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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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This handbook includes policies and procedures for salaried employees and board members to engage knowledge philanthropists. Clear policies and procedures for salaried employees and board members to follow create a consistent experience for knowledge philanthropists and set well-defined parameters.
This version of Vantage Point’s handbook can easily be adapted to fit your organization. It was developed to be used alongside the Handbook for Knowledge Philanthropists (Volunteers) also available on the Vantage Point website.
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Scoping new projects and initiatives often begins from a place of financial constraint.
But thinking more broadly about the resources at hand can remove this!
When starting a new project, focusing first on human resources by using a Project-Based People Plan can empower a more abundant approach to scoping. At its core, a Project-Based People Plan challenges assumptions about resource constraints and allows you to plan in a way where you are not limited solely to budgetary capacity. Focusing first on the people, the Project-Based People Plan outlines all the skills and talent required to see your project through to success.
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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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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.
