Review and make proposals on HESFB Vision & Mission Statements and Core Values
Agree on the HESFB SWOT & PEST Analysis
Identify & Agree on the key strategic issues and priorities for HESFB to focus on in the next five years
Identify the Goals, Objectives and Strategic Interventions/actions to support implementation of the strategic priorities identified
Step Eight - the final step - in the Accountability in Action training kit.
Now we will put all the pieces together to form your Accountability Action Plan!
Step Eight - the final step - in the Accountability in Action training kit.
Now we will put all the pieces together to form your Accountability Action Plan!
Evaluating community projects
These guidelines were initially developed as part of the JRF Neighbourhood Programme. This programme is made up of 20 community or voluntary organisations all wanting to exercise a more strategic influence in their neighbourhood. The guidelines were originally written to help these organisations evaluate their work. They provide step-by-step advice on how to evaluate a community project which will be of interest to a wider audience.
What is evaluation?
Put simply, evaluation by members of a project or organisation will help people to learn from their day-to-day work. It can be used by a group of people, or by individuals working alone. It assesses the effectiveness of a piece of work, a project or a programme. It can also highlight whether your project is moving steadily and successfully towards achieving what it set out to do, or whether it is moving in a different direction. You can then celebrate and build on successes as well as learn from what has not worked so well.
Why evaluate?
Although evaluation may seem like an unnecessary additional task if you are already short of time and resources, it can save you both time and resources by keeping participants focused on, and working towards, the ultimate goal of the project. If necessary, it can refocus activity away from unproductive or unnecessary work.
Strategic planning is defined as the “enhancing its success by dealing with weaknesses and threats as well as the strengths and opportunities that present themselves to the organisation. It involves selecting from a range of strategies and building a plan to carry out those strategies, including marshaling the resources and organisational elements necessary to carry out the plan and evaluate its performance” (Vargoa & Seville, 2011:5621).
Check out @ www.eleaderstochange.com
Follow: #eleaders2change
Communicating the Strategic Plan PPT.pptxErwinGaspar5
Strat Plan
According to Khalid (2020), strategic planning in an educational organization is sometimes views as an ivory tower exercise. While the top management discusses crucial issues impacting the future of the organization, some employees might feel being disconnected. This inability to effectively communicate strategic plans for aligning all employees' actions is a fundamental reason for an organization to lose control during the implementation of many otherwise excellent strategic plans. Difficulties with maintaining effective communication on strategy may include a high need for cross-functional communication across varying levels in the organization; significant time gaps between strategic planning sessions; absence of accountability and planning for communication; and reluctance to share information.
When handled correctly, communications can assist in strategic planning instead of hindering the progress. Some of the tips for effective strategic planning communications include developing a communication plan with clear accountability; and defining and selecting appropriate communication policies. It is the strategic planning team who is responsible and accountable for decisions on communication within the team and across the organization, including the external stakeholders. They often consist the top management and the board members as well as the senior management. In addition, other members of the organization who may be affected directly or indirectly should be informed and have their expectations managed.
Furthermore, a clearly articulated communication policy would guide the organization and its employees in selecting an appropriate approach to communication. The policy might vary widely depending on a particular company's needs. For instance, the strategic planning team may have a policy of communicating on a need-to-know basis. They may also take an approach that greater transparency is useful in motivating employees. Well-informed employees can contribute better. Free flow of information is likely to improve alignment and teamwork. If more communication is considered desirable, then the strategic planning team should be willing to invest in better communication frameworks and platforms.
The rest paper of the focuses on communicating the strategic plan effectively and successfully. Topics on writing the strategic plan, formatting the plan, communication strategy in 13 steps, planning for resistance, the outgoing message, and implementing the strategic plan are comprehensively discussed.
COMMUNICATING THE STRATEGIC PLAN
When implementing a strategic plan, there is one thing some organizations tend to forget.
No matter how good the strategy is, it will not work if the employees do not know how to align with it, or worse, if they simply do not know about it. The internal communication strategy can therefore truly make or break organization’s efforts.
