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  • 17 Jan 2018 10:00 AM | Shayne Morris (Administrator)

    Developing association professionals in current and future CEO roles

    The AuSAE Mentoring and Leadership Program helps develop experienced association professionals in their current roles and prepare aspiring association leaders for future CEO roles. Applications are open until 19 February 2018

    Would you like:

    • Guidance for your personal and professional development in the association profession, from someone with a wealth of experience?
    • An opportunity to learn from guest speakers on a range of association leadership topics?
    • Satisfaction from helping others and contributing to the future success of the association profession?
    • A chance to develop your mentoring and leadership skills?
    The program includes structured mentoring, guest speaker webinars and networking opportunities.


    WHY IS THIS PROGRAM IMPORTANT?

    For associations to thrive, they need great leadership. This program is designed to build leadership capacity in the profession by pairing association professionals with experienced mentors and by giving them an opportunity to develop and fine-tune leadership skills along with a like-minded peer group. Participants in mentoring programs report a number of benefits from their participation: improved confidence, self-awareness, clearer career direction, better communication skills, listening skills, feedback skills, more assertive communication, and enhanced management skills.

    WHO CAN APPLY?

    To join as a mentee, you must be an association professional aspiring to a more senior leadership role, a CEO role or a current CEO looking to develop their skills and leadership in the Association Sector.

    To join as a mentor, you must be an association CEO, former CEO or a very experienced association Senior Manager.

    Both mentees and mentors must also be willing to attend program events, webinars and complete the training provided.

    The program is open to participants in all states.

    The Program Launch and Progress Review meetings will be held in Sydney, Melbourne and possibly other locations depending on the location of successful applicants. The final meeting is by webinar.

    FEE

    The fee for mentees for the entire program is $995 plus GST (members) and $1395 (non-members). Payment is due once the mentee has been matched and has a place in the program. Payment plans are available on request.

    Mentors are volunteers - they are not paid and there is no fee for their participation.

    WHAT'S INVOLVED?

    The AuSAE Mentoring and Leadership Mentoring Program is an 8month program, from March to November 2018. Mentors and mentees will be matched according to application details and are required to attend three events - Program Launch, Mid-Program Review and Program Close – some of which will be face-to-face meetings while others will be delivered via Webinars. There will be 3 guest speaker webinars for mentees (mentors may choose to attend as well).

    During the program, mentors and mentees will be expected to be in contact monthly.

    Mentees and mentors will also be asked to complete Art of Mentoring online program training to prepare them for their mentoring relationship. Acceptance into the program is conditional upon your commitment to completion of the training.

    During the program, you will receive frequent communications from the Program Facilitators, giving you helpful tips and information about mentoring and access to other relevant materials available for supporting mentees.

    During and at the end of the month program you will be invited to provide feedback to AuSAE about your experience.

    WHAT IF I'M NOT SELECTED?

    We will endeavour to match all mentees that apply, provided that we have a suitable mentor. Some mentors may not be matched if their expertise/ experience is not suitable for any applicants. If we don’t have a suitable match for a mentee or mentor, we won’t pair you for the sake of putting you in the program.

    WHAT DO I DO NEXT?

    Apply NOW as applications will close by 19th February 2018. Please give as much information as you reasonably can in your profile as it will assist the matching process. You will be advised in early March if there a suitable match for you.

  • 16 Jan 2018 10:45 AM | Shayne Morris (Administrator)

    Investing in the Next Generation makes good Family Business sense. 

    A unique, world-leading, transformational program for Emerging Leaders working within Family Businesses who are committed to developing their careers and helping the business thrive.

    Download the Application Pack

    Who is it for?

    The program is open to Emerging Leaders (both family and non-family members) who are working their way up through the business, but do not yet hold CEO/MD roles.

    Maximise your family business potential

    You have the drive. You have the foundation. Now is the time to shine! This 4–month program brings together talented Emerging Leaders who are committed to their own professional development as a cornerstone of furthering their career within the family business.

    At the same time, your business will benefit from the additional skills, experiences and tools that you will obtain to further drive the organisation, its management, the owners and ultimately the family to the next level of success.

    An experience to make a difference

    Your family business will benefit through the additional skills, experiences and tools that you will obtain to further drive the organisation, its management, the owners and ultimately the family to the next level of success.

    This 4 month program brings together talented Emerging Leaders who are committed to their own professional development as a cornerstone of furthering their career within their family business.

