(Mt) – I need a one page paper with all of the highlighted items below

Jewish Family and Children’s Service of Greater Philadelphia (JFCS) originated in 1855 as the first Jewish orphanage in North America, known as the Jewish Foster Home. Its purpose was clear and addressed one pressing need—to care for indigent, Jewish children. After several mergers, and in response to the changing needs of the community, JFCS became what it is today—a full-scope, social service agency that supports people of all ages and denominations. JFCS’ mission captures the essence of our social service work and the diversity of those we serve—to strengthen families and individuals across generations and cultures to achieve stability, independence, and community. Our values also embody this tenet—compassion, community, diversity, responsibility, professionalism, and excellence. JFCS’ decision to support the community at large is rooted in Jewish values—to love thy neighbor as oneself and to repair the world. In our own corner of the world that is what JFCS endeavors to do every day. However, there are challenges that come with our all-inclusive approach, the most pressing being: 1. JFCS provides such a wide variety of programs and services that our vast audience does not understand all that JFCS does in the community. 2. JFCS programs are siloed by the different populations served, weakening our cultural competence. 3. The diversity that JFCS champions is not known to the community; and therefore, having “Jewish” in our name perpetuates a long-standing misinterpretation that JFCS only serves Jewish people. It is also important to note that while JFCS serves the community at large, we are not reaping the marketing or fundraising benefits that can come from creating impact on a broader scale than simply the Jewish community. JFCS must educate the community about our diversity to capitalize on our opportunity for greater marketing exposure and audience appeal, increased identification as social issues experts and thought leaders, and an improved ability to raise dollars from the secular community, including foundations, individuals, and corporations. With this strategic plan, JFCS seeks to address the root causes of our diversity challenges and threats from three perspectives: 1. Internal—JFCS staff 2. External—the community at large 3. Combination of Internal and External—JFCS Board of Directors who have one foot inside the organization and one foot in the community Equally important, JFCS will utilize this strategic plan to maximize our opportunities to claim our expertise within the community at large and convey our breadth of services to diverse populations. The following strategies will be carried out and the appropriate resources will be allocated to do so: 1. JFCS will improve our internal culture by increasing staff comradery, improving staff morale, and celebrating staff diversity. 2. JFCS will create one unifying brand that is simple, emotional, and consistent, which will be communicated from the inside out. 3. JFCS will unpack the complicated and layered issue of Board diversity (or lack thereof) and address the importance of our Board reflecting those we serve. Strategic Goal #1: JFCS will improve our internal culture by increasing staff comradery, improving staff morale, and celebrating staff diversity. SMART Objective: Actively develop a diverse workplace by January 2022 that incorporates at least 25% of underrepresented groups through embracing robust reforms in organizational culture. Initiatives: The organizational culture will be reformed through adopting policies and employment practices that are in line with the overall expectations of diversity. Projects: ● Organize an executive steering committee to headline all JFCS wide diversity changes. A strategic planning committee and an employee committee should also be organized to drive daily task implementation and other changes. ● Ensure all human resource diversity practices are clear and exercised appropriately. Rewrite and approve new diversity practices through BOD and lawyers if needed. ● Exercise diversity in human resource practices, encourage employees to support cultural tolerance, work with different stakeholders to popularize the diversity philosophy. Programs: ● The human resource department will hold diversity awareness trainings. All staff members and BOD members will be required to attend at least one session. A vision cafe will also be held for all internal stakeholders to garner their feedback on diversity challenges. ● The employee committee will be responsible for putting together monthly capacity and cultural building events for staff. ● JFCS will reach out to their counterparts in other locations and community partnerships