View
3
Download
0
Category
Preview:
Citation preview
Executive Leadership: Developing Sustainable Non-profit Organizations in the 21st CenturySchool for Professional Studies and Research, City University of Seattle in Canada
InPartnership
With
SP3565
2
Executive Leadership: Developing Sustainable Non-
profit Organizations in the 21st
Century
School for Professional Studies and Research, City University in Canada
City U’s Executive Leadership Program offers executives and managers in the non-profit
sector a unique educational experience that will challenge their thinking, strengthen their skills
and connect them to their peers. Consistent with CityU’s educational philosophy, a team of
experienced, pre-eminent leaders instruct this dynamic and highly interactive Executive
Leadership Program. This program is intended to engage CEOs, Executive Directors and senior
management team members who are already working in community non-profit organizations
and in the NGO environment.
Convened by senior consultant and community leader, Gerry Zipursky in collaboration with
CityU Principal of Canadian Programs, Dr. Arden Henley the program is designed to suit the
schedules of today’s busy leaders.
Format
The CityU Executive Leadership Program is offered in a series of interconnected modules
hosted by convener Gerry Zipursky over a six week period. Each module takes place on a
weekday from 12 – 5 pm at CityU’s conveniently located downtown campus at Pender and
Howe. A working lunch is provided. An elective mentorship program is designed to provide
support and follow-up to the program modules.
When & Where
Six consecutive Thursday afternoons: May 9 – June 13, 12 noon – 5 pm (lunch included)
at CityU’s downtown location at 789 West Pender at Howe (Skytrain accessible)
Program Outcomes
Re-vitalized view of how non-profits fit in the bigger picture of urban social and economic
development
Enhanced thinking and skills in responding to today’s complex and competitive non-profit
environment
Extended network of connections, ideas and resources
Who Should Attend
The Program is designed for:
Non-profit CEOs and Executive Directors
Senior Management who intend to become an E.D. of a non-profit organization
Cost
$1000 for all 6 modules; $700 for any 3 modules. Preferential registration for participants
choosing all six modules. Registration limited to 15 per session.
CityU welcomes the generous support and new partnership with Social Venture Partners
of Vancouver in this program.
3
Modules
Urban Development, Sustainability and Government Relations- Mike Harcourt
Non-profit organizations typically operate in the larger context of rapidly
changing urban environments. „Big picture‟ issues of economic and
environmental sustainability are increasingly pressing and an important part
of the CEO/ED‟s broader responsibilities. Thinking about these issues and
relating effectively to the various levels of government involved is the focus
of this module.
Participants in this module will:
1. Develop a picture of the larger urban context in which their services play a part
2. Consider the meaning and significance of sustainability and evaluate current
sustainability strategies and their application to non-profit organizations
3. Examine the matrix of government relations in which their organization functions and
how these relationships can be enhanced
4. Visualize the future role of their organization in the context of the Lower Mainland‟s
rapidly changing environment
Leading with Integrity- Michael Clague
It is not sufficient for a community service organization to merely survive the
vagaries of funding or the turbulence of constantly changing social
conditions. The challenge is not only to survive, but to do so with the
organization‟s integrity intact. In doing so it is able to demonstrate it is
making a qualitative difference in the lives of the people and community it
serves. Michael Clague will address this issue with reference to chapters in
his book “Staying True and Staying the Course"
Participants in this module will:
1. Examine the issue of integrity in organizations.
2. Become familiar with the history and development of several prominent Lower Mainland
organizations.
3. Develop criteria and benchmarks of integrity for her/his organization.
4. Distinguish between strategies that enhance integrity and those that undermine integrity.
4
Fund Development and Building Strong Corporate/Non Profit Relationships -
Gerry Zipursky
Competition to secure sustainable Funding Dollars for nonprofits from the
government and corporate sectors has never been so challenging. What
should be the role of the Executive Leadership in Fund Development? How
can special gala events and other fundraising activities continue to enlist the
support of the private and corporate sectors? Is it possible to depend on
sustainable funding from the corporate sector?
This module will:
1. Review different roles for the Executive Leadership in Fund Development.
2. Explore and examine different means to secure, increase and sustain development
funding from the public and corporate sector.