    Through a combination of 3 x 2-day residential workshops, peer learning, work-based projects and coaching this community of learners will be challenged and supported to demonstrate their ability to make a significant contribution to their family business.

    At the workshops you will expand your professional network of ‘family business friends’ and be lead through thought-provoking sessions on leadership and strategic business planning by our team of experts. You will learn from the experience of current family business CEOs who will share their journeys through the family business.

    To view the dates, location, facilitators, costs and for any other information, please click here

    To view the flyer, click here

  • 27 Nov 2017 7:47 PM | Shayne Morris (Administrator)

    The Lord Mayor of Brisbane is proud to introduce the Lord Mayor's Convention Trailblazer Grant. The grant aims to enlist the city’s early-career professionals and researchers to make their mark by attracting valuable industry conferences to Brisbane.

    Under the Brisbane 2022 New World City Action Plan, we have committed to winning more conventions and business events. Luring major conferences to Brisbane puts a spotlight on our industries and areas of expertise while attracting the world’s brightest minds and creating significant economic impact.

    Trailblazer Grant recipients can make a significant contribution to their industry and to our city by attending an international association conference in their field and paving the way for Brisbane as an ideal future host destination. We want to continue to grow this reputation while supporting and developing our city’s talent and skills.

    Do you want to make a real change in our city? Ignite your passion and grow your industry.

    Become a Trailblazer. Apply Now

    For more information, click here

  • 27 Nov 2017 7:44 PM | Shayne Morris (Administrator)

    Ralph PENNING, passed away on 2 November 2017 in Auckland, aged 80.

    Father of Joelle and Nolan, father-in-law of Tina, husband of Rosemarie.

    Ralph has been in the involved in the not-for-profit sector in New Zealand for over 40 years. Running his own associate and professional services business, as well as being an advisory trustee to the New Zealand Association Resource Trust Centre. He has continued to be an independent voice and resource for small to medium not-for-profit’s organisations in New Zealand. Ralph has been an exceptional mentor and advocate for many not-for-profit executives over his business career.

    Our deepest respects go out to his family as he has been a true statesman and will be fondly remembered by AuSAE and the not-for-profit community.

  • 27 Nov 2017 7:27 PM | Shayne Morris (Administrator)

    Let Stamford Plaza Melbourne take the hassle out of event planning. Our dedicated and flexible events and sales team are your ‘one-stop-shop’ for all your event needs. PLUS, enjoy the natural daylight within all our function spaces and the inclusion of basic Audio-Visual Equipment managed by our own in-house manager. Book by 31 January 2018 and save over $1,500 on your next conference or meeting at Stamford Plaza Melbourne. Enjoy our Executive Day Delegate Package at $79 per person!*

    Package includes:

    • Complimentary 2 x valet car parking for the event duration
    • Complimentary ½ hour cocktail package post event in Harry’s Bar or Alfred Place laneway
    • Complimentary data projector and projection screen hire
    • Complimentary Wi-Fi (social streaming only)
    • Exclusive rate of $235.00 per room, per night* inclusive of Wi-Fi in a Superior Queen Room

    For more information, call 03 9659 1000 or email events@spm.stamford.com.au.

    *Terms and conditions: Offer valid for new bookings only and subject to availability. Event must be held between 1 January – 31 March 2018. Minimum of 20 guests on the day delegate package. Cocktail package is chef’s selection nibbles and house wine, sparkling and beer. Accommodation offer based on Superior Queen Room and valid for group bookings with a minimum of 10 rooms per night. Accommodation rate may vary based on date of stay and room type available.

    Christmas is approaching - make sure you book early for Christmas and end of year celebrations at Stamford Plaza Melbourne! We are offering a great range of festive celebrations including sumptuous Pre-Christmas lunch buffets (1 – 22 December 2017) to Christmas Day lunch and dinner buffets or casual festive bar platters in Harry's. Group bookings are welcome and we are happy to discuss private function room options for larger group bookings.

    Special offer:

    For group bookings of 10 persons and more, each guest will receive a complimentary glass of wine, pot of beer or soft drink! Book now at harrys@spm.stamford.com.au or 03 9659 1592. For more information, click here.

