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This program is a direct response to the growing demand for context-informed capacity-building and systems leadership training that focuses on the specific needs of the Black Social Sector. The core goal is to facilitate adaptive capacity-building, system leadership, and collective infrastructure development of Black-focused, Black-led, and Black-serving (B3) groups and organizations to recover, heal and be resilient. This certificate course will be offered through three mediums of facilitation, (workshops, online collaborative sessions, and hybrid). The course is strategically designed to explore needs-specific content that is culturally relevant, up-to-date, informative, and insightful.
Participants will benefit from the expertise of knowledgeable facilitators who understand the particular needs of the diverse groups of B3 non-profit organizations in Canada.
Participants will gain a clear understanding of the principles, practices, development, and management of a non-profit organization in a dynamic environment. The program explores the legal foundation for non-profits, charities, and social enterprises, and examines the organizational structure, governance, leadership, strategy, human and financial resource management, accountability, organizational change, and adaptation, policy reform, government relations, strategic alliances, and partnership.
Participants will be introduced to non-profit management themes through modules that blend theory and practice. Each module will cover key areas of non-profit management, ranging from establishing a legal entity to data collection and safe retention.
This course will be delivered over 13 weeks, one week for each content module. Each week will begin on a Thursday evening 6 - 9 pm via zoom with the exception of Week 1, which commences with a retreat on Saturday 10:00 – 2:00 pm.
The course content is structured around 14 modules, each contributing to participants' understanding of critical areas of the management of a non-profit organization. There will be an ongoing facilitated discussion board to encourage the exchange of information throughout the course based on the themes for each module.
Participants Profile:
This program is designed to improve the capacity of individuals who lead, manage or influence decision-making in B3 organizations. The ideal participants will be individuals working or volunteering in the sector with a B3 organization at the mid-management to senior management levels.
Course Learning Objectives:
Course Outline
| Week/ Date | Instructor | Module | Discussion/Reading(s)/Assignment(s) |
| Week 1 | Sharnelle Morgan | Module 1: Introduction to Non-Profits: What is a non-profit, charity and social enterprise (making the distinction, examining the legal compliance)? Challenges and changes. Module 2: Leadership: Types of leadership Styles. Core competencies of leaders. | Critical areas to examine: who is your organization and what do you stand for? Understanding the difference between a non-profit, charity, and social enterprise. Socio-economic barriers, legislative changes, Servant Leadership, Transformational, Charismatic, Transactional self-reflection (who are you as a leader? |
| Week 2 | Tanya Turton | Module 3: Strategic Planning 101 Importance of Strategic planning Process of Strategic planning | Critical areas of examination: What type of organization do you want? How does this align with your mission? Put it into words Mission Vision Values |
| Week 3 | Rathika Sitsabaiesan | Module 4 Human Resources Management | Critical areas of examination: HR planning Recruitment/Selection Training and development Performance management Contract requirements Staff deductions vs employer responsibilities Contract workers vs payroll staff Relevant Ontario HR Legislation Employment standards |
| Week 4 | Rathika Sitsabaiesan | Module 5 Organizational Culture & Management | Critical areas of examination: Organization culture Assumptions & Values How to create a trauma informed workplace Anti-racism/Anti-oppression frameworks Work life balance for staff & best practices e.g., EAP alternatives for staff wellness Micro-aggressions Internal Policy Creation |
| Week 5 | Kofi Achampong | Module 6 Governance and Succession Planning | Critical areas of examination: Governance When you need to establish a Board Recruiting Board members Legal Duties of Board members Role of Board Members Succession Planning Risk Management Risk Assessment Risk Evaluation Risk Analysis Addressing Risk Health & Safety Financial Management Reputational Risk Privacy/ Confidentiality Risk Cyber security/ IT Service Delivery (clients/volunteers/students/staff) Vulnerable Persons sector check Legal risk |
| Week 6 | Shequita Thompson- Reid | Module 7 Program Design & Theory of Change | Critical areas of examination: Introduction Problem statement Goal Statement Performance Objective Impact objective Program planning Logic model Logic Models and Theories of Change |
| Week 7 | Shequita Reid- Thompson | Module 8 Program Evaluation | Introduction to Evaluation Introduction Definitions Why we do evaluation Ethical evaluations Focusing the Evaluation Identifying stakeholders The evaluation plan The purpose of evaluations Developing the evaluation questions Linking evaluation questions to goals and context Evaluation Design Linking type and design to the purpose of the evaluation Qualitative and Quantitative Data Collection What is qualitative & quantitative data Joining Theory and Practice Develop a terms of reference for an evaluation Reporting evaluation findings Making results interesting, relevant and useful |
| Week 8 | Sharnelle Morgan | Module 9 Policy & Advocacy | Critical areas of examination: Introduction to Public Policy Introduction Definitions What are and why is public policy needed Identifying true purpose of policy Research Joining Theory and Practice Leadership and organizing Strategies Tactics Storytelling Building Relationships |
| Week 9 | Kema Joseph | Module 10 Government Relations | Critical areas of examination: Government Relations 101 What are the levels of government? What are their roles? What are they responsible for funding? Federal vs Provincial funding Building Good Relations For funding purposes Engaging your local government officials in your work what sort of opportunities - inviting to your office, asking to present awards at galas, opening remarks/ greetings, Invite to AGMs? broadening scope to engage officials both within your community but also within your own riding |
| Week 10 | Hackim Farrell | Module 11 Data Governance, Privacy & Security | Critical areas of examination: Governance Who can take what actions as it pertains to data and what can they do with said data Privacy Mapping controls against the governance process Security Protecting the data from external attackers Previous Areas How best to manage How are you collecting data? Best practices What data is being collected Measuring data to your outcomes Are you able to tell the right story of “impact” through the data that’s being collected (Qualitative & Quantitative)? |
| Week 11 | Fatima Kamenge | Module 12 Introduction to Fundraising Strategy & Development | Discussion/Reading(s)/Assignment(s) Critical areas of examination: Donor Cultivation: Identifying if a fundraising strategy is required? If so, who is your audience? (Fundraising within your communities/ vs mainstream) Racism and Philanthropy What is your potential donor base? What is your fundraising target? What resources do you have to allocate towards fundraising? Fundraising Channels: Annual Giving, Monthly Giving, Corporate Giving Events & Sponsorships Donor & Engagement & Stewardship: Relationship management Expected expectations from each level e.g., corporation's vs private foundations, vs major donors (individual) Donor Recognition: Receipting Thank you calls/ Thank you letters Recognition events and opportunities to thank donors Website/ graduations/ community events, AGMs, Galas, Annual Report, Newsletters etc., |
| Week 12 | Stachen Frederick | Module 13 Grant Writing | Critical areas of examination: Introduction to Grant Writing Understanding trends and patterns in funding. Exploring funding sources. Understanding sponsor’s interest and organizational focus Aligning interest and focus Best practice when fundraising How to write a proposal What is your idea/project, why is it needed, who will it affect, when and where, etc. Common proposal elements. Abstract /summary Needs statement Goal and objective Method and approach Evaluation plan Dissemination Plan Timeline Sustainability plan Budget & budget justification Supporting Materials |
| Week 13 | Fatima Kamenge | Module 14 Financial management & Budgeting | Capstone Due: Critical areas of examination: Financial Stewardship How to develop a budget How to manage expenses Need third party to review budgets throughout the grant term to ensure all costs and spending is accounted for Closing Retreat/ Presentations: TBA |
