community Leadership Framework Toolbox - Aspen Institute · 2016. 3. 24. · Community Leadership...
Transcript of community Leadership Framework Toolbox - Aspen Institute · 2016. 3. 24. · Community Leadership...
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A tool for community foundations for using the Framework for Community Leadership by a Community Foundation
December 2009
community Leadership Framework Toolbox
© 2009 Council on Foundations and Aspen Institute. This publication was developed with support from the Community Foundations Leadership Team and the Council on Foundations as part of the strategic focus on community leadership in the Leadership Team’s Plan of Action for Community Foundations (2007-2010). Readers are encouraged to copy, share and otherwise use these materials as long as the purpose is charitable and attribution is made to the Council on Foundations, the Aspen Institute Community Strategies Group and CFLeads.
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Table of contents
Introduction to Community Leadership and Toolbox Overview ............................. 1
Understanding Community Leadership .................................................................. 7
Community Leadership Framework ..................................................................... 10
Community Leadership Status Assessment Tool .................................................. 22
Community Leadership Action Planner Tool ........................................................ 29
Community Leadership Story Tool ........................................................................ 32
Attachments in MS Word (To view attachments from this PDF document, go to View, Navigation Panels, and click on Attachments.)
• Community Leadership Status Assessment Tool Template• Community Leadership Action Planner Template• Community Leadership Story Tool Template
Using This Toolbox
The purpose of this toolbox is to make the Framework for Community Leadership by a Community Foundation user-friendly and accessible for community foundation staff and boards as they consider their foundations’ role in building stronger communities. Included are several tools and instructions for using each tool. Each tool is attached to this PDF document in MS Word, so that community foundations can complete, save, refer to and update.
A web conference presentation about the toolbox can be viewed at http://www.cfleads.org/resources/webinars/2009_webinar4/index.php
We invite your feedback. Please send your comments about this Toolbox to [email protected]
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 1
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 2
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 12
Created by the National Task Force on Community Leadership
Prepared by CFLeads and Aspen Institute Community Strategies Group
F R A M E W O R Kfor Community Leadership by a Community Foundation
D E C E M B E R 2 0 0 8
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 13
De�ning community leadership
2
THE COMMUNITY FOUNDATION…
is a catalyzing force This acknowledges that the community foundation does not act in isolation. It acts in concert with others, sometimes taking the lead, sometimes following, sometimes paving the way for new leaders.
that creates a better future for allThis acknowledges that the community foundation’s constituency is the entire community. Every issue, every cause it embraces, has some connection to the greater good.
by addressing the community’s most critical or persistent challengesThis acknowledges that the community foundation doesn’t shy away from something because it’s too hard or “it has always been that way” and it can be counted on to address the things that matter the most.
inclusively uniting people, institutions, and resourcesThis acknowledges how the community foundation goes about its business: in the open and ensuring broad participation. It also recognizes that the community foundation is well-suited to assemble and leverage resources.
and producing significant, widely shared and lasting resultsThis acknowledges that the community foundation looks beyond quick fixes and innovative pilot projects, and that it has the staying power to reach long-term results.
The framework begins with a de�nition of what community leadership looks like when
it is happening. It is knitted together into a very long sentence where every word matters.
It’s helpful to begin by unraveling the de�nition to reveal each strand of thought.
The community foundation is a catalyzing force that creates
a better future for all by addressing the community’s most
critical or persistent challenges, inclusively uniting people,
institutions and resources, and producing significant, widely
shared and lasting results.
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 143
Framework at a glance
The framework can be used to bring clarity to the de�nition and practice of community
leadership by individual community foundations.
The community foundationmanifests the values, cultureand will to exercise communityleadership.
F IRST-LEVEL BUILDING BLOCKS
DEFINITION AND OUTCOME
The community foundation is a catalyzing force that creates a better future for all by addressingthe community’s most critical or persistent challenges, inclusively uniting people, institutions
and resources, and producing signi�cant, widely shared and lasting results.
SECOND -LEVEL BUILDING BLOCKS
A
The community foundationcontinuously builds therelationships to exercisecommunity leadership.
B
The community foundationaccesses and develops theresources necessary to exercisecommunity leadership.
C
The community foundationaccesses and develops theunderstanding and skillsto exercise communityleadership.
D
The community foundationis committed to e�ectingchange that advances thecommon good.
The community foundationis fundamentally committedand organized to increaseopportunity, diverseparticipation and fairness.
The community foundationis a results-driven learningorganization.
The community foundationis humble, respectful andtransparent.
The community foundation ispositioned to join with orconvene those involved in,a�ected by or concernedabout an issue.
