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We Value Our Staff (If we can find any…)

17/2/2018

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ClickI can’t think of a human service organisation which does not articulate some sort of ideal or aspiration about valuing staff. I’m sure we can think though dozens of examples which represent the idea that, “our staff are our most important asset.” I also think that its vital that organisations do articulate this objective, and even more importantly, that they act upon it and achieve it as a reality.
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Unfortunately too often though the aspiration doesn’t lead to action, and actions don’t lead to successful outcomes. We’ve all seen too many examples where affirming sentiments become merely platitudes or beautifully worded ornaments with no real meaning.
I recently listened to a speaker identify that 2015 was the “Year of the Lemming,” meaning that workforce analysis has predicted that 2015 was first time in modern Australian history more people were retiring from the workforce than there were people entering the workforce to take their place. Now the veracity of the specific date is not particularly important as we’ve all seen the discussions about the ageing workforce and heard the predictions about workforce shortages. In 2013 the Community Services and Health Industry Skills Council had already predicted a 77% growth in employment opportunities by 2025 in our sector. We’re half way through that period. ​

So clearly that means the “norm,” in which there are more people looking for work than there are vacancies seeking employees is not going to persist much longer. The consequences for our human service organisations are significant.
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I started off this blog identifying how our sector aspires to “value its staff,” and I generally believe we think we do this well. In fact I have seen some organisations which are very good at putting their values into practice. They tend to be smaller, and simpler, leadership is based on values and vision and culture is a factor in decision making. Larger organisations struggle more, as traditional management based largely around relationships becomes management supported by systems, and eventually (unless we’re careful) systems mutate, become the end in themselves and come to drive management processes. We see this phenomenon play out in different ways, and my blog post, I heard them say, "We've lost our values..." discusses some of those.​

As we begin to operate in this brave new world the “power” balance shifts. Job seekers will begin to have more and more choice and employers will be less able to simply view job seekers as participants in the recruitment systems which organisations develop. Instead job seekers will become the stakeholders which will drive recruitment processes. The natural consequence will be that if our organisations cannot demonstrate during the recruitment process that we values employees then we will struggle to attract the right people to take up employment opportunities on offer. I believe we’ll probably find that the people we need to join our teams will abandon their exploration of employment with us organisation in favour of systems which do demonstrate they are value as people.

Lets consider a basic example. Organisations advertise vacancies when they want staff. Where and how they do this is important, but not for the purpose of this example. Most advertised opportunities invite potential employees to express interest in the role and eventually submit a formal application. Applications are assessed, candidates interviewed, referees are checked and employment offers are made.

Now consider what messages are given to potential employees in this basic process?

What is the language of the advertisement? Does it speak to a person or explain a position? Does it speak to the experience you will have as an employee in the position or does it provide a checklist of tasks you will have to fulfil? Does the job advert identify a person who can be contacted to discuss the role? How many times have you heard of people submitting applications only to be left with no response and no acknowledgement?

Whilst I’m fully aware that advertising means that organisations will be inundated with applications, many being generated by people using automated application apps, I am not sure that this phenomenon excuses us from acknowledging applications. With most applications being emailed, it does not take much to set up automatic responses to at least let people know their application has been received. I’m certain that the statement, “Only short listed applicants will be notified” does not send a message to candidates suggesting that they are valued as people, it can’t be too hard to collate email addresses and send out a notification when the process is finalised so that applicants can at least feel like they matter. Given the ease of email, notifying people that the position has been filled shouldn’t be considered an optional extra by organisations.

I remember one of the most significant ideas which I have picked up during my career is the notion that every application for employment which crosses your desk or hits your inbox represents the hopes of its author. By the time you have invited a potential candidate in for an interview they have invested numerous hours in a process with the hope of an outcome. Surely its reasonable that if they attend an interview, then we ought to be able to call them back and give feedback if they are unsuccessful. What if they are unlucky to have missed out this time around but we’d employ them if there was another opportunity? Do we conduct ourselves in a manner which would mean that they’d be happy to hear from us again if another opportunity arose? If we really want to value staff, then we need to remember to value them before they become staff.

Ultimately, in valuing applicants, I believe that every person interviewed should receive honest and meaningful feedback. At the end of this blog have a look at a few ideas given by others regarding feedback to unsuccessful candidates. Giving feedback to an unsuccessful candidate can be awkward for both the recipient and giver of the feedback, but if we have made a decision to hire someone, there must be meaningful reasons which guided our decision. Therefore there must be meaningful feedback which can be given to unsuccessful applicants. Statements such as “the other candidate had more experience,” or “they were better suited,” do not in my view constitute feedback. Feedback is useful to the person receiving it and should assist them to improve any future applications. Sometimes the feedback might simply be, “you were one of two candidates we were happy to employ, however in this case, the other candidate had slightly more experience working with our client group. We’d love to be able to call you if we have another opportunity and discuss any options that it might provide. Would that be okay with you?”

Unfortunately however, at the moment there are more instances where organisations see applicants as participants in a process and not potential team members. There is an underpinning principle which says, “you will be lucky to work with our organisation.” Soon generations X, Y and Z+ will be evaluating our organisations and deciding if we are worth their time and energy when we are seeking new staff. Similarly they have an underlying assumption that the organisations with which they are seeking to work will need to demonstrate to them that the organisation is worthy of their commitment, energy and skills.

And now the extra bits…

What do you tell unsuccessful job applicants? Five ways to improve your game. The Not For Profit People (Australian)

How to spot a bad boss — before you take the job. Alison Green, Ask a manager

How to turn down job applicants - [the] right [way]. Susan Healthfiled, The Balance
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Silo Smashing

25/11/2017

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Silos are great when they are storing grain but much more problematic when they characterise the operation of your organisation.


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Photo: Sue Woolford
Recently I was speaking with a client who was thinking about how the program that they manage (as a part in a large organisation) will be more responsive in the new world of the NDIS. This is not a situation where their service has to adjust from “block funding” to a fee for service model, but thinking more about what they might offer as a unique service to those who might wish to use their NDIS resources to purchase. If you work in the disability sector, then in 2017 there’s nothing remarkable about this type of process. We’ve all been engaged in it for quite a while as this important reform builds momentum.
During the conversation the manager mentioned that another program, in another division of the organisation, had just released their NDIS response strategy. She lamented that the other division are planning to offer an identical service to the one which she already offers. My client’s division offers the service to people without drawing on their NDIS funding, while the other division will draw from individuals’ NDIS funding.

One program was providing at a cost to the NDIS package what another program was already able to offer to the same person for “free.”

The alarm bells in my ears were ringing at this point. Was it ethical for the one organisation to offer the same service to the same client cohort, the first being provided without charge and the second charging a significant fee? Therein lies another blog post, as there are precedents in the non-profit sector where organisations charge for services and provide them at no costs (think about home based aged care and the user pays system when packages have previously been unavailable), however this focus of this Saturday morning reflection is about organisational silos.

How can one part of the organisation know nothing about what the other parts are doing? Or maybe the better question is, what are the consequences for stakeholders, staff and organisations when such a phenomenon arises? Is it acceptable for our programs to operate in isolation from each other? And the biggest question of all, what can be done to break down silos in big organisations?

As with so many other issues in human service organisations the silo-breaking strategies will distill into two key elements: healthy relationships and leadership. If you expect to read “communication” as one of my recommended strategies at this point then I’m not going to meet your expectation. “Communication” is often given as a solution without ever defining what it means or how it will be implemented. I’m still waiting for someone to explain to me what an “open line of communication” is other than a throw away term which sounds useful but changes nothing.

