Young Professional Society of Greater Springfield Strategic Plan

Size: px
Start display at page:

Download "2012-2015. Young Professional Society of Greater Springfield Strategic Plan"

Transcription

1 Strategic Plan YPS Strategic Plan Task Force Members Natasha Clark, Co-Chair, Board Member Juli Thibault, Co-Chair, Member Ronn Johnson, Consultant/Facilitator Jayne Armington, Member Erin Corriveau, Member Zander Dimare, Member Peter Ellis, Board Member Nick Gelfand, Board Member Beth Ginter, Board Member Annamarie Golden, Board Member Chelsea Skawski, Member

2 INTRODUCTION Strategic Plan Welcome to the s Three-Year Strategic Plan. This plan represents our framework for moving the Young Professional Society of Greater Springfield (YPS) forward as a sustainable, inclusive and prosperous organization. It directs the work of the Board of Directors, Standing Committees and Task Forces and provides benchmarks with the ability to monitor progress and assess accountability of those in charge of implementation. The plan includes goals, objectives and desired outcomes that will give YPS a firm infrastructure, a membership body that is more reflective of our community and programming that meets the needs of the young professionals we serve in the Pioneer Valley. To achieve our desired outcomes, YPS has set clear and measurable goals for the next three years. These objectives and how s are purposely inexplicit since the strategic plan is not to be prescriptive, but a road map for implementation. Foster an inclusive, community-relevant organization; Strengthen WorkLife development opportunities for members; Development of a sustainable organizational structure to advance and support strategic objectives and related initiatives. Development of strategic and effective marketing strategies. A Brief History The (YPS) is a non-profit 501 (c)(6) organization comprised of professionals who are in the early to mid-stages of their career. Founded in 2007, YPS provides professionals with networking, professional development, educational, volunteering, community involvement and a variety of leisure opportunities. We have over 500 memberships, and our members are generally between the ages of 21 and 45, across varied industries who meet monthly to exchange ideas, share common interests and cultivate personal and professional relationships. Our organization is governed by 16 Board of Directors. During our strategic planning process, YPS interviewed members and community partners. Through our facilitated process that engaged board members and general membership, we have completed a strategic plan to serve as a roadmap for the organization from

3 Vision Statement Strategic 2Plan To become a primary resource for young professionals by providing access to diverse opportunities for WorkLife development to inspire them to Live, Work, Play and Stay in the Greater Springfield region. Mission Statement The mission of YPS is to serve our membership by engaging them to be active participants in our community, embrace diversity and inclusiveness and support their personal and professional development so they can become the future leaders of our region. We Value: A diverse, inclusive and safe environment Ethical business practices Our community Respect Cultural competence Personal and professional growth

4 GOAL ONE Foster an inclusive, community-relevant organization Strategic Plan YPS will focus on incorporating the following objectives and strategies in order to be more reflective of the Greater Springfield community and young professionals the organization serves. These objectives and how s are purposely inexplicit since the strategic plan is not to be prescriptive, but a road map for implementation. Assure that YPS is a relevant organization in the eyes of its members and the broader community. Reinforce of specific activities that have a wide appeal to the membership of YPS. Strive to be a culturally competent organization. Define the broad and inclusive scope of the term Young Professional. Communicate more efficiently and effectively the mission, vision and values of YPS. Learn and apply a diverse and inclusive lens when conducting self-analysis and developing plans for programs and community engagement (internal). Foster diverse and inclusive opportunities (external). Develop a family-friendly focused calendar. Seek strategic community alliances. Educate Board of Directors and membership on diversity and inclusion through trainings and workshops. Conduct surveys to measure goal and gather inclusive demographic information. 1. YPS attracts people who may not have seen themselves as being potential members. 2. Board is educated and competent on how to apply a diverse and inclusive lens. 3. Board and membership of YPS reflects the diversity of the community. 4. YPS has strategic relationships with family-friendly organizations to offer resources and activity opportunities. 5. Implementation of metric system to measure actual and perceived diversity of YPS membership.

5 GOAL TWO Strengthen WorkLife development opportunities for members Strategic 4Plan YPS understands that its members are more likely than previous generations to combine work and life. To meet the personal and professional development needs of its membership, YPS will provide WorkLife enhancement opportunities. The organization defines WorkLife as a balance of work (career and leadership development) and lifestyle (health, leisure, family, spiritual). To educate current and potential YPS members on WorkLife. Increase professional and personal learning opportunities. Explore revenue generating opportunities with new programs offerings. Establish YPS Learning Series Examples: 1. Personal Growth 2. Life Coaching 3. Financial Health/Investing 4. Real Estate 5. Employment/Career Support Hold forums on local, regional and national hot topics Examples: 1. Education Reform 2. Health Care Reform 3. Casinos 4. Diversity/Inclusion Engage membership as potential presenters and facilitators of learning series/hot topics. Affiliation with higher education institutions. 1. Active YPS membership participation in sponsored activities. 2. Online calendar of programs and learning opportunities that promote WorkLife. 3. Engage YPS members with specific skills to serve as presenters, consultants, vendors and mentors. 4. Foster strategic partnerships.

