These are notes from Jean Roberts on her presentation, "Governance, technology, and staff - The critical links between them"
==
Every nonprofit Board needs to consider these three questions about their own nonprofit:
1. Has the development of technology left the importance and value of the human factors (i.e. people) behind?
2. Are we bringing people’s competency along at a rate sufficient for them to be comfortable, confident and competent with technology?
3. Is technology working better than what it is meant to replace?
Workplace Mentoring: a literature review (2009)WERDS_NZ
This review was developed with funding from Ako Aotearoa. It focuses on mentoring for apprentices and touches on mentoring to support language, literacy and numeracy development. The review explores traditional and relational models of mentoring and discusses the benefits, issues and gaps raised by the literature in terms of different types of mentoring offered in organisations. The review is also posted on the Ako Aotearoa website where some other publications by Chris Holland can be found
Information and knowledge are decisive in human development. Since the industrial revolution, information architecture designed on the principles of industrial economy has been predominant in the functioning of the society. The technological advances in Internet and Telecommunications within the society aided the shift from industrial economy to a services based economy are creating a foundation for a new order of information and knowledge access, control and transfer. The implications on the functioning of the governments, corporations and society notwithstanding, remains uncertain if these forces will lead to strengthening the order of information feudalism or would they create conditions for decentralization and diffusion of information resources creating a new order of social production and exchange at the core of the economy rather than the periphery . We examine the implications of these structural changes on the governments, private corporations and society in the context of emerging economies.
Workplace Mentoring: a literature review (2009)WERDS_NZ
This review was developed with funding from Ako Aotearoa. It focuses on mentoring for apprentices and touches on mentoring to support language, literacy and numeracy development. The review explores traditional and relational models of mentoring and discusses the benefits, issues and gaps raised by the literature in terms of different types of mentoring offered in organisations. The review is also posted on the Ako Aotearoa website where some other publications by Chris Holland can be found
Information and knowledge are decisive in human development. Since the industrial revolution, information architecture designed on the principles of industrial economy has been predominant in the functioning of the society. The technological advances in Internet and Telecommunications within the society aided the shift from industrial economy to a services based economy are creating a foundation for a new order of information and knowledge access, control and transfer. The implications on the functioning of the governments, corporations and society notwithstanding, remains uncertain if these forces will lead to strengthening the order of information feudalism or would they create conditions for decentralization and diffusion of information resources creating a new order of social production and exchange at the core of the economy rather than the periphery . We examine the implications of these structural changes on the governments, private corporations and society in the context of emerging economies.
You have read chapters 9 Foundations of Group Behavior, 10 Underst.docxdavezstarr61655
You have read chapters 9 Foundations of Group Behavior, 10 Understanding Work Teams, and 11 Communication. Read the case study on Holacracy and answer the question at the end of the case study. "Should Derek fight the holacracy initiative?" based on what you have learned in the three chapters and outside research on the topic. Describe and justify in not less than 300 words (support with research from the textbook and at least one outside source) you position on holacracy.
1
Business Ethics Task 1:
Organizational ethics and Corporate Social Responsibility
SCHOOL University
MILKMAN / Student ID #: XXXXX
A. Corporate Policies
To restrain from any misuse of TechFite funding, the human resources department will implement the following policies.
· Requirements of full-time employees: All employees with a full-time status are required to work a minimum of 36 hours per week; this is not to exceed more than 40 hour per week. If an employee works more than 40 hours per week, he/she is eligible to receive overtime compensation at indicated in the employee handbook. All full-time employees are eligible to receive company employee benefits. Any employee working less than 36 hours per week will be classified as a part-time employee and will be required to sign a change of status form acknowledging change of benefit.
· Bonus Distribution to Employees: TechFite will prohibit the distribution of bonuses to executive and leadership of the company. The company will use revenue assets to compensate all employees at the same percentage increase regardless of job titles and status. This will assist of equal opportunities within the company.