I highlight relationships and leadership specifically because they can be more easily defined in actions. Where there are healthy and vibrant relationships between staff in an organisation then there are platforms upon which ideas will be exchanged, creativity will be sparked and a desire to work collaboratively will become a natural consequence. When people know each other then they are able to choose to work together, and understand how they can help each other. Our program managers are the people who need to understand each other’s programs and aspirations better than such knowledge is needed to cross organisational hierarchy levels.

Leadership is essential because it is leaders who can create the opportunities for relationships and cross fertilisation within organisations. If leaders value bringing program managers together, and value relationships, then organisational meetings will take various forms. Morning tea becomes an important part of the agenda. Cross program projects (imagined and driven by program managers not executive management) are resourced and encouraged. Staff are given the  opportunity to engaged in secondments, or work across programs. Leaders both expect and encourage communication between program managers to occur outside of line management and divisional boundaries. 

The natural consequences of such activity is that when two services begin to work on the same initiative it doesn’t take long for someone to identify which other programs in the organisation are stakeholders in the activity. Then follows a desire to seek out the skills, knowledge and support of  colleagues who we know well through established relationships.

There are many authors who have written about breaking down silos. If you’re wanting to reflect further then you can quickly access some great material using your favourite search engine and they key terms. 

I quite enjoyed the forthright comments of Kaplan in the Havard Business Review (2011) “Xenophobia runs rampant within public, private, non-profit and for-profit silos. Each silo has created its own world completely foreign to inhabitants from other sectors.” Xenophobia is a pretty powerful word to use, but well chosen. Hopefully the response from readers is not, “Please explain?”

A blog at Real Colors is provides a rather simple set of dot points which can be massaged into a checklist to help readers begin the silo-smashing process.
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Miscarriages of Justice: "Not an isolated problem..."

3/10/2015

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Photo April 25 2013 The Times (www.thetimes.co.uk)
“The prospect of an innocent person being convicted of a serious  crime represents a catastrophic failure of the legal system.” 
​Lord Igor Judge
​Lord Chief Justice of England & Wales
Australian Institute of Judicial Administration Conference. Sydney, 2011
Recently I had the opportunity to listen to Dr Bob Moles, a former law professor at ANU and Adelaide University, being interviewed on issues associated with miscarriage of justice in Australia and within other ‘refined’ legal systems in the world. With his partner, Bibi Sangha and other colleagues, Dr Moles has campaigned for justice on behalf of the wrongfully convicted. He has taken a moral stance on this issue which has come at considerable personal cost. His story is not mine to tell but some of his work has resulted in changes in legislation in various jurisdictions in Australia to ensure that those who have been wrongfully convicted, regardless of reason or circumstance, have access to legal remedy. 
Ultimately his work appears (to my mind at least) to have made the justice system more just, more robust and enhanced its ability to investigate and address its own failings. He has been involved in widely publicised cases such as those of Henry Keogh (South Australia) and Sue Neill-Fraser (Tasmania), which you can easily research using your favourite search engine.

October 2nd marked International Wrongful Conviction Day.

There are a few reasons which have sparked my interest in Dr Moles and his work. Firstly, as a highly regarded practitioner and educator he has demonstrated a commitment to the values espoused by the legal profession. Justice is not a concept to which he pays lip service; his pursuit of justice has probably cost him reputation and potential employment or income. For interest sake a QC may earn up to $8,000 for your day in court should you ask her to represent you.
As I listened to him speak, the humility one expects of such principled and values based leadership was also demonstrated. We can call examples of great leaders and CEO’s who inspired others through their steadfast commitment and willingness to ‘get their hands dirty.’ I’m sure Dr Moles would be rather annoyed if I was to liken him to a legal version of Mother Teresa working with the untouchables, if not for his apparent humility, but for the fact he stands over six feet tall!
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Photo: David Solm, published February, 2014, Sydney Morning Herald
Dr Bob Moles
Secondly, many of us can give examples where Lustitia appears to have put on an extra thick blindfold and dropped the scales she carries, only to pick up a manual on the politics of personal advancement or how to win elections. I recall conversations I once had with a person who worked in SA’s correctional services system with many notorious convicted criminals and who through their own relational experiences was able to turn names and headlines into flesh and bone.

I am also reminded of how perversely our media, and by association we as consumers, engage with narrow and sensational presentations and sound-bites of matters in our courts. How for weeks we can be consumed with debating the ‘facts’ or otherwise of a person charged with a heinous crime, or a person, who upon admission of their own guilt faces execution in a neighbouring country. Less often are we challenged to speak out about injustice where our own judicial system has failed, or those who have administered the system have acted unconscionably. Maybe if we were vigilant monitoring our own legal system closely we might discover that our default view that our system is ‘fair’ is not supported by facts and reality. Maybe that challenges us as consumers of Lustitia’s portrayal in the media that we might be bystanders to, or facilitators of, injustice ourselves.

I’m not sure how Dr Moles’ interview and the considerations which have arise from it will influence my thinking beyond this blog post. I am conscious of the tongue in cheek joke about two social workers who find a man, beaten and bleeding in the gutter. The first social worker says to the second, “Whoever beat that man and left him lying in the gutter needs help.” Do we focus our care on the ‘victims’ or the perpetrators? Are some people wounded in our justice system more deserving of advocacy and support than others? 

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​A final thought to share with you. Sir William Blackstone (1722-1780) had his treatise Commentaries on the Laws of England published in 1765. This work has significantly shaped the legal system of England (and courts worldwide founded on similar principles). One of his significant legacies which is integrated into the rules, customs and practices of our judicial system is known as Blackstone’s Ratio, that is the idea that it is better that ten guilty persons escape than that one innocent suffer. Unfortunately in modern "sound-bite" Australia I cannot imagine a politician or journalist advocating this significant principle if votes or advertising revenue were at risk.
“It is more important that innocence should be protected, than it is, that guilt be punished; for guilt and crimes are so frequent in this world, that all of them cannot be punished.... when innocence itself, is brought to the bar and condemned, especially to die, the subject will exclaim, 'it is immaterial to me whether I behave well or ill, for virtue itself is no security.' And if such a sentiment as this were to take hold in the mind of the subject that would be the end of all security whatsoever.”
For some examples of miscarriages of justice currently being examined or reviewed in Australia.

Melissa Dunn (NSW) 

WA Chief Justice Wayne Martin fears language barriers putting innocent people behind bars

Overview of notable miscarriage of justice cases in Australia 

Henry Keogh (SA)
John Adams (Jr.) 1735 - 1826
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Privilege; A quick demonstration

9/7/2015

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I came across a video the other day which inspired me to reflect on ideas of social privilege and structural disadvantage. In the video a group of similarly aged men and women in their early 20’s are asked to stand shoulder to shoulder along a line marked on the floor. Shortly after questions about their personal circumstances (both current and historical) are announced and based on each individual’s response to the question they may be asked to take one step forward or one step back. 
Just 1.7% of Australian postcodes and communities account for over seven times their share of the main factors that entrench disadvantage, such as low income, limited access to computers and the Internet, early school leaving, prison admissions and confirmed child maltreatment.