6 GOAL THREE Development of strategic and effective marketing strategies Strategic 5Plan Communicating with current and potential members, partners and the general public is crucial to YPS remaining relevant and visible. While these objectives may seem elementary, it is important to have a strong foundation to build future innovative and contemporary marketing strategies. Consistent organizational branding. Better utilization of website and communication tools by members/non-members. Identify potential partnerships to support communication vehicles (i.e. web, media). Increase membership/sponsorship recruitment and retention efforts. Through the website, YPS is a resource to members for Live, Work, Play, Stay opportunities in the Pioneer Valley. Standardize communication process to key stakeholders.* Create decision making criteria for sponsorships, partnerships and alignments. Review the membership matrix. Evaluate and align all marketing materials. Publish online calendar of YPS events. Hire professional services, as needed, to achieve comprehensive marketing strategies. Use of testimonials/case studies in marketing mix. Create an annual report that is available to key stakeholders. 1. Refined marketing strategy that attracts/retains members, sponsors and financial supporters. 2. Transparent decision-making criteria regarding sponsorships and partnerships that aligns with the strategic plan. 3. Annual report has been shared with key stakeholders. 4. Standing marketing committee is accountable for marketing-related tasks that are outlined in the strategic plan. * YPS defines our key stakeholders as board of directors, executive committee, general membership, community leaders and strategic partners.

7 Strategic Plan GOAL FOUR Development of a sustainable organizational structure to advance and support strategic objectives and related initiatives The sustainability of the organization demands a strong infrastructure with established policies, procedures and concrete succession planning. The following approach sets the stage for creating a solid foundation. Board composition reflects the diversity of the community. Board succession planning. Address organizational structural issues. Financial stability for YPS. Strengthen community partnerships. Explore conversion to 501 (c)(3). Obtain funding for an Executive Director. Align standing committees with the strategic plan. Explore development of charitable arm of YPS via 501 (c)(3). Standardize process for assigning committee and task force mandates. Develop and refine organizational procedures. Develop outreach strategies to: 1. Community leaders 2. Agency/business leaders 3. Political leaders Explore revenue generation and strengthen current sources such as grants, fee-based programs, membership levels and marketing opportunities. Development of a database of key stakeholders. Utilize strategic plan and implement initiatives as a sales tool to obtain seed money. 1. Standing committees and task forces are aligned with the strategic plan. 2. Structure is clear and transparent to key stakeholders. 3. Accountability/support structures are in place for board of directors, executive committee and task force co-chairs. 4. Creation of revenue generation task force to oversee a fund development plan. 5. New community partnerships have emerged from YPS community outreach efforts. 6. Standing committees, task forces and executive committee have developed procedural plans that are incorporated into the YPS organizational manual.

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

STRATEGIC PLAN FY 2016 FY Office of Minority and Women Inclusion. Page Footer

STRATEGIC PLAN FY 2016 FY Office of Minority and Women Inclusion. Page Footer STRATEGIC PLAN FY 2016 FY 2018 Page Footer Office of Minority and Women Inclusion A Message from the Director, Office of Minority and Women Inclusion I am pleased to present the first Federal Housing Finance

More information

Competency Requirements for Executive Director Candidates

Competency Requirements for Executive Director Candidates Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives

More information

ILA Strategic Plan 2012 2017

ILA Strategic Plan 2012 2017 ILA Strategic Plan 2012 2017 If you practice, study, or teach leadership; If you seek a community of people who share your passion for leadership; We invite you to be a vital part of the continued growth

More information

Guidebook for Establishing Diversity and Inclusion Employee Resource Groups

Guidebook for Establishing Diversity and Inclusion Employee Resource Groups a diverse community, a better nation. Guidebook for Establishing Diversity and Inclusion Employee Resource Groups By Armida Mendez Russell, Co-Founder, DiversityFIRST Consulting and VP Education, National

More information

JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN

JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN DEPARTMENT OF HUMAN RESOURCES JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN Introduction Human resource strategies are institutional efforts to support people (leaders, faculty and staff) to contribute to

More information

IFE Strategic Plan 2014 2018

IFE Strategic Plan 2014 2018 IFE Strategic Plan 2014 2018 The Institution of Fire Engineers IFE Strategic Plan 2014 2018 View online at www.ife.org.uk/ife-strategic-plan 1 The Institution of Fire Engineers A charity managed for fire

More information

Strategic Plan. Mission: SNA is the national. organization of school. nutrition professionals. committed to advancing. the quality of school meal

