The Oakville Community Foundation connects philanthropic donors with community needs to make Oakville a better place. It supports individuals and organizations who want to make a positive impact. The Foundation's strategic plan for 2016-2018 focuses on building effective philanthropy, growing stability and funds, improving performance, and increasing community impact. Key goals include facilitating solutions to local issues, reviewing investment practices, and doubling grants to charities.
How, when and why to secure planned gifts that bring real returns.
Components and relative benefits of bequests in wills, annuities, a variety of trusts, retirement accounts and other planned gifts to nonprofits are described.
Why nonprofit board trustees, senior managers, advancement professionals, every staff member and stakeholders can help stimulate the easiest gifts to make – planned gifts that secure an institution’s future!
Roles of planned giving newsletters, seminars, financial and legal advisors, board trustees and individual visits.
Chapter 14 of Permaculture, A Designer's Manual often gets short shrift or lost among all the focus on the technical perfecting of permaculture. At the We Are All Farmers Permaculture Institute we take the call to action for creating nodes of permanence and working to foster community very seriously. In short, though deep technical knowledge is necessary for permaculture technical practice, culture is not culture without people. The hard work of creating regenerative community is essential to providing a foundation for carrying permaculture practice forward. Moreover, how can people afford to continue permaculture practice? What level of responsibility do you have in your community? This presentation outlines lessons learned in the context of the American non-profit community and examines business models, structures, marketing, etc. essential for a non-profit, if non-profit supported permaculture is a model you wish to pursue.
The panel will highlight colleges and universities engaged in formal collaboration initiatives aimed at place-based development that include a diverse set of partners. The discussion will be placed in the context of the anchor strategic framework developed by ICIC and Michael Porter. Representatives from successful collaboration initiatives in Minneapolis and Syracuse will share insights from their experience with this approach including the challenges associated with effectively managing and aligning multiple partners.
Voice annual report 2019 eng online print Kenneth Jura
Our third Annual Report highlights the journey and jubilations over 2019, through the anchor of our revised Theory of Change. Its pathways Empower, Amplify and Influence are interwoven through-out to show how far the journey has taken us since Voice was launched in 2016. The visual is as rich, colourful and diverse as Voice is and wants to be – perfectly matched with the untamed voice(s) that have helped to create #beautifultrouble in 2019.
Presentation Given By Future Vision Committee Member Mark Daniel Maloney on Saturday 5 May, at the 2012 International Institute preconvention meeting in Bangkok.
There is an ever-increasing pressure for nonprofits to develop revenue models that are sustainable over the long-term. Funding continues to shift in this uncertain economy that, in turn, demands nonprofit leaders to intentionally assess, monitor and adapt their organizations’ revenue models in the changing environment. The goal of the session is to equip nonprofit leaders with the tools to plan, implement and adapt a revenue model that builds on the organization’s existing strengths and capacity.
The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
The presentation was chaired by Craig Carey from Social Enterprise UK and looks what a social enterprise is and how to earn sustainable income.
Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference
How, when and why to secure planned gifts that bring real returns.
Components and relative benefits of bequests in wills, annuities, a variety of trusts, retirement accounts and other planned gifts to nonprofits are described.
Why nonprofit board trustees, senior managers, advancement professionals, every staff member and stakeholders can help stimulate the easiest gifts to make – planned gifts that secure an institution’s future!
Roles of planned giving newsletters, seminars, financial and legal advisors, board trustees and individual visits.
Chapter 14 of Permaculture, A Designer's Manual often gets short shrift or lost among all the focus on the technical perfecting of permaculture. At the We Are All Farmers Permaculture Institute we take the call to action for creating nodes of permanence and working to foster community very seriously. In short, though deep technical knowledge is necessary for permaculture technical practice, culture is not culture without people. The hard work of creating regenerative community is essential to providing a foundation for carrying permaculture practice forward. Moreover, how can people afford to continue permaculture practice? What level of responsibility do you have in your community? This presentation outlines lessons learned in the context of the American non-profit community and examines business models, structures, marketing, etc. essential for a non-profit, if non-profit supported permaculture is a model you wish to pursue.
The panel will highlight colleges and universities engaged in formal collaboration initiatives aimed at place-based development that include a diverse set of partners. The discussion will be placed in the context of the anchor strategic framework developed by ICIC and Michael Porter. Representatives from successful collaboration initiatives in Minneapolis and Syracuse will share insights from their experience with this approach including the challenges associated with effectively managing and aligning multiple partners.
