Successful Submission Writing – for Business and Nonprofits, 3rd Edition (Jean Roberts, 2009), published by Wilkinson Publishing of Melbourne, Australia

The focus of this book is the person or group writing the submission or grant application – and offers a 10-step model for successful submission

This 3rd Edition provides greater depth to each of the 10 Steps and 9 worksheets – consequently expanding your potential to:

• improve your strike/success rate with submissions, grant applications, proposals, estimates, quotes and tenders,
• reduce the costs associated with preparing these documents,
• contribute to the skills associated with preparing these documents being readily acknowledged as core business competencies,
• assist government departments, and philanthropic trusts and foundations, in inviting and assessing submissions, proposals and tenders, and
• assist commercial and nonprofit organisations in preparing to outsource.

The 10-Step Model of Successful Submission Writing clearly places development of the project plan ahead of completing the application form.

Your submission needs to be a positive, powerful and persuasive marketing tool:

• as well as being the vehicle for your project proposal, the submission document should present a positive, powerful and persuasive case for your company or organisation.
• it therefore has the potential to be both a marketing and educational document, informing the assessors of the uniqueness and strength of your company or organisation, the benefits for them in accepting your project, and expressing readiness to enter into negotiations prior to signing the contract and commencing the project.

A successful submission is one that not only wins the money or contract, but also ensures that you will be able to satisfactorily fulfil the contract – and complete the submission project.

Contents

Chapter 1 – What is a Submission?
Chapter 2 – Introduction to the 10-Step Model of Successful Submission Writing
Chapter 3 – Step 1 – Organisational Analysis
Chapter 4 – Step 2 – Assessment of Needs and Identification of Resources
Chapter 5 – Step 3 – Drawing Out Areas for Potential Action
Chapter 6 – Step 4 – Locating and Assessing Support, Funding, Sponsorship and Examining their Criteria
Chapter 7 – Step 5 – Conceptual Development of Your Potential Action Application of Criteria, and Management of Change
Chapter 8 – Step 6 – Development Aim, Key and Specific Objectives, and Detailed Costing, Budgeting and Scheduling
Chapter 9 – Step 7 – Development of Evaluation and Review Procedures
Chapter 10 – Step 8 – Writing and Presenting the Submission
Chapter 11 – Step 9 – Obtaining the Sponsor’s Approval
Chapter 12 – Step 10 – Implementing the Action, and Evaluation and Review
Chapter 13 – Back to your Organisational Analysis
Chapter 14 – Where to From Here?
Chapter 15 – Nine Submission Writing Worksheets

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Committee-itis - a light-hearted look at the pitfalls and pleasures of sitting on a committee

Despite the best intentions of its members, a committee can easily fall victim to the dreaded committee-itis virus.

This illness can invade the body of a committee – or the body of a member of a committee. This book examines a wide range of committees – including kindergartens, schools, youth groups, body corporates, workplaces, communities, community organisations.

Do any of these symptoms sound familiar?

• debilitated decision-making
• anaesthetised into dozing patterns
• assuming thoughtful poses to camouflage confusion
• offering lengthy explanations lacking common sense
• over-committee’d

Fortunately, preventative medicine is available. Hilariously tongue-in-cheek, Committee-itis offers suggestions to strengthen your committee’s immune system against such infections as rash decisions, outbreaks of resistance, fatigue or street.

Committee-itis de-mystifies committee dynamics and procedures, offers diagnoses and examines a range of remedies and survival strategies. It then moves on to explain various infection-avoidance techniques.  (Co-authored with Hazel Edwards)

Contents

Introduction to Committee-itis
What is this plague-like problem?
And the environment that attracts this virus?

Chapter 1 – Symptoms – What is it?
Chapter 2 – Diagnosis – How to recognise it
Chapter 3 – Remedies – How to deal with it once you recognise it
Chapter 4 – Virus avoidance
Chapter 5 – Scenarios and Activities
Chapter 6 – How to’s

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Committee Members

A ‘how-to’ and ‘how-not-to’ for those who join the community of a club, association, council or other nonprofit organisation

Billions of dollars are raised, managed, administered and spent in the nonprofit sector in Australia.

