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Organizational Development: Building Capacity
Helping organizations live their boldest futures.
For more than ten years we have worked with Electrical Joint Training Committee - a unique partnership between the Electrical Contractors Association of BC and IBEW 213. Working with their governance board in 2004, we crafted a bold vision for the future of their technical trades training and an ambitious strategic plan to get them there. We stayed alongside the EJTC, supporting program implementation and branding, developing collateral and digital assets throughout the years, and working with their leadership and staff to build organizational capacity. It’s 2020, we’re proud to have supported the EJTC through their second program expansion in a decade, and to help them launch and promote Canada’s first Green Skills Training Campus.
This is just one of the many examples of the way we work with clients to help them achieve their big dreams. We believe in you and we’re willing to be in it with you for the long haul - from conception, through implementation and execution.
There is a wise saying: “You can only achieve the future you are capable of living.” We help build strong organizations that can live their boldest futures. It’s our bread and butter, and it fills us up with gratitude and joy to see your organization thrive.
Building capacity through relationships of trust.
Distributed leadership, deep democracy and values-driven decision-making are hallmarks of our approach to change management and organizational development. We believe that organizational systems are naturally creative, resourceful and whole and we work with you to unfold and learn to trust the intrinsic qualities within your system. We help you nurture, mentor, and sustain your teams and talent so you can grow leadership from within and achieve your boldest future.
Leadership Development for Abbotsford School District
Main Street principal and systems coach Vicki McLeod was engaged for two years to provide in-house leadership development services to the Abbotsford School District, with a total enrollment of almost 20,000 students.
Working with the Board of Trustees and the senior leadership team the work consisted of planning and implementing a leadership development program. A system-wide Vision, and Core Values and Guiding Principles were adopted through an inclusive collaborative process and vetted through a three-day leadership conference that drew together vice-principals through to elected Board members, including Operations management teams. Results formed the backbone of the made-in-Abbotsford Leadership Development Program and were evaluated each year as part of annual school district strategic planning processes.
During the same period, Main Street helped the School District navigate major changes including the introduction of secondary schools of choice and a public debate over school closures.
A Vision for Burnaby Centre for Mental Health and Addictions
The BCMHA opened in 2008 to address an urgent need for residential care in the overlapping fields of mental health and addictions. Under a contract with Vancouver Coastal Health, Main Street partnered with Helen Roberts and Clippe Communications to smooth systems entry for physicians, nurses, social workers and other professionals working at the Centre.
To develop a vision and guiding principles for the Centre’s professional teams, the consultants engaged with the full spectrum of affected groups including residents, families, team leaders and health care administrators. Working groups devised operating principles, team contracts, roles and responsibilities and strategic objectives based on core desired outcomes.
Key leaders received 1:1 coaching and leadership development to cope with increasing level of complexity and responsibility as the Centre expanded its scope and services. Today the Centre continues to effectively serve our most marginalized populations.
Change-makers in the Labour Movement
The International Brotherhood of Electrical Workers Local 213 represents technical employees in the Lower Mainland and B.C.’s southern Interior. Main Street facilitated the Local's current strategic plan at a two-day conference of the 20-member leadership group.
Progressive union leadership recognized the need for an articulated vision, and a thoughtful, international approach to issues of member engagement, social advocacy, workforce development, and succession.
Main Street is currently supporting the implementation of the strategic plan through structural reorganization, leadership development and the initiation of action plans for staff training, organizing, public advocacy and communications.
IBEW 213 has a bold vision for the future, assuring the finest technical trades training possible, the best in pensions and benefits and a stable, highly skilled workforce to meet industry demands.