Resources, Tools and Sample Policies

OrgWise electronic resources offer users a complement of resources to assist organizations in to their organizations capacity

This is a list of all resources. You can filter the list by typing in a keyword and/or category and clicking "Apply".
Human Resources

A Theory-Based Measure of Conflict Management Strategies in...

 

This is a work of scholarly research that sheds important light on important conflict management

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

strategies and procedures that managers can adopt and implement at the organizational level. It begins by describing some of the dimensions of conflict management theory with an emphasis on the five distinct conflict management strategies rooted in Dual Concern Theory (p 646).  The study continues by arguing that conflict management is the product of both structure (or lack of structure) and personality/emotional reactions to situations (p 664), though developing conflict management policies that note the various conflict styles can provide a much more stable framework for employees looking to address and manage conflict in the workplace.

De Dreu, C; Evers, A; Beersma, B; Luwer, E; Nauta, A. (2001). A Theory-Based Measure of Conflict Management Strategies in the Workplace. Journal of Organizational Behavior. 22. 645-668. Somerset, New Jersey, United States.

 

Canadian Diabetes Association Code of Conduct

The Canadian Diabetes Association’s Code of Conduct is a policy that serves as a great example and template for agencies looking to develop or review their own code of conduct. This work is simple and concise though it is well organized and divided into distinct categories. It begins by drawing upon the vision, mission and organizational culture of the Canadian Diabetes Association (p 1) and continues with provisions for ensuring accountability (p 1). One of the most salient points of the code of conduct is a clause regarding its implementation and monitoring (p 3). Agencies will find this code useful as it adopts a proactive approach and directly lists responsibilities that lie at both the individual and agency level.

Canadian Diabetes Association. (2012). Code of Conduct. HR Council. 1-3. Toronto, Canada.

 

Team-Building and Participation: Guide to Tips on...

This resource, developed by Gather the People, provides excellent insight into how executive directors and managers can cultivate teamwork and effective, internal collaboration among staff

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

members. Not only is teamwork essential for developing an inclusive and supportive workplace culture but it is often one of the most important variables in successful professional practice (p 1). The resource begins by offering strategies for developing effective and cohesive teams by focusing on core team values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

and some indisputable laws of teamwork (pp. 6-8). While it remains important for agencies to invest in team-building, this resource explains how team building can be productive activities and ways to structure team building activities into more formalized, engagement processes (pp. 11-12). 

Ben Asher, M; bat Sarah, K. (2009). Los Angeles, United States.

 

Toward a Theory of Managing Organizational Conflict

This resource provides an extensive and thorough overview of the conflict resolution and management

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

process, two important models that organizations can use to formulate effective conflict resolution and management procedures and policies. The paper begins by delving into the 6 principal instances when conflict can occur (p 207) and then continues by offering several criteria for conflict management, including: organizational learning and effectiveness, needs of stakeholders, and ethics (p 209). An important piece of information offered for agencies is to incorporate a ‘double loop process’ for managing conflict, essentially, examining conflict solutions from both a micro and macro perspective (p 212). A useful table mapping the styles of handling interpersonal conflict with situations (p 219) and the conflict management model (p 222) are particularly worth noting for agencies.

Rahim, M. (2002). Toward a Theory of Managing Organizational Conflict. The International Journal of Conflict Management. 13(3). 206-235. Bingley, United Kingdom.

7 Steps to Better Employee Self-Care in the Workplace

7 Steps to Better Employee Self-Care in the Workplace

How organizing our space can organize our thoughts and life: a chronicle<

How organizing can turn our life inside out, at first! Balancing work, family, and personal life has always been challenging for employees. It is even more challenging today. Our technological advancements are overwhelming us with its information overload. The workday is filled with multi-tasking expectations and increasing emphasis on efficiency, productivity< and global competitiveness. Employees find themselves competing not only against peers but also against a global workforce. These workplace< pressures continue to mount, especially with the current economic and political challenges and uncertainty. Such pressures can lead to the experience of cumulative stress< for employees. It may also compromise the quality of their performance in all areas of their lives, and their emotional and physical well-being overall. 

 

A Guide to Volunteer Program Management Resources

This 2001 guide from Volunteer Canada provides a list of key books, periodicals and on-line resources on the topic of volunteer program management.

A Theory-Based Measure of Conflict Management Strategies in...

 

This is a work of scholarly research that sheds important light on important conflict management

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

strategies and procedures that managers can adopt and implement at the organizational level. It begins by describing some of the dimensions of conflict management theory with an emphasis on the five distinct conflict management strategies rooted in Dual Concern Theory (p 646).  The study continues by arguing that conflict management is the product of both structure (or lack of structure) and personality/emotional reactions to situations (p 664), though developing conflict management policies that note the various conflict styles can provide a much more stable framework for employees looking to address and manage conflict in the workplace.

De Dreu, C; Evers, A; Beersma, B; Luwer, E; Nauta, A. (2001). A Theory-Based Measure of Conflict Management Strategies in the Workplace. Journal of Organizational Behavior. 22. 645-668. Somerset, New Jersey, United States.

Accommodations in the Workplace

Download the guide "A Place for All: A Guide to Creating an Inclusive Workplace" or visit the Canadian Human Rights Commission's website on workplace accomodation. The website includes a fact sheet, FAQs, and more.

Assigning Economic Value to Volunteer Activity: Eight Tools...

This resource manual was created to provide Canadian voluntary organizations with a systematic method for assigning an economic value to the activity of volunteers. It introduces eight measures you can use to demonstrate how much volunteers contribute to your organization, how much your organization invests in its volunteers, the extent to which volunteers increase the human resource capacity of your organization, the return on your organization’s investment in its volunteer program.

Attracting and Keeping Youth Volunteers – Creating...

 

This resource, developed by Imagine Canada through their Knowledge Development Centre, begins by addressing the demographic trends currently taking place within the non-profit sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

and that there is a growing recognition for organizations of the importance of attracting youth to ensure there is a continued stream of volunteers (p 1). The knowledge and important information shared in this document is the result of in-depth research, focus groups, interviews and written surveys that gives agencies great insight as to how they can effectively recruit, manage, and nurture leadership

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

among youth volunteers. There are some interesting case studies available (p 6-9) as well as important ideas relating to the integration of youth into an organization as a process.

Imagine Canada. (2005). Attracting and Keeping Youth Volunteers – Creating a 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. Culture that Nurtures and Values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

Youth. 1-16. Toronto, Canada.

 

Basic Facilitation Skills

This manual provides a basic guide for those who are periodically called upon to facilitate and for those who are first time facilitators. It focuses on the role of the facilitator in relation to meetings. The document contains facilitation skills, techniques, and competencies.

Published By: The Human Leadership

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

and Development Division of the American Society for Quality The Association for Quality and Participation. The International Association of Facilitators May 2002

Best Practice Guidelines for Screening Volunteers

This resource developed by Volunteer Canada outlines the essential steps for screening persons applying to work as volunteers. This resource highlights 10 steps in screen volunteer in order to mitigate risk in hiring a volunteer.  Also at the end of this resource their there is more detailed information on how to conduct volunteer screening.

Volunteer Canada (2008) Best Practice Guidelines for Screening Volunteers

This resource developed by Volunteer Canada outlines the essential steps for screening persons applying to work as volunteers. This resource highlights 10 steps in screen volunteer in order to mitigate risk in hiring a volunteer.  Also at the end of this resource their there is more detailed information on how to conduct volunteer screening.

Volunteer Canada (2008) Best Practice Guidelines for Screening Volunteers

Best Practices in Volunteer Management: An Action Planning...

This action planning guide is based on the Canadian Code for Volunteer Involvement. The purpose of this guide is to help organizations take practical steps to strengthen their organization’s volunteer management

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

practices.  The resource outlines 10 best practices

Best Practices / Good Practices / Promising Practices

Ways of working that are acknowledged as effective and deserving of emulation.

in engaging volunteers and focuses on helping organizations put the necessary structures in place for an effective and consistent volunteer program.

Canada Volunteerism Initiative (2005) Best Practices in Volunteer Management: An Action Planning Guide for Small and Rural Non-profit Organizations

This action planning guide is based on the Canadian Code for Volunteer Involvement. The purpose of this guide is to help organizations take practical steps to strengthen their organization’s volunteer management

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

practices.  The resource outlines 10 best practices

Best Practices / Good Practices / Promising Practices

Ways of working that are acknowledged as effective and deserving of emulation.

in engaging volunteers and focuses on helping organizations put the necessary structures in place for an effective and consistent volunteer program.

Canada Volunteerism Initiative (2005) Best Practices in Volunteer Management: An Action Planning Guide for Small and Rural Non-profit Organizations

Best Practices in Volunteer Management: An Action Planning...

This guide was developed as part of a project for the 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.

Support Centre of the Canada Volunteerism Initiative. There are ten volunteer management

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

practices described in this guide. These ten best practices

Best Practices / Good Practices / Promising Practices

Ways of working that are acknowledged as effective and deserving of emulation.

focus on essential volunteer management elements relevant to groups of all sizes.  These ten best practices follow a natural progression. The first three focus on laying the foundation for an effective program. The next three deal with developing safe and appropriate volunteer jobs and getting the right people for the positions. The final four centres on creating an environment that provides successfully recruited volunteers with the skills, support, and desire to stay involved.

Bridging the Gap – Enriching the Volunteer Experience to...

 

This resource, developed by Volunteer Canada in partnership with several other non-profits, is a research paper that examines effective volunteer engagement and retainment. It examines for demographic volunteer groups: youth (p 11), families (p 15), boomers (p 17) and employer-supported volunteers (p 13). The findings are based on surveys, interviews and gocus groups that collected data and information in order to map out the characteristics of each demographic group, their interests and also the major barriers they face that prevent them from engaging in volunteer work. Lastly, the report lists a variety of suggestions and recommendations for non-profits to capitalize on the talents of each group and respond to their unique needs and characteristics (p 19).

Volunteer Canada. (2011). Bridging the Gap – Enriching the Volunteer Experience to Build a Better Future For Our Communities.1-21. Canada.

 

Canadian Code for Volunteer Involvement

The Canadian Code for Volunteer Involvement provides voluntary and not-for-profit organizations with a philosophical framework for involving volunteers at the 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., leadership

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

and direct service levels. The Code outlines the values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

, principles

Accepted bases of action or conduct. For the Organizational Standards Initiative, our guiding principles provide a value‐laden foundation on which our work can be based.

, and standards

Desired and achievable levels of performance against which actual performance can be compared. Standards help to bolster public confidence, promote transparency and accountability, enhance performance and effectiveness, and help organizations achieve their mission, improve their practices, and educate board and staff about good practices.

for effective volunteer practices within organizations.

Coaching Strengthens Nonprofit Leaders and their...

This article explores a number of issues related to 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.

as a relatively new and promising tool for leadership

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

development.

By Carolyn J. Curran. Journal for Nonprofit Management

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

, 2008.

From the HR Council's HR Toolkit - a list of common features that help to make an HR policy easy to use and interpret - for example, good organization and layout, fairness and flexibility, clear language, etc.

Diversity at Work

Diversity at Work

Creating an inclusive and supportive work environment

Once an organization has successfully modified their recruitment and hiring practices to reach a more diverse audience, the next step is to successfully engage and support them as employees.

Visit the following HR Toolkit sections for information on HR practices that support an organization’s ability to engage and retain diverse teams. These practices are not exclusive to diversity and inclusion efforts but are considered particularly important to the successful engagement and retention of diverse talent.

Emergency and Critical Incident (Sample Policy)

This sample emergency and critical incident template could be adapted to organizations as a standalone policy or as an addition to similar policy. Emergencies and critical incidents in the workplace can affect people physically and psychologically, and affect program continuity. This policy helps organizations prepare for and effectively respond to emergency situations and critical incidents through the appropriate use of resources. The prevention and effective management

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

of emergency situations and critical incidents can assist to minimise the negative impact of an unexpected event.

This Employment Package is a series of resources to assist employers to recruit qualified administrators of volunteer programs. The resources include a generic position description, competencies for the profession, and sample interview questions.

EMPLOYMENT POLICIES AND PROCEDURES

EMPLOYMENT POLICIES AND PROCEDURES

 An organization should have the policies in place to explain how they will deal with issues when they arise and to show that they operate in a fair and consistent way towards all employees. 

It can be hard to write a policy from scratch.This resource will assist you with:

Developing and implementing a policy. 

What should an employment policy include?

Defining a good policy

HRSDC's Equality in the Workplace website provides information and resources on pay equityEquity is about fairness, justice, access to equal opportunity, recognizing inequalities and taking steps to address them. It requires eliminating barriers to economic, social and political opportunities and access to services. See also anti-oppression., the Racism-Free Workplace Strategy and the Employment Equity Act.

This resource, developed by the Ethics Resource Center, is available in an online format and provide non-profit agencies with a number of sample and practical guides related to developing effective staff

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

codes of conduct and ethics policies for staff and boardYour board of directors provides governance to your organization. members. Included within the toolkit is a glossary of terms, which is quite useful for agencies interested in defining key and important terms for inclusion, along with a number of common provisions for an organizations’ code of ethics. The toolkit highlights several important sub-policies and procedures that form the basis of a staff and organizational code of conduct including: employment practices, conflicts of interest, employment practices, and even environmental issues.

 

Brown, J . (May 29, 2009). Ethics Toolkit. Ethics Resource Center. Arlington, Virginia, United States.  Retrieved from www.ethics.org<.

 

For Cultural Competence: Knowledge, Skills and Dispositions...

 

This resource, developed by the Virginia Department of Education (VDOE), is a resource manual that explores the components cultural competence and how individuals can enhance their knowledge and skill competencies to improve staff

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

relations and contribute to an overall positive work environment. The guide begins by exploring the concept of cultural competence and progresses to discuss various strategies for developing cultural competence (pp. 54-58) and a strategy toolkit for integrating knowledge and awareness to enhance cultural competence (pp. 86-87). Lastly, a variety of training exercises related to understanding cultural competence and building cultural competencies of individuals are included that can be utilized in agencies as part of meetings and team building exercises (pp. 111-140).

Stith-Williams, V; Haynes, P. (05 September, 2007). For Cultural Competence: Knowledge, Skills and Dispositions Needed to Embrace Diversity – A Resource Manual for Developing Cultural Competence. 1-187. Richmond, Virginia, United States.

 

 

Guide to Developing a Base Salary Structure

This Hireimmigrants.ca Roadmap< resource provides key information on the need for, and how to develop, a base salary structure. It provides details on salary bands/ranges and the pros and cons of different approaches.

Guide to Mentoring

Provides a guide to mentoring in the workplace, which is seen as a key means to integrating, developing and retaining employees.

Sample hiring policies provided by the HR Council in the HR Toolkit include: employment contract, filling of temporarily vacant positions, recruitment, selection, hiring process, probation, orientation, training, secondment, employment of relatives, and more.

A conceptual overview of the various elements and phases in the field of labour relations.

The HR Toolkit is a comprehensive online resource designed to help managers, employees and boardYour board of directors provides governance to your organization. members better understand, address and manage issues relating to HR in voluntary and non-profit organizations.

Resources in the HR Coucil's HR Toolkit are referenced numerous times throughout the standards

Desired and achievable levels of performance against which actual performance can be compared. Standards help to bolster public confidence, promote transparency and accountability, enhance performance and effectiveness, and help organizations achieve their mission, improve their practices, and educate board and staff about good practices.

in the Human Resources section. You can use the links to the HR Council provided here, related to specific standards, or browse through the entire site on your own.

Human Resource Management

History Antecedent theoretical developments The Human Resources field evolved first in 18th century Europe from a simple idea by Robert Owen and Charles Babbage during the industrial revolution. These men knew that people were crucial to the success of an organization. They expressed that the wellbeing of employees led to perfect work. Without healthy workers, the organization would not survive.[6] HR later emerged as a specific field in the early 20th century, influenced by Frederick Winslow Taylor (1856-1915). Taylor explored what he termed "scientific management

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

" others later referred to "Taylorism", striving to improve economic efficiency in manufacturing jobs. He eventually keyed in on one of the principal inputs into the manufacturing process—labor—sparking inquiry into workforce productivity.[7] 

A short document that provides direction, guidelines, and tips for small organizations in the area of HR. In the introduction, the authors make no claim that this is a comprehensive document. It does, however, provide useful tips on how to recruit talented staff

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

despite less than competitive wages. The guide suggests that to compensate for limited financial resources, small organizations must make sure they have carefully developed their vision, mission and core values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

. It also provides ideas on how to beef up your benefits package in non-traditional ways.

Human Resources Training: HR for the Non HR Manager

Purpose of course

This course is an overview of human issues facing today's business owners, managers and human resource support staff

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

. You do not always have the expertise to deal with the many employee relationship issues you face, and yet you will be expected to make decisions that are both effective and legal.

Internal Communications, It’s Not Rocket Science!

 

This guide has been developed specifically for managers so that they can improve their methods and the vehicles for communicating with staff

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

members. This piece begins by stating that effective communication procedures and behaviours stem from taking a leadership

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

role and responsibility for affecting positive change (p 1). It then continues by listing some of tenets of effective internal communications (p 3) along with considerations for deciding upon the most effective internal communication tool(s) to use (p 7). Particularly useful is the ‘internal communications quick guide’ which lists a description of different forms of communication, why it is important, and when or how often to use when working with employees (pp 9-17).

Communications Nova Scotia. (2006). Internal Communications, It’s Not Rocket Science! Province of Nova Scotia. 1-60. Halifax, Canada

A website that provides a number of resources and links to help people learn to become a leader who can catalyze a team to achieve outstanding results. Includes topics such as: Change management

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

; Company culture; Leadership

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

; Learning organization; Mentorship; Planning; etc.

Editor: Michael J. Freeman.

Making the Most of Volunteers

This resource, developed by Public/Private Ventures, seeks to provide agencies with information and strategies for ensuring the effective and appropriate use of volunteer time and resources. This document discusses several important measures for screening and selecting volunteers (p 4-5) and also key considerations when working with volunteers from marginalized/disadvantaged communities (p 8). The information is supported by the agency’s work and research using a case study from Big Brothers Big Sisters in which the lessons of the agency concerning the use and support of volunteers is shared with the reader throughout the document.

Grossman, J.B; Furano, K. (July 2002). Making the Most of Volunteers. 1-20. Philadelphia, United States. 

 

Regardless of how people are organized, managing a team that's spread out in many locations can present huge challenges, even for the most experienced bosses. How do you ensure that everyone feels they're treated fairly, if you see some team members much more than others? How can you prevent remote team members from feeling isolated? And how do you get all members to buy into the team's objectives and stay on track?

 Abstract provided by Viemo Most managers can easily identify an employee performance issue, but what is difficult is effectively communicating this information. From the employee’s perspective when their manager does initiate a discussion it can come across as finger-pointing and disciplinary. Naturally this approach causes most people to react defensively, leading to a confrontational exchange and a strained relationship. It can seem easier to avoid these conversations altogether, particularly when the issue relates to difficult to quantify and discuss behavior based issues. This session will teach an intuitive process for crafting… performance feedback talking points to drive the change you are seeking while avoiding the difficulties that usually accompany these exchanges. Gain practical skills to confidently take on those seemingly awkward yet critical exchanges in a far less stressful way.Resker, J. (May 9, 2012). Managing Disruptive Employee Behaviours. 1:00:06. Retrieved from nonprofitwebinars.com 

Moving From Diversity to Inclusion

Moving From Diversity to Inclusion<

 

Do you know what you need to create an action plan for shifting from diversity management

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

to inclusion?

As a start, a common definition of “diversity” and “inclusion” is needed. Diversity means all the ways we differ. Some of these differences we are born with and cannot change. Anything that makes us unique is part of this definition of diversity. Inclusion involves bringing together and harnessing these diverse forces and resources, in a way that is beneficial. Inclusion puts the concept and practice of diversity into action by creating an environment of involvement, respect, and connection—where the richness of ideas, backgrounds, and perspectives are harnessed to create business value. Organizations need both diversity and inclusion to be successful.

Ontario Human Rights Code

Download the "Guide to your rights and responsibilities under the Human Rights Code" or visit the Ontario Human Rights Commission website on the Human Rights Code.

The Ontario Human Rights Code is for everyone. It is a provincial law that gives everybody equal rights and opportunities without discrimination in specific areas such as jobs, housing and services. The Code's goal is to prevent discrimination and harassment.

The Ontario Labour Relations BoardYour board of directors provides governance to your organization. is an independent, quasi-judicial tribunal mandated to mediate and adjudicate a variety of employment and labour relations-related matters under a number of Ontario statutes.

Operation Homefront Southern California – Volunteer Manual

 

This is a copy of the complete volunteer manual from Operation Homefront Southern California that can be utilized as an excellent guiding framework for non-profits in the Settlement

Amongst community based immigrant and refugee serving agencies, settlement is defined as a multi‐dimensional, long‐term, dynamic process that involves a two‐way process of accommodation and adjustment between immigrants/refugees and society. Hence, settlement programs include a diverse range of services – from those focused on frontline activities that address the individual needs of immigrants and refugees to community capacity building & advocacy initiatives that address the context or conditions in which they live.

Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

. The manual includes numerous important and critical areas that can adapted to suit the needs and programs of an agency including volunteer expectations and policies (p 15-24), information about volunteering from home (p 13) and numerous sample policies and templates (i.e. photo release form, expense claim form, volunteer time card sheet etc.)

Operation Homefront Southern California. (2011). Volunteer Manual. 1-131. San Diego, United States.

 

From the Free Management Library (US) - a list of organizational communications tools and resources on the following topics: communications assessment, basics of internal communications, external communications, and more.<

PERFORMANCE MANAGEMENT TOOL

PERFORMANCE MANAGEMENT

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

TOOL

 Download the tool<

PURPOSE:

To provide the organization with a means of managing the performance of their staff

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

through identifying critical performance objectives for all employees which are linked to the priority goals of the organization and reviewed on a specific time frame.

DESCRIPTION:

The Performance Management Tool consists of three complimentary parts: A Work Planning and Performance Review System, a guide for Developing Performance Objectives and a guide for Developing Job Descriptions.

Professional Development Strategies

Developing a self-care plan

Once you have created a self-care plan it is important to ask yourself, “what might get in the way?” What can you do to remove these barriers? If you can’t remove them you might want to adjust your strategies. Think honestly about whether any of your strategies are negative and how you can adjust your plan to avoid or minimise their impact.

It can be challenging if your workplace is not supportive of self-care activities, but you can still do things outside of work to help yourself. It is import that your plan resonates for you and that you put it in to action starting now.

Professsional Development Plan for Organizations

Professional Development

All types of facilitated learning opportunities that aim to increase a person’s skills or knowledge, leading to personal development and career advancement. Learning opportunities may include courses, workshops, coaching, etc and may be specific to the present demands on an organization’s staff or leadership, or may be more broadly relevant to a person’s career goals.

Plan

A professional development plan documents the goals, required skill and competency development, and objectives a staff

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

member will need to accomplish in order to support continuous improvement and career development. A professional development plan is created by the manager working closely with the staff member to identify the necessary skills and resources to support the staff member's career goals and the organization's business needs.

Professional development for staff members begins when a new member joins your team. In addition, all staff members should have a "living" professional development plan in place. Planning should not take place only after an staff member is identified as needing improvement. Professional development plans should be reviewed on an on-going basis throughout the year, with at least one interim https://hr.duke.edu/managers/performance-management/professional-development-plan<

Recruiting, Retaining and Rewarding Volunteers: What...

This resource, developed by the Canadian Centre for Philanthropy, is a report in which volunteers offer their opinions and advice on how non-profit organizations can better recruit and support volunteers and volunteer positions. It begins by listing the various types fo support that organizations should offer volunteers (p 3-4), while highlighting how organizations hinder the success of volunteers. This report also provides practical information to develop enhanced volunteer recruitment strategies (p 5) and shedding light on the value of staff

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

and social support to different types of volunteers, including: seniors, youth, and professionals (p 6).

 

Phillips, S; Little, B; Goodine, L. (2002). Recruiting, Retaining and Rewarding Volunteers: What Volunteers Have to Say. 1-8. Toronto, Canada.

An example of a Human Resources Manual - for the AIDS Committee of Toronto - a unionized environment. It covers personnel policies for staff

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

as well as policies relating to volunteers and boardYour board of directors provides governance to your organization. members.

The Critical Role of Conflict Resolution in Teams

 

This resource explores some of the linkages between various strategies for managing different forms of conflict and overall group performance and the sense of individual and group satisfaction. The article begins by focusing on core components of the conflict management

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

process (p 171) but wanted to extend the current research further by delving into specific conflict resolution strategies employed by groups and determine their effect on overall performance and satisfaction. The article illustrates some of its findings through the use of conflict concept mapping, in order to map out the various strategies employed and their effects (p 177). There is also interesting insight to shared group norms and understandings that correlate to a group performance and satisfaction, which may be useful for managers looking to cultivate certain norms and values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

within teams to ensure high levels of engagement and satisfaction in order to minimize conflict (p 180).

Behfar, K; Mannix, E; Trochim, W; Peterson, R. (2008). The Critical Role of Conflict Resolution in Teams: A Close Look at the Links Between Conflict Type, Conflict Management Strategies, and Team Outcomes. Journal of applied psychology. 93(1). 170-188.

 

The Dynamics of Conflict Resolution: A Practitioner’s Guide

This practitioner’s guide to conflict provides users with a great deal of useful information so that individuals can better understand the many dimensions and guises of conflict. It provides a useful definition of conflict, stating that ‘Conflict may be viewed as occurring along cognitive (perception), emotional (feeling), and [behavioural] (action) dimensions’ (p 2). The article focuses on conflict as a model which is centred on human needs the drive actions. Among these needs, the author includes interests (pp. 9-10), identity-based needs (pp. 10-12), and the desire for expression and for outcome (p 12-13). Although the guide employs an academic perspective, these ideas are important and serve as crucial foundations for any organizational policy, procedure, or process for resolving and/or managing conflict in the workplace.

Mayer, B. (April 4, 2000). The Dynamics of Conflict Resolution: A Practitioner’s Guide. 1-14. San Francisco, United States. 

Office of the Privacy Commissioner of Canada's Legal Corner Web site. Here, you will find a number of resources related to the Personal Information Protection and Electronic Documents Act (PIPEDA) and the Privacy Act.

Volunteer Connections: Creating an Accessible and Inclusive...

This manual aims to assist organizations in diversifying their volunteer force to be inclusive of persons with a variety of disabilities, and discusses the impact, opportunities and challenges presented. Creating an inclusive environment for individuals with disabilities (p. 3), Readying your organization and its people (p. 20)

 

Volunteer Exit Interview Form

Sample volunteer exit interview form that enables your organization to gain valuable feedback on your volunteers' experience.

Volunteer Management Audit: Canadian Code for Volunteer...

The Volunteer Management

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

Audit: Canadian Code for Volunteer Involvement has been developed as a tool for nonprofit and charitable organizations to assess their volunteer resources program. This audit tool is composed of seven sections which will provide important information about volunteer involvement and management practices within your organization.

Volunteer Screening Policy Development Tool

This document was created by the Volunteer Centre of Guelph/Wellington as a step-by step guide to the development of a policy and procedure surrounding volunteer screening. In Step #1, you will think about why your organization should screen prospective volunteers and you will then be able to use this information to develop a policy statement.  In Step #2 and beyond, you will answer questions about the logistics related to volunteer screening. By completing these steps, you will have made all the decisions relevant to volunteer screening and will be able to use the resulting information to develop a screening policy and procedure for your organization. Also included at the end of this document is a policy template, this can be used as a starting point on creating a volunteer screening policy

Volunteer Center of Guelph/ Welland (n.d.) Volunteer Screening Policy Development Tool (retrieval date May 26, 2014

Search this collection for resources on volunteers and volunteering developed from projects funded by the Canada Volunteerism Initiative's Knowledge Development Centre (2002 - 2007) and the International Year of Volunteers Research Program (2001 - 2002).

Volunteers Self Evaluation Form

Sample volunteer evaluation form, that enables your organization to gain valuable feedback on your volunteers' experience.

A Community Based Approach

Building Policy Partnerships: Making Network Governance Work

This resource, developed by the Institute on 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., summarizes the findings of seven umbrella organizations in order to identify and establish effective network governance structures, practices and ways to find mutually beneficial links between  non-profits and various stakeholders on policy issues. The document explores the policy formulation process and how it must take into account a variety of perspectives stemming from third parties and minority groups in order to be effective (p 13). It also examines various avenues for influencing public policy that non-profits have at their disposal (p 16-17) as well as public education campaigns ( p 15-16).

Institute on Governance. (February 2002). Building Policy Partnerships: Making Network Governance Work. 1-27. Ottawa, Canada.

 

 

Communities and Local Government: Working Together

This resource manual, developed by the Ontario Healthy Communities Coalition, relates to how organizations can forge new and strengthen existing relationships with local and municipal governments. The document begins by exploring the Healthy Communities Model, which recognizes that “a healthy 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.

provides our [physical, mental, spiritual, and emotional] needs for all its members, and maintains healthy relationships both within and outside of the community” (p 2). The manual outlines various opportunities in which agencies can engage with local governments at various levels and stages of decision-making (pp. 12-15, 23-27).

