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dc.contributor.authorCarson, Kimberly
dc.date.accessioned2019-08-30T22:00:48Z
dc.date.available2019-08-30T22:00:48Z
dc.identifier.urihttps://viurrspace.ca/handle/10613/16077
dc.identifier.urihttp://dx.doi.org/10.25316/IR-8470
dc.description.abstractThe Ontario charitable sector is in a vulnerable situation, as the current leadership is approaching retirement, resulting in a shortage of upcoming leaders to replace them. Excellent programs are available to train new fundraisers, but not executive directors. This situation has resulted in a gap between well-trained fundraisers, but not well-trained leaders. This research explored how the Ontario charitable sector might build a succession plan of new executive directors from within the sector. Adhering to Royal Roads University ethical requirements, this research included current employees in the sector to rectify the problem. The key findings identified a willingness on the part of employees, senior leaders, and supporting organization to train executive directors and overcome the obstacles. The final recommendations are to develop new executive directors and determine where the system needs to change to ensure the viability of the Ontario charitable sector.
dc.titleStrengthening the Charitable Sector Leadership Gap in Ontario
dc.date.updated2019-08-30T22:00:50Z
dc.language.rfc3066en


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