Strategic Plan. Mission: SNA is the national. organization of school. nutrition professionals. committed to advancing. the quality of school meal Strategic Plan Mission: SNA is the national organization of school nutrition professionals committed to advancing the quality of school meal programs through education and advocacy. STRATEGIC PLAN Core

More information

YMCA of Northeast Avalon Strategic Plan 2012-2016. A View For Our Y

YMCA of Northeast Avalon Strategic Plan 2012-2016. A View For Our Y YMCA of Northeast Avalon Strategic Plan 2012-2016 A View For Our Y Introduction Our View for the future of the Y is clear. We can influence healthy living and inspire a generation of young leaders who

More information

Talent Management Self-Assessment

Talent Management Self-Assessment Thank you for your interest in assessing your organization s talent management program. Over the last decade many important steps have been taken to advance the fund development profession and the donor

More information

CELEBRATING DIVERSITY

CELEBRATING DIVERSITY CELEBRATING DIVERSITY West Texas A&M University Diversity and Inclusion Resource Guide Statement from the President Introduction Multiple Aspects of Diversity - Faculty and Staff Excellence with People

More information

FAO Competency Framework

FAO Competency Framework FAO Competency Framework FAO Competency Framework Acknowledgements FAO is grateful to the UNAIDS Secretariat, which has kindly permitted FAO to re-use and adapt the explanatory text on competencies from

More information

Aging Services Collaborative of Santa Clara County

Aging Services Collaborative of Santa Clara County GrantSpace - Collaboration Hub Aging Services Collaborative of Santa Clara County Participating Organizations Council On Aging Silicon Valley, San Jose, CA Santa Clara County Department of Aging and Adult

More information

! 1. Diversity and Inclusion Committee Key Findings - November 4, 2015 Community Engagement Forum

! 1. Diversity and Inclusion Committee Key Findings - November 4, 2015 Community Engagement Forum Diversity and Inclusion Committee Key Findings - November 4, 2015 Community Engagement Forum # Table Theme Table Question Cluster Titles 14 CLIMATE How do we foster an open and respectful discussion of

More information

FY CENTRAL HUMAN RESOURCES STRATEGIC PLAN PROGRESS REPORT

FY CENTRAL HUMAN RESOURCES STRATEGIC PLAN PROGRESS REPORT FY 14-15 CENTRAL HUMAN RESOURCES STRATEGIC PLAN PROGRESS REPORT multco.us/thisworkmatters CENTRAL HR MISSION, VISION AND VALUES OUR MISSION Through leadership and collaborative partnerships, we foster

More information

Office of Undergraduate Education Strategic Plan

Office of Undergraduate Education Strategic Plan 1 Office of Undergraduate Education Strategic Plan Letter from the Dean The Office of Undergraduate Education (UE) at The Ohio State University is located in the Office of Academic Affairs, and assumes

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Northwest Louisiana Technical College Mission, Vision, and Values Statements

Northwest Louisiana Technical College Mission, Vision, and Values Statements Northwest Louisiana Technical College Mission, Vision, and Values Statements Mission Northwest Louisiana Technical College is an institution of higher education established to provide the citizens of northwest

More information

CHCO FEDERAL CHIEF HUMAN CAPITAL OFFICERs. FEDeRAL. Roadmap

CHCO FEDERAL CHIEF HUMAN CAPITAL OFFICERs. FEDeRAL. Roadmap CHCO FEDERAL CHIEF HUMAN CAPITAL OFFICERs FEDeRAL Roadmap CHCO This Federal Roadmap was developed as a cooperative effort by the Partnership for Public Service, Federal Management Partners, Inc., and members

More information

Example: Virginia Tech ~ Human Resources Strategic Plan,

Example: Virginia Tech ~ Human Resources Strategic Plan, Example: Virginia Tech ~ Human Resources Strategic Plan, 2011-2014 Human Resources Mission We provide a positive HR service experience for applicants, employees, and retirees and collaborate with departments

More information

Swe Tha Har. Vacancy Announcement

Swe Tha Har. Vacancy Announcement Vacancy Announcement Swe Tha Har Social Services is a national peace organization and committed to promote peace justice and development among diverse ethnic and religious communities through peace education,

More information

DIRECTOR, PITTSBURGH 2030 DISTRICT

DIRECTOR, PITTSBURGH 2030 DISTRICT DIRECTOR, PITTSBURGH 2030 DISTRICT Overview The Green Building Alliance (GBA) Pittsburgh 2030 District Director will lead efforts to convene, facilitate, and implement the Pittsburgh 2030 District -- a

More information

POSITION SPECIFICATION. Executive Director Chicago

POSITION SPECIFICATION. Executive Director Chicago POSITION SPECIFICATION Executive Director Chicago POSITION SUMMARY Opportunity: Department: Title: FLSA Status: Reports to: Location: Full-time Position at Cradles to Crayons Administration Executive Director

More information

To influence the success of the commercial real estate industry by advancing the achievements of women.