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
Evaluating community projects
These guidelines were initially developed as part of the JRF Neighbourhood Programme. This programme is made up of 20 community or voluntary organisations all wanting to exercise a more strategic influence in their neighbourhood. The guidelines were originally written to help these organisations evaluate their work. They provide step-by-step advice on how to evaluate a community project which will be of interest to a wider audience.
What is evaluation?
Put simply, evaluation by members of a project or organisation will help people to learn from their day-to-day work. It can be used by a group of people, or by individuals working alone. It assesses the effectiveness of a piece of work, a project or a programme. It can also highlight whether your project is moving steadily and successfully towards achieving what it set out to do, or whether it is moving in a different direction. You can then celebrate and build on successes as well as learn from what has not worked so well.
Why evaluate?
Although evaluation may seem like an unnecessary additional task if you are already short of time and resources, it can save you both time and resources by keeping participants focused on, and working towards, the ultimate goal of the project. If necessary, it can refocus activity away from unproductive or unnecessary work.
Strategic planning is defined as the “enhancing its success by dealing with weaknesses and threats as well as the strengths and opportunities that present themselves to the organisation. It involves selecting from a range of strategies and building a plan to carry out those strategies, including marshaling the resources and organisational elements necessary to carry out the plan and evaluate its performance” (Vargoa & Seville, 2011:5621).
Check out @ www.eleaderstochange.com
Follow: #eleaders2change
Communicating the Strategic Plan PPT.pptxErwinGaspar5
Strat Plan
According to Khalid (2020), strategic planning in an educational organization is sometimes views as an ivory tower exercise. While the top management discusses crucial issues impacting the future of the organization, some employees might feel being disconnected. This inability to effectively communicate strategic plans for aligning all employees' actions is a fundamental reason for an organization to lose control during the implementation of many otherwise excellent strategic plans. Difficulties with maintaining effective communication on strategy may include a high need for cross-functional communication across varying levels in the organization; significant time gaps between strategic planning sessions; absence of accountability and planning for communication; and reluctance to share information.
When handled correctly, communications can assist in strategic planning instead of hindering the progress. Some of the tips for effective strategic planning communications include developing a communication plan with clear accountability; and defining and selecting appropriate communication policies. It is the strategic planning team who is responsible and accountable for decisions on communication within the team and across the organization, including the external stakeholders. They often consist the top management and the board members as well as the senior management. In addition, other members of the organization who may be affected directly or indirectly should be informed and have their expectations managed.
Furthermore, a clearly articulated communication policy would guide the organization and its employees in selecting an appropriate approach to communication. The policy might vary widely depending on a particular company's needs. For instance, the strategic planning team may have a policy of communicating on a need-to-know basis. They may also take an approach that greater transparency is useful in motivating employees. Well-informed employees can contribute better. Free flow of information is likely to improve alignment and teamwork. If more communication is considered desirable, then the strategic planning team should be willing to invest in better communication frameworks and platforms.
The rest paper of the focuses on communicating the strategic plan effectively and successfully. Topics on writing the strategic plan, formatting the plan, communication strategy in 13 steps, planning for resistance, the outgoing message, and implementing the strategic plan are comprehensively discussed.
COMMUNICATING THE STRATEGIC PLAN
When implementing a strategic plan, there is one thing some organizations tend to forget.
No matter how good the strategy is, it will not work if the employees do not know how to align with it, or worse, if they simply do not know about it. The internal communication strategy can therefore truly make or break organization’s efforts.
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
Management : is the process of using organizational resources to achieve organizational goals through Planning, Organizing, Controlling and leading.
It is thus, a set of activities directed at an organization’s resources with the aim of achieving organizational goals in an efficient and effective manner.
Session 11 - Board Delegation and Accountability.pdfNyakanaJoseph1
Clear directions to the delegation of the management and administration functions as well as the powers of management
Review the arrangement for segregation of duties between board and management regularly
Board Committee formed, with specific terms of reference, as needed.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. Session 1: Project Planning & Management
To promote standardized service delivery with a focus on Monitoring and
Evaluation, Gender Mainstreaming and Documentation.
