The most recent estimate of the size of corporate philanthropy in Australia totalled over $17.5 billion in 2015-16. We feel the conversation is about how to bring together business leaders and charity and non-profit sector leaders (especially those organisations who do great work but aren’t savvy fundseekers) to find shared goals and work as partners to make change happen.
Earlier this year we were engaged by Belong to support a detailed needs assessment, service design and business case development process for Flourish. The Flourish business case development process was a market-led approach to designing an intensive early years intervention service aimed toward breaking the cycle of intergenerational disadvantage in two pilot sites (Brisbane South: Acacia Ridge and surrounds, Brisbane North: Keperra and surrounds). The Flourish partnership group was a collaborative effort between Belong, Communify and Act for Kids.
In 2017, we worked closely with one of our valued partners Open Minds to design and obtain funding for the Community Links in Caboolture (CLIC) program. CLIC is a community-based model of support for people who frequently utilise hospital services. It is a time-bound, intensive service model, focused on delivering individualised support within a recovery framework. Now as the service moves into the implementation phase up until June 2019, Beacon Strategies will be working alongside Open Minds as the evaluation partner.
One of our key projects during the second half of 2017 was to support a client in planning their expansion into Queensland. In this article, we describe the steps we undertook, what we found, and how a similar approach can help ensure organisations considering expansion to do so successfully.
Many organisations are dedicating a good chunk of their valuable time to chasing funds to deliver their programs and services. That’s where we can help. We can produce high quality, competitive funding submissions that help set your idea apart from the rest. We can produce a grant or tender application efficiently, which means you and your staff can stay focused on doing what you do well.
With all the media attention on energy policy over the last few months, we take a look at the issue from a social impact perspective. It has been largely left to a few of the larger NGOs to advocate for those who really face the brunt of rising power bills—people and families on low incomes, the long-term unemployed those living with disabilities or chronic health conditions, pensioners, students amongst others.
Do organisations that commission programs, whether it be through grants, tenders or philanthropic donations, fully appreciate the important leadership role they play in the sector? We identify a couple of activities that reflect a more proactive and deliberate approach by funders of social programs to getting the best outcomes and bringing service providers along on the journey.
Earlier this month, we spent a couple of days in the office of one of our clients meeting with staff to understand and capture the principles that guide the work that they do. The aim of this consultation was to inform a practice framework for the organisation that we had been brought in to develop on their behalf. In this post, we explore what a practice framework is, and how it can add value to an organisation.
Mike Cannon-Brookes, co-founder of software company Atlassian, recently spoke to an audience at TEDxSydney about his fear of being exposed as an imposter. We take a look at the three important leadership lessons for leaders of organisations in the social services or communities sectors.
Here we cover the importance of service/project design when presenting an argument to fund one of your new bright ideas. The biggest thing holding many organisations back in being successful for grant funding or tenders is not including a clearly outlined service or project model in their application. We encourage organisations to spend a little more time on developing a clear logic model for their existing or future projects or services.