Posts Tagged ‘Non-profit’

Edition 19: Pakistan and the business of international aid

Sunday, September 12th, 2010

How do you get aid to where it’s needed, in a country ripped apart by natural disaster? In today’s Business21c Weekly, we talk about the floods in Pakistan and the logistics of relief operations.

Martha Tattersall of UNICEF Australia paints a picture of  the disaster that continues to unfold in the worst floods to hit Pakistan in 80 years, and the logistics of getting help to where it’s needed, when even the aid agency warehouses have washed away.

Dr Bronwen Dalton takes us through the complexities of providing aid in the closed nation of North Korea, where an estimated two million people have starved to death in an ongoing and  silent famine.

And microfinance: the brain child of Professor Muhammad Yunus, Nobel Prize Winner and founder of the Grameen Bank, in Bangladesh, is it all that it is cracked up to be?

Does compassion have a place in the boardroom?

Wednesday, July 7th, 2010

Although Australia has long been called the ‘lucky country’, Katrina Sharman, Corporate Counsel at Voiceless, believes that the good luck does not extend to its animals, especially those born and raised in intensive or ‘factory’ farms. Voiceless believes that Australian law sanctions systemic cruelty to farm animals, because a certain level of suffering is reasonable, justifiable or necessary. Katrina Sharman puts her case.

Many Australians are not aware that animal welfare laws treat some animals as more equal than others. Farm animals in particular fall largely outside the protective reach of legislation when compared with the dogs and cats with whom we share our lives. This results in close to half a billion animals each year, who are owned by giant agribusinesses, spending their lives indoors in close confinement. The law classifies animals as property and they are treated accordingly as commodities. Piglets, for example, are routinely subjected to tail docking and teeth clipping or castration without pain relief. In this sunburnt country of ours, the majority of farm animals never even see the sky.

The veil of secrecy surrounding the treatment of Australia’s farm animals in factory farms is the reason that Voiceless, the animal protection institute, was formed. After attending an animal rights conference in the United States in 2003, Brian Sherman AM, together with his daughter Ondine, decided to found and organization committed to ensure that animal protection moved to the forefront of Australia’s national agenda. Their aim was to grow the social justice movement of animal protection in Australia through awarding grants and prizes, conducting in-depth research and analysis of animal industries, and through the creation and fostering of networks of leading lawyers, politicians and academics to influence law and public policy.

While significant obstacles remain in place, Voiceless has been successful in creating a groundswell for change. In recent years there has been a ‘seismic shift’ in the way Australians think about animals. This can be seen in a number of areas, including the rapid growth of the animal law movement, with nine Australian universities offering courses in animal law and a dramatic shift in consumer spending patterns towards animal-friendly products.

These changes are strong indicators that business leaders need to give greater consideration to animal protection. A demand-led revolution is taking place, with consumers increasingly dictating to corporations the need for greater accountability and ethical behaviour when it comes to animals. Woolworths’ 2009 Corporate Responsibility Report showed an increase of 33.6% and 32% on the previous year’s sales of free-range chicken and free-range eggs respectively. This is perhaps why the company has begun the process of incorporating animal protection into its corporate social responsibility strategy, having phased out the production of caged or ‘battery’ eggs for its Woolworths Select brand.

There are many other ways for companies to incorporate animal protection into their corporate social responsibility strategy. For example, ING refrains from financing companies operating fur farms or those involved in the manufacturing of fur products. Rabobank Group has previously made a policy decision not to fund Foie Gras producers. Similarly, Macquarie University has just launched a sustainable catering guide that encourages staff and students to minimise their consumption of animal products.

The level of institutionalised suffering in the factory farming system is sanctioned by law, but this does not make it right. Indeed, laws have previously sanctioned slavery in America and apartheid in South Africa. Companies who go beyond what it legal and do what is ethically and morally right will be the ones to reap the benefits. As Anders Dahlvig, CEO of IKEA, has said, ‘It is not good enough to do what the law says. We need to be in the forefront of these [social responsibility] issues.’

