Executive Leadership: Developing Sustainable Non-Profit

Executive Leadership: Developing Sustainable Non-profit Organizations in the 21st Century School for Professional Studies and Research, City University of Seattle in Canada

In Partnership With

SP3565 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.

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.

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.

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.

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

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.

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 [email protected]

For registration contact Liana Uemoto at [email protected] or 604-689-2489