to learn best diversity practices. Strategic Goal #2: JFCS will create one unifying brand that is simple, emotional, and consistent that will be communicated from the inside out. SMART Objective: Develop a workable marketing plan that will enhance the diversity awareness of JFCS by at least 40% within the next twelve months. Initiatives: Create a comprehensive marketing plan, keeping in mind the issues of diversity and the need to reach new horizons that have not been explored before. Projects: ● Executive staff will conduct research on and hire a marketing firm to work with JFCS’s diversity initiative. At least two comparable bids will be brought to the BOD at year end. BOD will be asked to assist with this cost as it is reasonable that this expense will outside the annual budgeted marketing amount. ● Two part-time interns will be hired to work with our Social Media Director and run our new diversity initiatives on social media platforms. ● Create capacity building events that will bring all stakeholders to a basic understanding of the new brand image that JFCS wants to achieve Programs: ● Vision Cafe stakeholder meetings will be held monthly for increased feedback on the marketing plan and diversity efforts. ● Hold an open-house at JFCS highlighting our services and diversity. All stakeholders and community members will be invited. This event will be free to the public. ● Celebrate World Diversity Day on May 21, 2020 with special promotional activities, branding events, advertising, product placement, brochures, and website marketing Strategic Goal #3 JFCS will unpack the complicated and layered issue of board diversity (or lack thereof) and address the importance of our board reflecting those we serve. Smart Objective: JFCS will enroll underrepresented groups onto the board to ensure at least 25% of non-Jews members are represented within the next two years. Policies will also be changed accordingly to enable this shift to materialize. Initiatives: Improve existing policies regarding board enrollment, look for potential board members who are not of Jewish origin. Projects: ● Expand the nominating committee outreach efforts to include those of non-Jewish background. Current board members will be required to identify at least two potential members each. Board members will work with development staff to cultivate these new members. ● JFCS, our lawyers and BOD will work with the La Salle University Nonprofit Center to rework our board policies so they more accurately reflect our diversity efforts. ● The Development Director and BOD of chair will reach out to their counterparts at other JFCS locations to learn best practices concerning board diversity cultivation. Programs: ● A vision cafe will be held for all BOD members to address their role and vision in the strategic plan. ● New board orientation workshops and materials will be developed to account for the diversity changes. Suggested Initiatives & Projects and Implementation Considerations Suggested Initiative/Project A Gain / Benefit B Resources Required C Stakeholder s Impacted D Time Required to Implement E Time Required for Results F Implementation Type Exercise diversity in human resource practices encourage employees to support cultural tolerance 9 5 1, 2, 4 Within six months Six months or longer LT 9 4 1, 2, 4 Immediate ly Immediately LT Work with different stakeholders to popularize the diversity philosophy 8 7 1, 2, 3, 4 Within 3 months Six months or longer LT Create a capacity building event for diversity 7 6 1, 2, 4 Within six months Immediately to six months ST Creation of an allinclusive marketing plan 9 8 1, 2, 3, 4 Within six months Immediately to six months ST Actively advertise for the board vacancies 9 8 1, 4 Within three months Immediately ST Refinement of the board policies to incorporate diversitysupportive clauses 9 7 1, 2, 3, 4 Within six months Six months or longer LT This matrix reflects projects that would assist the organization in addressing the key findings and support the recommendations identified throughout the document. A – Refers to the estimated (“best guess”) level of benefit / gain on a scale of 1 (low) to 10 (high). D – Refers to the estimated (“best guess”) time needed to design, build and implement the action / project. B – Refers to the estimated (“best guess”) of the scale of the action / project from 1 (low) to 10 (high) – i.e. the equipment, people, money and time requirements. E – Refers to the estimated (“best guess”) duration of implementation period before the organization would realize the expected benefits and value of the action / project. C – Refers to the estimated (“best guess”) scope of the action / project – i.e. who it will impact / involve as follows: 1) board of directors, 2) employees, 3) external professionals outsourced, 4) management F – Indicates when the action / project is recommended to be started as follows: ST) Short-term – immediately to 6 months, LT) Long-term – 6 months or longer, or P) to be completed in “phases” with some actions starting sooner than others. Organizational structure and process implications 1. Organizational change always face resistance, so it is expected that some management members and board members will not support the initiative. 