This document covers various topics related to leadership and administration, including strategic planning, SWOT and PEST analyses, logic models, vision and mission statements, goals and objectives, and knowledge management. It discusses elements of effective vision and mission statements, and components of goals and objectives. It also covers principles of community design, group exercises, and analyzing organizational culture and values.
In the USA, many schools are building their reform efforts on a foundation of professional learning communities that engage participants in honest examination and refinement of their daily practice.
This session will discuss the characteristics of effective teacher and principal learning communities. We will examine a variety of models of gathering data and insights that can inform changes in individual and school practices, transforming the teaching profession and accelerating student achievement.
http://www.ltscotland.org.uk/slf/previousconferences/2007/seminars/buildingteachingpracticethatiscollaborativepublicandpowerfulthroughprofessionallearningcommunities.asp
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
Shared and effective community leadership can be helped or hindered by our conceptions of and experiences with people from different identity groups. Add to that the reality that our experiences are embedded in larger social identity structures and dynamics within communities that in many cases are reinforcing negative patterns. So how can social identity best be raised and addressed in community leadership development programs? How can ideas about social identity expand our thinking about community and about leadership? We are on a journey to develop a curriculum that can serve as a resource to community leaders (and by leaders we mean everyone contributing to leadership, not just those with a formal leadership role). Specifically we aim to build awareness about social identity dynamics in people and communities to enhance the ability of individuals and groups to work together more effectively in order to achieve "common good" community outcomes.
In the USA, many schools are building their reform efforts on a foundation of professional learning communities that engage participants in honest examination and refinement of their daily practice.
This session will discuss the characteristics of effective teacher and principal learning communities. We will examine a variety of models of gathering data and insights that can inform changes in individual and school practices, transforming the teaching profession and accelerating student achievement.
http://www.ltscotland.org.uk/slf/previousconferences/2007/seminars/buildingteachingpracticethatiscollaborativepublicandpowerfulthroughprofessionallearningcommunities.asp
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
Shared and effective community leadership can be helped or hindered by our conceptions of and experiences with people from different identity groups. Add to that the reality that our experiences are embedded in larger social identity structures and dynamics within communities that in many cases are reinforcing negative patterns. So how can social identity best be raised and addressed in community leadership development programs? How can ideas about social identity expand our thinking about community and about leadership? We are on a journey to develop a curriculum that can serve as a resource to community leaders (and by leaders we mean everyone contributing to leadership, not just those with a formal leadership role). Specifically we aim to build awareness about social identity dynamics in people and communities to enhance the ability of individuals and groups to work together more effectively in order to achieve "common good" community outcomes.
Explore the important factors to consider when integrating social media into your recruiting strategy.
This presentation covers:
1) Critical factors when considering social media
2) How to set the appropriate foundation
3) Execution Framework
4) Tool Consideration
People are always TALKING about the problems of losing knowledge, but doing little about mitigating it. This presentation to the Australian HR Institute highlights what CAN be DONE to make opportunities from this problem. It highlights organisations that are successfully transferring knowledge to stimulate a more productive future.
Webinar Presentation: Why Community Leadership MattersRECODE
Wednesday July 6 at 12:00pm
What is leadership, and why does it matter to communities, societies and nations?
Webinar with Mount Royal University's James Stauch and Lesley Cornelisse to discuss their recently released report Strengthening Community Leadership Learning: Results of a Canada-wide research project on leadership learning for social change. James and Lesley discuss their research into Canadian leadership development programs as they relate to community development, social innovation, environmental systems, and social change.
More info: re-code.ca/en/whats_happening/159
Beyond functional silos with communities of practiceDennis Stevens
Explore the concept of communities of practice and how they are a vital component for agile organizations. From providing tactical support in issue resolution, to being stewards of knowledge across vast enterprises, and even helping create support for the larger organizational change, communities of practice are a vital component in improving organizational agility.
December 2012: Member Prospecting – Fishing in the Right Ponds (Member Engage...Tuvel Communications
Associations want marketing to create new members at a predictable cost. We hear a lot these days about the “Long Tail” with its untapped and micro-targeted prospecting segments such as government, healthcare, and education. Mass marketing models are not designed to go downstream or cost effectively reach these new, targeted member segments. In this webcast, you will learn how the core elements of influencer programs, online community building and social media are being used to cost effectively identify influencers and build relationships that produce loyal members and supporters. Mitch will also be sharing case studies and best practices for results-driven association programs, projects and campaigns. You will learn that reaching the promise of the Long Tail is hard but can be done using research, tools, analytics and the right people!
