Fundraising that works By Alan Hodges
The need to find alternative and reliable sources of funds faces just about every organisation in the Sector. One apparently easy source of new income is fundraising - or at least at first thought. After all, how difficult can organising a ball, race meeting or bingo party be? The challenge is how to raise funds in a highly competitive and, at times, sceptical environment. This article by Alan Hodges, a highly respected consultant based in the ACT, looks at examples of how this has been done successfully.
Leadership from a legend
The world of the sports managers, especially in football, is a harsh one. If the team does not do well, the manager, rather than the players, seems to get the most blame and in the end the sack. This makes the achievement of Alex Ferguson, the long time and extraordinarily successful manager of Manchester United all the more remarkable. This article explores why.
Leadership : The dark side
For the most part community services are fortunate to have committed and skilled leaders. However, it would be foolish not to consider the fact that all leaders have weak points. The problem is ta tit is much harder to encourage the CEO to acknowledge the "dark side" of their leadership than it is with other staff.
Is workplace training helping people to maintain knowledge?
Kay Healey, from HealeySweatment, specialises in communication management, in particular crisis and issues communication. She implements and generates realistic ways to prevent, plan, implement, contain, rank, monitor and evaluate using individual designed communication management programs. Kay also stands by her philosophy of giving back t the community and performs pro-bono work in Human Rights, Advocacy and Child-Protection.Here we interview Kay around the issues of workplace training.
Documents - An achilles heel?
Most community services are committed to providing immediate and practical support to clients.
Yet the need for form filling, following detailed instructions and working to strict guidelines can be both time consuming and even gets in the way of successful outcomes. This article looks at the importance of documents in the organisation and how to encourage staff to accept them.
Administration : A vital cog
The need for community service providers to deliver low-cost, client-centred services in a competitive environment means no part of the organisation can be left out of the leadership's attention. Yet this often is the situation with regard to administrative functions. This article discusses the need for a reasonable amount of attention to this vital element in stakeholder services.
Hypothetical: Mobbed or a victim?
At times a CEO appears to become a 'target' for team members who blame him or her for just about everything that goes wrong at work, or indeed in their lives. When this becomes deep seated in a team - part of the culture - it makes team management very difficult. The problem is determining how much of the problem is the team leader's limitations and how much is the team being manipulated into blaming the team leader for everything that does not work out - sometimes referred to as mobbing.
The new finance
The pace of change is impacting every aspect of governance and management including the need for board members, CEOs and senior staff to be able to understand and manage the more complex financial management to date. This article suggests that while many senior people in this sector are making transition it is always useful to assess the use of financial management as a tool for progress.
Business Models
All organisations have a business model. but many just don't identify it. A business model is the term given to the way the organisation does business - how it gets its services to the "market" or clients. in the past the business model for many NGOs has been simple - income from grants and services and the clients obtained by referrals or perhaps encouraged to apply for services through pamphlets or other simple communications. The increasing complexity of the Community Services Sector means income and clients are obtained in a variety of ways and through a range of services -- therefore through different business models. This article discusses the importance of developing and controlling the organisation's business model.
Keep Moving -- Organisation lifecycles in the new Community services Sector
Indeed it is becoming very difficult to forma new service now as the barriers to entry to the sector are much higher