This book is a guide to the role and responsibilities of the voluntary committee or board in delivering services to members, service-users and the wider community. It looks at why anyone would accept a voluntary management position – particularly at a time when money is hard to find and community needs are escalating.

Despite all the hassles, becoming a committee or board member can be challenging, rewarding and fulfilling.

This book offers a better and easier way to be a member of a voluntary committee or board, and to be a better committee or board. It is not a story book – it is a practical how-to and how-not-to book.

Contents

Chapter 1 – So You’ve Joined the Local Committee!
Chapter 2 – What do we mean by Voluntary Management
Chapter 3 – A Tour through the Voluntary Management World
Chapter 4 – Some of the ‘Myths’ in the Voluntary Management World
Chapter 5 – War and Peace in the Voluntary Management World
Chapter 6 – ‘Tools’ of War and Peace
Chapter 7 – Key Players
Chapter 8 – The Continuing ‘Life-cycle’
Chapter 9 – Current External Influences
Chapter 10 – Key Factors
Chapter 11 – Formula for Effectiveness and Efficiency
Chapter 12 – Role and Responsibilities
Chapter 13 – Demarcation between Management and Operation
Chapter 14 – Helpful Hints for Heroic Survival!

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Competitive Tendering

How to write a competitive tender

Tendering begins with a healthy appreciation of the concept and practice of outsourcing.

A successful tender is one that not only wins the job, but also ensures that the project offered in the tender is followed through to a successful conclusion.

Some ideas to use competitive tendering cleverly:

Three questions to ask your organisation:

• Are you using your existing and available resources (including people) as well and as effectively as possible?
• What are you doing with what you’ve got, what you know and who you are?
• What can you offer or do that is different, better and of greater value than any other service-provider?

If you know the answers to these questions, you are well positioned to use competitive tendering cleverly

Tendering is a core business activity and growth strategy. It should be a natural follow-on from your strategic and business plans.

Don’t flinch at the prospect of competitive tendering. The business of winning opportunities and contracts has always been competitive in that there has never been possible for every offer to be accepted: if your organisation has won a tender, others have to go without or with less.

Separate the tender project from the tender document. Tendering begins by carefully reading the tender brief and continues with sound and appropriate project planning, costing, budgeting and scheduling. Only then do you start to think about completing the tender document.

Contents

Common concerns about Competitive Tendering
Task List for Preparing a Competitive Tender

Section 1 What’s it all about?
Chapter 1 What is a tender?
Chapter 2 Key perspectives
Chapter 3 Skills involved in tendering
Chapter 4 Locating tendering opportunities

Section 2 The Tender Brief
Chapter 5 Reading and writing a Tender brief
Chapter 6 To proceed or not to proceed

Section 3 The Tender Project
Chapter 7 Organisational analysis
Chapter 8 Tender project development
Chapter 9 Costing, budgeting and scheduling
Chapter 10 Monitoring, reviewing, evaluating
Chapter 11 Multi-project management and monitoring system
Chapter 12 Tender project management

Section 4 The Tender Document
Chapter 13 Writing the tender document
Chapter 14 Lodging the tender document
Chapter 15 Selection/assessment process
Chapter 16 Negotiation with the tender caller

Section 5 Implementing the Tender Project
Chapter 17 Project management
Chapter 18 Post-project review of your organisation

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The Left and Right Brain Business

Linking organisational effectiveness with individual job satisfaction

It’s easy to be confused by other people’s behaviour. It’s just as easy to be confused by your own. We can all look back across a number of years and recall particular occasions and relationships where we wish things had worked out differently or better. Or we can wonder why, at other times, everything seemed to go so well, almost without any effort on our part.

Have you wondered why some personal, work and business relationships are more effective or enjoyable than others? Have you noticed that it seems easier to communicate with some people than with others? Are you more comfortable with some people’s behaviour than others? Have there been occasions when you wished you had handled a situation differently or better? This book has the potential to help you to understand and appreciate the similarities and dissimilarities that you feel and notice in your own and other’s natural values, attitudes and behaviours.