Aust. Institute of Family Studies (2011)
After 35 questions are asked the participants find themselves staggered at different points relative to the starting line. Their relative placement providing an insight into their relative disadvantage.
I’d recommend you watch the video (http://goo.gl/ydYjzg) or if you’re pressed for time, the diagram gives you a visual description to compliment my description above.  Of course, at the end people are surprised by where they end up situated relative to those around them and provide some brief post activity comments as part of the video presentation.
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If in your working or volunteer life you lead training, I can see how this activity might be a great way to demonstrate privilege and or disadvantage. It’s certainly not predictive as each individual experiences the events identified in the questions uniquely, but it gives a general idea how many factors which are not usually considered contribute to the relative advantage or disadvantage a person experiences.
The questions the video makers used are a little USA centric, but very interesting nonetheless. It made me wonder how this exercise might look if we had reliable comparative data which would enable each question to be were weighted (e.g. some questions moved a person two steps or more based on the impact of the issue) and if participants were asked more personal questions (e.g. whether or not they had experienced sexual assault). Certainly if informed with more reliable variables the exercise could be even more revealing, although I can imagine there are quite a few reasons one might not use it as a group training exercise.
With my interest piqued I undertook some research and came across a range of reliable Australian sources which discussed personal, structural and community disadvantage. One of the better definitions was published on the Australian Institute of Family Studies.
Community disadvantage comes about as a result of the complex interplay between the characteristics of residents living in a community (e.g., unemployment, low income) and the effects of the social and environmental context within the community (e.g., weak social networks, relative lack of opportunities).
http://www.aifs.gov.au
I took some time to consider some questions which might make the exercise more relevant in Australia, and put in some estimated weightings. My list of 90 questions follows. Whilst I did work through the findings of a few academic papers to inform my own decision making, it is certainly a list which is subject to my own personal bias and guesstimates. Please feel free to comment on my additions, weightings and omissions and improve the list of questions. 
Sample privilege disadvantage questions.pdf
File Size: 465 kb
File Type: pdf
Download File

Whilst I understand that I’m singing to the choir considering those who usually read my blog, it amazes me how often influential people in politics, public life and the media have not developed any understanding of privilege or disadvantage. Ultimately, this exercise doesn’t have to be scientific. The debrief following the activity is where there is great opportunity for learning and reflection. 
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40+ current grant / funding opportunities

4/7/2015

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Nuffield Australia Farming Scholarships NEW
Funding Provider: Australian Nuffield Farming Scholars Association
Funding Amounts: $0 to $30,000
Application Dates: 30 June 2015 CLOSING SOON
Purpose: To encourage Australian Primary Producers to adopt local and international best practice so that excellence in all aspects of Australian agricultural production, distribution and management is achieved.
Website Information: http://nuffield.com.au/nuffield-australia-scholarship-application/
Address: PO Box 586 MOAMA 2731 NSW
Phone: (03) 5480 0755 Email: enquiries@nuffield.com.au

Veteran & Community Grants Program 
Funding Provider: Australian Federal Government Department of Veteran’s Affairs
Funding Amounts: Undisclosed
Application Dates: Ongoing
Purpose: These grants aim to maintain and improve the independence and quality of life of members of the veteran community by providing financial assistance for activities, services and projects that sustain or enhance wellbeing.
Website Information: www.dva.gov.au/health_and_wellbeing/veterans_community_grants/Pages/index.aspx
Phone: 133 254
Postal Address: Grants and Bursaries Team, Department of Veterans’ Affairs, GPO Box 9998, ADELAIDE South Australia 5001
 
Community Benefit SA Grants 
Funding Provider: Community Benefit SA
Funding Amounts: Up to $45,000. Average: $10,000. Total Pool: $4,000,000
Application Dates: Ongoing
Aim: The program aims to improve the well-being, quality of life, community participation and life management skills of disadvantaged individuals, families and communities and to develop and strengthen communities across metropolitan, rural and remote regions of SA by providing one-off project funding to community organisations.
Website Information: www.dcsi.sa.gov.au/services/grants-for-organisations/community-benefit-sa
Contact: Community Benefit SA Address: GPO Box 292 ADELAIDE 5001 SA
Email: cbsa@sa.gov.au
Phone: 1300 650 985
 
Inger Rice Foundation Grants 
Funding Provider: Inger Rice Foundation
Funding Amounts: Up to $5,000
Application Dates: Ongoing
Purpose: The foundations objective is to promote children's health, welfare and development.
Contact: Inger Rice Foundation
Address: PO Box 307 Civic Square CANBERRA 2608 ACT
Ph: 0438 897 993
 
Australian Communities Foundation Funding 
Funding Provider: Australian Communities Foundation
Funding Amounts: Undisclosed
Application Dates: Ongoing
Aim: Australian Communities Foundation grants support a range of charitable organisations and projects each year through Australian registered charitable organisations. These fall broadly into the areas of arts & culture, community development & advocacy, community services & welfare, disability, education, training & employment, environment, health & medical research, overseas aid & development.
Website Information: www.communityfoundation.org.au/grantmaking
Email: admin@communityfoudation.org.au
Phone: (03) 9412 0412
 
Peter Brock Foundation Grants 
Funding Provider: The Peter Brock Foundation
Funding Amounts: Unspecified
Application Dates: Ongoing
Aim: The Peter Brock Foundation provides assistance to individuals in crisis, with a major focus on youth disability and our Harm to Calm programs assisting individuals and families in crisis. Website Information: www.peterbrockfoundation.com.au/Funding.aspx  
 
Saluting Their Service Commemorations Grants Program 
Funding Provider: Department of Veterans’ Affairs
Funding Amounts: Up to $4,000
Application Dates: Ongoing
Aim: The Saluting Their Service grants program supports projects and activities which directly commemorate Australia’s servicemen and women who served in wars, conflicts and peace operations. The grants also promote appreciation and understanding of the role those who have served have played in shaping the nation. The program is designed to preserve our wartime heritage and to involve people throughout the nation in a wide range of activities and projects. Modest grants are available for projects which meet the aims and objectives of Saluting Their Service.
Website Information: http://www.dva.gov.au/commems_oawg/commemorations/grants/Pages/index.aspx
Address: Department of Veterans’ Affairs, GPO Box 9998, ADELAIDE SA 5001
 
Google Grants 
Funding Provider: Google
Funding Amounts: Undisclosed
Application Dates: Ongoing
Aim: AdWords is Google's online advertising tool. Google Ad Grants empowers non-profit organisations, through $10,000 per month in in-kind AdWords™ advertising, to promote their missions and initiatives on Google.com.au
Website Information: www.google.com.au/grants/index.html
Email: googlegrants-australia@google.com
 
Black Spot Program 
Funding Provider: Australian Federal Government 
Funding Amounts: Undisclosed
Application Dates: Ongoing
Aim: The Black Spot Program is part of the commitment to reduce crashes on Australian roads. Community groups, motorist organisations, industry organisations, councils and individuals are invited to nominate Black Spot sites around Australia to be considered for treatment.
Website: http://investment.infrastructure.gov.au/funding/blackspots/index.aspx
Address: The Black Spot Consultative Panel, C/O Manager, Road Asset Policy and Programs, Department of Planning, Transport, and Infrastructure, GPO Box 1533, ADELAIDE SA 5001
 
