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Learning Road Map #8, Be proactive, Be Creative, Retain your objectivity,…
Learning Road Map #8
W08 Developing a Strategic Plan & Organizational Structure
An Overview of Strategic Planning - "VMOSA"
Vision (the dream)
Vision Statement
Should be understood & shared by members of the community
Broad, encompassing many perspectives
Inspiring & Uplifting
Easy to communicate
Mission (What & Why)
What the group will do & why
Concrete & action-oriented
Concise
Overarching Outcomes
Inclusive
Can include guiding principles
Objectives (How much of what will be accomplished by when)
Specific measurable results of broader goals
3 Types (Can include 1+)
Community-level Outcome
Process
Behavioral
Strategies (the how)
How you'll reach the objectives
Range of strategies involving different community sectors
5 Types that can guide most interventions
Provide info & enhance skills
Enhance services & support
Modify access, barriers, & opportunities
Change the consequences of efforts
Modify policies
Action Plan (what change will happen; who will do what by when to make it happen)
Greatly detailed
Action steps for each component of the intervention
Action steps
Person(s) responsible
Date of completion
Required resources
Barriers & plans to overcome them
Collaborators/who else should know
Test, revise, repeat
Organizational Structure: An Overview
What?
The framework around which the group is organized
Why?
Clear guidelines
Binds members together
Structure is inevitable - make it intentional
When?
Early in organizational development
As the group grows & changes
Elements of structure
4 tasks
Envisioning desired changes
Transforming the community
Planning for integration
Supporting the efforts of those working to promote change
Governance
Rules (explicit & implicit)
Distribution of work
Common Roles
Initial steering committee
Coordinating Council
Executive Director
Task Forces
Action Committees
Support Committees
Community Trustees
Grantmakers
Support Organizations
Partner Organizations
Structure
Determine level of formality
What's the common purpose?
Advocacy or service oriented?
Centralized or decentralized?
How large is/will be the organization?
How old is the organization? How long do you envision it lasting?
How large is the community?
Entirely volunteer, or also paid staff?
New organization or part of an existing structure?
Developing a Plan for Staff Hiring & Training
Why develop guidelines?
First impressions & long-term commitment
Think through your plan & philosophy
Makes hiring & training much easier
Show funders, potential employees, community you'r legit
Better prep, fewer bad surprises
More likely to find & keep the right people
How to develop orientation & training guidelines?
Orientation
New staff members learn structure & general functioning
Co-workers & outside partners
Culture
Philosophy & mission
Supervision
Day-to-day routine
Population being served
Community & context
Training
Employment of existing skills
Learning new skills
Organizational vocabulary
Professional Development
Training is an ongoing educational process
In-service
Release time or financial support for external courses
Who will conduct training?
When will employees be trained?
What forms will training take?
What materials are needed?
How/who will evaluate training?
How will evaluation be used?
How to develop hiring guidelines?
What kind of people are you seeking?
What can you afford?
What will the hiring process look like?
Developing a Plan for Involving Volunteers
Why engage volunteers?
Save $
Bring needed skills
Bring energy & excitement
Increase community ownership
Why plan?
Run things smoothly & easily
Stop potential problems before they start
Who should develop the plan?
Organizational leaders
Staff members
Prospective volunteers
Volunteer coordinator or director
How do you plan volunteer involvement?
Essential steps of an effective volunteer program
Have reasons & rationale for wanting volunteers
Develop job descriptions
Recruit volunteers
Screen potential volunteers
Conduct orientation
Train volunteers
Supervise volunteers
Retain volunteers
Well-run program
Pay attention to jobs given - match skills
Keep a database
Evaluate your program
Recognize efforts & achievements
If people feel important, they're more likely to stay
Awards, celebration, media attention, gratitude, offer any paid positions
Designing a Training Session
What types of training already exist?
What do you train people to do?
General training
Mission-specific training
Why?
When a need isn't being filled
To best suit organization's needs
Pass on experience & expertise
Give staff/volunteers experience in training design
Offer staff/volunteers additional opportunities for professional growth
Who?
Probably 6-7 people
Experts
Future learners
Future teachers
How?
Learn about who you'll be training
Determine needs of target audience
Consider the scope of needs & resources
Develop specific objectives
Develop content
Decide on a format
Decide who's running the training
Ask people to critique
Recruit participants
Develop a way to assess
W07 Leadership & Management
Servant Leadership: Accepting & Maintaining the Call of Service
What are the Qualities of a Servant Leader?
Different mindset - "first among equals"
Uses power honestly
Everyday one-on-one interactions
Listening is important
Honesty
Awareness
Empathy
Passion
Ability to overcome obstacles
Sense of joyfulness
How do you Become a Servant Leader?
More of a state of mind
Listening to others
Involving others
Promoting teamwork over individual decision-making
Enhance problem-solving skills
How do you Find Inspiration?
Take care of yourself along with helping others, not after
Take time for yourself
Read
Have others sustain you
Have a mentor
Develop strong peer relationships
Challenge yourself
Look at the whole picture
Celebrate the small wins
Recognizing the Challenges of Leadership
What are the challenges?
External
Internal
Related to Leadership
When are challenges most obvious?
When the situation is changing or unstable
When something new is about to start
When something is about to end
During Transitions
When times are tough
What are some specific challenges?
How do you cope?
External
Internal
Listen
Ask for & use 360* feedback
Look at what's going on around you
Nature of Leadership
Create mechanisms to revisit the vision
Share the burden
find a group with whom you can discuss
Make sure you have personal time
External
Crises
Disasters
Opposition from powerful forces
Public criticism
Financial or political windfall
Collaboration
Internal
Defensiveness
Lack of decisiveness
Insecurity
Inability to be direct with a problem
Inability to be objective
Impatience with others & situations
Nature of Leadership
Maintaining the vision
Keeping the everyday under control
Setting an example
Maintaining effectiveness
Avoiding burnout
Finding support
Learning How to be a Community Leader
What is a CL?
Wants to improve the community
Has something to contribute
Doesn't wait around for someone else to do the things
Why be a CL?
Make a difference
Grow
We need many CLs
When?
Always!
Make it a Reality
Listen to people
Decide YOU are the person
Set goals
Think about individuals
Think about the whole group
Propose programs & policies
Get the work done
Recruit & Teach Others
Qualities of Successful CLs
Integrity
Courage
Commitment
Ability to care about others
Creativity & flexibility
Getting & Giving Support
All leaders need support
Set up a regular date/time for a group
How to learn to lead
Jump in & practice
Observe others leading
Find a mentor
Take a class
Read books
Remember that leaders haven't always been leaders
Create a personal vision & dream big
Influencing People
Elements of Influence
Communicator
Message
Audience
How to influence
Audience is the key
Lay Groundwork
Use tactics
General Approach
Decide what you want, prepare for that audience
Keep perspective
Don't personalize
If necessary, use a mediator
Developing a Management Plan
What is a MP?
Blueprint for how the org is run
What's going on & how
Why Use a MP?
Clarify roles & responsibilities
Divides the work
Increases accountability
Ensures tasks are assigned appropriately
Helps define the organization
How to develop a MP
Decide a management model
Define roles & relationships
Prepare carefully to hire the right people for management
Examine what needs managing
Write policies & procedures
How to Evaluate & Adjust A MP
Informal
Formal
Be proactive
Be Creative
Retain your objectivity
Always look for common ground
Face conflict squarely