The cookie is used to store the user consent for the cookies in the category "Performance". This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Other. The cookies is used to store the user consent for the cookies in the category "Necessary". The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Functional". The cookie is used to store the user consent for the cookies in the category "Analytics". These cookies ensure basic functionalities and security features of the website, anonymously. Don’t underestimate the work required to build and sustain trust with plan champions.Necessary cookies are absolutely essential for the website to function properly. Plan champions (leaders who advance plan goals) are engaged strategically to advance common objectives and external expertise is brought in as necessary. Adaptive leadership from a group of decisionmakers representative of the key sectors involved guides the overall direction of the plan and the work of the project manager. Plan development requires backbone supports to provide necessary administrative support to the development process, but also a project manager to quarterback the plan from start to launch, at minimum. Highly structured process that leads to effective decision makingĭedicated, highly capable human resources are essential to plan development.Embody principles of adaptive leadership: focus people’s attention, create a sense of urgency, apply pressure without overwhelming, frame issues as opportunities and difficulties, mediate conflict.Ongoing facilitation, technology and communications support, data collection and reporting, logistical and administrative details.Separate organization/staff with specific set of skills.Coordination requires supporting infrastructure.This helps build a foundation of trust and sets up essential coordinating infrastructure for implementation. To create a plan, stakeholders rise above personal and organizational agendas to find best solutions. Plan development, done well, will create opportunities for diverse stakeholders to develop common language around youth homelessness, surface and/or resolve tensions and enhance communication and mutual understanding. Time to see interests treated fairly, decisions made on evidence and best possible solution to problem, not to favouritism.Creating a common vocabulary takes time, essential to shared measurement systems.Monthly or biweekly in-person meetings among the organizations’ CEO-level leaders.Several years of regular meetings to build up enough experience with each other.Trust among non-profits, corporations, and government agencies.Plan implementation guidance outlines necessary coordination infrastructure to execute the plan across diverse groups. The plan development process brings diverse stakeholders together to define common objectives as well as their particular roles in meeting these. Each stakeholder takes on specific set of activities where they excel in a way that supports/is coordinated with others.Coordination of their differentiated activities through mutually reinforcing plan of action.Diverse group of stakeholders working together.Plan development creates agreement across stakeholders on system-level metrics and key performance indicators for ending youth homelessness objectives as well as the means of tracking and reporting progress and performance on an ongoing basis across stakeholders.
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