The leading management publication for the social sector.

Leadership amidst complexity and change

Lisa Paul AO PSM, previously secretary in Federal Government departments responsible for education and employment, talks about her approach to the challenges of leadership, its loneliness and rewards. +Podcast

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How ten20 Foundation is doing philanthropy differently

Catalytic funder ten20 Foundation shares its story and what its learnt about achieving systems change by funding collective impact initiatives.+Podcast

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SVA Fundamentals for Impact: are you doing good?

The SVA Fundamentals for Impact enable organisations to assess whether they are being effective and how they can do better. Why and how was the framework developed?

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Founding SVA Consulting

Four of the key players behind Australia’s first dedicated non-profit consultancy for the social sector tell the story of setting up and shepherding SVA Consulting through its initial years.+ Podcast

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Scaling SVA Consulting: an insider’s perspective

SVA Consulting Executive Director, Olivia Hilton reflects on what brought her to the business and the principles that have shaped and guided its growth. + Podcast about its founding

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How to be more effective in reducing disadvantage? Insights from SVA Consulting

After 10 years in the sector, SVA Consulting reflects on the strategies and interventions that it has seen deliver the greatest impact. + Podcast

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Explore articles

Strategy and stakeholder engagement

Executive Director’s note from Issue 2, November 2012.

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The first 100 days of a CEO’s tenure

Have you ever wondered about the best way to navigate those initial critical days in the top job? Six non-profit CEOs talk about how to make the best impact and impression.

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If focus is so good for non-profits, why do so few do it

Is your organisation focused? And if not, what’s getting in the way? Discover the three common obstacles to focus – and how to overcome them.

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Avoiding strategy ping pong: The board’s role in strategy development

Avoid strategy development feeling like a game of table tennis between board and management by getting clear on roles upfront and know when and how they might need to change.

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Seeing eye to eye with stakeholders

Find out how CERA involved key partners and stakeholders in developing its strategy resulting in stronger relationships, clarity on roles and a better plan.

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Shared planning: Letting staff determine your direction

Having no fixed idea on the future direction of Alzheimer’s Australia NSW, The Hon. John Watkins engaged stakeholders to develop a strategy that reflected their combined views.

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To consult or to insult?

Are you consulting with staff for the right reasons and in the best way? This article explains why, and at which stages, it is important to consult as you develop your strategic plan.

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