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Following are some useful links and documents pertaining to Not-for-Profit organisations:
Productivity Commission Releases "Contribution of the Not-For-Profit Sector" Research Report - 11 February 2010: The Commission was tasked by the Australian Government with measuring the contribution of the NFP sector. It was also asked to examine ways to improve the efficiency and effectiveness of the sector, including in the delivery of government funded services. The changing nature of relationships between government, business and the NFP sector were also examined. Finally, the Commission considered the issues related to the effect of tax concessions available to NFPs on philanthropy and competitive neutrality, with due regard to the current Review of Australia’s Future Tax System (RAFTS). Recommendations for changes were made based on the research. Click here to read the full report. Productivity Commission Releases Draft Report - 14-10-2009: There is a need for wide-ranging reforms and a reduction in compliance costs faced by the not-for-profit sector, according to a much anticipated draft research report release by the Australian Productivity Commission. ASF made a submission and is quoted in Section 10.26 of the report. Click here to read the full report.
From the Australian Bureau of Statistics: ABS: The latest statistics on Non-Profit Institutions in Australia, published September 2009.
Various articles on the need for capacity building in the not-for-profit sector:
"Ten Nonprofit Funding Models", published by the Stanford Social Innovation Review, Spring 2009. For-profit executives use business models—such as “low-cost provider” or “the razor and the razor blade”—as a shorthand way to describe and understand the way companies are built and sustained. Nonprofit executives, to their detriment, are not as explicit about their funding models and have not had an equivalent lexicon—until now.
"The Nonprofit Starvation Cycle", published by the Stanford Social Innovation Review, Fall 2009. Most not for profits (NFPs) are challenged by their inability to secure the "good overhead” required to achieve better results for their beneficiaries. In a world of "good overhead," NFP staff receive the education, training and development they need to do their best work; IT, HR, and finance systems strengthen operations; and teams have the tools to measure performance, inform decision-making, and improve efficiency and effectiveness. Unfortunately, most NFPs are starved for adequate overhead needed to build and maintain their capacity to lead and manage. This is reinforced by donor and funder biases which often compel NFPs to underreport their true needs. "The Nonprofit Starvation Cycle," which appeared in Stanford Social Innovation Review's Fall 2009 issue, proposes a way to turn this vicious cycle into a virtuous cycle.
"The Profit in Nonprofit", published by the Stanford Social Innovation Review, Summer 2009. Kiva, the first online peer-to-peer microcredit marketplace, is one of the fastest-growing nonprofits in history. But its nonprofit status was not inevitable. Here’s why Kiva chose to be a 501(c)(3), what this tax status buys the organization, and how being a nonprofit poses challenges.
Not just anyone, anywhere, in any organization can make breakthrough change.
Explores the issues, needs, challenges and strengths of leadership development within the not-for-profit sector in Australia.
The Perpetual Foundation commissioned this research to gain insights into the drivers of leadership and management in the Social Economy and how this might be used to help the sector build its skills and capabilities.
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