UNA Member Rate: $150 for the first person/$30 for each additional participant
Non-Member Rate: $300 for the first person/$60 for each additional participant
Classroom Training Part 1 (lunch provided): Thursday, May 23, 2019 9:00 am-3:00 pm
Classroom Training Part 2 (lunch provided): Friday, May 24, 2019 9:00 am-3:00 pm
Workshop: (no lunch): Thursday, June 20, 2019 (with additional day June 21 if needed) 9:00 am-4:00 pm
UNA offices in Salt Lake City
Course Description and Learning Objectives
This badge provides nonprofit leaders with practical, actionable skills and tools for developing high-performing agencies. Topics include application of proven leadership principles, the value and steps of strategic planning, creating a mission and value driven organization, and managing change within the organization. At the completion of the course, the participant will:
• Gain a deep understanding of organizational culture and how different aspects of the organization affect the culture.
• Integrate proven principles of leadership into all levels of the organization’s leadership
• Understand the value of strategic planning and demonstrate proficiency using tools to conduct the strategic planning process.
• Relate all organization activities to the organization’s mission and determine if certain activities or processes are obsolete and hindering the organization’s culture.
This course will be very interactive and will rely on the experiences of each participant. Therefore, it's important that all participants are prepared for each session. The following are requirements for each session, and the course as a whole:
• Complete the Course Pre-Assessment at least three days prior to the first session
• Read all required pre-reading assignments before each session – these are short and shouldn’t take much time, but will guide much of the course discussion
• Bring all required materials to each session. If your organization doesn’t have any of the required materials, the facilitator will provide you with samples to use
• Complete the follow up activities after each session and bring questions and concerns to the next session
• Complete the Badge Requirements by the UNA deadline with all required supporting documentation
Facilitated by: Sonya Martinez
In order to receive the Leadership & Organizational Culture Badge, the organization must submit the following items to UNA to be reviewed:
Organizational Culture: Areas of Focus- List of 2-3 areas of organizational culture which need improvement, along with a plan of how these areas will be improved and a timeline for improvement
Organizational Culture: Mission/Vision/Review- If the organization has not reviewed its mission/vision/values in the past year, then provide documentation of a review process (who reviewed it, how the process was completed, and any changes made to the mission/vision/and values
Leadership: Assessment and Evaluation- Provide a template used by the organization to evaluate the performance of its leaders, including revision or version date. Explain the process the organization uses to evaluate the performance of its leadership, including who conducts the evaluation, how feedback is given, and how frequently feedback occurs (both formally and informally)
Leadership: Development Activities- Demonstrate the organization's commitment to leadership development by providing 1-2 items such as a calendar of leadership development activities, a sample of leadership training that has recently been completed, a working leadership development plan, a written policy on leadership development, a budget line item dedicated to leadership development, or other similar proof
Mission-driven Culture- Document2-3 short answer examples of your organization's focus on mission-driven culture in any of the following areas (you don't have to cover all areas). Including what has been done and what has been the cultural impact of these examples.
- Client focused- how is the client focus evident in your organization's work?
- Total employee mission attachment- how is employee mission attachment achieved in your organization?
- Continuous Improvement Activities- How does your organization implement continuous improvement?
- Communications- how does your organization communicate strategically internally and externally?
Strategic Planning and Change Management: Sector Scan- Include your most recent sector review or template of such. Whether internal or external, simple or sophisticated depends on the complexity and maturity or your organization, but at a minimum, the review should assess the political, regulatory and social environment as well opportunities for collaboration. Note the date of the most recent scan and by whom it was completed and reviewed (previous scans acceptable as long as completed less than a year before completion fo the badge)
Strategic Planning and Change Management: SWOT Assessment- Provide evidence of a recent SWOT (Strengths, Weaknesses, Opportunities, Threats) assessment by uploading the completed assessment and the date the assessment was completed (previous SWOT acceptable as long as completed less than a year before completion of the badge) Note how the assessment results were used by leadership to inform how the organization operates. MAY BE COMBINED WITH YOUR STRATEGIC PLAN
Strategic Planning and Change Managment: Organizational Change- Provide an example of a change your organization has made or endured SINCE your participation in the Badge course, or plans to make or endure in the next six months. In a 2-3 sentence explanation, show how leadership handled the change (or plants to handle the change), considering all of the variable factors at stake, in order to maintain or improve the organizational culture
NOTE: The documentation on the requirements requesting explanation need not be lengthy. Clear, concise statements on how the organization meets the requirement listed are sufficient. In most cases, three or four lines of description should suffice.
Sponsored by American Express
Sonya Martinez is a professional with experience in nonprofit administration, community development, residential lending, public policy, diversity, inclusion, and mental health.
Sonya’s many hats equip her with a broad perspective on leadership and nonprofit culture. Her experience includes consulting in non-profit administration, leadership development, diversity and inclusion. In addition to consulting, Sonya is a leader at a Community Development Organization, where she oversees an affordable housing and residential lending program. Sonya also maintains a part-time mental health therapy practice and volunteers her free-time to work with community organizations.