Reference no: EM132633718

PART A - Develop organisation development plan

You are required to analyse information and data about an organisation and develop an organisation development plan including agreed objectives, change management and communications strategies, and identified roles. The organisational development plan must be developed for an organisation you are currently employed in or have access to or for a simulated business as agreed with your Assessor. The template following should be used as a basis for the developed plan.
Once the plan has been developed, implement the development plan including developing the team, managing conflict, solving problems and consulting and communicating effectively with relevant stakeholders. You must evaluate the development plan and make adjustments as appropriate.
Prior to developing the plan, obtain the following information from the organisation and use this information as a basis for the plan:
Strategy Challenge Questions
Vision
Does our organisation's vision lead us to the change we seek in ourselves and our community?
Consider the following in your response:
1. What issues are we seeking to address in our community?
2. What services and products do we provide to respond to these issues and deliver on our vision?
3. Do all our stakeholders (clients, funders, staff and community) see value in working with us to achieve our vision?
4. What alternative futures do we seek to create with our clients and the community?
Focus
Does our organization have a clear focus on where we engage to achieve the change we seek?
Consider the following in your response:
1. Are we working on the whole issue or a specific aspect of the issue? e.g. Geographic, demographic, social or economic focus.
2. Where in the issue do we engage? e.g. preventative education versus crisis response.
3. What are the limitations/strengths on where and how we engage?
4. Who are our clients and how long will they be with us?
5. Do we have engagement strategies in place to anticipate issues and mitigate risks?
6. Do we understand all the roles/organisations that engage with the community issue we wish to change? e.g. competitors, collaborators, funders and interested stakeholders.
Enabling Our Vision
Are we able to realise our desired changes and our vision of a preferred future?
Consider the following in your response:
1. Do our actions move us to towards our desired change?
2. Are our strategies informed, relevant and agile enough to thrive in the current and future political, economic, social and technological environments?
3. Are our organisation's activities based on sustainable financial models? e.g. Revenue, expenses, margin costs by service type, cash-flow.
4. Through organizational policy, procedure and practice are we able to manage our organisation in accordance with legislative and community expectations? e.g. Governance, industrial relations, occupational health and safety, financial management.
5. Does our organisational culture enable change?
6. How do we, or could we, get ahead of the change game?
7. Do we anticipate or create alternatives?
Capability
What capabilities and capacities do we need to deliver our desired change?
Consider the following in your response:
1. Do we know and have the skills and abilities we need to achieve our desired change?
2. What new capabilities and capacities might we need to remain relevant and sustainable into the future? How will we build the additional capabilities and capacities we need?
3. Do we demonstrate the required strength and rigour in our culture, systems/technologies, finances and relationships to deliver our vision?
4. Do we optimise our existing capacity to respond to the clients' needs? e.g. Human resources, physical assets, financial assets.
Outcomes and Impact
How will we know if we are successful?
Consider the following in your response:
1. Do we identify and collect information to demonstrate our success?
2. Do we check our plans against actual outcomes?
3. Do we analyse any differences or gaps between plans and outcomes to determine their root cause?
4. Do we make the necessary changes to improve our processes or services?
5. Are our measures relevant and meaningful to track progress towards our desired change?

Summary Overview
Based on the Strategy Challenge Questions above, produce a summary of this simple analysis and seek agreement.
In the summary include:
1. The leadership group's level of consistency in awareness across all of the organisation's strategic issues and capabilities
2. If you demonstrate the needed strategy knowledge, positioning and execution processes to keep your organisation relevant, agile and performing
3. Any important decisions your organisation must make
4. Areas to be addressed or additional understanding obtained
5. Prioritisation of areas for future work.

