@thevantagepoint
From Strong to Abundant

From Strong to Abundant

From Strong to Abundant

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There are many talented people in our communities that want to contribute their skills and expertise to a cause they believe in.

Building from a strong foundation of excellent governance, leadership, planning, and people practices, Abundant Not-For-Profits create meaningful opportunities to engage talented volunteers at all levels of the organization.

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The Abundant Not-for-Profit

The Abundant Not-for-Profit

The Abundant Not-for-Profit

Resource Provided By Vantage Point

Vantage Point published The Abundant Not-for-Profit in 2013. Co-authors Colleen Kelly, our Executive Director at the time, and Lynda Gerty, former Engagement Manager, provide key insights to the abundant mindset Vantage Point has found integral to prospering as a not-for-profit organization. We believe abundance is a culture of confidence and possibility, infused with a belief that openness to new ideas and diverse resources will enable organizations to achieve transformational change. Abundant not-for-profits challenge the scarcity mindset and have a fundamental belief in endless potential; they are confident that anything is possible with what is at hand, whether ideas, talent, money, or other resources.

Disclaimer: We would like to acknowledge the colonial language used in some parts of the text, as well as some gender exclusionary language. We value appropriate and due recognition of the peoples upon whose land we are settlers. Additionally, we are a space inclusive to all genders and recognize the importance of using gender-inclusive language through the use of singular “they/them” pronouns. Lastly, we are mindful the concept of “abundance” may be a privilege which is not accessible to all.  It is important to recognize if we have the privilege to enhance the capacity of our work through the concept of abundance-thinking, it is up to us to use this learning to uplift others.

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“So That” Chain: Linking Goals, Strategy, & Outcomes

“So That” Chain: Linking Goals, Strategy, & Outcomes

“So That” Chain: Linking Goals, Strategy, & Outcomes

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There are many tools and approaches organizations can use to explore the long-term, community-level impact of their work. But before you start working on your logic model, outcome map or Theory of Change, it may be a better use of time to take a step back and identify what your big-picture goals are, and how your current organizational strategies support you to achieve those goals.

This worksheet creates a simple “so that” chain, clearly linking your strategy, with outcomes that build towards your ultimate goal.

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Stakeholder Survey

Stakeholder Survey

Stakeholder Survey

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This sample stakeholder survey was developed for a fictional community organization that serves families with young children.

Surveys like this can be used to gather information about stakeholders and clients in order to develop and evaluate programs, or as part your strategic planning activities.

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Circles of Support

Circles of Support

Circles of Support

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Creating your Circles of Support is a valuable way of identifying stakeholders.

With this tool, you can pinpoint which community groups, clients, volunteers and other stakeholders are most important to your organization’s current and future success.

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Stakeholder Analysis Quadrant Exercise

Stakeholder Analysis Quadrant Exercise

Stakeholder Analysis Quadrant Exercise

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The strategic planning quadrant can be used during strategic planning to identify and prioritize stakeholders based on:

1. Their level of power or influence they have over your organization.

2. Their level of interest in your organization, products and/or services.

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Modes of Governance: Sharing Leadership With Your Board

Modes of Governance: Sharing Leadership With Your Board

Modes of Governance: Sharing Leadership

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Boards have three primary approaches to governance.

According to authors Chait, Ryan and Taylor, not-for-profit boards have three primary approaches to their work in governing organizations: fiduciary, strategic and generative.

Think of three modes of governing as three different types of conversations that need to happen at the board table. These conversations become tools that help board members feel empowered to make the right types of decisions, harness the collective wisdom of the board, and improve board performance.

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Better Use of Board Time

Better Use of Board Time

Better Use of Board Time

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Most boards spend fewer than 25 hours each year together around the board table – it’s important that this time be used wisely and effectively, discussing matters of consequence and keeping an eye towards the future.

This tool can be used as a conversation starter with your board members to reflect on what makes the best use of your board’s time and identify potential changes to your board meeting agenda or board calendar.

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Board Role Descriptions

Board Role Descriptions

Board Role Descriptions

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Strong organizations begin with effective governance, management and planning.

This toolkit contains several role description templates for attracting and developing your board members. These versions of Vantage Point’s role descriptions can easily be adapted to fit your situation.

Great boards don’t just happen. First, the right people are recruited and oriented. Then they are provided with the opportunity and support to do great things.

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Responsibility Overview: Board/Executive Director and Employees

Responsibility Overview: Board/Executive Director and Employees

Responsibility Overview: Board/Executive Director and Employees

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Role clarity is crucial to a high-performing not-for-profit organization.

This chart is designed as a simplified reference tool to distinguish different levels of responsibility for board and executive director/employees in fourteen key functions of your organization.

This is not a complete list of roles and responsibilities for board and salaried employees, but a reference for key areas where there is often role confusion. You can easily adapt this resource to your organization.

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