Advocacy Plan Presentation (IDADAIT) Activity.pptx

This document outlines a framework for responding to the need for change at Junior Achievement to better deliver value and achieve their mission. It includes: 1) Key principles like remaining true to their mission while enabling culture change and collaboration. 2) Clear objectives around increasing reach, impact, and awareness. 3) A framework that establishes teams to achieve objectives related to content, programming, technology, and communications. 4) An ask for collaboration, noting the success of JA depends on everyone's involvement.

This document outlines the importance of stakeholder engagement in economic development strategic planning. It recommends including a diverse array of individuals and groups with interests in the community's economic success. Leadership teams should drive the process, with advisory teams providing expertise and task forces conducting work. Public relations efforts can build support. The roles of consultants, leadership, and an executive team for implementation are also discussed. Costs depend on factors like scope, size, and use of consultants.

The document summarizes information about BC Social Venture Partners' grant making process. It discusses that BC SVP is a group of individuals and business leaders who make time and money investments in nonprofits seeking innovative solutions to social problems. Grants of up to $30,000 annually for three years are considered, with an emphasis on helping organizations increase sustainability. The decision process involves letters of inquiry, selected organizations developing full proposals, and partners presenting and voting on finalist proposals.

Jitendra Ray has over 7 years of experience managing development projects and multi-disciplinary teams in areas such as social development, women's rights and empowerment, education, livelihoods, disaster risk reduction, and WASH. He has strong skills in project management, staff management, financial management, training, and advocacy. Currently he is the Project Coordinator for an inclusive society project implemented by Dalit Development Forum in Nepal, where he oversees project implementation, budgeting, reporting, and community mobilization activities.

This document provides guidance on developing an effective advocacy strategy. It emphasizes the importance of taking a long-term approach to advocacy by devising strategies that extend beyond individual projects or programs. Credibility as an advocate also requires having in-depth knowledge and expertise on the issues being addressed. Conducting thorough analysis to understand the underlying causes of problems enables the development of better solutions and advocacy plans. Overall the document stresses laying a strong foundation for advocacy through long-term thinking, issue expertise, and analytical understanding of the core problems.

This document serves as a guide for applying the Sport for Development (S4D) framework described in the report “Playing the Game: A framework for successful child-focused sport for development programmes”. The framework can be used as a starting point for designing a new programme, to guide the expansion of an existing one into new locations, or to improve and re-organize specific programmatic and organizational aspects. The framework follows the different phases of a programme and their respective components, and recommends best practices (see Figure 1). For each component of each programming stage, this toolkit offers practitioners guiding questions and practical recommendations.

The position is for a Project Manager at an organization called RCB Project. The objective is to support achieving the goals of the RCB Project by managing partnerships with other organizations, developing their capacity, and ensuring effective program delivery. Key responsibilities include partnership management (20% of time), organizing, planning and budgeting (15%), monitoring program delivery in the field (15%), facilitating capacity development (15%), contributing to fundraising (15%), monitoring and evaluation (10%), and team management (5%). The ideal candidate has a masters degree, 6 years of relevant experience including 4 years in management, knowledge of issues related to persons with disabilities and child rights, and strong management, communication, and technical skills.

This document discusses strategies for connecting community partners with faculty and community-based research (CBR) projects at Washington and Lee University. It outlines how the university has worked to address barriers like lack of faculty engagement and student preparation by implementing student trainings, recruiting faculty, and holding focus groups with community partners. The document then provides examples of CBR project types that could benefit partners and discusses the role of the CBR center in facilitating projects, managing relationships, and ensuring research is disseminated to impact the community.

In Spring 2013, we are on the precipice of dramatic, disruptive change in the health field that offers an unprecedented opportunity and challenge to transform health care and population health. We know that traditional public health approaches along with more and better health care are not enough to improve health outcomes, equity, and cost. We must also: - implement sustainable, fundamental "upstream" changes that address the root causes of disease and disability; and - transform the way we deliver health care to ensure access to quality, affordable health care for all. Enjoy this Bright Spot presentation from Sana Chehimi of the Prevention Institute, which was presented at the 2013 Annual Leadership Conference, co-sponsored by the Center for Health Leadership (CHL) and the California Pacific Public Health Training Center (CALPACT) at UC Berkeley's School of Public Health. To learn more about this event, please visit: http://calpact.org/index.php/en/events/leadership-conference Learn more about CALPACT: http://calpact.org/ Learn more about the CHL: http://chl.berkeley.edu/

Capacity building refers to actions that strengthen an organization's ability to achieve its mission effectively. It benefits organizations by increasing sustainability, efficiency, and effectiveness, and benefits those served by improving program effectiveness and outcomes. Capacity building includes strategic planning, leadership development, organizational development, program development, fundraising strategies, and community engagement. Evaluation evidence shows that capacity building improves organizations' abilities to achieve their missions, and greater support through workshops, technical assistance, and funding leads to larger capacity gains.

The document provides a summary of a leadership development program called the Senior Leadership Development Program (SLDP) delivered by I Train Consultants for World Vision Bangladesh. The key points covered are: - The program included assessments, workshops, coaching and projects to develop leadership skills of 30 mid to senior level professionals over 1 year. - Feedback from participants was overwhelmingly positive, averaging 94%. - Participants implemented projects focusing on areas like improving processes, upskilling teams, and increasing community engagement. Many projects were successfully completed. - Facilitators observed significant development and a willingness to learn and implement skills among participants. They recommend more focused sessions for future programs.

The document summarizes information about BC Social Venture Partners' grant making process. It discusses that BC SVP is a group of individuals and business leaders who make time and money investments in nonprofits seeking innovative solutions to social problems. Grants of up to $30,000 annually for three years are aimed at increasing grantee capacity. Priority is given to applications demonstrating a clear capacity building plan, ability to collaborate with partners, and commitment to measurable outcomes. The decision process involves letters of inquiry, developing full proposals with partner support, and a final voting process by the full partnership.