LAUNCH Flagstaff aims to improve Flagstaff's educational ecosystem through establishing a sustainable organizational structure. The document proposes an organic hierarchical structure to facilitate accountability while allowing for growth. It includes leadership, director, support staff, and community action networks focused on early childhood and post-secondary education. The structure is intended to clearly define goals, roles, and information sharing to support LAUNCH Flagstaff's mission.
This document provides an overview of the structure and responsibilities of Organizing for Action (OFA) chapters and teams. It describes that OFA uses a three-level structure of state, chapter, and team levels to organize volunteers. Chapters are responsible for coordinating teams in their area and executing larger campaigns, while teams focus on local organizing actions. The document outlines the typical roles and responsibilities at the chapter and team levels, and describes the process of developing chapters and teams through different phases as they take on more complex roles and leadership responsibilities over time.
Rotary International is investing over $1 million and dedicating 4 staff members to grow its young professional membership base. It conducted focus groups with non-Rotarians to understand why young people are not joining and found that Rotary is seen as too expensive and not fitting into modern lifestyles. In response, Rotary held Young Professional Summits to get input from current young members on engagement strategies. It also provided grants of up to $15,000 for local clubs to host events targeting young non-Rotarians and showcasing Rotary. The goal is to develop best practices for engaging young professionals internationally.
This symposium brings together researchers and practitioners to discuss frameworks for leadership theory and practice. It aims to provide a forum for dialogue to help develop models for implementing leadership development.
The main challenge discussed is how to measure the impact and return on investment of leadership development programs. While some tools and approaches have been developed, organizations still struggle to understand when and how leadership development occurs. Experts share experiences from organizations and present ideas for capturing the outcomes of leadership development efforts. The goal is to help organizations determine who to develop, how to develop leaders, and the impact of their development work.
This document provides a toolkit to increase collaboration among AmeriCorps VISTA members. It was created by an Action Learning Challenge team of 5 VISTA leaders over 4 months. The toolkit contains guides for VISTA leaders and members, as well as a recorded webinar, on how to use the VISTA Campus and other tools to connect VISTAs locally, regionally, and nationally. The goal is to improve member satisfaction and retention by combating isolation and fostering relationships and support networks.
FSM aims to increase higher education access and success for youth from foster care in Michigan. From 2012-2014, FSM focused on short-term outcomes. It established 12 on-campus support programs, up from 5 originally. It provided backbone support to these programs through its Higher Education Consortium. Enrollment of youth from foster care in higher education increased over this period as well. While progress was made on short-term goals, longer-term outcomes like graduation rates and career transition success will require continued effort.
Toolkit for Effective Collaboration Among VISTAs_ALC2015Gretchen Chomas
This section shares lessons learned from AmeriCorps VISTA members about the importance of collaboration during their service. It highlights stories from VISTA leaders who wish they knew to ask more questions of other leaders for support and advice. It also discusses challenges with bringing together geographically dispersed cohorts and the importance of setting clear expectations for collaboration from the beginning. The key takeaways are for VISTA leaders to host events, set expectations for collaboration, communicate regularly with members, and connect members with similar projects or areas of focus to foster partnerships.
Robert Schout is an experienced executive coach and consultant who has provided training to over 12,000 professionals from 500 organizations in 5 countries. He has extensive experience developing leadership programs, competencies, and evaluations. Currently, he runs his own training firm and works as an adjunct lecturer, teaching courses on leadership, ethics, and conflict management.
Knowledge partnerships are about joint generation and sharing of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature. This presentation explains how one can design knowledge partnerships better.
This document provides an overview of the structure and responsibilities of Organizing for Action (OFA) chapters and teams. It describes that OFA uses a three-level structure of state, chapter, and team levels to organize volunteers. Chapters are responsible for coordinating teams in their area and executing larger campaigns, while teams focus on local organizing actions. The document outlines the typical roles and responsibilities at the chapter and team levels, and describes the process of developing chapters and teams through different phases as they take on more complex roles and leadership responsibilities over time.
Rotary International is investing over $1 million and dedicating 4 staff members to grow its young professional membership base. It conducted focus groups with non-Rotarians to understand why young people are not joining and found that Rotary is seen as too expensive and not fitting into modern lifestyles. In response, Rotary held Young Professional Summits to get input from current young members on engagement strategies. It also provided grants of up to $15,000 for local clubs to host events targeting young non-Rotarians and showcasing Rotary. The goal is to develop best practices for engaging young professionals internationally.
This symposium brings together researchers and practitioners to discuss frameworks for leadership theory and practice. It aims to provide a forum for dialogue to help develop models for implementing leadership development.
The main challenge discussed is how to measure the impact and return on investment of leadership development programs. While some tools and approaches have been developed, organizations still struggle to understand when and how leadership development occurs. Experts share experiences from organizations and present ideas for capturing the outcomes of leadership development efforts. The goal is to help organizations determine who to develop, how to develop leaders, and the impact of their development work.
This document provides a toolkit to increase collaboration among AmeriCorps VISTA members. It was created by an Action Learning Challenge team of 5 VISTA leaders over 4 months. The toolkit contains guides for VISTA leaders and members, as well as a recorded webinar, on how to use the VISTA Campus and other tools to connect VISTAs locally, regionally, and nationally. The goal is to improve member satisfaction and retention by combating isolation and fostering relationships and support networks.
FSM aims to increase higher education access and success for youth from foster care in Michigan. From 2012-2014, FSM focused on short-term outcomes. It established 12 on-campus support programs, up from 5 originally. It provided backbone support to these programs through its Higher Education Consortium. Enrollment of youth from foster care in higher education increased over this period as well. While progress was made on short-term goals, longer-term outcomes like graduation rates and career transition success will require continued effort.
Toolkit for Effective Collaboration Among VISTAs_ALC2015Gretchen Chomas
This section shares lessons learned from AmeriCorps VISTA members about the importance of collaboration during their service. It highlights stories from VISTA leaders who wish they knew to ask more questions of other leaders for support and advice. It also discusses challenges with bringing together geographically dispersed cohorts and the importance of setting clear expectations for collaboration from the beginning. The key takeaways are for VISTA leaders to host events, set expectations for collaboration, communicate regularly with members, and connect members with similar projects or areas of focus to foster partnerships.
