From: Comfort Mwangi
Subject: Diaspora leadership election planning teleconference Thur Jun 28, 9pm
COME IN 8:50 TO LOG IN.
APOLOGIES ABOUT LAST TIME’S MEETING. WRONG PLATFORM CAUSED A DELAY OF 25 MINS. WE DID MEET WITH THOSE PRESENT, BUT WILL REDO STUFF AND CONTINUE. KEEP TIME, PRACTICE NEW TECH. IF LET, GIVE IT TIME TO BE LET IN. MEETING STARTS AT 9PM THURSDAY6/28/12. TELL YOUR COUNTRY AND STATE LEADERS TO JOIN. WE WANT TO ELECT AN ULTIMATE TEAM. PUT YOU BEST LEADERS FORWARD TO FEEL POSITIONS. GO THROUGH THE STRUCTURES AND EMAIL ADD ONS OR SUBTRACTIONS TO HELP THE MEETING MOVE FASTER.
To save time, please test your head phones, speakers or mode that you shall use. Here are the options:
1. go online type join.me, hit return key, download app if on smart phone or you do not already have it. then to enter meeting: type in share box: One-Diaspora-Voice as code. We encourage use of smart phones, ipads and pc because we shall be going through visual documents on your screen.
2. Go to www.kenyadiasporadev.org and click on link to join the meeting
Go to Mwakilishishi.com and scroll down to our meeting ad. Hit the link and come to meeting. If you need to download join, it takes few mins. There is also a phone number alternative for various countries. Call in. Join meeting with names you go by.
4. text or call me for number to dial in advance if you know you can not join meeting via internet. Will get it 2o hrs before show.
Hi
You are invited to Diaspora leadership election planning teleconference
Thursday June 28 9pm EST
Agenda
1. Structure of duties, naming the titles to be contested
2. Vision/mission of Diaspora Leadership
3. Election procedures confirmation.
2. Rewards system
Please find attached
2 attachments — Download all attachments
Structure of Diaspora Leadership.docx
17K View Download
REWARDS SYSTEM.docx
29K View Download
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Structure of Diaspora Leadership.docx
17K
Structure of Diaspora Leadership
As someone noted “Diaspora Advisory Council” has taken a certain meaning.
If we use Diaspora Leadership Council—will it create confusion?
Diaspora Leadership Matrix
Structural policies determine the location of decision making power. Structural policies can be divided into four areas:
Specialization: refers to the type of specialists which will be needed to get the work done and their number.
Shape: refers to how many people exist at each level of the organization. Clearly a flat organization will result in lots of people at each level as opposed to a more hierarchical organization.
Distribution of Power: refers to centralization vs. decentralization along with whether we push power down through the organisation to where the issues and information are or whether we want all decisions to go through decision making bodies.
Departmentalization: refers to which departments should be formed.
We can decide to have leaders of
Regional units
Project units
REGIONAL UNITS
Country/city/regions
Possible Areas of Network Operations
Projects
Technical Expert Networks
Diaspora Expert Teams established in strategic areas of focus and direction.
• Concrete action plans provided to implement Diaspora think tank science, engineering and
technology themes.
Investment and Business Promotion Network activities will involve:
• Establishing business and technology incubators .
Establishing Diaspora Investment Fund etc
Policy-relevant Actions Networks
Examples: Economic, Education, Health, child , environment, agriculture, food/nutrition, leadership, good governance, anti-corruption, electoral integrity etc
For example
National initiatives to harness the potential of the Kenyan Diaspora in the country’s development.
Kenyan Diaspora professional groups and associations have been making remarkable contributions in many of the focus areas of the Millennium Development Goals (MDGs) such as poverty reduction, access to education and health care, and so on, but these are often small scale activities which need to be scaled-up.
Further, Diaspora professionals have ideas, skills and expertise which can be guided with innovation and creativity to break new ground and thereby enhance the quality of development projects.
Governance (enabling policies, rules of engagement, transparency, accountability and management).
Governance-related engagements will involve:
• Regular / periodic policy-relevant dialogues on topical governance issues (improving
communication and interactions among the critical actors; policy influence and change;
conducive and enabling investments environment; and
• Human security, peace and reconciliation initiatives (geared to minimize, prevent or
Eliminate conflicts).
Possible Forms of Financing
Diaspora For-profit Co-op Diaspora Investment Fund Raising; Venture Capital
There are several ways in which the above proposed activities could be financed. These include working with special programs of bilateral partners such as the Faith-Based Initiatives of the USA; seeking contributions and partnerships from other donors and large multi-national corporations;
(a) assessing the potential of establishing Diaspora business investment, management, and service centers in Kenya. Currently, the Diaspora rely on family and friends in business identification and implementation with varied results as these local actors are untrained; often funds get diverted and misused;
(b) facilitating home country banking sector to develop appropriate loan and credit schemes for Diaspora entrepreneurs; and
(c) identifying business development assistance instruments for services to be rendered to Diaspora entrepreneurs, e.g., business identification, global/local market survey, preparation of business plan, starting a business, business capitalization, etc.
