A new study aimed at pinpointing the innovation capability of the Australian not-for-profit Sector reveals that nimble, market-responsive charity organisations are best-placed to capture community interest and support.

The 2015 Innovation Index - The Australian Not-for-Profit Sector (1.79mb) (PDF), commissioned by Australia Post and digital giving provider, GiveEasy, was generated from a survey of more than 700 professionals working in the sector.

The peer-based survey revealed an overall Innovation Index of 66% for the sector, showing that there is substantial scope for improvement when it comes to innovation, while unpacking a number of factors that drive, and hinder, innovative practice.

Movember, Oxfam and Charity Water were identified as the top three 'most innovative' not-for-profit organisations in Australia according to the peer-based ranking in the survey.

To find out more about this study please click here.

Download full report (1.79mb) (PDF)

Download Innovation Index infographic (212kb) (PDF)

This blog post appeared on Graham Catt's LinkedIn

As a CEO my job is to create a vision for the future, and to talk about how we’re growing and changing. I’m often asked by colleagues about what we’ve reformed and how we successfully changed.

It is also my job, however, to avoid change for changes’ sake, and to protect and nurture the things that shouldn’t change, because they are at the heart of our organisational culture.

I had a call yesterday from an AVA member, concerned about an old classmate whom he knew was working in Vanuatu. Two emails later, we’d been able to reassure him his colleague was OK, and let a vet in a bad place know that people were looking out for her.

The AVA is the professional association for veterinarians, and animal health and welfare lies at the heart of the profession. Taking care of our people lies at the heart of our professional association.

It is sad but true that things don’t always go well for people, veterinarians included. We can be impacted by everything from natural disaster, to illness, to financial troubles. So the AVA needs to be there for our people, their families and their teams when things don’t go well.

We have a range of resources available to assist people. A counselling service, benevolent fund, wellness resources, and we are currently developing our national graduate support framework.

These are important and we’ll continue to grow them, but often it isn’t the formal support service that makes all the difference. It might just be a drink with someone who cares, advice from someone more experienced, or someone checking up on your welfare when you least expect it.

That is why our most valuable resources haven’t really changed much for nearly 100 years. People. Connections. Community. And the ability of our association to act as the fabric that can pull all of these together.

Graham Catt is the CEO of Australian Veterinary Association and is on the Board of the Australasian Society of Association Executives

Every five years, the Australian Government produces an Intergenerational Report that assesses the long-term sustainability of current Government policies and how changes to Australia’s population size and age profile may impact on economic growth, workforce and public finances over the next 40 years.

The first three Intergenerational Reports were produced in 2002, 2007 and 2010. The new report has been released this year in 2015.

The 2015 Intergenerational Report contains analysis of the key drivers of economic growth in Australia – population, labour force participation and productivity – and examines what projected changes in these areas mean for our standard of living and public policy settings.

It is a projection into the future, giving us an estimate of the challenges we face as a nation and where opportunities could come from.

The 2015 Intergenerational Report is the social compact between the generations – with our children, grandchildren, parents, grandparents and each other.

Find out more information and watch Dr Karl's presentation on the 2015 report here.

Download the report summary here and download the full 2015 report here.

Article By: Jeffry Powell, Executive Vice President, Americas, Charlie Horrell, Managing Director, Europe, Middle East and Africa, Al Percival, Managing Director, Australia and New Zealand, Eslinda Hamzah, Managing Director, APAC

Today there are more reasons than ever to move to electronic board communications. Lack of timely information, security vulnerabilities and privacy concerns. And the sheer bulk of paper, not to mention the proliferation of versions and notes. Yet, as much as electronic board communications make sense, there are many routes a company can take.

Organisations on the road toward digitally enabled board communications face a choice: Many migrate directly to portal solutions designed specifically to support boards, while others choose generic software or create their own internal approaches, believing these to be lower-cost alternatives.

Please find the full whitepaper here to find out the benefits of migrating your organisation to a digital board papers solution with Diligent Boardbooks.