ORGANISATION Development Plan

Purpose of this document
With the participation of the CEO and Board, the following plan serves as a guide for development initiatives through END DATE. It is intended that this will be assessed, revised and updated on an annual basis. This plan supports the efforts of the ORGANISATION strategic plan, and as changes are made to the strategic plan, this document will be updated to reflect that.
Brief History
Insert a very short history of your organisation including founders, year founded, budget growth, program accomplishments, etc. The purpose of including the history is to give people a sense of story. This is also something you can include in your case materials.
Mission
Insert your mission here.
Vision
Insert vision here. Some organisations replace this with a values statement.
Unique Value Proposition
What makes you different from every other organisation? Get to the root of it and insert that here.
Strategic Priorities
List in bulleted or numbered format major priorities for the organisation even if they are not things that you can specifically raise money for. Typically these come directly from the strategic plan.
Roles and Responsibilities of the Development Program
Definition of a development program: the development program involves raising funds, developing relationships and connecting people with causes they are passionate about. Roles within a development program include connectors, who tie together people and causes; experts, who speak knowledgably and passionately about the mission of an organisation; and closers, who ask for support.
Mission: the ORGANISATION development program supports the strategic priorities of ORGANISATION by securing funding from diverse sources and building positive relationships throughout the community.
Philosophy: Insert a guiding philosophy here. A sample: the development program is the responsibility of all, including all staff, volunteers, board and committees, but is respectful of the quality of life of those participating and conscious of preventing burnout
Environmental Conditions
What's going on in the community, your organisation, the world that might impact your organisation? These are usually things you can't really control.
Strengths/Weaknesses/Opportunities/Threats (SWOT) analysis
Strengths (INTERNAL TO ORGANISATION, factors of organisation)
Weaknesses (INTERNAL)
Opportunities (EXTERNAL TO ORGANISATION)
Threats (EXTERNAL)
Development Priorities
Insert your department or program priorities. Some sample ones are:
Implement best practices
Efficient and effective involvement of volunteers
Appropriate tools and resources

Long term and stable funding strategy
Perpetual: Endowment
Diversified: includes major giving, planned giving, reliable annual giving
Expanded: upgrade current donors and acquire new ones
Uniform and clear marketing message
Redesign of brochures
Top of mind presence in community

Key constituents
Who are your major audiences? Samples are:
Board
Area businesses
Individual supporters
Volunteers
Clients
Staff
Government
Providers
Service clubs
Development Audit
All programs need to be examined on a regular basis to evaluate effectiveness (are we still raising money?), efficiency (is our cost per dollar raised still where it should be?), and energy (are we burned out on this?).
Financial Results
You may want to insert a chart here.
Analysis
What do the numbers mean? Which are your most effective programs? Which need work? Which should be retired?
Development Tactics
Annual giving
Events
Direct mail
Major gifts and planned giving
Corporate Giving
Non-traditional revenue Foundation/Grants
In-kind contributions
Timeline
Short-term (12 months, month by month tasks)
Mid-term (next year)
Long-term (year after that)
Financial Projections
Insert your budget projections for the first year here.
Additional Resources Needed
Insert additional staff, budget, etc. that may be needed to implement your plan.

Part B -Implement organisation development activities

Answer the following questions in a post-implementation report:
• What support for the implementation was provided by the Senior Management?
• How was the implementation received by staff?
• Were there any unforeseen problems that arose during the implementation?
• How were problems arising dealt with/managed?
• What consultative processes were undertaken during the implementation?
• What team development activities did you utilise? Were these successful? How could they be improved?
• What strategies were in place to manage conflict between individuals and/or groups to achieve consensus or agreement?
• Describe the interventions undertaken
.• Outline the brainstorming activities undertaken for producing alternative proposals.
• Outline any negotiations for agreement on outcomes.

*Present your responses as a written report.

Part C -Maintain organisation development program

(a) In order to maintain the implemented program, you are required to develop a survey to identify any loss of support for organisational development programs and activities. Undertake the survey and summarise the results. Attach the survey and summary to this assessment task.
(b) Attach copies of minutes of the meetings held in accordance with the communication plan showing feedback on the implementation of the organisational development plan.
(c) Attach any evaluations of set out activities and interventions in the organisation development plan.
(d) Outline any modifications to set out activities or interventions undertaken.
(e) Attach any communications showing senior management reinforces the organisation development program.
(f) Provide a summary evaluation of the organisation development plan in terms of costs and benefits, including opportunity costs.

APA style

Attachment:- Contribute to organisation development.rar