On 21 November, grassroots organisations will come together for the Power of Community Conference — and you’re invited.

The Power of Community Conference celebrates and builds on the impact our community organisations are having across Queensland. Grassroots organisations have a long history of bringing about positive social change, connecting people and building stronger, more resilient communities.

To celebrate this, and as part of its 25th anniversary celebrations, the Queensland Government’s Gambling Community Benefit Fund (GCBF) and QUT’s Australian Centre for Philanthropy and Nonprofit Studies (ACPNS) are partnering to present the 2019 Power of Community Conference.

With a focus on creating change at a local level, the program will be a combination of presentations from nonprofit experts, including the importance of storytelling, how to attract grants, when and how to innovate and the importance of resilience and wellbeing and hands-on roundtables and workshops on four key areas including marketing, fundraising, volunteer management and governance.

The day will include

• Inspiring presentations by nonprofit leaders who are experts in their fields
• Interactive roundtables aimed at sharpening your communication and storytelling skills
• Workshops designed to build your skills in marketing, fundraising, volunteer management and governance
• Real-world, practical strategies and advice you can put into practice immediately
• Networking opportunities with like-minded colleagues and sector leaders
• Entry to a prize draw where the winner receives one-on-one mentoring from nonprofit experts
• Access to organisations and businesses supporting nonprofits via the expo which will be running between sessions
• Continued engagement post the conference with webinar series.

The cost to attend this full-day event is just $47 per person. Only one person per organisation is invited to attend. This will allow a variety of organisations to attend and provides a great networking opportunity.

To read more, visit the website

If you’re ready to book, visit the registration page

We are delighted to share that our good friend and ACPNS Advisory Board Member from its foundation, John Emerson recently received an oration.

Commission Robert Fitzgerald delivered the John Emerson AM oration on the 7^th of August in honour of John Emerson AM’s dedicated service to clients and community and his retirement from legal practice. Robert also spoke on the topic Lawyers and their influence under the public spotlight’ – Will Royal Commissions and community expectations change legal practice?. He was a Commissioner on the Royal Commission into Institutional Responses to Child Sexual Abuse, a Productivity Commissioner since 2004 and inaugural Chair of the ACNC Advisory Board. The Oration was chaired by Jennifer Batrouney QC, Chair of the Law Council’s Not-for-Profit and Legal Practice and Charities Committee.

Both John and Robert served with distinction on the Advisory Board of ACPNS over many years and gave freely of their time and talents to guide the development of the Centre, its researchers and students. They were both at the heart of a thought-provoking address about some of the most important issues facing the social licence of Australian charities and their advisors.

John Emerson is recognised Australia-wide as an expert in the tax laws applicable to charities and until recently headed the Herbert Smith Freehill’s Charity Law practice. John was the pro bono partner at the Melbourne office which pioneered such activities which are now commonplace for large law firms. John was also a member of the Board of Taxation and a number of other legal and public sector committees that are active in charity tax and pro bono areas. John is a Member of the Order of Australia (AM) ‘for services to law and to the community, particularly through the provision of advice to charities and not-for-profit organisations and the development of public administration reform to encourage philanthropy in Australia’.

The oration can be streamed from: http://www.claanz.org.au/john-emerson-oration

The Outstanding Alumni Awards recognises graduates of QUT and its predecessor institutions for exceptional professional achievements and contributions to the community.

ACPNS is extremely proud to announce the 2019 Business School Faculty winner is ACPNS alumna, Caitriona Fay!

A passionate advocate for social investment and leader in the philanthropy, financial services and nonprofit sectors, Caitriona (Cat) Fay obtained her Graduate Certificate in Business (Philanthropy and Nonprofit Studies) from QUT in 2013. She is General Manager, Community and Social Investments, with Perpetual Ltd, one of Australia’s oldest financial services companies and one of the largest managers of philanthropic funds.

Cat currently oversees investments of $4.1 billion in community funds across philanthropy, nonprofit organisations and Native Title Trusts. Under her management, Perpetual’s philanthropy clients distribute more than $100 million annually through philanthropic trusts, estates, and endowments.

More fast facts about Caitriona:

• An estimate of grants funding overseen at The Ian Potter Foundation – $200M in distributions
• An estimate of grants funding overseen at Perpetual – $500M in distributions by clients
• Approximately 3,500 grants made to organisations working across the charity sector
• $1bn in organic business growth (FuA) over the past three year
• Overseen the growth of Perpetual’s philanthropic business from 600 philanthropic trusts and endowments to approximately 1,100 over the past five years.