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Creating a Top 100 Workplace Through Constructive Leadership and CultureHuman Capital Media
Learn how building a constructive culture through leadership development and targeted corporate and human resources initiatives enabled SaskCentral to become an award-winning employer of choice. Ranked No. 1 Best Workplace for Women and recognized as a Best Workplace in Canada, SaskCentral and its consultant will share their roadmap, journey and results to help you plan the type of cultural change effort that promotes not only engagement but also performance.
Presentation giving during BLUG Conference at Antwerp 23 -3-2012
"Company regulation versus personal individuality, how do you get your employees to be responsible partners in a Social Business and how do you weigh freedom versus restriction? The whole Social Business idea is based on the idea of each individual having an intrinsic value to the organization that isn't necessarily linked to its role within the organization alone. This begs the question of how to tap this resource without losing control and how to implement and regulate the changes that are going to be needed. How much of this can you regulate (top-down) and how much do you allow to evolve (bottom-up)? Setting up predefined structures and communities (pushing) versus allowing users to instigate the community building, allowing free input and self-empowerment (pulling).
This session will highlight the difficulties and choices a company will face while making the transition into a Social Business and offer ideas and guidelines on how to do so."
Explore the important factors to consider when integrating social media into your recruiting strategy.
This presentation covers:
1) Critical factors when considering social media
2) How to set the appropriate foundation
3) Execution Framework
4) Tool Consideration
People are always TALKING about the problems of losing knowledge, but doing little about mitigating it. This presentation to the Australian HR Institute highlights what CAN be DONE to make opportunities from this problem. It highlights organisations that are successfully transferring knowledge to stimulate a more productive future.
Webinar Presentation: Why Community Leadership MattersRECODE
Wednesday July 6 at 12:00pm
What is leadership, and why does it matter to communities, societies and nations?
Webinar with Mount Royal University's James Stauch and Lesley Cornelisse to discuss their recently released report Strengthening Community Leadership Learning: Results of a Canada-wide research project on leadership learning for social change. James and Lesley discuss their research into Canadian leadership development programs as they relate to community development, social innovation, environmental systems, and social change.
More info: re-code.ca/en/whats_happening/159
Beyond functional silos with communities of practiceDennis Stevens
Explore the concept of communities of practice and how they are a vital component for agile organizations. From providing tactical support in issue resolution, to being stewards of knowledge across vast enterprises, and even helping create support for the larger organizational change, communities of practice are a vital component in improving organizational agility.
December 2012: Member Prospecting – Fishing in the Right Ponds (Member Engage...Tuvel Communications
Associations want marketing to create new members at a predictable cost. We hear a lot these days about the “Long Tail” with its untapped and micro-targeted prospecting segments such as government, healthcare, and education. Mass marketing models are not designed to go downstream or cost effectively reach these new, targeted member segments. In this webcast, you will learn how the core elements of influencer programs, online community building and social media are being used to cost effectively identify influencers and build relationships that produce loyal members and supporters. Mitch will also be sharing case studies and best practices for results-driven association programs, projects and campaigns. You will learn that reaching the promise of the Long Tail is hard but can be done using research, tools, analytics and the right people!
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Creating a Top 100 Workplace Through Constructive Leadership and CultureHuman Capital Media
Learn how building a constructive culture through leadership development and targeted corporate and human resources initiatives enabled SaskCentral to become an award-winning employer of choice. Ranked No. 1 Best Workplace for Women and recognized as a Best Workplace in Canada, SaskCentral and its consultant will share their roadmap, journey and results to help you plan the type of cultural change effort that promotes not only engagement but also performance.
Presentation giving during BLUG Conference at Antwerp 23 -3-2012
"Company regulation versus personal individuality, how do you get your employees to be responsible partners in a Social Business and how do you weigh freedom versus restriction? The whole Social Business idea is based on the idea of each individual having an intrinsic value to the organization that isn't necessarily linked to its role within the organization alone. This begs the question of how to tap this resource without losing control and how to implement and regulate the changes that are going to be needed. How much of this can you regulate (top-down) and how much do you allow to evolve (bottom-up)? Setting up predefined structures and communities (pushing) versus allowing users to instigate the community building, allowing free input and self-empowerment (pulling).