Animal protection is an area in which corporations can assume a leadership role, irrespective of whether they are directly implicated in animal suffering through production or trade in animal products, or indirectly involved via investments, purchasing decisions, marketing or other means. With the growing number of consumers becoming aware of the inherent cruelty in the factory farming system, now is the time to act on this issue which is becoming increasingly important to companies’ customers, employees and other stakeholders.

Voiceless is leading the way in lifting the veil of secrecy around factory farming in Australia, informing consumers and enabling them to make ethical purchasing decisions. Proactive corporations that tap into this community sentiment and demonstrate inspired thinking by taking up animal protection, will be the ones who strengthen their brand, challenge their competitors and demonstrate that compassion in the boardroom makes good business sense.

Edition 2: Branding Sydney

Friday, May 21st, 2010

Business21C Weekly is now available through the iTunes Podcast directory.
Alternatively, to subscribe directly via iTunes on your computer, go to the Advanced menu in iTunes and select Subscribe to Podcast. Then paste the following URL: http://www.business21c.com.au/podcasts/feed

This week’s edition of Business21C Weekly continues the TEDxSydney theme, with Peter Holmes a Court, chairman of Greater Sydney Partnership (GSP). Peter is hosting the TEDXSydney after-party as part of a broader conversation about Sydney, and is working with Business21C to take the conversation online through twitter using #sydneyin6words.

GSP is a new not-for-profit organisation set up to coordinate Sydney’s presentation of itself to the world. Chaired by serial entrepreneur Peter Holmes a Court, it is sparking a conversation across Sydney about Sydney – what is it that is dearest to the hearts of Sydneysiders? What makes this city unique in a world crowded with classy, dynamic, connected, creative cities? What do you love about this place and why? Why do you choose to live here?

One of the GSP’s core projects will be to define a brand for Australia’s iconic city. Peter tells us what it means to harness community passion and community values to create a brand as recognisable as I♥NY, and as resonant as Eternity.

We talk to Peter about his career as a serial entrepreneur, what he’s done right, what he’s done wrong, and why – after a long international career – he chose to settle with his young family in the harbour city.

And we throw a challenge to devotees of Business21c Weekly: can you define Sydney in 6 words or less? Tweet your composition to #sydneyin6words as part of the broader conversation around what Sydney means to its people.

We publish a longer article about the SYDNEY? conversation here.

#sydneyin6words

Friday, May 21st, 2010

What does Sydney mean to you? Tell us in just six words.

Tweet your six words with the following hashtag: #sydneyin6words and they’ll be folded into a wider conversation about Sydney that will help brand the city on the global stage. All tweets will be displayed on the tweetfeed above and on the home page of the Greater Sydney Partnership (GSP) a not-for-profit organisation established to coordinate Sydney’s communications in the crowded world of global city brands.

Following our hugely successful #2009in6words twitter game over the New Year, Business21C has teamed up with GSP to invite Sydneysiders to get involved in a twitter conversation about their city.

GSP is a not-for-profit organisation recently launched to coordinate Sydney’s presentation of itself to the world. Chaired by serial entrepreneur Peter Holmes à Court, it is sparking a conversation across Sydney about Sydney. What makes this city unique in a world crowded with classy, dynamic, connected, creative cities? What is it that is dearest to the hearts of Sydneysiders? What do you love about this place and why? What do you hate about it? Why do you choose to live here?

‘That conversation will happen on beaches, in mosques, at parties, on the harbour and in the mountains, and in all sorts of formats,’ explain Holmes à Court. ‘But at this early stage we thought we’d launch a twitter conversation – #sydneyin6words – at TEDxSydney, because we’ll have a good chunk of the city’s top tweeters right there in the room.’

The GSP initiative was sparked in part by a report into the New South Wales tourism industry by former Events NSW boss John O’Neill, published in 2008. O’Neill raised a number of questions about Sydney’s ability to define itself with impact in a crowded global marketplace of global cities.