Robert Schout is an experienced executive coach and consultant who has provided training to over 12,000 professionals from 500 organizations in 5 countries. He has extensive experience developing leadership programs, competencies, and evaluations. Currently, he runs his own training firm and works as an adjunct lecturer, teaching courses on leadership, ethics, and conflict management.
Knowledge partnerships are about joint generation and sharing of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature. This presentation explains how one can design knowledge partnerships better.
Tribuz interiors is the best interior designers & decorator In Delhi NCR. Tribuz interiors are specialized in residential, commercial & hospitality turnkey projects. Tribuz interiors not only help with designs but also to restructure the dream homes.
A 54-year-old female presented with decreased consciousness (GCS 6/15), dilated pupils, increased muscle tone, tachycardia, and urinary retention. Catheterization drained 2L of urine. She experienced a generalized seizure and ventricular tachycardia. Lab results were normal except for elevated white blood cell count. Imaging showed no abnormalities. The combination of symptoms and lab findings suggested tricyclic antidepressant overdose, which was treated with airway protection, IV fluids, correcting acidosis, gastric lavage, charcoal, and oxygen supplementation.
Este documento presenta el syllabus estandarizado de la asignatura "Nuevas Tecnologías de la Información y Comunicación" impartida en la Universidad Técnica de Machala. La asignatura se enfoca en enseñar a los estudiantes a aplicar nuevas herramientas informáticas y de comunicación basadas en Internet. El curso consta de 4 unidades que cubren temas como entornos de aprendizaje personal, estrategias de gestión de información digital, ofimática en línea y sistemas de gestión de contenidos. La metodología
This document summarizes research on competitor bank websites and mobile apps. It finds that most large banks have similar webpage layouts with tabs for personal, small business, investments, and commercial banking. Chase stands out with an interactive tab for popular services. M&T Bank's reverse tab structure is also unique. Fees for checking accounts vary widely between banks. Bank of America's mobile app allows locking/unlocking cards and scheduling appointments. The document evaluates features from a college student perspective and finds Bank of America's financial education resources and Chase's stories particularly useful.
This document contains 50 multiple choice questions that appear to be from a final exam for an accounting information systems (AIS) course. The questions cover topics like AIS processes, value chains, data flows, databases, controls, risks, encryption, and privacy.
This document provides background information on the context and theoretical framework for analyzing sexuality education policies and curricula. It discusses queer theory and how it challenges heteronormative assumptions. It also outlines the evolution of sexuality education in the US, from its origins to current policies that primarily fund abstinence-only programs, which have been shown to marginalize LGBTQ students. The research aims to examine discourses around sexuality education and their impact on sexually minoritized youth.
Learn which 3 Federal Grants help you achieve your career goals and help you with free Education. Learn about eligibility, paperwork and forms required.
This document provides an analysis of the US higher education industry and Northern Arizona University's position within it. It identifies the key success factors for the industry as responding to diverse student needs, embracing technology, and maintaining a strong reputation. For NAU specifically, strengths include its tight-knit community in Flagstaff, while weaknesses are its less prestigious reputation compared to other universities. NAU has an opportunity to broaden its appeal through expanding its online course offerings, while its largest threat comes from potential funding cuts by Arizona's government bodies.
Mr. Shankar Mandavkar is seeking a responsible position in a growth-oriented organization. He has over 15 years of experience in production planning, supervision, operations, and safety management in the pharmaceutical industry. His resume lists his work history at Sandoz Pvt Ltd since 2012 as a Technical Associate handling reactors, centrifuges, filters and more. Prior to that, he worked at Plasma Blood Bank and Jupitar Hospital from 2010-2012 as a Blood Bank Technician and at Bharat Serums and Vaccines Ltd from 2004-2010 as a Senior Technician in their injectable sterile plant handling autoclaves, isolators, filtration and more. He has a BSc in Chemistry from the University of
This document provides background information on Grand Canyon National Park and the National Park Service in preparation for a centennial magazine celebrating 100 years of the park. It discusses the history of both the NPS and Grand Canyon NP. Key points covered include Theodore Roosevelt's role in establishing the national park system, the various indigenous tribes that inhabited Grand Canyon over time, and current trends affecting the park like an aging visitor demographic and infrastructure. The document outlines goals for the centennial magazine, which are to engage diverse audiences, highlight the people who shaped the park's history, and inspire involvement in the park's future.
A valve is a component of the piping network. It is a mechanical device, controlling or modifying the flow and pressure within a pipeline that convey liquids and gases. A valve stops, allows, control and modifies flow of a fluid media.
The document contains scripts for a 30-second public service announcement (PSA) about Rotary's efforts to end polio. The PSA uses video clips and an narrator to show that polio was once a global problem but has now been eliminated in over 125 countries due to Rotary's vaccination campaign. However, the fight is not over and donations are still needed to end polio completely. The PSA asks viewers to visit endpolio.org to donate or sign a petition to help "finish the fight" against polio.
Karen Horney was a German psychoanalyst who developed her own theories about neurosis and personality. She identified 10 neurotic needs that she believed all humans have, including the need for affection, a partner, power, social recognition, and perfection. Horney also studied feminine psychology and believed that societies encouraged women to depend on men. She published several works developing her theories and challenging some of Freud's views before becoming a practicing psychiatrist in the United States. Horney made important contributions to psychoanalytic thought as one of the first prominent female theorists in the field.
Strategies by Luis Valentino to Drive Educational ReformJimmyGFlores
The educational reform movement in America is diverse and growing. Several constituencies form the heart of this movement but all are working to restructure public and private institutions and to influence the public policies that affect those institutions.
Organization Behavior Case Study Building a Coalition - Final.pptxnagarajan740445
Organizational behavior is the study of how individuals and groups act in organizations. It examines how to apply this knowledge to improve organizational effectiveness. Building a coalition allows groups to combine resources to become more powerful than alone. This case study discusses forming a coalition among the Woodson Foundation, a nonprofit; a school district in Washington, D.C.; and the National Coalition for Parental Involvement in Education to create an after-school program. Guidelines are provided for developing an effective team, including considerations for group dynamics, collaboration, member selection, conflict resolution, and negotiation strategies.