3. ► Understanding quantitative
and qualitative data
► Analyzing quantitative data
► Using qualitative data
► Pros and cons of
quantitative and
qualitative data
► Conclusion
Agenda
3
5. What we intend to achieve
A. Review and make proposals on HESFB
Vision & Mission Statements and Core
Values
B. Agree on the HESFB’s SWOT & PEST
Analysis
C. Identify & Agree on the key strategic issues
and priorities for HESFB to focus on in the
next five years
D. Identify the Goals, Objectives and Strategic
Interventions/actions to support
implementation of the strategic priorities
identified.
5
5/23/2023
6. Facilitated by
A. Review and make proposals on HESFB Vision &
Mission Statements and Core Values
B. Agree on the HESFB SWOT & PEST Analysis
C. Identify & Agree on the key strategic issues and
priorities for HESFB to focus on in the next five
years
D. Identify the Goals, Objectives and Strategic
Interventions/actions to support implementation
of the strategic priorities identified
Workshop Objectives
7. Self Introduction (B)
Participants to introduce yourselves
individually by making three
statements about yourselves.
Two should be true–something the
others do not know--and one a lie.
Have the rest of the team guess
which statement is the lie.
5/23/2023
7
8. Help us to plan to succeed
Success House
“Help Us To Exceed Your Needs & Expectations
Know More
About Your
Expectations
We seek your views and expectations to ensure that we
have a common understanding of what the workshop will
deliver.
Sharing Views
and Ideas
Much is going to come from you as you have hands
experience on specify issues affecting you
Our role ideally is to facilitate a Brainstorming discussion
Assisting us
to continuous
improve
Help us to continuous improve by giving us a feed back on
our presentation with the use of the workshop evaluation
assessment or directly talking to us
Setting the
Ground Rules
Together we can set ground rules that will make this training
successful
9. 9
Ground Rules
This is a Workshop not a Class Session
► Participation is crucial
► YOU will define your STRATEGY
► OUR Role is to facilitate
We have assumed:
► We are all adults
► For the duration, we are all equal
► Feel free to express your view as well as respect other
views
10. Ground Rules
For the entire Workshop you are
urged to:
► Leave your title at the door
► Everybody is right
► Raise your issues
► Think beyond today’s constraints
► Imagine
► Listen
► Look at the Big Picture
11. Taboos
► That won’t work here
► I’ve heard that somebody else tried it and failed
► We/our Directorate are not ready for this
► We’ve tried that before
► This is too risky
► We need more data/time (we always will)
► Management will not buy this
► We do not have the experience to decide that
► It might work for them, but we are different
► We need to do more analysis (we always will)
12. Think About this!
•The future is not some place we are going to, but
one we are creating. The paths to it are not
found, but made, and the activity of making
them change both the maker and the destination.
•The future is not the result of choices among
alternative paths offered in the present - it is a
place that is created - created first in the mind
and will….created next in the activity.
15. Introduction
► Strategic Planning? Involves a series of discussions and
decisions among key Stakeholders about what is truly
important for an organization.
► It is a disciplined effort to produce fundamental decisions
concerning: Mandate, Mission, Products/service level, Costs
and Finances, Management and Organizational Design ……
► The HESFB Strategic Plan will describe and communicate
the Organization Goals, Objectives, and Strategies needed
to achieve those Goals and Objectives in the next five years
15
5/23/2023
16. Benefits of Strategic Planning
► Make today’s decisions in light of their
future consequences
► Develop a coherent and defensible basis
for decision making
► Stimulates HESFB to think strategically
► Solving major organisation challenges and
improve performance
► Creatively and collectively examine
alternatives in reaching the HESFB Vision
► Dealing effectively with rapidly changing
environment/ circumstances
► Building team work and experience
► Agreeing on a vision of what HESFB wants
to be and do in the coming years( 5 +)
16
5/23/2023
17. Key Steps in the Strategic Planning
Process
STEP ONE:
Developing an initial agreement concerning
the Strategic Planning effort, in terms of:
Purpose, form and timing, roles and
functions, and Commitment of the necessary
resources to support the process (Done)
STEP TWO:
Identification and clarification of mandates:
the musts confronting the organisation (know
what pursuits are allowed and not allowed(
Done)
17
18. STEP THREE:
Development / Review /Clarification of HESFB Vision,
Mission and Values in tandem with the mandate which
provides Social justification for its existence
18
STEP FOUR: Environmental Scan / Assessment
► External Environmental Assessment : to identify
opportunities and threats (Political, Economic, Social
and Technological trends may be assessed
► Internal Environmental Assessment : to identify the
strength and weaknesses (Organizational resources
(inputs), present strategy (processes) and
performance (output
5/23/2023
19. STEP FIVE: Identification of Strategic Issues
and Objectives
► Strategic Issues are fundamental policy
questions affecting HESFB’s Vision, Mission,
Purpose And Values, Service Delivery To The
Target Group, Beneficiaries, Clients or Users,
Financing, Management and Leadership of the
Organisation.