2. There is also the challenge of the available resources failing to meet all programs and initiatives that need completion. 3. Budgeting and program cutbacks should be anticipated. 4. The recommended changes may not yield any tangible impact. 5. Vision Fatigue could occur pending implementation of new changes. 6. Reorganization of staff is a possibility 7. New programs will need to be introduced to handle the oncoming diversity initiatives 8. Increased education costs for staff may be necessary Formulating and Implementing the Strategic Plan With the understanding that instituting significant changes to an organization requires managing culture, risks, communications, and stakeholders, JFCS will do the following to optimize the strategic plan and to mitigate potential damaging/negative implications. 1. Assign Strategy Managers – the Senior Vice President of Programs and the Senior Vice President of Community Engagement will share the role of Strategy Managers. Together they will form a Strategy Implementation Committee that comprises members of the Board of Directors, Executive Team, Program Leadership Team, and representatives from the front-line social workers, thus ensuring that it is a cross-functioning team. Two Board members will be recruited as Co-Chairs of the committee. The Strategy Managers will oversee the communications about the organizational vision and changes and will hold all responsible stakeholders accountable for implementing the plan. The Strategy Managers will meet with the CEO monthly to report on the implementation status and identify/address in a proactive manner any resistance or the need for pivoting. As part of the Executive Team, the Strategy Managers will discuss implementation at weekly executive meetings. The Strategy Managers will continuously monitor internal and external environments to determine if shifts need to be made based on any changing environmental factors. 2. Communications Plan – The strategic plan will be rolled out to the Board, Executive Team, and Program Leadership in an offsite meeting, during which the vision and pending changes will be clearly articulated. The Strategy Managers will be in constant communication with the Implementation Committee Co-Chairs, who will provide updates at every Board meeting throughout the year. An all staff meeting of the 144 JFCS employees will be held to share the new plan and the implementation timeline. Monthly email updates will be sent to all staff, and the Strategy Managers will attend department meetings throughout the year to provide an open and regular forum for staff to ask questions or voice concerns about the changes. A follow-up all-staff meeting will be held six months after the plan is officially launched to ensure that the staff feels a part of the changes and has a platform for engaging with other departments about changes that have been implemented. Flexibility is imperative. All communications will be clear, simple, authentic, and align with the organization’s actions. The CEO and Executive Team will be visible at all locations of JFCS to demonstrate a commitment to all members of the staff and to the programs/services being provided throughout the community. 3. Accountability – Ultimately, the Strategy Managers and the Co-Chairs of the Implementation Committee will be accountable to the CEO and Chairman of the Board to ensure that the changes are executed and that risks are mitigated. Additionally, they are responsible for creating contingency plans when an aspect(s) of the plan is not effective. Program Directors will be accountable to the Strategy Managers and will be responsible for ensuring that their staffs execute their respective pieces of the plan. This is critical as JFCS failed to execute this in the past. It is important that the Program Leaders and their teams feel ownership of the strategic plan and do not see new directions as mandates from the Executive Team and Board of Directors. 