The community foundationengages and supports othercommunity leaders.
The community foundationhas the human resources toexercise communityleadership.
The community foundationengages donors and otherco-investors in communityleadership work.
The community foundation’sbusiness model provides�exible �nancial resources tosupport community leadershipe�orts.
The community foundationactively learns about, withand for the community.
The community foundationunderstands the processesthat lead to communityimprovement:· community development· economic development· community organizing· cultural change· systems change
The community foundationstrategically crafts and actson community leadershipopportunities.
The community foundationstimulates dialogue,promotes understandingand builds consensus.
The community foundationevaluates the impact of itscommunity leadership work.
The community foundationengages in public policy toadvance the common good.
COMMUNITY LEADERSHIP BY A COMMUNITY FOUNDATION
The community foundation’s internal information and implementation systemsmaximize its ability toin�uence community change.
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 154
Considering building blocks
4a. The community foundation is prompt, courteous and caring in all of its interactions with the community.
4b. The community foundation is respectful when it disagrees with others.
4c. The community foundation shares or declines to take credit when necessary to advance community leadership goals.
4d. The community foundation accepts criticism and admits mistakes.
1a. The community foundation’s mission includes community betterment.
1b. The community foundation consistently acts on clearly articulated values that undergird community betterment.
1c. The board, sta� and volunteers are passionately committed to creating a better future for all.
1d. The community foundation subordinates the self-interest of its board, sta�, volunteers and donors to the common good.
1. The community foundation is committed to e�ecting change that advances the common good.
2. The community foundation is fundamentally committed and organized to increase opportunity, diverse participation and fairness.
2a. The community foundation examines and articulates its values of increasing opportunity, diverse participation and fairness.
2b. The community foundation understands that diversity and inclusion enhance credibility and improve e�ectiveness.
2c. The community foundation’s internal policies and practices re�ect and support diversity and inclusion.
2d. The community foundation uses inclusion and equity values in choosing its community leadership issues and actions.
2e. The community foundation recognizes and addresses class and other power imbalances in its work with diverse constituencies.
2f. The community foundation advocates for and commits resources to inclusion and equity in all of its work.
2g. The community foundation respects and accounts for the di�erences, needs, resources and interests of speci�c constituencies.
3. The community foundation is a results-driven learning organization.
3a. The community foundation focuses its community leadership e�orts on issues with signi�cant or long-term impact on the community.
3b. The community foundation determines the nature and duration of its community leadership engagement in terms of the outcomes it seeks.
3c. The community foundation examines itself and makes internal changes to increase its impact and e�ectiveness.
3d. The community foundation learns from and adapts its actions based on routine examination of successes and failures.
4. The community foundation is humble, respectful and transparent.
Second-level building blocks Third-level building blocks
BUILDING BLOCK A
The community foundation manifests the values, culture and will to exercise community leadership.
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 165
Considering building blocks
1a. Relationship building and outreach are core expectations for community foundation sta�, board and volunteers.
1b. The community foundation nurtures relationships and fosters trust throughout the community.
1c. The community foundation has access to a diverse group of leaders through its board, sta�, donors, volunteers, grantees, and partners.
1d. The community foundation is actively and directly involved in those neighborhoods and places where it is doing community leadership work.
1e. The community foundation engages the vulnerable and voiceless in community problem-solving.
1f. The community foundation builds relationships with those outside the community whose connections, resources, interests and abilities may support community leadership work.
1. The community foundation is positioned to join with or convene those involved in, a�ected by or concerned about an issue.
2. The community foundation engages and supports other community leaders.
2a. The community foundation follows or joins e�orts initiated and led by others.
2b. The community foundation works to build the capacity of leaders throughout the community.
2c. The community foundation engages and supports new leaders, especially from groups underrepresented in the community’s leadership structure, to succeed and gain in�uence.
2d. The community foundation believes that groups within the community should choose their own leaders.
Second-level building blocks Third-level building blocks
BUILDING BLOCK B
The community foundation continuously builds the relationships to exercise community leadership.
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 176
Considering building blocks
1a. The community foundation integrates its community leadership e�orts across all functional areas.
1b. The community foundation has a consultative process in place to identify emerging, critical or persistent community issues.
1c. The community foundation has a system to match donor interests with community leadership needs and issues.
1d. The community foundation aligns its grantmaking systems and operational processes to support community leadership.
1e. The community foundation is user-friendly in all of its processes.
1f. The community foundation’s information systems are transparent and accessible.
1. The community foundation’s internal information and implementation systems maximizes its ability to in�uence community change.
2. The community foundation has the human resources to exercise community leadership.
Second-level building blocks Third-level building blocks
BUILDING BLOCK C
The community foundation accesses and develops the resources necessary to exercise community leadership.