· Sponsorship and Company Participation of Community Events: The company will mandate the sponsorship of all community organizations. This policy will assure all executive attendance and sponsorship is present for organizations that would benefit from TechFite.
A1. Rationale
· The policy, Requirements of Full-Time Employees, will serve as a protection of all employee status. This policy will outline that full-time employees will no longer have a decrease of hours which could potentially harm the security of their employee benefits. This policy will also outline the proper communication and documentation required for any status changes. This will assure employee awareness of any benefit changes due to their status.
· The Bonus Distribution to Employees policy will grant equal opportunities and equal compensations to all employees. This policy will fully detail no preference will be given to higher executives for bonus compensations.
· The policy, Sponsorship and Company Participation of Community Events, will assure all executive attendance and sponsorship is present for organizations that would benefit from TechFit, which in return will increase the moral of the company within the community. This policy will indicate that sponsorship is not optional, yet mandatory.
A2. Ethical V.
Jennifer L. Naegele Professor Dan WestHAD - 517M.docxpriestmanmable
Jennifer L. Naegele
Professor Dan West
HAD - 517
May 9, 2020
The Evening News
Written Assignment - The Evening News
You are to report "the evening news" in a class. Your news report must present a news item or current event that is pertinent to international health). Please do not report a journal article - report "the news" from a newspaper, website, TV, or other source. CNN or BBC news might be especially interesting. After you report the news, give your thoughts and opinions about how what you reported could affect health organizations and management of those organizations. In keeping with current trends in news reporting, you may make 'the news' fun and entertaining. Prepare your news report as follows:
a. Source [2 points]
b. Concisely state the news in your own words - e.g., who, what, where, when, why. (1/2 page) [2 points]
c. Explain how you think health organizations and health care management could be affected by what you reported. Describe at least 3 specific ways that health organizations and their management could be affected by what you read. What should health care managers do? (1/2 page) [4 points]
d. Personal reflection - how does this topic impact you personally and/or professionally (1/2 page) [2 points]
Be sure to include your name, the date of the news item and the source (CNN, BBC, Local News)
This Assignment is Due Week 3
A. How would you respond to Don’s request?
In response to Don’s request, honesty and transparency would be paramount. Understanding and explaining foreseeable obstacles and needs is essential in laying out a foundation for the new human resources department and what it will take to implement it successfully and with adequate support. I would advise Don that immediate implementation is not feasible and offer a transitional process with necessary resources. First addressing new department functions and titles with employees. I would advise Don that with an internal change of this magnitude, a detailed strategic plan should be defined and a team of individuals to carry out the strategy for defilement and implementation. I would suggest beginning with the roles and responsibilities of the human resources department along with its staff and account for each location in doing so. I would advise maintaining human resource's current operating models be left in place until a more clearly defined strategy and the phase-based process can be initiated. I would further recommend a working group that hosts regular meetings to evaluate the transition of the new human resources department and to also adjust the strategic plan supporting this initiative. Once these actions have been achieved, or at least forecasted and defined, I would then suggest the pursuit of recruitment to ensure a successful transition at all three locations. I would emphasize the importance of updated systems, operating procedures, organizational culture, and employee training.
B. How should the new HR department be organized?
Functions and ...
Making KM Clickable: The Rapidly Changing State of Knowledge ManagementEnterprise Knowledge
Initially delivered for the Bangalore K-Community Zoom Meetup: “The Digital Edge: Tech Roadmaps and Impacts on KM on June 15th, this deck covers the key takeaways from the leading Knowledge Management book, 'Making Knowledge Management Clickable,' by Zach Wahl and Joe Hilger of Enterprise Knowledge. The presentation covers definitions and value of KM, offers best practices on KM systems, details key types of KM technologies, and discusses some of the common types of KM solutions such as KM Portals and Knowledge Graphs.
