| Introduction |
Meets “Proficient” criteria, uses organizational information and anecdotes to create a hook, and introduces a controlling idea (thesis) to alert the reader to what to expect from the discussion of leadership and communication |
Introduces chosen organization, including all necessary background information relevant to communicating the strategic analysis |
Introduces chosen organization, including all necessary background information relevant to communicating the strategic analysis, but introduction is cursory |
Does not introduce chosen organization |
15 |
| Leadership: Board Structure |
Meets “Proficient” criteria, and discussion demonstrates a sophisticated awareness of the nuances of board types within not-for-profit organizations |
Discusses the specific board structure present in chosen organization, including the benefits of this structure |
Discusses the specific board structure present in chosen organization, but discussion is cursory, contains inaccuracies, or does not include benefits |
Does not discuss the specific board structure present in chosen organization |
10 |
| Leadership: Management Strategies |
Meets “Proficient” criteria, and discussion demonstrates a complex grasp of personnel management strategies |
Discusses the current management strategies for recruiting, using, and retaining human capital, including to what extent a succession plan is in place |
Discusses the current management strategies for recruiting, using, and retaining human capital, including to what extent a succession plan is in place, but discussion is cursory or contains inaccuracies |
Does not discuss the current management strategies for recruiting, using, and retaining human capital |
10 |
| Leadership: Leadership Strategies |
Meets “Proficient” criteria, and evaluation demonstrates nuanced understanding of how leadership strategies and organizational structure influence managing boards, volunteers, and staff |
Evaluates the current leadership strategies and organizational structure for strengths and weaknesses in managing boards, volunteers, and staff |
Evaluates the current leadership strategies and organizational structure, but evaluation is cursory or contains inaccuracies |
Does not evaluate the current leadership strategies and organizational structure |
10 |
| Communications: Communication Strategies |
Meets “Proficient” criteria, and discussion demonstrates a sophisticated grasp of communication strategies used to promote shared values |
Discusses the organization’s current communication strategies, internal and external, for promoting the organization’s shared values |
Discusses the organization’s current communication strategies, internal and external, for promoting the organization’s shared values, but discussion is cursory or contains inaccuracies |
Does not discuss the organization’s current communication strategies |
10 |
| Communications: Public Relations |
Meets “Proficient” criteria, and description demonstrates nuanced understanding of the organization’s public relations strategies and branding techniques |
Discusses the organization’s public relations strategies and specific branding techniques |
Discusses the organization’s public relations strategies and specific branding techniques, but discussion is cursory or contains inaccuracies |
Does not discuss the organization’s public relations strategies and specific branding techniques |
10 |
| Communications: Advancing the Goals |
Meets “Proficient” criteria, and evaluation demonstrates nuanced understanding of how communication strategies can support advancing the goals of the organization |
Evaluates the current communication strategies for opportunities for advancing the goals of the organization both internally and externally |
Evaluates the current communication strategies for opportunities for advancing the goals of the organization both internally and externally, but evaluation is cursory or contains inaccuracies |
Does not evaluate the current communication strategies for opportunities for advancing the goals of the organization both internally and externally |
10 |
| Conclusion |
Meets “Proficient” criteria, and rationale demonstrates an insightful analysis of the organization’s leadership strategies and communication practices |
Summarizes the organization’s leadership strategies and communication practices |
Summarizes the organization’s leadership strategies and communication practices, but summary is cursory |
Does not summarize the organization’s leadership strategies or communication practices |
15 |
| Articulation of Response |
Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy to read format |
Submission has no major errors related to citations, grammar, spelling, syntax, or organization |
Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas |
Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas |
10 |
| Total: |
100% |