  • 22 Nov 2017 10:55 AM | Shayne Morris (Administrator)

    Mergers amongst existing federated organisations[1] with related and like minded national and state based arms is being increasingly viewed as an avenue to better realise the common objectives of otherwise separate legal companies or entities. Competition within federated charities or not-for-profits, especially arms which share the same name, has been cited to be as fierce as that of competition from outside organisations.[2] With most national Australian not-for-profits and charities structured as federations, thousands of these organisations could stand to benefit from the efficiencies of consolidation.[3]

    In particular, the Community Council for Australia and other peak bodies have been calling upon charities to consider merging or closing down in a bid to reduce competition for increasingly limited funding.[4] Inability to secure adequate funding not only stumps capacity to achieve successful outcomes, but threatens the very survival of such organisations.[5]

    Why is consolidation beneficial?

    Consolidation of federated structures through the combining of resources, funds and other specialised infrastructure provides a significant cost and efficiency booster. With particular regard to charities, this offers a creative solution against reduced government investment and fewer bequests and donations in recent years. Large charities, for instance, reported $38.2 million less in donations and bequests in 2015 than 2014, a drop of 2.1%.[6]

    Consolidation of federated structures is also a strategic avenue for realising a collective mission statement that multiple related bodies are struggling to achieve alone. Consolidation results in the reduced duplication of work (noting that approximately 600,000 not-for-profits and 54,000 charities registered with the ACNC currently operate across Australia),[7] lowering of administrative burdens and associated benefits to an organisation’s financial sustainability. For charities, consolidation also works to eliminate competition for fundraising and government contracts. These combined efforts contribute to the deliverance of strengthened services that can reach further in benefiting intended communities or target groups.[8]

    Can large federated organisations continue to justify the significant expense of multiple CEOs, finance, administration, IT, communication, marketing, human resources and fundraising teams that do the same thing?[9] Good people can make federated structures work, but this requires them to work against problems inherent in their structure – why work against a problem when that very problem can be eliminated?[10]

    What are some common misconceptions?

    When consolidation embodies open dialogue between State boards in developing a clear national strategy, is well planned, well managed and tailored to the specific requirements of individual cases – common traps can be avoided. Of particular importance is aligning existing boards, defining roles for senior staff, blending the various brands and managing priority between the strategic directions of national and State based arms[11] in a way that is mutually acceptable.[12]

    Removing separate governance structures, boards and CEOs that operate on a smaller localised level need not diminish the quality of services and community relationships. Consolidation in an effort to better achieve common goals can in fact encourage this as a priority when negotiating cultural and branding differences. Priority can be placed on growing core business outcomes, rather than singular organisations. This encourages potential self-interests and rivalries to be put aside in pursuit of a wider shared goal.[13]

    Moreover, consolidation delivers the opportunity to develop more holistic national strategies rather than limited State based outlooks. It also encourages otherwise State interested players to have greater influence and voice over national issues. This works to combat criticism that hierarchical federated structures deny people at the more local/State level the opportunity to have a direct say in the election of their national leaders or policies.[14]

    Additionally, the increased size of a consolidated national organisation provides better positioning to lobby the government in respect of applicable policy. Other potential benefits include:

    • the ability to exploit links, contacts, skills and knowledge between State arms. This also increases diversity and innovation;
    • greater authority with potential corporate donors or sponsors (who might be more willing to support bigger organisations with a perceived larger reach or benefit); and
    • stronger influence over a relevant industry or community group through the ability to generate more income due to increased size and brand.

    Furthermore, consolidation among federated structures which are already functionally related carries fewer operational risks compared with mergers among completely unrelated organisations where wholesale change can occur.[15] Some level of change in the consolidation process is, however, inevitable. Acceptance of change can be better achieved where it is openly justified, explained with clear reasoning and where procedures for evaluation/monitoring are created. Negotiating acceptable time-frames for individual State arms to transition to new processes can also assist.[16]

    It is important to remember that, while the legal separation of State arms as individual entities is removed by the consolidation process, some functional division can be maintained. This occurs via the grouping of individual State members into chapters, which retains some ability for State arms (and particularly members of professional or industry associations) to manage specific matters, dealings and issues at a State level.

    Is it actually happening?

    According to the YWCA’s National Merger Project website, the YWCA (Young Women’s Christian Association) is currently considering consolidation to create a single, national entity. As at 2017, the YWCA comprises of 11 member associations, each with its own board, constitution, set of programs and media presence (this follows a trend which once saw over 54 separate YWCAs across Australia). These 11 associations (operating across different States and Territories) are members of YWCA Australia which is affiliated with the World YWCA.