Want to find out more about Cat and her outstanding achievements in the sector to date? Listen to Cat’s Podcast here, which includes great tips on entering the philanthropy and nonprofit sector.Cat is also our special guest speaker at this year’s FIA/ACPNS Alumni Anniversary Breakfast scheduled for Tues 12 Nov. For more info about this event, email acpns@qut.edu.au

We offer our warm congratulations to Cat for this tribute – a worthy winner. Caitriona, a 2013 graduate has had an impact on the strategic workings of philanthropy and nonprofits in Australia and beyond at a relatively young age. She has been an honest and respected voice and led work in large and emerging issues such as digital impacts, Indigenous matters, and trust in institutions, philanthropy’s role in democracy.

QUT has now announced all Faculty winners to be honoured at the university’s 2019 Outstanding Alumni Awards ceremony this month.

The six Faculty winners will be celebrated at the Outstanding Alumni Awards dinner on Thursday 22 August at the Brisbane Convention & Exhibition Centre. Also at the event, the QUT Outstanding Alumnus of the Year and Outstanding Young Alumnus of the Year will be announced.

For more information on the Awards, 2019 nominees and 2018 winners, please visit the Outstanding Alumni Awards.

This week, Dr Ruth Knight from the ACPNS shared her thoughts about accountability, measuring outcomes, and asking the right questions with Tom Allen from Impact Boom. Each week Tom asks a different community leader to share their ideas, initiatives, insights and inspiration for how we can create positive social impact in our own communities, and then he shares these insights with Impact Boom’s global community.

In this interview Ruth highlights there has been much change over the last twenty years in the nonprofit sector, with evidence of impact becoming increasingly important to their supporters. This has changed the playing field for nonprofits and social enterprises, who must now place greater emphasis on justifying that they truly are making positive impacts in their communities.

Ruth and the ACPNS are playing a big role in helping social enterprises to provide this information to interested parties. As she states, ACPNS uses education to work with sector leaders to build their capacity and capability within the sector; as well as research to examine trends and predict what will be needed to help the sector thrive and flourish as we move into the future. Ruth herself, being a social enterprise lecturer and researcher encourages social entrepreneurs to ask the right questions to ensure that the right solutions to social problems are reached.

Read the article or listen to the podcast

The semester is now in full swing with assessments due, lectures to attend, and friendly new faces from the mid-year intake.

On Friday 28^th June we welcomed our mid-year intake for their Orientation Day where new students took part in team building activities, familiarised themselves with QUT systems and learned more about what to expect from the course.

We loved welcoming this passionate and inspiring group of students and look forward to learning more about their aspirations as the weeks go by.

The new students then joined the rest of our cohort for the intensive weekend where they took part in the first lecture for teaching periods four and five.

Our scholarship and bursary processes are now well underway and we thank those who have contributed to helping us shape these leaders of the sector. Congratulations to all have applied and we will be in contact soon.

Give our new students a wave if you see them around campus!

On Friday 28^th June we celebrated the achievements of our 2018 cohorts of the Master of Business and Graduate Certificate in Philanthropy and Nonprofit Studies at our annual Prize Night.

Students, alumni and their families joined faculty and industry to celebrate the achievements of this fantastic group of change-makers and recognise those who achieved exceptional results.

This night would not have been possible without the generous support of our prize sponsors whose contributions we are so grateful for.

The course prizes and their recipients were:

McCullough Robertson Prize for best overall performance in the Master of Business — Rizka Astari

Board Matters Prize for best overall performance in the Graduate Certificate — Leanne Butterworth

Morag Hocknull Inaugural Alumni President’s Perpetual Prize — Catherine Williams

The unit prizes and their recipients were:

Directors Australia Prize for best academic result in GSN481 — Leanne Butterworth

Purpose at Work Prize for best academic result in GSN483— Leanne Butterworth

ACPNS Alumni Chapter Prize for best academic result in GSN484 — Sarah Barrett

Neumann & Turnour Lawyers Prize for best academic result in GSN485 — Leanne Butterworth

BDO Prize for best academic result in GSN486 — Leanne Butterworth

Windsor Group Prize for best academic result in GSN487 — Leanne Butterworth

AskRIGHT Prize for best academic result in GSN488 — Leanne Butterworth

Strategic Grants Prize for best academic result in GSN489 — Leanne Butterworth

Congratulations to all of the prize recipients and thank you again to our prize sponsors.