To influence the success of the commercial real estate industry by advancing the achievements of women. CREW NETWORK STAFF IMPLEMENTATION PLAN 2016 The Staff Implementation Work Plan supports the CREW Network Board s Strategic Plan to jointly combine our staff and volunteer resources to achieve our vision

More information

DR. ERIC GRAVENBERG, INTERIM DEPUTY CHANCELLOR DR. MICHAEL ORKIN, VICE CHANCELLOR FOR EDUCATIONAL SERVICES

DR. ERIC GRAVENBERG, INTERIM DEPUTY CHANCELLOR DR. MICHAEL ORKIN, VICE CHANCELLOR FOR EDUCATIONAL SERVICES DR. ERIC GRAVENBERG, INTERIM DEPUTY CHANCELLOR DR. MICHAEL ORKIN, VICE CHANCELLOR FOR EDUCATIONAL SERVICES INSTITUTE VISION The Enrollment Management Institute (EMI) is a vehicle to enable the Peralta

More information

TABLE OF CONTENTS. Vision and Mission 2

TABLE OF CONTENTS. Vision and Mission 2 STRATEGIC PLAN 2015 1 TABLE OF CONTENTS Vision and Mission 2 Strategic Goals and Objectives 3 Strategic Goal 1 3 Strategic Goal 2 3 Strategic Goal 3 4 Strategic Goal 4 4 2015 Priorities 6 Committees 7

More information

Certified Human Resources Professional Competency Framework

Certified Human Resources Professional Competency Framework Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the

More information

The University of Texas at San Antonio. Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007

The University of Texas at San Antonio. Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007 The University of Texas at San Antonio Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007 Table of Contents Page 1. Introduction... 3 2. Business Affairs Mission, Vision and Core Values 3 3.

More information

Strategic Plan October 2010 October 2011

Strategic Plan October 2010 October 2011 October 2010 October 2011 The Scrum Alliance Board met to determine a vision, mission, values and objectives for the coming year. The results are contained in this document Scrum Alliance Board of Directors

More information

Strategic Plan Greater Philadelphia Association of Realtors

Strategic Plan Greater Philadelphia Association of Realtors 2015-2016 Strategic Plan Greater Philadelphia Association of Realtors Mission Statement The Mission of the Greater Philadelphia Association of Realtors is to enhance the ability and opportunity of its

More information

2012 WVU ALUMNI ASSOCIATION STRATEGIC PLAN

2012 WVU ALUMNI ASSOCIATION STRATEGIC PLAN 2012 WVU ALUMNI ASSOCIATION STRATEGIC PLAN Mission Statement The WVU Alumni Association serves as your gateway to West Virginia University by engaging alumni and friends into a lifelong relationship with

More information

EMBEDDING DIVERSITY AND INCLUSION INTO AN ORGANIZATION QUESTIONS FOR THE BOARD

EMBEDDING DIVERSITY AND INCLUSION INTO AN ORGANIZATION QUESTIONS FOR THE BOARD Managing the Board s Own Governance 1. What might an inclusive culture throughout the organization look like? 2. Does it have updated information on the demographics served by the organization it governs?

More information

Corporate Social Responsibility: Implications for Human Resources and Talent Engagement

Corporate Social Responsibility: Implications for Human Resources and Talent Engagement Corporate Social Responsibility: Implications for Human Resources and Talent Engagement Winnie Kwan and Emily Tuuk Center for Advanced Human Resource Studies May 2012 I. Introduction Over the past few

More information

Woodville South Junior Football club. Strategic Plan

Woodville South Junior Football club. Strategic Plan Woodville South Junior Football club Strategic Plan 2011-2014 CLUB DETAILS Name: Woodville South Junior Football Club Address: 104 Ledger road Woodville South 5011 Club location: Web address: Ledger reserve,

More information

Annual Charter School Accountability Plan

Annual Charter School Accountability Plan Anne Arundel County Public Schools Annual Charter School Accountability Plan Sample Performance standards enable schools and authorizers to know the outcomes for which authorizers will hold schools accountable.

More information

Commercial Vehicle Safety Alliance STRATEGIC PLAN

Commercial Vehicle Safety Alliance STRATEGIC PLAN Commercial Vehicle Safety Alliance STRATEGIC PLAN Background The last CVSA strategic plan was developed in 2004, with an update in 2010. Realizing the need to identify future directions and priorities

More information

PRO-NET. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2001

PRO-NET. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2001 Management Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators Project PRO-NET April 2001

More information

ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020

ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020 ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020 1 2 3 4 Strategic Objective One Vision One Voice. One Team. One Sport. Our journey to 2020 will consolidate Touch Football

More information

National CASA Association Seeks Chief Development Officer Location: Washington, D.C.

