Cooperative Extension Economic Development Academy to provide an understanding of what is economic development, the role of the economic developer, factors that drive success in economic development, recent trends impacting economic development, and lessons from the field.
BC Vision: Battle Creek is a thriving community for people to live, work and play, where there is equitable opportunity for all residents to have the income, education, and resources they need to be successful.
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The Genesee Regional Chamber of Commerce is pleased to introduce this Strategic Plan. Input has been obtained regarding the plan and its components from a broad cross section of community leaders in the public, private and nonprofit sectors. This plan highlights activity critical to the realization of strategies in the community’s Comprehensive Economic Development Strategy (CEDS), developed with the input of the Regional Chamber and its members in 2009-2010.
The Superintendent’s Role as a Community LeaderNAFCareerAcads
For superintendents to be perceived as community leaders, they have to be actively involved in the right organizations. We will discuss how superintendents can impact community engagement and develop the strong community resources necessary for work-based learning and advocacy of college and career readiness for all. Come learn how you can be more effective as a true community leader.
Iedc ec. dev and workforce dev collaborationColleen LaRose
The full webinar may be seen at www.nereta.org on the training page.
Collaboration between EDA's and WIB's requires a paradigm shift. Traditionally economic development organizations were charged with attracting business -typically industrial firms - while workforce development organizations played a more transactional role of training and job match-making. Their tools, strategies and resources have been vastly different from each other and sometimes even at odds. But that is now changing. Several communities have successfully brought together economic development and workforce development organizations by aligning goals and simultaneously strengthening the economic eco-system.
The driving force behind this convergence is the realization that a talented labor supply is key to the economic prosperity of the community. Site selectors report a talented workers trump all other considerations fro businesses locating to a new area. Similarly a steady stream of talented employees can help retain and expand strong industries and clusters.
Building this pipeline of workers requires input on future needs of companies from economic development as well as input from workforce development on where to find and train the workers for these future opportunities.
This webinar will highlight several regions in the country, urban and rural where they are making this work.
2. Mission
Recognizing the dignity and beauty of every person, we pledge
intelligent and practical action to overcome racism, poverty, and
injustice. And to build a metropolitan community where all people may
live in freedom, harmony, trust and affection. Black and white, yellow,
brown and red from Detroit and its suburbs of every economic status,
national origin and religious persuasion we join in this covenant.
3. Current Programming
• Partnering with local universities
• Provide improved programs for the
changing labor market
• Center for Advanced Technologies –
CAT
• Four year degree in engineering
• Machinist Training Institute – MTI
• State licensed for precision
machining
• Metalworking
• Curriculum to teach English, math- skills
and discipline
4. Core Strengths
• Proven and successful concepts
• Diversified job training
• Alliances with local schools and businesses
• Access to computer training
• Financial and adult literacy programs
• Tutors and mentors for homework and life skills for children
5. Potential Weaknesses
• Lack of job opportunities in Detroit
• New funding sources
• Ability to create partnerships
• Business as usual- lack of innovation
• Leadership, dynamics of their foundation
• Board structure
• Cost to raise a dollar
6. Opportunities for Growth
• Contracts with the Navy
• Current shortage of machinists and engineers
• Accounting, nursing
• Trades technical, plumbers, electricians, mechanics
• Recession impact individuals, retrain baby boomers
7. Threats
• High unemployment
• Competition from other Universities
• Job shortages
• Un-experienced workers
• Other non-profits (duplicative services)
8. The Future: Strategy
Our strategy recommendations will leverage the three Focus
Hope programs that exist today:
• Education and Training programs
• The Food Program
• Community development
9. Key Areas of Focus
• Grow and strengthen our strategic alliances
• Initiate a marketing strategy to grow revenue
funding by maintaining existing donors and
growing a new base of constituents and
philanthropic support
• Implement a robust strategy for cost
management, expense reductions and
program consolidation
10. Strengthen Strategic Alliances
• Education Alliances – by strengthening current academic
partners and matching new partners that can provide
education programs to meet future job placement demand
• Business Alliances – to align with the business sector to
meet demand in nursing, software development and network
security
11. Marketing Strategy to Grow Revenue
• Grow Existing Donor Base – align
fundraising programs, such as 10k races,
golf tourneys, event dinners and auctions
with existing events to promote the Focus
Hope brand
• Establish a New Funding Pipeline – by
focusing on a new demographic “grass
roots” effort to establish a new base of
annual giving, major giving and planned
giving support in addition to grants
12. Strategy for Cost Management, Expense Control
and Program Consolidation
• Grow & Expand Volunteer Support – by promoting campaigns in
the business and community sectors to grow the volunteer base for
operations & fundraising events reducing program costs and
expenses
• Expense Control & Program Consolidation - by implementing a
method of campaign project tracking to monitor and monitor and
better control fundraising costs and revenues and consolidation of
redundant campaign efforts
13. Summary
• Strengthen Alliances with the education and business sector
• Increase our base of organic and inorganic donors and volunteers
• Manage “cost control” and “cost reductions” as a percentage of
funding revenues
14. Summary
Based on these recommendations, it is our vision to increase:
• The Beneficiaries of Focus Hope – by increasing student
enrollment and job placement, expansion of the food program
and community development
15. Leadership Resources
Management Tools:
www.PMI.org
www.detroitmi.gov
Applications:
Mind Tools
Techniques:
PMBOK Guide 5th Edition
Organization:
Software needed(Accounting, CRM, Email, and Database like
salesforce or Raiser’s Edge).