3. Examine ways of building stronger and more engaging relationships with the Corporate
Sector
4. Examine ways of engaging your board leadership to support and participate in your
fundraising and development needs.
Strategic Planning and Financial Management- Donna Bridgeman
This is one of the key organization processes that decide whether the cart or
the horse comes first. Dynamic, timely and responsive strategic planning
enables an intelligent allocation of always limited resources. Overly complex
and arcane strategic plans sit on shelves. This module focuses on the
elements of dynamic strategic planning and their relationship to financial
management and accountability.
Participants in this module will:
1. Examine the history and effectiveness of strategic planning in their organizations.
2. Explore an approach to strategic planning that increases the probability that the strategic
plan will be used rather than neglected.
3. Establish the critical link between strategic planning and financial management.
4. Develop ideas about how strategic planning can be improved in their organizations and
the linkage to financial management operationalized.
5
Corporate Relations and Social Enterprise- Ken McFarlane
“Social Enterprise: Savior of the non-profit sector or fool‟s gold?” As government and philanthropic organizations become increasingly unable
to fund the important activities of the non-profit sector, many groups have
turned to the notion of launching social enterprises to provide products or
services for a price to deal with their funding short-falls. Others have
worked towards integrating revenue-generating streams into their core
raison d‟être. As a concept, this makes a certain amount of sense and has
significant potential, but what are the practical and ethical realities that come
with such a decision? This workshop will look at the current best theory and
practice in social enterprise but, more important, will stimulate discussion among senior non-
profit executives around “the good, the bad, the ugly (and beautiful?)” of this emerging
economic tool.
Participants in this module will:
1. Examine theory and best practice of social enterprise.
2. Exchange accounts, case histories and stories of social enterprise in the non-profit
sector.
3. Re-evaluate the application of social enterprise from the perspectives of ethical and
practical issues.
4. Explore alternative approaches to socially and economically sustainable ventures in both
the private and non-profit sectors.
6
Professional Development and Succession Planning – Dave Jackson
Like all organizations successful non-profits need to attract and keep the
right people „on the bus‟. This module will address key issues in the
professional development of leaders, how leaders learn to lead and the
critical and often overlooked area of succession planning. Taking the
approach that leadership can be learned by individuals and cultivated by
organizations, specific organizational strategies, pathways to professional
development and scenarios are discussed.
Participants in this module will:
1. Explore the ways in which leaders learn to lead and the key factors in the development
of successful leaders.
2. Map out ways in which leadership knowledge and skills can be consciously enhanced by
leaders.
3. Identify organization strategies to recruit, educate, empower and retain leaders.
4. Examine succession practices and develop a professional development and succession
plan.
Faculty- Program Course Coordinator and Convener Gerry Zipursky –
Gerry Zipursky was the founding Executive Director of South Vancouver Neighbourhood
House; former Executive Director of Vancouver‟s thriving Jewish Community Centre of Greater
Vancouver and consultant to a wide range of community organizations and Boards including
Building Community Society of Greater Vancouver, Aboriginal Mother Centre and the
Vancouver Police Department‟s Odd Squad Productions Society. Gerry has participated as a
board member of a number of local, national and international nonprofit organizations and
institutions. His expertise has evolved into fund development and community and corporate
relationship building.
Donna Bridgeman- a Chartered Accountant with an MBA from Harvard Business School.
