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Annual Meeting Presentation Template

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Annual Meeting Presentation

Transcript: A Harvard Business Review Article Interpreted by Rosie Cipollone Unite Your Senior Team Establish Common Ground Establishing Common Ground "You can not truly enter any world for which you don't have the language." Ludwig Wittgenstein Applying this to business means, in order for you to enter the world of future strategy, you must have executives that have common definitions and assumptions around 3 key questions. What's your Business? Determining What Business You Are In Leadership within a company can often have very different views as to the boundaries of their business. This is especially true as industry boarders continue to blur. Having both a too narrow view or too wide a view can result in an organizations demise. Thus leadership must be in line with the overall sense of the business to achieve success. What's your Innovation Typology Deriving your Innovation Typology There are various categories of innovation. Some examples would be "disruptive innovation" or "innovations that expand access to nonusers". Having a shared interpretation of what innovation looks like for the company is very important. This can be achieved by assessing market size, identifying potential targets for acquisition and doing a review of the competitive landscape. What's your Growth Gap Judging your Growth Gap In the process of planning for the future it is imperative that a company know their growth gap. A growth gap is the difference between revenue goals and what the currently is likely for the business to deliver without major change. This is of the utmost importance and is influenced by numerous variables including competition, cost of inputs, marketplace demand, the performance of new ventures, etc. Having an interactive visualization of this data would be the most effective way of presenting it. Using a visualized presentation is not to force leadership into making firm projections on future growth, but to instead to be more exact about their assumptions. Exposing Misalignments Importance of Exposing Misalignments Managers often stay silent and defer to upper management leaving opposing options under the surface assuming someone else will speak up. They stay silent without agreeing or participating, known as social loafing, to mask conflict. You can help reduce the likely-hood of misalignments by creating groups for open discussions, including Optimists and Pessimists. Members of each group can then defend their stance with no one being allowed to pass and requiring that they defend their belief. Doing this exercise can reveal a wide range of views on any particular subject. This then leads to focusing on getting people to modify their positions in order to reach full alignment. Getting Physical Lets Get Physical! Roundtable discussions to obtain consensus is another step in uniting your team, but these exercises aren't usually effective in creating alignment. Having leadership physically engage in the discussions, as opposed to sitting in a room debating will help move the team towards alignment. By forcing leadership to engage and state their views in an open forum and persuade others towards their view, they are more likely to develop powerful new growth strategies within the company. Overview Overview Without open/honest communication, smart business decisions within an organization are not likely to happen. The hard questions must be brought to light with pros and cons from both sides. Developing leadership dialogues to establish a foundation of common understanding while exposing misalignment and learning from experiences is the only way to ensure the success of any company.

Annual Meeting

Transcript: Team/Company Name 4 2 11 Project Title GIST [City, Country] [Month, Year] 12 6 Pitch Presentation Template CRDF Global – The GIST Initiative 3 10 DEF 9 sdf;lf;ldsk 8 5 1 cxz;vlxkmcv;lcxk Annual Meeting