As you read, you will understand and accept that some people think and act differently to you. You’ll think about why they do and realise that it doesn’t have a lot to do with inadequacies on your part. You’ll then be able to think more positively and clearly about managing problems, creating opportunities, accepting challenges and making choices. Understanding how you and other people think, feel, act and react plays a key role in improving any kind of relationship… business, personal or social.

Contents

Section 1 – Introduction to Left-brain and Right-brain Orientation

Chapter 1 – Introducing orientation
Chapter 2 – Applying orientation to business effectiveness
Chapter 3 – The Two Hemispheres of the Brain

Section 2 – Applying orientation to a variety of core business skills and responsibilities

Chapter 4 – Orientation as Business Brainpower
Chapter 5 – Application to Business Skills
Chapter 6 – Applying orientation to business relationships

Section 3 – Applying orientation to individuals, teams and groups

Chapter 7 – The Challenge for a Team Leader
Chapter 8 – Orientation and the Chief Executive Officer
Chapter 9 – Orientation and the Small Business Owner-Manager
Chapter 10 – The Business of Selling and Buying
Chapter 11 – Training and Development

Section 4 – Exiting the book

Chapter 12 – Unwise and Unfair Generalisations
Chapter13 – The 7 steps to follow as you exit this book

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Riding the Waves of Community Development in Australia

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

Looking back to the 1970s, many community-based initiatives grew into informal groups, and many more into legal entities. A lot of time was given to writing submissions to attract funds from governments, foundations, trusts and corporations to support community initiatives. And the greater the need, the more chance there was of attracting funds.

Then, in the 1980s, the focus of submission-based funding moved from inputs to ‘outputs’. This meant that community groups needed to emphasise the new or improved services or programs that would be possible with the funds being sought – rather than the nature and extent of need.

In the 1990s, came ‘Re-inventing’ of government – the purchaser/provider relationship’ at local, state and commonwealth levels of government. The focus of submission-based funding moved from ‘outputs’ to ‘outcomes’ – and to measurable outcomes.

And now – in the first decade of the 21st Century – community development has moved from justifying inputs, through designing and sustaining outputs to being accountable for achieving measurable outcomes.

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.

Contents

Introductory Chapter
Definitions and descriptions associated with the title
Chapter 1 – The three major components in community development: People, tasks and environment
Chapter 2 - People – human factors that impact on the people involved with or affected by community development, eg cultures, traditions, choices, language, expectations, lifestyles
Chapter 3 – Tasks – task analysis of community development, eg exactly what is involved?
Chapter 4 – Environment – a variety of community development environments, eg planned, imposed, organic, accidental, crisis, desperation, innovation
Chapter 5 - Impact of a variety of waves on people, tasks and environments
Chapter 6 – Concepts and theories that can guide practical action plans to help
us understand, respect and capitalise on a variety of waves
Chapter 7 - Reflections and thoughts for community development into the future

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Managing Governance in Nonprofit Organisations in Australia

Managing Governance in Nonprofit Organisations in Australia – includes a CD ROM with more than 500 pages of practical checklists and tools and all 44 of Jean’s Library of Issue Papers

This book and CD introduces the © Jean Roberts Governance Framework, 29 Building Blocks and 44 Units, developed by the author through 30 years of active involvement with the Australian nonprofit sector. Each Building Block is a critical success factor which, if not functioning or operating to the desired level of quality, effectiveness and performance, may place an organisation at risk.

Socrates said that ‘the unexamined life is not worth living’ and we can apply that to governance. Failure to examine and define governance and management ensures lack of appreciation and clarity, inadequate structures and consistently low levels of effectiveness, efficiencies and individual job satisfaction for the men and women working in paid and unpaid positions within the organisation. This book examines governance in the nonprofit sector – the history, current practice and future challenges – to be undertaken by men and women from all walks of life in most of the 700,000+ nonprofit organisations that currently exist in Australia.

The CD contains the equivalent to 500+ pages of tools, checklists and drafts. Each Building Block consists of 1 or more Units – a rich resource for both students and practitioners.

