Jci uk impact plan 2010 2012

PRIDE IN OUR FUTURE

IMPACT PLAN

JCI United Kingdom

2010-2012

14th April 2010Solveig Malvik

Impact Officer 2010

This document provides a framework plan of action for Junior Chamber International (JCI) United Kingdom for the years 2010 through 2012.

As the ultimate purpose of the plan of action is to reinvigorate and engage local chambers, this document will provide only an outline plan of action for the next three years. The content detail of the plan will be defined by the needs and requirements of the local chambers, by the local chambers, for the local chambers.

This plan of action sets out how the needs and requirements of local chambers can be mapped, how responses can be found in cooperation with local chambers, how measures should be taken to ensure ownership by the local chambers of the solutions provided and how JCI UK can best support the implementation of the aforementioned solutions.

This plan of action does not seek to identify problems or suggest solutions, but simply give a framework for how problems and solutions can be found with the active involvement of the local chambers, securing local chamber buy-in and ownership of the process.

The role of JCI UK in this process will be that of a moderator and coordinator only.

About

Pride in our Future JCI United Kingdom 2010-2012

Content• Introduction

– Pride in Our Future – Impact– Collaboration

• Plan Of Action– 3 year plan– Workshops – Working Groups– Collaboration matrix– Internal marketing– Timeline Year 1– Budget● Suggested reading list


Pride. /praɪd/ n.1. A sense of one's own proper dignity or value; self-respect. 2. Pleasure or satisfaction taken in an achievement, possession, or association. 3. A company of lions

Pride in Our Future


Our. /aʊər/ n. 1. belonging to us; of us. Us. /ʌs/ n. 1. JCI United Kingdom

Future. /ˈfjuː.tʃər/ n. 1.The indefinite time yet to come. 2. A prospective or expected condition, especially one considered with regard to growth, advancement, or development. 3.The years following 2010.

Local presidents are overworked….● Low level of knowledge transfer between chambers; always reinventing the wheel● Many new presidents; little knowledge and confidence about the organisation and its

structures & resources● Perceived feeling of little support or benefit from National Organisation

…and underused● Little or no request for input from Presidents from National Board other than at National

Awards● Local Presidents have no strategic input towards the direction the organisation is taking● National events underused and uninteresting to attend

Introduction


Build Pride and Involvement in JCI UK through a 3 year action plan

Better communication between JCI UK and Local ChambersPromote knowledge transfer between chambers and generationsEnhance visibility of local chambers and JCI UK nationally and internationallyBetter use and support of Local Presidents’ resources and abilities

Engage local chambers in the solution, not the problem

Spread our enthusiasm for this wonderful organisation!

Introduction


Impact. /ɪmˈpækt/ n. a powerful effect that something, especially something new, has on a situation or person

Visibility Making the organisation and its activities real and visible to all our stakeholders. Impact on…

membership community (current, alumni, Senators, future)local communitiesnationally (UK)Internationally (JCI community)

Ownershipsharing but with ownership“Connected autonomy”Individual impact on the organisation made visible and incentivised

ActionMove from planning and thinking to actingImpact through action

Impact


Impact Quadrant

TALK ACTION

EXTE

RN

AL

INTE

RN

AL

Talking

Planning

Thinking

Building Skills

Learning by doing

Motivation

Promotion

Impact

Action

Yes!

some

some

No!


Collaboration. /kəˌlæb.əˈreɪ.ʃən/ n. when two or more people work together to create or achieve the same thing

Good collaboration allows us to grow together as an organisation, to share best practice and to stand on the shoulders of giants.

Good collaboration allows the individual to excel, to be recognised for individual achievements and to feel part of and contribute to our communities.

To ensure good collaboration: Reduce barriers to collaboration and get buy-in toward a common goal

Encourage management that rewards both independent results and cross-chamber contributions

Create nimble and flexible networks that deliver results

Collaboration


Collaboration Quadrant

LOW HIGH

HIG

HLO

W

Perf

orm

ance

from

co

llabo

ratio

n

“Connected Autonomy”+ Active Knowledge Transfer

+Active sharing of Best Practices+ Shared goal, shared future

+ High level of communication+Recognition of contributions

+ Teamwork with individual ownership

Performance from centralisation

Disconnected Autonomy●“Silos” thinking

● No sharing of Best Practices● Protectionism and fiefdoms● No communication between

Chambers●Central organisation inactive

Centralization● Top-bottom ● One way communication● Central organisation dictates

activities

Undisciplined Collaboration● No coordinated outcome● No gain from collaboration● Low or random communication● No coordinated or value added

sharing of best practices


Year 1: Prepare•We get a clear picture of the state of the organisation•Working groups across the country develop solutions •Everyone participates in defining the purpose of JCI UK

Year 2: Consolidate•We implement solutions created in year 1•Active sharing of best practices, active collaboration, active communication•Evaluation of year 1

Year 3: Impact!JCI UK is a growing organisation that shares best practices actively, learns from successes, engages local members and its activities are visible internally and externally; nationally andinternationally. Our members are proud of their membership and our sponsors and partners are proud to be involved with JCI UK.