Annual Meeting Presentation

Transcript: Member Penetration Strengths|Weaknesses|Opportunities|Threats *The actual legal purpose contained in the Articles of Incorporation states: "primarily to promote..." This plan intentionally removes the word "primarily" with the belief that for this plan, all facets of the legal purpose are of equal importance. Strengths Metrics Top Participation Corporate Department Number and role (associate (by year), partners, management (by role), professional staff) of specific people in member organizations that participate in Twin Cities Diversity in Practice programs annually. The Business Meeting will begin shortly. Survey of Young Attorneys perception of member organizations work environment; Survey Young Attorneys perception with Twin Cities Diversity in Practice programming and results; and Survey Member Organization’s perception of Twin Cities Diversity in Practice programming and results. Dorsey & Whitney LLP Faegre Baker Daniels LLP Leonard, Street & Deinard, P.A. Law Firms: 8+ Years Position Twin Cities Diversity in Practice as the diversity and inclusion leader in the Twin Cities legal community. Increase overall percentage of attorneys of color in the Twin Cities Metropolitan Area. Top Participation Small/Mid-Sized Firm Leading the Charge Xcel Energy Cargill, Inc. Land O' Lakes This document sets out a strategic plan for Twin Cities Diversity in Practice. It reviews strengths, weaknesses, threats, and opportunities; presents a series of statements relating to Twin Cities Diversity in Practice’s purpose, values, and objectives; and sets out its key strategies and action items for 2013. Val Jensen The following key strategies will be pursued by Twin Cities Diversity in Practice in order to meet its objectives: Sapientia Law Group Igbanugo Partners Int'l Law Firm Fulbright & Jaworski L.L.P. Michael Connelly Changed Legal Market Fatigue Loss of Member Commitment Provide thought leadership, programs and facilitated communication to and among members to support them in their efforts to create a more inclusive work environment where all attorneys, but most specifically attorneys of color, can succeed and be Retained by members. Provide an inclusive community, tools and support to attorneys of color currently practicing in the Twin Cities to facilitate their successful integration and Advancement in the practice of law in the Twin Cities. Michael Connelly Objectives Collaborate with Nonmember Communities to bring together the multiple diversity constituents in the Twin Cities legal community. Attract/Recruit Welcome Service Awards & Member Participation Recognition Introduction to 2012 Strategic Plan Closing Remarks "to promote the common interests of its members, private law firms and other public and private employers of legal professionals in the Twin Cities Metropolitan Area, to improve the business conditions of legal professionals in the Twin Cities Metropolitan Area, as well as to support the efforts of its members to identify, recruit, advance and retain attorneys of color in the Twin Cities Metropolitan Area's legal community. Welcome! (By percentage of department) Collective Engagement Effective Programming Credibility in Community (by percentage of firm) Marlon Cush Jennifer Miernicki Chris Pham Brandon Vaughn Corporate: 0-7 Years Opportunities Maintain a collegial environment. Take into account the viewpoints of the stakeholders (members and attorneys of color) of Twin Cities Diversity in Practice. Be good stewards of organizational resources. Twin Cities Diversity in Practice and its leadership shall at all times: Mike Connelly Megan Hertzler Brian Pioske David Robertson Organizational Values Law Firms: 0-7 Years The long term objectives of Twin Cities Diversity in Practice are to: Geography Membership Engagement Organizational Structure Twin Cities Diversity in Practice Annual Meeting: The mission* of Twin Cities Diversity in Practice is: Purpose Statement April 11, 2012 Thank you! Enhance Member Collaboration so that members can collaborate and learn collectively from each other. Stakeholder Experience Weaknesses Top Participation Large Firms Individual Participation Advance/Retain Roshan Rajkumar Marta Chou Kim Lowe Rick Mark Jim McCarthy John Fitzgerald Corporate: 8+ Years (by percentage of firm) Enhance Organizational Effectiveness by identifying and mentoring diversity leaders within member organizations who will advance the values and strategies of Twin Cities Diversity in Practice. Member Recognition Threats Strategic Plan Where do we stand? 2012 Opportunities Key Strategies Percentage of attorneys of color in all members organizations; Percentage of attorneys of color in the original members; Number of new attorneys of color at members organizations from schools outside the Twin Cities. Number of new attorneys of color at members organizations from schools within the Twin Cities. Agenda 2011 Service Awards Flavio Acosta Chris Okoroegbe Damien Bass Build Community Leadership Mentoring Position

Annual Meeting Presentation

Transcript: PCEDC 2017 Review 01/24/2018 A Look Back at 2017... A Look Back at 2017... Leadership Leadership ISU PLACE Program ISU PLACE Program RAGBRAI RAGBRAI Hometown Pride Hometown Pride IEDA Downtown Assessments IEDA Downtown Assessments Trails Trails Public Art Public Art Representation Representation Business Retention & Expansion Business Retention & Expansion Business Assistance Business Assistance Laborshed Analysis Economic Base Analysis Target Industry Analysis Housing Needs Assessment Studies Studies Planning Planning Career Academy Career Academy Business Recognition Program Business Recognition Program

