Jean Roberts

Posts Tagged ‘board’

The following entries are associated with this tag:

• Understanding Personal Values in Policy Development – Custodial or Humanistic
• Life-cycle of a Grant Application or Submission
• Applying labels to categorise individuals is out of control
• Boardroom Tensions, Traumas and Triumphs
• Survival Protection Plans for SMEs and Nonprofits
• Moving into and out of the position of Board Chairperson
• Improving the Workplace Environment – through left- and right-brain orientation
• Governance of Rural and Regional Nonprofit Service-providers
• Forecasting involves the past, present and future
• Managing Staff – the issue of promotion
• What is Committee-itis?
• Member-based Clubs – a financial and operational analysis
• Artful use and application of Effective Communication
• Jean’s Eight Simple, Effective and Reliable Planning Tools – in one file
• Nonprofit Sector – an overview of the rate of change
• Quoting is more than just price – if you want your business or service to survive
• Benefits of Reflection – in Pursuit of Facts
• Why Nonprofit Boards and SME Owner-Managers should bother about Policies
• Nonprofit Board Self-appraisal – is this something your Board does every year?
• Some of the Myths associated with Quoting
• Questions for Nonprofit Boards or Committees on the financial aspects of their governance role
• Planning a new initiative – a simple and effective checklist
• Crisis Management Strategy – using cashflow as an example
• Checklist to increase a Peak Body’s effectiveness
• Difference and relationship between Worry and Concern
• Boards need to know what they need to know!
• How and why I write the way I write – Jean Roberts
• My simple, effective and reliable planning tool No. 8: Symbols
• Self-employment – as an alternative to working for a wage
• Difference between ‘Stakeholder Analysis’ and ‘Stakeholder Survey’
• Nonprofit Boards – they have a Critical Responsibility to Monitor
• The gulf – and transition – between mediocrity and success
• CEO Performance Appraisal/Review in a Nonprofit Organisation
• My simple, effective and reliable planning tools – the Table: Step 7
• Risky Changes for Small Business Owner/Managers
• Comments on Major Sections of Board or Committee Minutes
• My simple, effective and reliable planning tools – the Arrow: Step 6
• My simple, effective and reliable planning tool – the Square: Step 5
• My simple, effective and reliable planning tool of – the Circle: Step 4
• My simple, effective and reliable planning tool – the Straight Line: Step 3
• My simple, effective and reliable planning tool – the Triangle: Step 2
• Role of Patron in a nonprofit organisation – active or passive?
• My simple, effective and reliable planning tools – including a circle, a triangle and a straight line: Step 1
• Most common concerns about writing grant applications, submissions and proposals
• Where two or more are gathered, there is potential for conflict – with free discussion paper included
• Relationship between a Nonprofit Constitution and Internal Policies and Procedures
• Managing Fear in Relation to Change
• Delivering Quality Services – a free checklist for Service Providers
• Entrepreneurship and Innovation depend on HRD
• Is there such a thing as a non-community ?
• Key characteristics of a ‘successful’ Nonprofit Committee/Board
• Checklist to guide an internal review of your quoting and tendering procedures
• Complexity vs Simplicity
• Checklist for a new or intending CEO, Manager or Coordinator in a Nonprofit Organisation
• Be sure to treat Quotes and Tenders as core business activities
• One of my early lessons as a Trainer
• Knowledge and information transfer – how and why technology is a major problem
• Manage your Corporate Language, please!
• Business Brainpower as a tool in connecting organistional and personal values
• 5-Levels of Quality Maturity in Nonprofit Board Performance
• In-house Research begins with an Archaeological Dig of your Organisation
• What is Community Development? The Neighbourhood House or Centre Example
• Business Brainpower as a tool in Training and Development
• Jean’s Nonprofit and Social Enterprise Organisational Health Check
• Submission/tender writing – how does it rank in your Company’s priorities?
• Jean’s Checklist for Reading or Writing a Tender or Submission Brief
• Some of the Myths about Nonprofit Governance
• Burn-out Protection Plan for SMEs and Nonprofits
• The Politics of Collaborative Effort in Nonprofit and SME Workplaces
• Making Ethics Work – Free Trial
• Succession Planning Checklist for SMEs and Nonprofits
• Opportunities for innovation abound in these ‘tough times’
• The critical link between Governance. IT/Technology, Staff Competencies and Resource Availability.
• Managing Workplace Relationships
• A package of three Management Group Activities for in-house/on-site Learning and Development
• Critical Success Factors in Quoting and Tendering
• Board Chairpersons need to understand how their Board Members talk
• Management Styles in SMEs and Nonprofit Organisations
• Guiding Principles relating to Measurable Consumer Outcomes
• Jean’s Nonprofit Board Member Recruitment and Orientation Checklist
• Have you thought of applying the principles of Deliberate Practice to your life as a Small Business Owner/Manager?
• Writing an Evaluation Report for a funded or contracted service
• Individual Work Practices – don’t ignore them!
• In-House Risk Register Workshop – practical strategies based on individual work practices
• Jean’s Consultation and Consultative Decision Making Model
• Delegation of Authority from a Nonprofit Board to the CEO
• Role and Function of a Peak Body – from the perspective of a Peak Body’s Board and CEO
• Theoretical Quality Framework for Nonprofits and SMEs
• Theoretical Frameworks – why we need them in governance and management
• Role of a Peak Body – from the perspective of the membership base
• Jeans Successful Quoting and Tendering for Small and Medium Enterprises (SMEs) and Nonprofit Organisations
• Jean’s Making Ethics Work Checklist launch
• Jean’s Making Ethics Work Checklist – a work in progress
• Jean’s Checklist: Making Ethics Work – a working definition
• Jean’s Service Delivery for Nonprofit and Commercial Service Providers
