Institute for Strategic Leadership has supported the following not-for-profit organisations by undertaking strategic assessments and recommendations:
The Institute has a goal of enabling individuals and organisations from the not-for-profit sector – particularly those in the Pacific Basin.
It does this through a variety of mechanisms, including undertaking a strategy exercise on each of the Strategic Leadership Programmes and also by providing scholarships for not-for-profit leaders.
Since its establishment in 2000, participants on the Strategic Leadership Programme have prepared strategic assessments and recommendations for many not-for-profits (small and large) , including: World Vision, Outward Bound, Royal New Zealand Foundation of the Blind, Cancer Foundation, Neurological Foundation, Heart Foundation, Olympic Games Committee, Guides New Zealand, Plunket Society,Westpac Rescue Helicopter and Air Ambulance, Vision Australia and The PACE Centre (UK).
Similarly, scholarships have been awarded to a significant number of not-for-profit leaders, many from organisations that were the focus of a strategy exercise. These include the VP of World Vision West Africa, and three senior leaders from Nepal.
WATER SAFETY NEW ZEALAND
Every organisation can benefit from being exposed to the robust and challenging experience of being a case study with the Institute for Strategic Leadership’s Strategic Leadership Programme.
On reflection, having the mettle to deal with tough questions and insightful inquisition about why our Organisation exists and what exactly we do, was quite important. The wealth of intellect that was exposed to our Organisation’s strategic issues of the time was quite unique. Both my own and the organisations thinking and strategy was challenged.
The benefit of the case study process was receiving a presentation from each of the syndicates that aimed to clearly position our Organisation into the space we declared we would like to be. However, the strategies to deal with some major issues as well as new creative concepts presented to us meant that we had to be prepared to hear a lot of things that we have previously suppressed or denied. That was at times invasive! And that is exactly what every organisation needs in order to ensure they stay relevant and that their value proposition is unique.
As CEO of an NGO that has significant brand presence in the hearts and minds of New Zealanders, we always believe we can do better. I now know that the lens cast upon our business at the SLP will continue to impact on the way we strategically reflect and plan in the future.
Water Safety New Zealand
The ISL Strategic Leadership Programme at Millbrook proved to be a very defining time for New Zealand’s heart health charity.
The highly insightful responses from the executive teams at SLP19 formed the basis of a major brand development strategy at the Heart Foundation. The brand clarity and business focus that we were able to develop formed a key platform for our new three-year strategic plan.
We were challenged by the Millbrook teams to ‘take off our white coats’ and to engage more effectively with every day New Zealanders, so that our vital services and messages would become more relevant to more people. Following an increased focus on this recommendation, both internally and externally, we have seen a significant improvement in our brand engagement, our stakeholder relationships, and our fundraising revenue.
We thank the Institute for Strategic Leadership and the SLP19 Programme participants for their very valuable contribution to our Mission – “Together we will beat heart disease”.