Ontario Healthy Communities Coalition. (May, 2003). Communities and Local Government: Working Together. 1-43. Toronto, Canada.

 

Producing Your Own Media

This resource, developed by Civicus, is a toolkit to assist organizations to communicate their vision, mission, and message to stakeholders and the greater public through print media. The toolkit begins by providing readers with an overview of media and how to produce effective media, which begins with the development of a media strategy (pp. 7-11). Included in the toolkit are sample production schedules and plans for producing a newsletter (pp. 11-12) that serve as great guiding frameworks. Information related to newsletter/magazine design and layout (pp. 17-23) also provides insight and numerous strategies that organizations can adopt when developing effective and striking print media. Lastly, a sample mind map is provided that serves as a great template and activity that users can use when developing content for presentations (p 62)

Hurt, Karen; Civicus. (2011). Producing Your Own Media. 1-75. Washington D.C, United States.

 

 

What is Demonstrating Value?

Demonstrating Value offers a simple process and helpful resources to enable you to use information and data more effectively to run your organization, plan for the future and show your value to the 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.

. It was designed by community for community.

10 Mistakes Nonprofit Organizations Make When Creating...

This short document from Mission Minded has some great points to get you thinking critically about your communications materials.

A Guide to Measuring Advocacy and Policy

As more non-profits engaged in advocacy and policy work to address public issues and effect social change, there is a growing desire to gauge the impact of investments in this area. How to evaluate the effectiveness of advocacy and policy work is an emerging question of interest within the philanthropic and non-profit audiences. Answering that question, however, has proven difficult because relatively few instructive resources exist to help those who wish to measure progress in this area.  The guide is presented in two main sections: Section 1 is an overview of the context for measurement of advocacy and policy work, including the inherent evaluation challenges (pg. 6). Section 2 presents a menu of outcome categories which describe changes that may result from advocacy and policy work and discusses evaluation design issues that relate to outcome selection. This section also outlines several factors that influence the selection of an appropriate evaluation design and provides both a case example and examples of data collection tools (pg. 11).

A Manager’s Guide to Choosing and Using Collaborative...

This report on public network management

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

attempts to integrate and critically evaluate what is known about the various kinds of networks and network management. The framework presented in this document allows public managers in the non-profit and private sectors whose work is funded by government, to understand more clearly what kind of network they are attempting to manage or manage in. It will also provide a number of tools and methods that network managers can use to achieve network goals.

Milward, B. and Proven, K (2006) A Manager’s Guide to Choosing and Using Collaborative Networks

A step-by-step guide: creating an outreach plan

This step-by-step guide is intended to be used as a tool to help you create your own outreach plan. Outreach can be described as using a specific message to communicate between your group and the public for mutual benefit. Creating and implementing a basic outreach plan for your parents’ group will help you create awareness, recruit members, and gain resources.

Advancing Together the Roles of the Nonprofit Board in...

This resource developed by First Non-profit Foundation. It states that strategic alliances can improve organizations’ ability to advance the mission and serve their customers - by achieving a scale that increases the availability or types of programming and by making a deeper impact through the capabilities of several partners. Successful strategic alliances strengthen organizational capacityA multi‐faceted concept referring broadly to an organization’s power, strength, and ability to grow, develop, and accomplish its goals. Elements of capacity can include knowledge, people and resources. and quality, expand knowledge and connections, and enhance effectiveness through collaborative leadership

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

, combined staff

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

and volunteers, joint fundraising, and shared technology and facilities.
 
Revised, by Emil Angelica and Linda Hoskins and Gary J. Stern (2011) Advancing Together the Roles of the Non-profit BoardYour board of directors provides governance to your organization. in Successful Strategic Alliances, First Non-profit Foundation

Anti-Oppression and Diversity Policy - Sistering

An excellent sample policy and implentation plan from Sistering.

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

Anti-Racism Anti-Oppression Policy - IWSO

This is a sample anti-racism and anti-oppression policy from Immigrant Women Services Ottawa, including complaints process and definitions.

Anti-Racism Policy Implementation Plan - OCASI

An old sample anti-racism policy implementation plan from OCASI. It covers implementation within various levels of the organization. This document can be modified for use within other organizations and adapted into an 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.

plan.

30 Ideas to Apply to Your Organization

This infographic from Vancouver-based 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.

Solutions provides 30 tips to build your organization’s evaluation capacity.

Building NGO/CBO Capacity for Organizational Outreach

 

This resource, developed by UN-HABITAT, is a guide that explores how non-government organizations and agencies can communicate more effectively with stakeholders, engaging in advocacy work and influence policy and decision-making, and developing strategic alliances. The resource is divided into Part One, which explores each of three central  themes, and Part Two, which provides tools for self-directed learning. Unique features of this resource include strategies for engaging in outreach through public relations campaigns (pp. 10-12) and even how networking can be incorporated into one’s communication strategy (pp. 14-16). Lastly, several important points are explored in relation to creating successful alliances and engaging in strategic collaboration (pp. 20-22).

Fisher, F. (2004). Building NGO/CBO Capacity for Organizational Outreach. 1-32. Nairobi, Kenya. 

 

Building Successful Collaborations: A Guide to...

This resource, developed by Cambridge & North Dumfries 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.

Foundation, is framed as a guide for executive directors for successful agency-agency collaboration using a coordinated approach. The guide begins by noting the value of collaboration and the idea that agencies should conceive partnership as a spectrum, with varying levels and degrees (p 4). A useful list of questions is also presented to enable agencies to begin exploring whether they are ready to explore initiating a collaborative relationship (p 5). An important section to note is the area exploring conflict between parties. Because the majority of conflict is rooted in miscommunication, a useful table outlining the various types of conflict, the associated causes and signs, and practical solutions is presented to the reader (p 12).

Parkinson, C. (2006). Building Successful Collaborations: A Guide to Collaboration Among Non-Profit Agencies and Between Non-Profit Agencies and Businesses. 1-20. Cambridge, Ontario, Canada. 

Building Sustainable Non-Profits: The Waterloo Region...

This resource, developed jointly by the Centre for Research and Education in Human Services and the Social Planning Council of Cambridge and North Dumfries, is a manual intended to provide agencies with a variety strategies to cope with sustainability challenges while using the Waterloo Region as a case study. This manual begins by examining organizational sustainability in four dimension: relationships and partnerships, organizational culture, planning and leadership

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

, and organizational relevance. An excellent exercise in reviewing existing partnerships and networks enables agencies to objectively assess the benefits of the relationship and how it is linked to an agency’s mission and objectives (p 20-21). Another worksheet allows Directors to reflect on organizational values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

by separating the written and unwritten beliefs that serve influence organizational culture (p 55-58).

Centre for Research and Education in Human Services; Social Planning Council of Cambridge and North Dumfries. (2004). Building Sustainable Non-Profits: The Waterloo Region Experience. 1-95. Kitchener, Canada.

 

 

Change Management Best Practices Guide

 

This Change Management

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

Best Practices

Best Practices / Good Practices / Promising Practices

Ways of working that are acknowledged as effective and deserving of emulation.

Guide is designed to give general guidance to public sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

bodies undertaking change. It is not intended to be prescriptive nor exhaustive. It is not intended to be prescriptive nor exhaustive. A 'one-size-fits-all' approach to managing change is ineffective, as each public sector organisation is different, with its own structure, history, culture and needs, and each change event is different. The characteristics of each change (type, breadth, size, origin etc.) also influence the way change is planned and effectively managed.

Change Management Best Practices Guide.  The Queensland Government Chief Information Office: Retrieval date March 26, 2014

Change Management Best Practices Guide

This Change Management

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

Best Practices

Best Practices / Good Practices / Promising Practices

Ways of working that are acknowledged as effective and deserving of emulation.

Guide is designed to give general guidance to public sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

bodies undertaking change. It is not intended to be prescriptive nor exhaustive. A 'one-size-fits-all' approach to managing change is ineffective, as each public sector organisation is different, with its own structure, history, culture and needs, and each change event is different. This Guide is intended as a tool to disseminate ideas and best practice guidance on common change success factors and the sorts of actions that public sector organisations can undertake to address them.

Collaboration Processes: Inside the Black Box

This article contains a wealth of knowledge for people seeking to understand collaboration processes. The authors argue that public managers should look inside the “black box” of collaboration processes. Inside, they will find a complex construct of five variable dimensions: 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., administration, organizational autonomy, mutuality, and norms. Public managers must know these five dimensions and manage them intentionally in order to collaborate effectively.

 

Thomson, A & P, James. Collaboration Processes: Inside the Black Box. Public Administration Review • December 2006: Special Issue

See the Colour of Poverty campaign's fact sheets on the racialization of poverty and how it connects with education, health, employment, income, immigration, justice, housing, and food security.

Communication Access for People who have Communication...

This booklet is intended to inform organizations about providing accessible goods and services to people who have communication disabilities, and may be a helpful resource in complying with the customer service standard under the Accessibility

The degree to which organizations and their services can be accessed by as many diverse people as possible. Whether something is accessible can depend, for example, on service design, organizational climate and culture, physical structures. Accessibility is related to the concept of ‘barriers,’ which are practices, structures, attitudes, and other things that block access. See also the definition of anti-oppression.

for Ontarians with Disabilities Act, 2005 (AODA)

The Accessibility Directorate of Ontario (2009) Communication Access for People who have Communication Disabilities

Community Based Approaches to Disaster Mitigation

 

This resource, developed by the Center for Disaster Preparedness, explores the use of 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.

based approaches to mitigate risks and reduce the impact of disasters, shifting away from a top-down approach (pp. 269-270). This document explores and offers an in-depth analysis of community based disaster management

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

(CBDM) in which its aims are chiefly to transform vulnerable communities to disaster-resilient communities. The methodology of CBDM as well as an explanation of the various steps involved in this process is detailed (pp. 274-276). Lastly, a section that highlights the importance of community participation and appropriate methods for enhancing such participation in a sustainable manner is included as a guiding framework for non-profit organizations (pp. 282-285).

Victoria, L. (26 September, 2002). Community Based Approaches to Disaster Mitigation. 269-314. New York, United States. 

 

Community Engagement Framework

This framework from Vancouver Coastal Health has some great suggestions: On improving your organization's engagement and responsiveness to the communities you work with, see all three selections listed below. Regarding facilitation of community capacity building, see just the second two.

This toolkit is designed to support Alberta’s Comprehensive 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.

Institutions (CCIs), Community Adult Learning Councils (CALCs), community literacy providers, and other employment and training providers to assess adult learning needs through coordinated activities at the local level. The toolkit provides step-by-step instructions, tips, and sample tools to help CCIs and community partners ensure that educational programs and services are responsive to local learning and labour market needs. 

Community Revitalization

 

This resource, developed as a written component of a Ph.D. general examination, explores and compares the use of an asset-based approach to 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.

organizing with the use of an asset-based approach to community development in relation to community revitalization.  Inherent in community development are the issues of scale, control, and disorganization, which are explored in greater detail (pp. 4-7). Ideas and strategies are also provided for organizations looking to strengthen and support community organizing through the use of an asset-based approach to community development (pp. 11-13), which can be incorporated into project evaluation frameworks and monitoring.

Pinkett, R. (21 March, 2000). Community Revitalization. 1-17. Boston, United States. 

 

Count Me In – Tools for an Inclusive Ontario

This resource, developed by the Ontario Prevention Clearinghouse, is a publication that provides great insight and information relating to understanding inclusion and the realities facing many of the communities and 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.

in Ontario. Although this publication focuses on the emergence of a holistic approach to building healthy communities in Canada, it provides agencies with important insights and various factors to consider when formulating an engagement/inclusive strategy to effectively reach and serve the needs of communities. It begins by exploring the idea of inclusion from a holistic perspective as a starting point for agencies (p 11-12). Many sample worksheets and templates are provided so agencies can apply the learned information and examine their agency’s methods of inclusion and outreach to communities and clients.

Ontario Prevention Clearinghouse. (March 2005). Count Me In – Tools for an Inclusive Ontario. 1-57. Toronto, Canada.

 

Determinants of Mental Health for Newcomer Youth: Policy...

 

This resource, developed by a consortium of researcher from non-profits and academic institutions, draws upon information gathered from a study of newcomer youth from four various communities in Toronto and how their experience have implications for agencies providing services to newcomer youth in Canada. Beginning by offering statistics of the number of youth settling in Canada (p 1), the article provides statistical analysis of the data and examines the unique settlement

Amongst community based immigrant and refugee serving agencies, settlement is defined as a multi‐dimensional, long‐term, dynamic process that involves a two‐way process of accommodation and adjustment between immigrants/refugees and society. Hence, settlement programs include a diverse range of services – from those focused on frontline activities that address the individual needs of immigrants and refugees to community capacity building & advocacy initiatives that address the context or conditions in which they live.

related stressors experienced by newcomer youth (p 2). It also examines the implications of institutionalized and systemicRelating to the system. discrimination on youth (p 3) but also the types of networks utilized by youth to cope with settling in Canada (p 4). This information can be valuable for agencies looking to better reach out to youth and ensure that they can benefit from the services and programs being provided.

Shakya, Y; Khanlou, N; Gonsalves, T. (2008). Determinants of Mental Health for Newcomer Youth: Policy and Service Implications. 1-5. Toronto, Canada.

 

Developing 4-H Needs Assessment through ‘Focus Group’...

 

 

This resource, developed by the University of Nevada Cooperative Extension, uses a case study to illustrate how focus groups can be advantageous for organizations to use as environmental scans and also to conduct needs assessments for the 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.

. The document outlines strategies for screening and selecting applicants, including a sample telephone screening questionnaire (p 7). This document also provides strategies for setting up a meeting room that is encourages active participation among participants and the importance of establishing the right atmosphere (pp. 9-10). Lastly, a sample exit survey for those participating in the focus is included that can be easily modified to suit the theme or subject matter of a session of a non-profit organization (pp. 21-23).

Barker, W. (2010). Developing 4-H Needs Assessment through ‘Focus Group’ Interviewing. 1-25. Reno, Nevada, United States. 

 


 

Developing a Workplace Anti-harassment Policy

Developing a Workplace Anti-harassment Policy

This resource produced by the Canadian Human Rights Commission can be used as a template to create your own organizations anti-harassment policy.

Canadian Human Rights Commission 

Developing Effective Coalitions: An Eight Step Guide

This resource, developed by the Prevention Institute, serves as a useful tool for organizations that are looking to strengthen existing coalitions or initiate and lead a coalition in order to influence outcomes or goals. It begins by outlining several key advantages of coalitions, including the fact that they can conserve resources, can have greater credibility than an individual organization, and they provide a forum for sharing information (pp. 4-5). The guide outlines the eight important steps to building an effective coalition. In each of the steps, it several suggestions and strategies are offered including important considerations. Of particular interest include the spectrum of intervention, which outlines different types of intervention methods (p 7), and a detailed summary of the six elements of a successful coalition structure (pp. 16-20).

Cohen, L; Baer, N; Satterwhite, P. (2002). Developing Effective Coalitions: An Eight Step Guide. 1-29. Oakland, CA, United States. 

Diversity Analytical Framework: A CAMH Frame of Reference...

This is a self- evaluation framework outlining the opportunities for discrimination, inclusion, and best practices

Best Practices / Good Practices / Promising Practices

Ways of working that are acknowledged as effective and deserving of emulation.

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., services, stakeholder

Here refers to a person or a group of people who have an interest in, or are affected by the organization now or in the near future.

relations, and HR policies and practices.

Pages 7-11, regarding Services, are particularly relevant for this standard.

Diversity at Work

Diversity at Work

Creating an inclusive and supportive work environment

Once an organization has successfully modified their recruitment and hiring practices to reach a more diverse audience, the next step is to successfully engage and support them as employees.

Visit the following HR Toolkit sections for information on HR practices that support an organization’s ability to engage and retain diverse teams. These practices are not exclusive to diversity and inclusion efforts but are considered particularly important to the successful engagement and retention of diverse talent.

Orientation< 
Employee engagement and retention< 
Performance management< 
Flexible work arrangements< 
Interpersonal communication< 
Learning & development<

This online tutorial video provides individuals with information pertaining to creating accessible PDF documents along with several follow-up tutorials. One should be aware of formatting and the sequencing of information that is presented in a PDF document. Bookmarks and articles to assist in organizing information for the reader as well as the use of semantic tags. The author also states that all images should be accompanied by text, but if the description of an image exceeds 255 words an appendix should be added at the end of the document. Attention to detail including the use of clear, legible font and the use of colour and patterns to accompany information (i.e. tables and graphs) can ensure a document is more accessible as well. Benbow, Timothy. (April 2011). Eight Essentials for Creating Accessible PDF Documents. University of California Fullerton. 15:13. Retrieved from YouTube.

Facilitated Discussions: A Volunteer Management Workbook

This resource, developed by Volunteer Canada, serves as a workbook for agencies that seek processes and established practices for organizing and leading facilitated discussion sessions with volunteers and participants from the 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.

. These sessions are important for non-profits as they can serve as platforms for discussion related to issues within the community, outreach, and even program evaluation (through comments and feedback). Among the numerous templates and checklists offered, a generic template for hosting facilitated discussions is provided (p 13) that stresses the importance of including priority setting activities and theming processes. The core steps to the best practices

Best Practices / Good Practices / Promising Practices

Ways of working that are acknowledged as effective and deserving of emulation.

of facilitation (p 22-23) also serve as a useful guide for those leading the session and guiding participants through activities. Lastly, information related to record keeping (p 25) and communicating the results to stakeholders (p 28) is included so agencies can effectively track, monitor, and utilize the information captured.

Weaver, L. (2011). Facilitated Discussions: A Volunteer Management

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

Workbook. 1-35. Ottawa, Canada.  

 

 

Facilitator Guide to Encourage Newcomer Voluntarism

 

This resource, developed by the Ontario Council of Agencies Serving Immigrants

In this document, the terms ‘immigrants,’ ‘refugees,’ and ‘newcomers’ are intended to be broadly inclusive. Our varied use of ‘immigrants,’ ‘refugees,’ and ‘newcomers,’ is intended to reflect the breadth and heterogeneity of the communities served by OCASI’s membership, many of whom have been in Canada for many years and/or have less-than-full status, for example.

(OCASI), is designed to provide resources for staff

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

members who work with newcomers

In this document, the terms ‘immigrants,’ ‘refugees,’ and ‘newcomers’ are intended to be broadly inclusive. Our varied use of ‘immigrants,’ ‘refugees,’ and ‘newcomers,’ is intended to reflect the breadth and heterogeneity of the communities served by OCASI’s membership, many of whom have been in Canada for many years and/or have less-than-full status, for example.

in order to introduce immigrants to volunteer and civic engagement opportunities with the purpose of fostering greater 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.

engagement and participation in an agency’s programming. While the guide begins exploring the aspects of community engagement and the various levels of participation (pp. 8-9), it also notes numerous barriers to engagement that communities and groups face (pp. 11-12). In the appendices, a sample volunteer workshop template, sample questionnaires, and group discussion questions are available for organizations (pp. 31-46).

Ontario Council of Agencies Serving Immigrants. (February 2008). Facilitator Guide to Encourage Newcomer Voluntarism. 1-55. Toronto, Canada.

 

Felder's and Silverman's Index of Learning Styles

This resource is an Index of Learning Styles originally developed by Richard Felder and Linda Silverman and summarized by Aman Consulting. According to this model of there are four dimensions of learning styles, and individuals should think of these dimensions as a continuum with one learning preference on the far left and the other on the far right. This resource serves as a useful tool for evaluating and presenting information and how this can be communicated with stakeholders

 

Felder, R; Silverman, L. (2002). Felder's and Silverman's Index of Learning Styles. 1. Waterloo, Canada. 

Abstract retrieved from YoutubeWe are all constantly selling - ourselves, our ideas, our recommendations and our organizations - to colleagues, bosses, direct reports, clients, politicians, bureaucrats, strategic partners, corporate sponsors and donors. This presentation provides you with a number of innovative ways to become more influential.Chamandy, I; Aber, K. (April 21, 2011). Five Good Ideas about "Branding - Why Choose You?". Maytree Foundation. 31:10. Retrieved from Youtube. 
Abstract retrieved from YoutubeIt's a fact -- 70% of new business and 60% of jobs are attained through some sort of networking or relationship marketing. With statistics so compelling, how can you not spend time honing your networking skills. An entrepreneur, consultant and trainer, Lisa Mattam delivers an impactful and insightful presentation so you can take your networking skills to the next level. In her five good ideas, she explores the traditional channels for networking in addition to newer social media. She also provides concrete tips and tools that will enable the networker to leave an impression that lasts.Mattam, L. (January 19, 2011). Five Good Ideas about Knowing How to Work the Room. Maytree Foundation. 33:19. Retrieved from Youtube. 

From Diversity to Inclusion

Move from compliance to diversity as a business strategy

The world has become highly diverse, but many companies have not—especially when it comes to combining diversity with the inclusive culture needed to truly drive value.

WRITTEN BY

·         Many organizations promote diversity while struggling to fully leverage the business benefits of a diverse workforce.

·         Nearly one-third of respondents to the Human Capital Trends global survey say they are unprepared in this area, while only 20 percent claim to be fully “ready.”

·         In a recent study, 61 percent of employees report they are “covering” on some personal dimension (appearance, affiliation, advocacy, association)1< to assimilate in their organization.2<

·         Leading companies are working to build not just a diverse workforce, but inclusive workplaces, enabling them to transform diversity programs from a compliance obligation to a business strategy.

Grant Writing Toolkit: The Program Plan

 

This resource, developed by the United Way of Central New Mexico, is a guide that is intended to assist agencies in proposal writing and securing funds for programs and project initiatives. The resource opens by stating that grant writing, along with securing funding, also ‘provides a vehicle for [an] organization to educate funders about key 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.

needs’ (p 2). Apart from providing an overview of common grant proposal components (pp. 2-3), it provides a series of important questions for Executive Directors and Managers to consider when writing grant proposals, including questions related to need, the program in questions, budget, outcome, capacity, and future sustainability (pp. 4-5). A series of additional grant-writing electronic tools are included at the end of the resource for further reading (p 7).

Tamm, J; Nephesh, T. (14 July, 2010). Grant Writing Toolkit: The Program Plan. 1-7. Albuquerque, United States.

 

 

Guide for Writing Proposals

Sample Outline

The following is a sample outline for a project proposal. Note that all questions for a section may not apply to your proposal, and should be used as a general guide only.

1.     Introduction (1 or 2 paragraphs)

2.      Motivation (1 to 3 paragraphs)

3.       Project Summary (1 paragraph)

4.       Project Details

5.       Conclusion (1 paragraph)

6.       Conclusion (1 paragraph)

Guide to Planning Inclusive Meetings

This resource, developed by Human Resources and Skills Development Canada, can serve as a guide to meetings that ensure inclusiveness and the removal of barriers in order to ensure the unrestricted and full participation of each individual present. The guide begins by offering strategies for selecting the appropriate venue while ensuring facilities are accessible and even planning safety and evacuation procedures (p. 5-7). Specific tips are offered for those conducting the meeting, including organizers, chairpersons, and presenters (pp. 9-14). An extensive accessibility

The degree to which organizations and their services can be accessed by as many diverse people as possible. Whether something is accessible can depend, for example, on service design, organizational climate and culture, physical structures. Accessibility is related to the concept of ‘barriers,’ which are practices, structures, attitudes, and other things that block access. See also the definition of anti-oppression.

checklist for planners is included that covers several important aspects of planning a meeting, including preliminary budget planning, scheduling considerations, meeting facility, and event registration (pp. 35-53). Lastly, a list of service providers and organizations  are included for agencies looking for additional resources and specific sources of information, including: the Canadian Abilities Foundation (CAF), the Canadian hearing Society (CHS), Employment EquityEquity is about fairness, justice, access to equal opportunity, recognizing inequalities and taking steps to address them. It requires eliminating barriers to economic, social and political opportunities and access to services. See also anti-oppression. Policy, and the Mental Health Commission of Canada (pp. 21-33).

 

Human Resources and Skills Development Canada. (2009). Guide to Planning Inclusive Meetings. 1-56. Gatineau, QC, Canada.

 

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 

This article from the Canadian Network for the Prevention of Elder Abuse, provides questions and answers in dealing with stereotypes with the "elderly" and "seniors" so that they can be better served in our organizations.

 

 

Human Resources Tools: Leadership and Building Your Team

The need for effective leaders in the cultural sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

is enormous, not just to ensure the success of their organizations but also to promote and act as spokespersons for their 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.

. This is particularly important for increasing community interest and involvement in the arts, as well as for commitment and financial support from private and public sector sponsors.

Human Resources Tools: Tips on Leading and Contributing to...

Human Resources Tools: Tips on Leading and Contributing to Meetings

As managers, you’re always busy planning, preparing for and running meetings with your own staff

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

, with other members of the organization or the sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

, or simply contributing to other people’s meetings. This guide looks at your role as a meeting leader and as a meeting participant. It examines how to plan and conduct meetings effectively: defining your desired outcome, preparing for the meeting, making discussions constructive, handling interruptions and conflict, and generating ideas.

Cultural Career Council Ontario (N.D.) Tips on Leading and Contributing to Meetings Retrieval Date, May 15, 2014 

Immigrant Seniors Forum Proceedings Report: Hearing the...

This report back from the Immigrant Seniors Advocacy Network provides first-hand accounts of what it is like to be an immigrant senior and the services they need, and includes recommendations on providing better services. See from page 9 on in particular.

This page on the Canadian Council for Refugees website is a resource of links to recent media articles about refugees and immigrants. The articles can be filtred by date, type of article, and subjects.

Inclusion Research Handbook - Ontario Women's Health...

 

This handbook, developed by Ontario Women’s Health Network, is intended to provide details of the history and development of Inclusion Research and also to agencies with a how-to guide on conducting Inclusion Research. This document begins by defining Inclusion Research (p 11) and also outlining the general and specific benefits of Inclusion Research for non-profit agencies, ranging from strengthening relationships with stakeholders and providing marginalized communities with a sense of ownership on issues and priorities to increasing transparency and accountability to support effective programs and services to meet the complex needs of communities (p 16). Included in this document is a sample agenda session for agencies to utilize when meeting with those that are the subjects of the research (p 46) and also a variety of checklists and templates that agencies will use when conducting Inclusion Research. Among these templates and checklists are: an accessibility

The degree to which organizations and their services can be accessed by as many diverse people as possible. Whether something is accessible can depend, for example, on service design, organizational climate and culture, physical structures. Accessibility is related to the concept of ‘barriers,’ which are practices, structures, attitudes, and other things that block access. See also the definition of anti-oppression.

checklist (p 112), a sample matrix sheet for selecting committee members (p 118) and even a sample interview form (p 127-130).

Ontario Women’s Health Network. (2009). Inclusion Research Handbook. 1-204. Toronto, Canada.

 

This toolkit from the Ontario Healthy Communities Coalition is aimed at supporting inclusion of the full diversity of communities, particularly in small to mid-sized and volunteer-driven organizations. See section 3 for tips on holding inclusive community events, focus groups, and key informant interviews.

Integrated Anti-Oppression framework for Reviewing and...

This resource was developed by Spring Tide. It aims to help organization review their current policy using an Anti- oppression

The systemic mistreatment of one group of people by another group of people between whom there is an imbalance of institutional power. Mistreatment can include psychological, physical and verbal forms of abuse and subjugation; it can be subtle and need not be intentional. Examples include racism, sexism, ableism, heterosexism, classism, and so on.

framework. This toolkit is full ideas of what organizations can do to challenge social inequality (pg. 2) Barriers and challenges to integrated ant-oppression (pg. 6) Applying 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.

to policies (pg. 9) setting up a policy review committee and accessing the accessible of your  policies and work sheets (pg. 15-40)

Alexander, M, (2008) An Integrated Anti-Oppression framework for Reviewing and Developing Policy. Springtide Resources. 

Integrating Evaluative Capacity into Organizational...

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

The Building Movement Project developed this set of case studies as a response to numerous requests from groups looking for real-life examples of the often-challenging process of incorporating social change models into social service work. The five case studies in this publication offer examples of organizations that are integrating social change activities into their work.

Mapping Change: Using a Theory of Change to Guide Planning...

This guide examines the concept of 'Theory of Change', which is offered as a process which establishes a blueprint of a roadmap for the work and anticipates its likely effects and outcomes (p 1). Theory of change is distinguished from a logic model

A visual representation or work plan of how your program works. It lists what you put into your program (resources), what you do (activities), and what you plan to achieve (outputs and outcomes).

in that a theory of change takes a much wider view of desired change and identifies preconditions that will enable and even inhibit eac possible step (p. 3). The guide also includes three important, overarching evaluation questions useful for agencies to rely upon as well as particular indicators

Evidence or measures that show that a certain condition exists or certain results have or have not been achieved. They tell you how much progress has been made toward the intended goals, objectives, outputs or outcomes. Here, indicators are the practical and measurable markers that monitor specific aspects of a standard. Meeting certain indicators means the achievement of some level of the standard.

to note (p. 5). Lastly, a useful flow chart is included which enables agencies to map the information presented in a logical sequence that can be consulted and developed at all stages of a project (p. 8).

