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. XXX conducted interviews with several organizations, based on recommendations from representatives of the international community, civil society and major political parties. XXX 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. 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. 1. Work with the Governor’s office, Ecology, and Council chair to assist the Council in developing and following effective bylaws/procedures.
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. A committee shall be established for the purpose of assisting staff members, through organizational development. This would include maintaining and obtaining skills in a pro-active manner to include but not be limited to on-the-job training, after hours training (with possible pay if approved).This committee shall also guide staff through organizational changes and recommendations approved through the Board and the Superintendent’s request, or by committee recommendation. The committee shall be broad based and shall include the following representation; three (3) bargaining unit members from OEA Unit #1, one (1) bargaining unit member from OEA Unit # 2 appointed by each Association president; four (4) managers, one (1) of which is a chairperson appointed by the Superintendent; and other members as needed.
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
Organizational Development. Organizational development or capacity building is one of GHANAQ’s three overall approaches, and as such will be a major priority input and outcome of the project and a major contributor to sustainability. The overall organizational development objectives for the project include: • Strengthened capacity of PCI at district, country and global levels to carry out effective child survival programs. • Strengthened capacity of the DHMT and DCEs to improve maternal and child health services in Wassa Amenfi and Wassa West. • Strengthened capacity of the DHMT and DCEs to provide or access ongoing organizational development interventions for their own member organizations and services in the district. • Strengthened capacity of PCI and partners, including the community, to translate strategies into action. Strengthening the PVO A final evaluation of PCI’s 1997-00 USAID/BHR/PVC-funded Matching Grant program indicated that PCI has made significant achievements in improving its capacity to provide systematic and effective organizational and technical strengthening support for local partner organizations. The evaluation also concluded that training, technical assistance, subgrants, and other capacity-building activities provided by PCI to local partner organizations has resulted in improvements in the effectiveness and potential sustainability of the health services provided by those partners. PCI’s in-house capacity building survey instrument and methodology, developed and administered among Field Programs under its first Matching Grant (’97-00), continue to be updated and ready-to-use. This instrument was recognized and used by the Child Survival Technical Support (CSTS) team toward the development of their Institutional Strengths Assessment tool and methodology. Over the past year, a new instrument and approach has been evolving which should serve the GHANAQ Project well. As part of operationalizing PCI’s strategic plan and with its new Matching Grant (2000-05), in October 2000 PCI participated in a Discussion-Oriented Self-Assessment (DOSA) to systematically identify organizational development priorities and set baseline measures. During November 2000, PCI conducted Appreciative Inquiry (AI) Interviews organization-wide, with staff, donors and local partners, to assess organizational strengths and potential. With assistance from the Global Excellence in Management Program (GEM) and Educational Development Center (EDC), PCI used these sources of information as the b...
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.