‘You can’t go through O’Neill’s report and not come to the conclusion that the world sees Sydney as a single entity, but that Sydney, itself, doesn’t exist,’ says Holmes à Court. ‘We have the City of Sydney, and we have 43 other councils that make up Sydney. The NSW Government that has a Minister for Western Sydney and a Minister for the Hunter, but no Minister for Sydney. We have a Federal member for the seat of Sydney, but she has to look after all the nation’s housing and the status of women – her hands are full. There is no one that represents the broader Sydney area. There are five million people in and around the catchment area, all of whom have an interest in seeing the interests of Sydney promoted.’

The Greater Sydney Partnership was established to help project a cohesive and coherent image of Sydney onto the world stage. It also aims to be a starting point and a facilitator for organisations looking to penetrate the Sydney, with new ideas, new business ventures, and creative and sporting initiatives, for example.

‘Sydney is a global city, and global cities need world-class communications and branding,’ says Holmes à Court. ‘But our branding initiative will not be guided by what I think, or by consultants, or by the GSP board, it will be guided by what Sydney tells us. Please, if you love Sydney, or you hate it, if you believe it is world class, or parochial, if you think it’s the best or the worst or somewhere mediocre in between, join the conversation and let us know.’

Use the tweet feeder above to join the conversation with your six words. Alternatively, twitter through your own account and add the hashtag #sydneyin6words. Or comment below on what Sydney means to you – using as many words as you like.

UTS Shopfront Community Program

Wednesday, April 21st, 2010

UTS Shopfront Community Program is an initiative unique in Australia that matches resource-strapped community organisations with University experience and expertise. Running for over 15 years UTS-wide, students from UTS Business’ Management Consulting elective have been involved since 2006, and have delivered over $750,000 worth of consulting services. Their rewards? Real world experience, new friendships and deeper connections to the community, reports Lisa Andersen.

Since 2006 and over five semesters the Management Consulting course at UTS Business has delivered 29 projects and more than $750,000 worth of management consulting expertise to under-resourced community organisations; completing strategic reviews, developing business and marketing plans, and documenting important organisational knowledge.

These projects make a significant, long-term contribution to the sustainability of UTS’s community partners.

UTS Business’ Management Consulting course is a practice-based class focused on learning through testing and developing skills in client engagement. Working with community organisations through UTS Shopfront, the class captures the benefits of practice-based learning without the need for external placements and supervision.

For the past five years MBA student teams have applied their diverse sets of knowledge and skills to benefit the community. The students who worked on the community projects are a broad mix of local and international, full-time and part-time and the class has included cross-faculty enrolments. Their professional backgrounds include engineering, social work, information technology, marketing, public relations, risk management, human resources, finance management, operations and logistics and small business owners.

These genuinely cross-disciplinary engagements have ranged from working with locally based organisations — including Redfern Community Centre and the Tribal Warrior Association — to remote Australia with the Carpentaria Ghost Nets Program, to a Pacific environmental aid program, International Help Fund.

Based in Kolb’s experiential learning theory, Management Consulting emphasises reflective observation and abstract conceptualisation in the project teams as they deal with client relationships, project complexity, financial analysis, practical research, and presentation skills.

Projects are initiated by the community organisations and students are matched with organisations based on their personal interests and relevant experience. Once underway, each project has a fourteen-week process of client-student meetings, student group and academic supervisor meetings and ultimately the presentation and hand over of outcomes.

Assessment criteria focuses on methods of project design, client management and problem-solving; exploring professional responsibilities and ethics; and developing communication and interpersonal skills.

The community work-based learning method underpinning this subject is also ideally suited to the development of intercultural sensitivity and equitable approaches as graduate attributes.

At the end of every semester an email link to an online survey is sent to all the students and community organisations to evaluate their experience. This survey sits alongside other Shopfront evaluation processes including project tracking and troubleshooting during the semester and telephone or face-to-face feedback at the conclusion of every project.

