A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | W | |
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1 | Topics | Learning Objectives By the end of the session or activity, you will have an overview of and tools to be able to: | Topic Presenters & Contact Information | ||||||||||||||||||||
2 | FEBRUARY | Creating Community/ Building a Learning Community | Explore the value and challenges of creating community, and created community agreements for LEAD. | Blanca Tavera, LCSW Principal, Matrix Consulting Institute Phone: (831) 768-9398 Email: blancatavera@icloud.com | |||||||||||||||||||
3 | Exploring Leadership | - Strengthen effectiveness by discovering your own authentic leadership styles and assets - Institute practices of reflection and growth that encourage development as an ethical, entrepreneurial and transformational leader. - More effectively support the development of others as leaders - Achieve greater alignment between personal values and professional practice. | Kaki Rusmore Director, Center for Nonprofit Excellence Community Foundation for Monterey County (831) 375-9712 x 124 Email: kaki@cfmco.org | ||||||||||||||||||||
4 | Leadership Listening/ Nature of Human Beings | Blanca Tavera | |||||||||||||||||||||
5 | Personal Mission Statement | -Clarify and commit to your potential - your vision for your self in the world | Kaki Rusmore | ||||||||||||||||||||
6 | Heart-to-Heart Listening | -Provide heart-to-heart listening to your peers, staff, family and others
- Assist them in finding their own solutions to the challenges they face - Use your natural healing mechanisms to clear your thinking, open your creativity and find solutions to challenges you face | Kaki Rusmore | ||||||||||||||||||||
7 | Oppression, Culture, and Diversity | - Respect and take pride in the many aspects of your own cultural heritage (including such aspects as race/ethnicity, socio-economic status, gender, sexual orientation, etc.) - Consciously view your perspectives as being developed from within your cultural experience and the multiple limitations included in that perspective - Respect and act as an ally to those whose cultural perspective is different than your own - Engage in an ongoing commitment to learning, dialogue and self-reflection. | Blanca Tavera | ||||||||||||||||||||
8 | SystemsThinking, Success Analysis | - Analyze systems all around us and how we interact with them - Understand what contributes to successes and apply that in other circumstances | Kaki Rusmore | ||||||||||||||||||||
9 | SMART Goals / Organizational Change Goals | - Understand the value of goal-setting and using effective tools to accomplish those things that are important to you. - Be able to use the SMART goal tool to develop and accomplish goals in many realms of your life. - Refine your Organizational goal to be SMART. | Kaki Rusmore | ||||||||||||||||||||
10 | Leadership Coaching (continues March-July) | - Learn an overview of the process and timeline of LEAD coaching. - Gain an understanding of what leadership coaching is and how it differs from other types of support. - Develop confidence and readiness to interview potential coaches. | Susie Polnaszek Program Officer, Center for Nonprofit Excellence Community Foundation for Monterey County (831) 375-9712 x138 Email: susiep@cfmco.org | ||||||||||||||||||||
11 | March 13 | Leading from Where You Are | - Understand and implement key best practices on how to move ideas forward and accelerate change - Develop the ability to identify the obstacles you encounter in leading from where you are and new tools to overcome those obstacles. | Rebecca Perry Rebecca Perry Leadership (503) 353-7400 rebecca@rebeccaperryleadership.com | |||||||||||||||||||
12 | Meeting Planning & Facilitation | - Plan meetings for success - Facilitate meetings that result in positive outcomes and relations, including conversations for action and difficult conversations | Kaki Rusmore Director, Center for Nonprofit Excellence Community Foundation for Monterey County (831) 375-9712 x 124 Email: kaki@cfmco.org | ||||||||||||||||||||
13 | April 10 | Community Assessment | - Increase your confidence and clarity around the “what, why, and how” of community assessments.: - Demystify community assessments - Understand the connection between where you are in the process and what practices fit that - Link sustainability to why we do community assessments - Implement various aspects of and approaches to community assessment | ||||||||||||||||||||
14 | Program Development & Design | - Use theories of change and full-spectrum design tools to develop flexible, results-focused programs | |||||||||||||||||||||
15 | May 8 | Program Evaluation | - Design simple evaluation frameworks to help the organization use evidence to improve its programs and strengthen its communities. - Develop evaluation frameworks that are consistent with and build on the elements covered in Program Development | ||||||||||||||||||||
16 | Strategic Thinking/ Planning | - Employ strategic thinking techniques in many levels of decision-making - Identify and use simple, straightforward techniques to develop a focused strategic planning process that can be completed in a timely fashion with minimal resources - Assist in developing a long-term vision for their organization, as well as the importance of aligning the organization’s core strategies to that vision. | |||||||||||||||||||||