Biotech Company Situational AnalysisBackgroundA growing Biote.docxmoirarandell
Biotech Company Situational Analysis
Background:
A growing Biotech company has been in business for approximately three years and is growing rapidly. Over the past five years the lines of business have had unguided and unconstrained approach to dealing with information systems and technology used to support their respective business areas. Each area has their own IT staff all doing their own thing and building systems serving only the needs of that specific business unit with no coordination or collaboration from the IT staff in the other business areas. This ad hoc approach to IT has started to cause operational, security, and cost containment problems. Hence, the Board of Directors of the company has endorsed the CEO’s request to hire a new CIO and to address these problems and to establish a world class central IT organization to support their growing business and get things under control. The CEO hired a new CIO a three months ago, who has been meeting with the senior business executives in each of the lines of business and coming up to speed on the business strategy goals and objective as well as how IT is being used and managed to support the business. The CIO met with the CEO and provided his findings and recommendations. The following scenarios below will highlight some of the CIO’s findings in which the he has delegated responsibility to you as one of his senior IT managers to resolve.
Situation 1 (40 Points): All twenty-five IT staff now report to the senior IT Managers in the central IT organization. However, the IT Department does not have any structured, consistent and positive approach to performance appraisals and none of the IT staff have had an employee performance appraisal since they were hired. In addition, the CIO wants to establish a highly competent and capable IT organization for the company. Other than the senior managers he recently hired, he is not sure that he has the right people in the right positions and questions if the staff possess the proper skills, competencies, education, and/or experience to even be successful in these positions. The CIO has asked you to lead an initiative to work with the other senior managers in IT and Human Resources to resolve these issues.
1. Create a hierarchical IT Functional Organizational Model for the following core areas:
a. Security
b. Applications
c. Infrastructure & Operations
d. Compute Services
2. Define Core and associated sub-functional areas (use table format below)
3. Define the IT staffing complement, skills, experience, education, and certification requirements (use Matrix/Table format defined below)
4. Define the service offerings for each core area in the table
5. What approach would you take to address the lack of any structured and consistent approach to performance appraisals as well as fixing the IT staff that have not had a performance appraisal in the last three years?
Situation 2 (40-Points): All twenty-five IT staff now report to the senior IT m.
You have read chapters 9 Foundations of Group Behavior, 10 Underst.docxdavezstarr61655
You have read chapters 9 Foundations of Group Behavior, 10 Understanding Work Teams, and 11 Communication. Read the case study on Holacracy and answer the question at the end of the case study. "Should Derek fight the holacracy initiative?" based on what you have learned in the three chapters and outside research on the topic. Describe and justify in not less than 300 words (support with research from the textbook and at least one outside source) you position on holacracy.
1
Business Ethics Task 1:
Organizational ethics and Corporate Social Responsibility
SCHOOL University
MILKMAN / Student ID #: XXXXX
A. Corporate Policies
To restrain from any misuse of TechFite funding, the human resources department will implement the following policies.
· Requirements of full-time employees: All employees with a full-time status are required to work a minimum of 36 hours per week; this is not to exceed more than 40 hour per week. If an employee works more than 40 hours per week, he/she is eligible to receive overtime compensation at indicated in the employee handbook. All full-time employees are eligible to receive company employee benefits. Any employee working less than 36 hours per week will be classified as a part-time employee and will be required to sign a change of status form acknowledging change of benefit.
· Bonus Distribution to Employees: TechFite will prohibit the distribution of bonuses to executive and leadership of the company. The company will use revenue assets to compensate all employees at the same percentage increase regardless of job titles and status. This will assist of equal opportunities within the company.
· Sponsorship and Company Participation of Community Events: The company will mandate the sponsorship of all community organizations. This policy will assure all executive attendance and sponsorship is present for organizations that would benefit from TechFite.
A1. Rationale
· The policy, Requirements of Full-Time Employees, will serve as a protection of all employee status. This policy will outline that full-time employees will no longer have a decrease of hours which could potentially harm the security of their employee benefits. This policy will also outline the proper communication and documentation required for any status changes. This will assure employee awareness of any benefit changes due to their status.