4. Frequency – Discussion about implementation and updates will be given on a regular basis as follows: • Weekly discussions at Executive Team Meetings • Monthly meetings with the CEO • Monthly emails to the staff • Monthly reports at Board meetings • Quarterly meetings of the Implementation Committee • Informal meetings with individual departments as needed • Six month all staff update meeting • One-year Board, Executive Team, and Program Leadership offsite meeting to evaluate changes, and determine if environmental factors warrant further changes Module 8 – Videos & Links re: Monitor, Control & Adjust Plan Components, Strategy and/or Process https://www.youtube.com/watch?v=2kSuIZqTNps GOVERNANCE MINUTE: WHAT IS A DASHBOARD? 1:43 How to Develop Key Performance Indicators (KPIs), Erica Olsen https://www.youtube.com/watch?v=NCta6j5_FdM&list=PLXPmT3UOw1bDgiH0kBwQInzlT2 L4fAkSz&index=15 Strategic Planning with the Balanced Scorecard, Erica Olsen https://www.youtube.com/watch?v=AdXt8BfiGJg&index=14&list=PLXPmT3UOw1bDgiH0kB wQInzlT2L4fAkSz Ten Tips to keep Your Strategic plan From Hitting the Shelf, Nancy Olsen https://www.youtube.com/watch?v=YzxVCqHD05o Running a Great Strategy Review, Erica Olsen https://www.youtube.com/watch?v=6BXo8fk6SSw&index=16&list=PLXPmT3UOw1bDgiH0k BwQInzlT2L4fAkSz STRATEGIC PLANNING: TOOLS & TECHNIQUES Translating Vision into Reality “Press on. Nothing in the world can take the place of persistence.” Ray A. Kroc, founder, McDonald’s Strategic Planning – Part 6_Module 8 – Monitor, Control & Adjust Plan Components, Strategy and/or Process 1 Please Read Many slides in this presentation have been adopted from a course on project management which I teach. Undertaking strategic planning is, in essence, conducting a project. So, the activities related to monitoring, controlling and adjusting our strategic plan process represent a specific case of project monitoring and control. Topics • Why we monitor • What we monitor • When we monitor • How we monitor • How we control • What tools we use Project Monitoring and Control • Monitoring involves collecting, measuring, and reporting information concerning project performance and trends to affect process improvements. • Control – uses data from monitoring activities to correct or prevent actions or replan and/or follow up on action plans to ensure resolution to performance issues. Changes to Plans related to: • Human Resources • Machines • Materials • Money • Quality/Technical Performance • Space • Time • Tasks What Do We Monitor? Inputs • Time Outputs •Progress • Money •Costs • Resources • Material Usage • Tasks • Quality/Technical Performance •Job starts •Job completions •Design changes When Do We Monitor? • Continuously • Regularly • Logically • While there is still time to react • As soon as possible • At task completion • At pre-planned decision points (milestones) • End of the project How Do We Monitor? • Through meetings with clients, parties involved in project (project team, contractor(s), suppliers, etc.). • Milestones • Status Reports • Tests and inspections • Deliveries • Schedules • Using Earned Value Analysis • Calculating Critical Ratios Team Meeting – Monitoring Issues • What problems do you have and what is being done to correct them? • What problems do you anticipate in the future? • Do you need any resources you do not yet have? • Do you need information you do not have yet? • Are there any things that might give you schedule difficulties? • Any possibility your task will finish early/late? • Will your task be completed under/over/on budget? How Do We Control? • We control the triple constraints • time (schedule) • cost (budget, expenses, etc) • performance (specifications, testing results, etc.) Time Cost Performance Tool: Earned Value Analysis • Earned Value is an aggregate performance measure. • Earned value of work performed (value completed) for those tasks in progress found by multiplying the estimated percent physical completion of work for each task by the planned cost for those tasks. The result is the amount that should be spent on the task so far. This can be compared with actual amount spent. Estimating Percent Complete • The 50-50 estimate. 50% is assumed when task is begun, and remaining 50% when work completed. • 0-100% rule. This rule allows no credit for work until task is complete, highly conservative rule, project always seems late until the very end of project when everything appears to suddenly catch up. • Critical input rule. This rule assigns progress according to amount of critical input that has been used. Labor or skilled dependent, machine critical input – may be misinformation. • Proportional rule. This rule divides planned (or actual) time-to-date by total scheduled time(or budgeted (or actual ) cost-to-date by total budgeted cost to calculate percent complete. This is commonly used rule. Earned Value Analysis Cont’d • If total value of the work accomplished is in balance with the planned (baseline) cost, and actual cost then top management has no particular need