Strategic Leadership

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Diversity in Governance: A Tool Kit for Non-Profit Boards

Diversity in GovernanceRefers to the source of strategic thinking and decisions that shape and direct an organization and its work and where, ultimately, accountability lies. Includes anything related to non‐profit boards as well as strategic leadership issues. for Non-profit Boards is a comprehensive toolkit for board chairs, heads of board governance committees and independent consultants when working with boards on issues around diversity and governance. The resource highlights five sections that will guide you through the steps for increasing diversity on your organization’s board of governance and includes checklist and questionnaires for assessing board diversity. Starting the Conversation (p. 5) Developing a Board Diversity Policy (p. 8) Conducting Board Outreach and Recruitment (p.10) Creating an Effective Board (p. 15) Keeping on Track (p. 19). 

 

Maytree (2007) Diversity in Governance: A Tool Kit for Non-Profit Boards. DiverseCity The Greater Toronto Leadership

When referring to an ‘organization’s leadership’, we mean the board, ED and senior management.

Project 

Creativity And Strategic Thinking: The Coming Competencies

In today’s rapidly changing business environment creative and strategic thinking

An approach to thinking about and envisioning the future of an organization and its work. Strategic thinking involves taking a longer term, ‘big picture’ view, keeping in mind the organization’s purpose and goals.

are essential to maintaining a competitive edge.  This short resource explores how creativity and strategic thinking process are developed and applied to organizational development

A process through which an organization increases its capacity to successfully pursue its mission. This can include collaboration to create organizational change, to enhance organizational health, and to improve staff satisfaction and effectiveness.

.  It also highlights how to gain competitive edge with clients

This term is used here to refer to the service-users that organizations work for and with and provide services to. We have chosen to use clients because of its common currency and ease of use, while acknowledging that it may unintentionally connote a particular ideology of patronage or a purely financial transactional relationships between organizations and the people they serve.

by anticipating and not reacting.

Herrmann-Nehdi A, (n.d.) Creativity and Strategic Thinking: The Coming Competencies

Anti-Oppression Practice for Community Groups

This document developed by Centre for community

The broad group of people who are stakeholders of an organization. Extending beyond the people that enter our buildings and use our services, an organization’s community may include cultural groups, sectoral partners, and other groups of people joined together by common identity, geography, and other bonds. Often where we use ‘community’ the word is actually short for multiple communities.

organizations came out of workshops that conducted 2012-2013. The goal of this document is to help start dialogue on how to build organizations and workplaces where all experiences and voices are welcome, valued and fully able to participate. It is not meant to be a comprehensive list of strategies, or a "quick fix"- rather, it provides ideas regarding challenges to implementing Anti-Oppressive practices within organizations, as well as Strategies and Solutions to make organizations more open to fostering equality and diversity.

Centre for Community Organizations (2013) Anti-Oppression

Used as an umbrella term that includes activities, practices, policies, ways of thinking, and initiatives that address oppression in all its forms (e.g. racism, homophobia, classism, ablism). Key to anti-oppression is an understanding that inequality and oppression exist in the world, and that all of us participate in unequal power dynamics in a variety of ways. Anti-oppression involves reflection and making choices about how to give, share, wield, or withhold power to assist and act in solidarity with people who are marginalized. Anti-oppression is sometimes used with the terms equity and accessibility: Anti-oppression is a broader term that includes a commitment to equity and accessibility. See both equity and accessibility.

Practice for Community Groups

Business Planning Tools for Non-Profit Organizations

This guidebook represents an extension of the Business Planning Tools for Non-Profits materials. The hope is that this resource will assist your boardYour board of directors provides governance to your organization., staff

For our purposes, staff refers to agency employees who are neither managers nor executive directors.

and volunteers in strengthening your organization and fully realizing your vision of service to your community

The broad group of people who are stakeholders of an organization. Extending beyond the people that enter our buildings and use our services, an organization’s community may include cultural groups, sectoral partners, and other groups of people joined together by common identity, geography, and other bonds. Often where we use ‘community’ the word is actually short for multiple communities.