· The Bonus Distribution to Employees policy will grant equal opportunities and equal compensations to all employees. This policy will fully detail no preference will be given to higher executives for bonus compensations.
· The policy, Sponsorship and Company Participation of Community Events, will assure all executive attendance and sponsorship is present for organizations that would benefit from TechFit, which in return will increase the moral of the company within the community. This policy will indicate that sponsorship is not optional, yet mandatory.
A2. Ethical V.
Jennifer L. Naegele Professor Dan WestHAD - 517M.docxpriestmanmable
Jennifer L. Naegele
Professor Dan West
HAD - 517
May 9, 2020
The Evening News
Written Assignment - The Evening News
You are to report "the evening news" in a class. Your news report must present a news item or current event that is pertinent to international health). Please do not report a journal article - report "the news" from a newspaper, website, TV, or other source. CNN or BBC news might be especially interesting. After you report the news, give your thoughts and opinions about how what you reported could affect health organizations and management of those organizations. In keeping with current trends in news reporting, you may make 'the news' fun and entertaining. Prepare your news report as follows:
a. Source [2 points]
b. Concisely state the news in your own words - e.g., who, what, where, when, why. (1/2 page) [2 points]
c. Explain how you think health organizations and health care management could be affected by what you reported. Describe at least 3 specific ways that health organizations and their management could be affected by what you read. What should health care managers do? (1/2 page) [4 points]
d. Personal reflection - how does this topic impact you personally and/or professionally (1/2 page) [2 points]
Be sure to include your name, the date of the news item and the source (CNN, BBC, Local News)
This Assignment is Due Week 3
A. How would you respond to Don’s request?
In response to Don’s request, honesty and transparency would be paramount. Understanding and explaining foreseeable obstacles and needs is essential in laying out a foundation for the new human resources department and what it will take to implement it successfully and with adequate support. I would advise Don that immediate implementation is not feasible and offer a transitional process with necessary resources. First addressing new department functions and titles with employees. I would advise Don that with an internal change of this magnitude, a detailed strategic plan should be defined and a team of individuals to carry out the strategy for defilement and implementation. I would suggest beginning with the roles and responsibilities of the human resources department along with its staff and account for each location in doing so. I would advise maintaining human resource's current operating models be left in place until a more clearly defined strategy and the phase-based process can be initiated. I would further recommend a working group that hosts regular meetings to evaluate the transition of the new human resources department and to also adjust the strategic plan supporting this initiative. Once these actions have been achieved, or at least forecasted and defined, I would then suggest the pursuit of recruitment to ensure a successful transition at all three locations. I would emphasize the importance of updated systems, operating procedures, organizational culture, and employee training.
B. How should the new HR department be organized?
Functions and ...
Making KM Clickable: The Rapidly Changing State of Knowledge ManagementEnterprise Knowledge
Initially delivered for the Bangalore K-Community Zoom Meetup: “The Digital Edge: Tech Roadmaps and Impacts on KM on June 15th, this deck covers the key takeaways from the leading Knowledge Management book, 'Making Knowledge Management Clickable,' by Zach Wahl and Joe Hilger of Enterprise Knowledge. The presentation covers definitions and value of KM, offers best practices on KM systems, details key types of KM technologies, and discusses some of the common types of KM solutions such as KM Portals and Knowledge Graphs.
Biotech Company Situational AnalysisBackgroundA growing Biote.docxmoirarandell
Biotech Company Situational Analysis
Background:
A growing Biotech company has been in business for approximately three years and is growing rapidly. Over the past five years the lines of business have had unguided and unconstrained approach to dealing with information systems and technology used to support their respective business areas. Each area has their own IT staff all doing their own thing and building systems serving only the needs of that specific business unit with no coordination or collaboration from the IT staff in the other business areas. This ad hoc approach to IT has started to cause operational, security, and cost containment problems. Hence, the Board of Directors of the company has endorsed the CEO’s request to hire a new CIO and to address these problems and to establish a world class central IT organization to support their growing business and get things under control. The CEO hired a new CIO a three months ago, who has been meeting with the senior business executives in each of the lines of business and coming up to speed on the business strategy goals and objective as well as how IT is being used and managed to support the business. The CIO met with the CEO and provided his findings and recommendations. The following scenarios below will highlight some of the CIO’s findings in which the he has delegated responsibility to you as one of his senior IT managers to resolve.