AuSAE Annual Partner - Diligent Boardbooks

Diligent Boardbooks® is the world’s most widely used board portal because it was created with one purpose in mind: to provide secure and intuitive access to the information that underpins the best-performing boards. So intuitive that it’s as easy as reading a book, the portal gives instant access to updated and archived meeting materials and related resources, combined with the ability to share notes, vote and access the same secure app online or offline. Robust security and privacy are found at all levels of the product — from the data hosting infrastructure, to encryption of content in transit and on the device, to security processes. 

Each client gets a dedicated account management team and unlimited consultation, training and 24/7/365 live phone support from Diligent employees. Diligent has served boards since 2001 and has a proven track record as a public company.

Contact Diligent here.

Charities that have not lodged a financial statement for the past two years are on notice that they will have their status revoked if they fail to respond by March 30. More than 1400 groups have been given the warning by the Australian Charities and Not-for-profits Commission. The commission has released a list of “double defaulters” who have not submitted an annual statement for 2013 and 2014. Assistant commissioner David Locke said not all of the 1423 charities listed would still be operating.

“We suspect that some of them may have wound up but we believe some of them may still be active and they should have filed,” he said. “We were established to promote public trust and confidence in charities. It is a legal obligation on these charities to complete an annual information statement.” Mr Locke said some groups may simply be disorganised or unaware of their obligations, despite ongoing publicity by the commission.

“At its worst, it could be that they don’t want to publish anything because they’ve got something to hide,” he said. “The Government gives very generous tax concessions to charities but part of the deal is you’ve got to be open and transparent about what you’re doing. This is serious now. This is the deadline.

“We’re hoping that any charity that is still active contacts us and sorts this out.” In SA, the charities listed include Little Livers, the Roxby Downs SES Unit, the SA CFS Training and Research Foundation and Henley and Grange Community Centre, which is operated by Charles Sturt Council. A spokeswoman for the Australian Wombat Rehabilitation Centre, at Callington, said she was aware her charity was on the list but it had since lodged its forms.

“We had some problems but we got it fixed up last week,” she said. The Tatiara Royal Flying Doctor Service Support Group is among the 188 on the SA list but an RFDS spokeswoman said that the listing was “an anomaly”. “It doesn’t mean the support group will cease to exist,” central operations media and communications manager Kate Hannon said.

She said all 23 support groups were registered under the one Australian Business Number and all filed their statements to the RFDS, which was not on the double-defaulters list. The Australian Charities and Not-for-profits Commission received a register of charities when the commission began in December 2012.

Registration was based on information provided by the Australian Taxation Office. To check a charity’s details, go to acnc.gov.au

This article first appeared the Advertiser

A group of 20 aged care CEOs from across Australia is currently in Canberra lobbying MPs on the key challenges facing the broad aged services sector ahead of the Federal Budget in May. The campaign, organised by Aged and Community Services Australia (ACSA), is meeting with 50 politicians from all sides of politics in a series of meetings that got underway yesterday.

Topping their list is the inconsistent uptake of home care packages – with many providers reporting vacancies in Level 1 and 2 packages, while there is reportedly widespread unmet demand for Level 3 and 4 packages. “We’re reminding them about the inequities in the means testing processes,” chief executive officer of ACSA Adjunct Professor John Kelly told Australian Ageing Agenda.

“We have been pretty insistent and consistent with reporting that, and it needs to be looked at. The way the means testing is working out, with the co-contribution, people are voting with their feet and we’re seeing vacancies in Levels 1 and 2. “Our concern is that if they don’t receive the care they need they might end up in acute care at $1,500 a day. So there are some real consequences that need to be examined.” Adjunct Professor Kelly said that while the government had not shown the peak body its latest data on the uptake of packages, ACSA members nationally were reporting vacancies in Level 1 and 2 packages.

Remote issues “will get worse”

Elsewhere the MPs have been told about the need for new models of care and new funding arrangements for remote, rural and regional aged care. “The sooner we begin that dialogue the better, because it is only going to get worse,” said Adjunct Professor Kelly. The CEOs have also been raising the long-standing issues with the Department of Human Services (DHS) payments system. “We have been as supportive and sympathetic with DHS as possible. We understand the issues with the computer system, and that Cabinet is looking at how they find the money to replace it.

“However, the real issue is that for almost the entire term of this government we have been working patiently with both the government and the department, and yet 18 months later we still have significant cash flow and payment issues. After this length of time, the patience is wearing thing, so either Cabinet makes it a priority and gets on with it, or we’re going to up the ante,” he said.