For more course tutorials visit
www.newtonhelp.com
This Tutorial contains 2 Papers
You are required to analyze this week’s case study and submit a two- to three-page paper addressing the key questions identified. Remember that all case studies present both too much and too little information. There
For more course tutorials visit
www.newtonhelp.com
This Tutorial contains 2 Papers
You are required to analyze this week’s case study and submit a two- to three-page paper addressing the key questions identified. Remember that all case studies present both too much and too little information. There may be information presented that is not really relevant, and there may be scant information about a key area.
Mgmt 591 Effective Communication - tutorialrank.comBartholomew61
For more course tutorials visit
www.tutorialrank.com
This Tutorial contains 2 Papers
You are required to analyze this week’s case study and submit a two- to three-page paper addressing the key questions identified. Remember that all case studies present both too much and too little information. There may be information presented that is not really relevant, and there may be scant information about a key area. This analysis does require
This document summarizes a study on organizational learning in non-profits. It finds that while non-profit leaders value knowledge sharing, there are three common barriers: a lack of clear learning goals, insufficient incentives for participation, and uncertainty around effective knowledge sharing processes. It provides examples of how organizations like KIPP charter schools, World Vision, and others are working to address these barriers through communities of practice, setting measurable learning goals, and integrating learning into everyday work.
For more course tutorials visit
www.tutorialrank.com
This Tutorial contains 2 Papers
You are required to analyze this week’s case study and submit a two- to three-page paper addressing the key questions identified. Remember that all case studies present both too much and too little information. There may be information presented that is not really relevant, and there may be scant information about a key area.
For more classes visit
www.snaptutorial.com
This Tutorial contains 2 Papers
You are required to analyze this week’s case study and submit a two- to three-page paper addressing the key questions identified
Tribuz interiors is the best interior designers & decorator In Delhi NCR. Tribuz interiors are specialized in residential, commercial & hospitality turnkey projects. Tribuz interiors not only help with designs but also to restructure the dream homes.
A 54-year-old female presented with decreased consciousness (GCS 6/15), dilated pupils, increased muscle tone, tachycardia, and urinary retention. Catheterization drained 2L of urine. She experienced a generalized seizure and ventricular tachycardia. Lab results were normal except for elevated white blood cell count. Imaging showed no abnormalities. The combination of symptoms and lab findings suggested tricyclic antidepressant overdose, which was treated with airway protection, IV fluids, correcting acidosis, gastric lavage, charcoal, and oxygen supplementation.
Este documento presenta el syllabus estandarizado de la asignatura "Nuevas Tecnologías de la Información y Comunicación" impartida en la Universidad Técnica de Machala. La asignatura se enfoca en enseñar a los estudiantes a aplicar nuevas herramientas informáticas y de comunicación basadas en Internet. El curso consta de 4 unidades que cubren temas como entornos de aprendizaje personal, estrategias de gestión de información digital, ofimática en línea y sistemas de gestión de contenidos. La metodología
This document summarizes research on competitor bank websites and mobile apps. It finds that most large banks have similar webpage layouts with tabs for personal, small business, investments, and commercial banking. Chase stands out with an interactive tab for popular services. M&T Bank's reverse tab structure is also unique. Fees for checking accounts vary widely between banks. Bank of America's mobile app allows locking/unlocking cards and scheduling appointments. The document evaluates features from a college student perspective and finds Bank of America's financial education resources and Chase's stories particularly useful.
This document contains 50 multiple choice questions that appear to be from a final exam for an accounting information systems (AIS) course. The questions cover topics like AIS processes, value chains, data flows, databases, controls, risks, encryption, and privacy.
This document provides background information on the context and theoretical framework for analyzing sexuality education policies and curricula. It discusses queer theory and how it challenges heteronormative assumptions. It also outlines the evolution of sexuality education in the US, from its origins to current policies that primarily fund abstinence-only programs, which have been shown to marginalize LGBTQ students. The research aims to examine discourses around sexuality education and their impact on sexually minoritized youth.
Learn which 3 Federal Grants help you achieve your career goals and help you with free Education. Learn about eligibility, paperwork and forms required.
This document provides an analysis of the US higher education industry and Northern Arizona University's position within it. It identifies the key success factors for the industry as responding to diverse student needs, embracing technology, and maintaining a strong reputation. For NAU specifically, strengths include its tight-knit community in Flagstaff, while weaknesses are its less prestigious reputation compared to other universities. NAU has an opportunity to broaden its appeal through expanding its online course offerings, while its largest threat comes from potential funding cuts by Arizona's government bodies.
Mr. Shankar Mandavkar is seeking a responsible position in a growth-oriented organization. He has over 15 years of experience in production planning, supervision, operations, and safety management in the pharmaceutical industry. His resume lists his work history at Sandoz Pvt Ltd since 2012 as a Technical Associate handling reactors, centrifuges, filters and more. Prior to that, he worked at Plasma Blood Bank and Jupitar Hospital from 2010-2012 as a Blood Bank Technician and at Bharat Serums and Vaccines Ltd from 2004-2010 as a Senior Technician in their injectable sterile plant handling autoclaves, isolators, filtration and more. He has a BSc in Chemistry from the University of
This document provides background information on Grand Canyon National Park and the National Park Service in preparation for a centennial magazine celebrating 100 years of the park. It discusses the history of both the NPS and Grand Canyon NP. Key points covered include Theodore Roosevelt's role in establishing the national park system, the various indigenous tribes that inhabited Grand Canyon over time, and current trends affecting the park like an aging visitor demographic and infrastructure. The document outlines goals for the centennial magazine, which are to engage diverse audiences, highlight the people who shaped the park's history, and inspire involvement in the park's future.
A valve is a component of the piping network. It is a mechanical device, controlling or modifying the flow and pressure within a pipeline that convey liquids and gases. A valve stops, allows, control and modifies flow of a fluid media.
The document contains scripts for a 30-second public service announcement (PSA) about Rotary's efforts to end polio. The PSA uses video clips and an narrator to show that polio was once a global problem but has now been eliminated in over 125 countries due to Rotary's vaccination campaign. However, the fight is not over and donations are still needed to end polio completely. The PSA asks viewers to visit endpolio.org to donate or sign a petition to help "finish the fight" against polio.
