CharityMatters-NZ Articles, Charity Sector, Governance, Reading, Reports, Research, Sector news, Uncategorized

Grant Thornton Survey

The Grant Thornton Survey is conducted every two years, and from my take on the results non-profits are still facing the same issues as were indicated in the last survey results.

Smaller non-profits are still concerned about where they are at, where their money will come from.

And, again the issue of how organisations relate to their Board is also an ongoing concern (something I am concerned about – to me a Board should be more than a group of people who “”sign off” a Board should be active).

Read the full report here 

What are your concerns, issues … what needs to change? I’d be keen to know what your take is on where your organisation is now, and what you need to get it from where you are now to where you want it to be. Either leave a comment or email me charitymattersnz@gmail.com.

 

 

CharityMatters-NZ Charity Sector, Governance, Management, Research, Staffing

Recruitment Challenges, there’s a shortage …

Came across New Zealand’s shortage of fundraisers. A recruiter’s view on Saturn Group’s website.

We all know there’s shortages of skilled people across many sectors, we almost hear it daily; but we seldom hear about the shortage of skilled fundraisers.

Have a read of New Zealand’s shortage of fundraisers. A recruiter’s view, to understand what’s happening.

http://www.saturngroup.co.nz/news/new-zealands-shortage-of-fundraisers-a-recruiters-view/

CharityMatters-NZ Boards, Governance, Management, Staffing

Handing over the Reins

It’s interesting to see organisations grow from being something started at a kitchen table, to something substantial.

In growing though there is always a need to bring in others with more expertise, more experience; but in doing so there is fear of the loss of control.

I recall reading about a charity, I think in the States, where the founder who took on a manger; but with the charity operating in an adjacent building to where the founder lived, he would turn up everyday and staff were unsure as to who they should be listening to the new manager or the founder.

I’ve seen similar happen closer to home, and unless those passing on the reins make an effort to stand back and let the new guard run the organisation, chaos is likely to ensue.

If you are running an organisation and the time has come for you to stand aside, do it. This should all be part of your succession planning; and all staff when the new people at the helm arrive should feel confident that the organisation is in safe hands.

If the old guard remains it is likely to only case confusion, weakened trust in the new guard and, the focus of what the organisation is there for will be lost, opportunities could be missed and the beneficiaries of the organisation will ultimately suffer.

The new manager needs to know they can get on with what they have been appointed to do, this won’t happen quickly or smoothly if the old guard is always ‘hovering’ around, staff will remain confused and if allocated new tasks, if systems change they may feel as though they are betraying their former ”boss”.

Change isn’t always easy, it’s not easy on those standing aside and it’s not easy on the new people. But change sometimes has to happen and the more planning for it the better.

CharityMatters-NZ Communication, Governance, Management

Are You Singing from the same song sheet

The management, more than anyone in an organisation knows, or should know, what the goals, vision, mission of the organisation are; but is this being shared with all staff, particularly those on the frontline?

It seems that some organisations have a diconnect when it comes to sharing key information with staff, leaving staff to wonder what is happening, where they are in the organisation and how they can confidently do their work.

If management aren’t sharing key information how can they expect staff to do their job.

Staff who are on the frontline, especially those in fundraising roles need all the information, they can’t be expected to do their job without all the facts.

If management have one story and others another, it does nothing but cause confusion. Everyone in the organisation needs to be singing from the same song sheet.

CharityMatters-NZ Articles, Communication, Governance, Management, Social Media, Staffing

Social Media Fallout

You may have seen the article on Stuff.co.nz about the hotel employee who was dismissed for making disparaging comments on Facebook about a blogger; how would you handle something like this, do you have a policy about what staff (and volunteers) can say and do with their personal time, their person social media posts?

Have a read of the article, then have a think about how you would handle such a situation.

Hotel worker sacked over abusive Facebook post to columnist

A Sydney hotel supervisor has lost his job after making a sexist and offensive comment on the Facebook page of Fairfax Media columnist Clementine Ford.

The Meriton Group confirmed that Michael Nolan was no longer employed by the company, after he labelled Ford a “slut” when she spoke out publicly against misogyny and online harassment.