Plan of Action


The point with the workshops at Presidents Day and National Convention are to identify the issues facing local chambers in JCI UK and use the opportunity when local presidents are gathered together to add value to the organisation.

The workshops allow LOM presidents to face head-on the current issues chambers are facing, work out practical solutions that all parties feel an ownership towards and create a plan of how to move forward which has the buy-in of all parties.

The workshops recognise the role and importance of the local presidents in the organisations, allows them to share best practise and contribute to the future of the

organisation.

The topics under discussion at the workshops should be defined by the local Presidents themselves based on their knowledge of their local organisations and the issues they are facing, backed by the document provided by JCI UK based on interviews with all local chambers.

JCI UK will function as a moderator at the workshop that will take the form of “World Café” discussion tables. Topics can be; transfer of best practice, membership, marketing, pride in our future, profiling and sponsorships etc…

Workshops


The work started at the workshops will continue in smaller working groups or task forces (choose the name that sounds most proactive). The local presidents will be able to choose with which group they want their chamber to be involved.

Deadlines and means of communication for the groups will be proposed at the workshop in order to facilitate the working groups.

One coordinator from the National board will be responsible for moderating and following up on the working groups. It is important that the work in the groups is not an additional burden for local chambers.

Working groups are also an opportunity for the LOM Presidents toinvolve other members or directors in their chamber.

Working Groups


A collaboration matrix is a tool to map where different departments in an organisation can add value and create synergies by sharing best practices and assisting each other.

The collaboration matrix can best be used as the last part of a workshop, focusing on making the local presidents aware of their chambers’strengths and weaknesses.

At the end of a workshop we will go through the collaboration matrix with a moderator, mapping areas where different chambers can aid and help develop each other and agree on how to move forward from here; timelines, ways of communicating and who will do what.

Collaboration Matrix


This is an example of what a collaboration matrix can look like:

Collaboration Matrix

ChamberSheffield

Sheffield

Leeds

Leeds Portsmouth

Portsmouth

London

LondonStrong in monetary

partnerships, structures and KT

Strong in design and high profile

events

Strong in member retention

Weak in member retention & events,

need barter partnerships

Help consolidate chamber structures and build stronger

monetary partnerships, activate & mobilize

members

Help consolidate chamber structures

and build barter partnerships

Share design templates, best

practices from high profile events

Share design templates, best

practices from high profile events

Share design templates, internal

marketing experiences

Leeds not interested in

member growth, but retention &

activation

Help with membership

retention program, share best practices

Large but transient membership base,

need help with retention

Large but inactive membership base, have potential for

more partners

Large but transient membership base,

need help with retention

Share best practices member

growth, but retention & activation

Very active core group, not much

competition

Help consolidate chamber structures and build stronger

monetary partnerships, activate & mobilize

members

London is developing trainers, Portsmouth can provide training opportunities while

strengthening events

Leeds is developing trainers, Portsmouth can provide training opportunities while

strengthening events


We make our organisation’s activities visible to our members through internal marketing. Internal marketing allows the members to feel they are part of a living, real and dynamic organisation.

The message “Pride in our future” will be implemented UK wide and strengthened through constant visibility (newsletters, website, fridge magnets).

By making the message visible, we build pride in the message, in the effort, and in the organisation.

Incentivising collaboration:We enhance collaboration through incentives. We measure the chamber that is the most collaborative and award a special “Impact Award” at the National Convention in November.

As we reward and recognise collaboration we will see our organisation grow.

Internal Marketing


Money will be applied for from JCI EDC, BJC Foundation and the JCI Foundation.

JCI European Development Council is a body that supports growth in Area D. The application form is little less than an Award submission and needs to include a budget.

Budget:• Travel bursaries and Admin to enable presidents & deputies to come to

Presidents Day and other events for workshops (I believe funding is needed for the first couple of events in order to set a precedent)

• Internal marketing• External marketing• Strengthening dying chambers and re-engaging the recently dead

A new budget will have to be applied for from EDC in 2011 and 2012

Budget


Step 1•Map situation in chambers locally throughout UK•Create report on best practices in LOMs, what works, current issues •Distribute report to LOM Presidents•Finalise a 3 year Plan of Action•Apply for growth funding from EDC

Step 2•Workshops at President’s Day in Belfast for Presidents & Deputies•Create national task forces or working groups on the different issues

Step 3•Collect results from workshops•Write out results from workshops, distribute to LOMs

Time line – Year 1


Step 4•Implement!•Working groups in action

Step 5•Report and review at National Convention in November•Next steps and goals for 2011•Workshops with Presidents & Deputies

Step 6•Report to EDC

Pride in our Future – Pride in JCI UK


Hansen, Morten T.: “Collaboration”

Owen, Jo: “How to Lead”

Sloane, Paul: “The Leader’s Guide to Lateral Thinking Skills” (more about leadership than thinking)

Suggested reading list…


Contact:

[email protected]

Documents

Jci uk impact plan 2010 2012