The document outlines the proposed accountability structure for a cradle-to-career partnership in Geneva. It includes the roles of an anchor entity to provide backbone staff and data support, a steering committee of cross-sector leaders to provide strategic guidance, and collaborative action networks comprised of stakeholders and practitioners to identify strategies and indicators to improve outcomes. The structure is intended to provide clarity of roles and responsibilities, organize the work, and facilitate communication across the partnership.
The idea on this presentation is largely drawn from the result of the research study commissioned by both the Financial Times and the Special Libraries Association (SLA) in 2013.
In order to apply the so called “modern leadership techniques”, it would be best to explore first and have a better understanding of the evolving value of information management in today’s society based on the facts that were the result of the study gathered by Financial Times and SLA.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
The idea on this presentation is largely drawn from the result of the research study commissioned by both the Financial Times and the Special Libraries Association (SLA) in 2013.
In order to apply the so called “modern leadership techniques”, it would be best to explore first and have a better understanding of the evolving value of information management in today’s society based on the facts that were the result of the study gathered by Financial Times and SLA.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
Strategic Doing Workshops and Other SolutionsEd Morrison
An overview of a Strategic Doing workshop, as well as other Strategic Doing solutions. For more information contact Peggy Hosea at Purdue: phosea@purdue.edu
This presentation features the Governance Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
Strategic Doing Workshops and Other SolutionsEd Morrison
An overview of a Strategic Doing workshop, as well as other Strategic Doing solutions. For more information contact Peggy Hosea at Purdue: phosea@purdue.edu
This presentation features the Governance Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
1.4 modern child centered education - mahatma gandhi-2.pptx
Governance structures in collective impact initiatives
1. Steering
Committee
Community Partners
& Anchor Entity
Goal 3
College/
Career
Readiness
Goal 2
School
(K-12)
Goal 1
Kindergarten
Readiness
Data &
Communications
Success for Geneva’s
Children School Readiness
Taskforce
Literacy
STEaM
Graduation
Rate
Career
Readiness
College
Readiness
Anchor Entity Is
HWS: A neutral
entity; provides key
staff and data
supports,
communicates and
works across
sectors to eliminate
silos and deliver
results, and has
convening power to
ensure that key
leaders will
consistently come
to the table over
time.
Steering Committee:
Comprised of core cross-sector
leaders from across the Geneva
community; provides strategic
guidance; members possess
the authority to leverage
significant financial and/or
social capital to advance
Geneva 2020 goals and
outcomes; key public
champions.
Action Teams: Comprised
of existing/emerging groups
and coalitions, including
stakeholders, practitioners,
and issue experts. Specific
responsibilities include:
1) Identify initial
contributing indicators and
commit to integrating these
indicators into own
performance tracking;
2) Identify successful
strategies and commit to
integrating into
practice/program
3) Communicate progress
to Steering Committee
10/31/2018 1
Attendance
Geneva 2020’s current Governance Structure.
Created in Spring, 2015.
3. Accountability structuresprovide:
- Clarity
•Around roles & responsibilities
•Around decision making and authority
- Organization
•Organizesthe work toimproveeffectiveness and efficiency
• Outlines an organized work-flow
- Communication
•Visual of what a cradleto careerpartnership looks like
Whyis an Accountability Structure important?
4. AnchorEntity:
Isa neutralpartner,well-foundedin the community.Theirprimaryresponsibilitiesinclude bringing key
leaderstogethertobuild strongrelationshipswithinthe partnership.TheAnchorEntityis responsible
forall externalcommunication,maintainsadata-drivenfocus,andhasthe capacityforthe Backbone
staffwhomanagethe everydayoperationsofthepartnership.
BackboneStaff:
Is a groupofindividuals whomanagethe day-to-dayoperationsofthe partnership.
Leadership Council:
Is a groupofcross-sector,executive-level leadersfromeducation,non-profit,philanthropic,business,
civic, faith-based,andcommunityorganizationsthatparticipatein the direction-settingof the
partnership.Theirprimaryresponsibilitiesinclude removing barriers(ex. political,operationalor
financialbarriers),strategicdecision-making,andhelping toconvene partners.
*Meetsquarterlyandoperatesonconsensus basis.
Rolesand Table Descriptions.
5. Steering Committee:
Is a smallersubsetofthe leadershipcouncil. Thisgroup actsasanadvisorygroup totheleadership
council byproviding guidanceon keyissues ofthe partnership.
*Meetsmorefrequentlythanthe leadershipcouncil.
Operations Council:
Is responsibleforcoordinatingtheneeds ofthecollaborativeactionnetworkswithsupporttoeach
group,andprovides acommunicationlink tothe leadershipcouncil regarding theworkofcollaborative
actionnetworks.Theyhaveanessential rolein theinternalcommunicationsofthepartnership.
*Meetsmonthly.