• My Spiritual Journey as an Independent Consultant
• Jean’s Checklist: Making Ethics Work – Leaders and Managers must manage relationships within their workplace.
• Jean’s Making Ethics Work Checklist – the nature and impact of change
• Jean’s Making Ethics Work Checklist – Management and Leadership Styles
• Jean’s Making Ethics Work Checklist – Parameters and Focus
• Jean’s Checklist: Making Ethics Work – does this begin and end with Management and Leadership?
• Jean’s Checklist: Exposing the traps in tendering and outsourcing
• Why did Jean Roberts choose William Shakespeare as her business mentor?
• Managing Fear in relation to Change
• Managing Fear about Nonprofit Board/Committee Performance
• Nonprofit Sector Risk Scenarios
• Managing fear as a very small business!
• Typical behaviours of proactive, reactive and crisis management styles
• A Management Group Activity to address role clarity and job satisfaction
• A Management Group Activity to assess the effectiveness of a statement of philosophy
• A Management Group Activity to assess the effectiveness of internal policy and procedure manuals
• Management and Leadership: Risk and Quality are two sides of the one coin
• Owner/Managers as Managers, Leaders, Innovators and Entrepreneurs
• Difference and relationship between ‘Management’ and ‘Leadership’ – and their link with ‘Innovation’ and ‘Entrepreneurship’
• Management styles – pro-active, re-active and crisis
• Jean’s Tool No. 5: Organisational/Corporate Structure Tool
• Jean’s Tool No. 4 – Decision Tool
• Jean’s Tool No. 3 – Research and Development
• Jean’s Tool No. 2 – Team Tool
• Jean’s Tool No. 1 – Information
• Jean’s on-the-job coaching – Customer/Client/Consumer Service Quality
• Jean’s on-the-job mentoring – Risk Scenario
• Jean’s on-the-job Case Study – Effective Meetings
• Major Signs of Business Failure – early 1990s and today
• Jean’s definition of a Case Study or Scenario
• Jean’s definition of Assume
• Jean’s definition of Quality System
• Jean’s definition of a Meeting
• Successful Submission Writing – for Business and Nonprofits 3rd Edition
• Tendering and Outsourcing ‘mini-checklists’ for Managers
• Jean’s definition of Integrated Service Planning/Performance Appraisal-Management
• Jean’s definition Partnership in the Nonprofit Sector
• Jean’s definition of Effective Communication
• Skills Involved in Tendering
• Jean’s definition Linking Policies with Improved Work Practices
• Time and Task Management
• Evaluation Framework for a Telephone Information and Advice Service
• Jean’s Core Business Strategy No. 10: Strategic Business Relationships Checklist – checking the trust factor
• Jean’s Core Business Strategy No. 9: Retrospective Planning
• Jean’s definition Difference between Management and Leadership
• Definitions can ensure clarity and avoid confusion
• Jean’s Core Business Strategy No. 8: Project Mentality and Management
• A checklist for new or intending Nonprofit Board/Committee members
• Jean’s Core Business Strategy No. 7: Business Brainpower
• Jean’s Core Business Strategy No. 6: Traps in Tendering and Outsourcing
• Jean’s Core Busines Strategy No. 5: Financial Risk Management – don’t neglect your debtors!
• Jean’s Core Business Strategy No. 4: Marketing Strategy for SMEs – including tendering
• Jean’s Core Business Strategy No. 3: Performance Indicators, Measures and Targets
• Jean’s Core Business Strategy No. 2: The Art and Science of Business: ‘Critical Success Factors – Jean’s A-Z’
• Jean’s Core Business Strategy No. 1: Unshakeable Fact Test in effective decision-making
• Increasing job satisfaction
• An extract from One Man Show – The purpose of a marketing strategy
• Introduction to Key Performance Indicators (KPIs), Measures and Targets for Small and Medium Enterprises (SMEs)
• Understanding the relationship between Entrepreneurship, Innovation and Creativity
• Entrepreneurial Initiative as a Sole Operator
• Action-research projects in the nonprofit sector
• Learning from one’s own experience
• Highlights from my attendance at the 2008 Institute for Small Business and Entrepreneurship (ISBE) World Conference
• Jean’s definition of Service Delivery
• Committee Members’ Handbook
• Competitive Tendering – how to write a competitive tender
• The Left and Right Brain Business
• Riding the Waves of Community Development in Australia
• Managing Governance in Nonprofit Organisations in Australia
• Governance Kit No. 3 Personal responsibilities of nonprofit Board Members
• Jean’s definition of Nonprofit Governance
• Evaluation of training
• Corporate Social Responsibility
• Jean’s definition of Management in a Nonprofit Organisation
• Recruiting and Retaining Service Club Members
• Jean’s Nonprofit Constitution Checklist
• Governance Kit No.2: Partnership Relationships
• Governance Kit No.1: clarifying the roles and responsibilities of nonprofit Board Members
• One Man Show – the smallest of small business
• Planning and implementing a strategy for growth
• Opportunities for innovation abound in these ‘tough times’
• Preparing or inviting submissions, grant applications, proposals
• A decade of action-research in supporting services for people living with difficulty, disadvantage or disability
• How does information affect the Board's management style?
• Human factors that can contribute to risk in a nonprofit organisation
• Outsourcing
• Jean’s Nonprofit Critical Success Factor Checklist
• Understanding different behaviours in work, family and social environments
• The Business of selling and buying
• Jean’s definition of a Tender
• Jean’s Nonprofit Auspicing Checklist
• “Thinking and Feeling”
• Conflict of Interest among board/committee members
• The role of Board Chairperson in a Nonprofit Organisation
• Supervision and Delegation
• Representative Board/Committee members in a nonprofit organisation
• Jean’s definition Joint Ventures between Non-profit and For-profit Organisations – often spoken of in terms of ‘partnership agreements’
• Annual General Meeting (AGM) and Annual Report Checklists
• Be kind to yourself by improving your management of ‘Time’ and ‘Tasks’
• Standards and Accreditation are very hot topics!
• A day in the life of a dynamic Association CEO

