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First 100 Days

Transcript: First 100 Days and Beyond at LBS Rupinder Suman Day 0 Before you start Understand your mission for the university (why are you being brought on?) Determine how you will align your mission with the goals of the university Fully understand your responsibilities so you are able to introduce yourself appropriately to your colleagues and they in return will know your responsibilities Determine what the current strengths and weaknesses of the department you will be entering are and be prepared to align action plans accordingly Get an idea of the student demographic and understand what their needs may be Before you start Days 1-40 Days 1 - 40 Listen, Understand and Communicate Fully understand your position in the department and begin to set goals with your manager Ask questions (you will be learning a lot in the first few weeks) Identify strengths and weaknesses of the university and department Understand what is expected of you (and what is not) by setting clear boundaries with your manager Listen and Understand Gain a strong understanding of the university's policies, procedures and regulations Study and understand important legislation in relation to your role (Equality Act, GDPR, DSA) Listen and Understand Introduce yourself to the team and start building relationships Get to know those you will be working closely with and gain information in regards to signposting Begin forming relationships with external stakeholders Communicate Days 41-100 Strategise, Innovate and Plan Begin to set goals within the team and in conjunction with your line manager Bring in new ideas and innovation Ensure the smooth delivery of the department Work with the team and assign tasks for future projects (action plan) Take your time and focus on the goals Don't take on too much, too soon Always look at the bigger picture Strategise, Innovate and Plan Days 100+ Execute and Review Execute goals that have been planned Review your 100 days with your line manager and measure performance Receive positive feedback Excellent, proficient and quality services provided to students Smooth coordination of the support services Creating a safe space for students Changing the conversation surrounding student well-being, especially in relation to mental health and disability Continued growth and the sustainability of resources Success Beyond Beyond Continue to improve, innovate and achieve success in the service delivery to students Research developments in student well-being in the HE sector and modify processes based on emerging trends Build new relationships with external stakeholders

first 100 days

Transcript: First Hundred Days Charles Coughlin: a Roman Catholic priest who attracted millions weekly to his radio show accused FDR of not doing enough to fight the depression. Senator Huey Long: called on Americans to "Share Our Wealth" to get out of the depression. When Americans went to the movies or listened to the radio they were trying to escape the Great Depression. Popular Movies from the Depression: Wizard of Oz Gone with the Wind The Radio also increased in popularity. Radios were available in about 90% of homes. The Lone Ranger War of the Worlds Federal Reserve Act (1913) established the Federal Reserve System whose role is to reduce swings in the economy. Entertainment During the Depression Fireside Chats About farmers and the Dust Bowl FDR Critics First Chat Gold was the standard form of exchange in the US during the 1800s. In 1933 FDR issued an Executive Order outlawing the ownership of gold (except for jewelry) Fiat money (paper money) became the new standard. FDR thought it would stimulate economic activity. Fiat money has no intrinsic value except when it is accepted as a medium of exchange. Stretch Eighth Chat Monetary Policy People now had access to the President. FDR received about 50,000 letters a week. From March 1933-June 1944 Roosevelt adressed the American people in about 30 speeches via the radio. FDR would explain his policies in simple terms. People found comfort and renewed confidence in these speeches. Delivered on March 12, 1933 An informal address about the banking crisis Bank Holiday: closing all the nations banks. Each bank could reopen only after a government inspection. How do presidents communicate with voters/people today? What do they communicate about? Why is it important that presidents communicate directly with voters? During an economic downturn the Federal Reserve increases the amount of money in circulation. Banks lend more, consumers borrow more, and the economy is stimulated. During economic prosperity prices rise and people make speculative investments. Rising prices is known as inflation. To reduce inflation the Federal Reserve decreases the amount of money in circulation. Banks lend less, consumers borrow less, and economic activity is slowed.

