Not-for-Profit on Purpose

We are often asked if we help with NFP Boards that are performing poorly, and this often leads to some interesting conversations.  The most common being what defines a poor performing Board and how you accurately judge poor performance. In my experience, looking into poor Board performance can be a very subjective exercise. Here I discuss some insights about how to identify poor Board performance,...

The history of director independence and how we have dealt with conflicts in the past, can assist and guide us in the future. How do you determine director independence in your NFP, and should you?  There are unique considerations for NFPs, because they are set up by people who have a personal interest from the start, for example they been affected by an illness in some way or are heavily invested...

Have you considered the Federated Model structure for your NFP?  This week we continue the topic of Federated Models and discuss the benefits and opportunities.  I also deliver thoughts on when and why, NFPs don't merge.  While federated models can be a joy for some and frustrating for others, it is important to obtain clarity on your structure requirements.  The points raised here will aid t...

You can create a powerful decision making structure with a dynamic of three. This week we continue on the topic of NFPs and structure, and focus on the dynamics of the Chair, CEO and Secretary.  Regardless of whether you outsource a secretary or hire internally, there are some important factors to consider when it comes to setting up an optimal NFP structure with a dynamic team of three.  I discus...

As an NFP with a federated model structure, there are a couple of things to be aware of to ensure success and maintain a meaningful impact.  What are federated models and how are they efficient?  While federated models can be a joy for some and frustrating for others, it is important to effectively maintain structure to ensure success. If there is frustration or a lack of clarity, there needs to b...

This week we continue with the topic of NFP structures. What are the implications of having an NFP subsidiary?  What should you be aware of when thinking of having a subsidiary?  In this video I discuss subsidiary structures, how they can occur, what are the implications and the importance of paying attention to the element of ‘control’. Connect with me on LinkedIn or visit our website rightsource...

The NDIS has impacted the not-for-profit space in many ways. One of the challenges for organisations that have fully embraced the NDIS, is the allocation of funding.  In this podcast I discuss how you might tackle this strategically, by suggesting a clear separation of your purpose and your allocation of funding.  Connect with me on LinkedIn or visit our website rightsource.com.au If you have any...

The NDIS has ushered in a rapid growth of the not-for-profit space. There are strategies and capabilities to consider when turnover grows from 1 to 10 million, or 10 to 50 million, within two or three years.  In this podcast I discuss how organisations, boards, and CEOs might evolve to successfully maintain their rapid growth. I also include the challenges that can present, because the roles and c...

Not-for-profit CEO transition is topic that has come up a lot in the past 12 months.   Most people agree there are two undeniable truths regarding the CEO, they are the most pivotal and key personnel in the organisation, and one day the CEO will inevitably leave the organisation. Has your board identified a process for when your CEO moves on?    In this video I discuss what your board needs to con...

One of the new requirements for ACNC is increased disclosure - related party transactions.  While compliance is important, in this podcast I focus on understanding related party transactions from a governance perspective specifically why and how to implement these changes.  Related party transactions are similar in principle to managing conflict of interest, openness, and clarity.  By taking a ste...

This is the fourth in the series on governance and culture.  Culture is important and it’s something the board need to be aware of and actively managing.  In this podcast I discuss how understanding governance tools, can help you affect the culture of the organisation.  Connect with me on LinkedIn or visit our website rightsource.com.au If you have any questions, are in the process of starting up...

This is the third in the series on governance and culture. Goals have to incorporate: vision, expectations, accountability and responsibility. Watch my video to see how these lead to the alignment of goals and how this helps you manage culture. Connect with me on LinkedIn or visit our website rightsource.com.au If you have any questions, are in the process of starting up an NFP, or interested in b...

Legacy is something you leave behind. Will you leave behind something of value from your time on a not-for-profit board? How can you protect your legacy? Connect with me on LinkedIn or visit our website rightsource.com.au If you have any questions, are in the process of starting up an NFP, or interested in becoming an NFP CoSec, feel free to contact me on LinkedIn . If it is of interest, join us f...