National CASA Association Seeks Chief Development Officer Location: Washington, D.C. National CASA Association Seeks Chief Development Officer Location: Washington, D.C. The National Court Appointed Special Advocate (CASA) Association fulfills society s most fundamental obligation by making

More information

DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT

DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT STRATEGIC PLAN 2014-2018 STRATEGIC PLAN 2014-2018 OUR VISION All Western Australians can be part of a skilled workforce to meet the economic and community

More information

Search Profile. Vice President, People and Culture

Search Profile. Vice President, People and Culture Search Profile Vice President, People and Culture Company Description For over half a century, Bethany Care Society has been improving the lives of Alberta seniors and adults with disabilities by providing

More information

Vice President, Development and Communications Washington, DC

Vice President, Development and Communications Washington, DC Vice President, Development and Communications Washington, DC About Rails-to-Trails Conservancy Rails to Trails Conservancy (RTC) is a nonprofit organization that builds healthier places for healthier

More information

2013-2016 NASW CA STRATEGIC PLAN MISSION STATEMENT

2013-2016 NASW CA STRATEGIC PLAN MISSION STATEMENT MISSION STATEMENT To promote the quality, effectiveness and image of the social work profession and to promote social change and social justice in order to improve the well being of all residents of California.

More information

Youth Dreams Academy (YDA) 20th Anniversary Campaign Plan Summary

Youth Dreams Academy (YDA) 20th Anniversary Campaign Plan Summary Anniversary Campaign Objectives Primary Objective Youth Dreams Academy (YDA) 20th Anniversary Campaign Plan Summary Harness the inspirational quality of YDA s mission to substantially increase the number

More information

Strategic Plan FY 2015 - FY 2019. July 10, 2014

Strategic Plan FY 2015 - FY 2019. July 10, 2014 Strategic Plan FY 2015 - FY 2019 July 10, 2014 Michigan Department of Technology, Management and Budget A great strategy meeting is a meeting of minds. Max McKeown Page 2 Strategic Plan FY 2015-2019 A

More information

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM 1 HR CERTIFICATION INSTITUTE hrci.org 16% 32% 23% 29% ABOUT THE HRMP SM CREDENTIAL Human Resource Management Professional

More information

2015 ASHP STRATEGIC PLAN

2015 ASHP STRATEGIC PLAN 2015 ASHP STRATEGIC PLAN ASHP Vision ASHP s vision is that medication use will be optimal, safe, and effective for all people all of the time. ASHP Mission The mission of pharmacists is to help people

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

Comprehensive Diversity Plan for the Research Division

Comprehensive Diversity Plan for the Research Division Comprehensive Diversity Plan for the Research Division Introduction In 1999, Cornell University developed its vision for a diverse and inclusive community, Open Doors, Open Hearts, and Open Minds: Cornell

More information

American Board of Emergency Medicine. Executive Director Position Profile October 2009

American Board of Emergency Medicine. Executive Director Position Profile October 2009 American Board of Emergency Medicine Executive Director Position Profile October 2009 This profile provides information about the American Board of Emergency Medicine (ABEM) and the position of Executive

More information

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1 Managers Self- Assessment Questionnaire HWDSB Managers Self-Assessment: September 0 How to Use This Self-Assessment This self-assessment questionnaire is intended to help managers focus on and evaluate

More information

NORTH CAROLINA SCHOOL EXECUTIVE EVALUATION RUBRIC Preservice Candidates. Standard 1: Strategic Leadership

NORTH CAROLINA SCHOOL EXECUTIVE EVALUATION RUBRIC Preservice Candidates. Standard 1: Strategic Leadership NORTH CAROLINA SCHOOL EXECUTIVE EVALUATION RUBRIC Preservice Candidates Standard 1: Strategic Leadership School executives will create conditions that result in strategically re-imaging the school s vision,

More information

Leadership Program Outcomes

Leadership Program Outcomes Leadership Program Outcomes Over the past year the Leadership Learning Community has been actively trying to learn more about the leadership outcomes that programs are seeking for individuals, organizations,

More information

Frank Welvaert. Chair Board of Directors, CSR Europe. Director CSR, Johnson & Johnson Europe Middle East

Frank Welvaert. Chair Board of Directors, CSR Europe. Director CSR, Johnson & Johnson Europe Middle East Frank Welvaert Chair Board of Directors, CSR Europe Director CSR, Johnson & Johnson Europe Middle East CSR Europe Members 2 CSR Europe s outreach 3 CSR Europe a network of people Sharing solutions at European

More information

Mississippi s Nonprofit Management Certification Program

Mississippi s Nonprofit Management Certification Program Mississippi s Nonprofit Management Certification Program A History of Excellence in Action Excellence in Action (EIA) is based on the Mississippi Center for Nonprofits Principles and Practices for Nonprofit

More information

Project Management Institute STRATEGIC PLAN. Prepared by: PMI Board of Directors

Project Management Institute STRATEGIC PLAN. Prepared by: PMI Board of Directors Project Management Institute STRATEGIC PLAN Prepared by: PMI Board of Directors Last Revised: 30 November 2012 TABLE OF CONTENTS OVERVIEW... 1 PMI S CORE IDEOLOGY... 3 Core Purpose.... 3 Our Core Values...