.
Without financial self-sufficiency, non-profit organizations cannot choose their direction or concentrate on their mission. Instead, they remain subject to the demands of finding their funding sources and in turn meeting donor demands. As a result, in today’s world, financial self-sufficiency is nothing less than a critical requirement for non-profit organizations and, together with strategic planning

An activity carried out on a regular basis to clarify an organization’s purpose, goals, priorities, and a plan for reaching those goals and addressing the priorities.

and marketing, their highest priority.

The Score Foundation (2010) Business Planning Tools for Non-Profit Organizations

Business Planning Tools for Non-Profit Organizations

This guidebook represents an extension of the Business Planning Tools for Non-Profits materials. The hope is that this resource will assist your boardYour board of directors provides governance to your organization., staff

For our purposes, staff refers to agency employees who are neither managers nor executive directors.

and volunteers in strengthening your organization and fully realizing your vision of service to your community

The broad group of people who are stakeholders of an organization. Extending beyond the people that enter our buildings and use our services, an organization’s community may include cultural groups, sectoral partners, and other groups of people joined together by common identity, geography, and other bonds. Often where we use ‘community’ the word is actually short for multiple communities.

.
Without financial self-sufficiency, non-profit organizations cannot choose their direction or concentrate on their mission. Instead, they remain subject to the demands of finding their funding sources and in turn meeting donor demands. As a result, in today’s world, financial self-sufficiency is nothing less than a critical requirement for non-profit organizations and, together with strategic planning

An activity carried out on a regular basis to clarify an organization’s purpose, goals, priorities, and a plan for reaching those goals and addressing the priorities.

and marketing, their highest priority.

The Score Foundation (2010) Business Planning Tools for Non-Profit Organizations

Operating Reserve Policy Toolkit for Non-profit Organizations

This Toolkit was created to provide a resource to: help to make a compelling case within organizations for the need to establish an operating reserve- provide factors to take into consideration in determining the size of the operating reserve for their organizations; suggest practices for managing the reserve and reporting its balance; and offer some tools with which to go about drafting a policy to record decisions.

The National Center for Charitable Statistics, Center on Nonprofits and Philanthropy at the Urban Institute, and United Way Worldwide (2010) Operating Reserve Policy Toolkit for Non-profit Organizations

Human Resources Management Tools: Coaching, Mentoring and Succession Planning (2)

This resource developed by the Cultural Careers Council of Ontario is intended to help you understand the coaching

In the context of supervision of staff, coaching means the provision of ongoing and regular support: directing and offering feedback to staff to set and pursue goals, developing their capacity, addressing performance issues, and ensuring staff are equipped to excel. Modeling and demonstration of behaviours and tasks can be key aspects of coaching.

and mentoring roles of a manager, and to provide guidelines to help you fulfill that role in your organization. Both coaching and mentoring have been practiced in one form or another since people started working together. But it’s only in the last few decades that they have been widely recognized and used in the business world for their impact in leveraging both personal and organizational development

A process through which an organization increases its capacity to successfully pursue its mission. This can include collaboration to create organizational change, to enhance organizational health, and to improve staff satisfaction and effectiveness.

.

How and when to write policies and procedures

This resource is designed to help you identify when you ought to have a written policy or procedure, thereby reducing the risk of manuals so large as to be useless. It will to reduce the time commitment associated with the writing of policies and procedures, through the provision of frameworks and samples for the writing and you will be provided with a structure for reviewing your policies and procedures.]

 

D, Maree. (1999) How and when to write policies and procedures Second Edition published by ACROD Queensland Division 

How Non-profit Organizations Manage Risk

The purpose of this document is to identify the kinds of decisions where non-profit organizations need to manage their risks in a strategic fashion, to review what is known about how they approach these decisions, and to offer a conceptual framework that non-profits can use to develop a more sophisticated and effective approach to their risk-management

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

decisions.

Dennis R. Young. How Non-profit Organizations Manage Risk

Integrating Evaluative Capacity into Organizational Practice (Evaluation)

This resource was developed by The Bruner Foundation. It aims to help organizations build evaluative capacity—the capacity to do evaluation, to commission evaluation, and to think evaluatively.

Anita M. Baker and Beth Bruner (2010) Integrating Evaluative Capacity into Organizational Practice

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