Karen Horney was a German psychoanalyst who developed her own theories about neurosis and personality. She identified 10 neurotic needs that she believed all humans have, including the need for affection, a partner, power, social recognition, and perfection. Horney also studied feminine psychology and believed that societies encouraged women to depend on men. She published several works developing her theories and challenging some of Freud's views before becoming a practicing psychiatrist in the United States. Horney made important contributions to psychoanalytic thought as one of the first prominent female theorists in the field.
Strategies by Luis Valentino to Drive Educational ReformJimmyGFlores
The educational reform movement in America is diverse and growing. Several constituencies form the heart of this movement but all are working to restructure public and private institutions and to influence the public policies that affect those institutions.
Organization Behavior Case Study Building a Coalition - Final.pptxnagarajan740445
Organizational behavior is the study of how individuals and groups act in organizations. It examines how to apply this knowledge to improve organizational effectiveness. Building a coalition allows groups to combine resources to become more powerful than alone. This case study discusses forming a coalition among the Woodson Foundation, a nonprofit; a school district in Washington, D.C.; and the National Coalition for Parental Involvement in Education to create an after-school program. Guidelines are provided for developing an effective team, including considerations for group dynamics, collaboration, member selection, conflict resolution, and negotiation strategies.
For more course tutorials visit
www.newtonhelp.com
This Tutorial contains 2 Papers
You are required to analyze this week’s case study and submit a two- to three-page paper addressing the key questions identified. Remember that all case studies present both too much and too little information. There
For more course tutorials visit
www.newtonhelp.com
This Tutorial contains 2 Papers
You are required to analyze this week’s case study and submit a two- to three-page paper addressing the key questions identified. Remember that all case studies present both too much and too little information. There may be information presented that is not really relevant, and there may be scant information about a key area.
Mgmt 591 Effective Communication - tutorialrank.comBartholomew61
For more course tutorials visit
www.tutorialrank.com
This Tutorial contains 2 Papers
You are required to analyze this week’s case study and submit a two- to three-page paper addressing the key questions identified. Remember that all case studies present both too much and too little information. There may be information presented that is not really relevant, and there may be scant information about a key area. This analysis does require
This document summarizes a study on organizational learning in non-profits. It finds that while non-profit leaders value knowledge sharing, there are three common barriers: a lack of clear learning goals, insufficient incentives for participation, and uncertainty around effective knowledge sharing processes. It provides examples of how organizations like KIPP charter schools, World Vision, and others are working to address these barriers through communities of practice, setting measurable learning goals, and integrating learning into everyday work.
For more course tutorials visit
www.tutorialrank.com
This Tutorial contains 2 Papers
You are required to analyze this week’s case study and submit a two- to three-page paper addressing the key questions identified. Remember that all case studies present both too much and too little information. There may be information presented that is not really relevant, and there may be scant information about a key area.
For more classes visit
www.snaptutorial.com
This Tutorial contains 2 Papers
You are required to analyze this week’s case study and submit a two- to three-page paper addressing the key questions identified
Allegheny Valley School is a non-profit organization established in 1960 to care for children with intellectual and developmental disabilities. It has since grown to serve over 900 children, adults, and seniors across 9 Pennsylvania counties. In 2008, it was acquired by NHS Human Services. The organization is committed to providing quality programs and facilities to help those with disabilities reach their full potential.
This document discusses lessons learned from the Communities for Public Education Reform Fund's (CPER) efforts to build capacity for community organizing and advocacy groups working on education issues. Some key points:
- CPER provided direct grants as well as capacity building supports like leadership development, collaboration, and knowledge sharing to help grantees strengthen their work.
- Capacity building is meant to build sustainable infrastructure and enhance organizations' abilities to advance their missions over the long term.
- CPER's strategies included grants to local groups, resources to foster collaboration, and supports to strengthen individual groups and the field as a whole.
- The document outlines 10 lessons learned on effective capacity approaches and discusses common capacity challenges grantees
The document discusses organizational performance and how it relates to an organization's past, present, and projected future performance. Organizational performance comprises the actual output or results achieved by an organization over a period as measured against its intended outputs or plans. Key factors that influence organizational performance include organizational structure, culture, leadership, and employee motivation and skills. Measuring performance helps organizations identify areas of strength and weakness and make improvements.
Choose one field such as academia, health, consulting, business, man.pdffathimafancyjeweller
Choose one field such as academia, health, consulting, business, management, and so on and
discuss the importance of followership in that field.
Solution
A follower can be a personality kind, as a foothold in a very hierarchy, as a role, or as a
collection of traits and behaviors. Studies of followership have created numerous theories
together with an attribute, activity attributes, role, and constructionist theories additionally to
exploring myths or misunderstandings concerning followership.
---Effective followership coaching within the school room is difficult due to media messages that
preference leadership, internal schemas command by students that ignore followership, and
cultural biases against it. undergrad and graduate students are proof against the thought of
followership and followership have been taken as leadership poorly enacted or as subsiding for a
lesser position. In recent years, attitudes have begun to change the students have noted that
following is an expected, healthy a part of a reciprocal relationship in social media which it
failed to carry negative connotations.
Although a student’s contribution within the schoolroom has such high significance, the school
admissions system has nevertheless to seek out the way to acknowledge and reward students who
have ceaselessly created these contributions. on condition that outstanding schoolroom
contributions are neglected, nevertheless play such an important role, it\'s the responsibility of
the school admissions system to seek out the way to spot them.
---In hospitals and tourism, being a good follower is vital for achieving the service-oriented goals
of the many operations.In hospital operations, it\'s typically necessary for followers to figure
severally of their leaders to holdout necessary tasks. it\'s been steered that incorporating
followership into coaching and education in intentional, purposeful ways in which may assist
operations in hospital and tourism.
---Followership, as outlined by Hurwitz (2008), is “accepting or enabling [italics original] the
goal accomplishment of one’s leader”. within the context of franchising, the franchise may well
be seen as an admirer as a result of he or she accepts the franchisor’s business plan and allows
the franchisor’s goal accomplishment through the individual franchise operations. Leaders will
begin by building structure price for followers and followership price could be a method of
incorporating the construct of followership into the organization’s culture, policies, and practices
as a result of leaders have followers it\'s their responsibility to line a vision, build trust, and
encourage the followers with passion and hope.