Annual Meeting Presentation

Transcript: It's all possible because of donors like you! 8 12 6 5 1 The Globe held 678 public performances, with record-breaking total ticket sales There were 221,568 paid admissions, a 4.5% increase from 2010- which means 9,970 more people in the theatre. 6,709 students and teachers attended the Globe’s free student matinee series, which included performances of Emma, Groundswell and Dr. Seuss' How The Grinch Stole Christmas. The Globe offers more than 20 Education Programs, including Theatre Tots (shown), School in the Park and Globe Readers literacy programs. 27 nominations in 18 categories Jane Austen's Emma: A Musical Romantic Comedy August: Osage County The Tempest Amadeus Somewhere The Rocky Horror Show The Globe produced: Four musicals Three World Premieres Three Regional Premieres One MFA Production One Production with a Cast of 200 I The Board of Directors Jane Austen's Emma: A Musical Romantic Comedy 11 9 3 The Tempest 2012 In 2011... Craig Noel Awards 10 More than 45,000 children and adults participated in the Globe's award-winning, year-round education programs. The Globe employs approximately 106 full time staff and 550 artists and professional artisans each year. August: Osage County 4 7 Thank you from all of us at the Globe! 2 Amadeus 43 Directors currently serve on the Board Loyalty & Longevity 25 Directors have served more than five years Two Directors have served more than 20 years Diversity 23 companies are represented including banks, universities, government and hospitality. Generosity and Commitment In 2011, the Board alone contributed more than $1.5 million to the Globe’s artistic and Education programs As of January 2012, Nine Executive Committees are served on by 46 Directors, Emeritus Members and Community Volunteers The 2011 Summer Shakespeare Festival was the most successful in the last five years, exceeding box office expectations and an 11% increase in paid ticket sales. The Globe employs 106 full time employees, and appoximately 550 artists and professional artisans annually Odyssey

Annual Meeting

Transcript: OPPORTUNITIES "Cause Driven" SEER Results 2012 Greendale All-Staff Meeting 2012 LETS CELEBRATE! Communication from my Y have kept me well-informed. The Y is a community leader in promoting healthy habbits. Members participated in a Y event. Awareness of financial assistance. Quality of classes/convenience of classes. Staff friendliness and competence. You feel welcomed at the Y. The Y has helped you with your health and wellness goals.

Annual Meeting Presentation

Transcript: You Seth Williams, Student Government Repersentative 240 seat, casual, full service restauraunt Design will include a bar, open kitchen and lots of seating Thank you, HSCSC Board Kenneth Keys What does this mean for you? After Clean and Safe Ambassadors Revitalization of Old Spaces Thank you to our Interns!! New Tenants on the Street You I Love New York Pizza Clean and Safe Program Ricardo Kearney Clean and Safe Program Phase II of the Hillsborough Street Streetscape Before Waffle House Food and Beverage Sales Growth on the Street You Economic Boom Looking Forward: 2016 even benefit from our mistakes After 2015 Annual Meet Please stay for the annoucement of the Raffle Prize Winner Will Gaskins, Economic Development Specialist 2015 Hillsborough Street Hero Lifetime Achievement Award recipient Charles D. Leffler Adam Zimmermann, Clean and Safe Program Manager New Tenants on the Street Upfit of Current Merchants Food and Beverage Sales Before Welcome to all the Elected Officials design by Dóri Sirály for Prezi Alan Lovette, Hillsborough Street Merchant Repersentative Growth on the Street 7:30 PM Before Thank you to our outgoing Board Members Before Food and Beverage Sales *Winner will receive a free one night stay at Aloft Raleigh and dinner for four at Gonza Taco and Tequila 2010-2015 Over 50 Projects Plus Commercial Upfits $917 million dollars invested 2010-2015 19 Projects 18 Commercial Upfits $350 million dollars invested After benefit from our growth David Dean, Director of Programs 7 Days a week Clean sidewalks, curbs and public spaces Ambassador and hospitality program Maintenance, reporting and fixing issues on the street Security presence and a connection with Raleigh and N.C. State University Police Maintain the new LED street lights Maintain banners and decorations After Waffle House www.hillsboroughstreet.org Staff benefit from our experience I Love New York Pizza