Contents

About the Book and CD ROM
Definitions
Preface
What is governance?
Why should the Board of a nonprofit organisation in Australia - however incorporated or registered – bother to manage governance?
The Nonprofit Sector
Overview of the not-for-profit sector
Organisational models
The human side of governance
Introducing the Jean Roberts Governance Framework©

Building Blocks
Table 1 – 29 Building Blocks
Table 2 – 44 Units
Exploring the Jean Roberts Governance Framework© from a number of key perspectives
Parable
The Issue of Conflict
Conflict of interest among Board Members
Conflict within the organisation

CD-ROM (includes over 500 pages of content)

Introduction
Board and CEO
Table 3 – relevant Units are shown against each of the 29 Building Blocks

Your perspective:
A new service-user
A new member of the association, company limited by shares or guarantee, or cooperative
A new Board member
A new sub-committee member
A person considering accepting the position of CEO
A new staff member
A new volunteer
A potential competitor
A funding body

29 Building blocks
44 Units
Definitions

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Governance Kit No. 3 Personal responsibilities of nonprofit Board Members

Personal responsibilities of nonprofit Board Members – including code of conduct, conflict of interest, confidentiality, and loyalty to the organisation’s purpose

This Kit focuses on the individual Board or Committee member – whether office bearer or ordinary member. The message is that each Board member is responsible for her/his words, conduct and behaviour as a Board member: and this responsibility is legal as well as moral, ethical and social.

Nonprofit Board membership is similar to for-profit Board membership in relation to the nature and extent of responsibility. The language is different, as are the structure and processes: however, the risks are similar, as is the need for careful attention and diligent behaviour.

This Kit considers a nonprofit Board member’s responsibilities from a number of perspectives:

• a person considering whether to nominate or accept nomination for Board membership for the first time,
• an existing Board member facing the option to seek a further term on the Board, and
• a Board planning to promote Board membership to its membership base prior to the Annual General Meeting.

One important recommendation for each Board member is to keep a journal in which to record their contribution to Board discussions and decisions.

Contents

Overview
Incorporation
Legal duties
Legal responsibilities
A watershed in Australia
Section 1: Personal responsibilities of a nonprofit Board Member
The cause
Information
Language
Workload
Change
Board meetings
Desirable qualities and skills of a Board member
Three motivations
Board-endorsed Code of Conduct as an internal standard
Reflection Worksheet No. 1
Board-endorsed Procedure for making complex decisions
Reflection Worksheet No. 2
Board-endorsed policy on policy-making
Reflection Worksheet No. 3
Board-endorsed governance policies, procedures and work practices
Reflection Worksheet No. 4
A personal journal that is the property of the Board member
Reflection Worksheet No. 5

Section 2: Board Talk
Board Talk – six categories
Communication
Information
Language
Critical thinking and strategic discussion
Reflection Worksheet 6

Section 3: Board Style
Crisis, Re-active and Proactive Management
Reflection Worksheet 7

Section 4: The Human Side of Governance
Frustrations
Suggestions to lighten up a Board meeting
Meetings Checklist
Reflection Worksheet No. 8

Section 5: Board loyalty to the Organisation’s Purpose
Constitution
Annual General Meeting and annual Report
Service Delivery – best possible experience for service-users
Critical Success Factors
Performance Indicators
Reflection Worksheet No. 9

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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.
Starting with a clear definition of a partnership relationship, the Kit:

• presents a nine-stage process for a nonprofit organisation to consider options for a partnership relationship,
• explains the importance of relevant policies, procedures, protocols and work practices to guide and protect the partnership, and
• presents a discussion worksheet for each Section to assist with internal discussion.

Partnership relationships can be designed for short-term and long-term projects – often for a three to five year period. Agreeing to form or join a partnership relationship is in itself a time-consuming activity.

Contents

Overview
Section 1: Introduction to a Partnership Relationship
What is a Partnership Relationship?
How does a Partnership Relationship begin?
Why join a Partnership Relationship?
What is Networking?
Discussion Worksheet No. 1: How active is our organisation now in partnerships and networking?