Mackinnon, A; Amott, N; Mcgarvey, G. (2006). Mapping Change: Using a Theory of Theory of Change to Guide Planning and Evaluation.  GrantCraft. 1-12. New York City, United States.

Maximize Your Time and Efforts – Collaborate!

This resource, developed by the Alberta Culture and 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.

Spirit Department of the Government of Alberta, is a useful resource that examines the key factors for successful collaboration, and how the boardYour board of directors provides governance to your organization. can facilitate successful collaboration. Successful collaboration requires synergy and coordination of time and resources (p 2), in order for rewards to be jointly recognized and for the benefit of all parties involved. The resource continues by citing 6 key factors for successful collaboration, which include: internal and external conditions; purpose, planning, and progress; characteristics of the members; structure and process; communication and resources (p 3), and then examines each factor in greater detail (pp. 3-8). Checklist outlining the pre-conditions that need to be met in order to secure ongoing support for collaboration as well as what an organization is willing to contribute are also included (p 9).

Alberta Culture and Community Spirit, Government of Alberta. (2009). Maximize Your Time and Efforts – Collaborate! 1-10. Edmonton, Canada.

Meeting the Collaboration Challenge

This workbook, its companion videotape, and the Drucker Foundation Web site are designed to complement James Austin’s The Collaboration Challenge. Together these resources can help your nonprofit organization further its mission through strategic alliances with businesses. These resources can be used, alone or in combination, to encourage your boardYour board of directors provides governance to your organization., volunteers, and staff

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

to consider carefully whether and how to develop alliances with businesses.

The number of mergers involving non-profit organizations is increasing. So, too, is the need for concise, practical information to guide non-profit leaders through the merger process. This resource provides you information about non-profit mergers.  Different Perspectives of Merger (pg. 1) topics includes-Merger Process Overview and Context, Mergers and Other Types of Strategic, Alliances- 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.

(pg. 11)
Environmental Assessment, Organizational Assessment, Forces Driving Strategic Alliance, Formation Partner Selection (pg. 19) Criteria for Selecting a Merger Partner, Creation of a Joint Feasibility Task Force, Building Trust with a Potential,  Partner, Due Diligence Defined (pg. 49), Defined Professional Assistance in Conducting, Due Diligence, Good Faith Assumptions, Managing the Unexpected and The Value of Due Diligence.  
 
Published in 2001 in the United States of America by the Mandel Center for Non-profit Organizations

Merging Non-profit Organizations the Art and Science of the...

The number of mergers involving non-profit organizations is increasing. So, too, is the need for concise, practical information to guide non-profit leaders through the merger process. This resource provides you information about non-profit mergers.  Different Perspectives of Merger (pg. 1) topics includes-Merger Process Overview and Context, Mergers and Other Types of Strategic, Alliances- 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.

(pg. 11)
Environmental Assessment, Organizational Assessment, Forces Driving Strategic Alliance, Formation Partner Selection (pg. 19) Criteria for Selecting a Merger Partner, Creation of a Joint Feasibility Task Force, Building Trust with a Potential,  Partner, Due Diligence Defined (pg. 49), Defined Professional Assistance in Conducting, Due Diligence, Good Faith Assumptions, Managing the Unexpected and The Value of Due Diligence.  
 
Published in 2001 in the United States of America by the Mandel Center for Non-profit Organizations

Modernizing Settlement Powerpoint Presentation

This workshop provided by CIC details the new Modernized Approach to Settlement

Amongst community based immigrant and refugee serving agencies, settlement is defined as a multi‐dimensional, long‐term, dynamic process that involves a two‐way process of accommodation and adjustment between immigrants/refugees and society. Hence, settlement programs include a diverse range of services – from those focused on frontline activities that address the individual needs of immigrants and refugees to community capacity building & advocacy initiatives that address the context or conditions in which they live.

Service Delivery. The presentation explains this outcome based approach through a sample logic model

A visual representation or work plan of how your program works. It lists what you put into your program (resources), what you do (activities), and what you plan to achieve (outputs and outcomes).

and its corresponding detailed explanation of each part. Furthermore, CIC explains how an organization can be eligible for funding using this approach. 

Montana Advocacy and Communications Nonprofit Toolkit

This resource, developed by the Montana Nonprofit Association, serves as a basic guide for organizations to communicate advocacy and lobbying efforts with policymakers and members of the media and build/maintain important relationships with key actors. While advocacy work seeks to affect an aspect of society by appealing to different actors, lobbying refers to specific efforts to influence legislation (p. 4). The resource continues by providing a thorough overview of the lobbying process, including tips for lobbying by letter and phone (pp. 10-12) with two sample letters as templates. The final section details information for organizations looking to work and build relationships with the media by outlining how to generate coverage of an issue (pp. 28-29), and tips for writing an effective press release along with a press release template (pp. 30-33).

Montana Nonprofit Association. (2008). Montana Advocacy and Communications Nonprofit Toolkit. 1-54. Helena, MT, United States.

Moving From Diversity to Inclusion

Moving From Diversity to Inclusion<

Do you know what you need to create an action plan for shifting from diversity management

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

to inclusion?

As a start, a common definition of “diversity” and “inclusion” is needed. Diversity means all the ways we differ. Some of these differences we are born with and cannot change. Anything that makes us unique is part of this definition of diversity. Inclusion involves bringing together and harnessing these diverse forces and resources, in a way that is beneficial. Inclusion puts the concept and practice of diversity into action by creating an environment of involvement, respect, and connection—where the richness of ideas, backgrounds, and perspectives are harnessed to create business value. Organizations need both diversity and inclusion to be successful.

A list of upcoming holidays and celebrations from a variety of cultures.

National Settlement Service Standards Framework

 

This resource, a discussion paper developed for the National Settlement

Amongst community based immigrant and refugee serving agencies, settlement is defined as a multi‐dimensional, long‐term, dynamic process that involves a two‐way process of accommodation and adjustment between immigrants/refugees and society. Hence, settlement programs include a diverse range of services – from those focused on frontline activities that address the individual needs of immigrants and refugees to community capacity building & advocacy initiatives that address the context or conditions in which they live.

Conference of 2003, shares some agreed-upon norms as a result of consultation and collaboration between various levels of government and non-profit agencies. The document first defines different service types and service areas along with a list of activities (p 14-16) that agencies within the Settlement Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

are engaged in. This resource also explores how agencies can use various models in order to effectively measure settlement outcomes (p 20) and even provides a sample exercise in program evaluation using the Program Logic Model

A visual representation or work plan of how your program works. It lists what you put into your program (resources), what you do (activities), and what you plan to achieve (outputs and outcomes).

(p 23). Lastly, the resource explores and list minimum core competenciesA set of knowledge, skills and abilities required to perform a job. for Settlement Workers (p 31-33) and even model job descriptions (p 41-43).

Wong-Tam, M. (2003). National Settlement Service Standards

Desired and achievable levels of performance against which actual performance can be compared. Standards help to bolster public confidence, promote transparency and accountability, enhance performance and effectiveness, and help organizations achieve their mission, improve their practices, and educate board and staff about good practices.

Framework. 1-64. Calgary, Canada. 

 

NOAA Fisheries Northeast Region Outreach Strategic Plan

This resource, developed by the National Oceanic and Atmospheric Administration (NOAA) Fisheries, is a copy of the NOAA’s strategic outreach plan logically divided and organized into several sections. This resource serves as an excellent template that may be used by non-profit organizations as it breaks down and highlights the core and fundamental components of a strategic outreach and communications plan. There are sections that detail the various primary and secondary goals as well as the justification for these goals (pp.6-10). The resource also incorporates a logic model

A visual representation or work plan of how your program works. It lists what you put into your program (resources), what you do (activities), and what you plan to achieve (outputs and outcomes).

into the plan and even a blueprint for agencies when listing outreach activities and their associated outputs (pp. 12, 20).

National Oceanic and Atmospheric Administration. (2005). NOAA Fisheries Northeast Region Outreach Strategic Plan

A document at the organizational level, delineating an organization’s mission, goals, and strategies for attaining these goals. A strategic plan typically covers a 3-5 year timeframe.

. 1-20. Gloucester, Massachusetts, United States.

 

 

Nonprofits and Social Media: It Ain’t Optional

This resource, developed by Ventureneer and Caliber, provides agencies with useful information concerning the importance of utilizing social media to support organizational and program growth and also by offering several strategies for effectively integrating social media at the organizational level. The resource begins by citing 10 highly successful social media habits that have been adopted by non-profit organizations (pp. 2-4). It then continues by offering agencies with a number of guidelines and frameworks that may be adopted by organizations when initiating or adopting social media complete with case studies as examples (pp. 55-13). The guide even examines a Twitter tweet and illustrates the various components of a tweet as an example (p 6) and even offers some useful metrics available for organizations to measure their return on investment in social media

Ventureneer: Caliber. (October 4, 2010). Nonprofits and Social Media: It Ain’t Optional. 1-40. New York City, United States. 

Ontario Population Projections Update: 2010-2036 Ontario...

This resource, released by the Government of Ontario, provides updated population projections for each region in Ontario from the base year of 2010. This report highlights notable trends in immigration and emigration as well as demographic shifts including age and sex, that will influence the demands for services and programs and the changing needs of Ontarians. One of the highlights is the increase in the number of senior citizens, which is expected to rise to make up 13.9% of the population (p 4). Of particular interest are the figures projecting immigration trends to Ontario (22-23) as well as the projected increase of non-permanent residents in Ontario (p 24-35). Statistical tables and a glossary of terms is also included as appendices to the document.

 

Government of Ontario. (Spring 2011). Ontario Population Projections Update: 2010-2036 Ontario and Its 49 Census Divisions. 1-96. Toronto, Canada.

 

Partnership Toolkit: Tools for Building and Sustaining...

This document is an extensive resource touching on many aspects of partnership and collaboration. Read the whole thing, or choose a section based on your organization`s top priorities.

Pathways to Gender Justice: A Toolkit for People Working in...

Canadian Council for Refugees toolkit for adopting a gender analysis.

Policy and Procedures on External Communications - IWSO

This sample policy from Immigrant Women Services Ottawa outlines their communications activities, where responsibility for those activities lies, and who acts as agency spokesperson in certain situations.

Policy Recommendations and Best Practices for Agencies...

Provided by the Trans Programmes at The 519, this succinct one-pager provides recommendations for organizational policies and best practices that aim to improve service accessibility for trangender and transsexual community members.

Positive Spaces Starter Kit - OCASI

This starter kit aims to share resources and increase organizational capacity to serve more effectively LGBTQ newcomers. It includes amongst other: tips for supporting LGBTQ clients, an overview of laws protecting the LGBTQ community, and tips and tools on how to make your agency a positive space.

Practical Strategies for Working with Trans Clients

Recommendations for working with trans clients, and standards and indicators for making your organization inclusive of trans people.

The document refers to 'patients,' but is nonetheless applicable to our sector.

Project Evaluation Guide for Non-Profit Organizations

 

This guide developed by Imagine Canada is designed to assist charitable and non-profit organizations to conduct precise and appropriate project evaluations, and then communicate and use the results of evaluation effectively. Its primary focus is to help organizations that would like to perform project evaluations by using their internal resources, and to make evaluation a part of their project management

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

and strategic development.

Imagine Canada 2006 Project Evaluation Guide for Non-Profit Organizations

Project Evaluation Guide For Nonprofit Organizations:...

 

This guide book, developed by Imagine Canada, is designed to allow agencies the opportunity to conduct precise project evaluations and also communicate the results of the evaluations to stakeholders. The guide book is divided into four training modules in which each section contains important information related to the process of project evaluation. Aside from the information offered in the guide book, several ready to use templates and checklists have been included so that agencies can adapt and use them accordingly. Of particular interest is an evaluation tools checklist (p 14), a sample activity tracking log (p 30), and the necessary contents of an evaluation report (p 50).

Zarinpoush, F (Imagine Canada). (2006). Project Evaluation Guide For Nonprofit Organizations: Fundamental Methods and Steps for Conducting Project Evaluation. 1-89. Toronto, Canada.

 

 

Promoting Your Organisation

This resource, Developed by Civicus, is  a toolkit that provides Executive Directors  with action items and strategies for effectively promoting their respective organization. This work, though often left out, is important as it “deepens your organisation’s[sic] roots in the 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.

[and] sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

... and it gives your organisation[sic] a public profile” (p 1). The resource begins by exploring the importance of context in relation to promotional work (p 6) and aligning a promotional strategy with the overall vision, mission and objectives of the organization (pp. 11-13). Several tips are also offered on conducting an effective environmental scan, in order to ensure a promotional strategy can be successful (pp. 21-24) and outlining the various step-by-step elements of a promotion strategy, made available in an easy to follow flow chart (p 27).

Hurt, K. (2012). Promoting Your Organisation. 1-65. Washington, D.C, United States.

Racial Equity Organizational Self-Assessment

This one page questionnaire is aimed at raising organizational awareness and contributing to organizational change towards racial equity. Questions cover both organizational operations and staff competencies, and next steps are suggested based on your 'Racial Equity Score.'

To see the whole Race Matters Toolkit from the Annie E. Casy Foundation, go to http://www.aecf.org/KnowledgeCenter/PublicationsSeries/RaceMatters.aspx

This is a Toronto network with the mandate to address barriers to services and resources faced by non-status women impacted by gender-based violence through coordinated public education and advocacy for the purpose of systemic change.

Sample Client Rights and Responsibilities Policy - Access...

This is a 2-page sample policy from Access Alliance Multicultural Community Health Services.

Sample Research Policy - Access Alliance

This sample research policy from Access Alliance outlines guiding principles and priorities for research, ethics, process, and considerations for dissemination.

Sample Research Publication and Authorship Policy - Access...

This policy sample from Access Alliance includes guidelines for research authorship and addressing validity and misconduct in publication.

Access Alliance's statement of Anti-Oppression Principles and Practice, posted on their website, describes their understanding of oppression and its impacts, what it means for the people they serve and the context they work in, and what their commitment is as an organization.

Sample Statement of Values and Principles Guiding Research...

This sample from Access Alliance lists and explains the values and principles they choose to guide their research: Community benefit, capacity building, collaboration and inclusion, and equity and dignity.

Sexual Harassment Policy

This sample policy outlines employees’ responsibilities in ensuring that a workplace is free from sexual harassment. This sample policy could be a starting point for any organization to develop their own anti-sexual harassment policy in their organization. 

Sexual Harassment Policy - COSTI

This sample Sexual Harassment policy was developed by COSTI. It covers implementation principles

Accepted bases of action or conduct. For the Organizational Standards Initiative, our guiding principles provide a value‐laden foundation on which our work can be based.

, fundamental principles, and definitions of sexual harassment in the workplace and complaints procedures. This document can be modified for use within other organizations and adapted into an 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.

plan.

Sexual Harassment Policy Can Save Employers Money

This resource aims to educate employer on the ramifications of incidences of sexual harassment in the workplace. It stipulates that sexual harassment in the workplace are both tangible and non-tangible and occurrence of sexual harassment in the workplace have potential cost associated, which may include staff

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

taking off sick time, low morale and productivity, absenteeism, high turnover and damages in the event of a successful complaint.    Giesbrecht T and Foster K Sexual Harassment Policy Can Save Employers Money  

This guidebook developed by the Building Movement Project was developed for staff and board members of nonprofit service organizations who are interested in learning how to incorporate progressive social change values and practices into their work. Progressive social change aims to transform the underlying systemic problems that result in inequalities in the distribution of power and resources—inequalities that directly affect the lives of those served by the vast majority of nonprofit service organizations.

Strategic Communications Planning for Not-for-Profit...

This guide produced by the Institute for Media, Policy and Civil Society for the Centre des organismes communautaire (Centre for Community Organizations) outlines thow to develop a strategic communications plan. Includes developing buy-in, identifying audiences, strategies, budgeting, and evaluating your plan. See page 64 for an outline of a strategic communications plan.

Strategies for Effective Proposal Writing

Strategies for Effective Proposal Writing

Readiness is an important element of a successful proposal. Funders will want to know if you are an accountable organization. The following chart will help you self-assess your strengths and weaknesses by taking a look at the “workings” of your organization. z Why does your organization exist? z Who implements your goals and objectives? (the “work”) z How do you do it? are you a formal or informal organization? do you work well with others? do you leverage small successes into bigger ones (i.e. dollars, partnerships, timing)?

Once you are satisfied that you are indeed ready to develop your proposal and are targeting the appropriate funder, it is time to put pen to paper.

Attribution. (Ontario Healthy Communities Coalition)

Strengthening the Capacity of Nonprofit and Voluntary...

 

 

This resource, developed by Imagine Canada, is a sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

report which has collated the data and information gathered from surveys and a series of roundtable concerning six primary areas. These areas include: improving the engagement of volunteers ( pp. 3-5), improving conditions for paid staff

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

(pp. 7-9), developing better funding practices (pp. 11-13), providing more support for smaller organizations (pp. 15-17), collaborating and pooling resources (pp. 19-21), and finally, participating in policy development and communicating the value of the sector (pp. 23-25). Each sections contains an overview of the results of the survey and roundtable discussions, but more importantly, recommendations and actions that non-profits can take to address these issues.

Barr, C; Brock, K; Frankel, S; Hall, M; Murray, V; Nicol, R; Roach, R; Rowe, P; Scott, K. (2006). Strengthening the Capacity of Nonprofit and Voluntary Organizations to Serve Canadians. 1-35. Toronto, Canada.

 

 

 

The Demonstrating Value Workbook: An Activity Guide to...

 

This resource, developed by Vancity 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.

Foundation, is an activity book to be used by non-profit to organize data and information and communicate the value of the services and programs to stakeholders. This workbook follows a multi-step process guide and features a variety of activity sections that can be utilized and filled in. Of particular importance is the section defining stakeholders and ranking determining which stakeholders are of highest priority (p 5) and also a section on information mapping (p 9-11). Apart from listing several other resources with each activity section, the activity book lists several common methods of collecting and monitoring information that can be used by your agency (p 26).

 

Vancity Community Foundation. (February, 2011). The Demonstrating Value Workbook: An Activity Guide to Tracking and Expressing Your Organization’s Success. 1-34. Vancouver, Canada.

 

By Jon Russell. This short tutorial highlights the main ways humans get into trouble trying to communicate, and describes effective new ways to communicate which avoids these pitfalls.

The Partnership Handbook

This resource, sponsored by Human Resources Development Canada (HRDC), extensively examines the various facets of partnerships including preparations, the process, and even various types of partnerships. The handbook draws attention to the differences in function of partnerships (p 8) and even the degrees of involvement of partnerships, including considerations (p 9-10). A partnership self-assessment is included so agencies can determine what work needs to be done prior to establishing or formalizing a partnership (p 19). The handbook draws attention to the three principal stages of developing effective partnerships (p 25) and methods that can be used to evaluate existing partnership agreements and relationships (p 40-42).

Frank, F; Smith, A. (2000). The Partnership Handbook. 1-82. Gatineau, QC, Canada.

The Regularization of Non-Status Immigrants in Canada 1960-...

This resource, developed by OCASI’s STATUS Campaign, collates the findings of a collaborative research project led by a team of university researchers and 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 in Toronto with the intent to better understand the past and present needs and histories of regularization programs for non-status

Refers to immigrants and refugees who for one reason or another have less than full residence status in Canada. People living with less than full status include individuals who are refugee claimants waiting for a decision, rejected claimants, approved convention refugees who did not apply for permanent residence within 180 days, people who overstayed their visas, those who experience sponsorship breakdown while their application for permanent residence is in process, as well as people who entered Canada undetected. This is distinct from the concept of status as it is applied to aboriginal and First Nations people.

immigrants

In this document, the terms ‘immigrants,’ ‘refugees,’ and ‘newcomers’ are intended to be broadly inclusive. Our varied use of ‘immigrants,’ ‘refugees,’ and ‘newcomers,’ is intended to reflect the breadth and heterogeneity of the communities served by OCASI’s membership, many of whom have been in Canada for many years and/or have less-than-full status, for example.

in Canada. This body of research begins by highlighting how regularization programs have illustrating that although regularization programs are often introduced as more restrictive immigration procedures and policies were introduced into law (p 7-8). Apart from exposing numerous barriers that these individuals face in terms of restricted access to services and resources, this resource also shares the advocacy work and campaigning done by other non-profits to shed light on this issue (p 35). Numerous ideas and additional resources are provided for Settlement

Amongst community based immigrant and refugee serving agencies, settlement is defined as a multi‐dimensional, long‐term, dynamic process that involves a two‐way process of accommodation and adjustment between immigrants/refugees and society. Hence, settlement programs include a diverse range of services – from those focused on frontline activities that address the individual needs of immigrants and refugees to community capacity building & advocacy initiatives that address the context or conditions in which they live.

sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

agencies so they can also become more involved in addressing and illuminating some of the systemicRelating to the system. and structural barriers faced by non-status immigrants and refugees

In this document, the terms ‘immigrants,’ ‘refugees,’ and ‘newcomers’ are intended to be broadly inclusive. Our varied use of ‘immigrants,’ ‘refugees,’ and ‘newcomers,’ is intended to reflect the breadth and heterogeneity of the communities served by OCASI’s membership, many of whom have been in Canada for many years and/or have less-than-full status, for example.

(p 45-49).

Khandor, E; McDonald, J; Nyers, P; Wright, C. (November 2004). The Regularization of Non-Status Immigrants in Canada 1960-2004: Past Policies, Current Perspectives, Active Campaigns. 1-49. 

Toolkit for Working with LGBTQ Refugees and Immigrants

This toolkit, developed by the Among Friends project - an LGBTQ refugee & immigrant initiative, provides a glossary of terms, tips on what to say when clients disclose their sexual identity, language and attitude do's and don'ts, dealing with homophobic comments and name-calling, myths about LGBTQ people, and more.

Trans Inclusion Policy - Centre for Women and Trans People

This is a sample Trans Inclusion Policy. "Trans" is an inclusive term for transgender

This term has many definitions. It is frequently used as an umbrella term to refer to all people who deviate from their assigned gender or the binary gender system (of male and female), including intersex people, transsexuals, cross-dressers, transvestites, gender queers, drag kings, drag queens, two-spirit people, and others. Some transgendered people feel they exist not within one of the two standard gender categories, but rather somewhere between, beyond, or outside of those two genders. The term can also be applied exclusively to people who live primarily as the gender “opposite” to that which they are assigned at birth. These people may sometimes prefer the term “transsexual”. Some others may prefer not to identify as transgender or transsexual, but instead to identify as simply “men” or “women”. Transgender people may or may not want to change their bodies. Sometimes ‘transgender’ is shortened to “trans”.

, transexual, gender variant individuals. To access the policy online, please visit http://womenscentre.sa.utoronto.ca<.

Professional development

All types of facilitated learning opportunities that aim to increase a person’s skills or knowledge, leading to personal development and career advancement. Learning opportunities may include courses, workshops, coaching, etc and may be specific to the present demands on an organization’s staff or leadership, or may be more broadly relevant to a person’s career goals.

in the nonprofit sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

is a vital tool for strengthening organizational effect­iveness in the face of continuous change. It stands against a backdrop in which 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.

needs are many, resources are few and both funding and policy parameters are continuously in flux. At the same time, the field of professional development is itself evolving to meet the challenges of satisfying current training needs, responding to emerging ones and developing cost-effective options for how, when and what training is delivered. Is the level of demand for training.

What is sexual Harassment?

This document provides definitions and terms and identifies inappropriate acts, gestures and attitudes that may result in sexual harassment in the workplace. 

Where, Oh Where, Did Our Membership Go?

This resource, developed by the Alberta Culture and 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.

Spirit Department of the Government of Alberta, examines strategies of membership retention as well as attracting new members for non-profit organizations. First and foremost, it is important for each organization to establish the raison d’être for membership and the rationale for membership relations (p 2). The guide also provides some useful strategies for establishing goals related to membership engagement and retention (p 4) and even techniques for recruiting strategic organizations as members (5). Such techniques include training and information sessions, networking, and using the correct recruitment tools that will compel agencies to join as a member (p. 5).

Alberta Culture and Community Spirit, Government of Alberta. (2009). Where, Oh Where, Did Our Membership Go? 1-6. Edmonton, Canada. 

Working in Partnership: Recipes for Success

This resource, developed by the Wild Rose Foundation, has been developed in response to emerging trends encouraging increased collaboration amongst non-profit organizations as a result of a decrease in the prominence and role of the government (p 5). This work book is intended to enable agencies to use a step-by-step approach to connecting with other agencies and supporting mutually benefitting partnerships. A number of useful checklists are provided which allow agencies to first evaluate and name their vision, realities, partnership priorities and expectations (p11). Important questions surrounding compatibility, in order to ensure the partnership is mutually benefiting, are explored (p 20 -22) and even tools for enhancing existing partnerships (p 34-36).

Wild Rose Foundation. (June 2001). Working in Partnership: Recipes for Success. 1-42. Edmonton, Canada. 

Workplace Violence and Harassment Understanding the Law

This guide explains what every worker, supervisor and contractor needs to know about workplace violence and workplace harassment requirements in the Occupational Health and Safety Act. It describes everyone’s rights and responsibilities and answers, in plain language, the questions that are most commonly asked about these requirements. 

Board roles & responsibilities

Depending on the Angle: Perspectives of Conflict and...

This article centres on research and case studies to identify different styles of management

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

and different approaches to conflict. It is premised on the idea that even though some of the same workplace issues exist in different organizations, the outcomes in terms of organizational climate may not necessarily be the same (p ii). The most salient point of this piece is the discussion portion at the end (p 62), which provides readers with an interesting and useful table linking similar workplace issues with key perspectives, management styles, and organizational climate (p 62). One interesting aspect is a management style to foster increased communication, where organizations would involve employees to open the flow of information and this ‘facilitated a high level of trust’ (p 65). It advocates for agencies to adopt a participatory approach, which views conflict as a positive force since ‘[it] can force employers to look at their own systems in order to see what they can do differently to make life easier and more functional for all parties involved (p 68).

Pike, K. (January, 2009). Depending on the Angle: Perspectives of Conflict and       Workplace Climate. 1-82. Ithaca, New York, United States.

 

Financial Management of Not-for-Profit Organizations

This financial management

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

for non-profit organization was created by Blackbaud. It states that the budgeting process and the ongoing management of cash and other assets are two critical areas of focus for not-for-profit financial managers. This focus is dictated by the overarching stewardship obligations of a charitable organization that receives money from the public to meet a perceived societal need.
 
 Financial Management of Not-for-Profit Organizations Blackbaud October 2011

The Canadian Social Enterprise Guide, 2nd Edition

This resource, developed by Enterprising Non-Profits, is a guide book/workbook geared towards agencies that are contemplating initiating a social enterprise activity that is in line with both the mission and financial needs. The various reasons of initiating a social enterprise are explored, including: diminished government funding, filling a void in the marketplace, furthering one’s mission, and as a vehicle for social innovation (pp. 4-7). Although the guide book is quite lengthy, several important templates, checklists, and case studies are offered as examples to clarify important themes and concepts. Important sections to note are idea identification and feasibility analysis (pp. 45-60) and understanding the legal context (pp. 101-121).

Enterprising Non-Profits. (August 2010). The Canadian Social Enterprise guide, 2nd Edition. 1-122. Vancouver, Canada.

20 Questions Directors of Not-For-Profit Organizations...

 

This resource, developed by the Risk Management

Risk management involves examining a situation and 1) identifying what can go wrong, 2) identifying measures to avoid such problems, and 3) if something does go wrong, identifying steps that can be taken to lessen the negative impact. These measures may include the use of policies, procedures, and protections (such as insurance or education). Risks can be related, for example, to financial loss, workplace safety issues including abuse & physical harm or injury, property damage, or loss of reputation.

and 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. BoardYour board of directors provides governance to your organization. of Canada of the Canadian Institute of Chartered Accountants, provides a series of questions that executive directors can use to better understand and mitigate potential risks that their agency may face. The document delves into detail regarding defining both ‘risk’ and ‘risk management’ and how various risks can be identified by both the executive director and the board. In addition, it outlines the various duties and responsibilities for each party in relation to assessing and addressing organizational risks. The document is divided into three distinct sections: risk context and policy (p 4), managing risk (p 11), and monitoring and learning (p 20)

Lindsay, Hugh. (2009). 20 Questions Directors of Not-For-Profit Organizations Should Ask about Risk. 1-36. Toronto, Canada.

 

Act Your Age – Organizational Lifecycles and How they...