Sunsuper’s Dream for a better world program 
Funding Provider: Sunsuper
Funding Amounts: up to $5,000
Application Dates: Ongoing
Aim: Sunsuper Dreams is all about doing something positive for the community in a really meaningful way. So if you have a dream that can help make things better for an Aussie cause, organisation or person sends it in. To qualify, your dream project must: Be based in Australia, Be able to be undertaken in the next six months, Do something good for the community.
Website Information: www.sunsuperdreams.com.au/about
Email: enquiries@sunspeardreams.com.au
 
Multicultural Grants Scheme 
Funding Provider: Multicultural SA
Funding Amounts: Undisclosed
Application Dates: Ongoing
Aim: To increase understanding of the culturally diverse community we live in, improve equality and tolerance in our community, increase participation by South Australians of all backgrounds in the community and celebrate and value cultural diversity.
Website Information: www.multicultural.sa.gov.au/grants/multicultural-grants-scheme
Contact: Office of Multicultural and International Affairs
Address: 24 Flinders Street Adelaide 5000 SA
Email: multicultural@sa.gov.au Phone: 8226 1944
 
Matana Foundation for Young People Grant Program 
Funding Provider: Matana Foundation for Young People
Funding Amounts: $1,000 to $10,000
Application Dates: Ongoing
Aim: To create a more just society by giving every young person in Australia an equal opportunity to access the skills to negotiate life’s journey.
Website Information: www.matanafoundation.org.au  
Contact: Level 10 65 York Street Sydney 2000 NSW
Email: info@matanafoundation.org.au Phone: (02) 9299 0555
 
Esso Contributions Program 
Funding Provider: Mobil - Esso Australia Ltd
Funding Amounts: undisclosed
Application Dates: ongoing
Aim: To meet the important community needs in ways that are compatible with our business interests. Priority Interest, Health (including community safety), Education (maths, science & engineering), Environment/conservationt. Community support projects, volunteering and the arts are also supported. We seek to fund specific community projects (not general fund raising appeals or discretionary funding) with defined budget items. Projects that demonstrate broad community benefits are a priority. We favour projects where the company and the community group can develop a close working relationship.Address: GPO Box 400 MELBOURNE 3001 VIC
Phone: (03) 9270 3333

Active in Parks - Take It Outside Small Grants Program 
Funding Provider: People and Parks Foundation
Funding Amounts: $500 - $1,500
Application Dates: ongoing
Aim: Take it Outside grants give you the opportunity to take your programs and activities outside by supporting you to buy equipment or resources that will support this move.Website: http://activeinparks.org/getting-involved/funding-2/
Address: Level 10 535 Bourke Street Melbourne 3000 VIC
Phone: 03 8680 2826 Email: info@peopleandparks.org

Active in Parks - Local Champions Grant  
Funding Provider: People and Parks Foundation
Funding Amounts: $7,000 - $15,000
Application Dates: ongoing
Aim: Active in Parks has funding opportunities to support organisations and community groups across Australia.Website: http://activeinparks.org/about/about-2/
Address: Level 10 535 Bourke Street Melbourne 3000 VIC
Phone: 03 8680 2826 Email: info@peopleandparks.org

Coopers Foundation Grants 
Funding Provider: Coopers Brewery Foundation
Funding Amounts: $0 to $30,000
Application Dates: ongoing
Aim: The Foundation aims to improve and protect the quality of life of Australians by providing support to charitable organisations with recognised strengths in medical research and health care, in youth education, and aged care, and in fostering family and community support, based on Christian values. Website: http://www.coopers.com.au/#/community-news-events/the-coopers-foundation/applying-for-funding/
Phone: 1300 664 344 Email: foundation@coopers.com.au 


Arts Grants Performers’ Trust Foundation
Funding Provider: PPCA
Funding Amounts: Up to $2,500 for individuals and $5,000 for groups
Application Dates: Ongoing
Aim: All applications must be for one or more of the following purposes: Performances at concerts at or for charitable institutions such as hospitals or homes for the aged; Scholarships for the promotion and encouragement of musical and theatrical education; The promotion and encouragement of the performing arts to the general public; The aid or assistance of any beneficiary who is unable to adequately maintain herself/himself by her/his own exertions and other income.
Website Information: www.ppca.com.au/ppca-about-us/ppca-performers-trust-foundation/  
Email: trust.mail@ppca.com.au Phone: (02) 8569 1100
 
Australian Visual Artists’ Benevolent Fund 
Funding Provider: Australian Visual Artists’ Benevolent Fund, National Association for the Visual Arts Funding Amounts: Undisclosed
Application Dates: Ongoing
Aim: The Fund hopes to provide some limited financial assistance to any visual arts practitioner faced with a disaster as a result of serious illness, accident or some other unexpected catastrophe.
Website Information: www.visualarts.net.au/grantsprizes/2
Contact: Australian Visual Artists’ Benevolent Fund
Address: C/- Service Unit National Association for the Visual Arts PO Box 60 Potts Point NSW
Email: nava@visualarts.net.au Phone: (02) 9368 1900

Deviant ART Creative Grants 
Funding Provider: DeviantART
Funding Amounts: Undisclosed
Application Dates: Ongoing
Aim: The DeviantART Creative Grants Program is a pilot project designed to make modest grants to artists upon application for projects related to making and displaying art.
Website Information: www.fourteenthstar.deviantart.com/journal/Announcing-the-deviantART-Creative-Grants-299475642  
 
PPCA Performers’ Trust Foundation 
Funding Provider: Phonographic Performance Company of Australia (PPCA)
Funding Amounts: $2,000 to $5,000
Application Dates: Ongoing
Aim: To promote and encourage music and the performing arts. The grants provided are non-recurring (i.e. one-off grants rather than a periodical payment) and are determined by the four trustees of the trust.
Website Information: www.ppca.com.au/ppca-about-us/ppca-performers-trust-foundation/   Contact: Phonographic Performance Company of Australia (PPCA)
Address: PO Box Q20 Sydney 1230 NSW  
Email: trust.mail@ppca.com.au Phone: (02) 8569 1100
 
Quick Step Grant 
Funding Provider: Country Arts SA
Funding Amounts: $1,500 to $3,000
Application Dates: Ongoing
Aim: To assist regional artists, arts organisations and communities with professional arts development and training opportunities, or organisations/communities with small project opportunities that arise at short notice.
Website Information: www.countryarts.org.au/support-funding/grants-3/development-program/  Address: Grants Administration Officer Country Arts SA 2 McLaren Parade Port Adelaide 5015 SA
 
Register of Cultural Organisations 
Funding Provider: Ministry for the Arts
Funding Amounts: Undisclosed
Application Dates: Ongoing
Aim: To assist qualifying cultural bodies to attract support by enabling them to offer donors the incentive of a tax deduction
Website Information: www.arts.gov.au/roco  
Contact: Register of Cultural Organisations Office for the Arts Department of Regional Australia, Local Government, Arts and Sport
Address: GPO Box 803 Canberra ACT 2601
Email: roco.mail@pmc.gov.au Phone: (02) 6210 2828
 
Audience Development Presentation Grants 
Funding Provider: Arts SA
Funding Amounts: Up to $5000. Funding requests cannot exceed 50% of total project budget.
Application Dates: Ongoing
Aim: Out of Round Presentation funding replaces the Short Notice category. It supports South Australian artists to respond to invitations and opportunities for career-defining performances that arise at short notice. You must discuss your funding needs with Arts SA before preparing an application as unsolicited applications will not be accepted.Website Information: http://arts.sa.gov.au/grants/audience-development-out-of-round-presentation/
Contact: Becc Bates Arts Development Officer
Phone: 8463 5414 Email: bates.becc@dpc.sa.gov.au  
 