Voice annual report 2019 eng online print Kenneth Jura
Our third Annual Report highlights the journey and jubilations over 2019, through the anchor of our revised Theory of Change. Its pathways Empower, Amplify and Influence are interwoven through-out to show how far the journey has taken us since Voice was launched in 2016. The visual is as rich, colourful and diverse as Voice is and wants to be – perfectly matched with the untamed voice(s) that have helped to create #beautifultrouble in 2019.
Presentation Given By Future Vision Committee Member Mark Daniel Maloney on Saturday 5 May, at the 2012 International Institute preconvention meeting in Bangkok.
There is an ever-increasing pressure for nonprofits to develop revenue models that are sustainable over the long-term. Funding continues to shift in this uncertain economy that, in turn, demands nonprofit leaders to intentionally assess, monitor and adapt their organizations’ revenue models in the changing environment. The goal of the session is to equip nonprofit leaders with the tools to plan, implement and adapt a revenue model that builds on the organization’s existing strengths and capacity.
The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
The presentation was chaired by Craig Carey from Social Enterprise UK and looks what a social enterprise is and how to earn sustainable income.
Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference
Presented at NCVO's Trustee Conference on Monday 11 November 2014.
The presentation was by Geetha Rabindrakumar, Big Society Capital, Tim Willis, Chair, London Early Years Foundation and Edward Baker, Chair, Furnistore. These slides look at what trustees need to know, how to know if it is right for your organisation and how you access it?
To learn more about governance: http://www.ncvo.org.uk/practical-support/governance
To find out about NCVO's Trustee Conference: http://www.ncvo.org.uk/training-and-events/trustee-conference
Capital Impact Co-op Innovation Award Webinar 2020capitalimpact
Capital Impact Partners created the Co-op Innovation Award Co-op Innovation Award to expand the power of cooperative development, empowering organizations to increase economic opportunity for the communities that they serve. This is an informational slideshow for organizations and cooperatives interested in applying for the award to learn more.
This presentation on Cross-Sector Collaboration for a Co-operative Economy was presented at the National Co-op Conference in Minneapolis, October 2011.
The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
The presentation was chaired by Anna Bloch from Charity Finance Group and shares highlights of how charities have adapted and are continuing to adapt to the climate, covering reductions in statutory funding and new fundraising strategies.
Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference
Find out more about the work NCVO does around funding: http://www.ncvo.org.uk/practical-support/funding
LCVS Strategic framework - our roadmap for the next 5 yearstonyosailing
This is the draft summary version of the LCVS strategic framework launched at the LCVS Big Event on 12 November 2014.
More information: info@lcvs.org.uk
Isa Gaillard, Senior Program Manager at The Greenlining Institute gave this presentation at Forth Roadmap Win Federal Funding for Electric Mobility in Your Community workshop on Monday, May 15, 2023.
The Power of Perils of using Measurement in Organizational Culture Developmen...ValuesCentre
This session was designed more as a workshop than a presentation. Anyone who’s interested in this, please contact Liz Murphy: Liz.Murphy@omg.co.uk for a conversation.
The 2014 Steelcase Corporate Sustainability Report provides a view into the company's qualitative reporting and quantifiable progress – including refined metrics within the Global Reporting Initiative (GRI) Index. It also expands on how the company is working to scale its positive impact not only from within, but also for the company's customers, partners and communities around the world.
AAIW is now an official organization with a Board and an Executive Director. We have refreshed our mission, vision, and key attributes. We have also set priorities in terms of our target audiences, key value proposition, and a work program to achieve our goals. Finally, we are offering new ways to engage via regional teams and topic/sector focused action teams.
AAIW will be a key driver in shaping Wisconsin’s digital future. This document shares just a few details. We hope that you will share our excitement and join (or rejoin) our community!
The elements of building a successful fundraising strategy
*Fundraising in context
*New Zealand's individual giving market
* Strategy options
* Critical success factors
This presentation was given by Thomas Leftwich - Senior Policy Advisor, Sector Sustainability Programmes.
For more resources on public service delivery visit http://www.ncvo.org.uk/practical-support/public-services
Finance Matters is a London-based social enterprise helping people in finance put sustainability at the heart of their career. Check us out @fncematters, LinkedIn, Facebook or at www.financematters.co.