We are already enormously proud of the achievements of our 2019 cohorts and look forward to celebrating them next year.

Thank you to ACPNS Researcher, Dr Ruth Knight for this article.

What is workplace stress?

Most teams experience some stress and change at work. Sometimes a stress response can be an appropriate, even beneficial reaction. Associate Professor Daniela Kaufer suggests short-lived stress can improve alertness and performance and boost memory (Jaret, 2015). However, when stress is excessive, too frequent, or overwhelming it affects a person’s ability to think and perform their job well, because they are in survival mode. Chronic or toxic stress very quickly not only affects a person’s mental health, but their physical health and overall wellbeing.

Stress is a response that occurs in the brain. Whilst our brain has an amazing ability to change and adapt (look up neuroplasticity), leaders need to ensure the right conditions to help team members be less reactive and able to stay calm when faced with stressful or complex challenges. The aim should be to help people be resilient and open to change, because then they are more likely to remain highly engaged and satisfied with their work.

Whilst there are many different factors that can cause a stress response, ‘change’ is a very common trigger. Leaders should be very alert to the signs of people feeling stressed if people are being asked to change what they do or how they work, or if there is a lot of change going on at work.

How big is the issue and what is the cost?

Based on an analysis of Australian workers’ compensation claims considered ‘serious’ and lodged in 2016-2017, Safe Work Australia (Safe Work Australia, 2018) report around over 6,500 claims were linked to work-related stress or mental stress. The cost for individuals and employers is staggering as many people have to take a lengthy time off work to recover, it affects their physical and mental wellbeing and functioning. There is also often a direct cost for those employees that suffer from stress, with the median cost for these compensation claims being $28,400 in 2015-16.

It has been suggested that employee’s self-efficacy, energy, motivation to perform efficiently and work efficiently, decreases with increased levels of stress and they are more likely to leave their job if they do not feel they can manage workplace stress (Colligan & Higgins, 2006). Therefore presenteeism, absenteeism and turnover due to stress is most likely cost the economy billions of dollars a year.

Do leaders have a duty of care?

Yes. ‘Health’ is defined in the Work Health and Safety Act 2011 (WHS Act) as both physical and psychological health. Safeguarding the health, welfare and human rights of employees when we design and manage our workplace is a legal obligation so all leaders have a duty of care to ensure that stress does not harmfully affect employee performance. Like all workplace health and safety risks, leaders of teams have a duty of care to identify the areas within the workplace that are likely to cause stress, assess and control the risks, and also review the controls and their effectiveness.

While we cannot avoid all stress and change, leaders do have a role and responsibility to help their team members prevent and manage work-related mental stress. Getting to know team members well, and staying alert to signs of stress, is critical. However, providing early support for employees and helping them to develop resilience has the best outcomes.

Ways leaders can help their team

While there are many different ways leaders can help and support their team, I want to review three team resilience strategies that neuroscientists and researchers suggest: curate positive experiences; create psychological safety and communicate the value of generosity. 

Curate positive connections and experiences

Research by Ogbonnaya, Tillman and Gonzalez (2018) suggests that when team members feel positive about the team, and feel supported, this improves the quality of employees’ functioning at work. Positive experiences of the team can also improve employees’ sense of attachment towards the organisation, suggesting that even during times of stress, employee turnover can be minimised.

In the book Resilient: how to grow an unshakable core of calm, strength, and happiness (Hanson & Hanson, 2018), Rick Hanson explains that any kind of team work involves an opportunity for your brain to develop its neural structure or function. Experiences processed in the brain and remembered, become ways we interpret and think about future experiences. This can either be a good or bad thing, depending on what our experience was, how often it occurred and what we learnt from it.

An example is how we perceive others we work with in our team. If an experience with a colleague is respectful, kind, encouraging and helpful, this will affect your attitudes and perceptions of that person. The more similar experiences, the more likely your perception of them becomes embedded and you will act respectfully and helpfully towards them. If you have enough of those experiences you begin to internalise that working with this person is safe and satisfying. Imagine working with that person on a tough assignment, or on a complex challenge, or a difficult project? It is highly likely that because of your experience of your colleague being respectful, encouraging and helpful, you will be calmer, listen and share your thoughts more effectively, experience higher morale and learn more during the process.