Ford, a weekly columnist for Daily Life, made a number of posts on her Facebook page on White Ribbon Day, which aims to prevent men’s violence against women, in which she highlighted recent examples of online harassment she had received.

Ford included screenshots of a number of abusive messages that had been sent to her, including images Ford said were a “little violent in theme”, and included unsolicited images of male genitalia.

Continue reading  the full article here

There are organisations that have internal social media policies, these generally state that an employee/volunteer won’t say or do anything that will bring the organisation into disrepute. They often will also point out the consequences should someone say or do something that could tarnish the reputation of the organisation.

But, is this acceptable, can an organisation state what an employee can or can’t do in their own time?

What’s your take?

Note: I don’t condone bullying, trolling or any such behaviour, so I am not defending the guys actions, merely raising a point of discussion.

CharityMatters-NZ Boards, Governance, Management

Your Board – Investors in Your Organisation

I’ve talked before about having your board onboard; and have thought from time-to-time about whether boards are truly invested in the work of the organisation.

When thinking about board members and their investment in organisations; one thing that I’ve often wondered is how many are on the board of more than one organisation and whether this truly works.

Another thought has been about whether board members financially contribute to the organisation, sure – many do by attending events etc; but do they donate to your cause more than they donate to others?

So finding “My ONE Wish For Boards – the Secret Revealed” on Asking Matters made me realise I’m certainly not the only one who thinks along these lines.

Have a read and see what you think …

My ONE Wish for Boards – the Secret Revealed

For 15 years now, I’ve harbored a secret wish. My one wish for the non-profit world. Here it is.

If I could snap my fingers and make one change in our community, it would be to have every board member sit on one board only… and give 75% of his or her charitable gifts to that board. I can dream, can’t I?! 

Here are the impacts that would have:

Board members would feel like investors.

We talk about how to encourage our board members to truly feel vested in our organizations, yet how can they when their attention and their giving is so broadly focused? If one of your board members gives $10,000 to charity and gives $2,500 of that to you, that’s a solid gift. Now imagine if that board member gives $7,500 to you. That would be quite an investment, and I can guarantee that this board member would then be laser-focused on helping your organization succeed.

Board members could stop the painful quid-pro-quo fundraising.

What a gift that would be! Can you imagine how much negative energy would be avoided? I’ve never met a board member who likes all that quid-pro-quo fundraising – every gift to your organization means a gift he or she makes to someone else’s. And then your organization has all these gifts from people who don’t care about you and don’t want to be cultivated…and will never have a direct relationship to your organization.

Read the full article here

CharityMatters-NZ Communication, Governance, Other, Planning

Branding; when a refresh is in order

Branding; when a refresh is in order

Was talking with a couple of people recently about how they were thinking that maybe they needed to have a brand rethink for the organisation.

This discussion probably takes place more than we realise, one issue when discussing a rebrand, is the thought that it will hit the coffers hard.

During the course of the discussion I recalled an article I had read from Max du Bois “When’s the right time to rebrand or refresh?” and thought it a relevant article to share with you.

In Branding Inside Out Max du Bois suggested you’ll know when it’s time to refresh your charity’s brand “when you’re achieving your goals in spite of your brand and not because of it. Or when you’re spending time, effort and money overcoming its shortcomings rather than reaping the benefits of your brand’s strengths.”

Early signs of trouble for your brand can include hearing the same communication issues over and over again, struggling to explain with clarity how a partnership could best work, or trying to make sense of a proliferation of sub-brands and visual identity interpretations.

Be wary of introducing the word ‘rebrand’ too early as disaster could strike. Trustees will see pound coins flying out the door and start digging in their heels citing branding disasters, and staff might start thinking they’re working for a broken organisation.

Read the full article

CharityMatters-NZ Collaboration, Governance, Management

To Collaborate or Not

With the abundance of charities in New Zealand, with many working in the same area, providing the same or similar services, should more be collaborating?

Perhaps organisations can work with each other more to not only potentially deliver more services, to more people, but in doing so help reduce each others overheads.