Methods:
www.minnesotanonprofits.org
www.mnaonline.org
Leadership:
John C. Maxwell’s 5 Laws of Leadership
Other Resources:
www.hud.gov
Editor's Notes
Since 1968, Focus: Hope has been dedicated to intelligent and practical solutions to the communities issues of hunger, economic disparity, inadequate education, and racial divisiveness. The mission is simply stated to build a community where all people may live freely together.
Focus hope has been a leader in community development and engagement since its founding
A cornerstone of Focus: Hope’s success has been the organization’s ability to meet the needs of the community while aligning itself with key constituents who have the ability of either their time, talents or financial resources to ensure the longevity of this vital community asset.
Key partnerships with universities, industry leaders and other nonprofit organizations have allowed focus hope to substantially improve the quality of life for those its serves
Focus Hope knows it’s community and it’s community’s core needs
The organization has made forming alliances and providing necessary job training its focus since its inception
Technology and its contributions to the future have been embraced
The organization also confronts the daily struggles of those its serves and seeks to provide financial and adult literacy programs to empower the community to reach new goals and achieve their dreams
Focus Hope is realistic and knows that it will not be successful unless it is able to provide the community with tutors and mentors who have already overcome typical barriers to persona success
There are incredible barriers to success. Lack of jobs, sustainable funding and lack of innovation have all contributed a stagnant and ever-increasing sense of Focus Hope being out of touch with the community it claims to serve.
Focus Hope is not stagnate, as the needs of the community evolve, so do the practices of the organization
Detroit’s economy has been in crisis mode for years. The organization recognizes the most urgent needs for machinists, engineers, accountants, and healthcare professionals such as nurses
Additionally, the community will not be successful or complete without skilled tradespeople. Focus Hope will continue its training and seek to enrich it’s curriculum to offer the most up-to-date training to all who seek to pursue a profession within the trades
Focus Hope has vision. The organization knows that while baby boomers are staying in the job market longer than their parent’s, when they do retire, their knowledge is vital and relevant. Therefore, the organization will actively recruit volunteers and mentors from this generation.
The reality of the community is
Unemployment is at an all-time high. The City is bankrupt and organizations like Focus Hope must come together to offer their assistance and guidance
Universities are looking for new partners and programs to also assist the community. Focus Hope must be seen as the community leader it is and the natural partner for each these higher education institutions.
Detroit did not just one day go bankrupt, there is a history of complacency that must be corrected. There are more un-experienced workers today than ever before. Focus Hope must reach out to these markets to encourage continuing education and career advancement
Focus hope is a community resource that has been around for nearly 45 year. It must align itself with other organizations who may have more capacity to deliver specific services. These partnerships will allow focus hope to better deliver the services it does best to community. Focus Hope must become a true resource center for the community.
Going forward, we recommend focus hope to consolidate its efforts to concentrate on three primary program offerings
The Education and training program
The Food Program
And Community Development
Focus Hope must be the bridge in the community. By reaching out to key partners and forming strategic alliances, focus hope will be able to guide the future of the community
The community must know Focus Hope is here to stay and is willing to adapt to meet the most urgent needs of the community.
There is duplicative action within the organization and community. Focus Hope must be the leader and seek to form partnerships with organizations who are better positioned to implement some of the community services needed. No one organization can do it all. However, one organization, focus hope, can be the link and new resource center for the community.
Times have changes since 1968 and focus hope needs to meet those new needs and change with the times. To do that, we recommend new outreach to partners who can provide education programs to meet the future job placement demand.
Not just educational need is changing. Focus hope must acknowledge the business climate and its evolution within the community. Healthcare, technology and security sectors are seeing dramatic increases and the organization is primed to transition to meet those needs.
Focus Hope cannot do all the work it must alone. A rebust volunteer recruitment and development plan must be implemented. By actively recruiting more skilled volunteers, the organization will be able to better meet the needs of the community while lowering their operating expenses
Again, not one organization can do it all. Focus hope must transition form primary program implementation to an organization that brings the community together in its most true sense. Focus Hope must become a resource center and evaluate programs that may be better implemented in other partner organizations.
Focus Hope will remain is community resource as it STRENGTHENs is alliances, INCREASES its base of support (both material and human) and MANAGES its ability to opperate
It is our VISION for the future to better meet the current needs of the community and ensure a long-lasting pipeline of success.