When a team is going through stress and change Hansen suggests that leaders should help the team become much more conscious of positive experiences within the team, so that these positive memories register in emotional memory. He says that more attention needs to be given to positive expectations about oneself, others, and the future. This is the legitimate basis of “verified optimism”. This results in team members becoming happier through having repeated experiences of positive connection and safety, which gets encoded – installed – into the brain. Hansen reiterates that without installation, there is no learning, no change: in effect, the experience is wasted on the brain. Leaders must bring skilful attention to installing these experiences in the groups’ collective and shared consciousness, so that these experiences have enduring benefit for individuals and the group.

As an example, imagine a team leader who wanted to change the way his/her team members thought about and talked to each other about fundraising. Typically in this team fundraising had been seen as an awkward and uncomfortable topic, and something to be avoided by the team as it was the fundraisers job, not theirs. The team leader decided to start talking to the team about how the funds generated from fundraising were making a difference to their workplace and their clients’ lives. Every time to the team met at team meetings, supervision or other practice meetings, the team leader asked about how the results of fundraising made the team feel. The team leader consistently created a positive narrative for the team members, and eventually the team started to offer stories of how raising funds for the organisation had made a real impact.  Once the team had experienced and heard repeated positive connections between what fundraising was, and what it achieved, the team members felt safer about the idea, that fundraising was something they could all support. Together they discussed some changes that needed to occur to improve their confidence and skills in relation to fundraising and asking people to support the organisation as donors. They decided voluntarily to become donors themselves so they could comfortably share with their friends and family how important donations were, and they started to think about new and innovative services for their clients that needed funding. This consistent narrative transformed the culture within the team, it helped the team embrace, not fear the changes that were needed. In addition, it supported the team to reduce the stress surrounding the challenges of seeking and securing new funders and donors. It helped the team think more creatively about working alongside the fundraising team, and working together to achieve their goals.

Create and foster psychological safety

Given that much of the work at Google is done collaboratively by teams, Google researchers conducted a study to answer the question: “What makes a team effective?” They discovered how teams worked together was the important factor and particularly what stood out was a team culture characterised by psychological safety. This refers to an individual’s perception of the consequences of taking an interpersonal risk. Do they believe it is safe in that team to take risks without being seen as ignorant, incompetent, negative, or disruptive?

It takes many learning experiences for a person to gain psychological safety within a team. They must experience (time and time again) people’s respect and understanding when they work together on a challenge or a stressful experience. Researcher Amy Edmondson, author of the book The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth (Edmondson, 2018), defines psychological safety as a shared belief held by members of a team that the team is safe for interpersonal risk-taking. She suggests that once a team feels psychologically safe their brain allows them to engage more easily in behaviours such as seeking feedback, asking for help, speaking up about concerns or mistakes, and sharing ideas. Positive experiences allow the team to feel safe about sharing when they are stressed, feel uncertain about change or feel vulnerable. If the team can share these thoughts and emotions, it leads to a supportive culture and increased team performance.

In her TEDx talk called ‘Building a psychologically safe workplace’, Edmondson offers three simple steps individuals can take to foster team psychological safety:

• Frame work as a learning problem, not an execution problem.
• Acknowledge your own fallibility.
• Model curiosity and ask lots of questions.

Psychological safety involves feeling sure that we will not be punished nor negatively judged for mistakes or failures or for challenging the status quo. But this isn’t easy, we have to feel confident there will be no blame and criticism when sharing ideas or speaking up. Researcher and author of Dare to Lead (Brown, 2018), Brene Brown suggests this blame is often at odds with vulnerability, an attribute that powerfully helps people cope with stress and become resilient. Brown suggests listening, staying curious, being honest, and keeping confidences help build team respect and trust, the attributes of high performing teams.

Research conducted by Ang, Uthaman, Ayre, Lim, & Lopez (2018) confirmed that the degree of resilience can determine job satisfaction and staff retention. They identified that there were found key factors that supported the nurses in their study to be resilient. They identified that religion and faith helps to build resilience; and having the support of others is important in overcoming work‐related stress and being able to perform duties despite adversities. They conclude that building resilience is important to improve and sustain healthy and effective functioning of employees but resilience is a dynamic process that develops over time so psychosocial support from managers may be a crucial protective factor for employees with stressful jobs.