National housing strategy needed

The fourth issue being raised by the CEOs was the need for a national housing strategy, as proposed in ACSA’s recent position paper. “We have reminded government that we are pragmatic and recognise this is not an easy subject, with three levels of government involved. It’s possible to throw a lot of money at this area and not see great results,” said Adjunct Professor Kelly. “But we have asked the Federal Government to look at taking the lead on it, in terms of developing a national strategy. We have reminded them that there are still more than 2,000 Australians aged over 65 who sleep rough and that’s unacceptable.”

Discussing the response from the politicians to the issues raised, Adjunct Professor Kelly said there was much goodwill and understanding. However, he believed that the political appetite for significant action would only come once there was a groundswell of community pressure, led by the baby boomers. At that point “the politicians will listen to what will be a major community message,” he added.

This article first appeared in Australian Ageing Agenda

Are you a top young executive? If you're a motivated young leader in Australia - with strong management skills, good strategic sense, emotional intelligence and an appreciation for the role of business in the broader community - apply now to be a Young Executive of the Year in 2015.

Andrew Conway, CEO at Institute of Public Accountants and guest speaker at our recent Melbourne Networking Luncheon was one of five 2014 winners. Please find below an excerpt about the process of the awards last year.

In September, 10 young executives, chosen from 85 applicants, were put through a gruelling day-long exercise formulated by talent management agency DDI. Playing the role of chief executive of a fictional company, they were asked to analyse the gaps in the business, devise a strategy to address the weaknesses, present a vision statement and deal with a series of mini-crises. As the day wore on, the pressure intensified.

As the CEO simulation progressed, the demands accumulated, revealing not just the executives’ strong suits, but also the gaps in their capabilities. Ultimately, six Boss Young Executives were selected.

Other participants found the process clarifying: “As a senior executive you operate in a bubble day to day and this process helps burst that bubble, and forces you to ask, ‘Is this really the way you should be operating?’ " says Andrew Conway , Chief Executive of the Institute of Public Accountants.

“It’s taught me to be honest with my team about my weaknesses," says Conway. “When I first became CEO I was 28 and I said to my team, ‘I don’t have all the answers. But I will work with you to get them.’"

To read the full article please click here.

To apply and for more information please click here.

According to a new report, workplaces are still biased when it comes to older workers. Researchers from the Auckland University of Technology (AUT) and the Equal Employment Opportunities Trust conducted the report to look into the impact of New Zealand’s ageing workforce.

The study showed that one of the most common ways employers are dealing with skills shortages is by encouraging older workers to continue working past retirement age – but when it came to recruitment, older workers were the most likely to be overlooked. Many HR directors and managers agreed that there was a “tipping point”, typically at around 50 to 60 years of age, at which workers were seen as less attractive.

The survey also revealed that 45% of organisations were facing a skills shortage, and the same proportion of participants believed that the ageing workforce had the potential to strongly impact both their business and their industry within the next five years. In spite of this, just over one in four respondents held the view that their managers were not sufficiently prepared to deal with the ageing workforce.

The report also said that workplaces would soon begin to notice “a decreased labour supply, and with it a sudden loss in skills and experience ... while an ageing population will put increasing pressure on health and welfare systems”. Although workers of retirement age account for just 5% of the workforce, this is expected to increase to 13% by 2036. Just over one in five Kiwi workers are currently aged 55 or older, which is expected to rise to one in four within five years.

Bev Cassidy-Mackenzie, chief executive at the Equal Employment Opportunities Trust, told HRM that employers have an important role to play in debunking some of the myths and negative stereotypes surrounding older workers.

“These days, older workers and their future cohorts are likely to be fitter and healthier than previous generations, technologically savvy – contrary to popular belief, more dedicated, loyal and reliable,” she said. “They come to the role with rich life experiences, and the people skills they have gained in the process can prove invaluable.

Businesses of any size and sector can make the most out of their age diverse workforce through insight and an appreciation of the value each individual brings to the workplace.” Cassidy-Mackenzie also outlined the strategies employers could consider putting in place.