Arts Organisations Grants 
Funding Provider: Arts SA
Funding Amounts: Between $50,000 & $100,000
Application Dates: Ongoing
Aim: The Arts Organisations program provides annual or multi-year funding for small to medium arts organisations to support creativity, success, artistic risk, ambition, reach & access.
Website Information: http://arts.sa.gov.au/grants/arts-organisations/
Contact: Angela Salomon Manager Arts Development
Phone: 8463 5446 Email: salomon.angela@dpc.sa.gov.au   
 
Touring: Contemporary Music Grants 
Funding Provider: Arts SA
Funding Amounts: Up to $10,000 for regional/national touring, up to $15,000 for international touring
Application Dates: Ongoing
Aim: Touring grants are available to support scheduled performances in regional SA, interstate or internationally, that build audiences and/or professional networks. For the purposes of this grant, a tour is defined as three or more confirmed performances in recognised music and/or house concert venues.
Website Information: http://arts.sa.gov.au/grants/audience-development-touring-2/
Contact: Becc Bates Arts Development Officer
Phone: 8463 5414 Email: bates.becc@dpc.sa.gov.au
 
Marketing: Contemporary Music Grants 
Funding Provider: Arts SA
Funding Amounts: Up to $5,000
Application Dates: Ongoing
Aim: Marketing offers support for campaigns to develop audiences for new music being released into targeted markets. Funding is available for marketing new releases, tours, concerts, launches and shows that seek to develop the commercial value of South Australian music.
Website Information: http://arts.sa.gov.au/grants/marketing-contemporary-music/
Contact: Becc Bates Arts Development Officer
Phone: 8463 5414 Email: bates.becc@dpc.sa.gov.au   
 
Annual Grants - Minor 
Funding Provider: Graham F Smith Peace Foundation Inc.
Funding Amounts: Up to $1,500
Application Dates: Ongoing
Aim: To help individuals and organisations create arts projects which address the aims of the Trust – promoting peace, justice, and care for the environment.
Website Information: www.artspeacefoundation.org   
Contact: Graham F Smith Peace Foundation Inc.
Address: PO Box 693 North Adelaide 5006 SA
Email: contact@artspeacefoundation.org Phone: 8267 3915
 
Sports Grants 
Holden Home Grown Advantage NEW
Funding Provider: Holden
Funding Amounts: $1 to $100,000
Application Dates: 31st August 2015
Aim: Local sporting clubs are an integral part of the Australian way of life, much like Holden. That's why we've made a long term commitment to helping grass roots sport by giving local clubs the chance to upgrade their facilities with the Holden Home Ground Advantage project
Website Information: http://www.holden.com.au/homegroundadvantage 
 Email: communitysupport.holden@gm.com 

Local Sporting Champions 
Funding Provider: Australian Government
Funding Amounts: $500
Application Dates: Ongoing
IMPORTANT CHANGES TO LSC PROGRAM: Changes to team grants - The Federal Government has removed Team grants with funding instead being available for more individual grants. A change to age criteria - Currently the age criteria is between the ages of 12 and 18 (inclusive) at the start of the competition. The age criteria will now be that the applicant must be turning 12-18 in the year of the competition. It will mean that there will be some athletes who are no longer able to apply as they will be turning 19 this year.
Aim: Grants to help young people pursue their sporting dreams. Young people find it difficult to meet the ongoing and significant costs associated with participation at sporting competitions, particularly those from regional areas. The Local Sporting Champions program is an Australian Government initiative designed to provide financial assistance for young people aged 12-18 towards the cost of travel, accommodation, uniforms or equipment when competing, coaching or officiating at an official national sporting organisation (NSO) endorsed state, national or international sporting championships or a School Sport Australia state or national championships.
Website Information: http://www.ausport.gov.au/participating/schools_and_juniors/local_sporting_champions
Phone: 02 6214 1111
 
Sport Incentive Program 
Funding Provider: Australian Sports Foundation
Funding Amounts: Undisclosed
Application Dates: Ongoing
Aim: To assist in the development of sport in Australia.
Website Information: www.asf.org.au
Contact: Australian Sports Foundation
Address: PO Box 176 Belconnen ACT 2616 Email: info@asf.org.au Phone: (02) 6214 7868
Aboriginal & Torres Strait Islander Grants  
 

Indigenous Social Enterprise Fund (ISEF) 
Funding Provider: Social Ventures Australia
Application Dates: Ongoing
Aim: All investments will be made with a view to develop and nurture Indigenous social enterprises with a commercial focus so that they can successfully access further investment. Recognising the importance of Indigenous owned and led initiatives, SVA intends to transfer the Fund to an Indigenous-led organisation after the two year pilot period.
Website: http://socialventures.com.au/work/isef/
Contact: Poppy Wise Phone: 02 8004 6715 Email: pwise@socialventures.com.au  
 

Indigenous Social Enterprise Fund (ISEF) 
Funding Provider: Social Ventures Australia
Application Dates: Ongoing
Aim: All investments will be made with a view to develop and nurture Indigenous social enterprises with a commercial focus so that they can successfully access further investment. Recognising the importance of Indigenous owned and led initiatives, SVA intends to transfer the Fund to an Indigenous-led organisation after the two year pilot period.
Website: http://socialventures.com.au/work/isef/
Contact: Poppy Wise Phone: 02 8004 6715 Email: pwise@socialventures.com.au  
 
Funded Partnerships Project 
Funding Provider: You Me Unity
Funding Amounts: $5,000 to $50,000
Application Dates: Ongoing
Aim: The Funded Partnerships Project provides an opportunity for a broad range of organisations to enter into a partnership with You Me Unity to raise public awareness and community support for constitutional recognition of Aboriginal and Torres Strait Islander Peoples.
Website:www.recognise.org.au/blog/view/organisations-wanted-for-funded-partnerships?utm_source=Main+List&amp%3butm_campaign=d8c7d510c1-120802_YMU_Organisation_Funding&amp%3butm_medium=email
Address: PO Box K746 Haymarket 1240 NSW Email: funding@ymu.org.au  
 
Elite Indigenous Travel and Accommodation Assistance Program (EITAAP) 
Funding Provider: Australian Sports Commission
Funding Amounts: Up to $4,000
Application Dates: Ongoing
Aim: To provide financial assistance to elite Indigenous sportspeople including coaches, managers, trainer and officials.
Website Information: www.ausport.gov.au/participating/indigenous/get_involved/grants_and_scholarships   
Contact: Australian Sports Commission Address: PO Box 176 Belconnen ACT 2616
Email: eitaap@ausport.gov.au Phone: (02) 6214 1111
 
Aboriginal Benefits Foundation Grants 
Funding Provider: Aboriginal Benefits Foundation
Funding Amounts: $500 to $5,000
Application Dates: Ongoing
Aim: The Foundation provides grants to Aboriginal communities and individuals to support projects which advance the aims of the foundation.
Website Information: www.aboriginal.org.au/grants.htm Email: info@aboriginal.org.au  Disability & Carers Grants 
Richard Lllewellyn Arts and Disability Program 
Funding Provider: Arts SA
Funding Amounts: Up to $10,000 for individuals, $20,000 for organisations
Application Dates: Ongoing
Aim: The Richard Llewellyn Arts and Disability program supports projects and initiatives by South Australian artists with disability. Funding is available to individual artists with disability and organisations where professional practising artists with disability are the primary recipients of the funding. Website Information: http://arts.sa.gov.au/grants/richard-llewellyn-arts-and-disability/  Email: treasure.sarah@dpc.sa.gov.au
Phone: Sarah Treasure Program Administrator 08 8463 5423
 
