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Sharing insights from SVA’s work and across the social sector to prompt learning and discussion about effective practice.

Putting tenants first: how Synergis Fund is investing in disability housing

The new Synergis Fund is helping to fill a critical gap in the market by providing high-quality, long-term homes that meet tenants’ needs. How does it achieve this while still offering stable, risk-adjusted returns to its investors?

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The cost of dying

How do you address the costly business of funerals for those that can’t afford them? SVA and a host of unlikely partners might just have nailed it with an initiative tackling both funeral costs and the way people save.

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How can evaluation better recognise Indigenous self-determination?

The right of Indigenous peoples to self-determination has significant implications for evaluating policies and programs that affect Aboriginal and Torres Strait Islander peoples. +Audio

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Strategy in the social purpose sector: what’s critical?

SVA’s strategy consultants share their thoughts and observations about developing and implementing strategy in the social sector. +Video

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Thinking clearly about challenging problems

Deconstructing a complex problem using issue trees can infuse a new sense of clarity and lead to efficient solutions.

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A framework for making difficult decisions

A prioritisation matrix can help you look at options in different ways – even with limited information.

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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 (now Dementia Australia), the CEO 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? Find out why, and at which stages, it is important to consult as you develop your strategic plan.

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