Situation 1 (40 Points): All twenty-five IT staff now report to the senior IT Managers in the central IT organization. However, the IT Department does not have any structured, consistent and positive approach to performance appraisals and none of the IT staff have had an employee performance appraisal since they were hired. In addition, the CIO wants to establish a highly competent and capable IT organization for the company. Other than the senior managers he recently hired, he is not sure that he has the right people in the right positions and questions if the staff possess the proper skills, competencies, education, and/or experience to even be successful in these positions. The CIO has asked you to lead an initiative to work with the other senior managers in IT and Human Resources to resolve these issues.
1. Create a hierarchical IT Functional Organizational Model for the following core areas:
a. Security
b. Applications
c. Infrastructure & Operations
d. Compute Services
2. Define Core and associated sub-functional areas (use table format below)
3. Define the IT staffing complement, skills, experience, education, and certification requirements (use Matrix/Table format defined below)
4. Define the service offerings for each core area in the table
5. What approach would you take to address the lack of any structured and consistent approach to performance appraisals as well as fixing the IT staff that have not had a performance appraisal in the last three years?
Situation 2 (40-Points): All twenty-five IT staff now report to the senior IT m.
The following email offers ideas and language you can use as part of your outreach for #GivingTuesday. This can be sent to Board members, staff, donors, and other community partners to get them involved in your campaign. Feel free to copy, paste, or adjust as you see fit for your organisation.
Let's get appy! Engaging mobile audiences through mobile apps Connecting Up
Mobile phone use in Australia is rapidly increasing. If your not-for-profit is considering developing app, you should keep these three key factors in mind.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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#CU11: Notes on "Governance, technology, and staff - The critical links between them"
1. Summary of Conference presentation by Jean Roberts:
The critical link between Governance. IT/Technology, Staff Competencies
and Resource Availability.
Relevant Conference Goal: To continue the momentum towards a national approach to
ensuring that the technology capacity of nonprofit organisations allows them to effectively
operate and harness opportunities for fundraising, membership, marketing and innovative
service provision.
Relevant Conference Stream: Refresh you governance
Reboot Your Nonprofit:
• To control your position in the sector, you need to know your current and desired
positions
• To alter your perception of on-line tools, you need knowledge of and confidence
in the use and usefulness of on-line tools
• To delete your fear of change, you need to be convinced that o n-line tools can
add value
There are three key components in examining any problem, challenge, need or
opportunity – and the Conference theme represents, at different times and in different
circumstances, a problem, a challenge, a need, and an opportunity.
Each nonprofit Board is wise to monitor and examine these three key components:
1. Human factors:
• The people involved with or affected by the activities of the nonprofit
organisation – both internal and external,
2. Task factors:
• The functions, activities and systems that together determine the quality of
service delivery, and viability of the nonprofit, and
3. Environmental factors:
• The context or environment within which the nonprofit operates – again, both
internal and external.
I emphasise that these notes are a summary – my presentation included examples of
personal and other experiences in the governance of nonprofits that illustrate the title.
My background
Director of Roberts Management Concepts Pty Ltd since 1985 - working in all States and
Territories of Australia and in New Zealand, USA and Canada as a consultant, facilitator,
trainer, writer and speaker – specialising in the governance and management of nonprofit
organisations, and in small and medium enterprises.
Experience prior to 1985 included partner in a family precision engineering company for
more than 15 years with these ongoing benefits:
1. hands-on experience with quoting and estimating;
2. appreciating the importance and value of having a ‘proto-type’ of a client’s
requirement before commencing the quote;
3. the habit of developing and refining appropriate tools, strategies, checklists, etc.,
to analyse and solve a problem, capitalise on an opportunity, and ensure a
consistent manner and style of working.