Annual Meeting

Transcript: Challenges We aim to use a kind of Social Media as a tool to tackle some of the problems. Finding more detail by Answers of first and second question Carers: Social Media in Health and Care Co-production Health Care -Primary Care -Secondary Care Are there things that people think they can use SM for that SM is not currently being used for? Can social media help identify and develop skills and expertise in the network? - Identifying the needs of people in need of care - Identifying the capacity of care givers Qualitative Method are use for research. If you allow changes to the service delivery modalities, then how much of health communication can SM take on? What changes can be made to SM to make it more beneficial to health and care Life health care cost - Yearly mean cost (€). Females: Continuous Line Male: Dotted Line Fragmentation and complexity in the design of public services must be tackled by improving coherence, collaboration and integrated service provision between agencies. Number of carers in The United Kingdom, 2011 NATIONAL-STATISTICS. 2013b. UK National Statistics [Online]. UK. Available: http://www.statistics.gov.uk/. WULF, M. D. 2013. Population Pyramids [Online]. Available: http://populationpyramid.net/United+Kingdom/1960/ [Accessed 20/07/2013 2013]. SCOTPHO. 2013. Healthy life expectancy [Online]. Edinburgh. Available: http://www.scotpho.org.uk/population-dynamics/healthy-life-expectancy/key-points [Accessed 07/04/2014. CARRERAS, M., IBERN, P., CODERCH, J., SÁNCHEZ, I. & INORIZA, J. M. 2013. Estimating lifetime healthcare costs with morbidity data. BMC health services research, 13, 440. SOCIAL-EXCLUSION-UNIT 2005. Excluded older people: Social Exclusion Unit interim report. Office of the Deputy Prime Minister, London. CARERS, U. 2012. Facts about carers 2012. Policy briefing. London: Carers UK. Available at: www. carersuk. org/media/k2/attachments/Facts_about_carers_Dec_2012. pdf (accessed on 7 May 2013). SCOTTISH-GOVERNMENT 2012. Integration of adult health and social care in Scotland: consultation on proposals. Edinburgh: Scottish Government. CHRISTIE, C. 2011. Commission on the future delivery of public services. APS Group Scotland. BOVAIRD, T. & LOEFFLER, E. 2013. The role of co-production for better health and wellbeing: why we need to change. Co-ProduCE, 20. KAPLAN, A. M. & HAENLEIN, M. 2010. Users of the world, unite! The challenges and opportunities of Social Media. Business Horizons, 53, 59-68. Risk and Limitations (Carers UK, 2012) Integration Health and Social Care (GP) Aim of integration: "Carers provide unpaid care by looking after an ill, frail or disabled family member, friend or partner. Most of those carers will look after an elderly relative, sick partner or disabled family member at some point in our lives. But whilst caring is part and parcel of life, without the right support, the personal costs of caring can be high" CARRERAS et al, 2013 Social Care - Care worker - Carer Healthy life expectancy= Years of life remaining in good health Hadi Daneshvar Disability- free life expectancy= Year of life remaining free from an illness that limits day to day activities. Life Expectancy = Years of life remaining Kaplan and Haenlein (2010) : "a group of Internet-based applications that build on the ideological and technological foundations of Web 2.0, and that allow the creation and exchange of user generated content” Age Pyramid in 2013 Limitations in Communication Privacy and Safety Bad Information Trust Reduce Activity and Internet Issues in Using SM for Older Adult COMMISSION ON THE FUTURE DELIVERY OF PUBLIC SERVICES - Scotland - 2011 Supervised by Professor Stuart Anderson Objective • Social Media in Health and Care with Coproduction in Future – accepted for presenting at Medicine 2.0’14 Europe, Malaga, Spain 9 October 2014. • Future of Social Media in Health and Care with Coproduction – accepted for presenting at International Digital Health and Care Congress 2014, London, UK, 11 September 2014. • Poster presentation and oral present in SICSA PhD Conferences and HCI Doctoral Consortium 2014, St Andrews University, 9-11 June 2014. • Social Informatics Clusster, School of Informatics, University of Edinburgh, 23 May 2014. • Summer School, DemAAL Care Summer School on Ambient Assisted Living, xhania, Crete, Greece, 17 September 2013. (Informal Carer) 1- Qualitative method are using for knowledge acquisition. 2- Grounded theory maybe use. 3- Interview and Survey Three Years Programme References: From 1985 to 2010 rose by %1.4 From 2010 to 2035 is expected to rise %6.6 How can social media be reshaped to make possible co-delivery of services? Social Media Population Pyramid in Scotland Aim of Study 1. Define current situation: Identify and analyses of some existing live projects and social media used for co-delivery of current services - Survey from carers 2. Identify responses to current needs in projects in progress - Interview with LiU 3. Identify co-ordination gaps and

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