September 03, 2009

The decision to form a more permanent entity was driven in large part by the huge momentum Emerging Leaders generated in the London community, and the resulting volunteer burnout... but not before the concept was examined and tested to ensure its value and its viability.  Report highlights include:

• There is a clearly established need for Emerging Leader programs and services in London, particularly in light of the growing workforce shortage;
• Given the diversity in the 25-44 year age range, Emerging Leaders should focus more specifically on the 18-35 population, in terms of retention and professional development, and engage the 35+ population in mentorship activities and community development partnerships;
• Based on member and stakeholder feedback, Emerging Leaders should concentrate its programs in five key areas: professional development, community building, networking, demographic research and project funding;
• Based on need and anticipated work volumes, the ideal organizational structure for Emerging Leaders would include at least one full-time equivalent staff member; and,
• A diversified funding model, including a potential membership model, is necessary to sustain Emerging Leaders operations and activities.

Advisory group participants included Joel McLean of Infotech Research Group, Kristina Shaw of Miller Thompson LLP, Michelle Baldwin of Pillar NonProfit Network, Kapil Lakhotia of LEDC, Jamie Crich of Auburn Developments, and John White of The Grand Theatre.

An Emerging Leaders action team is now working to implement the new structure which will see the EL member community driving EL initiatives and programs, feeding both volunteer working groups and a volunteer governing body, with one dedicated Emerging Leaders staff person as a facilitator and energizer. The group also plans to institute a sponsored employee program where local companies are invited to donate staff time in exchange for employee development and in support of general community building.  The funding structure will include government funding sources, corporate partnerships and a potential membership structure.

“Creativity, flexibility and diversity of funding are all keys to this project,” says committee chair, Michael Barr.  “We know that Emerging Leaders will demand an innovative, non-traditional organizational structure; but one that supports, not competes with, the resources of other important local initiatives.”

The group hopes to finalize and launch the new structure by early 2010.  This fall, Emerging Leaders will release its community report on think tank outcomes and launch a number of new community projects in partnership with organizations such as: London Economic Development Corporation, Mainstreet London, Pillar NonProfit Network, London Arts Council, London Chamber of Commerce, and GenNext.

A copy of the Ivey Sustainability Report can be found here.  A full list of Emerging Leaders partners, advisory committee and founding committee volunteers, can be found here.

Emerging Leaders began as a grassroots volunteer-driven initiative in 2006 with support from TechAlliance, Fanshawe College and the City of London, and a goal to foster involvement, investment and voice for 25-44 year olds, a demographic key to London’s future job market, assessment base and philanthropic sector.  In the past three years, Emerging Leaders has hosted four “think tanks” (attended by several hundred young leaders), to collect new ideas to help improve London for the future; connected Emering Leaders volunteers to positions on dozens of local nonprofit boards and special committees; paired talented Emergin Leaders with business and community mentors; hosted a number of professional development seminars and educational opportunities (including an event with author and philanthropist Seymour Schulich); and provided ongoing opportunities to socialize, network and build relationships.  Today, Emerging Leaders counts approximately 800 individuals as members and nearly 100 local organizations as partners.