More information

Functional Title Classification FLSA Status Reports To Team Purpose

Functional Title Classification FLSA Status Reports To Team Purpose Functional Title Classification FLSA Status Reports To Team Purpose Vice President of Marketing and Engagement Director, Marketing & Communications UWW 400 N Exempt President & CEO Marketing & Engagement

More information

UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012)

UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012) UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES Approved by SBA General Faculty (April 2012) Introduction In 1926, we embarked on a noble experiment the creation

More information

POSITION NARRATIVE Vice President of Policy & Strategy First 5 LA

POSITION NARRATIVE Vice President of Policy & Strategy First 5 LA BACKGROUND POSITION NARRATIVE Vice President of Policy & Strategy First 5 LA First 5 LA is a leading early childhood advocate organization created by California voters to invest Proposition 10 tobacco

More information

GOVERNMENT OF NEW BRUNSWICK S EXECUTIVE DEVELOPMENT STRATEGY

GOVERNMENT OF NEW BRUNSWICK S EXECUTIVE DEVELOPMENT STRATEGY GOVERNMENT OF NEW BRUNSWICK S EXECUTIVE DEVELOPMENT STRATEGY DEVELOPING THE RIGHT PEOPLE, IN THE RIGHT POSITION, AT THE RIGHT TIME 2015-2018 Part I New Brunswick Public Service TABLE OF CONTENTS Message

More information

College of Architecture Strategic Plan 2014-2025

College of Architecture Strategic Plan 2014-2025 College of Architecture Strategic Plan 2014-2025 From the Dean The College of Architecture at the Georgia Institute of Technology houses a rich mix of disciplines that are critical in shaping how people

More information

Section Three: Ohio Standards for Principals

Section Three: Ohio Standards for Principals Section Three: Ohio Standards for Principals 1 Principals help create a shared vision and clear goals for their schools and ensure continuous progress toward achieving the goals. Principals lead the process

More information

Grant Thornton LEADS: leadership development from campus to partner

Grant Thornton LEADS: leadership development from campus to partner Grant Thornton LEADS: leadership development from campus to partner Attracting and developing leaders At Grant Thornton, we are committed to attracting and developing outstanding people. Our partners and

More information

Workforce Planning Toolkit. Competencies Overview

Workforce Planning Toolkit. Competencies Overview Workforce Planning Toolkit Competencies Overview 2015 Table of Contents 3 Introduction 4 The Value of Competencies 5 How to Use This Tool 6 How Competencies Help Supervisors 7 How Competencies Help Employees

More information

Ontario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum

Ontario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Ontario Leadership Strategy Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Contents 1. Purpose 2. Why Succession Planning and Talent Development?

More information

The Corporation of the City of Greater Sudbury. Social Services. Strategic Plan

The Corporation of the City of Greater Sudbury. Social Services. Strategic Plan The Corporation of the City of Greater Sudbury Social Services Strategic Plan 2011-2015 Table of Contents Executive Summary... 4 Introduction.................................5 Community Development Department...

More information

Mentoring Guide. Get Started

Mentoring Guide. Get Started Mentoring Guide This guide provides a roadmap for any company, no matter the size of the business or the industry whether you re just getting started or you already have a mentoring program that you want

More information

Diversity Plan Goals, Learning Outcomes, Strategies, and Measurement Tools

Diversity Plan Goals, Learning Outcomes, Strategies, and Measurement Tools Diversity Plan Goals, Learning Outcomes, Strategies, and Measurement Tools Mission: The Campus Diversity Committee provides leadership for the COCC and OSU-Cascades campuses to create a welcoming and respectful

More information

Strategic Plan: Relentless Pursuit of Excellence Speed Skating in Canada 2012-2020 (DRAFT)

Strategic Plan: Relentless Pursuit of Excellence Speed Skating in Canada 2012-2020 (DRAFT) Strategic Plan: Relentless Pursuit of Excellence Speed Skating in Canada 2012-2020 (DRAFT) 90 Relentless Pursuit of Excellence Speed Skating in Canada 2012-2020 TABLE OF CONTENTS Page Introduction......