This resource, developed by BWB Solutions, explores the lifecycles of boardYour board of directors provides governance to your organization. of non-profit agencies and how each stage will influence the roles and responsibilities of board members, the organizational structure

Organizations can be divided into three major areas that help it to fulfill its mission: governance, work and management (Grant & Crutchfield, 2007). Governance is the source of strategic decisions that shape the organization and its work and where, ultimately, accountability lies. Work refers to the implementation of activities and tasks that must get done to fulfill the organization’s mission. Management is the link between governance and work and includes the day‐to‐day direction of tasks, people, relationships, finances, and technology to get the job done. Organizational structure refers to these 3 areas and how they interact/work together to accomplish an organization’s mission.

of the board, and addressing specific needs. The stages are as follows: infancy (start-up or start-over), juvenile (growth), adolescence (growth and decline), and maturity (established) (pp. 1-2). The guide also illustrates each stage of a board’s lifecycle with case studies to explore and better understand the inherent behaviours that occur during various development stages. With each stage, several important insights and guiding tips are offered , including a checklist for boards to determine an organization’s current phase (pp. 8-9).

Burns, M. (2010). Act Your Age – Organizational Lifecycles and How they Impact Your Board. 1-10. Branford, CT, United States.

Anti-Spam Guide

The purpose of this guide is to help organizations navigate Canada’s new anti-spam law. CASL was passed by Parliament on December 15, 2010 and came into force in July 2014. CASL will be the toughest anti-spam/malware law in the world. In order to ensure compliance, organizations that send commercial electronic messages Canadians needs to examine the way they electronically communicate with customers, potential customers, other organizations and message recipients. Note on Enforcement (pg. 3) Sending Commercial Electronic Messages (pg. 7) Recipient Consented to the Message (pg. 7 &12) Technical Compliance (pg. 26)

Developed by McCarthy Tétrault LLP (2014) Anti-Spam Guide

Applying for Charitable Status - COCo

What is charitable status, who can benefit from it, and in what ways? This info sheet from the Centre des organismes Communautaire provides an introduction to some of the pros, cons and processes associated with qualifying and applying for charitable status, maintaining it and benefiting from it.

Best Practice Materials for Non-profit Boards

This resource provides best practice templates for a starting point for your organization Non-profit BoardYour board of directors provides governance to your organization.. It states that careful consideration should be given when considering what the needs of your organization are and modify the documents to fit your needs. In addition to answering question, the board needs to establish a single point of administrative authority. Sample Position Descriptions for Board Members (pg. 10) Checklist of Material for Potential Board Members (pg. 18) Board Policies (pg. 22)
 
Best Practice Materials for Non-profit Boards by Executive Service Corps of Washington
 
 

 

Bill 65 – An Act to Revise the Law in Respect for Not-for-...

 

 

This resource is the Bill that was passed by the Legislative Assembly of Ontario and came into law in October 2010, which enacts the new Not-for-Profit Corporations Act. According to the new act, it will ‘govern non-share capital corporations, removing them from the 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. of the Corporations Act’ (p i). Because of the sheer scope of the Act, there are a number of areas that are addressed including responsibilities and obligations relating to Directors and Officers (pp 21-47), record keeping (pp 92-102), and remedies, offences and penalties (pp 181-194).

Legislative Assembly of Ontario. (2010). Bill 65 – An Act to Revise the Law in Respect for Not-for-Profit Corporations. 1-112. Toronto, Canada.

 

 

 

 

Board Chair and Board Member Best Practice Packet

This resource was developed by Non-profit Alliance at Kellogg 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.

College. It is highlights specific resources and tips for boardYour board of directors provides governance to your organization. chairs, but it can serve as a tool for the entire board to make sure all members understand the different roles and best practices

Best Practices / Good Practices / Promising Practices

Ways of working that are acknowledged as effective and deserving of emulation.

of highly effective boards.

 

Board Checklist – Legal and Ethical Compliance for Charity...

This resource, developed by the Charity Law Information Program of the Ontario 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.

Support Association, provides Executive Directors with a list of the key legal and ethical compliance requirements and duties for non-profit boards. This checklist can also be used and incorporated into risk management

Risk management involves examining a situation and 1) identifying what can go wrong, 2) identifying measures to avoid such problems, and 3) if something does go wrong, identifying steps that can be taken to lessen the negative impact. These measures may include the use of policies, procedures, and protections (such as insurance or education). Risks can be related, for example, to financial loss, workplace safety issues including abuse & physical harm or injury, property damage, or loss of reputation.

policies and procedures as it covers a variety of topic areas. For example, there is a section relating to safeguarding the physical assets and finances of an organization, which includes such questions as ensuring that there are internal controls that are clearly articulated and a process to evaluate such controls (p 3). Another important area includes enforcing an updated conflict of interest policy and adopting a code of ethical behaviour that regulates the actions of all staff

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

members and volunteers (p 6).

Ontario Community Support Association. (2012). Board Checklist. 1-7. Toronto, Canada.

 

Board Development: How to Identify, Recruit, Orient and...

 

The Council of Nonprofits’ website (http://www.councilofnonprofits.org/resources/resources-topic/boards-and-governance<) offers nonprofit leaders various resources to help them navigate the challenges of learning about and adopting the most appropriate governance practices for their nonprofit. This one-page resource sheet includes useful information about Board Development, specifically on how to identify, recruit, orient and assess your board. You can click on the links on the page to explore a variety of topics.

Board Governance Manual - IWSO

This sample manual from Immigrant Women Services Ottawa includes information about board member duties and responsibilities, operating policies, committee terms of reference, and conflict resolution. It also includes a draft Executive Director succession plan on page 34.

Board Handbook for Fundraising

This resource, developed by the Victorian Order of Nurses (VON), explores the importance of fundraising activities and outlines the role of boardYour board of directors provides governance to your organization. members in relation to developing and implementing a fundraising plan. The handbook begins by exploring the importance of fundraising as a means of ensuring income diversification (part of a much greater risk management

Risk management involves examining a situation and 1) identifying what can go wrong, 2) identifying measures to avoid such problems, and 3) if something does go wrong, identifying steps that can be taken to lessen the negative impact. These measures may include the use of policies, procedures, and protections (such as insurance or education). Risks can be related, for example, to financial loss, workplace safety issues including abuse & physical harm or injury, property damage, or loss of reputation.

strategy) and a checklist to ensure that fundraising initiatives are linked to the mandate of the board and the organization as a whole (pp. 2-5). Of particular importance is the appendices section as numerous sample templates and policies are shared from VON including: a terms of reference

Terms of reference in this context is a written document outlining the background, purpose, structure, and responsibilities of a committee or particular project. Terms of reference provide a documented basis for making future decisions.

for a fundraising committee (pp. 14-15), an ethical fundraising and financial accountability code (pp. 16-20), and even a sample format mapping out potential sources of funding for a fundraising plan (pp. 24-25).

Victorian Order of Nurses (VON). (08 May, 2002). Board Handbook for Fundraising. 1-33. Ottawa, Canada. 

Board Handbook for Legal and Fiduciary Responsibilities

This resource, developed by the Victorian Order of Nurses (VON) Canada, examines the legal and fiduciaryEach board member has a fiduciary duty to the non-profit organization which it governs. Fiduciary duties commonly include the duties of diligence, loyalty, and obedience. Specifically, this means each board member is required to act reasonably, prudently and in good faith, educate themselves about the organization, make reasonable inquiries into the day-to-day management of the organization, consider explanations and make informed decisions, and seek advice from qualified professionals when necessary. They are also required to place the interests of the organization first, including acting honestly, in good faith and in the best interest of the organization. Board members must disclose conflicts of interests and take action to avoid perceived or real conflicts of interest. They have a duty to act within the scope of the governing documents of the organization (constitution, by-laws, policies, etc) and to ensure that committees and staff do so as well. This includes ensuring these documents are up-to-date. Board members with special skills or knowledge have a duty to use that expertise in their role and to practice the standard of care expected of their professional abilities. They also have a duty to obey all laws and statutes that apply to the organization. The fiduciary duty of the board is the same for all types of governance structures and covers all areas of board responsibility. responsibilities of boards. It uses VON boards as a model though it can be easily adapted to suit other agencies. It outlines the roles and responsibilities of board members and even uses a case study to illustrate the importance of a Board’s legal obligations and the implications of failing to uphold its legal and fiduciary responsibilities.

Victorian Order of Nurses (VON) Canada. (03 October, 2002). Module 7: Board Handbook for Legal and Fiduciary Responsibilities. 1-19.

 

Board Liability and Non-profit Organizations - COCo

This info sheet from the Centre des organismes communautaire touches on the basics of what liability is, what liabilities an organization might face, and how board liability can be reduced.

The Minnesota Council of Nonprofits website offers a number of resources for nonprofits, including sample boardYour board of directors provides governance to your organization. member position descriptions. This link provides a number of sample position descriptions for board members. It also includes information on evaluating the effectiveness of boards and offers a list individual board members responsibilities and personal characteristics to consider.

Board Orientation Handbook - IWSO

From Immigrant Women Services Ottawa, this an example of a board orientation handbook covering the basics about an organization - mission and mandate, objectives, organizational chart, strategic priorities.

Board Self-Evaluation Questionnaire

 

This questionnaire contains questions that should be answered by all boardYour board of directors provides governance to your organization. members and uses a likert scale rating that gauges 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.

capacity related to board structure, management

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

, and board roles and responsibilities. This questionnaire covers several areas, which include board conduct (p. 3), the relationship between the board and the executive director (p. 4), and individual board roles and responsibilities (p. 5). The questionnaire expands greatly in the OrgWise Indicators

Evidence or measures that show that a certain condition exists or certain results have or have not been achieved. They tell you how much progress has been made toward the intended goals, objectives, outputs or outcomes. Here, indicators are the practical and measurable markers that monitor specific aspects of a standard. Meeting certain indicators means the achievement of some level of the standard.

contained within the area of 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. & Strategic Leadership

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

and offers a particularly comprehensive list of questions related to the roles and responsibilities of board members.

Non-Profit Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

Leadership Program, Dalhousie University. (2005). Board Self-Evaluation Questionnaire. 1-6. Halifax, Canada. 

Building an Effective Board of Directors

This resource was developed by the Association of Fundraising Professionals (AFP). The article sheds light on the role of the boardYour board of directors provides governance to your organization. in governing a non-profit organization. The document explores recruiting, fundraising, demographics, performance, board self-evaluation and vision of boards. This article also includes a sample board demographics mapping (pg. 2). The document also explores how board can get involve in organizational fundraising (p 18- p 23)

The Association of Fundraising Professionals (AFP) (Retrieval August 2013): Building an Effective Board of Directors

A group of people who are legally charged to oversee the operations of a non‐profit organization. There are a number of different types of boards, including:

Working Board: Board members attend to strategic matters in addition to working with staff to carry out the mission; usually characteristic of newly established organization or ones driven by volunteers (also known as an Operational Board or Management Board).

Membership (Representative) Board: There is a clear link between the board and the service users, with board members being clients and employers at the same time.

Policy Board: This model distinguishes between the board and Executive Director role. The Executive Director provides operational leadership in managing the organization to fulfil its mission, while the board focuses primarily on strategic matters and ensuring responsiveness to community stakeholders.

Collective Board: Board members and staff share equal responsibility in deciding upon strategic matters and carrying them out. They emphasize equality and power sharing.

Corporate or Entrepreneurial Board: There is an emphasis on innovation, with a focus on efficiency and effectiveness measures that push the organization to achieve a maximum result on its investments.

Institutional Board: When the organization is very mature, with all the systems in place to run efficiently and effectively, the Institutional Board tends to exist primarily to raise funds.

: Canada 

Building Community Wealth – A Resource for Social...

This resource, developed by the Canadian 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.

Renewal, is a basic introduction to social enterprise, specifically by exploring how non-profit organizations are able to use business means in order to meet social goals, a ‘third system’ (pp. 12-13). The resource begins by exploring the nine dimension of social enterprise along with the various ranges within these dimensions (pp. 14-15). The resource also introduce the Development Wheel, which depicts the interdependence of the key elements in planning community economic development (pp. 35-36) and various checklists for pre-planning and agency readiness for initiating a social enterprise (pp. 40-45). Cette resource est aussi disponible ne français au site : www.cedworks.com<.

Lewis, M. (September 2006). Building Community Wealth – A Resource for Social Enterprise Development. 1-70. Burnaby, Canada. 1-70. Burnaby, BC

Canadian Charity Legal Checklist

This resource, prepared by the Charity Law Information Program, provides non-profit organizations with a legal checklist relating to financial management

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

and fiscalRelating to finances or financial matters. responsibility, including issuing tax receipts, filing tax returns, and fundraising practices. The resource is divided into a variety of sections that note the requirements and necessary steps required by agencies to ensure they have transparent and structured financial management practices. The resource lists important steps to take to avoid gifts to non-qualified donees (p 7), fundraising costs and practices (pp 8-10) and even ensuring that there are internal financial controlsFinancial controls are policies that, if implemented by the organization's leadership and staff, will ensure that: the organization's staff and assets are safeguarded, the risk of fraud, misuse of funds and errors is minimized, financial transactions are recorded accurately and financial documents are kept safe, financial reports are reliable, the organization complies with laws and regulations, and expenses are managed in line with the organization's budget and financial goals. (pp 14-15). With each section of the document, additional links are provided that outline the guidelines and requirements of the Canada Revenue Agency and other legal documents/publications.

Blumberg, M. (January 30, 2011). Canadian Charity Legal Checklist. 1-16. Toronto, Canada.

 

Carter's Essentials of Operational Risk Management

This checklist from Carter and Associates, though heavy on legal language, is useful to help your organization think about what operational risks it should consider. The checklist includes sections on human rights, communications, sexual abuse, and use of facilities.

Carter's Legal Risk Management Checklist for Charities

This checklist from Carter and Associates focuses on the risk identification and management issues particular to charities, as well as those common to nonprofits in general.

It should not be considered legal advice or take the place of consultation with a lawyer.

Carter's Legal Risk Management Checklist for Not-for-...

This checklist from Carters Professional Corporation covers what they consider some of the more important risk identification and management issues that nonprofits face, including financial and employee management issues, reducing board liability, and insurance considerations. See also their risk management checklist specifically for charities.

Case Studies of Social Enterprise in the Ontario Non-Profit...

This report highlights the experiences of non-profit housing providers in the development and operation of social enterprises. The report place emphasis to organizations based in Ontario in the hopes that their experiences will educate and inspire the work of others. Social enterprises are challenging and potentially rewarding for the organization and the communities that they serve Social enterprises are something that Ontario’s non-profit providers are increasingly exploring as a way of supplementing their bottom lines and funding new development and additional programming

Developing a Financing Strategy

This resource, developed by Civicus, is a toolkit that provides an overview for organizations looking to develop an effective financing strategy. Effective financing strategies have emerged in response to a number of emerging issues, but namely new contextual realities (including funder/donor relationships with agencies), financial sustainability, and financial autonomy (pp. 3-7). Before one develops an effective financial strategy, organizations must ensure that a number of pre-requisites are in place. Among these include: an organization strategy and budget, financial systems, public image, and value clarity (pp. 9-19). The toolkit explores developing financial strategies through earned income, which include: fee for services (pp. 24-25), sales (pp. 26-28). Lastly, an example of a financing strategy document is included, which serves as a great template for agencies (pp. 50-54) as well as a glossary of terms (p 56).

Shaprio, J; Civicus. (2011) Developing a Financing Strategy. 1-57. Washington D.C, United States.

Developing a Risk Management Strategy - Imagine Canada

This 20-page guide from Imagine Canada and the Social Planning Council for the North Okanagan defines risk and risk management

Risk management involves examining a situation and 1) identifying what can go wrong, 2) identifying measures to avoid such problems, and 3) if something does go wrong, identifying steps that can be taken to lessen the negative impact. These measures may include the use of policies, procedures, and protections (such as insurance or education). Risks can be related, for example, to financial loss, workplace safety issues including abuse & physical harm or injury, property damage, or loss of reputation.

, and outlines five steps for dealing with risk: 1. Identify, assess, and document your program’s risks, 2. Establish and implement procedures for screening, supervising, and evaluating volunteers, 3. Make sure you have appropriate insurance coverage, 4. Develop and use a code of ethics for volunteers, and 5. Develop, monitor, and communicate written policies and procedures.

Developing Workplace Violence and Harassment Policies and...

This toolkit from the Occupational Health and Safety Council of Ontario includes sample assessments, action plans, policy review tools and sample policies to help you meet your responsibilities regarding workplace violence and harassment.

Digging for Dirt: Handling Requests for Information

This resource, developed by Carters Professional Corporation, explores the issue of accessing corporate records and the various rules and requirements as stipulated in not for profit legislation.  Specifically, it provides ‘an overview concerning what information and to who under the Canada Not-for-Corporations Act [sic] and the Ontario Not-for-Profit Corporations Act, 2010 [sic]’ (p 1). The resource begins by listing the documents that agencies are required to hold according to the Canada Not-for-Profit Corporations Act (p 3) as well as recordkeeping requirements stipulated by Ontario Not-for-Profit Corporations Act (p 5). The resource also lists the rights that members have to view, copy and use the information, specifically both federal corporations (pp. 9-17) and Ontario corporations (pp. 18-27). The resource ends with an area devoted to privacy law considerations in relation to accessing corporate records (pp. 33-34)

Carter; T. (February 10, 2012). Digging for Dirt: Handling Requests for Information. 1-40. Toronto, Canada

 

Directors’ and Officers’ Liability: How Are You Managing?

 

This resource, developed by Volunteer Alberta, is a document that provides an overview of the responsibilities of executive directors according to the various areas under their domain (p 3-4). It explores the idea of risk and the process of risk management

Risk management involves examining a situation and 1) identifying what can go wrong, 2) identifying measures to avoid such problems, and 3) if something does go wrong, identifying steps that can be taken to lessen the negative impact. These measures may include the use of policies, procedures, and protections (such as insurance or education). Risks can be related, for example, to financial loss, workplace safety issues including abuse & physical harm or injury, property damage, or loss of reputation.

by outlining the various claimants and potential stakeholders (p 7) as well as key warning signs directors should be aware of that indicate an increase in potential risks to the director, boardYour board of directors provides governance to your organization. members and agency. The document also includes decision analysis models which outline the capacity for managing risk (p 10) how actions taken to mitigate and avoid risks can be communicated to stakeholders (p 12).

Volunteer Alberta. (2011). Directors’ and Officers’ Liability: How Are You Managing? 1-19. Edmonton, Canada.

            

 

Directors’ Liability: A Discussion Paper on Legal Liability...

 

This resource, developed by Volunteer Canada, intends to raise awareness of the legal risks facing directors and to offer directors and organizations some practical suggestions for minimizing these legal risks (p 4). The article begins that although over 40% of Canadian volunteers hold positions on non-profit boards and committees, many individuals are unaware of the legal ramifications of their volunteer work. This work examines some of the legal duties of directors, which include due diligence, loyalty, and obedience (p 5) and also offers guidelines for how directors can avoid and protect themselves from any legal action taken against them or their agency (p 11-13).

Volunteer Canada. (2002). Directors’ Liability: A Discussion Paper on Legal Liability, Risk Management

Risk management involves examining a situation and 1) identifying what can go wrong, 2) identifying measures to avoid such problems, and 3) if something does go wrong, identifying steps that can be taken to lessen the negative impact. These measures may include the use of policies, procedures, and protections (such as insurance or education). Risks can be related, for example, to financial loss, workplace safety issues including abuse & physical harm or injury, property damage, or loss of reputation.

and the Role of Directors in Non-Profit Organizations. 1-15. Ottawa, Canada.

 

Discover Total Resources: A Guide for Nonprofits

This resource, developed by Mellon Financial Corporation, is a descriptive checklist used by directors, boardYour board of directors provides governance to your organization. members, staff

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

, and volunteers to audit how well organizations are capitalizing on available resources and making full use of their assets. It begins by defining the notion of ‘total resources’, that is, resource procurement should not come at the expense of existing resources but rather agencies should manage a variety of resources that strengthen and support existing resources (p 4).  For example, the document cites how organizations can capitalize on the multiple human resources already at its disposal plus strategies for tapping into other sources  including: consumer, corporations, alumni, political organizations, unions, as well as other potential sources (p 5-10). Of importance is the section which examines financial management

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

, funding diversification and innovative ways to engage in fundraising (p 11-33). A variety of case studies to illustrate each of the focus areas is also included.

 

Mellon Financial Corporation. (2000). Discover Total Resources: A Guide for Nonprofits. 1-55.

 

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 

E-Giving in Canada: Donation Trends in the 21st Century

 

This resource, developed by the Institute for Nonprofit Studies, which is affiliated with Mount Royal University, is a study that illustrates new avenues and strategies that non-profit organziations can use to garner funds to support projects, programs and services that are linked to advances in technology. The document begins by illustrating that although the vast majority of non-profits rely on external funding to support their programs and services, private donations only account for approximately 10 % of total revenue (p 1). Despite the fact that Canadians are growing increasingly comfortable making online or electronic donations (p 2-3), few agencies have capitalized on this trend to bolster and diversify their funding.  The article also explores how fundraising strategies must fit comfortably with the habits and culture of the donor population (p 7-8). The author also highlights the need for policy makers of non-profits to capitalize on such trends and explore new avenues of reaching potential donors, such as online donations or text giving (p 26-31).

Warnke, K. (2011). E-Giving in Canada: Donation Trends in the 21st Century. 1-32. Calgary, Canada.

 

Effective Approaches to Leadership Development

This issue of the Journal for Nonprofit Management has a number of articles related to this section.

Equity Foundation Statement

The Toronto District School BoardYour board of directors provides governance to your organization. provides a Board Policy that works within an Anti-Oppressive framework. Categories are as follows with each: Anti-Racism and Ethnocultural EquityEquity is about fairness, justice, access to equal opportunity, recognizing inequalities and taking steps to address them. It requires eliminating barriers to economic, social and political opportunities and access to services. See also anti-oppression.; Anti-Sexism and Gender Equity; Anti-Homophobia, Sexual Orientation, and Equity; Anti-Classism and Socio-Economic Equity; Equity for Person with Disabilities.

Everything You Wanted to Know About Funding Diversification...

 

This resource, developed by the Social Planning Council of Ottawa, is part of this agency’s annual consultation to address issues facing non-profits in the Ottawa area. This report identifies many significant trends and issues affecting non-profit agencies including a sense of volatility in the sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

, a tendency for an agency’s mission to ‘drift’, and a loss of infrastructure (p 6). The report also focuses on some of the trends in government concerning reporting, funding, and agency accountability (p 13-14) and also some strategies that agencies can incorporate into their programming, policies, and 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.

to address these challenges (p 20-22).  

Social Planning Council of Ottawa. (2003). Everything You Wanted to Know About Funding Diversification and Program Evaluation But Were Afraid to Ask. 1-25. Ottawa, Canada.

 

 

Financial Fitness 101 Building a Financially Healthy Not-...

Financial Fitness 101 Building a Financially Healthy Not-for-Profit Organization

This resource offers some basic tools of financial management

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

. The document takes you through an introduction to some of the key considerations which apply to effectively run organizations. Whether your need is to build a more financially healthy organization in order to create stronger plans to deliver on your core mission, or to access credit facilities to level out irregular revenue flows, a broader understanding of financial matters can assist. The section on budgeting  provide some approaches and support for maximizing effectiveness in using this important planning tool.

Marus, R. (2007) Financial Fitness 101 Building a Financially Healthy Not-for-Profit Organization

Financial Information Kit

This resource, developed by Charity Central, an initiative of the Centre for Public Legal Education Alberta, has been compiled to provide basic information for non-profit organizations regarding financial management

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

practices that are in compliance with the requirements stipulated by the Canada Revenue Agency. There are several tip sheets that answer frequently asked questions such as choosing a professional account (pp. 1-3) and setting up a chart of accounts for smaller organizations (pp. 12-15). Templates for monitoring financial performance are also provided (p 16) and even steps that organizations can take in order to effectively prepare for an external audit (pp. 23).

Charity Central. (2010). Financial Information Kit. 1-30. Edmonton, Canada

This article by Jon Pratt, originally published by BoardSource, offers tips on mistakes to avoid.

Financial Policy Manual - IWSO

This sample policy manual from Immigrant Women Services Ottawa includes policies and procedures for the organization's accounting, banking and cash management, program and project accounting, annual audits, budgeting and more.

Abstract retrieved from YouTubeThe issue of privacy of personal information should be considered carefully by all charities and not-for-profit corporations. Privacy is good for business, and, as such, it should be viewed as a business issue more than a compliance issue. Charities and not-for-profit corporations should observe and follow privacy laws, industry best practices and fair information practices in respect of personal information. This session will focus on strategies for privacy compliance for charities and not-for-profit corporations operating in Ontario.Wakulowsky, L. (May 17, 2011). Five Good Ideas about Privacy Compliance. Maytree Foundation. 29:12. Retrieved from Youtube.
Abstract retrieved from YouTubeThis Five Good Ideas session focused on risk management for charities and not-for-profits operating in Ontario. As a director or officer of a registered charity or not-for-profit organization, there are a myriad of laws and regulations that you need to comply with to manage risk for your organization. You need to be aware of the corporate law that governs your not-for-profit organization, the income tax law that governs a registered charity if you are also a charity, and Ontario provincial law that governs the operations of charities in Ontario, among others. Crummey, S. (November 29, 2010). Five Good Ideas about Risk Management for Not-for-Profit Organizations and Charities. Maytree Foundation. 21:29. Retrieved from Youtube.

Founder Transitions: Creating Good Endings and New...

This installment of the Executive Transitions series from the Annie E. Casey Foundation discusses how your organization's founders and board can address the personal and organizational issues related to a founder departure, and increase the odds of a successful transition that leaves your organization healthy, vital and

Funding Resources Guide for Agencies Serving Newcomers

This resource from Peel Newcomer Strategy Group catelogues 23 potential sources of funding for newcomer'serving agencies, including their funding priorities and contact information.

This guide was collected from the Canada Revenue Agency. It explains how the goods and services tax/harmonized sales tax (GST/HST) applies to non-profit organizations. It explains registration requirements, exemptions, rebates, and simplified methods of accounting that may apply to your organization.
 
Canada Revenue Agency July 2010
 

Human Resources Management Tools: Dealing with Challenge...

This guide developed by the Cultural Careers Council of Ontario focuses on resolving the conflicts and challenges that you face with these individuals. But the concepts apply equally well when you have to mediate a conflict between two other people who have different goals or needs. As a cultural manager you may have to handle and resolve conflicts with your employees, your superior, peer managers, BoardYour board of directors provides governance to your organization. members and patrons. 

Human Resources Management Tools: Job Descriptions 3

Although most cultural organizations have job descriptions, some smaller ones do not. But regardless of the size of your organization or your cultural sub-sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

, it pays to have a clear, definitive, written description of the content of each person’s position. A job description is a communication tool that can contribute significantly to your organization’s success in terms of giving people a clear focus and helping them to set priorities.

Human Resources Management Tools: Managing Employee...

This resource is one of six developed by the Cultural Careers Council of Ontario as part of a project involving the production of human resources management

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

tools for use in the cultural sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

.
This document focuses on performance management, and how performance management systems vary enormously in their complexity – from an occasional informal chat with the employee about how their work is going, to systems with multi-page appraisal forms for different levels of staff

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

, with performance ratings that are linked to compensation and promotion decisions.

Human Resources Management Tools: Recruiting the Right...

Having and keeping the right people on your team makes all the difference in running a productive and successful cultural organization. This document allows you to reflect on your own contribution to your organization’s success. Your special talents – be they artistic or managerial – combined with your passion and commitment to the arts, probably played a significant role in getting your organization where it is today. It also helps you to look at the contributions of others on your team. Chances are that some or all of them brought significant talent, energy and commitment to the table.

Introduction to Social Enterprise

This resource package, developed by The 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.

Enterprise, provides readers with a brief overview of social enterprise while emphasizing key concepts and recommendations for additional resources to explore. Apart from introducing the general concept of social enterprise, this resource delves into several case studies of examples of creative and innovative social enterprise ideas and practices used by some Canadian non-profit agencies (pp. 4-5). Of importance, it notes how the private sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

can contribute to the development of an agency’s social enterprise via supply chain relationships and even business mentoring (p 7). Lastly, an important visual of a ‘social enterprise path’, illustrating all the necessary steps that agencies beginning with organizational readiness to ensuring sustained growth (pp. 9-10).

The Centre for Community Enterprise. (2008). Introduction to Social Enterprise. 1-21. Port Alberni, Canada. 

Leadership and Networks

This report is written for those who run and fund leadership

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

programs that develop and support leadership for social change. It shares many examples of how leaders using network strategies are increasing the impact of social change work (p. 3). The report provides examples of leadership models, values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

, skills, and behaviours needed to embrace network strategies, and recommends practical things you can do to develop network capacities (p. 8) and a network mindset (p. 10).

"Each board member has a fiduciary duty to the organization. This means that the board is acting on behalf of the membership or stakeholders in directing the affairs of the organization." This list from the HR Council shows board fiduciary duties and the 'standard of care' that is associated with each.