The private sector: Partnerships with private sector organizations in the USA and Europe,
especially multi-national corporations with strong business interests in Kenya can be explored.
These partnerships would be linked to a business case for participation rather than being seen as
short-term charitable or pro-bono contributions, and could take many forms such as allowing the use of proprietary technical knowledge, providing opportunities for employees to articulate new Kenyan business opportunities, allowing Diaspora to serve as the organization’s representative in their home country etc. Discussions will be initiated with the US Chamber of Commerce as well as with the Business Action for Kenya in the UK to assess initial interest.
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REWARDS SYSTEM.docx
29K
KENYA DISPORA LEADERSHIP
REWARDS SYSTEM
Recognition gives top performers a sense of purpose and validation. Optimal recognition
validates life decisions for top performers.
You don’t need to dangle a carrot in front of [top performers],says experts. “That’s not what really gets them excited in the morning. They want to win. So if you look at Maslow’s hierarchy, particularly the top performers are even more recognition-driven than the rest of the population. These are people who want to be recognized for creating success.”
Specific, Meaningful and Timely
Recognition should be:
Specific: The recognition is absolutely linked to specific motivating events (e.g., outreach targets, living organization values, etc.), is clearly defined, and is part of a total recognition system of the organization.
Meaningful: The recognition is of personal importance to the recipient and recognizes the person individually, even to the extent that it allows the recipient to select how to translate the recognition into a reward.
Timely: The recognition is presented, or combined reciprocally with rewards, when the goal is achieved or a reason for the recognition occurs. Recognition at a Town Hall meeting six months after a goal was accomplished isn’t very motivating and is unlikely to ensure that the behavior is repeated.
Recognition for top performers must be “personally meaningful.”
“Sometimes it is praise from a mentor, recognition by colleagues and peers, visible recognition (from an outside entity or board), or perhaps an award from a professional organization,”“There is someone or some group that matters to a high performer, so … find out what form of recognition will truly have an impact.”
Specific, meaningful and timely recognition, on a regular, steady basis, eventually turns the act of recognition into an agent of change within the organization.
To enhance the value of recognition, organizations need a rewards program that, first, aligns with their recognition culture and, second, provides a system of reciprocating recognition with rewards without diluting the power and effect of the recognition. The trend in this is to Web-based online point recognition programs, which ensure that recognition is positive and immediate and that any rewards are of value to the recipient. This is especially crucial for top performers.
“Cash doesn’t do that, because it ends up buying groceries or something expendable, and there’s no brand affiliation with the organization at all,” Suleman says. “A specific thing, chosen by the Member, from points he or she has generated over time, that’s something they relate back to the organization later.”
Even if the reward is relatively small, they are in points that the recipient can “bank” and use later. A key point here is that everything ties back to the values of the organization, which for top performers, reflect their own values.
Finally, a points-based online system is easy to administer regardless of an organization’s size, and it allows any Member to receive recognition – and collect points – across business units and through different kinds of recognition programs within the organization (e.g., referrals, quarterly outreach goals, implementing innovative ideas, recognizing peers, etc.)
Understand what motivates top performers.
Create an environment in which top performers are truly engaged.
Consider a Web-based recognition platform rather than the less-effective “rewards” program.
Best Practices for Designing and Maintaining a Program
Designing Member Recognition Programs
The purpose of a member recognition program is to recognize and reward organization and behaviors that support/further the mission, goals, values and initiatives of the DLC
Get input about the mission, goals and values
Ask Members what behaviors they think should be recognized
Use the criteria for recognition to tie the mission, goals and values to everyday roles
Maximize involvement in program design
Ask Members how they like to be recognized
Involve as diverse a group as possible in the design
Announce the names of program design team members on the website, in an email, or in a memo; encourage Members to share their ideas/input with team members Build into the program methods for Members to give feedback
Be as transparent about the process as possible, build buy-in and excitement
Email/memo announcing that a program is being designed and when to expect roll-out
Share the decision-making process used to develop the program
Give updates on the progress of the design Roll out program as a pilot, leaving room for suggestions and feedback
Create a program that allows for participation at all levels and in all areas of the organization
Peer to peer; team leader to Member; Member to team leader
Recognition for colleagues and collaborators outside of the organization
Make spot award programs easy, informal and accessible
Keep it simple for the user
Keep it simple to administer
When rolling out the program, explain it in person (e.g., at a team meeting) rather than just through email/web site; create a road show
Make nomination processes simple and accessible
Provide examples of what you expect/need to see in a nomination
Offer information sessions
Thank/recognize people for nominating
Seek out recognition champions who will help drum up nominations
Have someone who has written a successful nomination talk about it at a team/organization meeting: “It was easy, was worth every minute it took to write, and boy did I feel great when the person I nominated was selected to receive an award!
