Shifting sands

Today’s community sector organisations and educational institutions face unprecedented challenge in finding the balance between financial sustainability, and delivering the services their stakeholders want and need. Traditional models of service and curriculum design and delivery are on their last legs.  The demand now is for outcomes-focused, collaborative, innovative provision frameworks that provide measurable improvement in quality for less, and reflect contemporary best practice.

Community-based organisations still functioning in long-established patterns must change now.  They must innovate to thrive.  And in some cases, to survive.

But opportunity arises…

The good news is that there has never been a more open and encouraging environment for fresh approaches that connect and synergise talent and influence within and between organisations.

The new ethical accountability and investment trend in the private sector constitutes an enormous, untapped resource for community-based organisations.

True collaboration –– with staff, with individuals and other service providers in the external community, and with corporate partners, universities and government — maximises opportunities for idea generation and development, for broad and fertile development of innovative solutions that benefit the organisation and its stakeholders, and for committed, cooperative, sustainable change. 

How we can help

We can help your organisation audit its readiness for the new environment, and then to formulate objectives, strategy and a change management plan towards a more performance-oriented, sustainable future.

We engage established methodologies to work with staff, management, board, clients and other important stakeholders to mobilise and align energies towards identifying and successfully embedding new ways of working, new solutions:

  • To move towards a more commercial, competitive mode of operation, and yet sustain values-based therapeutic or educational practice.
  • To leverage the value of  organisational ‘brand’ to connect with corporate partners and funders.
  • To invest in development of organisational culture.
  • To identify programs and services suitable for the range of contemporary alternative funding sources.
  • To refine methods of service delivery, especially in line with the digital environment.
  • To encourage client self-responsibility whilst improving service quality.
  • To partner with allied services to share costs and win tenders.
  • To create a leaner, more agile organisational structure.