This session will highlight the difficulties and choices a company will face while making the transition into a Social Business and offer ideas and guidelines on how to do so."
Let’s face it…few nonprofits (if any) have the resources that large corporate brands can tap to build their brands. But every single nonprofit organization, no matter the size, can tap into some basic tools and techniques to create a compelling high impact brand. This session is designed to help organizations of all sizes and shapes boost the effectiveness of their brands, regardless of budget.
Adopting Education Strategy to Jump-Start Member EngagementEvent Garde LLC
Aaron delivered this presentation as part of The New World of Member Engagement Webinar Series sponsored by Young Association Professionals, Aggregage, Association Universe and Infinite Conferencing on Wednesday, Jan. 16, 2013.
Presented at World Learning/ SIT Graduate Institute, Washington DC, August 2013.
Orientation for MA Sustainability/ International Policy & Management Programs
Strategic Knowledge Management for Monitoring and Evaluation TeamsLeah D. Wyatt
These slides were delivered in a workshop led by Leah D. Gordon for the Nigeria National Agency for the Control of AIDS February 12, 2012.
The objectives of this workshop were to: 1.) gain a fundamental understanding of knowledge management principles and discover ways to integrate knowledge management into everyday work routines; 2.) Develop a clear structure for disseminating and promoting the use of information generated from research and evaluation studies.
Green Training in a Blue Economy: The Role of Training in Corporate Sustainab...Human Capital Media
The training function has been a key player in many of the green initiatives that have sprouted up in recent years. But with the lingering economic doldrums, many organizations are sharpening their focus on the bottom line. Will the “new normal” undercut the drive for a green future? In this session, we’ll look at a number of examples of sustainability initiatives in a variety of organizations and the role of training in supporting them. Finally, we’ll share ideas for training organizations that want to lead by example with environmentally friendly training practices.
Julie Ogilvie, Vice President, Corporate Marketing, SkillSoft
In today's knowledge worker environment, the need to share and leverage knowledge and insight is critical to success. Here I discuss creative innovation and key elements for success.
iMET is set to be a global community to develop, promote and encourage innovation, Mentorship, Entrepreneurship and Talent building with Practitioner’s or Doer’s perspective.
iMET activities thus enables an ecosystem of, for and by the professionals to participate, educate, incubate, collaborate and co-exist to make each other successful.
Industry Interface Program in Sundernagar Himachal Pradesh by iMET Global and Censud.
2. Agenda
Strategic What is strategic planning? Defining vision, mission, goals,
Planning objectives, outputs, and units of service. How leaders guide staff
in strategic planning exercises.
PEST/SWOT
Strategic planning tools.
Logic Model Program planning
Planning Predicting future behavior and prevention.
Exercise
Memo Writing Read memos in class.
4. Five Core Leadership Capabilities
• Visioning: Fostering individual and collective aspiration
toward a shared vision
• Analyzing: Sense-making and strategic planning in complex
and conflictual settings
• Relating: Building relationships and negotiating change
across multiple stakeholders
• Inventing: Inventing new ways of working together – social
and technical systems
• Enabling: Ensuring the tools and resources
to implement and sustain the shared visions
5. Where does it go wrong?
• Imposed vision
• Acting on assumptions – not data-
drive decision making
• Discounting or disregarding key
stakeholders
• If it’s not broke, why change?
• Forced internal competition for
resources
6. Vision Statement
What it is and what it is not
We seek a world of hope, tolerance and social
justice, where poverty has been overcome and
people live in dignity and security. CARE will
be a global force and partner of choice within
a worldwide movement dedicated to ending
poverty. We will be known everywhere for our
unshakeable commitment to the dignity of
people.
7. Vision Statements continued
• Weare committed to serving all
youth who come to us,
acknowledging our special
commitment to the young adults of
New York City. Our services will
address the immediate needs of
young people in crisis, and facilitate
their transition to adulthood and
self-sufficiency.
8. Vision Statements continued
• Tobe a national model for community
engagement generating financial and
voluntary contributions to meet local
needs and make lasting improvement
to our quality of life.