    The proposed consolidation, publicised formally as the ‘YWCA National Merger Project’, has been encouraged by the YWCA, as a mechanism to ‘ensure that YWCAs in Australia can continue to efficiently and effectively deliver for current and future members… who rely on their services’. It has also been supported for its ability to increase the organisation’s impact and influence as well as assist in keeping the YWCA current in the changing market place. The YWCA has particularly highlighted the merger as being a response to competitive pressures experienced by the not-for-profit sector in Australia.[17]

    Some operational steps that have occurred in the YWCA merger space are summarised as follows:[18]

    • June 2016: Continuing from 2014 to 2015, YWCA member associations participated in growing conversations about how to improve the movement in Australia. In June 2016, a National Merger Team was established to coordinate the advancement of the ‘National Merger Project’.
    • August 2016: The National Merger Project was developed to address key objectives: federation and transformation; fulfilling our potential; purpose and impact; leadership and expertise; and partnerships and opportunities.
    • 21 November 2016: Representatives from YWCA branches across Australia came together in Melbourne to sign a Statement of Intent, agreeing to explore the option of a national merger.
    • 6 March 2017: A national constitution reached its final stages of development. Some noteworthy elements included the introduction of a Young Women’s Member Council to provide advice and input to the National Board and better use of technology to increase accessibility and participation in the business.
    • 19 April 2017: YWCAs around Australia were presented with a draft business case and possible pathway for legal transition. The 29th to the 30th of April saw the presidents of the Member Associations coming together to finalise the merger proposal and determine the best legal process for creating a new national entity.
    • 15 May 2017: A merger milestone was reached with all exploratory documents being finalised with input from YWCA State/Territory branches. A business case was completed, presenting a positive outlook for a unified national entity. Due diligence was concluded, with no roadblocks to merging arising. The proposed new constitution was finalised.

    Eleven YWCA branches reaffirmed their commitment for a national merger, with a targeted merger set for the end of the 2017 calendar year.

    • 23 July 2017: YWCA branches present at an Adelaide meeting resolved to commence discussions with uninvolved YWCA branches to create pathways for inclusion and collaboration. Preferred legal pathways for merging were identified and feedback commenced with the launch of a staff survey.
    • 10 September 2017: YWCA branches met in Melbourne to continue discussions and preparations for the final stages of the Merger Project. In collaboration with representatives from YWCA branches and expert consultants, a target operating model was finalised as well as recommendations to harmonise transition. Recruitment of a new President, Board and Managing Director to lead the new entity is expected to commence once merger timelines are prepared.

    Correspondence with YWCAs in the Hunter and Canberra has commenced to establish pathways for inclusion and collaboration.

    YWCAs across Australia continue to encourage feedback and engagement with staff and members. A formal merger booklet will be published for members prior to any formal decision to merge.

    For more information, please contact Vera Visevic, Partner, Mills Oakley.

    References

    [1] Neil Primrose, Best Structure for Best Practice NFPs – Federated or Unitary: A Primrose Solution Discussion Paper (February 2009) Primrose Solutions (WordPress) .

    [2] Alexandra Black, ‘Charities body calls for mergers’, The Canberra Times (online) 11 November 2015 .

    [3] Ibid; Primrose, above n 1, 1.

    [4] Black, above n 2; Xavier Smerdon, ‘Merge or Shut Down, Australian Charities Told’, Pro Bono Australia (online) 11 November 2015 ; Judith Ireland, ‘Peak body calls for charities to merge amid funding squeeze’, The Sydney Morning Herald (online) 11 November 2015 .

    [5] Black, above n 2.

    [6] N Cortis, A Young, A Powell, R Reeve, R Simnett, K Ho and I Ramia, Australian Charities Report 2015 (2016) Australian Charities and Not-for-profits Commission 89.

    [7] Australian Government Productivity Commission, Productivity Commission Research Report: Contribution of the Not-for-profit Sector (January 2010) .

    [8] Black, above n 1; Smerdon, above n 4; Ireland, above n 4.

    [9] Smerdon, above n 4.

    [10] Primrose, above n 1, 1.

    [11] Willa Seldon, ‘If Nonprofit Mergers Seem Obvious, Why Aren’t There More?’, Huffpost (online) 24 February 2014 .

    [12] John Vaughan-Williams, Charitable and Not-for-profit Mergers: Solution or Generalisation? (February 2015) Mills Oakley ; Primrose, above n 1, 3.