Non-profit Financial Planning Made Easy

Financial planning contributes significantly to the success of a non-profit organization and allows it to better accomplish its mission. Planning tasks are challenging and too often are overlooked. In this time of shrinking governmental support for non-profit organizations, astute use of available resources following a well - developed financial plan may be the key to a
non-profit’ s survival. The concepts and techniques presented in this book can simplify the
efforts of financial managers and boardYour board of directors provides governance to your organization. members to be fiscally responsible, or accountable, to the organization ’ s private and governmental funders, to its 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.

, to the 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.

in which it operates, and to the society benefiting from its work.
 
Jody Blazek. (2008) Non-profit Financial Planning Made Easy

This excellent and interactive online course recreates a Nonprofit Day Conference. Information you need to succeed as a nonprofit boardYour board of directors provides governance to your organization. member is presented through "conference sessions" and "conversations" with conference participants. You can work through the material in several sessions or finish it all at once. The course is free and registration is optional.

Ongoing Board Education: Ensuring Board Members Have the...

Given the increased scrutiny voluntary organizations find themselves facing these days, the issue of ongoing boardYour board of directors provides governance to your organization. training / education has become paramount for organizations’ success. This article focuses on getting boards eager, excited, and energized to learn what it really means to govern for incredible results.  Your board will knows what it is accountable for, whom it is accountable to, and most importantly, how to "do” accountability.

Operating Reserve Policy Toolkit for Non-profit...

This Toolkit was created to provide a resource to help to make a compelling case within the organization 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 main body of this document defines an operating reserve, presents the rationale for creating one, and discusses a variety of issues that may affect the policy an organization ultimately creates to establish, build, manage, and maintain its operating reserve.

Sponsored by the National Center for Charitable Statistics, Center on Non-profits and Philanthropy at the Urban Institute, and United Way Worldwide

Organizing Your Corporate Documents (Board Organizational...

 

This resource, developed by the Muttart Foundation, is a workbook that is designed to assist boards and executive directors in organizing corporate documents in order to ensure your agency is operating in compliance with associated legislation. The resource begins by suggesting that all boards should have an organizational binder with separate tabs containing various items such as: an organizational calendar, governing statues, minutes of various meetings, and proposals and grants (to name a few) (p 6). The subsequent sections go over the contents of an organizational binder in greater depth. Lastly, an extensive legal checklist is provided for each of the 14 principle tabs in an organizational binder, which also provide a step by step process for board and executive directors to follow to ensure each section is complete (pp. 33-35).

The Muttart Foundation. (2009). Organizing Your Corporate Documents. 1-57. Edmonton, Canada.

 

Primer for Directors of Not-For-Profit Corporations: Rights...

This resource, developed by Industry Canada, is a multi-purpose resource for directors that is designed to draw attention and alert them to their legal rights and obligations, outline the roles and the relationships between directors and staff

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

members (including boardYour board of directors provides governance to your organization. members), and strategies for assessing and mitigating risks. This resource begins with defining non-profits and exploring the mandates of non-profits (p 3-6) and also highlights accountability issues and key elements of good 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., various jurisdictions, and the advantages and disadvantages of incorporation (p 8-12). Sample checklists and summaries serve as easy to use reference guides that can used to guide the development or enhancement of existing policies. Among these checklists include: duties of board members ( p 29), a liability checklist (p 44), and a rights and powers checklist (p 52).

 

Industry Canada. (2002). Primer for Directors of Not-For-Profit Corporations: Rights, Duties and Practices. 1-99. Ottawa, Canada.

Principles for Good Governance and Ethical Practice: A...

In this guide from the US Panel on the Nonprofit Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

are 33 principles

Accepted bases of action or conduct. For the Organizational Standards Initiative, our guiding principles provide a value‐laden foundation on which our work can be based.

of sound practice that should be considered by every charitable organization as a good 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. guide for strengthening its effectiveness and accountability. The principles are organized into four main categories: legal compliance and public disclosure (p. 8), effective governance (p. 13), strong financial oversight (p. 20), and responsible fundraising (p. 24).

Questions Only a Parent Would Ask: An Exercise for...

This resource, developed by Vancity 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.

Foundation as part of their Demonstrating Value initiative, is an activity guidebook intended for agencies to use to revisit the expectations for initiating a social enterprise and its potential benefits. A set of questions are presented that are related to various aspects and impact of social enterprise on an agency including: organizational cultural implications (p 3), its impact on external relations (p 3), infrastructure considerations (p 4), and organizational structure

Organizations can be divided into three major areas that help it to fulfill its mission: governance, work and management (Grant & Crutchfield, 2007). Governance is the source of strategic decisions that shape the organization and its work and where, ultimately, accountability lies. Work refers to the implementation of activities and tasks that must get done to fulfill the organization’s mission. Management is the link between governance and work and includes the day‐to‐day direction of tasks, people, relationships, finances, and technology to get the job done. Organizational structure refers to these 3 areas and how they interact/work together to accomplish an organization’s mission.

and skills (p 6).  

Vancity Community Foundation. (March 2010). Questions Only a Parent Would Ask: An Exercise for Evaluating the Impact of Social Enterprise in Your Non-Profit Organization. 1-6. Vancouver, Canada. 

Registered Charities and the Income tax Act

Canada Revenue Agency Guide on how the Income Tax Act applies to registered charities. Includes definitions, gifts and receipts, how resources can be used.

Risk Management A Guide for Non-profit and Charitable...

The objective of this planning guide is to help managers and boardYour board of directors provides governance to your organization. volunteers to better understand the importance of risk management

Risk management involves examining a situation and 1) identifying what can go wrong, 2) identifying measures to avoid such problems, and 3) if something does go wrong, identifying steps that can be taken to lessen the negative impact. These measures may include the use of policies, procedures, and protections (such as insurance or education). Risks can be related, for example, to financial loss, workplace safety issues including abuse & physical harm or injury, property damage, or loss of reputation.

and to learn how to implement risk management policies and procedures into their organization. These practices include obtaining insurance coverage for volunteers; screening volunteers to protect 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.

from harm; developing board orientation and training materials; developing strong employment practices; and implementing policies and procedures that protect the organization.

 

Bertrand N. and Brown L. (2006) Risk Management A Guide for Non-profit and Charitable Organizations Imagine Canada

 

Road to Accountability Handbook

This resource, developed Charity Central, an initiative of the Centre for Public Legal Education Alberta, delves into the concept of accountability in the context of non-profit organizations and charities in the realm of legal compliance, ensuring programs and services are aligned with core agency values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

, program delivery and performance, and management

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

practices (p 1). The resource opens by explaining the principles

Accepted bases of action or conduct. For the Organizational Standards Initiative, our guiding principles provide a value‐laden foundation on which our work can be based.

associated with accountability and quickly delves into the specific requirements for organizations that are registered charities and then the general legal requirements for all non-profit organizations (pp. 9-11). Numerous strategies and accountability development tools are offered to organizations, including an administrative calendar and developing core policies and management procedures in which the templates are included as appendices (pp. 23-24). Other tools and resources are provided for organizations interested in learning more about accountability in human resources management, volunteer management, and fundraising initiatives (pp. 26-29).

Charity Central. (January 2011). Road to Accountability Handbook. 1-53. Edmonton, Canada.

 

Roles of Board and Executive Staff - A Discussion Worksheet

This sample worksheet, developed by David Renz at the Midwest Center for Nonprofit Leadership, can be a discussion tool to define, clarify, and redefine board and executive roles as your organization develops and changes.

Sample Membership Policies - Volunteer Bureau of Leeds and...

A sample Membership Policies and Procedures, from the Volunteer Bureau of Leeds and Grenville, Brockville, Ontario. Sections in the policy include 1. Preamble, 2. Categories of Membership, 3. Membership Fees, 4. Eligibility Criteria, 5. Responsibilities of Members, 6. Membership Benefits, and 7. Forms and Procedures. See also the next link, below, for the Volunteer Bureau's Organizational By-LawsIn a non-profit context, by-laws are the ruling legal documents governing an organization and its board of directors. By-laws are set by the board – they outline the board’s structure and how it works, and the purpose and structure of the organization. By-laws should also include rules about how they can be amended, and the requirements of membership in the organization, if applicable..

 

This article adapts for Canadian readers the work of Jim Fruchterman, who discussed structural options for social enterprise from this perspective in the U.S. context. This article considers various structural options for social enterprise from the perspective of a social entrepreneur contemplating a new social venture. It addresses the issues that should be considered before deciding upon social enterprise structure, and describes available social enterprise structures and how different structures will suit different combinations of priorities.

Manwaring. M.S., Valentine. A. and Thomson. M. 2011 Social enterprise in Canada: Structural options
 

Social Enterprise in Canada: Structural Options

 

This article adapts for Canadian readers the work of Jim Fruchterman, who discussed structural options for social enterprise from this perspective in the U.S. context. This article considers various structural options for social enterprise from the perspective of a social entrepreneur contemplating a new social venture. It addresses the issues that should be considered before deciding upon social enterprise structure, and describes available social enterprise structures and how different structures will suit different combinations of priorities.

Manwaring. M.S., Valentine. A. and Thomson. M. 2011 Social enterprise in Canada: Structural options
 

Staying Engaged, Stepping Up - Succession planning and...

This volume of the Executive Transitions series from the Annie E. Casy Foundation provides guidance about planning for and managing leadership successions. Including a short questionnaire to assess how ready your organization is to face a transition, strategies for both emergency and ongiong strategic succession planning, and a list of common pitfalls.

This resource was developed by Pathfinder International.  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.

is one of the most challenging – and exciting – exercises an organization can undertake. Strategic planning allows an organization to make fundamental decisions or choices by taking a long-range view of what it hopes to accomplish and how it will do so. A strategic plan is built on a thorough analysis of the organization’s existing structure, 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., staff

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

, program or service mix, collaborations, and resources (financial, human, technical, and material). This analysis is vital because it allows an organization to perceive which of its above aspects it must change in order to achieve its goals.

Strategic Planning and Organizational Development

This resource was developed by Pathfinder International.  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.

is one of the most challenging – and exciting – exercises an organization can undertake. Strategic planning allows an organization to make fundamental decisions or choices by taking a long-range view of what it hopes to accomplish and how it will do so. A strategic plan is built on a thorough analysis of the organization’s existing structure, 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., staff

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

, program or service mix, collaborations, and resources (financial, human, technical, and material). This analysis is vital because it allows an organization to perceive which of its above aspects it must change in order to achieve its goals.

Succession Planning and Management Guide

Succession planning and management

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

is more and more becoming an important issue in many organizations. The following guidelines are intended to provide a general method to help organizations develop and implement their own succession planning process. Topic includes: What is Succession Planning?(pg. 3) Succession Planning Supports Workforce Planning(pg. 5) Important consideration for Succession Planning (pg.6) Succession Planning Process (pg. 7)

Succession Planning and Management Guide (2008) Government of Newfoundland and Labrador: HR Policy and Planning Division Human Resources Branch  

Succession Planning Process

Succession Planning Process

Succession planning is a systematic approach to building a leadership

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

pipeline/talent pool to ensure leadership continuity, develop potential successors in ways that best fit their strengths and concentrate resources on the talent development process in order to yield a greater return on investment. When effectively done, succession planning is critical to mission success and creates an effective process for recognizing, developing, and retaining top leadership talent.

Succession Planning Process (N.D) Retrieval date August 22, 2014   

Succession Planning Strategies: The Right People, for the...

Contrary to popular belief, succession planning is not a new phenomenon. Companies have been wrestling with ways to identify, develop, and retain their talent for decades. So, why is succession planning suddenly popping up on every company’s radar screen? Today’s organizations are facing higher demands in a global market with the retirement of the Baby Boomers and the widening talent gap. In chapter 2 Key Business Value Findings, asked the question:  why are companies still failing to make succession planning a top priority? (pg. 5), and provide challenges to succession planning (pg. 6) 

Succession Planning Tool Kit

This Succession Planning tool kit is a comprehensive plan to address both current and future leadership

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

needs while maintaining the existing merit principles

Accepted bases of action or conduct. For the Organizational Standards Initiative, our guiding principles provide a value‐laden foundation on which our work can be based.

. It is intended to provide a framework for developing succession strategies utilizing the 5 key Steps. Step 1- Identification of Key Leadership Positions; Step 2 – Identify Competency, Skills and Success Factors of Leadership; Step 3 – Assess Current Bench Strength; Step 4 – Design and Implement Career Development Strategies and Step 5- Monitor and Evaluate Strategies

Succession Planning: A Leader’s Roadmap for Identifying...

Today’s organizations must have the right people in the right jobs at the right times. They cannot afford to be without people who have the required qualifications and competencies to quickly fill a critical or key role when the need arises. This guide and related i–Learn module were developed to provide senior leaders, managers and human resource professionals with a roadmap to facilitate succession planning within the New Brunswick public service. The tools containing in this guide provides ideas and practical steps to support the succession planning process, and underscore the urgency and importance of effectively planning for public service renewal.

GNB Succession Planning Guide (2010) Succession Planning: A Leader’s Roadmap for Identifying & Developing tomorrow’s Leaders Today

Sustaining Great Leadership: Succession Planning for...

This guide provides you information about how your boardYour board of directors provides governance to your organization. can sustain effective leadership

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

over the long term by planning now for the time that your executive director or other key leaders leave. The steps and tools in this briefing booklet will increase the odds that your organization will sustain effective leaders—and success.  At a minimum, good succession planning includes the development of positive language and attitudes about succession, good emergency backup plans, succession policy, an organizational culture that encourages the growth of new leaders, and adequate preparation for the planned departure of an executive.

Sustaining Great Leadership: Succession Planning for...

This guide provides you information about how your boardYour board of directors provides governance to your organization. can sustain effective leadership

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

over the long term by planning now for the time that your executive director or other key leaders leave. The steps and tools in this briefing booklet will increase the odds that your organization will sustain effective leaders—and success.  At a minimum, good succession planning includes the development of positive language and attitudes about succession, good emergency backup plans, succession policy, an organizational culture that encourages the growth of new leaders, and adequate preparation for the planned departure of an executive.

Hyman, V. (2010) Sustaining Great Leadership: Succession Planning for Organizations

The Board Chair-Executive Director: Dynamics that Create...

"Nurturing relationships and establishing and sustaining trust is strategic work essential to organizational effectiveness." This report from a study of the dynamics and importance of Board Chair-ED relationships discusses the characteristics of good, better and great relationships.

The Dynamics of Funding: Considering Reliability and...

This resource, developed by the Minnesota Council of Nonprofits, presents a framework for assessing an agency’s financial support based on the reliability and flexibility of decision-making that is available for an organization. This document begins by exploring several key funding issues that non-profits face, particularly in the realm of conditional funding and stringent reporting requirements that may hinder the performance of activities by restricting funds to a narrow range of activities (p 1). The document goes on to explore how agencies can identify funding sources and rank them in terms of a reliability scale and the impact these funding sources have on the ability of agencies to act autonomously and conduct their work (p 2-3). The article ends by discussing some of implications of the various levels of autonomy on non-profit boards and their associated skillsets which are needed to access resources (p 4-5).

Pratt, J. (2002). The Dynamics of Funding: Considering Reliability and Autonomy. Nonprofit Quartlery, Vol. 9(3). 1-7. Boston, United States. 

The Match Game: Ensuring Fit - and Effectiveness - as a Non...

 

This is a resource developed by Phyllis Yate for Bridgespan Group. Yate recommends that if you’re seriously considering joining a non-profit boardYour board of directors provides governance to your organization., it’s a good idea to make sure that your passions and unique abilities are a good match with the organization’s mission and needs. Yate stresses that even before you begin to explore becoming a board member you should be clear about how exactly you can best contribute. In this document she shares her experience as a non-profit board member and explains how she applied her professional strengths to her board roles.

The Operations Plan

 

As more and more non-profits are exploring opportunities to diversify their funding, social enterprise is an option that agencies are exploring with greater frequency. This resource is intended to provide information and as a guide for agencies to use in order to produce an operations guide that can be used for social enterprise. A variety of diagrams and flow charts are included to better illustrate the required inputs in order to produce an effective operations plan. Among these, exercises are included for agencies to use and fill out so they can identify bottlenecks, inefficiencies and any information-sharing deficits within an enterprise.

Alter, S (Virtue Ventures).(2000). The Operations Plan. 1-52. Seattle, United States. 

 

The Principles Workbook: Steering Your Board Toward Good...

This resource, developed by Independent Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

and BoardSource, was developed as “a practical framework for organizations to examine and improve their 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. practices in light of their own particular circumstances” (p 1). The workbook is organized according to 33 core principles

Accepted bases of action or conduct. For the Organizational Standards Initiative, our guiding principles provide a value‐laden foundation on which our work can be based.

grouped under four sections: legal compliance and public disclosure, effective governance, financial oversight, and responsible fundraising (p 4). Each principle lists several discussion points and legal and compliance issues and additional resources that agencies can access for further reading. Among the numerous principles, particular ones to note include a ‘whistleblower’ policy (p 15), loans to directors, officers, or trustees (p 45), and fundraiser compensation (p 56).  

Independent Sector; BoardSource. (2009). The Principles Workbook: Steering Your Board Toward Good Governance and Ethical Practice. 1-68. Washington D.C, United States. 

The Road to Financial Sustainability Planning Challenges

This article identify the key challenges of long-term financial planning, especially for those just starting the process, and described how local governments experienced in long-term planning have addressed those challenges. Long-term financial planning is a vital discipline for creating and maintaining financial sustainability. However, the article states that it requires a shift away from the short-term perspective associated with annual budgeting and towards a five- to 10-year perspective not normally associated with government financial management

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

.

Kavanagh, C.  S. (2007). The Road to Financial Sustainability Planning Challenges

 

The Sustainability Formula - How Nonprofit Organizations...

This resource, developed by the TCC Group, is a fascinating look at nonprofit agencies and organizational sustainability. The author begins by introducing a unique tool that assesses four core agency capacities which are as follows: adaptive capacity, leadership

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

capacity, management

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

capacity, and technical capacity (p. 2) to determine organizational resource sustainability. A number of interesting findings have emerged that indicate certain, practical steps that organizations can initiate to build sustainability mechanisms. Two sample case studies of two American organizations are offered (pp. 4-5) which illustrate that sustainable organizations exhibit particular traits. These traits include leadership from upper management that is "visionary, strategic, inclusive, decisive, inspiration, motivation, and accountable" (p. 3). It also suggests some excellent practices when working with funders (pp. 6-7) and program evaluation - namely, that organizations must become increasingly familiar and understand program management roles and responsibilities (p. 7). A sustainability formula is offered at the end of the document (p. 11) as well as 10 useful recommendations for sustainability (p. 12). 

York, P. (2012). The Sustainability Formula - How Nonprofit Organizations Can Thrive in the Emerging Economy. Tcc Group. 1-13. New York City, United States. 

 

Toolkit for Program Sustainability, Capacity Building, and...

This resource, developed by the Corporation for National & 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.

Service, is a toolkit that is useful for developing sustainable program planning and evaluation. The manual begins by offering various strategies for capacity building activities, targeting four specific areas: volunteer recruitment, building collaborative networks, marketing and promotion, and funding diversification (pp. 6-24). Each section offers general overviews, various sample activities, common strategies and methods, and even checklists for agencies to utilize. A Sample 3 year sustainability plan that details different method/components, activities to be carried out, and a timeline is included that agencies can use as a template when reviewing or initiating an individualized plan (pp. 27-39).

Corporation for National & Community Service. (2011). Toolkit for Program Sustainability, Capacity Building, and Volunteer Recruitment/Management

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

. 1-45. Washington D.C, United States.

Voluntary Boards and Executive Directors – A Relationship...

This resource, developed by Imagine Canada’s Knowledge Development Centre, is a community-based researchResearch that takes place with the community and involves community members throughout its design and implementation. Typically based on values of respect and recognition for community contribution and knowledge, community based research aims to benefit communities in both process and outcomes, and acknowledges the importance of community control of the research and its results. project designed to ‘gather insight into the relationship between local executive directors and their boardYour board of directors provides governance to your organization. chairs, what they believed define the successes in their relationship and why, and what methods, processes, or conceptual approaches they felt were most important in creating a positive working environment’ (p 1). The findings provide readers with excellent insight and tips for developing important strategies for improving the relationships between executive directors in the areas of board recruitment and retention (pp. 4-6), agendas and board conduct during meetings (pp. 6-8), and evaluating the performance of board members and the executive director (pp. 8-10).

Silver, L; Speevak Sladowski, P. (2007). Voluntary Board and Executive Directors – A Relationship for Organizational Stability. 1-16. Toronto, Canada.

 

Workplace Violence and Harassment - What Employers Need to...

This guide from the Occupational Health and Safety Council of Ontario explains why an organization must care about workplace violence and harassment, and what you need to know when it comes to developing policy and programs.

Operations

Employee Satisfaction with Meetings: A Contemporary Facet...

This resource takes a slightly different approach to in-person meetings, as it uses Affective Events Theory (AET) as a grounding mechanism to link the reactions of employees to meetings with overall job satisfaction (p. 151). AET suggests that “momentary affective experiences are triggered by work events that stem from features of the job, the workplace, and work-related activities (p. 151), which is critical for organizations since management

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

can leverage overall employee satisfaction through meetings. The authors illustrate that meetings are not only spaces to coordinate activities and share information, but they are excellent opportunities for individuals to “demonstrate and make sense of their roles in relation to the roles others are playing” (p. 165).

Rogelberg, S; Allen, J; Shanock, L; Scott, C; Shuffler, M. (March 2010). Employee Satisfaction with Meetings: A Contemporary Facet of Job Satisfaction. Human Resources Management. 49(2). 149-172.

Employees’ Feelings About More Meetings

 

This study, takes a detailed look at how persistent meeting demands can impact employees and what tangible steps can be taken to improve employees’ feelings towards meetings in the workplace (p 406). This resource begins by discussing the concept of ‘meeting load’, which is the frequency and time spent in meetings (p 406) and linking it to productivity. It examines some of the most common complaints regarding meetings, including time mismanagement (p 410). This research emphasizes the importance of relevancy of information shared at meetings and structure (p 414).

Allen, J; Sands, S; Mueller, S; Frear, K; Mudd, M; Rogelberg, S. (2012). Employees’ Feelings About More Meetings. Management Research Review. 35(5). 405-418.

(37) Easy Things You Can do to Make Your Office Greener

This resource, developed by the Nonprofit Centers Network, provides a variety of tips for nonprofits to lower their carbon footprint in a variety of ways. Not only are these methods designed to be easy to implement, but they are also cost-effective and are a great way that non-profits can save money and resources. A variety of actions are explored including recycling implementation schemes (p 1), installing lighting controls (p 2) and buying recycled toner and ink-jet cartridges for office machines (p 2).

Nonprofit Centers Network. (2011). (37) Easy Things You Can do to Make Your Office Greener. 1-2. San Francisco, United States.

 

 

Bennett Grassano at TechSoup gives tips on how to fund all the new equipment, training, and staffing costs your organization's technology plan requires.

5 Steps to NGO Success

5 Steps to NGO Success

As NGO.Org states: “A non-governmental organization (NGO) is any non-profit, voluntary citizens’ group which is organized on a local, national or international level. Task-oriented and driven by people with a common interest, NGOs perform a variety of service and humanitarian functions, bring citizen concerns to Governments, advocate and monitor policies and encourage political participation through provision of information. Some are organized around specific issues, such as human rights, environment or health.”

But accomplishing your goals in an NGO is a big task, and now, more than ever, the money funding an NGO must be validated, with a definite return on investment.

So how can an NGO best accomplish its goals while responsibly utilizing funds? Several experts have offered their ideas. Here are 7 steps to success for you NGO.

Building Co-Location: A Report Prepared for Marion County...

This resource, developed by the Collaboration of Local Organizations (CoLo), uses a case study of an agency that examines its 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 the idea of building co-location with another non-profit in order to meet its goals and objectives. In essence, CoLo defines co-location as “A type of collaboration in which two or more partner organizations share physical space on a regular basis, ranging from providing programming in a common space to sharing permanent offices...[and] co-location sites can house any number of organizations with widely different missions” (p 1). This document explores the cost-benefit analysis of co-location (40) including some of the many positive spillover effects of sharing space with other agencies including: the exchange of information and ideas, growth of networks, opportunities for collaboration. The paper also explore how a needs assessment to identify a sit location can be developed (p 51-53) and a comparison of the costs and benefits of different co-location models (p 47).

Collaboration of Local Organizations (CoLo). (2011). Building Co-Location: A Report Prepared for Marion County Coalition on Youth and the early Intervention and Prevention Initiative. (1-194). Indianapolis, United States.

 

Conducting a Well-Managed Meeting

This resource examines meeting management

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

from the healthcare sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

, though the guidelines and strategies put forth are applicable to organizations operating in the immigrant and refugee-serving sector as well. The article is divided into a logical, step by step sequence that examines meetings at 3 stages: the planning stage, the meeting stage, and the post-meeting stage (pp. 80-83). It outlines a number of considerations when handling meeting logistics and pre-meeting reception (p. 82). It also offers some important tips when meeting leaders are confronted with unproductive behaviour at both the group and individual level (p 83).

MacLeod, L. (November, 2011). Conducting a Well-Managed Meeting. Physician Executive Journal. 3(6). 80-85.

e-Nonprofit: a Guide to ASPs, Internet Services, &...

This guide by Michael Stein and John Kenyon is designed to help nonprofit agency staff work with Internet services, application service providers (ASPs), and online software. There is a glossary to help with technical terminology.

Effective Meeting Facilitation: The Sine Qua Non of Planning

This resource, developed by the National Endowment of the Arts, conceptualizes meetings as planning processes and opportunities for non-profit organizations (p 1). Much of the resource focuses on the planning stage of meetings, since planning is vital to develop meeting objectives and its overall purpose. A number of questions important questions are raised that can be used to inform effective meeting planning and facilitation, such as what idea building processes will be most useful, attendance, spatial arrangement and equipment (pp. 3-5). This resource also notes many strategies and guidelines for effective facilitation. Of note are the areas surrounding communication (p. 7) and decision-making by consensus (pp. 8-9).

Duncan, M. (July 12, 2005). Effective Meeting Facilitation: The Sine Qua Non of Planning. National Endowment for the Arts – Lessons Learned Essays. 1-13.

Evolving Challenges for Community Development Corporations...

This resource, developed by the Center for urban and Regional Studies at the University of North Carolina, Chapel Hill, provides a systemicRelating to the system. analysis of 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.

development organizations that have failed, downsized, or merged using six case studies as examples. The report addresses several key organizational factors linked to organizational performance, including staffing issues (p 11), boardYour board of directors provides governance to your organization. issues (p 12), mission issues (p 13), and funding issues (p 14-15). The report also examines how an organization’s mission, often because they may be narrowly defined, renders them vulnerable to shifts and external influences (p 39-41), particularly in the area of overreliance on a single funding source (p 42). The case studies enable agencies to apply the research and information collected so that it can be used to determine the risks and vulnerabilities of their organizations to external and internal forces.

Rohe, W; Bratt, R; Biswas, P. (January 2003). Evolving Challenges for Community Development Corporations: The Causes and Impacts of Failures, Downsizings and Mergers. 1-184. Chapel Hill, NC, United States. 

Government Funding: Use it Well

This article by Jeanne Peters, originally printed in The Nonprofit Quarterly, discusses the need for nonprofits to stay focussed on their mission. There is a tendency for social service nonprofits to stretch optimistically beyond what they are structured and best-suited to accomplish. Rather, the leadership

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

has to determine what the organization wants to accomplish (its mission), how it is going to concentrate its efforts to that end (competencies), and then find the discipline to seek and accept government funding aligned with both.

This resource covers the following topics: What is organizational design? Principles

Accepted bases of action or conduct. For the Organizational Standards Initiative, our guiding principles provide a value‐laden foundation on which our work can be based.

of organizational design; Basic context of organizational change; guidelines to reorganize a current organization; Benefits of an organizational chart; how to build an organizational chart; and more. Also includes suggested background reading. From the Free Management

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

Library, Assembled by Carter McNamara.

Healthy Workplace Operational Plan

Healthy Workplace Operational Plan 2013 - 2016.

Progress Update – April 2015. Focus. Goals and Objectives. 

 

How Competitive is Your Organization (The Macmillan Matrix...

The MacMillan Matrix is a valuable decision-making tool designed for social service organizations, based on the assumption that duplication of existing comparable services (unnecessary competition) among non-profit organizations can fragment the limited resources available, leaving all providers too weak to increase the quality and cost-effectiveness of client services. The methodology behind the matrix also assumes that trying to be all things to all people (socalled “mission-creep”) can result in mediocre or low-quality service.

Internal Communication Toolkit

This resource, developed by Civicus, is a toolkit to assist organizations to develop an effective internal communication strategy in order to improve communication efficiency and effectiveness. It begins by illuminating the benefits of effective internal communication (pp. 4-5) and then providing an overview of the main principles

Accepted bases of action or conduct. For the Organizational Standards Initiative, our guiding principles provide a value‐laden foundation on which our work can be based.

of internal communication, which include: developing a long-term focus, identifying organizational values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

, defining specific goals, and consistency in messaging (p 5). Many useful checklists and templates are provided which are helpful for organizations to determine a communication strategy that best meets their needs. For example, a sample internal communication survey can be distributed to collect feedback from staff

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

members (pp. 21-24) as well as sample internal communication strategy template (pp. 25-27).