9. Elements of a Vision Statement
• Big Picture
• What we want to BECOME
• Clear vision provides the road to a clear
mission statement
• One statement
• Statement is greater than what
is possible
10. Mission Statement
• Jazz at Lincoln Center is dedicated to inspiring and growing
audiences for jazz. With the world-renowned Jazz at Lincoln
Center Orchestra and a comprehensive array of guest artists,
Jazz at Lincoln Center advances a unique vision for the
continued development of the art of jazz by producing a
year-round schedule of performance, education and
broadcast events for audiences of all ages. These
productions include concerts, national and international
tours, residencies, a jazz hall of fame and concert series,
weekly national radio programs, television broadcasts,
recordings, publications, an annual high school jazz band
competition and festival, a band director academy, jazz
appreciation curriculum for students, music publishing,
children’s concerts and classes, lectures, adult education
courses, student and educator workshops and interactive
websites.
11. Mission Statements continued
• We who recognize God's providence and
fidelity to His people are dedicated to
living out His covenant among ourselves
and those children we serve, with
absolute respect and unconditional love.
That commitment calls us to serve
suffering children of the street, and to
protect and safeguard all children. Just as
Christ in His humanity is the visible sign
of God's presence among His people, so
our efforts together in the covenant
community are a visible sign that effects
the presence of God, working through
the Holy Spirit among ourselves and our
kids.
12. Mission Statements continued
• CARE’s mission is to serve individuals and families
in the poorest communities in the world. Drawing
strength from our global diversity, resources and
experience, we promote innovative solutions and
are advocates for global responsibility. We
promote lasting change by:
• Strengthening capacity for self-help
• Providing economic opportunity
• Delivering relief in emergencies
• Influencing policy decisions at all levels
• Addressing discrimination in all its forms
13. Elements of a Mission Statement
• This answers the question: What is our business?
• Statement of purpose
• Clearly establishes reason for being
• Provides the road to establishing goals
• Staff should agree with this statement of purpose
• Resources should be allocated based on the
mission statement
• Should establish the organizational
climate and culture
14. When a Mission Statement works…
• Reconciles interests of a variety of departments,
stakeholders and staff in general
• Motivates people to action
• Should make people passionate about “their” work
• Basis for strategic decision making
15. Components of a Mission Statement
Customers
Markets
Products or
Technology
Services
Concern for
Philosophy Public
Image
Survival,
Growth, Self- Concern for
and concept Employees
Profitability
17. Community
Business
Employees
Partners
CEO
Board of
Clients
Directors
Provider
Community
18. Communities of Practice
• Groups of people who share a concern, a set of
problems or a passion about a topic and who
deepen their knowledge and expertise in this
area by interacting on an ongoing basis.
20. Knowledge
• Lives in the human act of knowing
• Tacit as well as explicit
• Social requiring multiple perspectives
• Dynamic – rate of change in what we know and how
we do it is accelerating
21. 7 principles of Community Design
• Design for evolution.
• Open a dialogue between inside and outside
perspectives.
• Invite different levels of participation.
• Develop both public and private community
spaces.
• Focus on value.
• Combine familiarity and excitement.
• Create a rhythm for the community
23. Group Exercise
• We will select two team leaders in class. Each
leader will be given a subject. The role of the
leader is to document and elicit from each
member what was known individually and what
greater knowledge was gained collectively.
24. Goals
• Definition
• A statement that describes in broad terms what the client
will do.
• Example
• Client will reduce alcohol use.
25. Objectives
• Definition
• A statement in specific and measurable terms that
describes what the client will know or do.
• Example
• 80% of clients will be alcohol free upon completion of the
program and six-months after.
26. Short Long
Inputs Activities Outputs Term Term
Goal Goal
28. Training
Counseling
Program
Meals Made
Development
Activities
29. Number of
trainings
Number of
counseling
sessions
Number of staff
who can explain
Number of meals
their role in the
served
program
methodology
Outputs
30. Learning
Skills
Motivation Attitudes
Short
Term
Outcomes
31. Environmental Economic
Behavior Policies
Social
Long Political
Term
32.
33. SWOT Analysis
Strengths
Qualified Staff Weakness
Strong Board leadership Funding sources unstable
Good community relationships High turnover
Poor measurement of outcomes
Threats
Opportunities Recession will worsen to depression
New federal funding available Competition from for profit entities
New interest in homeless families Need exceeds ability to respond
34. PEST
• Political
• Economic
• Social
• Technological
• Break out session. Perform this test
for the agency you work for and present
it to the class.
Editor's Notes
Help the community developInvolve outside experts, leadersQuantifying new techniques – why is the group important. What is it contributingPlace to think, reflect and consider new ideasBeat not too fast or too slow