Collaborative ActionNetworks (CANs):
Is a groupofcross-sectorpractitionersandindividualswho organizearoundasingle community-level
outcome.This groupis oftenformedaroundselectedindicators.Theydevelop acharterandactionplan
withstrategiestoimproveanoutcome.
*Meetsbiweekly
Rolesand Table Descriptions.
6. These roles and responsibilities should be incorporated into the various
tables within the partnership’s accountability structure.
• Changepracticeonground - implement data-drivenimprovementsidentified in theactionplan
• ConvenePartners - bringtogetherthenecessarycommunitypartnerstosupportthework
• Dataanalysis- Analyzedataaccordingtothe partnership’sneeds
• Development/fundraising - Secure fundingandresourcesnecessarytoadvancethe partnership’s
work
• House backbonestaff-Provideofficespace, technologyneedsandmeeting spacefor
partnership’sstaff
• Implementstrategies toimpactoutcomes- implement data-drivenstrategiesidentified in the
actionplantoimpactanoutcomeandcontinuouslymonitorandimprovethose strategies
• Remove barriers -worktoeliminateidentified barriersthatinhibitthe advancementofthework
• Strategic decisionmaking-makedecisions on thestrategicdirectionandmission ofthe
partnership
Roles& ResponsibilitiesDefined.
7. Detailing the decision-making roles for specific types of decisions helps
clarify the role and authority within that role for each table, as wellas start
to outline the work-flow within the partnership.
Decide: determine the action to be take or the decision to bemade
Approve: final authority on a decision oraction, support/agreement is needed
from this group to take action
Input: consultation is neededfrom this group before decisions are made
Execute: carries out the action oncedecision is made and approved
Decision-MakingRoles Defined.
8. PROs
•Clear visualof accountability
and authority
•Clear organization of work-
flow
•Commonly used design,
familiarity
Hierarchical Designs
CONs
•Can be perceived as‘top-
down’
•Could be considered
bureaucratic
•Rigid-not organic
9. PROs
•Perceivedto be more inclusive and
less top-down
•Eliminates the conceptof an
individual orgroup being above or
belowanother
ConcentricDesigns
CONs
•Decision making and work-flow is
less clear
•Reporting structure is less clear
11. C2C
Partner-
ship
Anchor Entity Backbone LeadershipCouncil
Steering
Committee
Operations
Council
Collaborative
ActionNetworks
Other
The
Roadmap
Project
(Seattle)
Provides
staffing,
communi
c-ation
anddata
supportto
progress
Community
Networkand
AdvocatesCaucus:
Providesstrategic
inputandleadership
onpowerful
advocacy
communityand
parentengagement
policiesand
practicesthat
advanceequity
Project
Sponsors:
Overallproject
strategic
direction,
progress
monitoring,and
implementation
support
Workgroups:
Improveoutcomes,
identifystrategies
thatwillimprove
educationoutcomes,
reviewresultsto
informchangesin
practices
Data Advisors
Group:
Providestechnical
adviceonthe
projectscomplex
dataissues
EducationResults
Network:
providesinputand
buildingconnections
AlignedFunders:
investforgreater
systemimpact
Commit!
(Dallas)
Provideskey
staff/data
support
Works across
sectorsto help
eliminatesilos
Hasconvening
power
Executive level
Drives strategyand
regionalcollaborative
action
Usesauthorityto
align/brokerresources
Promotes/reportsdata
to partnershipand
generalpublic
Subsetof
leaderswithin
the Leadership
Council.
Develops
agendaforthe
Leadership
Council
Support Council:
Chairssit in on the
LeadershipCouncil
Collectivethought-
partnersassist
backboneto identify
andsupport
impactfulstrategies
Practitioner Networks:
Groupsof practitioners
operatingcollaboratively
within eachspectrumof
C2C continuum.
Operatesin thefieldwith
at leastoneeducational
provider,collectively
working togetheronkey
strategiesto improve
priorityoutcomes.
12. EXECUTIVE COMMITTEE:
(10 members; meets monthly)
Implementwhat leadership team develops
LEADERSHIP TEAM:
(20-30 members; meets quarterly)
Guiding Principles: tolerant of mistakes;
respectful, no ideology, visionary, forward-thinking
• Champion vision
• Affirm direction
• Advocate for what works
• Promote and report
data / results
BACKBONE ORGANIZATION:
The Community Foundation
North Louisiana Accountability Structure - DRAFT
OPERATIONS TEAM:
(Ongoing)
• Provide recommendations for process and strategy
• Drive the implementation, oversight and support of the network and support teams
NETWORKS: Learning Communities Along the Cradle to Career Pipeline
Early
Childhood
K8 High
School
Post-
Secondary
Economic Civic Service
SUPPORT TEAMS: Provide advice, support and sustainability to each Network. Chairs serve on the Operations Team.
Data
Parent
Advisory
Youth
Advisory
Communications
Community
Outreach Funding
Policy /
Advocacy