---The Followership Learning Community (FLC) could be a learning community inside the
International Leadership Organization (ILA) and is “dedicated to the event of information,
competencies, and programs regarding the leader-follower relationship. it\'s the primary such
educational or applies community dedi.
CASE 3 Building a CoalitionLearning GoalsMan.docxtroutmanboris
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Organizational capacity refers to an organization's ability to achieve its goals and influence outcomes. It is a complex concept influenced by internal and external factors. The document discusses various approaches to building organizational capacity, including adding resources, using organization development consultants, and Appreciative Inquiry. Appreciative Inquiry is a 4-stage process of discovering strengths, envisioning possibilities, building consensus on a shared vision, and implementing changes to achieve that vision. It seeks to build capacity by focusing on an organization's positive attributes rather than its problems.
1. The document describes a faculty leadership program at Austin Peay State University that aims to promote leadership from faculty ranks rather than just administrators.
2. It discusses how the program provides opportunities for faculty to network, gain awareness, collaborate, develop visions, empower others, and mobilize change through activities like shadowing leaders, guest speakers, and a group project.
3. The goal is to cultivate an environment of change agents across campus who can help transform and strengthen the university through grassroots efforts rather than just top-down initiatives.
Janet, a teacher, established a literacy development program at her elementary school to increase students' reading outside of school and improve their test scores. She formed a team consisting of a parent, teacher, and librarian. Their projects included a reading competition between classes and family literacy workshops. The team worked hard to gain support from local businesses to provide incentives. Their persistence paid off, as parent involvement greatly increased and test scores were expected to rise due to the program's success.
Janet, a teacher, established a literacy development program at her elementary school to increase students' reading outside of school and improve their test scores. She formed a team consisting of a parent, teacher, and librarian. Their projects included a reading competition between classes and family literacy workshops. Despite initial lack of support, the team persisted and gained support from local businesses. The program was successful, with increased parent participation and improved reading logs. The principal recognized the program's success.
The document discusses theories of action and ecosystem analyses in education. A theory of action articulates the levers needed to achieve a vision for students and roles different organizations can play. An ecosystem analysis examines the current state of educational opportunities and barriers, the community vision, and the educational system. It is important to involve stakeholders like staff, alumni, and partners in the analysis to determine different organizations' roles in pulling levers to achieve the vision. The document provides examples of theories of action that take more direct or holistic approaches to systemic change.
The document discusses the need for collaborative leadership in higher education. It argues that traditional hierarchical leadership approaches are no longer sufficient to address the complex challenges facing colleges and universities. True collaboration requires shared decision-making across divisions to achieve mutually agreed upon goals. The barriers to collaboration include hierarchies, campus culture, lack of networking, and collaborating for the wrong reasons. Effective collaboration is disciplined and results-oriented. Senior leaders must develop collaborative skills and distribute leadership to tackle adaptive challenges that cannot be solved through technical changes alone.
The document discusses the need for collaborative leadership in higher education. It argues that traditional hierarchical leadership approaches are no longer sufficient to address the complex challenges facing colleges and universities. True collaboration requires shared decision-making across divisions to achieve mutually agreed upon goals. The barriers to collaboration include hierarchy, campus culture, lack of networking, and collaborating for the wrong reasons. Effective collaboration is disciplined and results-oriented. Senior leaders must develop collaborative skills and distribute leadership to solve problems in new ways.
1. Introduction
LAUNCH Flagstaff aims to achieve lofty goals of evolving Flagstaff’s existing lifelong
educational support networks. In order to actualize its mission of improving Flagstaff’s
educational ecosystem, LAUNCH Flagstaff will need to succeed where similar organizations
have failed in the past. In researching an organizational structure proposal that would set
LAUNCH Flagstaff up to succeed, several key success factors emerged. Primarily, LAUNCH
Flagstaff will need to simultaneously provide a structured network of accountability, while also
being able to facilitate open-ended innovation and communication throughout the Flagstaff
community. Performing both of these primary functions well will require that LAUNCH Flagstaff
create and implement an organizational structure that will allow for organic future growth, as
well as provide direction for partners to best commit their resources towards advancing the
LAUNCH Flagstaff mission. In this sense, LAUNCH Flagstaff will need an organizational
structure to position itself as a conduit for community collaboration and center of educational
resources for local organizations.
Background
Arizona has Early Learning Standards which include Approaches to Learning Standard, a
Language and Literacy Standard, and a Social-Emotional Standard for young children aged
three to five years old. Despite statewide initiatives, Arizona currently ranks as number 48 with
regard to quality of education. Although Arizona is currently ranking near last, Flagstaff1
currently has a wide array of schooling options including public, private, Montessori, and
Waldorf. Public charter schools, such as Pine Forest and Northland Preparatory, are free of2
charge and offer a more rigorous educational experience than Flagstaff Unified School District
schools such as Mount Elden Middle School. Among Flagstaff’s educational support
organizations is the Arizona Community Foundation of Flagstaff, which is “a family of charitable
funds created for the community, by the community.” These funds are utilized for scholarships3
and grants, both to nonprofit organizations in Flagstaff, as well as Flagstaff students.The
underlying issues with regard to availability to resources and direction in the schooling system in
Flagstaff demonstrate the need for programs like LAUNCH Flagstaff.
Synthesis of Role Model Organizations
LAUNCH Flagstaff initially identified Albany, Boise, Redwing, and Santa Barbara’s initiatives as
model organizations. All four of these organizations have a similar goal; they all seek to improve
the state of education in their respective communities. A major takeaway from the four
organizations was that the organizational goals need to be clearly laid out and well-defined.
Boise and Redwing outlined their goals best, with Boise’s being, “Children are prepared for
school, are supported in and out of school, succeed academically, enroll in and complete some
1
Bernardo, R. (n.d.). 2016's States with the Best & Worst School Systems. Retrieved November 29, 2016,
from https://wallethub.com/edu/states-with-the-best-schools/5335/
2
Education - Greater Flagstaff Chamber of Commerce. (n.d.). Retrieved November 29, 2016, from
http://www.flagstaffchamber.com/flagstaff/relocating-to-flagstaff/education/
3
Grants & Initiatives. (n.d.). Retrieved November 29, 2016, from
https://www.azfoundation.org/GiveWhereYouLive/Flagstaff/GrantsInitiatives.aspx
2. form of education beyond high school, and enter their career of choice and are supported
through meaningful career progression.” Redwing’s stated goal also gave direction to members
and supporters of the initiative, “Focus on academic, social, and emotional well-being of the
students.” While this statement is not actionable, Redwing gives the following sub-goals:
Kindergarten ready, social & emotional support, academic success, post-high school learning,
and career readiness.