- followed by a decade of employment as a Community Education Officer, linking
schools and their communities in identifying and addressing local needs, and
introducing community-based programs and initiatives:
• adapting the benefits outlined above from specifications and measurement to
the needs, interests and aspirations of people experiencing difficulty in their lives.
My volunteer involvement within the nonprofit sector in Australia began as a teenager and
continues to this day.
2. The Critical link between Governance, IT/Technology, Staff competencies, confidence and
comfort, and Resource availability
1. If your nonprofit organisation is an association, cooperative, company limited by
shares or guarantee, or registered by Act of Parliament, it is a legal entity
2. As a legal entity, it will have a constitution or similar document, sometimes referred
to as Objects & Rules – which will state the legal requirements of the entity
regarding:
a) name of the legal entity,
b) statement of purpose or objects and powers,
c) definitions or interpretation, and
d) rules – starting with the membership base, and including role, make-up
and method of election or appointment of the governing body
(committee or board or management in an association, or board of
directors in a nonprofit company or cooperative),
3. There are three major components of governance, ie the role and function of the
governing body, broadly:
a) to endorse the strategic and policy framework for the organisation,
b) to ensure financial viability of the organisation,
c) to ensure compliance with all legislative, statutory and contractual duties
and obligations, and
d) where paid staff are in place, to undertake the role and responsibilities of
employer,
4. The governing body is responsible and accountable – initially to the membership
base of the legal entity – for what it does and doesn’t do, and is required to
comply with:
a) incorporation legislation and regulations,
b) the constitution as approved by the Regulator, and
c) terms and conditions of funding, service and contractual agreements
(which may include accreditation/standards requirements),
• and should ensure that it is covered for Directors’ and Officers’ Insurance –
and carefully read their policy, particularly the Exceptions Clause,
5. A component of ensuring the financial viability of the organisation, the governing
body is accountable for budget oversight and monitoring – which extends to
ensuring the best possible use of available or accessible financial resources
Refresh your Governance
The key question for any nonprofit governing body whose organisation is using
IT/Technology internally is this:
• Is IT/Technology working better than what it is meant to replace?
There are varying levels of awareness, confidence and competence among nonprofit
governing bodies about the role of IT/Technology in their organisation. It is critical in this
day and age that at least one member of a governing body has a background, working
knowledge and acute understanding of the opportunities and challenges associated with
IT/Technology. The role of this person includes helping the board-as-a-whole to
understand the:
a) problem to be solved,
b) function to be introduced or improved, or
c) opportunity to be considered and carefully costed.
The role and benefit of the IT/Technology-aware board member can include:
a) interpreting language and jargon,
b) understanding what the board currently knows
c) understanding what the board doesn’t know, and
d) the questions it needs to ask of potential external advisors, tender respondees or
suppliers
3. Each nonprofit Board is also wise to consider these three questions about their own
nonprofit:
1. Has the development of technology left the importance and value of the human
factors (ie people) behind?
2. Are we bringing people’s competency along at a rate sufficient for them to be
comfortable, confident and competent with technology?
3. Is technology working better than what it is meant to replace?
Tool No. 1: People/Task/Context
Three major components of analysis prior to the introduction or updating of IT/Technology:
• People
a) Plan to train, support and supervise people in the organisation who will be
involved with or affected by IT/Technology as individuals,
b) It is predictable that some will learn easily and well, some will have great
difficulty, and others will just give up
c) The secret of competency is frequency: people will improve in
confidence, competency and comfort if they frequently use the
IT/Technology for which they have been trained
d) Where frequency is not a factor for a trainee, the training may simply be a
waste of time and money – as well as taking the trainee’s time away from
their core responsibilities, and reducing the trainee’s level of job
satisfaction
e) Where frequency is not a factor for the organisation, the board should
develop an appropriate policy and procedure for outsourcing of related
functions
• Tasks
a) Introduction of or improvement through IT/Technology should either
improve the efficiency and effectiveness of a task or function, or increase
or improve the organisation’s core business or core business relationships
b) Such improvements need to be measurable
• Context/environment
a) Take account of what else is going on for the people involved with or
affected by the introduction or updating of IT/Technology
b) There is a right time for this activity, and ‘success’ depends on more than
the IT/Technology itself
Tool No. 2: CIPPOO
a) Context – what else is happening?