    [13] Smerdon, above n 4.

    [14] Primrose, above n 1, 2.

    [15] Vaughan-Williams, above n 12.

    [16] Primrose, above n 1, 6.

    [17] YWCA, About (2017) YWCA Merger .

    [18] YWCA, News & Media (2017) YWCA Merger .


  • 22 Nov 2017 10:47 AM | Shayne Morris (Administrator)

    COBA today announced the appointment of Michael Lawrence as its new CEO.

    Mr Lawrence brings 30 years’ experience in financial services to the role.

    He led AMP Bank as Managing Director from 2007 to 2015 and also worked at NAB in a range of roles in Australia and overseas, as well as time at Westpac.

    During his tenure as Managing Director of AMP Bank he took profit from $9m to $104m, with return on capital increasing from 6% to 16% and cost to income ratio down from 78% to 31% over the same period.

    “The Board warmly welcomes Michael and looks forward to the pivotal role he will play representing customer owned banking,” COBA Chair Wendy Machin said.

    “Michael’s strong background and experience as a leader will enable him to immediately take up a busy advocacy agenda.

    “Michael has already shown a great understanding of the issues and opportunities for the sector."

    Commenting on his appointment Mr Lawrence said:

    “I am delighted to join COBA as its new CEO.

    “The customer owned banking sector has a great deal to be proud of, particularly with its strong customer and community focus.

    “I look forward to advocating strongly for the sector and ensuring it continues to have a vibrant and strong future.

    “Customer owned banking already delivers terrific outcomes for millions of Australians. I’m very keen to help COBA members deliver on their exciting plans for growth in the future and within a competitive environment.”

    Michael Lawrence begins as COBA CEO on December 4.

    This article was originally sourced from Customer Owned Banking Association.


  • 22 Nov 2017 10:37 AM | Shayne Morris (Administrator)

    Six years after establishing The Funding Network in Australia and growing it to be one of the most respected collective giving models in Australia, CEO Lisa Cotton will step down in February 2018.

    “Under Lisa’s leadership, The Funding Network (TFN) has deeply impacted both the social and philanthropic sectors in Australia and we’re so proud of what this lean organisation has achieved,” TFN Chairman, Mark Osborn said.

    “Lisa has worked with a terrific team to build a strong community of corporate, philanthropic, and government partners who, along with nearly 5,000 individuals have come together to support more than 165 grassroots non-profit organisations both locally and abroad”.

    Since its inception TFN Australia has facilitated more than $6.8 million in funding, plus extensive in-kind support to grassroots non-profits working across a range of social issue areas.

    This year, TFN’s work has been widely recognised by our peers by being awarded the Anthill Smart 100 Innovations Award, and the Philanthropy Australia Small Grant of the Year. Lisa Cotton was included as one of ProBono Australia’s Impact 25 list of sector leaders and was named the Third Sector’s CEO of the Year.

    “Lisa’s vision and uncompromising commitment to getting TFN off the ground and flourishing has contributed to the growth of the broader philanthropic ecosystem,” Osborn said. “TFN’s ability to think big and move fast, and the team’s fundamental belief in human dignity has been central to our success.

    “Lisa is leaving TFN in an extremely strong position. Her view is that as TFN embarks on its next stage of growth and development, it’s a perfect time to bring a new leader on board”, he said.

    Lisa will be succeeded by Julie McDonald, currently CEO of The Kolling Foundation where she’s responsible for building and leading the performance of the foundation on behalf of Royal North Shore Hospital, Ryde Hospital and the Kolling Institute of Research. Prior to that, Julie was General Manager Fundraising and Communications for St Vincent de Paul Society.

    “I’m delighted to be handing over the reins to Julie early next year,” Lisa Cotton said. “Her passion and extensive social sector and corporate experience in management, fundraising and marketing, will underpin TFN’s vision to build the capacity of non-profit organisations by democratising giving and facilitating greater community engagement.”

    Established in 2013, The Funding Network (TFN) is a capacity building model for non-profit organisations that convenes live crowdfunding events and creates deeper donor connections into community via skilled volunteering, mentoring and learning forums. As a non-profit organisation, The Funding Network collaborates with a large community network of individuals, foundations, businesses and government bodies seeking to support innovative social change programs. To find out more visit www.thefundingnetwork.com.au

    This article was originally sourced from the Generosity Magazine.