A clear organizational structure was also determined to be a common thread. Albany had action
teams to work on specific issues, multiple co-chairs that run the organization and ensure
accountability amongst the action teams, and the organization used community partners to meet
the goals that were set. Albany also had a data analytics sub-group. Redwing had the most
well-established organizational structure. It had a partner table that consisted of pledged talent,
including Presidents and Chairs of the local YMCAs and Public Schools, a finance committee, a
governance committee, a communications committee, and a data committee. Each committee
comprised of eight, six, five, and eight people, respectively. The organizational structures
allowed for successful communication with their respective communities. Getting buy-in from
community members and leveraging their capabilities to create a more concerted effort is crucial
to not only all four organizations, but LAUNCH Flagstaff as well. A strong, well-defined
organizational structure is one of the most efficient ways to create synergy between the initiative
and the community.
A weakness that was shared across all examined organizations was their lack of a strong online
presence. A weak online presence is an unnecessary and easily remedied problem that
organizations encounter by failing to allocate resources to that aspect of their initiative. While
not always the case, a poor online presence creates the perception that the initiative is
antiquated, poorly-funded, or poorly run. Many organizations that have a weak online presence
do not coalesce with the perception created by their inaction. Simply maintaining their
respective webpages, creating a high quality page, and optimizing it for mobile use is crucial to
maintaining a well-run initiative in the digital age.
Current Structure’s Pros and Cons
LAUNCH Flagstaff has recently proposed a concentric organizational structure. There are clear
advantages and disadvantages to having a concentric structure rather than a hierarchical
structure. Concentric structures are perceived to be more inclusive than hierarchical structures
that tend to be viewed as top-down. With this inclusivity, the concentric structure restricts the
ability for groups to either act above or below each other. While this can serve as a positive in
giving the members of the organization higher self-efficacy, in an organization where
accountability is necessary, there needs to be some sort of hierarchy.
There are several advantages to having a hierarchical structure. While the structure can be
seen as bureaucratic, it allows members to clearly see the reporting structure with regard to
accountability in the organization. The workflow and resource streams are easily
comprehendible, which is crucial for an organization that is in the beginning stages of growth.
3. While a hierarchy can appear to be somewhat rigid, the accountability structure that it provides
gives the strength necessary for the organization to succeed in an area where multiple initiatives
have failed before. While solely a perception, a hierarchical structure lends legitimacy for the
initiative to outside parties. In a sector that is likely to see some reluctance to join an
all-encompassing initiative, a hierarchical structure should assuage fears and minimize cynicism
with regard to the sustainability and legitimacy of an initiative.
Key Issue and Criteria
Key issue
LAUNCH Flagstaff needs to be the initiative that finally pushes Flagstaff’s education to its
potential.
Criteria
Any acceptable solution will:
● Facilitate accountability within the organization
● Align goals with the organization and the educational community of Flagstaff
● Share and organize information and resources quickly and accurately among all levels of
the organization
● Allow LAUNCH Flagstaff to grow and sustain itself financially
● Be easy to understand by all partners and members
● Avoid redundancy and information silos
Proposed Structure
As displayed in Appendix 1, an organic hierarchical structure is proposed. A hierarchical
structure will encourage LAUNCH Flagstaff to meet its objectives. The benefits to the
accountability and advising aspects of the organization, as well as a clear flow of information
and resources throughout the structure allows proper goal alignment and a clear path forward
throughout the organization.
Leadership
In this organizational structure, the leadership gives the organization a strong base. This base
includes many different relationships that help define the strategy in the leadership group.
Educators and administrators, the CEO table group, United Way, and investors are all directly
involved in defining strategy and helping the director and support staff clearly articulate that
strategy to the advisory and accountability level of the hierarchy. While leadership is not directly
involved with implementing the strategy, their ability to succinctly give direction to the rest of the
organization cannot be understated. The leadership group is also in charge of continuous
improvement throughout the organization, as well as helping the accountability and advisory
groups align the initiatives of the action networks with the overall organizational goals.
Director
4. The director is responsible for facilitating the development of the leadership group. In addition,
the director acts as the agent responsible for communicating strategy and goals to the separate
Community Action Networks (CAN). The director reports to the CAN facilitator who is in charge
of advising and developing the accountability structure for that CAN. In this way, the director can
be viewed as the core “arrows” of the structure and has responsibility to the leadership team
and each of the CAN facilitators. The director may focus their time determining direction and
strategy, however they also play a crucial role in transmitting information throughout the core
members of LAUNCH Flagstaff. This role will ensure that each CAN is continuing toward
meeting its respective strategic goals and targets.
The director is also responsible for holding large quarterly meetings with members of the
Leadership team and the Accountability and Advisory teams from each CAN. Current members
of LAUNCH Flagstaff voiced the opinion that these large meetings were beneficial for sharing
important information between all groups. The director will be responsible for organizing and
facilitating these meetings.
Support Staff
To ensure LAUNCH Flagstaff’s long-term ability to sustain itself, the organization will need to
phase in several support staff positions to assist the efforts of the Program Director and
Community Action Networks. The positions we believe will serve the organization best are: a
Marketing/Event Coordinator (can be separated if workload requires and funding allows), Grant
Writer, Data Analyst, and Administrative Assistant.
Because these are paid staff positions, the most significant obstacle in implementing these
positions is the availability of funding. Therefore, we recommend gradually phasing in these
positions in order of importance. This is difficult, however, because one could make a solid case
for each position being the most important. For example, hiring a grant writer first can help
secure funding for the other positions, while hiring a data analyst first can help break the
results-funding cycle, (you need tangible results of your efforts to obtain funding, but you need
funding to obtain results), by providing results of LAUNCH Flagstaff’s initial efforts that can be
used to compete for additional funding. Additionally, hiring an administrative assistant,
marketing coordinator, or event coordinator can help free up the Program Director’s time so he
can focus more heavily on fundraising and community relationship-building. Ultimately, it is up to
the Program Director and his leadership team to determine the order in which to create the
positions.