Ace Sponsorship Program 
Funding Provider: Australian Communications Exchange
Funding Amounts: Up to $20,000
Application Dates: Ongoing
Aim: To support events or projects that’ll benefit the Australian Deaf community and Australians with a speech, communication or hearing impairment.
Website Information: www.aceinfo.net.au/index1c45.html?option=com_content&view=article&id=2&Itemid=9  
Contact: Australian Communications Exchange  
Address: PO Box 473 Stones Corner 4120 QLD
Email: info@aceinfo.net.au Phone: (07) 3815 7612
 
Continence Aids Payment Scheme (CAPS) 
Funding Provider: Department of Health and Ageing
Funding Amounts: Undisclosed
Application Dates: Ongoing
Aim: The CAPS is an Australian Government Scheme that provides a payment to assist eligible people who have permanent and severe incontinence to meet some of the costs of their incontinence products. The payment is made by Medicare directly into a client’s nominated bank account Website Information: www.bladderbowel.gov.au/caps/default.htm  
Contact: Department of Health and Ageing Address: GPO Box 9822 Sydney 2001 NSW
Phone: 1300 366 455

Telstra’s Disability Equipment Program 
Funding Provider: Telstra
Funding Amounts: Undisclosed
Application Dates: Ongoing
Aim: To provide eligible customers with specialised equipment to access the standard telephone service. If you have a disability and are unable to access the standard telephone handset, Telstra's Disability Equipment Program may have a product to suit your needs.
Website Information: www.telstra.com.au/abouttelstra/commitments/disability-services/disability-equipment-program/   
Contact: Telstra Address: PO Box 473 Stones Corner 4120 QLD
Email: disability@online.telstra.com.au  Phone: 1800 068 424 Fax: 1800814 777
 
The Joseph Seridis Trust Fund 
Funding Provider: The Joseph Seridis Trust Fund
Funding Amounts: Undisclosed
Application Dates: Ongoing
Aim: To assist young people with disabilities by providing equipment associated with enhancing daily living and independence.
Website Information: www.jstf.org.au  Contact: Joseph Seridis Trust Fund
Address: PO Box 2534 Adelaide 5001 SA
Email: gay.cleary@ucwesleyadelaide.org.au  Phone: 8202 5149 
 
RSB Equipment Grant Scheme 
Funding Provider: Royal Society for the Blind
Funding Amounts: $200 to $2000
Application Dates: Ongoing
Aim: An Equipment Scheme has been established to assist legally blind South Australian clients of the RSB who need financial assistance to purchase essential equipment.
Website: www.rsb.org.au/Our_Services/Adaptive_Technology/Grants/RSBBrailleEquipmentGrantScheme.aspx  
Email: atc@rsb.org.au  
Phone: 08 8417 5599 Address: Adaptive Technology Centre, Royal Society for the Blind, 230 Pirie Street, Adelaide SA 5000 South Australia
 
Equipment or Home Modifications 
Funding Provider: Department for Communities and Social Inclusion (DCSI)
Application Dates: Ongoing
Aim: DCSI state-wide Equipment Program services the equipment and home modification needs of clients of Disability SA, Disability and Domiciliary Care Services, Novita Children’s Services and Minda Inc. The program provides eligible people with equipment and home modifications for mobility, access, transfers, bathing and personal care, pressure management, seating and communication. Clients wanting an item of equipment, a home modification or, who are having difficulty using current equipment, need to contact their service provider to arrange a clinical assessment of needs by a health professional.
Phone: Novita Children’s Services (08) 8349 2002
Disability Services Information and Referrals Line 1300 786 117
Access2HomeCare (for Domiciliary Care / Metropolitan Equipment Scheme) 1300 295 673
Website Information: www.sa.gov.au/topics/seniors/seniors-health/equipment-program

Council Grants
 

Funding Provider: City of West Torrens
Funding Amounts: Up to $2,000
Application Dates: New round open - Ongoing
Aim: To develop, facilitate and implement innovative initiatives that achieve community development goals, contribute to improving the well-being of the citizens of West Torrens and their natural environment.
Website Information:  http://www.westtorrens.sa.gov.au/Services/Grants_awards_scholarships/Community_environment_grants
Address: 165 Sir Donald Bradman Drive HILTON 5033 SA
Email: csu@wtcc.sa.gov.au Phone: (08) 8416 6333
 
Youth Scholarship
Funding Provider: City of Prospect  
Funding Amounts: Up to $1,200
Application Dates: Ongoing
Aim: The Youth Sponsorship Program offered by City of Prospect aims to encourage and support young people aged 21 years and under who have been selected to represent their institution, club or organisation in areas including sport & recreation, science, technology, arts and culture.
Website Information: http://www.prospect.sa.gov.au/page.aspx?u=1742
 
Community Support Fund
Funding Provider: City of Prospect
Funding Amounts: Up to $5,000
Application Dates: Ongoing
Aim: City of Prospect, through its Community Support Fund, provides the opportunity for local groups and organisations to receive funding to support their activities and to develop new programs that will be of benefit to the Prospect community.
Website Information: http://www.prospect.sa.gov.au/page.aspx?u=1606
Email: alison.wall@prospect.sa.gov.au  
 
Community Fund 
Funding Provider: Town of Walkerville  
Funding Amounts: Up to $5,000
Application Dates: Ongoing
Aim: The Fund has been established to enable eligible community groups, individuals and organisations to apply for up to $5,000 for one off projects, programs or activities that benefit the residents of the Town of Walkerville Council area.
Website Information: http://www.walkerville.sa.gov.au/communityfund
Email: cfund@walkerville.sa.gov.au
 
Community Development Funding 
Funding Provider: Adelaide City Council  
Funding Amounts: Up to $10,000
Application Dates: Ongoing
Aim: The Community Development Grants Program provides funding to eligible groups, organisations and individual residents who present applications that demonstrate consistency with the Adelaide City Council Strategic Plan 2012-2016 outcomes including: People of all ages, cultures and means form strong communities and actively participate in the life of the City Neighbourhoods, streets and public spaces are safe, welcoming and promote social interaction People’s ideas and their capacity to achieve is supported .
Website Information: http://www.adelaidecitycouncil.com/your-council/funding/community-development-funding#sthash.wGlja0pa.dpuf
Phone: (08) 8203 7203
 
Community Fund 
Funding Provider: The City of Unley  
Funding Amounts: Up to $5,000
Application Dates: Ongoing
Aim: The City of Unley Conservation Fund assists owners of Significant Trees and Local Heritage Items or Contributory buildings in a Conservation Zone to preserve them in a 'safe and aesthetically pleasing condition. Grants may be allocated for up to 50% of the total cost of a single conservation treatment
Website Information: http://www.unley.sa.gov.au/page.aspx?u=1393  
 
Youth Sponsorship Program 
Funding Provider: The City of Unley  
Funding Amounts: $250
Application Dates: Ongoing
Aim: The City of Unley's Youth Sponsorship Program assists local young people who have excelled in their particular sport, cultural or recreational activity and have been chosen to participate in a specific cultural, sporting or recreational activity/event which is of State, national or international significance.
Website Information: http://www.unley.sa.gov.au/page.aspx?u=1231&t=uList&ulistId=0&c=5024
Phone: (08) 8372 5108
 