More information

College of Pharmacy Strategic Plan July, 2013

College of Pharmacy Strategic Plan July, 2013 College of Pharmacy Strategic Plan July, 2013 A Strategic Vision for the College of Pharmacy Mission The mission of the College of Pharmacy is to prepare pharmacy graduates capable of providing high quality

More information

Section 1 ACHIEVING EXCELLENCE

Section 1 ACHIEVING EXCELLENCE Section 1 NCAA Best Practices: ACHIEVING EXCELLENCE THROUGH DIVERSITY AND INCLUSION 1 Section 1 2 table of contents NCAA Best Practices for Promoting Diversity and Inclusion Section 1: Education Section

More information

Institutional Vision, Proposed Mandate Statement and Priority Objectives

Institutional Vision, Proposed Mandate Statement and Priority Objectives Ministry of Training, Colleges and Universities Institutional Vision, Proposed Mandate Statement and Priority Objectives A submission to begin the process of developing strategic mandate agreements (SMAs):

More information

Long Range Plan 2015-2017

Long Range Plan 2015-2017 Long Range Plan 2015-2017 Qualitative Research Study Insights & Implications 3.12.15 Objectives Develop baseline for tracking qualitative insights over course of Long Range Plan (2015-2017) Understand

More information

Chartered Professional in Human Resources. Competency Framework

Chartered Professional in Human Resources. Competency Framework Chartered Professional in Human Resources Competency Framework Contents 1 About the CPHR 1 Application of the Competency Framework 2 Path to Obtain the CPHR 2 Maintaining the CPHR 3 Overview of the Functional

More information

BUSINESS PLAN FOR THE PERIOD OF 2007 2010

BUSINESS PLAN FOR THE PERIOD OF 2007 2010 BUSINESS PLAN FOR THE PERIOD OF 2007 2010 Government Board Approval TABLE OF CONTENTS 1. Accountability Statement 1 2. PDD Governance and Accountability 1 3. PDD Strategic Directions 2 4. The Community

More information

Home Builders Association of Mississippi Position Description

Home Builders Association of Mississippi Position Description Home Builders Association of Mississippi Position Description Title: Executive Vice President Purpose: The Executive Vice President is responsible for the successful leadership and management of the organization

More information

A Framework for Legal and Administrative Oversight of NGOs. The Contract. Program Oversight and Monitoring. Organizational Standards

A Framework for Legal and Administrative Oversight of NGOs. The Contract. Program Oversight and Monitoring. Organizational Standards A Framework for Legal and Administrative Oversight of NGOs The following is a brief discussion of the essential elements of a framework for legal and administrative oversight NGOs that is established in

More information

COMPANION PIECE WITH SCORECARD GEARED TOWARDS CHAPTERS. How To Start A Diversity & Inclusion (D&I) Committee In Your Chapter

COMPANION PIECE WITH SCORECARD GEARED TOWARDS CHAPTERS. How To Start A Diversity & Inclusion (D&I) Committee In Your Chapter COMPANION PIECE WITH SCORECARD GEARED TOWARDS CHAPTERS How To Start A Diversity & Inclusion (D&I) Committee In Your Chapter Volunteer a person who freely offers to take part in an enterprise or undertakes

More information

w:

w: UoNSport @UoNSport w: www.nottingham.ac.uk/sport 2014 2020: A Six-Year Vision for Sport The vision To deliver an outstanding student sporting offer for all and establish the University as a first choice

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

2015-2018 Human Resources Strategic Plan

2015-2018 Human Resources Strategic Plan 2015-2018 Human Resources Strategic Plan Welcome to the 2015-2018 Human Resources Strategic Plan. The purpose of this plan is to stabilize and modernize the Human Resources system (people, processes, organization)

More information

HUMAN SERVICES MANAGEMENT COMPETENCIES

HUMAN SERVICES MANAGEMENT COMPETENCIES HUMAN SERVICES MANAGEMENT COMPETENCIES A Guide for Non-Profit and For Profit Agencies, Foundations and Academic Institutions Prepared by: Anthony Hassan, MSW, Ed.D. William Waldman, MSW Shelly Wimpfheimer,

More information

Strategic Plan 2014 2017

Strategic Plan 2014 2017 Strategic Plan 2014 2017 The University of Texas at Austin Wellness Network Strategic Plan Contents Mission... 2 Vision... 2 Values... 2 Wellness Network Operations... 3 Summary of Strategic Initiatives...

More information

Women in Federal Law Enforcement Foundation, Inc. Strategic Plan January 1, 2016 December 31, 2020

Women in Federal Law Enforcement Foundation, Inc. Strategic Plan January 1, 2016 December 31, 2020 Women in Federal Law Enforcement Foundation, Inc. Strategic Plan January 1, 2016 December 31, 2020 Strategic Goal 1: Training, Professional Development and Leadership Enhancement WIFLE will continue to

More information

Tallahassee Community College Foundation College Innovation Fund. Program Manual

Tallahassee Community College Foundation College Innovation Fund. Program Manual Tallahassee Community College Foundation College Innovation Fund Program Manual REVISED JUNE 2015 TCC Foundation College Innovation Fund Page 2 Table of Contents INTRODUCTION & OVERVIEW... 3 PURPOSE...