b) Inputs – what do we need from IT/Technology – apart from and additional to the
‘package’?
c) Process – how is it to be introduced?
d) Product – following introduction, what is now usable or possible?
e) Output – therefore, what can we now create/improve?
f) Outcome – with what benefit/value, and to whom – including our organisation?
Tool No. 3: Project Plan
a) Desired outcome – what benefit or value is required from the introduction or
improvement of IT/Technology?
b) Current situation – what’s happening or not happening now, before the
introduction or improvement?
c) Gap to be filled – what’s the measurable difference between (a) and (b)?
d) Role of IT/Technology – how, and to what extent, do we expect IT/Technology to
contribute to (c)
e) Timeline – what is the defined period of time necessary to ensure (a)?
f) Budget – a thorough analysis of cost, value, price – and opportunity cost?
g) Evaluation method – how will we monitor and measure process and progress of
moving to or achieving (a)?
Tool No. 4: Culture and Climate
4. a) Equal value for people/tasks/context – does our organisation usually give equal
value to these three key components in planning and
implementation/introduction?
b) Comfort, confidence, competencies – do we treat our people as individuals, with
respect for their individual levels of comfort, confidence and competency with
IT/Technology?
c) Best use of available/accessible resources – does our board always ensure the
best possible use of available or accessible resources, and are there board-
endorsed policies and procedures in place to ensure consistency and internal
compliance?
d) Best possible practices and services – does IT/Technology feature strongly and
effectively in ensuring the best possible staff practices that in turn ensure the best
possible service for our clients/consumers/customers?
Visit www.jeanroberts.com.au
Jean’s 100+ posts are freely available – including the following that expand this summary:
Content: Core Business Strategies
• Management and Leadership: Risk and Quality are two sides of the one coin
• Jean’s Core Business Strategy No. 10: Strategic Business Relationships Checklist –
checking the trust factor
• Jean’s Core Business Strategy No. 9: Retrospective Planning
• Jean’s Core Business Strategy No. 8: Project Mentality and Management
• Jean’s Core Business Strategy No. 7: Business Brainpower
• Jean’s Core Business Strategy No. 6: Traps in Tendering and Outsourcing
• Jean’s Core Business Strategy No. 5: Financial Risk Management – don’t neglect
your debtors!
• Jean’s Core Business Strategy No. 4: Marketing Strategy for SMEs – including
tendering
• Jean’s Core Business Strategy No. 3: Performance Indicators, Measures and Targets
• Jean’s Core Business Strategy No. 2: The Art and Science of Business: ‘Critical
Success Factors – Jean’s A-Z’
• Jean’s Core Business Strategy No. 1: Unshakeable Fact Test
Content: Nonprofit includes:
• Managing Workplace Relationships
• A package of three Management Group Activities for in-house/on-site Learning
and Development
• Guiding Principles relating to Measurable Consumer Outcomes
• Jean’s Nonprofit Board Member Recruitment and Orientation Checklist
• Individual Work Practices – don’t ignore them!
• Managing Fear about Nonprofit Board/Committee Performance
• A Management Group Activity to assess the effectiveness of internal policy and
procedure manuals
Connecting Up Australia – a social research project to explore the capacity development
priorities of the nonprofit sector in Australia 2009-2010
This Report, What do Australia’s Nonprofits really want? is available on the Connecting Up
website, and can be freely downloaded. These quotes are from the Conclusion, page 20:
• The Listening Project held at its core the spirit of open mind and open discussion to
unearth the challenges and priorities of the nonprofit or Third Sector in Australia, as
expressed by the sector itself – in its breadth of size and diversity.