First 100 Days

Transcript: First 100 Days at Tradies Success Academy Vanessa Goodall Days 1-30 Days 1 - 30 Connect and Discover Connect and Discover Introduce myself to the members of the Academy and start building relationships, trust and respect Get to know other members of the leadership team and gain information in regards to their divisions' current strengths, growth areas, challenges and future aspirations Understand the competitve landscape (desktop anaylsis) and needs of the Academy's members (customer survey) Connect and Discover Undertake an internal business audit by systematically reviewing procedures and systems to help discover gaps and areas for improvement Map out a strategic framework that will create a unified vision, common goals and increased operational efficiencies across the Academy Identify key documentation that needs to be developed and any immediate organisational structure or procedural changes required Days 31-60 Days 31 - 60 Create the Foundations Create the Foundations Facilitate strategic planning discussions with the Director and leadership team to inform the Academy's foundational framework of governance, finance and risk, ensuring the right priorities are set, time and resources are allocated to the right areas, innovation is encouraged and rewarded, and there is flexibility to change when change is required Draft the Academy's 3-5 year strategic plan, annual business plan (supporting budget) and risk management plan, and present to the Director and leadership team for feedback and approval Schedule with the Director and leadership team quarterly reviews of corporate reporting to ensure accountablity and progress in the right direction Create the Foundations With the strategic plans in place, work with the leadership team to identify required divisional specific subset plans/strategies: The Growth Engine - Marketing Strategy, Communications Plan The Value Delivery Engine - Coaching Curriculum Plan The Strategy and Innovation Engine - Growth Strategy, Innovation Strategy Assist Heads of Growth and Value Delivery Engines to develop role descriptions and performance plans (with KPIs) for their team members Days 61-100 Days 61 - 100 Start the Growth Start the Growth Commence drafting the Growth Strategy (including innovation): Product Development (sell more services to existing members i.e. Academy app and access to VR community), Gain Market Share (referral reward program, increase advertising), International Expansion (SWOT analysis, cost projections, business planning (1,3, 5 & 10 years)) Explore options and undertake a cost benefit analysis to determine best approach for deliverying program of innovation (run tender for IT services versus creation of internal capabilty) Start the Growth Work with the Academy's financial officer to develop a cost management plan that will support the desired growth Provide weekly updates to the Director and leadership team on the progress of the Growth Strategy (Innovation Strategy) and Cost Management Plan, seeking advice and guidance as required Beyond Beyond Finalise and deploy the Growth Strategy (Innovation Strategy) and Cost Management Plan Provide strategic and innovation leadership to enable the Academy to translate its business objectives into solutions via strategies Hold regular meetings with the heads of each division, and act as an intermediary, to make sure that operations are running smoothly and that any issue is addressed immediately Continue to look for ways to optimise the existing business and help achieve long-term success

First 100 Days

Transcript: Drive, Bike, or Walk every street in Lehi Understand Divisions: Vision Goals Initiatives Structure Community Expectations Historical / Cultural Context Get to know Staff: Experience operations first-hand Work alongside Staff "Performance management is a hydra-headed monster that reemerges every few years despite a record of dismal failure" - The Dynamics of Performance Management When a resident thinks of volunteering, who do they generally think of? "What did we get for our money?" Understand Priorities of Mayor and City Administrator One-time Performance Measures Front-Line Staff? Residents who volunteer seemingly regardless of outreach efforts High internal motivation to a project or cause Number of clinic spay/neuter surgeries: 17,159 Types of Performance Measures Mayor and City Council? Volunteer Outreach Library Inputs Number of calls for service received Outputs Number of potholes filled Efficiency Percent of potholes filled within 48 hours Effectiveness Number of repaired potholes that required additional maintenance within 90 days "How much did we spend?" Parks Before Getting Started Who is your audience? Homeowners Associations Motivated neighbors Engage all Types of Volunteers City Administrator? Department Heads? Understand Assigned Operations What do you hope to accomplish? Who is your target audience? How will you know if you are successful? What level of resources can you commit to this effort? Expectations Working Preferences "What needs to be done?" Chem/Meds/Drugs expense line item was over budget $80,000 in the prior fiscal year Context Central Volunteer Coordination Neighborhoods Vet Tech staff turnover this year: 0 Stewardship Residents who become engaged in a single project or issue No committed intent to volunteer in the short-term Groups iVolunteer First 100 Days Get the 'Street View' Bryan Layton Lehi Residents? Applicant for Assistant City Administrator Chem/Meds/Drugs expense line item is over budget $5,000 Civic, Religious and Educational groups Large number of volunteers Typically limited recurrence Number of clinic spay/neuter surgeries last fiscal year: 8,567 Leverage marketing / outreach Capture volunteers with more than one interest Standardize processes Process to hand-off excess volunteers Coordinate efforts to focus on specific neighborhoods Recurring

First 100 Days

Transcript: ...and what has happened? Director of Student Activities Defining my role Leadership Style Communication Authentic Self “you have to build this relationship within the first six months…to operate correctly” ~Dr. Curtis Ivery The Mission: Schoolcraft is a comprehensive, open-door, community-based college. The mission of the College is to provide a transformational learning experience designed to increase the capacity of individuals and groups to achieve intellectual, social, and economic goals. "Leadership is more than management. Leadership is people more than projects, movement more than maintenance, art more than science, intuition more than formula, vision more than procedure, risk more than caution, action more than reaction, relationships more than rules, who you are more than what you do.” ~John C. Maxwell As the Director of Student Activities Who am I? Building a Community Demonstrating Respect Familiarizing with Traditions Moving forward together... What could be happening? Who are they? Expanding Ideas Collaboration Observe Listen Ask questions Defining the Truths Trust and Respect Student Activities Office Culture Celebration of students diverse and inclusion Student Autonomy First 100 Days Observe, observe, observe... Ask good questions Get to know everything Check-in Document Where am I? Schoolcraft Culture: Diverse student population Continuing Education Culinary Arts Program Schoolcraft College is a public institution located in Livonia, MI Livonia is a large suburb population was 96,942 (2010 census) What is happening? Closer examination of Culture Listen, Listen, Listen Inspiring Ask more questions Engage Politics Document

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