Former Director of the FBI Robert S. Mueller, III, made the famous quote that:
“There are only two types of companies: Those that have been hacked and those that will be hacked.”
And others have since moved to suggest that the quote should now be: “There are only two types of companies: those that have been hacked and those that don’t know they have been hacked.”
It is unfortunate that not for profit organisations are sometimes the target of a cyber-attack. Given that not for profits often hold a lot of personal data, they can be seen as a soft target. Attackers also don’t need to have a lot of data about a person in order to perform identity theft, so the consequences can be significant if personal data is stolen.
Being the subject of a cyber attack can have wide ranging impacts on the organisation; including damage to reputation, financial losses and an inability to service clients during any downtime caused by the incident. Continue reading…
At this stage of the financial year, the thought of planning the financial year ahead has probably crossed your mind. If your organisation has a formal planning process that is in place for the start of every calendar year, you may have started planning already.
Before we go into planning mode, or agonise about the mere thought of doing any sort of planning, is planning ahead even useful? Is it just a waste of time?
Below are three reasons that planning is not a waste of time, but a valuable exercise.
If you’re someone who doesn’t have a professional online presence, you could be missing out on some valuable career or sector information. To keep in touch with the latest news, what your contacts or competitors are doing and to join discussion groups with like-minded individuals, consider having a LinkedIn profile.
LinkedIn isn’t just a place to find a job. Its importance goes further than that. It has been specifically designed for the business community, so if you’ve been hesitant to be part of it, here’s a couple of reasons why you should reconsider. Continue reading…
The simplest and easiest way to set next year’s marketing budget is to take last year’s budget and simply add the percentage that you want to grow by. Within 60 seconds your new marketing budget is set, but this doesn’t allow for external market factors like new providers, changing government policies or the needs or wants of customers.
Alternatively, you could adopt a zero-based marketing budget. This will take longer to put together, but it will make you ask the hard questions about the outcomes you want, how much you need to spend to achieve them and the different options available to you
The Governor’s Leadership Foundation (GLF) Program is nothing less than an incredible experience.
Since 2004, Community Business Bureau has offered the Keith Fulton Memorial scholarship to community sector employees in South Australia who want to broaden, enhance and accelerate their leadership capability.
For me, it had an impact on many parts of my life and I would suggest that many other participants would tell you the same. It helped me to better understand and manage the grey areas that exist in our professional and personal lives on most days.
The Governor’s Leadership Foundation brings together leaders from community, business and the public service, a unique blend of people that bring different perspectives and experience, creating an environment where you cannot help but learn from others, and it will almost certainly challenge your own thinking. Continue reading…
Thanks to the support of the Community Business Bureau through a half scholarship, plus the support of the Southern Volunteering Board of Management and my own personal financial investment, I was delighted to be successful in obtaining a place to embark on the Governor’s Leadership Foundation (GLF) in February 2019. GLF is an intensive leadership program run by the Leader’s Institute of South Australia, providing development to South Australian leaders across all sectors. Each year, CBB sponsors two half scholarship for not for profit leaders, in memory of one of CBB’s founding board members, Keith Fulton. Continue reading…
A range of factors, not least the realities of operating in the NDIS market, are prompting many of our clients to look at how they can make better use of digital systems to reduce their overhead costs, create efficiencies and improve data integrity. These drivers are often counter-balanced with concerns about losing connection with clients (because digital is less personal) and the anticipated reactions of staff. Sometimes this is because experience tells organisations that some of their employees are active resistors of digital. There’s also the sheer workload – any digital introduction or change requires a change management approach, staff training and active line management of employees to ensure that they are using the technology as intended. If resources are released from process work, there’s also an opportunity to redeploy employees to more valuable activities.
There is no shortage of cautionary tales about failed digital implementations, so not for profits need to make sure that you are putting your limited assets and capacity for digital investments in the right place. Continue reading…
“Would you tell me please, which way I ought to go from here?” “That depends a good deal on where you want to get to,” said the cat. “I don’t much care where…” Said Alice. “Then it doesn’t matter which way you go,” said the cat. – Lewis Carroll, Alice in Wonderland
Your organisation is in a current position. It has a certain level of revenue, a certain number of employees and makes a certain impact.
From a financial perspective you need to know where you ought to go from here. Asking this question allows the following: Continue reading…
The topic of salaries in not for profit organisations is a sensitive one. To a certain extent, we’ve shot ourselves in the foot with some of our messaging about ‘every cent you donate’ going to the cause, creating an expectation that employees in the not for profit sector should work for the love of it, rather than drawing a market wage.
The truth of it is that we are dealing with some of society’s most complex issues and it takes skill, experience, perseverance and long hours to lead and manage organisations that deliver social impact, meet stakeholder expectations and generate sufficient profit to keep your organisation afloat, and to invest in the necessities of new technologies and innovations. The move to consumer-directed care models in aged and disability services has pushed the sector further towards commercial business models, broadening the range of skills and experience needed to operate effectively.
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Community Business Bureau would like to acknowledge the traditional owners of the lands on which we work and live, the Kaurna, Larrakia, Wajuk and Wonnarua people, and the Boon Wurrung and Woiwurrung (Wurundjeri) peoples of the Kulin Nation. We recognise their continuing connection to land, waters and culture, and we pay our respects to their Elders past, present and emerging.