This program has been developed from well-researched foundation principles of how such organisations need to configure their business models and shape their corporate strategy to address the challenges of what is now a dynamic and more uncertain environment. This program applies theory and industry best practice to the organisational realities of the participants.
The Need for the SDP-4-NFP Program
The SDP-4-NFP program was developed in response to a recognition that the management of a not-for-profit organisation is a highly challenging and demanding task environment, and that the unique nature of these enterprises requires a balancing of social and economic objectives. Changes to government policy and community attitudes towards charitable activities have created a more turbulent and uncertain future for many NFP organisations.
The program has been designed in response to this changing regulatory and funding environment experienced by the NFP sector. The focus is on how NFP organisations can maintain their primary objectives whilst increasing their resilience and independence from public funding.
The SDP-4-NFP program is different from most other strategic management programs because it is tailored to the particular requirements of the NFP sector.
Modules are broken down and delivered in a virtual classroom setting:
- Module 1 – Tuesday 12 October 2PM to 4.30PM (AWST)
- Module 2 – Thursday 14 October 2PM to 4:30PM (AWST)
- Module 3 – Tuesday 19 October 2PM to 4:30PM (AWST)
- Module 4 – Thursday 21 October 2PM to 4:30PM (AWST)
- Module 5 – Tuesday 26 October 2PM to 4:30PM (AWST)
- Module 6 – Thursday 28 October 2PM to 4:30PM (AWST)
who will benefit?
This program is aimed at board members, senior managers and CEOs from NFP organisations.
At the conclusion of the program participants should be able to:
• Identify additional and diverse income streams for their context
• Create a fit for purpose leadership approach
• Evaluate impact and make strategic decisions in relation to:
- government policies and legal environments
- competitive market dynamics
- financial sustainability
- community contributions to your organisation
- social responsibility
- ethical objectives.
About the facilitators
Winthrop Professor Tim Mazzarol of the UWA Business School is a specialist in entrepreneurship, innovation, small business management, marketing and strategy. He is a Qualified Professional Market Researcher (QMPR) with the Australian Market and Social Research Society (AMSRS), a Fellow of the AIM WA, and a Director of the Co-operative Enterprise Research Unit (CERU), Centre for Entrepreneurial Management and Innovation (CEMI), and the Commercialisation Studies Centre Ltd, a not-for-profit company.
He has been a former director of the Association for the Blind of WA, is a former director and past President of the Small Enterprise Association of Australia and New Zealand (SEAANZ) Ltd, a not-for-profit company. Tim has over 30 years of experience in the design, development and delivery of executive programs and strategic planning workshops for large and small organisations including many not-for-profit enterprises, government agencies, universities and colleges. In recent years he has designed and launched the very successful Co-operatives and Mutuals Strategic Development Program (CMSDP).
Gudrun has collaborated on a number of research and evaluation projects with Professor Mazzarol over the years and operates as a management consultant in the NFP and Small and Medium Enterprise (SME) sectors. Gudrun is the principal consultant of her own business since 2001 and has attracted a wide range of projects over the years. She is an experienced leader of teams - both independent and client derived.
Gudrun’s strengths lie in cultural intelligence, her soft skills, and tailored approaches. Her volunteer contribution to the sector has seen her as a member of several boards of management over the years. She draws from her studies and hands-on experiences in the field when facilitating executive education programs. Her sector related experience is derived from roles and projects in high-risk human services design, development and management, procurement, board of director’s education, strategic planning, senior executive education and mentoring, systems auditing and evaluating organisational and program outcomes. Her hands-on approach ensures that this program will respond to current strategic challenges faced by the sector.