OUTCOMES

Student

  • Published and archived projects
  • Referees from the community
  • Appreciate community concerns and pro bono work as part of professional life

Academic

  • Work with students in a range of organisational settings
  • New networks and potential resources
  • Opportunity to address ethical and equity issues with students

Community clients

  • Increased resources
  • Encouragement to engage with UTS
  • Targeted planning strategies appropriate to needs

University

  • Fulfilment of government community engagement directives
  • Excellent public relations with community sector, government agencies and the public
  • Developing graduates with ethical and equitable approaches to professional life

In their own words

Highly relevant to my career, a great experience. Helped develop great skills that no other subject teaches, like leadership, interpersonal skills, listening and client communication.

Student, NSW Reconciliation Council project

The team that I worked with was very efficient and each individual played a vital role in the project. We all brought our individual strengths to group, and brain storming sessions were vibrant and creative. I was fortunate to be involved in such a talented team, something that i had rarely experienced in the past.

Student, Global Food Relief project

I really liked working in a dynamic, and at times challenging, group environment while needing to work one-on-one with some members to achieve a desired outcome. I further developed my people management and motivational skills.

Student, International Help Fund project

We went through a lot together! The students taught us a lot about electronic communication. We also feel they learned a lot about making information accessible to people with disability.

Joshua Brock, NSW Disability Discrimination Legal Centre

It was an excellent way of helping me to learn some of the new generation technology, ideas and attitudes. It helped me think outside the square by introducing me to other ideas and opinions as well as modern ways of doing business. Also was good for them to work on a project that included a non-city sceanrio, indigenous cultures and the not-for-profit sector.

Riki Gunn, Carpentaria Ghost Net Program

The project has addressed an important issue for the organisation and drawn the attention of the key decision makers to this issue. The recommendations are well thought through and will prove to be very useful. Along the way the students were able to experience some of the issues facing NGOs as well as some interesting events.

Kathryn Knight, People with Disability Australia

What we did actually had a real outcome and was valued by the clients. We learned to roll with the punches… There were good, bad and the ugly, but a great experience.

Student, Carpentaria Ghost Nets project

It was great getting to know the client and understanding their business. … Also working with a mix of different cultures and being part of a team.

Student, Global Food Relief project

This is a fantastic means for students and NGOs to achieve collaborative goals that enhance provision within the community.

Peter Dirita, CEO, The Crowle Foundation

My academic supervisor was extremely supportive and was wonderful all through. He is the one who made me complete this project successfully! All thanks to UTS who gave me such a wonderful opportunity.

Student, FRANS project

Our lecturer, Ian is always took care of us, then even if I asked some question which were irrelevant questions for him or when we almost deviated from the track, he always made adjustments.

Student, People With a Disability project

I want to move into management consulting and after the completing this subject I fully realise what is involved to move into this line of work. After completing the MBA I want a career change and this will help me greatly. I would do an advanced subject of this if it were available as it would give me more useful skills that I would take into the workplace

Student, International Help Fund project

Corporations, states, security and NGOs

Sunday, November 15th, 2009

How do organisations outside the private sector view and manage strategy? What differences and similarities exist between sectors?

Steve Shallhorn, CEO of Greenpeace Australia, has extensive experience in developing and enacting strategy; at grassroots and managerial levels. He provides fascinating insight into how Greenpeace approaches strategy and what it is like staring down the barrel of a gun!

View the full video above, or skip to selected chapters below.

Steve charts his history as an activist and what led him to become CEO of Greenpeace Australia Pacific.

Greenpeace exists to affect change in society. Steve discusses values, taking action and non-competitive strategy.

For both Greenpeace and Steve personally, strategy is defined by the odds of winning; featuring power analysis, goal setting and engaging the opponent.

Greenpeace campaigns utilise multiple tactics to engage their opponents and attempt to create change. At the forefront of these tactics is media engagement.

The Greenpeace brand is one of the key assets of the organisation; it represents a strong message to politicians, corporations and individuals.

Steve discusses how technology will impact on our day-to-day lives as well as on strategic campaigning.