• Perhaps if we take nothing else from this study it is that while we operate in a
highly competitive environment, identifying and uniting for our common cause,
could be the key to strengthening our value proposition and unlocking the doors
to the capacity development and paradigm shifts out sector needs.
5. • We look forward to monitoring developments and engaging stakeholders about
the findings and possible strategies in addressing the issues raised. We
endeavoured to listen. Now we need to show that we have heard.
My action-research to assess the training and support needs of voluntary committees of
management, 1989-1996
Pilot: In January 1989, a $5,000 grant was received from the (then) Victorian
Department for Community Services (DCS) to pilot committee of management support
through 3 on-site consultancies with member-agencies of CIDA (Council of Intellectual
Disability Agencies Incorporated, Victoria)
Years 1-3: Based on the Pilot, a 3-year $50,000 grant from (then) Community Services
Victoria (CSV) followed to assess the training and support needs of voluntary committees
of management in CIDA member-agencies through an additional 12 on-site consultancies.
A further 3 on-site consultancies were possible through Victorian Community Foundation
funding during this stage, adding a further $9,000 to the Project Budget.
The 3-year Project culminated at the 1992 CIDA State Conference in the
launch by Mr Peter Allen, General Manager of CSV, of the 'Craft of Managing' Training
Manual. The Manual was designed on the action-research to date, which included a total
of 21 on-site consultancies and participation in total of 52 member-agencies. The
objective of the Manual was to inform and develop management confidence, ability and
skill among committee members and key staff in CIDA member agencies.
Year 4: In 1994, CIDA received a further $15,000 grant from Department for Health and
Community Services (H&CS) to examine the potential of the 'Craft of Managing' Training
Manual as a committee of management training and support tool and as a basis for
quality management, both within CIDA member-agencies and in the 'generic' community
development field. A 'generic' version of the 'Craft of Managing' Training Manual was
published in 1996, introduced through a seminar program and distributed to all disability
services in Victoria - the content having been trialed over a 2-year period within CIDA's
membership and wider afield.
Through the next eight years, I canvassed and responded to issues of interest and concern
from people at governance and management levels of a wide range of nonprofit
organisations in Australia.
In 2004, my book/CD ROM, Managing Governance in Nonprofit Organisations in Australia.
The CD features 44 Units to guide nonprofit Boards on ensuring the best possible practices
and systems to ensure the best possible services.
Three Governance Kits followed between 2006-2008 on roles and responsibilities,
partnership relationships, and the personal responsibilities of Board members. Each Kit
offers a series of Discussion or Reflection Worksheets to encourage self-appraisal by the
Board-as-a-whole or by individual Officers and Board Members
In June 2009, my website was restructured to cater specifically for nonprofits and SME, with
currently 100+ articles freely available. On-line purchase of e-books and paper-based
publications is also available.
6.
7. Content Categories www.jeanroberts.com.au
My website has equal focus on the Nonprofit and SME (small and medium
enterprise) Sectors.
o Books (Jean’s publications can be purchased on-line – each @
$16.50 (includes GST & P&P)
o Core Business Strategies – all items can be freely downloaded
o Definitions – all items can be freely downloaded
o E-books (Jean’s e-books can be purchased on0line – each @ $9
(includes GST). These are available to download and read
immediately upon purchase – with time-limited link)
o Left and Right Brain Orientation - all items other than the book can
be freely downloaded
o Managing Fear – all items can be freely downloaded
o Non-profit – all items can be freely downloaded
o Research – all items can be freely downloaded
o Small and medium enterprise – all items can be freely downloaded
o Tendering, outsourcing and submissions – all items other than the
book can be freely downloaded
o Tools of War and Peace in the World of Management – all items can
be freely downloaded
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