Young Achievers Program
Funding Provider: City of Norwood, Payneham & St Peter’s
Funding Amounts: Up to $400
Application Dates: Ongoing
Aim: The Council’s Young Achievers Program celebrates the achievements of young people in sport, academia, art, culture and leadership. The purpose of the Young Achievers Program is to assist young people aged 12 to 25 who live in the City of Norwood Payneham & St Peters to:
  • Represent South Australia in national or international competitions or events, or
  • Participate in an approved leadership development program.
    Approved categories for funding are sport, academia, art, culture and leadership
Website Information: http://www.npsp.sa.gov.au/our_community/youth/funding_opportunities
Email: ydo@npsp.sa.gov.au

Community Support Donation Program
Funding Provider: City of Norwood, Payneham & St Peter’s
Funding Amounts: upto $1,000
Application Dates: Ongoing
Aim: To assist eligible organisations and community groups to make a positive contribution to community life in the City of Norwood Payneham & St Peters.
Website Information: http://www.npsp.sa.gov.au/site/page.cfm?u=820
Phone: Lisa Mara (08) 8366 4549
 
Sponsorship and Donations Fund
Funding Provider: City of Port Adelaide Enfield
Funding Amounts: $750
Application Dates: Ongoing
Aim: Applications are invited from community groups and organisations for up to $750 once in any twelve month period for one off projects, programs and activities that benefit the local community. The Sponsorship and Donations Fund can also provide a similar grant to assist not for profit community organisations with the cost of holding events.
Website Information: http://www.portenf.sa.gov.au/page.aspx?u=408
Phone: (08) 8405 6882

Sponsorship and Donations Fund
Funding Provider: City of Charles Sturt
Funding Amounts: Undisclosed
Application Dates: Ongoing
Aim: City of Charles Sturt administers a number of funding opportunities designed to assist individuals and groups in our Council area.
Website Information: http://www.charlessturt.sa.gov.au/grants#minor
Phone: (08) 8408 1111
 
Business Grants

 Management Excellence Awards NEW
Funding Provider: Australian Institute of Management (AIM)
Funding Amounts: Undisclosed
Application Dates: 17 July 2015 CLOSING SOON
Aim: The search for the most outstanding management talent is built upon nominations - a 'tap on the shoulder' from a co-worker, friend or peer for a manager who has made an impression.
Website Information: http://www.managementawards.com.au/about.html
Phone: 1300 661 061 Email: awards@aim.com.au

New Enterprise Incentive Scheme (NEIS) 
Funding Provider: Australian Government Department of Employment
Funding Amounts: Undisclosed
Aim: If you are an eligible job seeker and are interested in starting and running a small business, you may be able to access assistance through the New Enterprise Incentive Scheme (NEIS). NEIS can provide you with accredited small business training, business advice and mentoring, as well as ongoing income support for up to 52 weeks.
Website Information: http://employment.gov.au/help-available-and-eligibility-neis



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A Radical Formula: 100% Effort for 100% Pay

23/6/2015

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As employers or employees the formula of 100% pay for 100% effort is rather simple and yet it is a difficult balance to achieve. Consider the full ramifications of the statement from both perspectives.
Have you ever known a person to contact payroll and make arrangements to pay back a portion of their weekly salary due to their own lack of performance?
Each fortnight an employee collects my their apportioned salary for performing contracted obligations. Usually an employment contract will identify a number of hours for which the employee is expected to work. In many cases it may also involve meeting minimum performance standards. Should I fulfil these obligations each fortnight I can expect that I will be paid all of my salary. 

Each fortnight I authorise payroll for a number of employees. Some work hard, others less hard. Some have seem to have natural talent whilst others need coaching. Each person responds differently to their responsibilities, yet they all collect 100% of their salary each fortnight.

If 100% salary is collected then should 100% effort be expected? Have you ever known a person to contact payroll and make arrangements to pay back a portion of their weekly salary due to their own lack of performance? Alternatively, what about a situation where an employee can’t perform because of the action or inactions of the employer?

By signing a time sheet an employee is confirming that they have fulfilled their obligations in regard to attitude, effort and outcome. By authorising the time sheet the employer is confirming that they agree with the employee’s assessment of their efforts, and that the organisation has provided the resources, systems and support required to do the job well. Each signature represents an agreement that both parties have made, and remake every fortnight, to act in good faith and honour the employment relationship. 

How quickly, subtly and easily can the balance be shifted?

Scenario 1
I can avoid putting in full effort for the time I should. I can almost meet all of my targets and argue mitigating circumstances for the last 10% which remain unachieved. With the busyness of my supervisor I can slip under their radar with extra break time, late starts, early finishes, missing deadlines, internet searches and distracting conversations. I may even be able to behave in such a way that managing my performance becomes frustrating for my supervisor, who being ill-equipped with appropriate skills to manage non-performance, soon gives up and my recalcitrance becomes entrenched and part of the office culture and expectations. My non-performance is tolerated. Throughout this activity I put in less effort but collect 100% of my salary. And when finally my employer has enough and wants to correct my behaviour, the fact that it has been tolerated for so long with no action means that my employer’s sudden change in response toward me can be argued as unfair or unduly harsh.

Scenario 2
I am committed to my role, motivated by my values, a desire to be recognised, or a fear of losing my job. I work hard. I perform well above the expectations of my contract and I eagerly take on more responsibility. Role creep brings me new opportunities, or I create them for myself, which in turn leads to work satisfaction and further motivates me. I start early or finish late, or both. I work harder and I even compensate for the unsatisfactory efforts of others. It looks to those a little removed from my situation that me or my team are managing sustainably, but if I left the role I would leave a gap equivalent to another half of myself again. I achieve more and at the end of the fortnight I collect 100% of my salary.

Scenario 3
I attend work every day and strive to achieve that which is expected of me. The workload is relentless, either because of great demand (external) or unrealistic expectations (internal). To keep up I miss breaks, work longer hours, and even ensure that I keep on top of my emails by having them directed to me 24/7. I am compelled to donate a significant amount of extra time and effort above the expectations of my contract. Each fortnight I collect 100% of my wage.

How familiar are some of these statements, either as they have been part of your own thinking or you have heard them made by other employees or employers?

I am a graduate, and everyone understands in my field that I will need to work very long hours to secure my career. 
  • I am a person who responds to human suffering and its presentation in my place of work does not end because my shift ends. 
  • I am a person who began in a role which suited me and I did well, but the role evolved around me and I was expected to manage and make do and I don’t have the skills to perform the new role. 
  • I usually perform well, but temporary circumstances have reduced my effectiveness and I need some flexibility and tolerance for a while until some other matters can be resolved. 
  • I understand how busy we are because of this change and so for a while I will put in more time and energy that I am obligated to do, but please understand that I can’t sustain it.
  • I resent the decision you made and feel hard done by, so you can forget about my cooperation. 
  • You owe me because you have failed to recognise me.
  • This employee is unmotivated / incompetent.
  • We can’t discipline this employee because we are nice people / they are a nice person.
  • We cannot challenge this person because our organisational values means that we treat people respectfully.
I worked with a remarkable colleague who was very clear about the obligations involved between employers and employees. She lived by the principle of 100% effort for 100% pay. What was also implied in this formula was a third variable, that of 100% support.
Completed, the formula makes for a useful principle for both employers and employees. As a foundation within your organisation’s culture the formula offers a sense of mutuality and promotes fairness. Applied, it prevents burnout, poor performance, and guards against confusion and mistrust. The application of the formula to a given situation provides insight into the way an organisation ought to respond. That is in each performance assessment and in each review of work life balance are we measuring:


As a foundation within your organisation’s culture the formula offers a sense of mutuality and promotes fairness. 