Hume, J; Civicus. (2011). Internal Communication Toolkit. 1-28. Washington D.C, United States.

Introduction to Planning and Facilitating Effective Meetings

This is a meeting planning and facilitation guide from The National Oceanic and Atmospheric Administration (NOAA), which serves as an excellent guide and template for agencies that are looking to enhance in-person meeting effectiveness. It focuses on useful, practical information, such as the functions and characteristics of a facilitator (pp. 2-3), useful questions to consider when designing an agenda (p. 7), and sample meeting ground rules (p. 11). A number of important facilitation techniques are included, which are useful in order for groups to meet the objectives of a meeting (pp. 15-17).

NOAA Coastal Services Centre. (2010). Introduction to Planning and Facilitating Effective Meetings. Social Science Tools for Coastal Programs. 1-27. 

 

Logic Model Workbook - Innovation Network

A logic model

A visual representation or work plan of how your program works. It lists what you put into your program (resources), what you do (activities), and what you plan to achieve (outputs and outcomes).

is a commonly used tool to clarify and depict a program, or programs, within an organization. It serves as a foundation for planning and evaluation. This workbook is a do-it-yourself, step-by-step guide for articulating and connecting organizational or program goals, resources, activities, outputs, and outcomes. You can visit the Innovation Network's website - the Point K Learning Centre< - for their online Logic Model Builder, Evaluation Plan Builder, and other free tools and resources.

Managing technology use and learning in non-profit...

This article aims to empower non-profit 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 to develop the information technology management

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

practices required to carry out their civic goals. It highlights methodology of working with non-profit organizations through three case examples from the field. These examples illustrate that non-profit organizations are able to and can indeed sustain their IT management practices through various methodological techniques. These techniques—include scenario development, technology inventory assessment, and volunteer management practices— with an emphasis on the importance of long-term critical planning and design skills..
 
Cecelia Merkel, Computer Supported Collaboration and Learning Laboratory, and Center for Human Computer Interaction College of Information Sciences and Technology

Meeting Management and Group Character Development

This study details the fact that although managers spend approximately 75% of their time involved in meetings, few are adequately trained to properly facilitate and chair in-person meetings with staff

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

members (p 166). The authors introduce an excellent model for effective meeting management

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

known as the PDSA Cycle, which stands for ‘plan’, ‘do’, ‘study’, ‘act’ (p. 168). The cycle is closely examined and offers managers important guidelines for actions to be taken before, during, following, and in-between meetings. A few notable charts are provided including group character traits linked with meeting stages, important in order to foster a cohesive and positive work culture (p 174).

Kloppenborg, T; Petrick, J. (1999). Meeting Management and Group Character Development. Journal of Managerial Studies. 11(2). 166-179.

Mind Your Meetings

 

This resource provides managers and meeting facilitators with a lot of guidance and strategies for monitoring meetings and linking meetings to the direct and indirect costs of ineffective meetings. The resource begins by stating that meetings involve opportunity costs or trade-offs (p 50) and that meeting ineffectiveness does have financial implications for organizations. It emphasizes the importance of planning to enhance efficiency and analysis to gain a sense of some common organizational behaviours and practices to gain insight how meetings are viewed, used, and managed that can include: individual interviews and focus groups, direct observation, and surveys (pp. 50-51).

Allen, J; Rogelberg, S; Scott, J. (April 2008). Mind Your Meetings. Quality Progress. 41(4). 50-53.

Nine Emerging and Connected Organizational and Leadership...

The authors propose nince principles

Accepted bases of action or conduct. For the Organizational Standards Initiative, our guiding principles provide a value‐laden foundation on which our work can be based.

of management

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

, based on the theory that organizations are complex adaptive systems (CAS), recognizing the individuality of agents/staff

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

and the effects of interaction amongst staff. One of the common critiques of modern management is that the mechanical way of thinking of organizations as simple machines is so ingrained and can be quite limiting.  Learning to be flexible and adaptable is a sustainble leadership

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

strategy.

Nonprofit Social Media Policy Workbook

This resource, developed by Idealware is an activity workbook to be used by non-profit organizations to develop a social media policy. This workbook follows a multi-step process guide and features a variety of activity sections that can be utilized and filled in you plan. It aims to help leadership

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

feel more comfortable with the less–formal nature of social media by letting them establish boundaries for its use.

Idealware (2012). Nonprofit Social Media Policy Workbook

Nonprofits At Risk: The Space and Occupancy Crisis Facing...

 

This resource, although using data and information collected from non-profits operating in the city of San Francisco, nevertheless provide insight into key issues regarding the space and offices that non-profits operate in and some tangible solutions to space/physical infrastructure restraints that non-profits may be experiencing. Some of the over-arching risks inherent to the issue of space constraints and risk are explored in further detail including ownership and renting space (p 17), neighbourhood location and accessibility

The degree to which organizations and their services can be accessed by as many diverse people as possible. Whether something is accessible can depend, for example, on service design, organizational climate and culture, physical structures. Accessibility is related to the concept of ‘barriers,’ which are practices, structures, attitudes, and other things that block access. See also the definition of anti-oppression.

(p 20-21), and displacement (p 21-22). Ultimately, several emerging strategies are proposed for non-profits facing space constraints as a result of limited funds and/or the threat of displacement (p 29). The document also investigates each of the strategies with specific case studies using non-profits as examples. These case studies not only identify the unique problem but also several potential solutions for non-profits to explore. Lastly, a space needs survey is included in the document to determine that agencies can fill out to identify their unique space needs and highlight any spacing issues (p 55-59).

CompassPoint Nonprofit Services. (2000). Nonprofits At Risk: The Space and Occupancy Crisis Facing San Francisco’s Nonprofit 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.

. 1-60. San Francisco, United States. 

 

Operations Management

OPERATIONS MANAGEMENT

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

<

The eight stages you need to know in order to manage operations within your organisation effectively.

Managing your operations is important to ensure that you are carrying out the right activities, with sufficient resources and at the right time to achieve your objectives.

Operations management focuses on how you combine resources and activities to produce outputs and outcomes, which you can then monitor and evaluate< by comparing them with the performance indicators< you have set. Through making these comparisons you can see which aspects of your operations work well and which need to change.

Overview of Planning Toolkit - CIVICUS

This toolkit is an overview of the different aspects involved in planning for an organisation or project. It should enable the user to make a clear distinction between 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 action planning. It also provides some ideas about techniques to use in planning and how planning links to monitoring and evaluation. This toolkit is aimed specifically at those who have had only limited experience in planning.

Also available in French and Spanish at http://www.civicus.org/toolkits/civicus-planning-toolkits

Perceived Meeting Effectiveness: The Role of Design...

This study is rooted in the importance of a strong sense of satisfaction among employees regarding meeting effectiveness since “it may also feed into overall job attitudes and well-being and affect longer-term decisions such as an individual’s intention to leave his/her job” (p. 65). The study outlines five essential design characteristics for effective meetings, which include: using an agenda, keeping minutes, punctuality, having appropriate meeting facilities, and having a chairperson/leader (p. 66), of which each of these elements is explored in greater detail.

Leach, D; Rogelberg, S; Warr, P; Burnfield, J. (February 22, 2009). Perceived Meeting Effectiveness: The Role of Design Characteristics. Journal of Business and Psychology. 24. 65-76.

 

Policy Regarding Online Employee Content - Transparency...

This resource, developed by Transparency International, is the official policy used by Transparency International regarding online employee content. It emerged in response to the ‘growing number of conversations about core Transparency International (TI) issues [that] are taking place on the internet, and an increasing number of key TI stakeholders [who] are turning to the Internet for information” (p 1). The policy is concise and can be readily adapted according to the needs of any agency. The bulk of the policy outlines the requirements for employee content related to Transparency International (pp. 1-2) and requirements for employee personal content (pp. 2-3 ) but stipulations for evaluating and updating the policy are also included (p 3).

Transparency International. (March 2012). Transparency International Policy Regarding Online Employee Content. 1-3. Toronto, Canada.

 

Federal legislation on dealing with individual personal information.

Privacy Policy - IWSO

This sample policy from Immigrant Women Services Ottawa includes a privacy statement and outline of how the organization applies the principles of Canada's Personal Information Protection and Electronic Document Act.

Registered Charity Return

Registered Charity Information Return

 

(2016) What happens if you don't file your return?

File Form T3010, Registered Charity Information Return, each year, no later than six months after the end of your fiscalRelating to finances or financial matters. period.  

If you do not file your return within six months after the end of your fiscal period, your registration could be revoked for failure to file<. When your registration is revoked:

  • you can no longer issue official donation receipts
  • you are no longer exempt from income tax
  • you must give all of your remaining assets to an eligible donee< or pay a revocation tax equal to the full value of your assets

If you re-apply for registration, you will have to pay a $500 late-filing penalty.

Reminders to file

The Canada Revenue Agency will send you these reminders to file your return if you haven’t already done so:

  • three months after the end of your fiscal period, we will send a TX11D, Reminder to Registered Charities to File Return

  • four months after the end of your fiscal period, if we have your email address, we will send an email reminder

  • seven months after the end of your fiscal period, we will send a T2051A, Notice of Intention to Revoke a Charity's Registration

  • eight months after the end of your fiscal period, we may try to contact a representative of your charity by telephone to remind them to file the return

  • ten months after the end of your fiscal period, we will send a T2051B, Notice of Revocation of Charity's Registration, and Form T2046, Tax Return Where Registration of a Charity is Revoked<

Restoring IT Infrastructure – A Manual for Disaster Recovery

 

This document, developed by CompuMentor, provides important strategies and steps that agencies can use in the event that computer data has been lost and/or compromised. It provides an overview of the steps and processes to follow in the event of a failure of technology systems, including hardware recovery (p 5), moving your website (p 12-15). It also provides helpful tips and what agencies need to know if they are operating systems on borrowed equipment and other technology (p 18-22). A list of informative appendices is included at the end of the document (p 23-52).

CompuMentor (HSC). (September, 2005). Restoring IT Infrastructure – A Manual for Disaster Recovery. 1-52. San Francisco, United States. 

 

Role of an Operations Manager

Operations managers set goals and objectives and establish policies for various departments in the organization

 

Operations managers need good communication and interpersonal skills to help the different parts of an organization work together. Their job includes creating a positive culture where the work can get done. They facilitate communication between employees and departments. At times, operation managers help resolve disputes or disagreements. Operations managers cooperate in high-level decision making with other top executives of an organization, such as the president, chief financial officer and chief executive.

Sample Organizational Standards Action Plan - OrgWise

This action plan sample created by OrgWise gives you an idea of one way to start your own action plan for the organizational standards you would like to work on. See the action plan template by OrgWise as well, in Word so you can adapt it to your own needs.

Social Media Non Profits - Take Charge

This resource serves as an excellent to guide organizations that want to initiate a social media plan for their organization; or, are committed to social media and want to formalize and professionalize their use of social media. There are sections that detail the various primary and secondary goals as well as the justification for implementing a social media strategy.

Developed by Ventureneer ( n.d.) Retrieval date: May 15, 2014

Social Media Policy Sample Template

This resource developed by Beachcroft, serves as a good example of a social media policy template that may be used by non-profit organizations as a starting point to develop their own social media policy.

Beachcroft, Social Media Policy Sample Template

Strategic Organization Design: An integrated approach

This document describes the basic components of design and how they can be creatively assempled to achieve an organization's objectives. It presents a design process, explores key decisions managers face, and presents some fundamental principles

Accepted bases of action or conduct. For the Organizational Standards Initiative, our guiding principles provide a value‐laden foundation on which our work can be based.

to help guide any organization's design efforts. While written with for-profits in mind, many of the principles can apply to any organization, including non-profits. By consulting firm Oliver Wyman (U.S.)

A technology plan is the single most important ingredient to effectively using technology in your organization. The technology planning process will help minimize technology-related crises, use staff time efficiently, and avoid wasting money on equipment. Create a plan to help you think through your priorities in order to use technology in a way that directly furthers your mission. (From the TechSoup website).

Technology's Role in the Non-profit Sector: Increasing...

This resource discusses how increasing technology uptake in the non-profit sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

allows non-profit organizations to provide more effective services through improved work processes in the current technology landscape. It provides background information about innovations such as cloud computing systems, social media, and mobile technologies that are incorporated into the non-profit sector in order to improve the quality of services and work processes. It also provides an overview of the barriers that non-profits face, such as lack of knowledge, lack of resources, and demands by funders, and also explains the challenges accompanying increased technology uptake.

B, Brianna (n.d.). Technology's Role in the Non-profit Sector. Retrieval date, May 15, 2014  

The Decision-driven Organization

According to the authors of this article, what sets apart highly effective organizations is the quality of their decision making. They make the most important decisions well, and then they make them happen, quickly and consistently. Making good decisions means being clear about which decisions really matter. It requires getting the right people focused on those decisions at the right time. Decision-driven organizations are distinguished by the consistency and caliber of their decision making and execution at every level.

The Many Faces of Nonprofit Accountability

This document created by Harvard Business School provides an overview of the accountability

pressures facing non-profit leaders, and examines several mechanisms available to them: disclosures, performance evaluations, self-regulation, participation, and adaptive learning. Non-profit leaders must adapt any such mechanisms to suit their organization — be it a membership-based organization, a service-delivery non-profit, or an advocacy network.

 

Ebrahim, A. The Many Faces of Nonprofit Accountability: Harvard Business School Copyright 

Trade-Mark and Domain Name Protection for Charities

This resource, developed by Carters Professional Corporation, sheds lights on the issue of protecting intellectual property and how agencies engage in such protection via proper identification, registration, and monitoring. This resource is a checklist for agencies to reference that examines trade-marks, their uses, and considerations. The document explains what trade-marks consist of (p 2), which include emblems and crests, logos, and even slogans. It continues to illuminate the difference between trade-marks and other intellectual property including copyrights, patents, and trade secrets (p 4). The numerous benefits associated with the acquisition of trade-marks (pp 5-7) as well as the step-by-step process for trade-mark registration, including important considerations ranging from potential barriers to the process (p 8) and preliminary searches (pp 9-10). Lastly, a several important measures that agencies can take to protect their intellectual property and any trade-marks can be incorporated as part of a monitoring process (pp 20-21).

Carter, T; Goh, Shen Goh, U. (2011). Trade-Mark and Domain Name Protection for Charities. 1-22. Toronto, Canada.

 

Writings Within Your Organization

This toolkit, developed and shared by Civicus, provides organizations with useful information, strategies, and tips for developing effective writings that include reporting, minutes, correspondence, notice boards, and internal correspondence. This resource emphasizes that organizational writings can also enhance stakeholder

Here refers to a person or a group of people who have an interest in, or are affected by the organization now or in the near future.

engagement, such as the use of 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.

notice boards (pp. 5-6). Sample correspondence letters and letters accompanying faxes are included to ensure agencies are engaging in effective, clear, and professional communication with third parties and stakeholders (pp. 9-12). Several useful tips are also included for effective project reporting, particularly how people read reports and how to structure them accordingly (p 17), different types of reports (pp. 18-19), and presenting a report (p 22).  

Hurt, K; Civicus, (2011). Writings Within Your Organization. 1-24. Washington D.C, United States. 

Financial Management

Keeping the Record Straight: Introductory Accounting for...

This resource, developed by Certified General Accountants of Ontario, is a simplified bookkeeping package for non-profit organizations that intends “to answer most questions regarding record keeping, as well as [providing] assistance in properly managing funds” (5). The resource provides an overview of many different bookkeeping procedures including cheque disbursements (pp. 13-15), bank reconciliation (pp. 19-22), and information relating to payroll procedures (pp. 23-26). At the end of the document, the resource delves into some of the legal aspects of bookkeeping related to Ontario laws and legislature as well as providing a list of Canada Revenue Agency Tax Service Office and Tax Centres (pp. 29-35). Sample forms are also included with each section of the document that can be used as templates or modified to suit an agency’s needs.

Certified General Accountants of Ontario. (2007). Keeping the Record Straight: Introductory Accounting for Not-for-Profit Organizations. 1-37. Toronto, Canada.

 

 

 

Beyond the Bottom Line: Understanding & Promoting...

This resource, developed by the Helen Bader Institute for Nonprofit Management

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

, affiliated with the University of Wisconsin – Milwaukee, explores the two dimensions of financial health and management, namely capacity and sustainability (p 1). This resource also provides non-profits with formulas to calculate both their short term and long term financial health (pp. 1-6) and how this can be sustained. To illustrate the formulas and methods provided, three non-profit case studies are offered as examples including their individualized statement of financial position (their balance sheet). A brief synopsis of the organization, including the financial strengths and challenges of each separate organization, are provided so readers can better understand and examine each of the balance sheets (pp. 18-32). The balance sheets also serve as excellent templates.

Bowman, W. (04 December, 2008). Beyond the Bottom Line: Understanding & Promoting Nonprofit Financial Sustainability. 1-32. Chicago, United States. 

 

Budgeting Part 1 of 2

 

This resource, developed by Civicus, offers guidelines and best practices

Best Practices / Good Practices / Promising Practices

Ways of working that are acknowledged as effective and deserving of emulation.

for developing and monitoring an organizational budget. It is divided into two parts; Part 1 provides a general overview along with more in-depth analysis and understanding of the various intricacies of developing and monitoring a budget and Part 2 are appendices that are examples of different types of budgets (i.e. yearly, monthly, variance statements etc.). Part 1 begins by illustrating various categories of estimating costs along with various frameworks for mapping out these costs (pp. 8-9). Different kinds of budgets are also explored including: a survival budget, a guaranteed budget, and an optimal budget (p 15). Lastly, important information regarding monitoring against a set budget is explored along with monitoring cash flow, an excellent practice that can be built into reporting schemes (pp. 26-28).

Janet Shapiro. (2001). Budgeting Parts 1 and 2. 1-46. Johannesburg, South Africa. 

 

Budgeting Part 2 of 2

This resource, developed by Civicus, offers guidelines and best practices

Best Practices / Good Practices / Promising Practices

Ways of working that are acknowledged as effective and deserving of emulation.

for developing and monitoring an organizational budget. It is divided into two parts; Part 1 provides a general overview along with more in-depth analysis and understanding of the various intricacies of developing and monitoring a budget and Part 2 are appendices that are examples of different types of budgets (i.e. yearly, monthly, variance statements etc.). Part 1 begins by illustrating various categories of estimating costs along with various frameworks for mapping out these costs (pp. 8-9). Different kinds of budgets are also explored including: a survival budget, a guaranteed budget, and an optimal budget (p 15). Lastly, important information regarding monitoring against a set budget is explored along with monitoring cash flow, an excellent practice that can be built into reporting schemes (pp. 26-28).

Janet Shapiro. (2001). Budgeting Parts 1 and 2. 1-46. Johannesburg, South Africa. 

 

Charity Law Information Program – Receipting Kit,...

This resource, developed by the Charity Law Information Program of the Ontario 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.

Support Association, is a toolkit that comprises a receipting guide, in-depth policy documents, and Canada Revenue Agency legislation related to issuing and filing receipts for non-profit agencies. The document lists all required elements that must be listed on charitable receipts along with a brief explanation of each item (pp 4-5) and it even provides a sample template of a donation receipt that agencies can use (pp 6-7) The resource also highlights the fact that many valuable payments and transfers do not qualify as ‘gifts’, including a list of examples including program admission fees, or contribution of services (pp 9-10).

Blumberg, M. (June, 2011). BoardYour board of directors provides governance to your organization. Checklist. 1-24. Toronto, Canada.

Financial Management Manual

 

This resource, developed by Stratagems Consulting Group, is a manual for agencies that examines the various facets of financial management

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

, including “planning, organising[sic], controlling and monitoring financial resources in order to achieve organisational[sic] objectives” (p 2). The manual begins by outlining recommended contents of a financial management manual including financial responsibilities of boardYour board of directors provides governance to your organization. members, expenditure controls, controls of financial accounting, and controls on human resources (pp. 6-7). A sample financial management manual is also provided in which agencies can use it as a base and adapt it (as necessary) to suit the individual organization (pp. 8-23). Sample financial policies can also be found in the manual, including fiscalRelating to finances or financial matters. policies (pp. 24-26), operating reserve policy (pp.26-27), and executive limitations for the board (pp. 32-33).

Stratagems (2011). Financial Management Manual. 1-35. Toronto, Canada.

 

 

Financial Management of Not-for-Profit Organizations

This resource draws analogy to not for profits and the similarities it has to the commercial sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

. Budgeting and cash management

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

as two areas of financial management that is extremely important exercises for not for profit organization. The resource provides steps for preparing a budget, capital budget (p. 4 –P. 5)   Asset Management (p. 6) the use of fund accounting (p. 7)

Blackbaud (2015) Financial Management of Not-for-Profit Organizations

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

NGO Financial Management Pocket Guide: Your Road to...

This financial management guide can literally be kept in one’s pocket for quick reference to good financial policies related to (for example)  fixed assets, travel, expenses and payroll. Compiled by Robert Mbugua, Amos Njaramba, Damon Young, and Phangisile Mtshali.

This article discusses the importance of good internal control systems in minimizing risks, safeguarding assets, promoting operational efficiency, and enahcning the reliability and completeness of financial reporting. The main features of good internal control systems include authorization of transactions, completeness and accuracy of financial information, they physical safeguarding of assets, and segregation of duties.

By Gary Moulton and Kevin Wilson, Charity Village, September 2000

Project Proposal Writing - RFP

A Project Proposal is a document which you present to potential sponsors to receive funding or get your project approved.

We created this toolkit to simplify the process of creating a project proposal. We know that it can be hard to find templates, samples and guides all on one page. 

If you are familiar with proposals please scroll to the templates< and samples<. If you’re not, please take a look at the About Project Proposals<, Video Guides< and Further Reading< sections to find out more information.

We have compiled a few templates< in this toolkit to help you chose the most appropriate one for your business. For instance, you’ll find templates and generic business proposals, as well as NGO, grant, university and freelance project proposals.
 

Questions to Ask About Balance Sheet and Income Statement (...

This resource is a balance sheet with questions to ask about when reviewing your organizations financial statement. These questions form the basis for analysing your organizations finances. 

The Financial Management Training Center provides courses free courses available online,  including on financial planning, forecasting, capital management, and more.

Board structure & operations

Redesigning a Board Meeting

 

This resource explores the correlation between boardYour board of directors provides governance to your organization. meetings and levels of engagement and suggests that by making minor, strategic changes to the design of board meetings, the results will pay dividends in regards to increased productivity, time management

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

and engagement. In order to illustrate this point, a case study of an organization is utilized to explain how small, structural changes can have positive effects. How issues are introduced to the board (p. 2) as well as how task forces should be prepared and equipped to explore the issue and provide meaningful feedback (p. 3) are two issues that are highlighted. Even changes to the design of the board meeting agenda through the incorporation of roles, organization of issues, and the inclusion of questions to prompt discussion and draw attention to critical issues (p. 4) are all examples that enhanced board member engagement at meetings. Tips and guidelines for arranging meeting logistics and follow-up items are also included (p. 6).

Ryan, W. (2008). Redesigning a Board Meeting. Ryan Consulting Group. 1-6. Indianapolis. United States. 

This neat interactive virtual conference is a useful tool for recruitment or orientation of board members with little or no experience. You can have 'conversations' with animated conference participants, attend a plenary session, and get a virtual bag of related resources, as well as try a self-assessment to see if you are ready to serve on a nonprofit board.

It prompts you to subscribe to the Nonprofit Board Basics online email list: look a few sentences below and you can skip it.

Board Development: Board Building – Recruiting and...

This resource, developed by the Muttart Foundation of Canada, is designed to be a self-guided workbook for Executive Directors of non-profits. It breaks down the various functions and steps required for Executive Directors to: recruit boardYour board of directors provides governance to your organization. members, orienting and training board members, cultivating leadership

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

on the board and evaluation. Sample templates are also provided such as board meeting evaluation and review (p 59) and even a sample board member self-assessment (61).

Muttart Foundation. (2003). Board Development – Board Building: Recruiting and Developing Effective Board Members for Not-for-Profit Organizations. 1-84. Canada.

 

 

Board Mentoring Handbook - Maytree Foundation

Engage and retain new board members using the mentoring suggestions from this Maytree Foundation handbook.

Board Self-Assessment Questionnaire

This resource, developed by the Burnaby Hospital Foundation, is a questionnaire that was developed for boardYour board of directors provides governance to your organization. members of the Burnaby Hospital Foundation, though it can be easily modified and distributed to board members of any Settlement

Amongst community based immigrant and refugee serving agencies, settlement is defined as a multi‐dimensional, long‐term, dynamic process that involves a two‐way process of accommodation and adjustment between immigrants/refugees and society. Hence, settlement programs include a diverse range of services – from those focused on frontline activities that address the individual needs of immigrants and refugees to community capacity building & advocacy initiatives that address the context or conditions in which they live.

Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

organization. The questionnaire is divided into several parts including: knowledge on foundation mission and purpose (p 1), 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.

relations (p 3), board committees (p 6), and individual board member engagement (p 7). This questionnaire is advantageous as it can be used to inform board training and professional development

All types of facilitated learning opportunities that aim to increase a person’s skills or knowledge, leading to personal development and career advancement. Learning opportunities may include courses, workshops, coaching, etc and may be specific to the present demands on an organization’s staff or leadership, or may be more broadly relevant to a person’s career goals.

. It can also be used to develop or enhance a manual/guide book for board members. The resource ends with a brief questionnaire (p 7) to gather feedback and can be integrated as part of a board evaluation process.

Burnaby Hospital Foundation. (August 16, 2011). Board Self-Assessment Questionnaire. 1-7. Burnaby, BC, Canada.

Board Strategy Map - Overview Assessment

 

This resource is an overview of the Balance Scorecard and Non-profit BoardYour board of directors provides governance to your organization. originally developed by Harvard’s Kaplan and Norton and summarized Peter O’Donnell of Healthy Future Group. This strategy map uses a simple visual format to define the work of the board at four levels, and shows how each contributes to the level above. More importantly, it defines clearly how the Board adds value to the organization through its unique areas of responsibility.

Building a Board Member’s Manual

This resource, developed by the Non-Profit Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

Leadership

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

Program of Dalhousie University, suggests a structure that can be used by Executive Directors and BoardYour board of directors provides governance to your organization. Members to begin building a manual for non-profits. This resource provides an excellent framework and gives excellent tips on what key logistic information that should be included (p 2) but also several possible sections under which a manual can be organized.

Non-Profit Sector Leadership Program, Dalhousie University. (2006). Building a Board Member’s Manual. 1-5). Halifax, Canada. 

 

Building Leaderful Organizations: Succession Planning for...

This resource, developed by the Annie E. Casey Foundation, provides information and strategies for executive directors and boards in order to develop an effective framework for succession planning. The resource begins by explaining that succession planning, in its most basic form, is an important risk management

Risk management involves examining a situation and 1) identifying what can go wrong, 2) identifying measures to avoid such problems, and 3) if something does go wrong, identifying steps that can be taken to lessen the negative impact. These measures may include the use of policies, procedures, and protections (such as insurance or education). Risks can be related, for example, to financial loss, workplace safety issues including abuse & physical harm or injury, property damage, or loss of reputation.

practice (p. 3). It elaborates on the concept of succession planning and how there are numerous ways to conceptualize the process: strategic leader development, emergency succession, and departure-defined succession planning (p. 4). Numerous checklists, templates and even sample case studies are provided in the document, include a succession readiness checklist (p 5) and a self-reflection checklist for executive directors (p. 15). Additional resources are included as appendices for further reading.

Wolfred, T.  (2008). Building Leaderful Organizations: Succession Planning for Nonprofits. 1-21. Baltimore, United States

 

Building Peace within Non-profit Organizations

Conflict competence is essential to create energetic organizations with strong relationships between staff

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

, volunteers, members, partners, funders and other stakeholders. It improves morale, clarity of purpose and allows the non-profit to work with greater strength to achieve its goals. This article shares some of the common sources of tension and conflict within non-profit and voluntary organizations. These observations are also based on findings from 16 experts -- eight non-profit leaders and eight consultants who work with this sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

.

 

Peringer. C. (2005) Building Peace within Nonprofit Organizations

Bullies or Displays a Controlling Personality – Taming the...

 

Non-profit boards bring together a diverse group of professionals with a wealth of experience in a variety of areas, but what happens when board members display troublesome behaviour? This resource begins by outlining the risks of troublesome behaviour on the part of board members (p. 2) and how individuals can better understand the issue (p. 2). This resource also offers a case study profiling a board member displaying troublesome behaviour (pp. 3-4) as well as how to initiate a conversation with a board member in question in order to address and resolve the issue (pp. 5-6).

BoardSource. (2010). Bullies or Displays a Controlling Personality – Taming the Troublesome Board Member. 1-7. Washington D.C, United States.