  • 06 Nov 2017 3:58 PM | Shayne Morris (Administrator)

    The Board of Directors of the Australian Institute of Project Management today announced that CEO, Ms Yvonne Butler FAIPM, has advised that she will be stepping down from the position of Chief Executive Officer in December 2017.

    AIPM Chair of the Board, Mr Leh Simonelli, expressed the Board’s sentiment when he said “On behalf of the Board I would like to thank Yvonne for the significant contribution she made in her time as CEO to the Institute and to the profession of project management as a whole. Her passion, commitment and dedication will be sorely missed, and her efforts in setting the course of the Institute should be highly commended.”

    After over three years at the helm of Australia’s peak body for project management, Yvonne oversaw some of the most significant strategic changes and policy improvements in the history of the Institute. She drove the 2015-2020 strategic plan, as well as the new constitution as approved by members at the 2015 AGM in Hobart. Other key achievements included the addition of IPMA’s international certification, improvement of our local RegPM certification program, the 2016 AIPM Inaugural Regional conference in conjunction with IPMA and her outstanding advocacy work for the profession.

    Ms Butler will remain at the Institute until December, and was quoted as saying “I am extremely proud of what the AIPM has been able to achieve in my time here as CEO. Through the support of the Board and our members we have been able to make significant advancements for the Institute and the profession, and with the new strategy in place the time is right for me to stand down. I would like to thank the Board, staff and volunteers of the AIPM who have made my time here so rewarding and enjoyable”.

    It will be business as usual at the AIPM over the next three months, as Yvonne works closely with the Board and the Executive Team during the transition to effect a smooth handover and to ensure consistency of her legacy.

    The Institute would like to wish Yvonne all the very best in the next step of her career and thanks her for her significant contribution to the Institute and the profession of Project Management.

    This press release was sourced from Australian Institute of Project Management and was written by Michael Martin.


  • 03 Nov 2017 1:38 PM | Shayne Morris (Administrator)

    Six years after establishing The Funding Network in Australia and growing it to be one of the most respected collective giving models in Australia, CEO Lisa Cotton will step down in February 2018.

    “Under Lisa’s leadership, The Funding Network (TFN) has deeply impacted both the social and philanthropic sectors in Australia and we’re so proud of what this lean organisation has achieved,” TFN Chairman, Mark Osborn said.

    “Lisa has worked with a terrific team to build a strong community of corporate, philanthropic, and government partners who, along with nearly 5,000 individuals have come together to support more than 165 grassroots non-profit organisations both locally and abroad”.

    Since its inception TFN Australia has facilitated more than $6.8 million in funding, plus extensive in-kind support to grassroots non-profits working across a range of social issue areas.

    This year, TFN’s work has been widely recognised by our peers by being awarded the Anthill Smart 100 Innovations Award, and the Philanthropy Australia Small Grant of the Year. Lisa Cotton was included as one of ProBono Australia’s Impact 25 list of sector leaders and was named the Third Sector’s CEO of the Year.

    “Lisa’s vision and uncompromising commitment to getting TFN off the ground and flourishing has contributed to the growth of the broader philanthropic ecosystem,” Osborn said. “TFN’s ability to think big and move fast, and the team’s fundamental belief in human dignity has been central to our success.

    “Lisa is leaving TFN in an extremely strong position. Her view is that as TFN embarks on its next stage of growth and development, it’s a perfect time to bring a new leader on board”, he said.

    Lisa will be succeeded by Julie McDonald, currently CEO of The Kolling Foundation where she’s responsible for building and leading the performance of the foundation on behalf of Royal North Shore Hospital, Ryde Hospital and the Kolling Institute of Research. Prior to that, Julie was General Manager Fundraising and Communications for St Vincent de Paul Society.

    “I’m delighted to be handing over the reins to Julie early next year,” Lisa Cotton said. “Her passion and extensive social sector and corporate experience in management, fundraising and marketing, will underpin TFN’s vision to build the capacity of non-profit organisations by democratising giving and facilitating greater community engagement.”

    Established in 2013, The Funding Network (TFN) is a capacity building model for non-profit organisations that convenes live crowdfunding events and creates deeper donor connections into community via skilled volunteering, mentoring and learning forums. As a non-profit organisation, The Funding Network collaborates with a large community network of individuals, foundations, businesses and government bodies seeking to support innovative social change programs. To find out more visit www.thefundingnetwork.com.au

    This article was originally sourced from Generosity Magazine

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