To begin this process, we recommend looking into an Americorps VISTA grant from the federal
government. VISTA is one of the three Americorps branches, and it is most closely related to
LAUNCH Flagstaff’s efforts. Essentially, people who serve with Americorps VISTA are
employed in community organizations whose primary objective is to curb poverty in their
communities. While LAUNCH Flagstaff’s primary objective is to improve education, curbing
poverty is certainly a desired result of the organization’s efforts, and LAUNCH could easily make
the case that its efforts have a direct impact on poverty in the community. Most VISTA workers
5. do not do the front-line, “on the ground” work; instead, they tend to focus on administrative
functions to help the organization perform at its best. Therefore, a VISTA grant would be an
ideal solution to fund the first few support staff positions to help get LAUNCH on its feet. The
primary advantage of a VISTA grant, if awarded, is that Americorps simply funds a certain
number of “slots” for the organization, and then the organization takes over the hiring process
from there. This could allow LAUNCH Flagstaff to tailor its recruiting and hiring to attract people
with the right qualifications for the positions. An organization in Central Oregon that is part of the
Strive Network, Better Together, uses Americorps VISTA to fill most of its staff, so that
organization would be good to reach out to for further information.
Community Action Networks
The Community Action Networks (CANs) are the front-line ground troops of the LAUNCH
Flagstaff organization. These CANs include the Accountability and Advisory and Action Network
groups. As such, the primary focus for continuous improvement and development within
LAUNCH should be on fostering better communication and innovation within the CANs. Initially,
there is a focus on only two distinct CANs: the early childhood development segment, as well as
the post-secondary CAN segment. Most of the focus should be invested into the early childhood
CAN segment initially, as the early childhood development stage is the most critical to ensuring
future academic and professional success. As LAUNCH Flagstaff grows in size and funding,
more investments can be made into the third grade reading, eighth grade mathematics, and
high school graduation CANs, as well as process improvements, such as those specifically
focusing on community communications and data utilization.
Each CAN will be responsible for organizing and holding their own meetings separate from the
Leadership team. Participants in these meetings will include the CAN facilitator, members of the
Accountability and Advisory team, and key members of the Action Network. It is during these
regularly scheduled meetings that the CANs will agree on their specific direction, strategy, and
initiatives. The specific goals and expected outcomes will be established for each Action
Network and the Action Networks will also be responsible for communicating their current
successes, struggles, and need for additional resources.
Accountability and Advisory
In each CAN, the goal is to make this Accountability and Advisory group cross-functional and
diverse in order to set plans that are inclusive and designed for success. This group aims to
design operational plans based on the direction and vision set by the Leadership team. This
group is also responsible for defining the scope of plans, setting goals, and tracking the
progress of those goals. Facilitators and members in this group would likely have skills or
experience pertaining to project planning and management, leadership experience, community
influence, and organizational communication and operations. Table groups could also be a part
of the Accountability and Advisory group for each respective CAN, ensuring that the proposed
goals are attainable and will address the organizational goals.
Action Networks
6. The Action Networks are focused on the “hands on the ground” implementation of initiatives
formed through the CANs. This group consists mainly of members who are active in their
communities and can make a direct impact on accomplishing the specific goals and objectives.
Each individual Action Network will be overseen by the Accountability and Advisory group to
ensure that these goals are being met. The Action Networks will also be the main area where
necessary changes in goals and initiatives are recognized. The members of the Action
Networks are able to see how the initiatives are being implemented and integrated into the
educational systems, and can communicate with the Accountability and Advisory group about
how the initiatives can be updated to be more effective.
Future Growth Opportunities
The proposed structure allows for expected growth in the future. While hierarchies are not often
thought to be conducive to structural entry, the proposed structure allows for there to be the
addition of CANs in the future. LAUNCH Flagstaff has five main educationally-focused goals:
kindergarten readiness, third grade reading, eighth grade math, high school graduation, and
placement in higher education or career. As Appendix 1 demonstrates, the kindergarten
readiness and higher education placement are the two goals that are currently being
emphasized. As LAUNCH Flagstaff grows and acquires more resources, more CANs can be
added to meet the other three goals.
As an organic hierarchy, potential members can enter at whichever level is appropriate. If a
company wants to become an investor, it can enter at the Leadership level, if it wants to send its
human capital to assist the effort, it can enter into the Action Network level of the hierarchy. As
LAUNCH Flagstaff grows, the malleability of the organic hierarchy will allow further expansion
and greater community involvement.
Conclusion
In formulating an optimal organizational structure for LAUNCH Flagstaff, research was
conducted into the current educational environment in Flagstaff. As Appendix 2 shows, research
was also done in the form of surveying other similar community initiatives throughout the
country. The culmination of this research is a set of criteria which will be critical in addressing in
order for LAUNCH Flagstaff to be the initiative which finally brings a comprehensive and
cohesive educational ecosystem to Flagstaff. In order to address these criteria, or key success
factors, a hierarchical organizational structure, which allows for future organic growth, was
derived as the best foundation on which to build the LAUNCH Flagstaff initiative. Shown
graphically in Appendix 1 as an inverse hierarchy, with the leadership at the base and Action
Networks branching out, this organizational structure will provide the optimal balance of
structured accountability and organic growth over time. This botanically-inspired organizational
structure is an innovative approach to the traditional hierarchical structure, in that it provides a
greater level of organic growth and adaptive change over time. Given that LAUNCH Flagstaff is
operating in a new and largely unknown role within the community, this room for future adaptive
growth is important. It’s also equally important however, that LAUNCH Flagstaff maintain a
7. strong network of accountability and positive direction for the community, which might otherwise
be lacking in a concentric organizational structure.
9. Appendix 2: Responses to Survey from Other Strive Together Organizations
City, State,
Name of
Program
Pima County, Arizona
Board and
Organizational
Structure
Our Cradle to Career Partnership has a Leadership Council but this is separate
from the United Way Board of Directors. The Leadership Council is comprised of
39 members representing sectors of Early Education, K-12, Higher Ed, Non
profit, Philanthropy, Faith-based Community, Government and Business. C2C
staff include 5 full-time and 1half-time staff - Senior Director, 2 Network
Facilitators, 1 Data Manager and a half time Youth Leadership Coordinator. I
suggest reviewing our Accountability Structure that details all the roles and
responsibilities of the different entities within the partnership. If you email me, I
will send this document to you.
