Senior Thought Leaders Navigating Change For NFP’s | Weekly Wrap Up

Rusher Roger’s weekly wrap-up report on what’s happening in the world of Rusher Rogers, our clients, our candidates and the recruitment market.

 

This week I was fortunate to be able to attend Australia’s National Not For Profit Leaders Forum in Sydney. Two info crammed days listening to and discussing the key challenges facing NFP’s nationally plus a couple of more focused workshops on the third day specifically dealing with digital implementation and attracting and retaining talent.

WOW!

The hard stats around the NFP sector are staggering; with an annual turnover of $134B (yes that is a Billion) and a consistent year on year growth of 7% the sector now employs approximately 1.3M people, having grown significantly from 700k back in 2007. There are approximately 51,000 charities, with 7 new ones starting up everyday. These stats don’t even include the proliferation of all the peer to peer crowdfunding activity!

The universal theme was about change and how to face it head-on rather than retreat to the way more comfortable BAU (business as usual).

Most NFP’s were well represented across the sector from peak bodies, to disability services, health, charitable foundations & organizations, welfare, family and youth services and international NGO’s. The topics ranged from vision/mission clarity, addressing culture, to commercial sustainability, fundraising diversity, to changing organisational models, governance and risk management to digital transformation and tech, board modernisation to CEO leadership.

The key takeaways for me at least, focused on ways to deal with change and how to manage the pace of change, to ensure that NFP’s are well set up and robust enough to deal with the challenges that this exponential change brings. It didn’t seem to matter what sort of NFP you were, the challenges were shared across the sector.

This was all about sector leaders sharing ideas with each other broadly and openly covering the following issues:

  • Dealing with change as the new norm and not falling fowl of change fatigue
  • Being able to recognize when the model needs to change
  • Ensuring that purpose is clear
  • Reinvention
  • Dealing with disruptive influences
  • Embracing and adopting a more commercial entrepreneurial mindset
  • Adapting Partnering/collaboration
  • Communicating clear vision, mission, values, accountability with staff
  • Change funding models to deal with static if not shrinking donor contributions in an extremely competitive market
  • BAU will no longer cut the mustard

Certainly food for thought but with a sense of urgency to move towards action.

Current Permanent jobs:

  • Payroll and Accounts Administrator
  • Fundraising Manager – Part time
  • Family Violence Case Manager – Mornington
  • Children’s Family Violence Case Manager
  • Family Violence Case Manager – Hastings
  • Specialist Family Violence Advisor
  • Cinema Manager

A word from our temp desk:

Over the years, our affinity with the NFP sector has grown and flourished; we are regularly contacted by talented candidates looking to break into the third sector. If you could use interim support where you work, get in touch with Claudia about temps today.

 

Until next week…..

Susie Rogers

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