What is board culture? You can't see it, you can’t hold it - how can you effect it or change it? We’ll discuss the motivation of directors, director roles, board charter and how they can affect an organisation’s culture. Connect with me on LinkedIn or visit our website rightsource.com.au If you have any questions, are in the process of starting up an NFP, or interested in becoming an NFP CoSe...

Board charter is also known as Board terms of reference. Board charters should reference the constitution, director appointment, Board meeting details, Board papers, sub-committees, diversity/lived experience on the Board and more.  Remember, governance is always evolving, it’s ok to change things along the way. Connect with me on LinkedIn or visit our website rightsource.com.au If you have any qu...

Would you not-for-profit benefit from some independent research?  We’ll talk about the pros and cons of in-house, collaboration and outsourcing. Research helps with advocacy and provides an independent viewpoint to lean on when applying for funding.  It confirms the value your organisation is adding to society.  Connect with me on LinkedIn or visit our website rightsource.com.au If you have any qu...

Yes! It can provide a great deal of opportunity for both the CEO and the not-for-profit organisation. It can help with strategic thinking, teamwork, collaboration, networking and growth opportunities.  There are also a few risks, which I will discuss.  Connect with me on LinkedIn or visit our website rightsource.com.au If you have any questions, are in the process of starting up an NFP, or interes...

How do you move from being an operationally focussed Board towards being a strategically focussed Board? You need to have strategic long-term goals and visions.  If you want the board to be strategic, you need to have CEO/exec team who can focus on operations.  Think about whether the Board papers are operational or strategic, because that’s what the Board will be discussing and providing feedback...

As a Company Secretary, it takes me around 15-20 hours to prepare for a Board meeting. Some people are shocked at this amount of time, but it’s worth it when it helps the Board run more efficiently and effectively.  What’s involved in preparing for a Board meeting: setting the agenda, working out the flow of the meeting, organising board papers, looking at previous action items, creating shell min...

There is bias everywhere. If you can be aware of bias, you can do something about it.  At a Board level, there should be equal input in decisions etc, but that is not always the case.  Authority bias or power bias, is when Board members defer to someone (perhaps the Chair), instead of putting their own ideas forward. Listen to this episode to find out how to spot it and what to do about it.  Conne...

CEOs do not need to placate the Board, rather they need to know the Board’s direction, and navigate the organisation on that path. CEOs need to be curious and ask questions of the board. How is the CEO moving towards their strategic objectives and moving the organisation in the right direction? CEOs need to articulate challenges to the Board clearly. It’s all about communication and developing rel...

The attendees of the board meeting are usually the directors and CEO. Who else should attend your board meeting? Sometimes inviting more of the exec team to the board meeting can feed information back to the other staff better than if it comes only from the CEO. It also allows the board and the operations team to understand each other better.  But bear in mind that the more people you invite, the...

Governance is a toolkit. A skills matrix is an inventory of the skills possessed by your board of directors. It comes in handy when you are recruiting, and helps achieve your organisation’s goals. Running an NFP in Australia - you should use a skills matrix.  Connect with me on LinkedIn or visit our website rightsource.com.au If you have any questions, are in the process of starting up an NFP, or...

Are you an NDIS provider who struggles with the NDIS payment system in Australia? In this episode we look at how, often times, it’s not actually a systems issue within the business but more likely a few simple tweaks you need to make in order to streamline the process a little better. For any NDIS providers, if you’re wanting to discuss any of this at a deeper level or you have any nonprofit accou...

Did you know that there are often business opportunities during crisis? We just need to train our eyes to be able to see them! Fortunately in this video, I’m taking the brain work out of it for you and helping you shift perspective to see how this time can be fruitful for you. As a National Disability Insurance Scheme provider you have your own set of challenges that other businesses simply don’t...