  • support for the employee; 
  • clarity of expectations; 
  • adequacy of resources and systems;
  • uncontrollable variables such as client demand;
  • employee and supervisor attitude and outcomes;
  • organic changes in the employee’s role;
  • temporary changes (e.g. health);
  • previous management approaches.

It is only after applying the 100% principle to these variables that an employer is in a position to fairly respond to changes in an employee’s performance and determine if coaching for improvement or performance management is required. Similarly, the employee can apply the same principles before determining if their employer is being unfair.

Ultimately, in the non-profit sector I hope we go the extra mile to value our employees, but in doing so we cannot forget that respect and fairness requires us to manage non-performance and to address circumstances where our colleagues are either under-resourced or over-worked.

Need assistance to work through workload or performance issues? Click CONTACT above..
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Which came first, the chicken or the egg? A tale of accreditation...

8/5/2015

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"You jest about what you suppose to be a triviality, in asking whether the hen came first from an egg or the egg from a hen, but the point should be regarded as one of importance, one worthy of discussion, and careful discussion at that." 
~ Macrobius Ambrosius Theodosius (c. 420 AD)
I must have been very fortunate to have been introduced to the concept of accreditation in the non profit sector with the idea embedded in the principles associated with quality. In my experience the issue of accreditation has always been subordinate to providing a meaningful service. 
Picture
There has never been any debate in my mind about the accreditation chicken and the quality egg. Clearly the egg must have come first: a mutated variant of the original chicken-like parents, a new progeny; an egg which will hatch and be the first of the chickens. Chickens which will go on to begat chickens and more eggs and roasts and omelettes. 

Just as the egg must have come first it is important that a 'quality' mindset precedes accreditation. Accreditation is the outcome of quality, never the other way around.

Often when I am asked by an organisations to assist them to "do quality" or "obtain accreditation" some sort of discussion will ensue about my experience working with a specific set of accreditation standards. It's at this point I wish I had the wit of Tom Lehrer and could recreate an accreditation oriented version of The Elements song (if you have 86 seconds enjoy this witty ditty). Can you imagine a response where I begin to sing, "There's ISO, BEF, QIC, and Mental Health; EQuIP, AUQU, ISQua, SEF and Disability; Employment Service; HACCP food..." etc.? 
My response is usually to suggest that the accreditation standards themselves are not that important, and in fact that most accreditation standards look very much the same across sectors once the specific jargon is translated.

Accreditation is the outcome of quality, never the other way around.


If an organisation delivers its services using principles which promote a quality service then meeting accreditation standards will follow as a natural consequence. This is a good outcome. Most non-profits will have defined a mission and values which inspire or describe the idea that the organisation is wanting to provide quality services. Most boards have a vested interest in ensuring that the organisation does the right thing by its members, customers and stakeholders. In this sense 'quality' isn't a process, but rather a fundamental objective and outcome which should underpin everything a non-profit does.

So what is a quality service? In my mind there are five key principles. 
1. Coherence
2. Respect
3. Responsiveness
4. Accountability
5. Systematic
A review of this list will only reinforce its similarity to another iterations of the common pillars of an accreditation framework. 

A coherent service makes sense to the people who access it. The service fits them, rather than the other way around. It is logical, meaningful, valued, valid and relevant. Coincidentally during the Tom Lehrer era another thinker began to describe the concept of Model Coherency (Wolf Wolfensberger, late 1960's). 

Respectful services are just that: respectful! Valuing the individual, their rights, responsibilities, safety and opinions. Responsive services are able to bend and flex to accommodate the nuances associated with different people and contexts. Accountable services follow all those corporate and administrative processes associated with good management of resources and risk.

Systematic services are those which build into their processes mechanisms which enable the organisation to check that their daily activities meet their objectives and standards. Within a systematic service the concepts of Plan Do Check Act and DICED are integrated into normal operational activities.

I strongly believe that if you design and document organisational processes with the principles of quality in mind that accreditation will be a natural consequence. When an organisation takes a set of accreditation standards and develops policy and procedure to meet them the result is often superficial. The words in the documents indicate the correct concepts, but the activities of staff don't necessarily reflect that which is written on paper. When this disparity exists it sends a clear message to staff and stakeholders that achieving 'ticks' in the auditor's checklist is something we do on top of delivering real services. It shows that an organisation is not interested in the fundamental principles of quality services. 

Achieving accreditation is a valuable outcome, but the more important aspect of embarking on an accreditation pathway is that it tests whether or not our organisations provide a quality service. It allows agencies and stakeholders to systematically evaluate the organisation's performance and to be assured that it's leaders remain engaged with opportunities to improve.  

At the end of the day usually the people who access services from organisations are not interested in the accreditation standards which have been met, but they will be very clear about how well the organisation does or does not perform. They will measure performance against how well the organisation does in relation to their expectations. They will be interested in quality. 
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I heard them say, "We've lost our values..."

21/4/2015

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I can remember when I first heard colleagues say, "We've lost our values..." I was a graduate in my first professional role and a far more experienced colleague was giving voice to her concerns in a meeting tasked with developing procedures for a particular service. I heard her say, "We've lost our values..."

I cannot say that the comment drew any surprise or opposition from the others around the table. In fact, I can remember there being a collective sigh of resignation. It wasn't until many years later that the enormity of what was happening in this team, and I suspect throughout the organisation, dawned on me. A group of dedicated individuals driven by their values and beliefs were being confronted with the consequences of the organisation's growth and the pressures upon it to demonstrate compliance, accountability, risk management and 'assure' a quality outcome.
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The Irresistible Revolution: Living as an Ordinary Radical, page 159. Shane Claiborne (2006) Zondervan Publishing Company
Up until this point in time a quality outcome was guaranteed by the relationship that these professionals formed with each and every person for whom they advocated and provided services. The quality assurance system operated like this:

"How do we know we provide a meaningful and valuable service? We know because we know who our clients are not just what they need. And we know because they tell us, sometimes with words, sometimes with a particular look or even through a messenger."

The 'professional' barrier between service coordinator and client was very permeable. Under the auspices of providing a service my colleagues and clients shared aspects of their lives with each other. 

A number of years later another colleague who also lived in this relational (rather than institutional) human service environment quietly spoke the words, "...no one leaves transformed..." He too was reminding us about the importance of values manifest in human relationships as a cornerstone for holding human services workers accountable to the people they serve. He was quoting from the writings of Shane Claiborne, author, activist and leading character in New Monasticism movement. 

I think the message is clear, even for those who wish to put the faith or religious connotations aside. All three messages align to remind us of the importance of relationships and how they transform people, especially when we work with vulnerable or disenfranchised people and communities.

The challenge for leaders in the non profit sector becomes one where the organisation can meet its obligations to a range of stakeholders (especially in relation to contract management and compliance) without 'over-processing' intervention and service. By 'over-processing' consider systems which favour the importance of rapport over relationship; procedure over human insight; and policy rather than empathy and hope.
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    Geoff has been working in the non-profit sector for twenty years. He maintains a particular interest in organisational culture and values. 

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