Affiliation with
Municipality
The City of Tucson Mayor has a seat on the Leadership Council. We operate
under a non profit, United Way of Tucson and Southern Arizona.
Most
Successful
Relationships
We have two school districts that have been highly engaged. One has been
leading efforts to get consensus on indicators among the 6 school districts that
are in the partnership and the other has been the first to partner with us around
developing continuous improvement processes with them.
Budget The total budget for the partnership is $539,221 and this includes both in-kind
resources and pre-existing grants that United Way held that contribute to the
effort. New resources raised to get the partnership in full operation total
$244,332. Yes, the budget affects the organizational structure. With more
resources we would hire approximately 3-4 more staff to have the entire mission
of the partnership in operation.
Primary
Funding
Channels
Our funding primarily comes from private philanthropy (i.e. family foundations,
individual donors) and some corporate philanthropy. To secure sustainable
long-term funding when we make an "ask" we always ask for a multi-year
commitment even if that means a lesser annual amount.
Additional
Suggestions
Don't eat the whole elephant at once. Don't wait for it to be perfect before you
start. Get a full-time director in place as soon as possible. The work will move at
a snail's pace until you have this position in place. The 2nd full-time staff to hire is
the data manager. With these two positions you can really move the partnership.
10. City, State,
Name of
Program
90% by 2020, Anchorage, AK
Board and
Organizationa
l Structure
● United Way of Anchorage is the organization’s backbone
● Leadership Team (LT) of over 40 businesses, nonprofits, community
leaders, and educational institutions
● Three committees work with the LT
○ Community Will Building, Investment, Data
● Focuses on actionable, measurable goals, objectives, strategies, and
tactics based on data and “community conversations”
● Three “action networks”
○ Ready for Kindergarten, 8th Grade Math, High School Graduation
● Each network consists of small teams that form 12-month or multi-year
projects to address their action
Affiliation with
Municipality
Operates under United Way of Anchorage. Their leadership team is not
necessarily a board of directors in the traditional sense, but rather a team of
community leaders that support this initiative. 80% of paid staff is housed in
United Way, 20% housed in other organizations.
Most
Successful
Relationships
They've survived 3 mayors and 4 superintendents. They have really good
relationships with the top corporate leaders in the community (BP, Alaska
Pipeline, etc). Leader of Anchorage Chamber of Commerce was instrumental
in getting the initiative off the ground. Their private sector support is
responsible for most of their success thus far.
Budget Backbone functions are pretty stable (United Way), ground implementation is
more at risk (dependent on funding sources). Their approach is not to have a
siloed 501c3 organization, but a collective impact framework that is flexible
enough to adapt to varying levels of funding and the needs of the data.
Primary
Funding
Channels
Investment Committee works to align funding with objectives. Members of the
Leadership Team also try to shift funding from their own budgets to support the
initiative. Other funding sources include United Way of Anchorage (most of the
backbone), ConocoPhillips (backbone and service delivery), BP, AT&T grant to
support HS graduation action network, Alaska Community Foundation
(Kindergarten), Theory Foundation.
Additional
Suggestions
Whoever they key movers are in the community (particularly long-term ones),
secure their support. Don't have it just be education people and nonprofits.
Their work didn't really get very far off the ground until they diversified their
"portfolio" of community partners to include the private sector.
11. City, State,
Name of
Program
Better Together, Redmond, OR
Board and
Organizationa
l Structure
16-member board of directors from across sectors. School board, community
college, OSU, chair of economic development. They meet quarterly, highest
level, sets strategy. Separate operations committee that meets more frequently.
Affiliation with
Municipality
The High Desert Education Service District (ESD) is the backbone for the
organization. An ESD provides services to other school districts.
Most
Successful
Relationships
School districts are the best partners and they provide the funding and
infrastructure. Community college also helps with backbone & salaries.
Nonprofits and community organizations are huge as well.
Budget $350,000/year for the staff. AmeriCorps are free because they're federally
funded. Basically, the government will grant you a number of "slots" (like
salaries), and the organization can fill those slots as they wish, so you can
recruit people of certain skill sets. This may be helpful in securing grant writers,
data analysts, community organizers, etc.
Primary
Funding
Channels
Executive director and board chair write most grants. Oregon Department of
Education also pays into it. Started with a foundation that fully funded it for 3
years. This allowed the school district time to see its impact and get on board to
provide funding from there.
Additional
Suggestions
It's a long-term process. The results are really intangible in the first 3-5 years.
Celebrate small victories. Just getting people to the table is a win in and of itself.
12. City, State,
Name of
Program
Tacoma, WA
Board and
Organizational
Structure
The board has 6 officers and 16 other members at large. We have 7 FTEs
and 2 part time staff. We do not have a formal volunteer management
position so our volunteer count really varies per project.
Staff: Executive Director, Director and Assistant Director of Collective Action,
Director of Funding Alignment, Communications Director, Operations
Manager, STEM Manager, Plan4College Outreach Coordinator (PT), Parent
Engagement Coordinator (PT)
Affiliation with
Municipality
We are our own 501(C)3 nonprofit organization
Most
Successful
Relationships
We work very closely with the Tacoma Public School district, we have community
partners who make up our Collaborative Action Networks and we have more than 200
community partners who do everything from provide us with snacks for meetings to
providing significant financial support.
This question will require me to write a book... I'm not sure what you're looking for. We
have MANY MANY very successful community relationships and they are all designed
to support our community built goal of "increasing, by 50%, both the graduation rate of
Tacoma Public Schools students and those who complete a college degree or
technical certificate. Success will require measuring and closing gaps in access,
opportunities, and achievement for all students from cradle to college and career." You
can read more about our organization and community partnerships on our website:
www.GraduateTacoma.org.
Budget The budget is $1million and supports a backbone staff (listed above)
Primary
Funding
Channels
Funding comes from federal, state, regional and local funders - private and public
alike.
Additional
Suggestions
N/A