A panel discussion considering what the future hold for charities and their governance, and how trustees can support their charities to survive and thrive.
Similar to Oakville Community Foundation 2016-2018 Strategic Plan Summary (20)
Improving organisational resilience: What trustees need to consider
Oakville Community Foundation 2016-2018 Strategic Plan Summary
1. ABOUT THE OAKVILLE COMMUNITY FOUNDATION
The Oakville Community Foundation is a conduit between the passions of philanthropic families and
organizations, and the needs of the community - making Oakville a better place to live, work, learn and grow.
We support individuals, families and corporations who come from all walks of life, economic backgrounds
and charitable interests but they have one thing in common – a desire to make a difference today and leave
a legacy tomorrow for Oakville – a desire to be part of a smart & caring community.
VISION: Build a healthy, vital community where everyone has a sense of belonging,
and the opportunity to connect, contribute and realize their potential.
MISSION: Invest the generosity of caring residents to build opportunity for generations.
VALUES: Leadership, Collaboration, Knowledge Innovation, Integrity, and Respect
478 Morden Road, Ste. 204
Oakville, Ontario L6K 3W4
Charitable BN:
89193 4374 RR0001
905 844 3562
info@theocf.org theocf.org
BUILDING MORE
EFFECTIVE PHILANTHROPY
OAKVILLE COMMUNITY FOUNDATION
2016-2018 STRATEGIC PLAN HIGHLIGHTS
The Oakville Community Foundation is a
proud member of our National Organization,
Community Foundations of Canada
2. In 2015, The Oakville Community Foundation developed
a three-year Strategic Plan rooted in the values
of leadership, collaboration, knowledge innovation,
integrity and respect. We are focused on building more
effective philanthropy in Oakville and have established
specific goals in four strategic areas:
STRATEGIC PRIORITIES 2016 – 2018
1. Effective Philanthropy 2. Stability Growth
3. High Performance Organization 4. Community Impact
The Foundation will engage the community in a discussion regarding how we can collaboratively
create more effective philanthropy to realize the potential of every resident. How does the charity
sector transform itself if it is going to transform the lives of people in need?
EXAMINING THE SOCIAL IMPACT OF OUR INVESTMENTS
We’re reviewing socially responsible investment practices and principles to determine
how to assess the social impact of our investment strategies.
2. Stability Growth
GOAL: Build Endowment Funds for future needs
We are deepening relations with our current
Fundholders and growing relationships with
a new group of diverse Fundholders.
GOAL: Mitigate risk while maximizing
investment returns
We are reviewing our investment mix and
considering investment classes that will maximize
returns and reduce costs while managing risk.
GOAL: Align our business model for stability
and fund growth
We’re taking a close look at our business model
to ensure it meets our goals of protecting against
erosion of capital while maximizing distribution
of funds to charities over time.
3. High Performance
Organization
GOAL: Review internal investment processes
We are reviewing The Foundation’s investment
process to reduce the risk profile and enhance
oversight of the investment portfolio.
GOAL: Make optimal use of our financial
and human resources
We are making changes to:
• Enhance our use of technology
• Streamline processes and improve effectiveness
of governance and decision-making
• Support and develop our team to manage future
growth, aligning roles with Strategic Priorities
• Evaluate our existing space for maximum
effectiveness
4. Community Impact
GOAL: More than double local granting and
initiatives by 2018
We’re accelerating support of the growth and
vitality of our community, doubling granting to
$3 million by 2018. We’re also helping donors
to better understand the local funding opportunities.
GOAL: Increase the share of our dollars that
stay locally
We are focused on increasing Fundholder’s local
granting by 3% each year, to achieve a total of
80% by 2018.
GOAL: More than double the potential funding
offered to charities while making access easier
We’re increasing maximum grant amounts per
charity; individual charities can now apply for up
to $10,000 (up from $5,000) and charities working
in partnership can qualify for $20,000 or more.
Also:
• Charities can submit more than one grant request,
such as for a single and partnership grant.
• We now offer funding for Operating needs
• We have streamlined the application process
to a single stage.
1. Building Effective
Philanthropy
GOAL: Lead the development of collaborative solutions
for four important local issues
Oakville’s Vital Signs®
2015 Report identified four Pillars:
• Bridging The Equity Gap
• Housing For Everyone
• Better Mental Health
• From Diversity To Inclusion
We are facilitating, coordinating and accelerating
consultations, research and collaborative solutions
between all sectors to identify solutions that will
create real change in our community.
