Jean Roberts

Jean Roberts: Non-profit

You are viewing Jean Robert's collection of Non-profit. The following entries are available under this category:

• Skills Involved in Tendering
• Time and Task Management
• Evaluation Framework for a Telephone Information and Advice Service
• A checklist for new or intending Nonprofit Board/Committee members
• Jean Roberts Governance Framework
• Riding the Waves of Community Development in Australia
• Evaluation of training
• Recruiting and Retaining Service Club Members
• Jean’s Constitution Checklist
• Governance Kit No.2: Partnership Relationships
• Governance Kit No.1: clarifying the roles and responsibilities of nonprofit Board Members
• A decade of action-research in supporting services for people living with difficulty, disadvantage or disability
• How does information affect the Board's management style?
• Human factors that can contribute to risk in a nonprofit organisation
• Jean’s Nonprofit Critical Success Factor Checklist
• Jean’s Nonprofit Auspicing Checklist
• Conflict of Interest among board/committee members
• The role of Board Chairperson in a Nonprofit Organisation
• Representative Board/Committee members in a nonprofit organisation
• Annual General Meeting (AGM) and Annual Report Checklists
• A day in the life of a dynamic Association CEO

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Treat Tendering as a Core Business Function

As you move into the task of preparing a tender, you will soon realise the nature and range of skills you will need to call upon – either from yourself or from your colleagues…

Six Steps Toward Improving your Time and Task Management

If you are keen to review your current style of working – no matter what your work is – then be prepared to invest some of your…

Enquiries are welcome about the Jean Roberts Internal Evaluation Framework.

The quality framework underlying this Internal Evaluation Framework is the Total Quality Management (TQM) framework.

TQM particularly attempts to minimize the amount of time and money spent on quality control by…

There are some key questions to ask before accepting or offering nomination to the governing body of a nonprofit organisation – and this checklist is a start.   These questions relate to ten basic strategies which, if introduced and operating effectively, could improve your…

The emphasis in the © Jean Roberts Governance Framework (JRGF) is not just the Board – it is the total organisation, the legal entity as a whole.

The JRGF grew from my 3-year action-research project to assess the training and…

Riding the Waves of Community Development in Australia

From the 1970s and onwards – including many tools for nonprofit organisations to assist with forward planning

Community-based organisations are now providers of contracted service providers rather than groups of like-minded people offering services or assistance to people with a need, interest or aspiration. Legislative frameworks for service standards and accreditation have become highly sophisticated, leading to an increasing requirement for continuous quality improvement – in many cases through external audits.

There must be particular learning objectives, job-related behaviour changes in mind, and tied to an identifiable business goal and plans to evaluate the course at all four levels to see if anything happened.

Men and women of all ages join Clubs in order to either benefit themselves or benefit the Club.

Some join with enthusiasm, maintain their enthusiasm and remain with the Club for a long time. These quickly become and remain active members, and they become active recruiters of new members, and active nurturers of existing members.

A Constitution is not an easy document to read or understand for the average Board member. However, it is a legal document giving direction to the Board and CEO (or senior paid staff position): therefore a concerted effort should be made for whole-Board discussion on the legal status, role, structure and content of the Constitution.

Governance Kit 2: Partnership Relationships

Partnership Relationships – linking policies with improved work practices at governance, management and operational levels of activity

This Kit addresses the increasing practice in the nonprofit sector for independent and autonomous organisations choosing – or being required – to work closely with other independent and autonomous organisations to undertake a collaborative project.

The purpose of a partnership relationship can be different or additional to, but compatible with, the purpose of each party in the partnership.