Leadershiporientation Mla Aug2008
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This document summarizes the agenda for a Michigan Library Association leadership orientation. It discusses building a new vision for MLA, understanding what members want through surveys, implementing strategic governance, and the goals of leadership. It provides an overview of scanning the environment, planning, oversight and adjustment of strategies based on member feedback to set priorities and goals. Recommended reading materials on leadership and associations are also listed.
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Idea Swap: Helping Chapters Embrace Change
We need chapter leaders to make changes. It could be huge like shifting structures, medium like embracing new volunteer models, support services, affiliate agreements, or easy like changing your schedule. Resistance to change is natural. Anytime you introduce a new process or technology, you have to think about change management from the very start. Unfortunately, we underestimate how our leader training can support us in leading that change. This idea swap will explore how we can use our current and future training opportunities to help chapters embrace change.
Hosted by Billhighway & Mariner Management.
Capacity Building: What it is and Why it Works!
Capacity building refers to actions that strengthen an organization's ability to achieve its mission effectively. It benefits organizations by increasing sustainability, efficiency, and effectiveness, and benefits those served by improving program effectiveness and outcomes. Capacity building includes strategic planning, leadership development, organizational development, program development, fundraising strategies, and community engagement. Evaluation evidence shows that capacity building improves organizations' abilities to achieve their missions, and greater support through workshops, technical assistance, and funding leads to larger capacity gains.
Advanced Board Development
The document discusses issues facing nonprofit boards and best practices for boards. It provides an overview of a training session that will cover standards of conduct for boards, the duties of boards, and issues commonly seen in boards such as lack of strategic planning and fundraising. The training will also review effective board operations, including committees, meetings, recruitment and strategic planning. Overall, the training aims to help boards better fulfill their roles in oversight, resource development, and advocacy for the nonprofit's mission.
Policyadvocacyregionalprojectkathmandu
The document summarizes a session that covered several topics:
1. Concepts of business associations and their role in society.
2. Challenges faced by women entrepreneurs in South Asia.
3. The importance of leadership, governance, and aligning vision and mission with member needs.
4. A buyer-seller activity was held between four women's chambers to discuss generating income, new services, and strategic planning.
Transition Boot Camp 2017 - Women's Council of REALTORS
This document summarizes a leadership workshop for the Women's Council of REALTORS®. It lists the current state leadership team and their contact information. The agenda includes networking, leadership transitions, communication best practices, and planning for the future. Resources are provided for local networks on business planning, leadership development, marketing, and program planning. The workshop aims to help local leaders effectively transition roles and work together across networks to advance women in the real estate industry and their communities.
Strategic Plan Two Year Review Metro Atlanta
An organizational assessment conducted by The Salvation Army in 2007 gave the Army an opportunity to hear from our key stakeholders. The result was a three year strategic plan for transformational change. Two years later we took a look at the successes, challenges and future of our plan.
Process for creating the Vision 2013 Strategic Plan
This PowerPoint shows the process that will be used to develop the VIsion 2013 Strategic Plan, which will chart South Carolina's path for addressing the needs of young children and their families.
Living Your Life as a Leader, and How to Teach Others to Join You
This presentation was prepared for AIA Grassroots 2010, the Architects\' Leadership Conference. This presentation outlines different models and examples of leadership training programs that can be used at a local level to build young leaders in your community.
WCR Chapter Planning Presentation
The document provides guidance and best practices for growing local Women's Council of REALTORS chapters. It recommends identifying target markets, planning recruitment strategies, emphasizing benefits of membership, and developing leadership. Chapters are encouraged to set SMART goals, write action plans, leverage national resources, and work as a team to recruit and retain members through effective campaigns.
Advanced Grants Management-Sonia Plata
This document provides an overview of grants management for organizations seeking grant funding. It discusses the importance of grants management, the grant lifecycle including planning, implementation, reporting, budgeting and evaluation. Key aspects of grants management covered include using logic models, communicating with program officers, managing team roles, ensuring compliance, and learning lessons to improve future grants. The summary highlights the critical nature of administering programs, reporting to funders, and complying with regulations throughout the grant process.
Strategic Planning
This document outlines the strategic planning process for schools. It discusses establishing a committee to develop a mission, vision, and guiding principles. The committee should analyze strengths, weaknesses, opportunities, threats, and competitors. They should identify key focus areas and strategic objectives, then define goals, action steps, and timelines. The process requires continual evaluation and monitoring to ensure the plan's successful implementation.
Mission Driven Boards
The document discusses the importance of mission-driven boards and provides recommendations for boards to become truly mission-driven. It recommends that boards focus on recruiting the right people who are committed to the mission, focus their discussions and meetings on constantly connecting to the mission, and practice mission-driven governance through their agenda, roles, and regular self-evaluation. Specific next steps include identifying board needs, evaluating recruitment, scheduling mission reflection time, acknowledging member expertise, and updating board job descriptions.
Strategicplanning
The document summarizes a report from a strategic planning project for the Kentucky Press Association (KPA). It provides an overview of the research conducted, including surveys of KPA members and other press associations. It identifies strengths, weaknesses, opportunities and threats. Key recommendations include reorganizing KPA to operate more like a business, implementing training and resources to help members transition to digital media, and developing new revenue streams and ways of collaborating. The strategic plan would be carried out over three years and require annual evaluation.