for a detailed analysis of individual tasks Earned Value Analysis Cont’d • Baseline cost to completion – referred to as budget at completion (BAC) • Actual cost to date – referred to as estimated cost at completion (EAC) • Identifies several variances according to two guidelines 1) A negative variance is ‘bad’ 2) Cost and schedule variances are calculated as earned value minus some other measure Earned Value Analysis – Variances ▪ Cost (spending) variance (CV) – difference between budgeted cost of work performed (earned value) (BCWP) and actual cost of that work (ACWP) ▪ Schedule variance (SV) – difference between earned value (BCWP) and cost of work we scheduled to perform to date (BCWS) ▪ Time variance (TV) –difference between time scheduled for work performed (STWP) and actual time to perform it (ATWP) Earned Value Variance – Formulas • CV = BCWP – ACWP (negative value – cost overrun) • SV = BCWP – BCWS (negative value – behind schedule) • TV = STWP – ATWP (negative value – delay) Index (Ratios) • Cost Performance Index (CPI) = BCWP/ACWP • Schedule Performance Index (SPI) = BCWP/BCWS • Time Performance Index (TPI) = STWP/ATWP Critical Ratio • Sometimes, especially for large projects, it may be worthwhile calculating a set of critical ratios for all project activities. • The critical ratio is actual progress x budgeted cost scheduled progress actual cost • If ratio is 1 everything is probably on target • The further away from 1 the ratio is, the more we may need to investigate. Critical Ratio Example Calculate the critical ratios for the following activities and indicate which are probably on target and need to be investigated. Activity Actual Progress Scheduled Progress Budgeted Cost Actual Cost A 4 days 4 days 60 40 B 3 days 2 days 50 50 C 2 days 3 days 30 20 D 1 day 1 day 20 30 E 2 days 4 days 25 25 Critical Ratio (CR) Critical Ratio Example • Activity A – Can be on schedule and below budget. Why so good? • Activity B – On budget ahead of schedule. • Activity C – Can be behind schedule but below budget. • Activity D – Can be on schedule but costs running higher than budget. • Activity E – Can be on budget but physical progress lagging. Revising Strategy “Strategy reviews often amount to little more than business tourism. The executive committee flies in for a day, sees the sights, meets the natives, and flies out.” A few considerations:  An annual strategy review is essential to sustain a customer-focused, highperformance, learning environment for the planning horizon  Leadership skills serve a pivotal role in strategy reviews: ▪ Facilitating renewed energy, focus and commitment in the strategic planning process through reinforcement of the purpose driving the strategic planning effort, nearterm objectives, understanding of priority actions to achieve objectives; feedback on prior year’s progress, and the rewards of achieving the vision ▪ Coaching in areas where results are slipping or mistakes have occurred Annual Review and Update Objectives:   Assess progress—are we achieving the actions of the annual plans? Assess change—are we leading change in a manner that is directed toward growth? Considerations:      Review and update does not imply redoing the strategic plan; it’s a check and update as necessary process Update core strategies as necessary, given changes in the environment Rebuild annual plans, priorities and budgets for the upcoming year for each key strategy, Convene the strategic planning team to debate and decide on the action priorities Update the communication plan and system for leading change Desired Outcomes:      Verify organizational identity Check key success factors Check key strategies Rebuild annual plans, priorities and budgets Bolster progress toward the future vision Strategic Planning Derailers Common roadblocks to strategic planning success:             Values do not align with vision Lack of senior management and, therefore, employee commitment to a new direction Missing or insufficient reality testing Lack of clarity of the motivating force behind strategic change Insufficient rewards system for longer-term strategic accomplishments Too much time between strategic tasks, causing “strategy drift” Disconnects between key strategies and annual plans Disorderly information systems “Too many chiefs” Inadequate communication, especially during the implementation process Fade-out of planning teams Managerial discontinuity Summary This week’s course presentation provided information on project monitoring and control. Note: This information was taken from CMMi – “Project Monitoring & Control”. • Why we monitor • What we monitor • When we monitor • How we monitor • How we control • What tools we can use

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