Exploring Partnerships While assessing the opportunity for youth mentoring in your community, consider how you can build on or expand existing services. Investigate whether you can link to an established program that would like to expand or adapt to include the youth you hope to support Use the Mentoring Connector to search for established mentoring programs in your area and learn about services being offered.
Developing a Mission and Vision Youth mentoring programs need a vision and mission statement that clearly describes why the program exists and the meaningful change it hopes to produce.
Explicitly show how a program, through the work of a mentor, achieves meaningful and measurable results. Draw on relevant research and theory, illustrating the validity of the program design and how the services align with local needs, contexts, and circumstances.
Creating a Logic Model A logic model can help illustrate the rationale for your program in a one-page, easy-to-read visual. Introduction to Budgeting Have you considered how much it will cost to run your youth mentoring program, in terms of both time and money? Budgeting tips from the pros Start planning early Develop a formal fundraising plan Consider multiple funding sources: cash donations, fundraising events, corporate or business partners, in-kind donations, etc.
Leverage fundraising support from your board of directors Consider joining a larger umbrella organization rather than doing it alone. Policies and Procedures Development Program policies and procedures are essential to managing liability risk and ensuring your program is implemented the way you intend Program policies and procedures should detail how your program implements best practices, and they should include a section on risk management to guide your staff and operations Relevant policies need to be communicated to volunteers usually via a program manual and training.
Board of Directors Depending on the structure and setting of your program, there should be either a formal Board of Directors or an advisory committee that approves program plans, provides input and feedback on program decisions, and offers general oversight and leadership to the program. Identify other organizations such as counseling centers, food pantries, and schools that offer resources or services that support your intended outcomes Establish relationships—possibly formal partnerships—with organizations you intend to collaborate with regularly Acquire or create a quick reference guide to community service providers as a resource for your staff and volunteers.
Use your note-taking guide to list topics or questions about program planning and design to discuss with your technical assistance provider. Remember to save your note-taking guide changes after each chapter. Continue Continue onto the next chapter: Recruitment Recruitment. Download Now.
Identifies trends and patterns, recommends ways to improve utilization of funds, and suggests alternative funding approaches. Evaluates the effect of cost and programmatic changes on the budget execution process.
Adjusts fund allocations as required. Verifies, enters and adjusts budgetary data in a variety of forms, schedules, and reports.
Provides analytical guidance for year-end close out to ensure proper, legal, and full utilization of funds. Prepares information for and documents results of quarterly PBAC meeting. Conducts briefings and documents the monthly financial management meetings with Program Director. Comprehensive and detailed knowledge and understanding of governing budgetary policies, precedent sitting decisions, procedures and regulations issued by Department of the Army, the National Guard Bureau NGB and state goals, objectives, and priorities to insure mission accomplishment regarding required budget actions.
Comprehensive knowledge in analysis and evaluation of continual changes in program plans and funding and their effect on program milestones. Comprehensive knowledge and skill in identification, analysis and resolution of a range of budgetary problems and uncertainty due to short and rapidly changing program and budgetary deadlines and objectives such as: the development of alternative methods of funding; formulation of budget changes due to legislative, DA, NGB, fiscal policy changes and for programs in which objectives, work processes, staffing needs man days and funding requirements have changed to the extent that re-budgeting is required; and development and administration of budget execution annual work plans for OPTEMPO and logistics operations which necessitate reprogramming throughout the year.
Comprehensive and detailed knowledge and skill in budgeting and program methods and procedures to execute multiple budgets for the state. Knowledge and skill to apply analytical skills in the identification, analysis, and evaluation of budgetary problems for the development of alternative solutions, involving resolution of conflicting goals and objectives e.
Thorough knowledge of the format and composition of financial documentation to support all budget processes. Knowledge of the goals, objectives, workforce composition, work methods and functions of DCS G-4 operations and programs sufficient to enable the incumbent to determine whether requests for funds and expenditures are proper, necessary and timely. Knowledge of the installation accounting system and related documents in order to locate and analyze data pertaining to the logistics budgets for substantive programs.
Work is assigned either orally or in writing in the form of budget and program areas, for which the incumbent is responsible on a long-term basis i. The incumbent serves as a technical authority with responsibility for planning and carrying out assignments regarding the budget process. Details for completion of the work are normally linked to the budget cycle. The supervisor, identifies policy guidance, outlines objectives, provides information on mission tasking, etc.
This position is responsible for working independently and applying concepts and methodologies of the budget process to the day-to-day process. Completed work is reviewed for effectiveness in accomplishing budgetary goals and objectives. Factor 3 - Guidelines: Guidelines typically describe a preferred approach to budgetary programs using regulations, instructions, policies, and other issuances stated in terms of broad goals and objectives.
Occasionally situations require the incumbent to exercise greater interpretation than guidelines provide. The inherent flexibility for funds and workday management requires the incumbent to exercise high levels of discretion in interpretation funding principles and applying them towards the dissimilar operating characteristics of the various groups supported by this position.
Due to non-existence of stand-alone regulations and policies and guidance, the incumbent must demonstrate originality, tact, and resourcefulness in the development, employment, or modification of budgeting policies or techniques and in explaining and providing instructions to commanders and resource advisors whose missions may be impacted by these procedures or changes.
The incumbent also uses initiative to benchmark, innovate, and implemented new, or improved budget techniques and processes. The work is further complicated by requirements to extensively analyze multiple funded sources such as; appropriations, allotments, reimbursable accounts, and transfer of funds between organizations to satisfy divergent priorities of various proponents both at the state and NGB staff.
Programs and funds are unstable and subject to change throughout the fiscal year. These changes necessitate making frequent adjustments to budget estimates or conducting partial re-budgeting during the fiscal year. Conducts research, identifies, and analyses trends in the use of funds, and recommends adjustments in program spending that require rescheduling and allocation of funds.
Encounters difficulty in reconciling annual funding program performance objectives due to conflicting accounting programs and available budget data. Incumbent uses sound judgment to forecast the effects of continually revised levels of obligations and expenditures on current and future budget estimates. This work is accomplished by executing funds that involves planning for the use of funds through time-phased allotments and transfers, including adjusting long-range budget forecasts, and monitoring the execution of budget to ensure funds are being used effectively.
Work involves developing and managing NGB and State programs throughout prior fiscal years until program close-out. Work ensures the cost effective use of Federal funds by ensuring that funds are neither over not under obligated, and that monies are obligated and spent on a timely basis in accordance with the purposes for which they were allotted.
Contacts are for the purpose of persuading them to change long established work methods and practices to meet mission requirements.
Mangers are often reluctant to implement budgetary recommendations due to adverse impact of program and local objectives. Factor 8 - Physical Demands: The work is mostly of a sedentary nature.
Some walking, stooping and bending is required in attending meetings, inspecting work operations and reviewing program and financial data on file in different buildings situated within the installation. The War Art Advisory Committee, a select group of civilian art experts, nominated military and civilian artists to serve in the unit.
By the spring of the committee had selected 42 artists: 23 active duty military and 19 civilians. The first artists were sent to the Pacific Theater, but in May Congress withdrew funding from the program and the War Art Unit was inactivated. The Army assigned the military artists to other units and released the civilians.
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