► Strategic issues emborde conflict. Conflicts
may be over ends (what), means (how),
philosophy (why), location (where), timing
(when) effects of the organisation activities on
beneficiaries (who).
19
5/23/2023
20. Characteristics of Strategic Issues
► Represent a fundamental choice to be made at the
highest levels of the Organisation focusing : on
what will be done, who will be served, and by whom
services will be provided.
► Have no obvious best solution. If there is an
obvious immediate solution to an issue, then
question is why it has not been implemented before.
► Must be something HESFB can address/ handle. If
an issue cannot be addressed by the Organisation
then it may be strategic, but not at the organization
level.
20
5/23/2023
21. Examples of Strategic Issues
A. How does HESFB ensure financial and
organisational sustainability.
B. what kind of services/ resources will her
Partners contribute to the organisation.
C. How does HESFB ensure efficiency and
effectiveness in loan recovery.
D. What strategies should HESFB use to
increase the numbers (students, courses,
Universities, Partners….
E. Which innovative services should HESFB
be providing to both clients, Partner and
users.
21
5/23/2023
22. STEP SIX: Development of Organisation Goals and
Objectives
► Objectives and Goals are the heart of the strategic plan.
► They are the plan of action - what HESFB intends to "do"
over the next five years. They are statements about what
HESFB wishes to achieve in a given time
► So in setting objectives think about how HESFB can be
developed through:
a) Increasing the skills of its people, in capability level and/or quantities
b) Improving facilities and equipment and logistical support
c) Increasing the range of products and services and increasing their value
to the end users
d) Increasing the number of locations through which products and services
are available/ assessed
e) Increasing the community's/ stakeholder awareness of HESFB and its
products and services
f) Increasing funding sources that allow all or any of the above
22
5/23/2023
23. STEP SEVEN: Strategy
Development
► Strategies/Strategic
interventions/strategic actions
are developed to deal with the
Strategic issues identified
► Strategies indicates how
Human, Financial and other
resources will be deployed in
order to achieve agreed
objectives
► Strategies explain how the
objectives will be achieved.
23
5/23/2023
24. Key steps Cont’
STEP EIGHT:
► Developing a
Logframe
► Strategic plan can be
summarised for clarity
and to show how
activities are linked to
the strategies and
strategies are linked
to objectives
24
STEP NINE:
Developing an
M&E
Framework
STEP TEN
Developing an
Implementation
Plan
STEP Eleven:
Developing a
Resource
Mobilization
Strategy
5/23/2023
25. REMEMBER
YOU CAN SEE A
LOT BY JUST
LOOKING
YOU CAN HEAR
A LOT BY JUST
LISTENING
5/23/2023
25
26. Conclusions: Survival Tactics in RM
Know your mission- Do not compromise your
values.
Long-term RM has to be planned.
Effective internal and external communication.
Investing in its own growth.
Making friends- “RM is friend raising” Building
relationships with community and supporters.
Servicing the funders and sustaining their
support.
It is not a one off attempt- it takes time.
Focus on why you need the resources.
Leadership is key.
5/23/2023
26
PCI/LASPs Training/Governance
& Rss Mob
27. It is time LASPs embrace thinking new!
5/23/2023
PCI/LASPs Training/Governance
& Rss Mob
27
28. Evaluation
What are the key points of this module?
–What did you find most useful?
–What can we improve upon?
–Other items you want us to cover or
share in future?
5/23/2023
PCI/LASPs Training/Governance
& Rss Mob
28