Section 2: 9-stages in establishing an effective Partnership Relationship
Stage 1 – Catalyst for considering a Partnership Relationship
Stage 2 – Gap analysis
Stage 3 – Initial exploration
Stage 4 – Make an early decision whether to proceed with actions to form or join a Partnership Relationship
Stage 5 – Internal analysis
Stage 6 – Identify and consider potential partners
Stage 7 – Initiate or participate in preliminary discussions
Stage 8 – Representatives of each participating organisation collectively consider the manner in which the partnership relationship will operate – in practical terms
Joint initiatives between commercial and nonprofit organisations
Stage 9 – Re-visit your decision to proceed
Discussion Worksheet No. 2: Review of each of the 9 Stages

Section 3: Structural change that may be appropriate in a Partnership Relationship Merger
Amalgamation
Strategic Alliance
Service Network
Shared Service Cooperative
Discussion Worksheet 3: Review of the need and options for structural change

Section 4: The Governance role in a nonprofit organisation – the role of the board
The board’s responsibilities and accountabilities as the governing body
The legal responsibilities of the board
The legal duties of board members
Power and authority vested in the position of Board member and in the board as a whole
Ethical responsibilities of board members
Conflict of interest
Discussion Worksheet 4: The role of the board as governing body 30

Section 5: Relationship between Governance, Management and Operation
Separation of organisation from service
The position of CEO is the critical link between the organisation and the service.
External funding of the organisation for provision of services
Outline of the relationship between Governance, Management and Operation
Discussion Worksheet No. 5: Governance, Management and Operation

Section 6: Policies, procedures, work practices and protocols
Introduction to policy
The process of developing new policies and procedures
Linking policies with improved work practices relating to partnership relationships
Performance indicators to link policies with improved work practices
Introducing protocols in a partnership relationship
Discussion Worksheet No. 6: Policies, procedures, work practices and protocols

Section 7: Partnership Management
Treating a partnership as a project
The role of ‘Project Manager’ for the partnership
The Responsibility matrix – a useful tool for partnership management
Discussion Worksheet No. 7: Partnership Management

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Governance Kit 1: clarifying the roles and responsibilities of nonprofit Board Members, and self-appraisal of their performance

Clarifying the roles and responsibilities of nonprofit Board Members,
and self-appraisal of their performance

This Governance Kit, the first in a series of three, clarifies the roles and responsibilities of non-profit Board Members and enables the self-appraisal of their performance.

Full notes and worksheets, with four alternatives offered and explained to guide Board/Committee members in appraising their own performance as the governing body.

Contents

Section 1: An overview of a nonprofit organisation as a legal entity
Why are nonprofit organisations incorporated?
Outline of relationship between Governance, Management and Operation Constitution
Discussion Worksheet 1: Familiarity with our Constitution

Section 2: What is this thing called ‘Governance?’
Practical interpretation of governance
Board’s accountabilities as the governing body
Legal responsibilities of the Board
Legal duties of Board members
Power and authority vested in the position of Board member and in the Board as a whole
Ethical responsibilities of Board members
Conflict of Interest
Discussion Worksheet 2: Familiarity and comfort with Governance

Section 3: How does Management differ from Governance?
Position of CEO is a professional career position
CEO’s relationship with the Board
CEO as the link between Governance and Management
Discussion Worksheet 3: Relationship between Governance and Management

Section 4: Roles and Responsibilities of the Governing Body
The Board’s role
The Board’s responsibilities
The Board’s accountabilities
Board Member functions
Board functions
Board decision-making
Board Member effectiveness
Executive roles of the Board
Ordinary Board Member role

Section 5: Board meetings
General comment on minutes and agenda

Section 6: Board Self-appraisal
Board Member Job Satisfaction
Effective Board self-appraisal
Option 1: Board Member Recruitment and Orientation Checklist
Discussion Worksheet 4: for Option 1
Option 2: Board Structure and Process Performance Indicators and Objectives
Discussion Worksheet 5: for Option 2
Option 3: Relevant Governance and Management Standards
Discussion Worksheet 6: for Option 3
Option 4: Board Members’ Checklist
Discussion Worksheet 7: for Option 4

Reporting on the value of your Board’s performance in your Annual Report

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