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Are You Paying People To Break The Rules? PDF Print E-mail

Managers often complain about the difficulties of getting employees to actually follow security and safety policies.  Rules are frequently 'more observed in the breach than the observance'. It's almost like most people have no understanding of the risks involved.

However, people's understanding of the normal risks that they regularly encounter is surprisingly good. In fact they may understand the risks better than most managers!

Marketing Your Fundraising Program PDF Print E-mail
Fundraising is one of the most highly competitive activities your organisation will undertake. Not only are you competing with every other charitable cause, you are competing for people's discretionary expenditure - expenditure that they could quite happily spend on anything they like. And to make it even more difficult, you aren't offering anything tangible, so your case has to be pretty powerful.

When you raise funds, you're selling a "warm glow". Fulfilment of a social obligation. A sense of significance. The most tangible thing you have to offer is a tax break, which most donors actually don't care about very much. To get right down to it, you're selling almost nothing.

You can accomplish this tall order by creating a powerful fundraising offer — a call to action that will make donors look beyond the intangibility of what they're buying and happily reach for their credit cards anyway.

The best fundraising offers have these seven elements:

Why Do Not For Profit Organisations Fail? PDF Print E-mail

Succurro does quite a bit of work with developing strategic plans for not-for-profit (NFP) organisations. One of the first questions we ask when starting with a new NFP is "why does this organisation exist?" The usual answer we get back from management is that it serves some essential social need. Fair enough, but is that the real reason why an organisation exists? And if the social needs addressed by each organisation are so essential, then why do so many NFPs struggle to survive or fail all together?

What is Good Corporate Governance? PDF Print E-mail

Regulators, courts and investors frequently extol the virtues of 'good corporate governance' in organisations but often fail to define exactly what that means. It's often a case of "we'll know it when we see it" or, in the case of the regulators, courts and investors, "we know what it isn't when we see it".

Risk and Strategy - You can't understand one without appreciating the other PDF Print E-mail
"A board who does not understand strategy may not appreciate the risks - And if it does not appreciate the risks, it will probably not ask the right questions to ensure that the strategy is properly executed." (Justice Owen, HIH Royal Commission, 2003)

Conversely it could also be said that a board that does not appreciate risk does not properly understand strategy.