More information

Sponsorship Guide Nonprofit Membership

Sponsorship Guide Nonprofit Membership Sponsorship Guide 2016 Nonprofit Membership Multiply your impact. The nonprofits OneOC serves are the pulse of Orange County, responding to basic needs, educating our children, cultivating the arts, preserving

More information

Commission on English Language Program Accreditation 2016 2020 Strategic Plan

Commission on English Language Program Accreditation 2016 2020 Strategic Plan Commission on English Language Program Accreditation 2016 2020 Strategic Plan Executive Summary CEA operates under the discipline of a strategic plan to ensure that CEA s mission as a specialized accrediting

More information

Defence Employment Offer Dorota Thorp (AIRCDRE Ken Birrer) Practice Forum presented at the 9 th Industrial and Organisational Psychology Conference

Defence Employment Offer Dorota Thorp (AIRCDRE Ken Birrer) Practice Forum presented at the 9 th Industrial and Organisational Psychology Conference Defence Employment Offer Dorota Thorp (AIRCDRE Ken Birrer) Practice Forum presented at the 9 th Industrial and Organisational Psychology Conference RELATED CONCEPTS Definitions Minchington (2005) defines

More information

Facilitating Progress Through the Stages of Multicultural Organization Development*

Facilitating Progress Through the Stages of Multicultural Organization Development* Facilitating Progress Through the Stages of Multicultural Organization Development* Directions: Start at the MCOD Stage you have chosen that best reflects the current state of your organization. Review

More information

American Institute of Architecture Students. Executive Director Position Profile

American Institute of Architecture Students. Executive Director Position Profile American Institute of Architecture Students Executive Director Position Profile April 2010 This profile provides information about the American Institute of Architecture Students (AIAS) and the position

More information

Strategic Long Range Plan. BOMA Ottawa Committees

Strategic Long Range Plan. BOMA Ottawa Committees 201-201 Strategic Long Range Plan BOMA Ottawa Vision -- BOMA Ottawa, as the voice of the commercial real estate industry in the National Capital area, is the recognized advocate of building owners and

More information

Sample Career Ladder Program Evaluation Process

Sample Career Ladder Program Evaluation Process Sample Career Ladder Program Evaluation Process SAMPLE The Purpose of the Career Ladder Program Evaluation Process The goal of the program evaluation process is to determine the impact and effectiveness

More information

FRONTIER COLLEGE : Strategic Plan 2011-2014

FRONTIER COLLEGE : Strategic Plan 2011-2014 FRONTIER COLLEGE : Strategic Plan 2011-2014 1 As a pioneer in Canadian literacy, we will reach more learners by 2014 through bold leadership. We will achieve this by expanding our network of supporters

More information

A Strategic Vision for Human Resources

A Strategic Vision for Human Resources DISCUSSION DOCUMENT A Strategic Vision for Human Resources Organizational Possibilities Fitting the Pieces Together November 7, 2007 Costa Mesa, CA Framework Systems Theory Strategic Vision for Human Resources

More information

Waikato Community Broadcasting Charitable Trust and Free FM Strategic Plan brief version

Waikato Community Broadcasting Charitable Trust and Free FM Strategic Plan brief version Waikato Community Broadcasting Charitable Trust and Free FM Strategic Plan 2013-2016 brief version July 2013 1.0 Introduction 2.0 Vision 3.0 Mission 4.0 Values 5.0 Brand Attributes 6.0 Commentary on SWOT

More information

2015-2016 BUSINESS PLAN

2015-2016 BUSINESS PLAN 2015-2016 BUSINESS PLAN Purpose of the Plan This annual Business Plan is designed to outline actions and processes that will be undertaken to meet the Chamber s mission, vision and strategic plan. The

More information

College of Architecture Strategic Plan 2014-2025

College of Architecture Strategic Plan 2014-2025 DRAFT College of Architecture Strategic Plan 2014-2025 Design. Technology. Engagement. School of Architecture School of Building Construction School of City and Regional Planning School of Industrial Design

More information

Human Resources Department

Human Resources Department Human Resources Department Mission Hire, develop and retain a competent, committed and diverse workforce to provide high quality and cost-effective services to Scottsdale citizens. Cultivate an environment

More information

QUAIL RIDGE COUNTRY CLUB STRATEGIC PLAN APRIL Prepared By:

QUAIL RIDGE COUNTRY CLUB STRATEGIC PLAN APRIL Prepared By: QUAIL RIDGE COUNTRY CLUB STRATEGIC PLAN APRIL 2013 Prepared By: TABLE OF CONTENTS INTRODUCTION...1 MISSION VISION AND VALUES...2 STRATEGIC ISSUES AND GOALS...3 ACTION PLANS Facility Improvement...4 Member

More information