17 | June 12 | Supervision | - Create an organizational culture of performance, creativity and teamwork - Conduct effective performance reviews - Develop individual and multi-staff professional development plans - Recruit, develop and retain excellent staff - covered in online library | ||||||||||||||||||||
18 | Leading Organizational Change | - Assess need and readiness for organizational change and plan for successful organizational change processes - Facilitate and lead a planned, systematic and successful organizational change process. - Cultivate an organizational culture that embraces change in order to strengthen continual organizational and programmatic improvement. - Demonstrate practical skills as a leader of organizational change. | |||||||||||||||||||||
19 | JULY 10 & 11 | Cultural Competency in my Organization | - Respect and take pride in aspects of your own cultural heritage - Consciously view your perspectives as being developed from within your cultural and educational experience and the multiple limitations included in that perspective - Respect and act as an ally to those whose cultural perspective is different than your own and see clients as being experts in your own experience - Assess your organizational services and think critically about cultural proficiency - Engage in an ongoing commitment to learning, dialogue and self-reflection. | ||||||||||||||||||||
20 | Collaboration | - Move organizations from competitive relationships towards results-driven collaborative relationships, including networks - Facilitate inter-organizational dialogue leading to identification of common themes, interests and goals - Negotiate mutually-beneficial relationships and agreements leading to realistic plans involving other organizations - Develop trust-building and accountability among organizations, including when working with cultures other than one’s own. | |||||||||||||||||||||
21 | Advocacy | - Articulate the ways the decisions that affect your population are made - Analyze the context in which decisions are made and policy decided - Identify and develop strategies to influence both policy and equitable access to service provision for individuals, families, communities and specific populations. | |||||||||||||||||||||
22 | Personal Leadership | Examine and reflect on our “personal leadership” at a deeper level. Reminders of what you already know, and a few new possibilities. - Strengthen your effectiveness by discovering your own authentic leadership styles and assets - Institute practices of reflection and growth that encourage development as an ethical, entrepreneurial and transformational leader. - More effectively support the development of others as leaders (see homework) - Achieve greater alignment between personal values and professional practice. | |||||||||||||||||||||
23 | August 14 | Fund Development | - Develop or refine the key elements of a case statement for your organization. - Identify effective different fund development strategies for your organization, based on present resources, mission and future direction. | ||||||||||||||||||||
24 | Strategic Communications | - Develop strategic communication plans that support your organization's missions - Use multiple mediums, tools and technologies to deliver your plan. - Develop effective messages to communicate about your organizations - Develop relationships with media to support your communications strategy.- covered in online library | |||||||||||||||||||||
25 | September 11 | Board Governance | - Articulate the appropriate roles of board and staff (relative to organizational change) based on different stages of an organization’s development. - Demonstrate an understanding of effective strategies for developing strong, mutually supportive relationships with board members. - Identify ways you can participate in building boards that champion your org's mission, are representative of the community and comprised of people with needed skills and experience. | ||||||||||||||||||||
26 | Community Leaders Panel/Dialogue | - Dialogue with community leaders - Understand the perspective, benefits and challenges of being an executive director or community leader - Analyze and critique some key practices for success of nonprofit organizations and how you relate to role of ED/community leader - Identify the power dynamics in personal, organizational and community situations, and take them into account in planning your personal, team and organizational actions. | |||||||||||||||||||||
27 | October 9 | Financial Management | - Read financial statements, budgets, and audits and identify areas of concern - Develop practical program and organizational budgets based on realistic costs - Coordinate well with boards and financial professionals for financial planning and review. | ||||||||||||||||||||
28 | Leadership in a changing world | - Apply a community change strategy that incorporates a critical analysis and long-term perspectives. - Develop strategies for transformational change that lead to more equitable and inclusive communities. - Develop and execute systems of accountability for community change work. | |||||||||||||||||||||
29 | Power Analysis | ||||||||||||||||||||||
30 | November 13 | Organizational Goal Presentations | |||||||||||||||||||||
31 | December 11 | Graduation | |||||||||||||||||||||
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