Rollout of the Meridian Center for Global Leadership (MCGL) – Phases 1-3

 

Meridian is forming the Center for Global Leadership (MCGL) as an umbrella for our professional exchanges activity. The primary goals of the center are:

  • To grow our impact, mission and body of work
  • To create better brand awareness
  • To support a positive staff experience

MCGL will encompass two dedicated groups, those staff working on the IVLP and those administering projects under what is now Global Connect. Staff members will continue in their current positions with their present grant/staff affiliations. In a future phase, well beyond the scope of this document, Meridian may consider adjustments to the Center’s structure with the goal of improving operations and optimizing collaboration.

 

Phase One:                 October 2020 to January 2021

Organizational Structure/Personnel

  1. Provide recommendations to Meridian Leadership as they determine the organizational chart for MCGL. 
  2. Work with HR and Leadership to research and establish salary bands for each position in the organizational chart.
  3. Clarify the differentiation between PA and PC positions, including parameters and impacts of exempt vs. non-exempt status. 
  4. Identify opportunities to create secondary positions for teams under MCGL that do not already have this framework in place. 
  5. In coordination with HR, begin standardizing job description format for all positions under MCGL (required experience, education level, etc.). Allow for specific, tailored requirements necessary for individual grants. 

MCGL Communications. Steps to support coordinated communications from the new Center:

  1. Continue to share updates to staff on the implementation of MCGL, including goals, accomplishments and challenges.
  2. Update any printed or electronic materials to reflect establishment of the new Center.
  3. Connect key communications staff on both teams to coordinate updates to the MCGL web page.

 

Phase Two:                    January to July 2021

Organizational Structure/Personnel

  1. Where not already standardized through HR, coordinate approaches to recruiting and hiring for teams under MCGL. 
  2. Where not already standardized through HR, coordinate recruiting and hiring practices for Fellows, and encourage collaboration on all aspects on administration of these programs, including training materials and practices 
  3. Determine opportunities and create a framework for staff to support projects outside of their current team and grant. 
  4. Work to standardize requirements and benchmarks for promotion in collaboration with Strategic Management Team 4 and HR. 

 

Administrative Information Sharing. In this early stage, our primary goal is to establish mechanisms that increase information sharing about administrative processes across the two main teams within the new Center. Recommended steps:

  1. Establish an MCGL Admin Team that will meet regularly to share administrative updates, discuss common challenges, trends and projects. Wherever possible, the team will work to standardize internal admin processes with the goal of increasing efficiency and consistency across exchange programs. Members will be selected based on their current role and experience developing and implementing administrative processes within their program team. 
  2. Establish mechanisms to increase information sharing:
    1. Create and maintain calendars for MCGL staff activity (staff meetings, brainstorming sessions and speakers) and MCGL project activity (upcoming and ongoing exchange activity). Determine process and/or POC for updating calendars.
    2.  Create an MCGL Team Site to share designated documents. Form an MCGL committee to share best practices in virtual programming and discuss digital platforms like Salesforce, Formsite and Canvas.
    3. Connect key MCGLstaff responsible for cost share to share information, avoid overlap and generate new ideas. 
    4. Connect key MCGL staff  leading implementation of GDPR procedures to share best practices. 
    5. Connect key MCGL staff leading initiatives to strengthen our Monitoring, Evaluation and Learning activity in support of grant operations and new business development.
    6. Create an MCGL email address, which could be used on the website as a general contact point for potential new business. 
    7. Update, as necessary, the chart for signing authority on check requests, subawards and contracts.  

 

Cross-Training: Information Sharing and Team Building. Our goal in this second phase is to familiarize MCGL staff with operations within both teams while driving support for and affiliation with the new Center.

  1. Arrange sessions that provide an understanding of how each team functions, including staffing, budgeting and basic operations. Sessions will introduce the grants that each team administers (history, scope of work, budget, timing, etc.). Some briefings may be held between “counterpart” staff from the two teams to provide opportunities for team building and increase understanding of specific roles and responsibilities.
  2. Arrange sessions on basic proposal development and grant management. The benefits of these training sessions will be two-fold: provide a professional development opportunity for interested staff and reinforce skills that may benefit MCGL business development efforts in future.
  3. Arrange joint training opportunities for MCGL staff on specific topics of interest or critical need. Participating in training sessions like these can help build a sense of team and provide an opportunity for individual staff members to get to know each another.  Some possible topics include management, change management, Monitoring, Evaluation and Learning and virtual programming best practices.
  4. Establish a monthly MCGL all staff meeting to discuss administrative issues, programming trends and project highlights. 


Phase Three:              July to December 2021

 

Thematic Advisory Groups. Advisory groups with thematic expertise can provide brainpower for business development opportunities and IVLP projects. Members will advise on project development and proposals, helping to refine our BD strategies and bolster Meridian’s ability to win new business. The groups will share resources and expertise, and work to keep all MCGL programming diverse and cutting-edge. Members may be drawn from across the organization to take full advantage of staff connections and ideas. Each Group will have a lead or co-leads, who will provide direction for the members and get direction, as needed, from Leadership. The leads of the Advisory Groups will meet periodically to share information and coordinate strategy. Advisory group member’s tenure will be limited to one to two years to encourage new voices and ideas as MCGL evolves. Advisory group leads will report to MCGL’s Executive Director. Initial tasks:

  1. Determine topics for the Advisory Groups with a focus on reinforcing business development. Consider evergreen topic areas such as journalism, women’s empowerment and entrepreneurship. 
  2. Determine a lead or leads for each Group and whether a representative from both main MCGL teams should act as co-leads. 
  3. Identify initial members for each topic area, drawing on staff from across the organization. 

 

 

Each Advisory Group will go on to:

  1. Develop a charter document that outlines an organizational framework, including objectives, activities and benchmarks. Activities may include:
  1. Providing consultation and support for thematic proposals and pitch presentations on an as needed basis. 
  2. Arranging periodic presentations to MCGL staff from relevant speakers. 
  3. Arranging staff-led presentations on special considerations and resources in thematic areas.
  4. Communicating regularly with staff and leadership about the Advisory Group’s activities and achievements.
  5. Create and maintain an Advisory Group webpage.
  1. Address how to engage junior staff in the Advisory Group activities to create professional growth opportunities.

Operational Collaboration

  1. Coordinate procurement of common vendors such as ground transportation companies 
  2. Connect key staff on training for new hires to share best practices and training manuals.
  3. Develop and integrate an MCGL segment into onboarding process for all new hires.
  4. Develop a consistent offboarding process for all MCGL staff.