3. In 2015, The Oakville Community Foundation developed
a three-year Strategic Plan rooted in the values
of leadership, collaboration, knowledge innovation,
integrity and respect. We are focused on building more
effective philanthropy in Oakville and have established
specific goals in four strategic areas:
STRATEGIC PRIORITIES 2016 – 2018
1. Effective Philanthropy 2. Stability Growth
3. High Performance Organization 4. Community Impact
The Foundation will engage the community in a discussion regarding how we can collaboratively
create more effective philanthropy to realize the potential of every resident. How does the charity
sector transform itself if it is going to transform the lives of people in need?
EXAMINING THE SOCIAL IMPACT OF OUR INVESTMENTS
We’re reviewing socially responsible investment practices and principles to determine
how to assess the social impact of our investment strategies.
2. Stability Growth
GOAL: Build Endowment Funds for future needs
We are deepening relations with our current
Fundholders and growing relationships with
a new group of diverse Fundholders.
GOAL: Mitigate risk while maximizing
investment returns
We are reviewing our investment mix and
considering investment classes that will maximize
returns and reduce costs while managing risk.
GOAL: Align our business model for stability
and fund growth
We’re taking a close look at our business model
to ensure it meets our goals of protecting against
erosion of capital while maximizing distribution
of funds to charities over time.
3. High Performance
Organization
GOAL: Review internal investment processes
We are reviewing The Foundation’s investment
process to reduce the risk profile and enhance
oversight of the investment portfolio.
GOAL: Make optimal use of our financial
and human resources
We are making changes to:
• Enhance our use of technology
• Streamline processes and improve effectiveness
of governance and decision-making
• Support and develop our team to manage future
growth, aligning roles with Strategic Priorities
• Evaluate our existing space for maximum
effectiveness
4. Community Impact
GOAL: More than double local granting and
initiatives by 2018
We’re accelerating support of the growth and
vitality of our community, doubling granting to
$3 million by 2018. We’re also helping donors
to better understand the local funding opportunities.
GOAL: Increase the share of our dollars that
stay locally
We are focused on increasing Fundholder’s local
granting by 3% each year, to achieve a total of
80% by 2018.
GOAL: More than double the potential funding
offered to charities while making access easier
We’re increasing maximum grant amounts per
charity; individual charities can now apply for up
to $10,000 (up from $5,000) and charities working
in partnership can qualify for $20,000 or more.
Also:
• Charities can submit more than one grant request,
such as for a single and partnership grant.
• We now offer funding for Operating needs
• We have streamlined the application process
to a single stage.
1. Building Effective
Philanthropy
GOAL: Lead the development of collaborative solutions
for four important local issues
Oakville’s Vital Signs®
2015 Report identified four Pillars:
• Bridging The Equity Gap
• Housing For Everyone
• Better Mental Health
• From Diversity To Inclusion
We are facilitating, coordinating and accelerating
consultations, research and collaborative solutions
between all sectors to identify solutions that will
create real change in our community.
4. ABOUT THE OAKVILLE COMMUNITY FOUNDATION
The Oakville Community Foundation is a conduit between the passions of philanthropic families and
organizations, and the needs of the community - making Oakville a better place to live, work, learn and grow.
We support individuals, families and corporations who come from all walks of life, economic backgrounds
and charitable interests but they have one thing in common – a desire to make a difference today and leave
a legacy tomorrow for Oakville – a desire to be part of a smart caring community.
VISION: Build a healthy, vital community where everyone has a sense of belonging,
and the opportunity to connect, contribute and realize their potential.
MISSION: Invest the generosity of caring residents to build opportunity for generations.
VALUES: Leadership, Collaboration, Knowledge Innovation, Integrity, and Respect
478 Morden Road, Ste. 204
Oakville, Ontario L6K 3W4
Charitable BN:
89193 4374 RR0001
905 844 3562
info@theocf.org theocf.org
BUILDING MORE
EFFECTIVE PHILANTHROPY
OAKVILLE COMMUNITY FOUNDATION
2016-2018 STRATEGIC PLAN HIGHLIGHTS
The Oakville Community Foundation is a
proud member of our National Organization,
Community Foundations of Canada