Organizational Development Clause Samples

Organizational Development. Vendor shall obtain and maintain a valid business license within each Participating Jurisdiction, as applicable. Please see Exhibit I for the Vendor’s proposed organizational chart.

Organizational Development. Leap Solutions has served clients in the area of organizational development, assessment, executive coaching, employee satisfaction surveys, process improvement and planning. We have had some very unique opportunities to help create new organizations, restructure departments and organizational functions, succession planning and implementation, company acquisitions and employee integration (culture transition). The common theme in these engagements has been change and the ability of the organization, its employees and stakeholders to successful transition from what was to what is new. We are known for our ability to bring the team to the table, support the identification of the change and change model, outline a detailed action plan to accomplish the change and support the leadership and management team with the transition. • Various Clients – executive coaching and leadership development • Adventist Health – acquisition of large physician group and the establishment of two new divisions, Adventist Health Physicians Network and Physicians Network Medical Group • La Tortilla Factory – establishment of new company board (with non-family members), strategic planning and executive coaching • Sonoma County Tourism Bureau – formation of new organization, establishment of all functional areas of the organization, initial hiring of all staff and seating of the board of directors

Organizational Development. ▇▇. ▇▇▇▇▇ designs and facilitates strategic planning and related executive/leadership processes. She has served on corporate‐wide implementation teams for major organizational performance initiatives and has assisted these organizations in achieving meaningful and lasting change. She has developed curricula and work plans to support staff and enterprise‐wide organization development and change management. ▇▇. ▇▇▇▇▇ has co‐authored several assessment tools for organizational health and she has assisted numerous organizations with designing, implementing, and sustaining systems that support organizational, team, and individual effectiveness. ▪ Facilitation. ▇▇. ▇▇▇▇▇ designs and facilitates organizational performance management/measurement processes for public and private organizations. She is adept at structuring and leading stakeholder input processes to inform programmatic decision‐making. She has worked with libraries, early education programs, and many other public programs. ▪ Program design. ▇▇. ▇▇▇▇▇ works with governmental agencies to design programs, work processes, and performance management tools that support efficient achievement of agency mission and intended outcomes. Education

Organizational Development. As mentioned in the background section, the first activities NDI conducted were consultations with Guatemalan civic leaders and international donors, which led to the formation of a new coalition to implement the domestic monitoring effort – Mirador Electoral 2003: Somos tus ojos Guatemala. NDI conducted interviews with several organizations, based on recommendations from representatives of the international community, civil society and major political parties. NDI ultimately proposed to work with four organizations to implement a comprehensive domestic monitoring effort – Acción Ciudadana, a citizen watchdog group working to strengthen citizen participation and transparency of political reforms; CALDH, a human rights monitoring organization; FLACSO, a Latin American think tank dedicated to social analysis; and INCEP, a Central American political party training institute affiliated with the Christian Democrat party.8 In selecting these organizations, NDI prioritized organizational capacity, harmonious working relationships and social diversity within local networks, among other factors. It is important to note, however, that different actors in Guatemala expressed varying degrees of concern about the independence of groups. Only one of the groups was viewed as nonpartisan (FLACSO); two groups had a reputation for favoring the opposition (CALDH and INCEP); and the fourth was perceived as supporting the ruling party (AC). The balance of partisan interests eventually helped establish the coalition’s reputation for impartiality. In these consultations, NDI presented methodologies for monitoring political violence and intimidation, observing voting and counting processes, and outlined different organizational options. While NDI offered information about how domestic election observation efforts have been organized in other parts of the world, the Institute did not presume to know the best model for Guatemala and emphasized the need for the groups to determine the most effective way to organize their effort, including division of labor and assigning of key personnel, decision-making processes, leadership, project planning and outreach strategies.

Organizational Development. Create and carry out strategies to sustain and grow HCCs and their partnerships.

Organizational Development. The training and technical assistance program was designed to increase the capacity of Local Partners to respond to priority needs in the community. There are two contributing factors in the organizational development of Local Partners during the SSRP/A Program: (1) Training and technical assistance, and (2) Practical experience gained during LP implementation of their SSRP/A projects. In terms of training, it is important to note that Education Development received its funding after the others, due to availability of additional funds in 2001. As a result, they took part in just the proposal-writing / program development training session, but were provided technical assistance in the other areas (compliance, financial systems). All organizations received technical assistance in compliance, financial, and report- writing areas. The chart below illustrates overall LP and sample group training participation: Financial Management USAID Compliance Report-writing and media Proposal- writing / Program development Sample group 3 LPs ✓ 4 LPs 2 LPs 1. ADRF ORT (prev.)* ✓ 2

Organizational Development. (a) Preparing and implementing a strategy for organizational development of DOHFW for, inter alia, (i) building capacity of key officials through conducting training programs, study tours, workshops, conferences and services; (ii) disseminating relevant information to all stakeholders; and (iii) creating capacity of the public and private sector health providers for facilitating public-private partnerships, and initiating quality enhancement through developing accreditation system for health service providers. (b) Carrying out institutional reforms within DOHFW through, inter alia: (i) establishing a health planning unit with capacities in each District, which shall be responsible, inter alia, for providing policy guidance to relevant decision makers and for providing assistance to the Districts in formulating, executing and monitoring service improvement plans for implementing the Project; and (ii) strengthening DOHFW’s institutional capacity for organization and management of public health services.

Organizational Development. Sourcing, hiring, and placement of a full-time leadership team with clear job responsibilities and training so personnel focuses on the highest priorities impacting the operation. These positions generally include a General Manager, Marketing Director, and other staff according to the hire and placement dates outlined in the operating/financial plan.

Organizational Development. (a) Preparing and implementing a strategy for organizational development of DOHFW for, inter alia, building capacity of key officials through conducting training programs, study tours, workshops, conferences and services. (b) Carrying out institutional reforms within DOHFW through, inter alia: (i) establishing a health planning unit with capacities in each District, which shall be responsible, inter alia, for providing policy guidance to relevant decision makers and for providing assistance to the Districts in formulating, executing and monitoring service improvement plans for implementing the Project; and (ii) strengthening DOHFW’s institutional capacity for organization and management of public health services.