Former Vice President, Investments for Growthworks Capital, a venture capital fund, overseeing
investment in early stage technology companies from 2000-2009. From 1990-1996 she was
Director of Finance and Planning with the Heart and Stroke Foundation of BC & Yukon. Donna
recently stepped down as Treasurer of the Board of Covenant House. She served on the
Boards of St. Georges‟ School, Odd Squad Productions Society, BC Technology Industries
Association, Vancouver Enterprise Forum, and Shad International. Donna was appointed to the
Vancouver Police Board in 2012
7
Michael Clague- Michael Clague works in the fields of adult education, social policy and
planning, and community development. He has also taught and written and published
extensively on public policy issues, community development, and social planning. His most
recent book is called Staying True, Staying the Course: A Study of Ten Successful Community
Service Organizations in British Columbia (1997-2008). Michael has been executive director of
the Britannia Community Services Centre (Vancouver), the Community Social Planning Council
of Greater Victoria, and the Social Planning and Research Council of BC (SPARC of BC,
Vancouver). From 1996 to 2005 he was director of a City of Vancouver facility, the Carnegie
Community Centre. It was during this period that Michael learned about the power of the arts for
building community and community arts activity became the focal point of his tenure at
Carnegie. He was appointed a Member of the Order of Canada in 2007
Mike Harcourt- Mike Harcourt has travelled from storefront lawyer in Strathcona, to city
councillor, to mayor of Vancouver, to Premier of British Columbia. Mike‟s commitment to the
environment and sustainability helped BC earn its reputation as one of the most livable places in
the world and has also contributed to the transformation of cities and communities around the
world. Mike continues to be approachable, enthusiastic and supportive of the community in
which he started in politics. Mike has received many awards, including the University of British
Columbia‟s Alumni Achievement Award of Distinction for contributions to British Columbia,
Canada and the world. Mike is also member of the Order of Canada.
Dave Jackson - Founder and Executive Chairman of Jackson Leadership Systems, Dr. David
Jackson has consulted on organizational leadership issues for over 4 decades. In a position as
trusted advisor to presidents, CEOs and Board members, he is deeply interested in helping
organizations solve their most critical leadership and succession problems. As a psychologist,
professor and businessman, Dave brings to his clients an uncommon blend of academic training
and practical experience. He holds a PhD (Psychology) from the University of Chicago and has
taken post-doctoral studies in team building and organizational dynamics. Dave is a Registered
Psychologist in the Province of Ontario, the past Chairman of the Society of Industrial and
Organizational Psychologists of Ontario, and past Chairman of the Ontario Psychological
Foundation.
Ken McFarlane- Ken McFarlane is the founder and principal of The Katalysis Group Inc. which
successfully developed and implemented nine industrial technology ventures between 1990 and
2009 in various parts of the world. These ventures always emphasized a triple bottom-line
approach. Mr. McFarlane had a diverse career in the public, non-profit and university sectors
including senior positions in three federal government departments and several royal
commissions of inquiry. His professional and academic background is as a lawyer and
economist. Ken has maintained, over three decades, an active volunteer schedule with local,
national and international organizations concerned with arts, culture, community development
and social services. This has allowed for a rich intersection between his private sector “social
business” practices and the non-profit sector developments around social enterprise providing
much food for thought and many opportunities for practical action. Currently, he is on the board
of directors of several private companies, manages his holding company Arrochar Enterprises,
Inc. and consults in all sectors world-wide through Regeneration Group, LLP.
8
Advising Faculty - Arden Henley – Arden is the Principal of Canadian Programs for City
University of Seattle and former Advisor to the Provincial Counsellor Education Task Force and
Chair of the Board of the BC College of Traditional Chinese Medicine and Acupuncture
Practitioners. Previously, Director of the White Rock Family Therapy Institute, Director of
Clinical Services at Peach Arch Community Services, and the Executive Director of the South
Okanagan Children's Services Society, Arden has consulted broadly with community and
government agencies about organization development issues. His recently published book
entitled Social Architecture: Notes & Essays summarizes his experience as a therapist,
community leader and organization development consultant.
Elective Mentorship Service
Recognizing the importance of support and follow-up the Executive Leadership Program
offers an elective mentorship service with convener and faculty member, Gerry Zipursky and
faculty members Michael Claque, Arden Henley, etc. For a period of six months after the
conclusion of the program presentation two one hour sessions can be booked at a discounted
rate.
Elective Roundtable
Six months after the conclusion of the program convener and faculty member, Gerry Zipursky
will host roundtables at the university featuring discussion of program outcomes and practical
application with a maximum of 6 participants.
Certification
Participants will receive a completion certificate in Executive Leadership issued by the City
University at the last program session.
Questions and Registration- For questions contact Gerry Zipursky 604-689-2489
gzipurskyconsulting@hotmail.com
For registration contact Liana Uemoto at luemoto@cityu.edu or 604-689-2489
Recommended