Maintaining Member Recognition Programs
Change the membership of your nomination selection committee every year
Include former award recipients
Include all members levels and representation from all areas of the organization
Be transparent about your selection process (communicate it!)
Be creative with logos, themes, designs
Sponsor a design contest, have fun!
Change/refresh the look and feel periodically
Have a different organization of your organization host the annual ceremony each year, creating their own unique event
Generate interest & enthusiasm about the program by talking it up in team meetings and with peers
Include explanation of the program in your new Member orientation
Don’t assume people know how to use the program once you’ve rolled it out; “Train” people to recognize others
Share who is receiving recognition and who has recognized others (so that members can see that it goes in all directions)
Give examples of what is appropriate recognition (set criteria)
Make time in team or members meetings for people to comment on the successes and achievements of their colleagues
Provide the “best practices for delivery”
Encourage/include regular, visible support and participation from senior management
Make sure supervisors know when someone on their members has been recognized and by whom
Keep marketing!
Web, email, paper mail, newsletter, bulletin board
Announce recognition when it happens, as it happens; or provide regular (monthly/quarterly) email, mail, or real-time (at a meeting) update
Periodically send fun reminders to all Members to use the program (use small gifts or a get together)
On-the-spot recognition can take place every day, year round – it’s not something that happens only when a budget has been allocated or when gifts have been purchased
Annual awards ceremonies should be a high point in the year, a culmination of all the other recognition activities and practices that have taken place throughout the year
Appreciation Award
Appreciation Awards (aka “on-the-spot” or “spot” awards) are delivered at the time of achievement. These acknowledgments should be relatively small and can be given to individuals, teams, or organization groups. They may come in the form of thank-you notes, candy, flowers, lunches, group events or outings, movie tickets, etc. As with all awards, they should be tied to a specific message of recognition for a concrete or measurable goal, achievement, or contribution. These awards should not exceed a value of $100 per individual per year.
The types of contributions that might be recognized through appreciation awards are:
staying late to help someone prepare a presentation for the next day
volunteering to cover for a co-member who is sick or busy
going out of your way to help boost morale or create a positive, inclusive organization environment
exceeding expectations for a goal or milestone in a long-term collaborative project
How the local programs are designed
Local areas have the flexibility to design meaningful “thank you’s” to Members in ways that best suit their culture and the type of organization that they do. These awards are administered by the unit’s R& R key contact or by someone else who has been appointed, such as an Administrative Officer or Personnel Administrator.
Acknowledging someone outside of your area
Members are encouraged to recognize co-members outside of their immediate area with whom they collaborate to accomplish their goals. One way of doing this is to send a free e-card. Alternatively, speak to your key contact to find out what is available to you in your organizational area.
Excellence Awards
The Excellence Awards acknowledge the extraordinary efforts made by members of our community toward fulfilling the goals, values, and mission of the Kenyan Diaspora. This is among the highest honors awarded members of the Kenyan Diaspora. Professionalism, commitment to best practices, and high standards of excellence are at the heart of these awards.
Reward Amount
EXAMPLE, Airfare, holiday, Individual recipients receive $2,000; teams receive up to $10,000 ($2,000 maximum per individual). Cash awards are considered pay and will have payroll taxes removed before issuance.
The Ceremony
The Kenya Diaspora Excellence Awards are celebrated annually at a ceremony..
All members of the Kenya Diaspora community should always be invited to attend this special event. Award recipients are encouraged to invite family and friends, as well.
Best Practices for Delivering Recognition
“On-the-spot” recognition
Be timely and spontaneous (“immediate recognition”)
Personalize the message; be sincere
If sending email, cc to supervisors and/or colleagues when appropriate
Encourage everyone participate in on-the-spot recognition
Enhance the recognition by presenting it at a team meeting or informal gathering; for those observing, this also provides an example of how and when to give recognition
Put it in writing
Keep the recognition appropriate in size for the achievement
Commit (not so) Random Acts of Recognition
Recognize people for organization that forwards the mission, goals, initiatives, values of the organization
The organization can (and should!) support, encourage and model recognition for their members.
