Organizational Development. 1. restructuring of schools through a standards-based school improvement process;
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. Strengthening the PVO: XXXX participated in a series of strategic planning workshops at MCD Headquarters in Maine in 1998. At that time, using a variety of organizational assessment methods,5 all divisions of MCD identified their strengths and weaknesses and assessed the impact of these on the organizations’ ability to carry out its mission statement. Weaknesses were found in the following areas: limited ability to effectively communicate MCD’s message to its domestic and international constituents resulting in sub-optimal fund-raising; sub-optimal human resource management to ensure timely staff technical training, and limited organization-wide information sharing and/or technical assistance. To attack these weaknesses, an action plan was developed that empowered the International Division to recruit two public health physicians and additional CS Project support staff. In addition, a process was established for sharing information and expertise between the international and domestic programs that deal with child and maternal health, AIDS and community-based health planning. In addition, during March 2002, both the MCDI domestic offices and field offices participated in an Institutional Strengthening Assessment (ISA) to gain further insight into the organization’s strengths and weaknesses at the field, home office, and domestic headquarters levels. The findings from the ISA are being used to identify a short-term strategy to improve technical and administrative capacities, as well as to ensure more effective and efficient programs on the 4 Amarasingham, Xxxxx and Xxxxx. "Final Evaluation: AIDS/ATD Prevention and Control Project." Synergy Project, Oct 21, 2000.
Organizational Development commits to developing an effective organization capable of developing, launching, and supporting a high-impact, high-quality Program. will
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. Gains were made in transparency and participation, thanks largely to the implementation of participatory monitoring and evaluation systems. The XXXXx that received the most phases of support made the greatest progress in this area.
Organizational Development. Coordinate leadership development workshops on topics created by officers Share leadership development and involvement opportunities available on campus Review constitution and by-laws with membership once a year Explain University policies and procedures to organization membership Assist in planning events, programs, and travel Cancel events and/or trips when he/she believes they are poorly planned Assist in conducting an evaluation/assessment of events, programs, and trips Take the initiative to instill teamwork, cooperation, and collaboration within the organization Use influence with organization leaders between meetings to get things accomplished Representation Speak on behalf of the organization to the campus community Speak on behalf of the organization to the general public Mediate conflicts between organization members Let the organization work out problems and resolve conflict Represent the group in any conflicts with members of the University staff Advertise organization events in class/meetings, if relevant Elections & Transitions Attend all elections, interviews, etc. Provide executive board with feedback on each candidate Take an active role in the transition of outgoing and incoming officers Budget & Records Review all budget requests, approving those that follow the mission of the organization and do not violate University policy Keep accurate accounting records of the organization If treasurer keeps records, request a financial summary at end of each semester Accept responsibility for any missing or unaccounted funds Review/proof all official correspondence (newsletters, proposals, letters, etc…) before mailing Receive copies of all official correspondence Keep official organizational files in his/her office Additional Roles *feel free to add any additional expectations on the back page. The above expectations and responsibilities may be reconsidered at any time based on the needs of all parties. It is recommended that the leaders and advisor of the organization maintain a copy for their records. Any disagreements arising from this document or the expectations contained within it that cannot be resolved between the organization and advisor should be directed to Student Involvement.
Organizational Development. When OD Services are needed, a separate statement of work, including tasks and deliverables, will be developed by the County organization requesting the services, the Contractor and the Talent Management Division Staff. OD Services shall include: • Consistency with County’s competencies, strategy, business environment, culture, and demonstrates multicultural sensitivity. • Handle a variety of participant behaviors and attitudes with respect and professionalism that maintains learning momentum and channels disruptive behavior productively. • Present recommendations in a straight forward and clear manner so that they are easy to understand and implement. If training is determined to be a part of the intervention, those services will be separately assigned under the contract. They may be provided by the same firm which is providing the OD Services. The Contractor shall possess or be able to gain access to, at a minimum, an employee or sub-contractor who possess the following certifications/credentials: • Xxxxx Xxxxx Type Indicator (MBTI); • Emotional and Social Competency Inventory (ESCI) (Hay Group); • Xxxxxxx Leadership Development Assessment Model; • Xxxxxxx Organizational Culture Assessment Model; and/or • Emergenetics.
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. Some examples of this area of competency: • 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