There are situations where organisations will work with each other to avoid a clash of appeal timing and, yes, there are sector bodies who oversee and help co-ordinate certain public appeals; but could more be done?

If more organisations worked closer together the sector itself perhaps might be in a better shape, supporters may feel their support, their funds are being used in a better way.

I’ve spoken with some in the sector who think they would be in better position if they collaborated more but, they’re reluctant to pursue it as they fear losing control of their organisation, that they may lose public appeal for what they are doing. This can likely be easily allayed by having at the outset of any collaborative endeavour organisations simply have to have ground rules to which they agree and will stick to.

Often organisations struggle to source information, gain participation and shift public perception of an issue; often expending vast sums of money, on things other organisations are also trying to do; through collaboration this can be avoided, and focus can go back to the core activities of organisations.

One area where organization can be better of through collaboration is the sharing of skills, experience and administrative tasks; imagine if you had a few organisation working together in a single space; they could not only share skills but the expense of the admin and related overheads, leaving more funds available to carry-out the work they are there to do.

Look at how places have been established for business to share space, equipment at overhead costs, this has enabled them to grow and share knowledge. If commercial entities can do it, why can’t organisations in the charitable sector?

I’ve often quoted something a manager of mine told me years ago “competition without out opposition” – and that’s what collaboration can be.

Would, or does your organisation collaborate with others in the sector, if so how has this enabled you to better carry out the work you do, have you seen any improvements in the quality of your service offering?

If you support charities, would you like to see more collaboration between organisations, particularly those working in the same space?

CharityMatters-NZ Fundraising, Management

Will You be Around in Five Years?

Now’s a good time to be thinking about the year in review, and as part of that, think about if you will be still be here in five years. Some won’t but that is possibly because they have done what they set out to do, others will be struggling.

Although almost a year old, “3 REASONS WHY YOUR NONPROFIT WON’T EXIST IN FIVE YEARS & WHAT TO DO ABOUT IT” from Strategy Lab is well worth a read.

As you read it, think about you and your organisation.

See also:

Are You Stale – Have you Stagnated?

Do you feel your organisation is struggling to grow support as a result of stagnation?

You’re still striving to grow your supporter base, you’re segmenting your database to make the most of what you have already; yet nothing changes, no growth in support either by the number of supporters or amounts able to be raised?  … continue reading

CharityMatters-NZ Communication, Management, Other, Staffing

Quiet … There’s People Working

You know the situation, it’s happened to you numerous times; you’re nose to the grindstone focussed on a task – then someone comes through where you’re working with a voice that wouldn’t be lost at a rugby game.

There’s nothing worse than having your concentration interrupted, or being on a phone call when the person you’re speaking with asks what the noise is in the background.

No doubt, like me, you’ve spoken a tad too loud in the office … there are ways to deal with other people who seem to try and reach the highest decibel possible.

This article on stuff.co.nz is a great read, if you’re battling a loud voice in the workplace.

Silencing loud talkers at work

UNAVOIDABLE: Loud talkers share the most intimate details of their lives while taking personal calls and enjoy broadcasting a running commentary on unfolding situations.

The office loud talker can infuriate and distract even the most conscientious workers. So what is the best way to deal with these walking megaphones?

Natalia Perera is well acquainted with the difficulties of working with a loud talker. The innovative director of Syneka Marketing sits directly opposite the company’s managing director who, she says, has a booming, baritone voice.

“Sometimes people I’m talking to on the phone ask what that noise in the background is,” she says.

“This office also has a bit of an echo, so it makes his voice even louder.”

Unlike many loud talkers, Perera’s boss is aware of the problem and is happy to pipe down when asked.

“It can be a bit distracting especially when I’m on deadline and it’s the last thing you need when you’re feeling under pressure,” she says.

“I just put my headphones in my ears or sometimes I let him know he needs to be quiet.”

Loud talkers are a common annoyance on public transport, flights and cinemas. But in the workplace there is no escape from their daily noise pollution.

Loud talkers share the most intimate details of their lives while taking personal calls, think out loud and enjoy broadcasting a running commentary on unfolding situations.

read full article here