Recognize others by showing respect, asking for input, giving feedback, providing opportunity or training, just saying “thank you”
Be fair – acknowledge similar achievements with similar types of recognition (the exact same recognition for everyone isn’t necessarily fair recognition)
Beware of “stealth” recognition. Providing donuts and coffee at a meeting may not be understood as recognition. It’s important to be explicit about the “why” of recognition whatever form it may take
Recognize both individual and team efforts
Public vs. private presentation – know the recipient’s preference
Consider carefully who should deliver the recognition. From whom will the recognition have the most meaning and impact?
Define and communicate the criteria for recognition – at all levels (on-the-spot to Excellence to Hall of fame to Lifetime Achievement etc).)
The gift or event is to enhance the recognition, it is not the recognition
Elements to a Successful and Relevant Global Rewards Program
Implement a Culture Portal Bringing a dispersed organization force together and enabling a transparent community can be achieved through the application of a Culture Portal. A Culture Portal is a web-based page, accessible worldwide, that is typically designed into a Global Rewards and Recognition program. Organization updates, announcements, videos, Live Recognition and tweets are consolidated into one user-friendly page.
This feature captures what your people say and do every day—in the organization place and on social media—in one accessible place that shares organization information in an authentic and relevant way.
Locally Relevant Rewards
Providing Members with rewards that are culturally and personally meaningful to them is the first part of the engagement equation.
This ensures that rewards are not only diverse and culturally relevant, but also maximize the effect of the rewards and in turn, continue to drive key positive behaviors that get business results. With Global Rewards, companies make engagement the universal language of their people. Working with a global provider means that your Members receive a meaningful reward in a timely manner, and that the recognized behavior gets repeated.
Remove Administrative Burdens
An effective Global Solution is one that is web-based and accessible anywhere—even on a mobile or tablet device, provided in multiple languages—and encompasses multi levels of fulfillment including virtually fulfilled rewards. An online Rewards and Recognition solution alleviates the transparency issue that dispersed organizationforces battle, and provides Members with a tool to openly see what’s happening at the organization across the globe. An online program allows Members to come together to share relevant information globally, exuding transparency from the top down. As technology continues to prevail and dictate our global communication abilities, an online platform for your Members to recognize each other beyond borders, coupled with locally and culturally relevant rewards, is the most effective way to capture Member engagement and share information that pertains to organization culture.
Hundreds of Locations, One Goal
In worldwide organizations, multiple locations make it difficult to keep Members aligned to one goal. But without a unique reminder of the organization’s vision, not only do Members often lose sight of goals, but they also may not be aware of what the mission is.
Peer to Peer Recognition
Empower Members to reward success with Peer-to-Peer Recognitions.
A formal Peer-to-Peer Recognition tool equips Members to recognize exemplary behavior and hard organization, which further helps teams bond regardless of geographical locations. Peer-to-Peer Recognition unlocks discretionary effort and sends a strong message that both people and performance matter. Peer-to-Peer creates a community where Members can recognize their colleagues easily, whether they organization in the same office or an ocean apart. More and more, organizations are implementing a Rewards and Recognition solution to heighten Member engagement scores and financial performance by recognizing and reinforcing positive behaviors and rewarding results.
An effective, formal Global Recognition solution will provide a Live Recognition Feed, which tells an international organization force about your business’ success in one singular and easily accessible spot. The Live Recognition Feed openly celebrates Member accomplishments, outlining specific details of the success achieved. Furthermore, a proper tool will provide Members with the opportunity to actively participate in meaningful peer-to-peer interaction with commenting and one-click hat tips. Tools like a Live Recognition feed transform your organization into a community by sharing wins and encouraging focused conversation around success—no matter where in the world the achievement has occurred. What gets recognized gets repeated. Public recognition and celebration organization-wide will not only bring a culture together, but it will also drive results and foster knowledge sharing.
Online Recognition is More Than Being Online, More Than
Just Having a Website
Some incentive providers use technology just to provide a rewards platform. Members go online, select their reward (using points or not) and then have it redeemed (i.e., sent to them). Look for a organization that can provide a wider range of rewards and an ability to allow Members choice in the selection and timing of rewards for better merchandise, experiences, gift cards, etc — as well as technology for virtual redemptions (i.e. online gift cards for immediate delivery as well as technology to donate points to a charity of your choice and automatically receive a tax receipt)-all making the recognition and rewards experience more personal and meaningful to Members. Also look for an online solution that offers a more robust recognition and communication platform as well as the capacity and flexibility to integrate a variety of tools into the online solution.
Minimize Upfront Costs and Only Pay for Rewards and Services as They are Used
Select an incentive organization that is invested in your program’s success, e.g., they don’t make money if the program is not used and successful.
KENYA DIASPORA LEADERSHIP MISSION STATEMENT
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