A Merger By Any Other Name Is Just As Sweet

‘Mergers’ are becoming a commonly discussed topic in the not-for-profit (NFP) sector, and with good reason – they have the potential for long-term benefits for all parties involved. Our experience has shown, however, that it is common for NFPs to feel apprehensive about the prospect of merging since: boards and working cultures must be responsive and cooperative towards a merger; a proposed merger could be resisted, poorly received or opposed due to the emotional investment of board members, staff, members, volunteers and funders; and a merger takes careful and considerable planning, time and money.

Scaling Impact Through Cross-Sector Partnerships: A Spotlight on Shared Value

Innovation and change is not the responsibility of one sector alone. Nor can the elements of innovation and change (funds, resources, motivation, creativity, scale) be neatly carved off to individual sectors in the hope they each play their role. By bridging sector boundaries, the osmosis of ideas and practices naturally gives rise to new models where individuals and communities can thrive without overtaxing social sector resources or extinguishing private sector profit.

What Does an Innovative Board Look Like – Value Creating

In an increasingly complex and uncertain world, change is happening faster and more often than ever before. As an example of major change in the Australian not-for-profit sector, the National Disability Insurance Scheme (NDIS) has transformed the way people with disabilities are supported, with the move away from the block funding of disability services by government towards a system in which individuals with a disability have a greater choice and control over the services they purchase.

Keeping Your Reputation – Integrity Risks for NFPs

Recent cases questioning the integrity of some Not-for-Profit (NFPs) organisations highlight changing accountability requirements for the sector. As more public funds are provided to the NFP sector to deliver public services a higher level of public accountability is being applied to the sector. NFPs able to negotiate this transition will distinguish themselves in the market. For some, the recent Anzac commemorations were tainted by the Department of Veteran Affairs stripping the Camp Gallipoli Foundation of its permit to use the protected word “Anzac”.

Darren Fittler on the How Purpose Drives Choices

In this short video, Darren Fittler – Partner at Gilbert + Tobin – outlines how your organisation’s purpose drives what your organisation does at multiple levels. Darren presented on “Never Forget Your Purpose… Ever!” at the Better Boards Conference 2015.

Darren Fittler on Knowing Your Organisation’s Purpose

In this video, Darren Fittler – Lawyer at Gilbert + Tobin – discusses the strategic value of understanding your organisation’s purpose, not just what your organisation does. Darren facilitated a workshop entitled “Never Forget Your Purpose…Ever!” at the Better Boards Conference 2015. See more speakers like Darren at the Better Boards Conference.

How I Learnt to Stop Worrying and Love the Risk

Fact: ‘My name is Trent and I take risks.’ While this may sound like a paradoxical statement given the inherent conservatism of my chosen profession I still, however, assert that this personal disclosure holds true. Fact: ‘I was not always this way.’ In my earlier years I often procrastinated when making a decision, either personally or professionally. At times this was born of irrational fear but, more often than not, it reflected a need for greater control over my life.

Risky Business: Risk Management and the Not-for-Profit

Changes made by the Australian Charities and Not-for-profits Commission (ACNC) to increase the accountability and transparency of the NFP sector mean charities and other NFPs will now be expected to have greater ownership over their financial investments and risk management strategies. These changes are not a bad thing, in fact quite the contrary. They’ve been established to ensure that the foundations for increasing the scale and scope of Impact Investing in Australia are in place.

Disaster and Crisis: Dilemmas and Challenges for Boards

The world in which our organisations have to operate is growing increasingly complex and turbulent. Organisations in the not-for-profit sector are being buffeted by an ever-increasing range of impacts on their operation and demand for their services. There is an almost endless list of disasters and crises that might occur, but the one thing they have in common is that they force VERY rapid change on organisations. A little preparation can be incredibly valuable for an organisation trying to cope during a disaster or crisis.

An Examination of Merger Success Factors in the Australian Not-for-Profit Aged and Community Care Sector

The major part of this article was drawn from the Masters in Business Research (with Honours) research dissertation of Indra Arunachalam, University of New England (2012). On the 20th of April 2012, the government announced its intend to deliver greater choice and better care to older Australians by unveiling a major aged care reform package. The Living Longer, Living Better Plan was in response to key issues, such as, the changing expectations and longer life expectancy of an ageing population, the expected increase in aged care costs and future workforce shortages.