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This paper was presented at the Connecting Up 2011 Conference.

The key question for any nonprofit governing body whose organisation is using IT/Technology internally is this:

• Is IT/Technology working better than what it is meant to replace?

There are varying …

The Human Side of Leadership           

The third stage in developing this Checklist addresses the Crisis, Re-active and Pro-active Management and Leadership Styles.   Remember that any leader or leadership group must manage their leadership role and responsibilities.

To expand this aspect …

Fear about the performance of nonprofit Boards or Committees is being fed by ignorance, misinformation, micro-management and lack of understanding.

Fear about Board/Committee performance needs to be managed, and the first step is to make sure that each Board/Committee member …

Organisational policies should never be developed or evaluated in isolation, as they underpin both procedures and work practices.

A Policy is a statement of principles or standards of conduct which guide any decision making in relation to processes, activities and …

Governance Project, 1989-1996 – identifying the training and support needs of voluntary committees and boards in Victorian ‘needs-based’ organisations and writing a committee training manual – in collaboration with Council of Intellectual Disability Agencies (CIDA) Inc.

Leadership Project, 1992-1993 – …

Highlights of my attendance at the three-day 31st Institute for Small Business and Entrepreneurship (ISBE) World Conference in Belfast, Northern Ireland, November 2008.

The Conference theme: International Entrepreneurship – promoting excellence in education, research and practice.

Conference Tracks:
Papers …

A nonprofit organisation offers or provides a range of programs, services, publications, activities, events, initiatives or benefits to one or more targeted audiences.

The Board, together with the CEO, negotiates contractual and funding agreements containing particular and specific terms and conditions to be complied with and outcomes to be achieved. The Board is accountable to the membership base to adopt the ‘best possible practices’ of governance, management and operation in order to ensure and provide the ‘best possible experience’ for service-users.

A ‘how-to’ and ‘how-not-to’ for those who join the community of a club, association, council or other nonprofit organisation

This book is a guide to the role and responsibilities of the voluntary committee or board in delivering services to members, service-users and the wider community. It looks at why anyone would accept a voluntary management position – particularly at a time when money is hard to find and community needs are escalating.

Personal responsibilities of nonprofit Board Members – including code of conduct, conflict of interest, confidentiality, and loyalty to the organisation’s purpose

This Kit focuses on the individual Board or Committee member – whether office bearer or ordinary member. The message is that each Board member is responsible for her/his words, conduct and behaviour as a Board member: and this responsibility is legal as well as moral, ethical and social.

Nonprofit Board membership is similar to for-profit Board membership in relation to the nature and extent of responsibility. The language is different, as are the structure and processes: however, the risks are similar, as is the need for careful attention and diligent behaviour.

Governance (‘Board’ includes Committee or Board of Management, and Board of Directors)

The Board is the governing body of the legal entity with the legal responsibility to govern the affairs and activities of the organisation on behalf – and in the interests of – the financial or formal members of the association, company or co-operative:

• a financial member will have paid the annual membership fee
• a ‘formal’ describes a member where there is no entry or membership fee.

In both cases, an application for membership will have been formally submitted.