 

This resource provides practical tips to recruit boardYour board of directors provides governance to your organization. directors that are committed to the organization and possess the skills, knowledge and other attributes needed in order to effectively carry out its responsibilities. It identifies elements of an effective recruitment process, provides a sample recruitment timetable/workplan, and discusses how to build board diversity.

Developing Leadership on Boards of Directors

Summarizing the results of a 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. Matters study of fifteen exemplary nonprofits, Barbara S. Miller and Jeanne Bergman provide important insights into how boards create a culture of leadership

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

and transform themselves into an active, engaged, and knowledgeable team - “ one that can guide a nonprofit organization to anticipate and respond to the myriad challenges in the sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

today.

Barbara S. Miller and Jeanne Berman, Journal for Nonprofit Management

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

, Support Centre for Nonprofit Management, 2008.

Different Is Better: Why Diversity Matters in the Boardroom

In view of the evolving responsibilities and influences of boards, we set about to study how boardroom heterogeneity is perceived and valued by directors. Our focus was gender, as there has been a significant amount of change regarding women in the boardroom over the last decade. We were less interested in the often-quoted statistics and “glass ceiling” issues that have been analyzed and discussed by many before us and instead set out to go further, to identify why it is important to have a diversity of perspective in the boardroom. As we began to probe, we realized that our findings on this issue transcend gender to address a broader subject. How does diversity of perspective in the boardroom lead to a good dynamic and better 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.? How can boards better structure themselves to benefit their constituents? Finally, how can candidates and nominating committees respond to the opportunities and needs that already exist? 

But diversity for its own sake falls short of both the need and the opportunity. An evolution is under way, and boards now are beginning to realize that it is the breadth of perspective, not the mere inclusion of various diverse traits, that benefits the organization.

Generational Self-Assessment

 

This resource, developed by Fieldstone Alliance, enables senior management

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

to assess their organization in relation to the effect generational changes will impact programs, staff

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

, volunteers, and technology (p 1). This is an important exercise as it can shed light on emerging needs and issues within organizations, such as succession planning and opportunities for staff professional development

All types of facilitated learning opportunities that aim to increase a person’s skills or knowledge, leading to personal development and career advancement. Learning opportunities may include courses, workshops, coaching, etc and may be specific to the present demands on an organization’s staff or leadership, or may be more broadly relevant to a person’s career goals.

. In the first section, users are able to map the generational status of their organization on an internal level for boardYour board of directors provides governance to your organization. members, volunteers, employees, and 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.

members (p 2). Subsequent sections list activities where agencies can list the services and programs provided to determine the service recipients. This information may be incorporated in 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.

, monitoring, and also proposal writing initiatives (pp. 3-4).

Brinckerhoff, P. (2007). Generational Self-Assessment. Generation: The Challenge of a Lifetime for Your Nonprofit. 1-4. Nashville, United States.

 

 

Governance DO’S & DON’TS: Lessons from Case Studies on...

 

This resource, released by the Institute on 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., examines the governance models that have been used and implemented in a variety of agencies operating in the non-profit sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

in Canada (p 10). This research firstly identifies a variety of governance models currently being employed by non-profit boards within Canada (p 3) as well as critical keys for successful board operations and planning (p4). Aside from examining challenges facing boards and the various governance models, a total of 20 agencies are examined to illustrate how they have addressed governance issues and some of the lessons learned (p 30-45).

Gill, M. (April 23, 2001). Governance DO’S & DON’TS: Lessons from Case Studies on Twenty Canadian Non-profits. 1-49. Ottawa, Canada.

 

Governance Models - What's right for your organization?

This article describes and critiques eight 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. models commonly used in nonprofits and offers guidance on their application. It suggests 'Results-based' governance as an emerging model that nonprofit leaders may want to consider and offers some 'Quick Tips' to guide development of an approach that suits your organization.

This article by Nathan Garber describes common 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. models and what questions you should consider when choosing or changing the governance model of your organization.

Grassroots Governance: Governance and the Non-Profit Sector

The objective of this booklet is to help volunteers better understand their role in good 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., guide organizations in their desire to balance transparency and accountability and to provide guidance to grassroots organizations as they grow and mature. A clear mandate helps attract new volunteers (p. 9) The Board of Directors

A group of people who are legally charged to oversee the operations of a non‐profit organization. There are a number of different types of boards, including:

Working Board: Board members attend to strategic matters in addition to working with staff to carry out the mission; usually characteristic of newly established organization or ones driven by volunteers (also known as an Operational Board or Management Board).

Membership (Representative) Board: There is a clear link between the board and the service users, with board members being clients and employers at the same time.

Policy Board: This model distinguishes between the board and Executive Director role. The Executive Director provides operational leadership in managing the organization to fulfil its mission, while the board focuses primarily on strategic matters and ensuring responsiveness to community stakeholders.

Collective Board: Board members and staff share equal responsibility in deciding upon strategic matters and carrying them out. They emphasize equality and power sharing.

Corporate or Entrepreneurial Board: There is an emphasis on innovation, with a focus on efficiency and effectiveness measures that push the organization to achieve a maximum result on its investments.

Institutional Board: When the organization is very mature, with all the systems in place to run efficiently and effectively, the Institutional Board tends to exist primarily to raise funds.

(p. 11) Grassroots Growth (p. 12) To Incorporate or not to incorporate (p. 13) Types of Boards (p. 14) Transparency and Accountability (p. 17) Conflict of Interest (p. 26)

 Grassroots Governance: Governance and the Non-Profit Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

Certified General Accountants of Ontario. First edition, 2008 Grassroots Governance: Governance and the Non-Profit Sector

Grassroots Governance: Governance and the Nonprofit Sector

Description from HR Council: "Developed by the Certified General Accountants of Ontario, this free guide provides a great starting point for volunteers and board members who want information on good governance for their grassroots organization. The guide addresses the top issues facing volunteer boards of directors including the role of volunteers in good governance, ways to balance transparency and accountability, and how to guide the organization as it matures and grows."

Guidelines for Board-Staff E-Mail Communication

This resource, retrieved from the Non-Profit Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

Leadership

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

Program of Dalhousie University, outlines a number of important guidelines that boardYour board of directors provides governance to your organization. members should follow when corresponding electronically. The suggestions and guidelines put forth, while at first appearing rudimentary, nevertheless are critical to incorporate into existing policies that govern the roles and responsibilities of board members and the means of communication between board members and the agency as a whole. As a result of a blurring between private and official communication, these guidelines clarify the board-staff

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

relationship (p 1) and can assist in improving board operations and effectiveness by fostering more open and transparent communication.

Dalhousie University. (2005). Guidelines for Board-Staff E-Mail Communication. 1-3. Halifax, Canada.

 

How Good is our Board? How board evaluations can improve...

This Institute on 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. Policy Brief looks at the challenges associated with boardYour board of directors provides governance to your organization. evaluation and the governance implications it holds for both individual board members and the organization as a whole. The purpose of this paper is to help board chairs and others to understand both the potential and the pitfalls of evaluations.

How Well-Run Boards Make Decisions

This Harvard Business Review article, although written for private sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

boards, provides a wealth of useful information that is equally applicable to nonprofit boards. Pay particular attention to the two ‘sidebar’ pieces: the Decision-making Primer, and the Annual Calendars. Think about how these might be useful to your own board.

Useem, M. (November, 2006). How Well-Run Boards Make Decisions. Harvard Business Review. 1-9. Boston, United States.

Interim Executive Directors: The Power in the Middle

This volume of the Executive Transitions series talks about how to find the right interim ED quickly and take advantage of the opportunities a time of transition can bring.

Key Questions to Consider When Thinking About Conflicts of...

This information fact sheet was developed by the 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. They state that a conflict of interest occurs when someone in a position of trust has competing professional or personal interests. These competing interests can possibly interfere with the person’s ability to remain impartial as they fulfill their duties.

COCo – The Centre for Community Organizations Published November 2010

Managing Board Conflict

This tool identifies ways in which conflict manifests within boards, sources or kinds of conflict (e.g. values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

conflict) and arenas of conflict (e.g. among board members or between board and staff

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

), and practical suggestions on how to manage better with conflict and prevent the conflict from being destructive. E. Grant MacDonald. Non-Profit Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

Leadership

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

Program, Dalhousie University, 2003.

Managing Board Conflict

This resource lends executive directors several strategies and considerations for addressing and managing conflict at the boardYour board of directors provides governance to your organization. level. This resource begins by examining the spectrum of board conflict, a spectrum divided into three distinct categories: passive board, embattled board, and harmonious board (p 2) and continues by describing the many guises of conflict (p 3). Several tips and procedures are offered so that executive directors and board members can manage better with conflict, in order to ensure that conflict can be channeled constructively and can be used to illicit positive change. These strategies include: establishing a code of conduct for board members and the executive director (p 7), frame conflict as an exercise in ‘win-win’ negotiation (p 7), and even celebrating agreements and new understandings (p 8).  

Macdonald, E. (2003). Managing Board Conflict. Non-Profit Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

Leadership

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

     Program, Dalhousie University
. 1-9. Halifax, Canada.

Managing Conflict: A Guide for Volunteer Boards

 

This resource, developed by Non-Profit Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

Leadership

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

Program of Dalhousie University, highlights the importance of managing conflict so that it can promote change and adaptation, awareness, and even strengthen existing relationships. The document begins by identifying some of the factors in volunteer boards of organizations that may be factors for inciting conflict (p 1) and also the emotional dimension of conflict and how boards and organizations can respond to this issue (p 2). The resource outlines a variety of strategies and good practicesSee the definition for best practices. that are important for agencies to implement in order to effectively manage conflict including exploring and implementing a conflict resolution process (p 4), implementing a grievance procedure (p 5), and even exploring how gender and cultural differences can be utilized to overcome differences and mitigate conflict (p 5).

Dalhousie University. (2006). Managing Conflict: A Guide for Volunteer Boards. 1-5. Halifax, Canada.

 

 

Merging Nonprofit Organizations: The Art and Science of the...

This resource, developed by the Mandel Center for Nonprofit Organizations, is intended to provide agencies and executive directors with practical information relating to non-profit merger process including “practitioner-focused information about the merger process” (p VI). The guide begins by explaining the merging process and how it is part of an organization’s 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.

process, notably the environmental assessment (pp. 16-18). Numerous worksheets are included in the document pertaining to partner evaluation and criteria (p 24) and a due diligence checklist (pp. 47-50). Lastly, a sample merger feasibility study work plan with a detailed step by step process and associated timelines is included (pp. 39-41).

Yankey, J; Wester Jacobus, B; McNally Koney, K. (2001). Merging Nonprofit Organizations: The Art and Science of the Deal. 1-69. Cleveland, United States. 

Non-profit Governance Models: Problems and Prospects

The paper characterizes existing 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. models along two dimensions: established vs. innovative and unitary vs. pluralistic. It also provides a way to map current perspectives according to four different models; the Policy Governance model, the Entrepreneurial model, the Constituency model and the Emergent Cellular model.  It also briefly describes the characteristics of each model and outlines the positive and negative features of each. It concludes by describing a new hybrid model which embraces the strengths of each model and also capitalizes on some of the new ways of framing management

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

in turbulent times.

Bradshaw, P., and Hayday B., (1998) Non-profit Governance Models: Problems and Prospects The Innovation Journal: The Public Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

Innovation Journal, Volume 12(3), 2007, article 5.

Recruiting and Vetting Nonprofit Board Members

A key ingredient to increasing a nonprofit organization’s impact in the 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.

it serves is having the right people on the team including the organization’s boardYour board of directors provides governance to your organization. members. According to Jeri Eckhart-Queenan, a partner at the Bridgespan Group, “Board composition is a key lever".  "Having the right people with the right skills helps the organization achieve its strategic goals.” The document helps you consider the first key question as you start to formulate your board recruitment plan.  You will find questions such as: What are our key strategic priorities, and what new skills or expertise might we need on your board to help us achieve those priorities?

 

 

 

Sample Board Interview Questions - Interim Place

This is a sample of questions you might ask in an interview to evaluate a potential board member’s fit with your organization.

Sample Board Orientation Checklist

 

This Document is a sample BoardYour board of directors provides governance to your organization. Orientation Checklist produced by Technical Assistance 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.

Services, 2004; it is a best practice road map to effectively orient new board members into an organization. It also outlines useful information about what board members should receive during their orientation and provides a list of documents and procedure that are required to be in place.

Sample Emergency Succession Plan Template

This resource, developed by CompassPoint, highlights the importance of have procedures and processes in place in the event of a sudden and unexpected absence of an agency executive director. The template is divided into various sub-sections and begins by identifying the primary functions of the executive director (pp.1-2) and the procedures that should be followed in the event of a short-term absence (pp. 2-3), long-term absence (pp. 3-4), and permanent absence (p 4). This template is an important feature that can be included as part of an agency’s risk management

Risk management involves examining a situation and 1) identifying what can go wrong, 2) identifying measures to avoid such problems, and 3) if something does go wrong, identifying steps that can be taken to lessen the negative impact. These measures may include the use of policies, procedures, and protections (such as insurance or education). Risks can be related, for example, to financial loss, workplace safety issues including abuse & physical harm or injury, property damage, or loss of reputation.

and succession planning strategies/policies.

CompassPoint Nonprofit Services. (2003). Sample Emergency Succession Plan Template.1-4. San Francisco, United States. 

The application of Robert’s Rules can make a large meeting run briskly and smoothly. However, in some circumstances, the formality of Robert’s Rules can actually hinder business, for example at boardYour board of directors provides governance to your organization. meetings. Most board members and managers are not aware that Robert’s Rules recognizes the problem of applying formal parliamentary rules to board meetings. It provides that in a board meeting where there are not more than about a dozen board members present, some of the formality that is necessary in a large assembly can be relaxed. This article describes how.

Strategic Planning Toolkit

This resource, developed by Civicus, provides a user-friendly model that agencies can use for effective 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.

. The toolkit provides information related to the various stages of strategic planning, including: background issues that will inform the process, planning activities, developing a coherent framework and even practical exercises. Several templates and sample tools are embedded within the toolkit, including a checklist for selecting an external facilitator (p 9) and exercises to assist organizations to identify critical issues (p 26)

Shapiro, Janet, Civicus. (2011). Strategic Planning Toolkit. 1-53. Washington D.C, United States.

 

Sustaining Healthy Boards

 This resource, developed by the Alberta Culture and 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.

Spirit Department of the Government of Alberta, introduces new methods of ensuring boardYour board of directors provides governance to your organization. engagement and productivity and also exploring various opportunities to provide support to board members. Board development begins with the idea of ownership and accountability; ensuring that board members are involved in the decision-making process and clarifying performance expectations (p 2). A useful checklist for examining and evaluating board meetings is shared (p 4) as well as the importance of board committees (p 4). Lastly, the resource explores how boards can incorporate and take advantage of new ways of working in order to boost productivity and board effectiveness, particularly in the realms of job sharing, temporary work teams, and ‘shared’ board members (p 5).

Alberta Culture and Community Spirit, Government of Alberta. (2009). Sustaining Healthy Boards. 1-6. Edmonton, Canada.

Ten Dimensions that Shape Your Board

This workbook is designed to help you and your boardYour board of directors provides governance to your organization.: 1) understand the cultural and developmental context of your organization, 2) recognize strengths and challenges related to how you work together, and 3) consider alternative strategies that build on your strengths and guard against challenges. The goal of this resource is to provide you with a useful framework for being intentional about how you function as a board

The Boundary Form: A Simple & Powerful Risk Management...

This resource explores the issue of risk management

Risk management involves examining a situation and 1) identifying what can go wrong, 2) identifying measures to avoid such problems, and 3) if something does go wrong, identifying steps that can be taken to lessen the negative impact. These measures may include the use of policies, procedures, and protections (such as insurance or education). Risks can be related, for example, to financial loss, workplace safety issues including abuse & physical harm or injury, property damage, or loss of reputation.

with non profit organizations specifically related to staff

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

and volunteer management. The author, David Hartley, suggests that clarifying and outlining the roles and responsibilities of volunteers and staff members is an important risk management practice and can agencies can draw up a ‘boundary form’ as a means of reinforcing these roles and responsibilities (p 1). Boundary forms are important since they go beyond outlining roles and responsibilities by also outlining what individuals should not be doing as part of their role (p. 2), which is especially important for individuals in particularly risky positions. A step by step process is included as to how organizations can create boundary forms as well as useful tips linked to their development and implementation (p. 2).

Hartley, D. (2010). The Boundary Form: A Simple & Powerful Risk Management Tool. Imagine Canada. 1-2. Toronto, Canada.

The Consent Agenda: A Tool for Improving Governance

Need to improve the effectiveness of your boardYour board of directors provides governance to your organization. meetings? This is a comprehensive how-to about using consent agendas to spend less time on administrative details and more on discussion of important strategic decisions.

The Dynamic Board: Lessons From High-Performing Non-Profits

This is a resource developed by McKinsey & Company which answer a number of important questions pertaining to boardYour board of directors provides governance to your organization. performance and strategies that will shape the mission and direction of an organization in achieving effectiveness. This document summarizes best practices

Best Practices / Good Practices / Promising Practices

Ways of working that are acknowledged as effective and deserving of emulation.

and guidance to many types of board’s activities in order to be dynamic, and provide key tactics and strategies need to respond to changing internal needs.

The Non-profit Board Member’s Role in Marketing

In this resource, First Non-profit Foundation has identified topics of particular interest to boardYour board of directors provides governance to your organization. members and provides digests of time-tested wisdom, emerging thought, and the insights of highly experienced practitioners. Its purpose is to create mutual exchanges of value and, while there are specialized roles, marketing is everyone’s job in organizations seeking to grow and succeed. Topics covered are: Understand Your Mission and “Primary Customer” (pg. 3) Make Marketing Policy (pg. 4) The Six “Ps” of marketing (pg. 5) “Branding” (pg. 6) Having clear Expectations for Board Members’ Supportive Roles (pg. 7)

 

Gary J. Stern (2011) Champions with a Cause: The Non-profit Board Member’s Role in Marketing 2nd edition

YMCA of Western Ontario/Incident Report

This is a copy of an incident report used by the YMCA of Western Ontario for all incidents or accidents as part of a risk management

Risk management involves examining a situation and 1) identifying what can go wrong, 2) identifying measures to avoid such problems, and 3) if something does go wrong, identifying steps that can be taken to lessen the negative impact. These measures may include the use of policies, procedures, and protections (such as insurance or education). Risks can be related, for example, to financial loss, workplace safety issues including abuse & physical harm or injury, property damage, or loss of reputation.

and mitigation practice. The numerous areas and sections require users to provide detailed information related to the incident and can cover a wide range of issues (i.e. theft, health and well-being, workplace safety, emergency care etc.) (pp. 1-2). One of the most important areas included in the incident report is a section dedicated to follow-up and the actions taken (p. 2). This resource can serve as an important guiding framework for agencies looking to develop their own unique incident/accident reports as part of a risk management and human resources practice.

YMCA of Western Ontario. (July 2011). YMCA of Western Ontario/Incident Report. 1-2. London, Ontario, Canada, 

Learning & Innovation

Analyzing Outcome Information – Getting the Most from Data

This resource, developed by the Urban Institute, illustrates how non-profits can make the most of the data that has been collected for measuring programs and gauging the impact of services on the 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.

, specifically organizations that use an outcome measurement system. This guide book provides a step by step account of what organizations need to do in order to make sense of and use the data that has been collected. Sample basic outcome tables and detailed outcome reports (pp. 5-6) along with strategies for comparing the latest outcomes with pre-established targets and earlier time periods. The guide also offers many insightful types for agencies and how they can disaggregate data to carefully map client and service characteristics (pp. 13-20). Lastly, a number of cases are presented in cases where analyses might be warranted by programs given certain prevailing trends and/or key factors (pp. 31-33).

Urban Institute. (2004). Washington D.C, United States

Becoming More Effective – An Introduction to Monitoring and...

This resource, developed by Charities Evaluation Services (CES) and The Refugee Council, is a guide book that provides step by step processes for organizations that operate in the Refugee and Settlement

Amongst community based immigrant and refugee serving agencies, settlement is defined as a multi‐dimensional, long‐term, dynamic process that involves a two‐way process of accommodation and adjustment between immigrants/refugees and society. Hence, settlement programs include a diverse range of services – from those focused on frontline activities that address the individual needs of immigrants and refugees to community capacity building & advocacy initiatives that address the context or conditions in which they live.

Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

with tools to effectively monitor and evaluate their programs and the impact of their services. The guide is divided into 5 sections each providing details of one aspect of program evaluation. Numerous useful checklists and templates are provided in the guide, including a checklist for setting aims and objectives (pp. 9-12), monitoring outputs and outcomes (pp. 20-21), and even a visual model of the self-evaluation cycle (p 25). A final section that addresses frequently asked questions is also included, delving into areas such as SMART objectives, monitoring with volunteers, and technological support (pp. 27-28) and even a case study (pp. 28-29).

Charities Evaluation Services (CES); The Refugee Council. (January 2008). Becoming More Effective – An Introduction to Monitoring and Evaluation for Refugee 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.

Organisations. 1-34. London, United Kingdom.

 

Exploring the Looming Leadership Deficit in the Voluntary...

 

 

This resource, developed by the HR Council for the Voluntary/Non-profit sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

, discusses some of the challenges the non-profit sector is facing with an emphasis on the leadership

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

deficit and the issue of succession. It notes some of the principal sector trends including some of the issues the sector faces, notably increased competition by the private and public sector to lure young people (130). In identifying some of the current issues and challenges, this resource identifies a two-pronged approach that can be taken in order to continue to support existing leadership and accelerate the development of young leaders in the sector (p 131). It provides a number of recommendations that organizations can incorporate into their 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.

to develop their human resources personnel and attract young talent to ensure that agencies can be well positioned for the future (p 134-135).

Toupin, L; Plewes, B. (2011). Exploring the Looming Leadership Deficit in the Voluntary and Nonprofit Sector. The Philanthropist, 21(2). 128-136. Vancouver, Canada.

 

 

Abstract retrieved from YouTubeIn this session, Al Etmanski brought the concept of social innovation to life, describing how it's a concept and strategy that challenges traditional assumptions and explaining how it can strengthen the problem solving capacity of future generations.Social innovation profoundly shifts cultural attitudes, habits, norms, relationships, hierarchy, values and the story we tell about each other. New laws, programs or funding stream, new techniques, technologies and methodologies don't in themselves guarantee profound change. The purpose of social innovation should be to substantially improve social and economic justice, otherwise it's not worth it. Etmanski, A. (February 8, 2012). Five Good Ideas about Social Innovation. Maytree Foundation. 25:54. Retrieved from Youtube.

Integrated Monitoring: A Practical Manual for Organisations...

 

This resource, developed by InProgress, is a program monitoring and evaluation manual that discusses key aspect of program monitoring and important steps for conducting monitoring and evaluations. Aside from beginning by discussing what is monitoring (pp. 7-8), the manual details the various stakeholders that may be involved in the monitoring process by way of a diagram illustrating how stakeholders are not only impacted and involved with monitoring but also how they are linked together (pp. 10-12). It introduces the concept of a ‘project management

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

spiral’ (p 14), in which project monitoring nurtures the acquisition of new knowledge, which is then reinvested and transforms into a virtuous spiral. A useful checklist of things to be monitored (p18) and offers important strategies for moving from output design to outcome design (pp. 20-21).

Herrero, S. (2012). Integrated Monitoring: A Practical Manual for Organisations that Want to Achieve Results. 1-44. Berlin, Germany. 

Logic Model Development Guide

This resource, developed by the W.K Kellogg Foundation, is a comprehensive guide that provides an overview of the logic model

A visual representation or work plan of how your program works. It lists what you put into your program (resources), what you do (activities), and what you plan to achieve (outputs and outcomes).

, exercises focused on the development of a simple program logic model, instructions for expanding a basic logic model, and templates and checklists to use the logic model in project evaluation and 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.

. The guide begins by defining a logic model as a ‘systematic and visual way to present and share one’s understanding of the relationships among the resource one has to operate programs, plan activities, and document the expected outcomes (p 1). It provides instruction for how agencies can use a logic model for the duration of a program (p 14), including the planning, implementation and evaluation stages. A series of flowchart exercise are provides so agencies can understand how to map and track the various components of the logic model, including resources, activities, and results (p 25-27). Lastly, a sample evaluation template (p 44) and an indicators

Evidence or measures that show that a certain condition exists or certain results have or have not been achieved. They tell you how much progress has been made toward the intended goals, objectives, outputs or outcomes. Here, indicators are the practical and measurable markers that monitor specific aspects of a standard. Meeting certain indicators means the achievement of some level of the standard.

template (p 48) bare included for agencies to use and adapt according to their activities and programs.

W.K. Kellogg Foundation. (January 2004). Logic Model Development Guide. 1-63. Battle Creek, Michigan, United States. 

 

Monitoring and Evaluation on a Shoestring

This resource, developed by Charities Evaluation Services (CES), provides users with a systematic approach to monitoring and evaluation and is intended to be used by executive directors, members of the boardYour board of directors provides governance to your organization., and even staff

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

members – those that are responsible for self-evaluation and using information to report to funders and stakeholders. Just as important as the actual task of evaluation, planning and preparing for the evaluation process is also important (pp. 6-8). A number of strategies regarding data identification and collection are explored, which include: proportionality, the availability of information on outputs, and even user satisfaction (pp. 17-21). Various data collection methods are explained in detail along with some pros and cons of each method (pp. 29-34).

Cupitt, S; Ellis, J. (2011). Monitoring and Evaluation on a Shoestring. 1-49. London, United Kingdom. 

Nonprofit Business Intelligence - How to Measure and...

 

This is an independent research piece developed to inform agencies how they can integrate and develop performance benchmarks into their operational planning in order to move beyond the standard model of inputs and outputs. It begins by defining and distinguishing between program evaluation and performance measurement (p 2) and argues that agencies must utilize their performance data as business intelligence in order to overcome some of shortcoming of measurement (p 2-3). Of particular importance is the section of the document which explores how performance management

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

should not only be incorporated in funder reports, but inherent in this process is the use of performance management to improve the quality of the work (p 9). The article ends by providing agencies with a list of sequential, useful steps that they can use and integrate in their respective agency to improve capacities to effectively measure performance and project outcomes (p 11-13).  

Saul, J. (2003). Nonprofit Business Intelligence – How to Measure and Improve Nonprofit Performance. 1-27. United States.

 

 

Services Framework Chart -- SISO

This sample framework from Settlement and Integration Services Organization (SISO) Hamilton charts out the organization's settlement counselling services in a way that shows their activities, short term and long terms outcomes and indicators, accountability, and time frames all in one place.

The 2002 User-Friendly Handbook for Project Evaluation

This resource, developed by the National Science Foundation, explores both quantitative and qualitative methods and lists ways for integrating such methods as part of a project evaluation strategy. It is divided into four principal sections, which include: evaluation and types of evaluation (pp. 3-13), the steps in conducting evaluation (pp. 15-42), an overview of data collection methods (pp. 43-62), and strategies that address culturally response evaluation (pp. 63-73).  Many check lists, tables, and diagrams are also included to illustrate the information presented in this handbook. A user-friendly table comparing the best times to use focus groups or in-depth interviews (p. 54) and a template for identifying key project stakeholders (p. 21) may be particularly useful for users.

Frechtling Westat, J. (January 2002). The 2002 User-Friendly Handbook for Project Evaluation. 1-86. Arlington, VA, United States.

 

The Program Manager’s Guide to Evaluation - Second Edition

 

This resource, developed by the Office of Planning, Research and Evaluation of the U.S Department of Health and Human Services, is a manual that explores the various facets of program evaluation. The guide offers important tips and strategies for hiring and managing a third party evaluator, including outlining potential responsibilities of the evaluator that can be incorporated into a contract (p 27). Also included is a sample logic model

A visual representation or work plan of how your program works. It lists what you put into your program (resources), what you do (activities), and what you plan to achieve (outputs and outcomes).

of a program, and implementation objectives, and participant outcome objectives with accompanying worksheet templates (pp. 41-47). The manual also indicates the important components of an evaluation plan as well as a sample outline for an evaluation plan (pp. 59-61).

U.S Department of Health and Human Services. (23 February, 2012). The Program Manager’s Guide to Evaluation – Second Edition. 1-111. Washington D.C, United States. 

 

Using Focus Groups in Program Development and Evaluation

This resource, developed by the University of Kentucky – College of Agriculture, is intended to draw attention to the uses of focus groups as part of agency program planning and evaluation. The guide begins by explaining the explaining the need for clarifying the expectations of focus groups and communicating its purpose with participants (p 2). Information relating to developing appropriate questions for focus groups is organized along five general types, including the most appropriate methods of extracting information (pp. 3-4). Lastly, a useful checklist is included which summarizes the steps of conducting a focus group along with important considerations for those arranging the logistics, moderating, and following-up with participants (p 8).

Rennekamp, R; Nall, M. (2004). Using Focus Groups in Program Development and Evaluation. 1-8. Lexington, Kentucky, United States. 