2a. The board, sta�, volunteers, donors, grantees and vendors are broadly re�ective of the community and its shifting demographics.
2b. The board uses community leadership as a primary criterion in selecting and evaluating the CEO.
2c. The board and sta� are entrepreneurial, take risks and learn from their mistakes.
2d. The board and sta� take new or courageous stands, when necessary, to move an issue forward.
2e. The board re�ects the diverse points of view and levels of in�uence necessary to e�ect change.
2f. The community foundation provides ongoing professional development for board, sta� and volunteers around community leadership.
2g. The board, sta� and volunteers are able to relate to the cultures that make up their community.
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 187
Considering building blocks
3. The community foundation engages donors and other co-investors in community leadership work.
4. The community foundation’s business model provides �exible �nancial resources to support community leadership e�orts.
Second-level building blocks Third-level building blocks
BUILDING BLOCK C (CONTINUED)
The community foundation accesses and develops the resources necessary to exercise community leadership.
4a. Operations are e�cient, freeing resources for community leadership.
4b. The community foundation has income-generating, budgeting and leveraging strategies to support community leadership, such as:
· fees from donor funds · earned income · unrestricted endowment income · public sector funds · corporate and foundation grants · annual campaigns and special events.
4c. The community foundation knows the cost of each service it provides relative to the revenue it generates, and aligns subsidies as needed to serve community leadership e�orts.
4d. The community foundation knows how to use community and portfolio investments outside of grantmaking to support community leadership e�orts.
3a. The community foundation systematically helps current and prospective donors deepen their understanding of community issues.
3b. The community foundation connects donors and potential co-investors to opportunities to increase the impact of their investments.
3c. The community foundation’s donors use their in�uence and connections to advance community leadership e�orts.
3d. The community foundation provides feedback to donors and other co-investors about the impact of their support.
3e. The community foundation encourages donors to structure gifts in ways that can �exibly address changing community needs over time.
3f. The community foundation provides donors with philanthropic options outside the community foundation when donor interests are incompatible with its values.
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 198
Considering building blocks
1a. The community foundation has current and historical knowledge of the institutions, leadership, economy, demographics, natural and built environment, and culture of its area.
1b. The community foundation reaches out to people in the community to understand their perspectives, gain their knowledge and engage them in identifying solutions.
1c. The community foundation �nds or generates objective information it needs but may not have.
1d. The community foundation looks beyond current strategies for solutions.
1. The community foundation actively learns about, with and for the community.
2. The community foundation understands the processes that lead to community improvement:
· community development
· economic development
· community organizing
· cultural change
· systems change
3. The community foundation stimulates dialogue, promotes understanding and builds consensus.
Second-level building blocks Third-level building blocks
BUILDING BLOCK D
The community foundation accesses and develops the understanding and skills to exercise community leadership.
3a. The community foundation has the skills and ability to use convening to produce results.
3b. The community foundation has the skills, strategies and capacity to e�ectively tell community leadership stories.
3c. The community foundation tailors its communications to diverse audiences.
3d. The community foundation uses non-traditional communication outlets and new media to ensure community-wide reach.
3e. The community foundation frames issues in ways that resonate with those who can make change happen.
3f. The community foundation stays current with communication technology.
3g. The community foundation is a trusted source and provider of information about the community.
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 209
Considering building blocks
4. The community foundation strategically crafts and acts on community leadership opportunities.
Second-level building blocks Third-level building blocks
BUILDING BLOCK D (CONTINUED)
The community foundation accesses and develops the understanding and skills to exercise community leadership.
4a. The community foundation understands the multiple roles and range of tools it can use to leverage change.
4b. The community foundation identi�es the ways it is willing and able to add value to a community leadership issue.
4c. The community foundation knows when to work behind the scenes, when to take a stand, when to partner, and when to build the capacity of others to e�ect change.
4d. The community foundation nimbly anticipates and responds to emerging opportunities and challenges.
4e. The community foundation sustains its e�orts to achieve its outcomes.
5a. The community foundation understands the public policy process and resource streams.
5b. The community foundation cultivates relationships in all three branches of government and at the federal, state and local levels.
5c. The community foundation knows when and how to e�ectively participate in the policy process.
5d. The community foundation knows and takes advantage of the range of advocacy options the law allows to 501(c)(3) organizations.
6a. The community foundation has a long-range vision, plan and outcome-oriented goals for its community leadership work.
6b. The community foundation gathers data, information and community feedback to measure, inform and adjust its community leadership work.