Developing a Statewide Leadership Institute
The document discusses plans for the North Carolina Library Association (NCLA) Leadership Institute. It provides the mission and learning objectives of the Institute which are to help participants develop leadership skills, understand emotional intelligence principles, adopt skills from the Institute, value others' contributions, demonstrate self-awareness, understand change management, and seek professional development opportunities. It also discusses assessment of previous Institutes, including surveys of past attendees, to help guide planning. Effectiveness of different types of presentations are polled from past participants with professional leadership speakers being the most effective.
Ygl Yearin Review 2009
Young Government Leaders (YGL) is a non-profit organization that aims to educate and inspire young leaders in government service. It has grown significantly since being founded in 2003, now with over 1800 members across 30 federal, state, and local agencies. Younger generations bring different skills and perspectives that can help address workforce challenges as many current government employees retire. YGL provides professional development, networking events, and other resources to support its growing membership base and help transform government service. It has ambitious plans to further expand its chapter network and fundraising efforts in the coming years.
Strategic Planning
- The document discusses strategic planning for libraries, outlining the key steps and benefits of strategic planning. It covers analyzing the current situation, envisioning the future goals and direction, and developing action plans.
- Effective strategic plans help libraries adapt to changes, improve decision making, and clearly communicate their purpose and role in the community. However, plans can fail if the vision is ineffective, implementation is poor, leadership is lacking, or communication is weak.
- Developing a strategic plan requires input from library staff, leaders, users, and community partners. Plans must be regularly monitored and updated to ensure the library continues meeting its goals.
Fiduciary Responsibility for Board Members
This document discusses the roles and responsibilities of nonprofit board members, including their fiduciary duties of care, loyalty, and compliance. It covers that board members should determine the organization's mission and goals, oversee the CEO, ensure effective planning and budgeting, and adhere to legal and ethical standards. The document also discusses the three modes boards should operate in - fiduciary, strategic, and generative. It provides recommendations for boards around governance, advocacy, financial oversight, planning, policy, and ensuring financial sustainability.
Evaluation in the era of accountability
This document discusses the increasing importance of accountability for nonprofits. It notes that nonprofits must prove their value by showing meaningful results and returns on investment, being responsive to stakeholders, and having measurable community impact. It also outlines different aspects of accountability including programmatic, financial, and organizational accountability. Finally, it discusses how evaluation helps nonprofits connect their work to outcomes and build strategic alignment to better meet funder and stakeholder needs.
Chapter Performance & Benchmarking Unwrapped: How Associations View Chapters
Day 1 Agenda:
- Overview of how associations view chapters from 3-levels: CRP (operations); CEO (strategy); Chapter Leader (volunteer experience on the ground)
- The findings of the 2022 Chapter Performance and Benchmarking Study
- Share how your association can use the data and findings
View the workshop recording: https://youtu.be/Mh3uxdlf3vs
Members seek face-to-face opportunities to connect, learn, volunteer, and socialize with their peers more than ever. CRPs are looking for ways to activate that member engagement at chapters. Around the country, they’re asking:
- Are associations changing how they manage and relate to their chapters?
- What support and services should we give our chapters?
- How should we evaluate our chapters?
- Are chapters still relevant?
Mariner Management and Billhighway conducted the third Chapter Benchmarking Study to explore these questions and more. We went out to CRPs, CEOs, and Chapter Leaders. The data analysis offers a resource for benchmarking, sharing innovations in chapter management, and starting conversations about the future of chapters. Join us as we unveil the 2022 Association Chapter Performance & Benchmarking Report, and more importantly, look at how you can use it to answer your questions and optimize your chapters! #leveragechapters #gotchapters
Drive Chapter Behavior with Targeted Benchmarking
Benchmarking (count and compare) can serve many purposes, but the most important purpose is to define what’s most important! Everyone’s likely heard some variation on the business maxim, “you can’t manage what you don’t measure,” but the corollary consequence, “you tend to manage what’s being measured” is often overlooked. Bottom line, if we want our chapters to help us serve the members and move the mission, we need to benchmark those behaviors that help us achieve that end. In other words, let’s count the things that count…and, oh by the way, all the things that count can’t necessarily be counted!
Benchmarking also implies comparison, and here’s the other important purpose. When we measure and make comparisons on those metrics which are truly important, we can then identify our “bright spots” – the high achievers – and replicate those behaviors across the system. Win-win!!
We talk about what we’re benchmarking (or not) and why. While there’s no guarantee, experience suggests that “if you measure it, they will do it,” so let’s be sure we measure the right stuff.
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Leadershiporientation Mla Aug2008
- 1. Michigan Library Association: Shaping our Tomorrow Leadership Orientation, August 22, 2008
- 3. Building a new MLA
- 12. What are you looking at?
- 22. Recognition
Editor's Notes
- Good morning! I’m Kathy Irwin, the President of the Michigan Library Association. I feel very honored and humbled to be president this year as we implement strategic governance. Fortunately, I’m not alone! We have talented and dedicated staff members at MLA (introduce them). We also have eight new board members, the largest number of new board members we will probably ever have. The new board met in June and July and they are asking the right questions and discussing issues that matter. We also have four talented and energetic committee chairs (introduce them). I feel privileged to work with such a great group of individuals! I want to thank all of you for agreeing to volunteer this year.