 

Governance & Strategic Leadership

Board Handbook for Strategic Planning

Building Capacity in Nonprofit Organizations

 

This resource, developed by the Urban Institute, explores the issue of capacity building in non-profit organizations and how such initiatives can be strengthened through the use of various models and frameworks. The two sections of particular importance in this document are section 3 and 4, as they provide more practical approaches to capacity building in non-profits and use the models and experiences of other organizations. Of particular importance is an area that delves in different types of capacity building ‘good practices’ (pp. 50-57) that provide case studies as examples. Lastly, a list of recommendations and ways in which organizations can engage in effective and sustainable capacity building initiatives is discussed in great detail (pp. 71-77)

De Vita, C; Fleming, C. (2000). Building Capacity in Nonprofit Organizations. 1-97. Washington D.C, United States. 

 

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

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

Diversifying the Board

The most important ingredient to the success of boardYour board of directors provides governance to your organization. diversity, however, would most probably be the board members’ changing their mindset to welcome a more heterogeneous board, as well as to place greater trust in one another and work together more effectively.

BENEFITS OF BOARD DIVERSITY

Diversifying the board is said broadly to have the following benefits:  More effective decision making.  Better utilisation of the talent pool.  Enhancement of corporate reputation and investor relations by establishing the company as a responsible corporate citizen. 1. More

Evaluating the Performance of an Organization

Evaluating the Performance of an Organization

An organisational assessment is a systematic process for obtaining valid information about the performance of an organisation and the factors that affect performance.  It differs from other types of evaluations because the assessment focuses on the organisation as the primary unit of analysis. 

Governance models, board types or best practices?

The most successful boards, within this framework, develop a collaborative partnership with senior management

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

; seek agreement between key stakeholders on vision, values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

, goals and expectations (tempered by the reality of available resources); ensure clarity with respect to roles and responsibilities; establish constructive processes for resolution of conflicts and conflict of interest; and cultivate an organizational culture characterized by trust, teamwork, mutual respect, flexibility, adaptability, and responsiveness in the face of the ever-changing realities, resources and needs of consumers.

Mel Gill is president of Synergy Associates<, Consultants 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. 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.

, and the author of Governing for Results: A Director's Guide to Good Governance. Contact him atmel.gill@synergyassociates.ca<.

How to Evaluate your Organization

HOW TO EVALUATE YOUR ORGANIZATION

The purpose of this manual is to provide your organization with the tools and necessary understanding to undertake a self-evaluation. The manual outlines certain standards

Desired and achievable levels of performance against which actual performance can be compared. Standards help to bolster public confidence, promote transparency and accountability, enhance performance and effectiveness, and help organizations achieve their mission, improve their practices, and educate board and staff about good practices.

of excellence or “best practices

Best Practices / Good Practices / Promising Practices

Ways of working that are acknowledged as effective and deserving of emulation.

” in seven key areas. These have to do with an organization’s: 1. Commitment 2. Institutional 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. 3. Educational Environment & Methodology 4. Organizational Structure

Organizations can be divided into three major areas that help it to fulfill its mission: governance, work and management (Grant & Crutchfield, 2007). Governance is the source of strategic decisions that shape the organization and its work and where, ultimately, accountability lies. Work refers to the implementation of activities and tasks that must get done to fulfill the organization’s mission. Management is the link between governance and work and includes the day‐to‐day direction of tasks, people, relationships, finances, and technology to get the job done. Organizational structure refers to these 3 areas and how they interact/work together to accomplish an organization’s mission.

and Management

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

5. Administration and Finances 6. Human resources 7. Impact You will be asked several leading questions to help you assess where your organization stands in relation to these standards of excellence. The discrepancies you find between these standards and the reality in your organization will point to areas for future improvement.  

Human Resources Management Tools: Coaching, Mentoring and...

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.

.

Improving Leadership & Governance in Nonprofit...

 

More Effective Leadership

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

and 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 Nonprofit Organizations

This course introduces you to the nonprofit sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

, nonprofit organizations, and the concepts of leadership and governance. While this course has been developed with North American culture in mind, we do appreciate that in other parts of the world the nature of the nonprofit sector, nonprofit organizations, nonprofit leadership and governance may not be the same. Nevertheless, it is our hope that much of the course content will still be of value to those in other parts of the world. To learn more about this course, please watch the overview video by copying and pasting the following link into your web browser: https://goo.gl/Lvhdqi. Keywords: Nonprofit; Nonprofit Sector; Voluntary Sector; Nonprofit Organizations, Non-Governmental Organizations, Volunteer Organizations, Leadership, Management

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

, Governance, BoardYour board of directors provides governance to your organization., Board of Directors

A group of people who are legally charged to oversee the operations of a non‐profit organization. There are a number of different types of boards, including:

Working Board: Board members attend to strategic matters in addition to working with staff to carry out the mission; usually characteristic of newly established organization or ones driven by volunteers (also known as an Operational Board or Management Board).

Membership (Representative) Board: There is a clear link between the board and the service users, with board members being clients and employers at the same time.

Policy Board: This model distinguishes between the board and Executive Director role. The Executive Director provides operational leadership in managing the organization to fulfil its mission, while the board focuses primarily on strategic matters and ensuring responsiveness to community stakeholders.

Collective Board: Board members and staff share equal responsibility in deciding upon strategic matters and carrying them out. They emphasize equality and power sharing.

Corporate or Entrepreneurial Board: There is an emphasis on innovation, with a focus on efficiency and effectiveness measures that push the organization to achieve a maximum result on its investments.

Institutional Board: When the organization is very mature, with all the systems in place to run efficiently and effectively, the Institutional Board tends to exist primarily to raise funds.

, Performance, Effectiveness

Nonprofit Executive Leadership and Transitions Survey 2004

 

This resource identifies some of the management

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

structural issues that organizations in the non-profit sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

are facing, particularly in relation to succession planning as more senior staff

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

management are leaving the sector for retirement and other pursuits. The document highlights the data and information gathered from surveying non-profit executives and also produces a variety of recommendations that agencies can incorporate into their succession and 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.

(p 10). Among the recommendations are strategies applicable to agencies regardless of operational budget and numbers of staff.

Managance Consulting. (2004). Nonprofit Executive Leadership

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

and Transitions Survey 2004. 1-20. Silver Spring, MD, United States.

 

 

Nonprofit Governance and the Work of the Board

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. is a central and essential dimension in the leadership

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

of nonprofit organizations, and the boards of directors that engage in the work of governance are central to the success of the organizations they serve. This chapter provides a basic overview of the nature and scope of a typical nonprofit organization’s governance processes, including the basic ways that boards of directors typically will provide the leadership and direction to their organizations, and explains the ways that these roles can have an important impact on the success of the organization. This document includes the following topics:

What is governance? 

Governance, strategy, and leadership

Boards of directors 

The Legal Duties of the Board

 The Core Responsibilities of the Board

 

Read more: http://bloch.umkc.edu/mwcnl/resources/documents/overview-nonprofit-governance.pdf

Not a Rocking Chair! How board chairs can provide strategic...

This paper from the Institute on 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. offers a map or guide to help chairs explore the dimensions and potential of their role - how they can invest their time to greatest effect, and how they can make a lasting contribution to the well-being of both their organization and their 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.

.

Operating Reserve Policy Toolkit for Non-profit...

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

This article explores the tension between leadership

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

and management

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

. Non-profits consistently rate their organizations much higher on leadership dimensions and developing an overall vision than on management dimensions like setting priorities in order to realize that vision. Many non-profits appear to be strongly led, but under-managed.

Top 20 Compliance Issues for Canadian Charities

 Free CharityVillage Webinar: 

This recorded webinar, presented by Mark Blumberg<, provides plain language information and resources about the compliance obligations of Canadian registered charities. It also covers the top Canada Revenue Agency concerns for Canadian registered charities.

Volunteering Reinvented – Human Capital Solutions for the...

This resource, developed the by the Corporation for National and 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.

Service, provides information for agencies for they can successfully mobilize and utilize volunteers given the numerous constraints that agencies are facing. This resource highlights the importance of 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.

in order to maximize volunteer impact (p 5) and how agencies can effectively market themselves to prospective volunteers (p 3-5). It also provides agencies with an 8 step process for volunteer recruitment, management

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

and evaluation including case studies that use non-profits to illustrate each of the steps.

Corporation for National and Community Service. (July, 2007). Volunteering Reinvented  Human Capital Solutions for the Nonprofit Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

<. 1-28. Washington D.C, United States.

 

Improving Conditions for Immigrants & Refugees

Boosting Settlement Services

Boosting Settlement

Amongst community based immigrant and refugee serving agencies, settlement is defined as a multi‐dimensional, long‐term, dynamic process that involves a two‐way process of accommodation and adjustment between immigrants/refugees and society. Hence, settlement programs include a diverse range of services – from those focused on frontline activities that address the individual needs of immigrants and refugees to community capacity building & advocacy initiatives that address the context or conditions in which they live.

Services

Ministry of Citizenship and Immigration<

Ontario is helping to boost capacity for settlement agencies in six communities where federally funded Resettlement Assistance Program agencies are located, and which are expected to receive the majority of refugees

In this document, the terms ‘immigrants,’ ‘refugees,’ and ‘newcomers’ are intended to be broadly inclusive. Our varied use of ‘immigrants,’ ‘refugees,’ and ‘newcomers,’ is intended to reflect the breadth and heterogeneity of the communities served by OCASI’s membership, many of whom have been in Canada for many years and/or have less-than-full status, for example.

from the Syrian conflict - who began arriving yesterday.  

Earlier this year, Ontario committed $8.5 million <over two and a half years to help deliver both settlement and integration supports to refugees, as well as to help organizations and groups that are supporting private sponsors. Ontario is allocating over $3.7 million of this funding to eight settlement agencies in six communities. These funds will help provide comprehensive, 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.

-based supports for refugees, such as: 

·         First-language settlement services

·         Specialized supports for refugee women and youth

·         Access to trauma counselling and mental health services

·         Housing assistance

·         Employment supports.

The organizations receiving funding are: Arab Community Centre of Toronto (Toronto), Catholic Centre for Immigrants

In this document, the terms ‘immigrants,’ ‘refugees,’ and ‘newcomers’ are intended to be broadly inclusive. Our varied use of ‘immigrants,’ ‘refugees,’ and ‘newcomers,’ is intended to reflect the breadth and heterogeneity of the communities served by OCASI’s membership, many of whom have been in Canada for many years and/or have less-than-full status, for example.

(Ottawa), COSTI Immigrant Services (Toronto), London Cross Cultural Learner Centre (London), Malton Neighbourhood Services (Mississauga), Multicultural Council of Windsor and Essex County (Windsor), Reception House Waterloo Region (Kitchener-Waterloo) and Wesley Urban Ministries (Hamilton).

More organizations will receive funding for refugee-targeted settlement services in the coming months to meet a range of needs and address service gaps in communities where refugees will settle.

The province is encouraging Ontarians to either post, or sign up to receive information on volunteer opportunities to help welcome refugees at SPARK Ontario<, specifically on its webpage on Welcoming Syrian Refugees.<

Quick Facts

·         In 2014, Ontario welcomed more than 11,400 refugees from around the world to start a new life in the province.

·         The federal government is responsible for refugee selection, screening and the provision of settlement services, including finding interim lodging.

·         On December 4, 2015, Ontario allocated $1.8 million< to several organizations that help attract and support private refugee sponsors.

Background Information

·         Settlement Agencies and Refugee Sponsorship Support Organizations<

Hiring, Deployment, Engagement & Retention

Cultural Competency Self-Assessment for Public Interest...

 

This resource, developed by The Maryland Association of Non-Profit Organizations, is a checklist intended for Executive Directors and Program Managers to gauge one’s understanding of cultural competencies and how it is put into practice in one’s work. For the purposes of the checklist, the author has included a broad definition of culture as a guide for those utilizing the checklist (p 1). The checklist is divided into three distinct sections each designed to gauge one’s understanding and the practice of cultural competence for a total of 40 questions. A scoring formula is listed at the end of the document so individuals can gauge their cultural competence as beginning, emerging, proficient, or exceptional (p 7).

Rouson, B; Iliff, H. (2011). Cultural Competency Self-Assessment for Public Interest Leaders. 1-7. Baltimore, United States. 

 

Diversity and Inclusion: Valuing the Opportunity

This resource is provides information on diversity and inclusion as emerging values

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

and priorities in the workplace across sectors and industries. Topics covered in this resource includes:  Size matters: Large organizations are twice as likely to recruit for diversity (p. 5- 7) Defining the Challenge (p. 8-10) Imagining the Solution (p. 11- 18)

 

Successful HR management helps employee motivation, employee development, and employee retention. This website provides detailed information and resources on management fundamentals, coaching/mentoring, interpersonal communication, leadership, employee motivation, empowerment and retention, and much more.

This section of about.com`s well recognized website on HR provides a lot of information on employee motivation, employee involvement & empowerment, and employee retention.

Staff

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

surveys are a good way to get feedback from staff about working conditions and issues that may impact staff retention and engagement. This link provides a sample staff survey. There are 5 other sample surveys or `demos` on this site that you can view.

The HR Council`s HR Toolkit section on Employee Recognition includes information on what employee recognition is, why it`s important, guidelines for implementing, and informal & formal recognition programs.

Guide to Developing a Base Salary Structure -...

This guide, from the Hireimmigrants.ca Roadmap<, covers issues to consider when making pay decisions and creating salary bands/ranges.

This website provides a sample of a highly developed performance management

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

system - from the University of California, at Berkeley. This site offers guidelines, sample policies, forms, templates and tips on areas of performance management that go beyond the basics - such as management development guiding principles

Accepted bases of action or conduct. For the Organizational Standards Initiative, our guiding principles provide a value‐laden foundation on which our work can be based.

, tips for both staff

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

and supervisors/managers in conducting effective performance appraisals, and a chapter on building better communications.

Hiring and Retaining Skilled Immigrants – A Cultural...

This resource, developed by the British Columbia Human Resources Management

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

Association (BC HRMA), addresses the realities of increasing diversity in the workforce and the importance of drawing upon the talent of skilled immigrants

In this document, the terms ‘immigrants,’ ‘refugees,’ and ‘newcomers’ are intended to be broadly inclusive. Our varied use of ‘immigrants,’ ‘refugees,’ and ‘newcomers,’ is intended to reflect the breadth and heterogeneity of the communities served by OCASI’s membership, many of whom have been in Canada for many years and/or have less-than-full status, for example.

. This guide is designed to “provide a culturally-competent tool for HR practitioners and managers to enable them to reach, assess and integrate skilled immigrants into their workplace” (p 5). The guide provides a summary of the step by step process of hiring and retaining skilled immigrants including effective methods for screening applicants (p 10), culturally-competent interview techniques (p 11), and how managers can support the success of skilled immigrants in the workplace (p 14). Several charts and activities are included that can be used as part of the hiring and screening process that to improve communication and clarity for applicants and hiring committees (pp. 18-21).

British Columbia Human Resources Management Association (BC HRMA). Hiring and Retaining Skilled Immigrants – A Cultural Competence Toolkit. 1-24. Vancouver, Canada. 

 

This articles provides useful tips in writing an effective and engaging job description and outlines key components of a well-written position description.

Human Resources Management Procedure - SISO

This sample procedure from Settlement

Amongst community based immigrant and refugee serving agencies, settlement is defined as a multi‐dimensional, long‐term, dynamic process that involves a two‐way process of accommodation and adjustment between immigrants/refugees and society. Hence, settlement programs include a diverse range of services – from those focused on frontline activities that address the individual needs of immigrants and refugees to community capacity building & advocacy initiatives that address the context or conditions in which they live.

and Integration Services Organization (SISO) in Hamilton outlines who is responsible for various aspects of HR in the organization and what procedures ensure effective HR management

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

. It also covers the following topics: assignment of personnel, employee reviews/work goals, competence, awareness & training, and quality management system training (they are ISO certified).

Human Resources Management: Best Practices in the Cultural...

This resource developed by the Cultural Careers Council of Ontario identifies small cultural organizations that have succeeded, at least to some degree, in implementing exemplary human resource management

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

best practices

Best Practices / Good Practices / Promising Practices

Ways of working that are acknowledged as effective and deserving of emulation.

, and disseminate these practices to the broader cultural 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.

for them to replicate wherever possible. The resource includes best practices in retaining and rewarding staff

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

, HR policy manual, training and development, managing staff performance.

NetGain Partners Inc. (n.d.) Human Resources Management: Best Practices in the Cultural Sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

Retrieval date: May 27, 2014

Service Canada provides information for employers on calculating deductions, financial benefits, deferred income plans, record of employment, and links to various government benefits programs including the Canada Pension Plan, Employment Insurance, DisabilityWhile disability is commonly understood as a restriction or lack of ability to perform an activity beyond the range of what is considered “normal”, disability rights activists challenge this definition. Instead, disability is a normal aspect of life. In fact, most people will experience some form of disability, either permanent or temporary, over the course of their lives. Rather than viewing the condition of the person as the source of the problem, an anti-oppression approach acknowledges that it is social discrimination and physical and institutional barriers that are the greatest challenge for those with disabilities. Benefits, Maternity, Parental and Sick Benefits, Workers Compensation, and Old Age Security.

This article provides basic information on what competency-based hiring is and how to go about doing it. It also includes links to additional resources. Core competencies are determined by 2 factors: 1) skills, knowledge, and technical qualifications and 2) behavioural characteristics, personal attributes, and individual aptitudes. Although traditional hiring has focused primarily on evaluating a candidate's skills and technical qualifications, a competency-based approach includes an analysis of a candidate's behavioural characteristics as well.

Job Descriptions: An Employers' Handbook

A reference by HRSDC based on the National Occupational Classification< (NOC). This handbook can help organizations develop job descriptions to hire employees, evaluate employee performance and identify training needs. Can be viewed online or as a pdf.

In this section of the HR Council's HR Toolkit, you will find information on factors affecting learning and training, how to implement an employee development and training program, principles

Accepted bases of action or conduct. For the Organizational Standards Initiative, our guiding principles provide a value‐laden foundation on which our work can be based.

of adult education, information and resources to implement an employee training & development program, and a searchable directory of learning, training and development opportunities for people working in the non-profit sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

.

Effectively orientating new employees to their positions is key to establishing successful, productive working relationships. This comprehensive guide, from the University of California at Berkeley, will help you to plan for the new person's first days and weeks on the job.

 

This resource, developed by the organization i Start a Non-Profit, provides some great information and advice when looking to hire personnel in a non-profit organization. The article stresses the importance of looking beyond the credentials of candidates and considering commitment to the position and organization (p 1). Numerous links to additional guides and articles related to human resources are also embedded in the article that offer additional tips and insights.

Wagner, Bret. (2012). Non-Profit Human Resources – Don’t Make this Mistake When Hiring for Your Non-Profit. 1-2. Madison, WI, United States. 

 

The Hireimmigrants.ca Roadmap< provides a number of useful resources and tools related to orienting new hires - an orientation policy and checklists.

The HR Toolkit has an extesnve section on performance management

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

. It defines performance management and its purposes. It helps to identify organizational readiness for developing and implementing a performance management process, and then walks you through the process of designing a system for your organization. It outlines different types of PM systems and the various phases of the performance management cycle.

Peter Senge’s 1990 book The Fifth Discipline popularized the concept of the ‘learning organization' as a group of people who are continually enhancing their capabilities to create what they want to create. This article discusses the five disciplines he sees as central to learning organizations and some issues and questions concerning the theory and practice of learning organizations.

As part of the HR Council's HR Toolkit, this page lists common HR policy topics. Under each topic is an introduction and explanation of what that topic entails or could entail as well as sample policies from various non-profit organizations.

Sample Job Description - from Hireimmigrants.ca

A sample job description from Hirimmigrants<.ca's Roadmap, which lays out key position and administrative information - position title and information, organizational information, duties and responsibilities, lines of communication, job requirements, and competencies.

Sample Job Description - SISO

A comprehensive sample job description from Settlement

Amongst community based immigrant and refugee serving agencies, settlement is defined as a multi‐dimensional, long‐term, dynamic process that involves a two‐way process of accommodation and adjustment between immigrants/refugees and society. Hence, settlement programs include a diverse range of services – from those focused on frontline activities that address the individual needs of immigrants and refugees to community capacity building & advocacy initiatives that address the context or conditions in which they live.

& Integration Services Organization (SISO) that lays out the purpose of the position, reporting relationshsip, detailed responsibilities, competencies, education/training & previous experience requirements, success criteria/performance measurement, key relationships, and working conditions.

Sample Time Sheet - OCASI

This sample timesheet from OCASI provides a template for organizations in an excel spreadsheet. You can download this template and adapt it to your needs. Click on the "Notes" tab at the bottom of the screen for instructions on how to use the template.

Social Media in the Workplace

 

This resource sheds light on the phenomenon of organizations and employers relying on and utilizing social media as part of the hiring and pre-employment screening processes and the implications of such behaviour. The article begins by outlining that social media can provide employers with valuable information regarding prospective candidates (p. 1), though this may positively and negatively influence a hiring decision (pp. 1-2). The issue of privacy concerns is brought forth and even though there have been no court decisions yet concerning any liability on the part of employers, “it is no guarantee that such liability will not be imposed in the future” (p. 3). The article provides organizations with smart and useful strategies should social media be incorporated as part of a pre-screening process and the potential implications (pp. 1-4).

Johnson, E. (July 22, 2010). Social Media in the Workplace. Whiteford, Taylor & Preston. 1-4. Baltimore, United States. 

Includes readings, informal activities suggestions, resources for customizing your own supervisory development plan, and a basic guide to supervision and personnel management

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

.

This online survey software can be used to develop staff and client satisfaction surveys. It is easy to use. The basic version is free.

This article provides helpful and practical tips for recuiting and retaining staff

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

.

By Lee Mizell, Philanthrophy News Digest, The Foundation Centre, March 2005.

The Case for Learning is a Case for Training

This article addresses the question of supporting learning individuals just as we support learning organizations, and suggests a more complex role for training than is conventionally considered. First, the article looks at what training can and can't accomplish, then at organizational objectives of training, evaluation of training, and the future of non-profit training.

By Jan Masaoka and Ken Goldstein, CompassPoint Nonprofit Services, U.S.

 

This article explores what constitutes a 'learning organization' - a matter of some debate. It covers some of the themes and contibutions by key thinkers and tries to go beyond theory to discuss if a learning organization can be practically realized.

This new report concludes that supervisors and managers are poorly equipped to deal with employee health, disabilityWhile disability is commonly understood as a restriction or lack of ability to perform an activity beyond the range of what is considered “normal”, disability rights activists challenge this definition. Instead, disability is a normal aspect of life. In fact, most people will experience some form of disability, either permanent or temporary, over the course of their lives. Rather than viewing the condition of the person as the source of the problem, an anti-oppression approach acknowledges that it is social discrimination and physical and institutional barriers that are the greatest challenge for those with disabilities., absenteeism and productivity issues. Manager support for employee health and productivity is sadly lacking.

Top 10 Tips for Running a Good Nonprofit Hiring Process

 

This resource, developed by The Bridgespan Group, addresses some of the nuances of hiring candidates in the non-profit sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

as many organizations face funding constraints and a highly motivated and passionate staff

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

(p 1).  The ten tips that are included in the document follow a logical sequence that will maximize the resources and energy spent on the hiring process to ensure that it remains timely and streamlined. Included in this list are tips related to the preliminary search, which includes drawing up the position description and responsibilities (p. 1-2), conducting the interview process (p. 4), and following up with potential candidates (p. 5).

The Bridgespan Group. (2011). Top 10 Tips for Running a Good Nonprofit Hiring Process. 1-5. Boston, United States.

 

Workforce Issues in the Nonprofit Sector: Generational...

 

This resource, developed by American Humanics, provides agency with an overview of critical non-profit sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

workforce issues, notably how current demographic trends and the shifts in labour markets are affecting non-profits. This document focuses on the newly emerging issues in the area of human resources in the non-profit sector, including leadership

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

deficits (p 5), and growing turnover rates among young professionals in the sector (p 6). Some of the issues brought forth are critical for agencies to consider when engaging in operational and 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.

. Finally, an extensive list of additional resources and materials is located in the final pages of the document.

Halpern, R. (May, 2006). Workforce Issues in the Nonprofit Sector: Generational Leadership Change and Diversity. 1-45. Kansas City, United States.

 

 

This section of the HR Council`s HR Toolkit provides information on work-life balance

A range of practices designed to improve the balance between the demands of an employee’s work and personal life. (From HR Council: http://www.hrcouncil.ca/hr-toolkit/HRToolkitGlossary.cfm)

; wellness program options, stress management

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

and occupational health & safety legislation.

Work Environment

From Diversity to Inclusion

  • Many organizations promote diversity while struggling to fully leverage the business benefits of a diverse workforce.
  • Nearly one-third of respondents to the Human Capital Trends global survey say they are unprepared in this area, while only 20 percent claim to be fully “ready.”
  • In a recent study, 61 percent of employees report they are “covering” on some personal dimension (appearance, affiliation, advocacy, association)1< to assimilate in their organization.2<
  • Leading companies are working to build not just a diverse workforce, but inclusive workplaces, enabling them to transform diversity programs from a compliance obligation to a business strategy.

This resource covers: Role of a supervisor; Functions of a supervisor; Supervisor competencies; Transitioning into the supervisor role; and Executive director's guidelines for promoting and managing supervisors.

The Changing Workplaces Review https://www.labour.gov.on.ca...

About The Review

 

https://www.labour.gov.on.ca/english/about/workplace/<

Reviewing the changing nature of the workplace is part of the government's economic plan for Ontario. The four-part plan is building Ontario up by investing in people's talents and skills, building new public infrastructure like roads and transit, creating a dynamic, supportive environment where business thrives and building a secure savings plan so everyone can afford to retire.

Non-standard employment (which includes involuntary part-time, temporary, self-employment without help and multiple job holders) has grown almost twice as fast as standard employment since 1997. Private sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

services account for more than half of employment in Ontario.

The consultation on the changing workplace fulfills a commitment made in the 2014 Throne Speech< and direction in the Ministry of Labour's mandate letter<.

The Interim Report and Guide follow public consultations held in 12 cities across Ontario in 2015.

The Interim Report identifies approximately 50 issues and over 225 options of varying size and scope.

 

https://www.labour.gov.on.ca/english/about/workplace/<

Workplace Mental Health

National Standards of Canada for psychological Health and Safety in the Workplace<

Creating a mental health system that can truly meet the needs of people living with mental health problems and illnesses and their families.

This article will inform the reader on:

What is the Standard?

The National Standard of Canada for Psychological Health and Safety in the Workplace (the Standard) – the first of its kind in the world, is a set of voluntary guidelines, tools and resources intended to guide organizations in promoting mental health and preventing psychological harm at work.

Launched in January 2013, it has garnered uptake from coast to coast to coast, internationally and across organizations of all sectors and sizes.

How does the Standard work?

The Standard provides a comprehensive framework to help organizations of all types guide their current and future efforts in a way that provide the best return on investment.

Adopting the Standard can help organizations with:

  • Productivity
  • Financial Performance
  • Risk Management

    Risk management involves examining a situation and 1) identifying what can go wrong, 2) identifying measures to avoid such problems, and 3) if something does go wrong, identifying steps that can be taken to lessen the negative impact. These measures may include the use of policies, procedures, and protections (such as insurance or education). Risks can be related, for example, to financial loss, workplace safety issues including abuse & physical harm or injury, property damage, or loss of reputation.

    <
  • Organizational Recruitment
  • Employee Retention

Download the Standard for free<

Download the Implementation Guide<

Read frequently asked questions (FAQ) on the Standard<

 

 

Strengthening Communities

How to Conduct a Needs Assessment for Your Nonprofit Program

needs assessment is an important part of nonprofit program planning. If you’re thinking of starting a new program, for example, a needs assessment to determine whether the program is necessary should be the first step you take.

A needs assessment is more or less a research project. You don’t necessarily need to hold to the strict requirements of scientific inquiry, but just as you do when collecting information to help guide organizational planning, you should do everything possible to ensure that the information is accurate and free of bias.

Some people say they don’t want to share an idea with others because they’re afraid someone may steal it. Although you can’t rule out the chances of this happening, it’s a rare occurrence. In almost all cases, being open about your plans is a good idea.

Proposal Writing - RFP

A Project Proposal is a document which you present to potential sponsors to receive funding or get your project approved.

http://project-proposal.casual.pm/#about-proposal

Project Proposals contain key information about your project. They are essential for your sponsors since they’ll use them to evaluate your project and determine whether or not they’ll allocate funds for it.Despite the fact that many different formats are available, roughly 80-90% of all Project Proposals follow a similar template. They mostly all have the same structure which contains a few key points.

If you are familiar with proposals please scroll to the templates< and samples<. If you’re not, please take a look at the About Project Proposals<Video Guides< and Further Reading< sections to find out more information.

We have compiled a few templates< in this toolkit to help you chose the most appropriate one for your business. For instance, you’ll find templates and generic business proposals, as well as NGO, grant, university and freelance project proposals.

Strategic Leadership

List of Organizational Standards for Immigrant and Refugee...