5. The community foundation engages in public policy to advance the common good.
6. The community foundation evaluates the impact of its community leadership work.
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 21
[email protected] 703.879.0600
2121 Crystal Drive, Suite 700, Arlington, VA 22202
2008 Framework for Community Leadership by Community Foundations
© Council on Foundations 2008. These materials were prepared by CFLeads and Aspen Institute Community Strategies Group for the Council on Foundations. Readers are encouraged to copy, share and otherwise use these materials as long as the purpose is charitable and attribution is made to CFLeads, Aspen Institute Community Strategies Group, and the Council on Foundations.
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 22
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 27
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 28
Com
mun
ity
Lead
ersh
ip F
ram
ewor
k St
atus
Ass
essm
ent T
ool
(SA
T)
D
ate
of A
sses
smen
t:
Nov
embe
r 20
09
Tim
e Pe
riod
for Acti
on S
teps
: 3-1
2 m
onth
s
Fram
ewor
k Bu
ildin
g Bl
ock
A
The
com
mun
ity
foun
dation
man
ifest
s th
e va
lues
, cul
ture
and
will
to
exer
cise
com
mun
ity
lead
ersh
ip.
How
str
ong
is o
ur F
ound
ation
in
relati
on to
thi
s Bu
ildin
g Bl
ock?
Se
cond
-Lev
el
Build
ing
Bloc
ks
Bare
ly
1 So
-So
2 Fa
irly
3
Ver
y 4
Gro
up
Ave
rage
How
has
thi
s m
oved
sin
ce
our
last
SA
T?
Be
tter
=
Sam
e
W
orse
Is im
prov
ing
this
a
Top
Prio
rity
?
For
Top
Prio
riti
es O
nly
Wha
t TH
IRD
-LEV
EL
BUIL
DIN
G B
LOCK
S m
ust
we
stre
ngth
en t
o ge
t bett
er?
Not
es a
nd
Observati
ons
Thin
gs to
kee
p in
min
d as
we
plan
our
actio
n –
or w
hen
we
chec
k ba
ck in
for o
ur
next
Com
mun
ity L
eade
rshi
p SA
T!
1.W
e ar
e committed
to
effectin
g chan
ge th
at
advanc
es th
e co
mm
on
good
.
x X X x
X x 2.
7
2.W
e ar
e fund
amen
tally
co
mm
itted
and
organized
to in
crea
se
oppo
rtun
ity,
div
erse
pa
rticipa
tion
and
fa
irne
ss.
X X
X X X x
X
1.9
=
2e. T
he C
F’s
inte
rnal
pol
icie
s an
d pr
acti
ces
refle
ct d
iver
sity
and
incl
usio
n.
2f.
The
CF a
dvoc
ates
for
and
com
mit
s re
sour
ces
to in
clus
ion
and
equi
ty in
all
its
wor
k.
Last
yea
r, w
e sa
id w
e w
ere
goin
g to
do
mor
e ou
trea
ch in
our
hir
ing
proc
ess,
but
w
e di
d on
ly m
inim
al o
utre
ach
– go
t too
bu
sy a
ddre
ssin
g th
e ec
onom
ic d
ownt
urn
to r
etur
n to
it.
3.W
e ar
e a
resu
lts-
driv
en,
lear
ning
organ
izati
on.
X X X
X X X x
2.6
=
4.W
e ar
e hu
mbl
e,
resp
ectf
ul a
nd
tran
spar
ent.
X X X X
X X x 3.
4
Key
Acti
on S
teps
to
addr
ess
PRIO
RITY
Bui
ldin
g Bl
ocks
Se
e Co
mm
unit
y Le
ader
ship
Acti
on P
lann
er –
and
tra
nsfe
r th
ese
step
s in
to th
at T
ool.
Lead
Res
pons
ible
Ti
me
Fram
e
1.Co
mm
it t
o an
incl
usiv
e hi
re fo
r ou
r nex
t ope
n po
siti
on.
2.Re
quir
e an
incl
usio
n an
d eq
uity
secti
on in
eve
ry p
roje
ct r
epor
t –
at s
taff
and
boa
rd m
eeting
s 3.
In
clud
e in
clus
ion
and
equi
ty c
onsi
deration
s in
gra
nt c
rite
ria
and
applicati
ons.
CEO
and
HR
dire
ctor
Pr
ogra
m s
taff
V
P Pr
ogra
ms
One
yea
r –
By 1
2.20
10
Pilo
t ove
r ne
xt s
ix m
onth
s an
d re
visi
t –
06.2
010
Thre
e m
onth
s –
03.2
010
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 29
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COMMUNITy LEADErShIP FrAMEWOrk TOOLbOx | page 30
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