CLD1-6-4H: Significant Leadership Characteristics: 4-H Facilitator's Guide

Ken Culp | Apr. 4, 2013 (Minor Revision)

It is important for every person to have a strong understanding of what leadership is, what good leadership looks like and how it can vary between task and relationship-oriented approaches for maximum leadership development potential.

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CLD2-8: Mobilizing Members, Volunteers and Leaders in Community Organizations: Calling the Group to Action

Ken Culp | Feb. 6, 2013 (New)

To effectively serve community needs, members, volunteers and leaders of community organizations must be mobilized to action. Mobilizing is the key component of a volunteer program and is the step in which service, leadership and action all begin.

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CLD2-8-FCS: Mobilizing Members, Volunteers and Leaders in Community Organizations: Calling the Group to Action: FCS Facilitator's Guide

Kenna Knight | Feb. 6, 2013 (New)

Organizational participants will be mobilized in order for anything to be accomplished by being engaged, motivated and supervised.

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CLD2-9-FCS: Sustaining Members, Volunteers and Leaders in Community Organizations: Strengthening an Organization by Building Traditions: FCS Facilitator's Guide

Rosie Allen | Feb. 6, 2013 (New)

Sustaining, the fourth and final category of the GEMS Model of Volunteer Administration, consists of five steps: evaluate, recognize, retain, redirect and disengage.

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CLD2-9: Sustaining Members, Volunteers and Leaders in Community Organizations: Strengthening an Organization by Building Traditions

Ken Culp | Feb. 6, 2013 (New)

Sustaining members, volunteers and leaders and their continued efforts and service to the program is imperative to the continued health and well-being of any community organization. Sustaining adds stability, credibility and continuity to organizations.

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CLD2-11-FCS: Financial Oversight for a Nonprofit Organization: FCS Facilitator's Guide

Jennifer Bridge | Feb. 6, 2013 (New)

Successful organizations follow regulations and guidelines pertaining to sound financial management practices. Organization leaders and members understand the need for accurate and timely reporting and have in place internal, and if necessary, external rules of management.

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CLD2-6-FCS: Developing and Implementing an Action Plan for Community Organizations: Giving New Direction to Established Organizations: FCS Facilitator's Guide

Rosie Allen | Feb. 6, 2013 (New)

A clear plan is necessary for your organization to move toward achieving its objectives. A group that doesn't have an action plan is like a ship that hoists its sail and lets the winds blow it wherever it may land; the ship is not likely to reach its intended harbor.

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CLD2-7-FCS: Educating Members, Volunteers and Leaders in Community Organizations: Empower Your Group by Developing Leadership: FCS Facilitator's Guide

Ken Culp, Janet Johnson | Feb. 6, 2013 (New)

Educating, empowering and equipping organizational participants adds stability, quality and effectiveness to the organization and its provided programs.

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CLD2-11: Financial Oversight for a Nonprofit Organization

Steve Isaacs | Feb. 6, 2013 (New)

To be trusted with financial oversight suggests that the organization has confidence that the individual will manage the funds in a timely, transparent, and accurate manner. Openness in reporting receipts, expenditures, and financial status in a clear format and on a regular basis is vital.

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CLD2-6: Developing and Implementing an Action Plan for Community Organizations: Giving New Direction to Established Organizations

Ken Culp | Feb. 6, 2013 (New)

There are several steps involved in preparing for, developing and implementing an action plan for an organization. These steps will be discussed in detail in this publication