“Organisations must gather information on their employees’ age profile and needs, then move to implement appropriate strategies for recruitment and retention such as reward systems, training and development, flexible working arrangements, job design and wellbeing,” she suggested. “This in turn will enable their wisdom workers to flourish and prosper and see real benefits for the sustainability of the business.”

According to Cassidy-Mackenzie, discrimination based on age is “still very much alive and kicking in many workplaces across New Zealand and beyond”. “More than half of the respondents said that the tipping point was 50 years old! In a country which has one of the highest participation rates in the world for over 65s, this position is simply untenable.”

The reasons for people choosing to work past retirement age included income, job satisfaction, mental stimulation, physical activity and a sense of useful contribution. Many workers’ choices also arose from the increasing availability of part-time work and flexible work arrangements, as well as people remaining in good health for longer, starting families later in life and the superannuation system.

Despite these trends, researchers found that most Kiwi organisations did not have a policy in place to address the issue of ageing workers. The study’s authors encouraged employers to consider implementing such policies in order to reduce the pervasiveness of negative stereotypes around older workers.

This post first appeared here.

If you’re a woman and want to advance your career, it may surprise you to know that the mining and resources industry is second only to the public and not-for-profit sector for putting gender diversity policies in place, according to research by recruiting experts Hays.

In the survey of almost 6,000 people across all industries, the public and not-for-profit sector was named by 50 per cent of its workers as having formal gender diversity policies and practices in place. This was followed by resources and mining (37 per cent) and financial services (36 per cent). At the other end of the scale, just 17 per cent of employers in the advertising/media industry have formal gender diversity policies and practices in place.

Across all industries, 49 per cent of the entire survey pool said their organisation does not have a gender diversity policy in place, and a further 19 per cent were unsure. Alarmingly, even when policies are in place one in five respondents (19 per cent) say they are not adhered to “at all”.

In positive news, the retail industry was voted by its employees as most likely to adhere to these policies (89 per cent of retail employees said their organisation adheres to their policies “well” or “fairly well”). This was followed by advertising/media (88 per cent), transport/distribution (85 per cent) and professional services (82 per cent).

Interestingly, while the resources and mining industry came in second in terms of having gender diversity policies in place, it was near the bottom in terms of adhering to them. 22 per cent of employees working in this industry say formal gender diversity policies are not adhered to at all well.

“The resources and mining sector has done a lot in terms of developing policies and practices that will enable it to attract and retain talented female employees,” says Nick Deligiannis, Managing Director of Hays in Australia & New Zealand. “But it seems the industry is failing at a practical level to implement these policies. Managers on the ground need to action these policies if they are to have any real impact.

“Employers should take notice of the gender diversity leaders in their industry because there are real benefits to be gained from ensuring your female talent is free from inequality and can progress equally to their male counterparts. Of course their own career benefits, but the organisations they work for also benefit from having the best person in the best job – regardless of gender – and retaining them by rewarding both genders equally.”

For more, please see social.hays.com/diversity.

Hays surveyed 5,949 people across 31 countries during December 2014 and January 2015.

Where relevant these results have been weighted for a gender value of 1:1.

The announcements on the 12th March by the Hon Amy Adams, Minister for Communications in regards to the RBI2 and Mobile Blackspots programmes have been welcomed by the Telecommunications Users Association of New Zealand and the Rural Health Alliance Aotearoa New Zealand. “We support the continued investment in rural infrastructure to ensure that this vitally important part of the New Zealand economy and society is not left behind” said Craig Young, CEO of TUANZ.

To ensure that the voices of rural users of telecommunications services are heard in the process, TUANZ and RHAANZ have entered into an agreement to collaborate on the issue of rural connectivity. “Our organisation represents most of the rural stakeholder groups with our focus on health and we welcome the expertise that TUANZ can bring to our advocacy around the importance of connectivity for the improvement of rural health outcomes.” said Michelle Thompson, CE of RHAANZ.

As a first step, the two organisations are planning to host a Rural Connectivity Symposium in Wellington in late May. The aim of this day will be to develop a joint submission to the RBI2 and Mobile Blackspot requests for information. Ms Thompson says “The ability to gather together a large number of rural stakeholders and to provide a response to the Government's request is a great opportunity for us to provide a strong unified response which reflects the voices of rural users of telecommunications services”