Using scenario planning is a valuable way to understand the potential impacts on demand when many uncertainties are at play – as demonstrated in the Victorian child and family services sector during Covid-19. +Audio
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Seven observations from seven initiatives that have replicated their model to increase social impact.
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SVA’s strategy consultants share their thoughts and observations about developing and implementing strategy in the social sector. +Video
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How does Goodstart, as a social enterprise, balance its commercial and social goals; and what role does influencing the system play in meeting its purpose? +Podcast
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Be intentional about who to engage in your strategy development process. Find out how to do it and when.
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This month marks a year since SVA launched the SVA Fundamentals for Impact. Over that time we have learnt a lot about how to use and adapt the framework.
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Robert Fitzgerald AM from the Productivity Commission talks about competition, contestability and consumer choice in the social sector. +Podcast
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A practical guide for providers looking to be more effective and efficient in supporting customers. +Podcast
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A how-to guide for non-profit organisations exploring whether a merger is right for them and, if so, how to go about it. +Podcast
Read More Long Read 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? +Audio
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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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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
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After 10 years in the sector, SVA Consulting reflects on the strategies and interventions that it has seen deliver the greatest impact. +Audio
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In part 2, leaders reflect on how their organisations are responding to trends in evidence-based practice, innovation capabilities, place-based service design and collaboration. +Audio
Read More Medium Read Leaders in the social sector reflect on current trends and how their organisations are responding to be the most effective funders and service providers. Part 1 of 2. + Podcast
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SVA staff share a collection of articles, podcasts, books, videos and films touching on sector topics that have inspired them as they go about their work to address disadvantage.
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Case studies show social purpose organisations are reaping the benefits of improved process efficiencies. Find out how. + Podcast
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Four organisations in the disability sector share how and why they responded to sector changes by launching an innovation strategy. + Podcast
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New directors in SVA’s consulting team, Susie King and Malcolm Garrow give fresh perspectives on the social sector and share what’s brought them to these roles.
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A case study of South Port UnitingCare’s BOLT program shows why organisations should be asking what their endgame is, rather than how to scale.
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What does ‘managing to outcomes’ mean and why are small and large organisations alike embarking on this journey?
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To affect positive social change, philanthropic organisations need clarity and alignment on four key elements as demonstrated by the Paul Ramsay Foundation.
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Te Whānau O Waipareira is working with SVA Consulting to build an outcomes management culture and strategy to measure what really matters for Māori families. +Audio
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A review of philanthropic activity commissioned by the AMP Foundation has revealed Australian funders could do more to adopt best practice approaches.
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Explore the roles of non-profit organisations and government in optimising the impact of shared value.
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Adam Check, Head of Community at the NRL, talks about the NRL’s community engagement strategy, practicing what you preach, and how this can contribute to the Game’s bottom line.
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Deconstructing a complex problem using issue trees can infuse a new sense of clarity and lead to efficient solutions.
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Graham Long, CEO of The Wayside Chapel, talks about how he puts Wayside’s mission into practice and what he has learnt along the way.
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A prioritisation matrix can help you look at options in different ways – even with limited information.
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We talk a lot about ‘mission’ in the for-purpose sector. But what is a mission, and how do organisations think about and use their mission? Three CEOs share their experience.
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Community services provider JewishCare demonstrates the power of strategic planning to respond to both internal and external catalysts for change.
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The framework that drives sustainable social change in social purpose organisations (and their funders) supporting them to get better at what they do.
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Applying a due diligence framework ensures choosing a fund recipient which best fits the funder’s strategy as well as having the capacity and capability to fulfil its aims.
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New Philanthropy Capital’s Tris Lumley would die happy if every non-profit organisation set clear goals, measured them, held to them and stopped making excuses.
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A challenging case for refocusing measurement and evaluation around simple measures that drive improvement rather than time-consuming academic studies that provide ‘proof’.
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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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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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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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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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What are the challenges and how do you overcome them when your philanthropy becomes less about ‘giving money away’ and more about the social impacts you can achieve?
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Articulate program logic statements – the indispensable tools for describing how our activities lead to the impact we seek – with the effective Golden Thread methodology.
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How did the 124 year-old Wyatt Benevolent Institution become more strategic in achieving sustainable social impacts?
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How The Trust Company evolved its funding philosophy from small, ad hoc grants to ‘engaged philanthropy’ and the impact on grantees.
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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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