To foster a culture that values psychological safety, The Greater Good Science Centre  suggests that leaders should begin training their team members to gain the skills of non-judgemental talking and accurate non-judgemental listening. At team meetings, in the lunch room and whenever you connect with others during the day, team members need to replace (often unconscious) negativity and blame, with (conscious) curiosity and acceptance. Ask your team to trial this every day for a few weeks then share with each other what they’ve learnt, how they’ve felt and how it has impacted on their team relationships and ability to cope with stress and change.

Communicate the value of generosity

You might not immediately relate the virtue generosity with managing stress and becoming resilient. Yet there is research that has made the link. It appears that people who make generous choices report more self-reported happiness, and Gur (2017) conducted some studies to establish that generosity at work, especially when done genuinely from the heart, could promote a prosocial workplace climate and make the atmosphere more enjoyable and the work less stressful. This means that generosity can reduce the stress people experience, which then supports them to continue helping each other and maintain the prosocial climate of their team.

When stress affects individuals it can lower trust within the team. Stress can trigger fight-or-flight behaviour characterised by increased anxiety, which can ultimately affect social decision-making. Generosity can counteract this, so sharing information, showing emotional and physical support, communicating understanding during meetings, and showing gratitude towards colleagues, might be ways to help people feel calmer during times of change, and make better decisions.

A word of caution – generosity appears to work best before a team experiences toxic stress. If stress is already overwhelming an individual or team and they are unable to benefit from generosity because of poor trust and self-interested group dynamics, a leader may find that generous acts do not have the ability to significantly reduce the stress and additional strategies may be needed.

Most teams however are likely to benefit from generosity. Leaders can start promoting generosity by modelling transparency, communicating frequently, giving timely and constructive feedback, making fair decisions in the best interests of the team, informally and formally helping the team and supporting them to achieve their goals, being generous (in a genuine and fair way) with praise and encouragement, and building trust and respect within the team.

Generosity is a characteristic, not just an action, however your team will notice all the times that you authentically do something in order to help or support the team. The simplest kind and generous gesture might be all your team members need, to help them become more resilient.

Reflection questions for leaders and teams

1. What are your perceptions of your team? Do you have strong psychological safety?
2. How can you purposefully create new positive experiences and attitudes about how the team manages stress?
3. How do you demonstrate and promote generosity within the team?
4. Is building resilience a top priority for you as a leader? How can you make it a more important conversation and attribute of your team? 

References

Ang, S., Uthaman, T., Ayre, T., Lim, S., & Lopez, V. (2018). A Photovoice study on nurses’ perceptions and experience of resiliency. Journal of Nursing Management. https://doi.org/10.1111/jonm.12702

Brown, B. (2018). Dare to lead : brave work, tough conversations, whole hearts (First edition.). New York: Random House.

Colligan, T., & Higgins, E. (2006). Workplace Stress: Etiology and Consequences. Journal of Workplace Behavioral Health, 21(2), 89–97.

Edmondson, A. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. New York: Wiley & Sons.

Edmondson, A.C. (1999). “Psychological safety and learning behavior in work teams”, Administrative Science Quarterly, Vol. 44 No. 2, pp. 350-383.

Glanville, J., Paxton, P., & Wang, Y. (2016). Social Capital and Generosity: A Multilevel Analysis. Nonprofit and Voluntary Sector Quarterly, 45(3), 526–547.

Gur, S. (2017). Generosity at Work: Generous Identity, Organizational Context, and Organizational Citizenship Behaviors. ProQuest Dissertations Publishing. Retrieved from http://search.proquest.com/docview/1927182049/

Hanson, R., & Hanson, F. (2018). Resilient : how to grow an unshakable core of calm, strength, and happiness (First edition.). New York: Harmony Books.

Jaret, P. (2015, October 20). The Surprising Benefits of Stress. Retrieved from https://greatergood.berkeley.edu/article/item/the_surprising_benefits_of_stress

Kompier, M., & Cooper, C. (1999). Preventing stress, improving productivity : European case studies in the workplace. London; Routledge.

Ogbonnaya, C., Justice Tillman, C., & Gonzalez, K. (2018). Perceived Organizational Support in Health Care: The Importance of Teamwork and Training for Employee Well-Being and Patient Satisfaction. Group & Organization Management, 43(3), 475–503. https://doi.org/10.1177/1059601118767244

Cauwelier, P., Ribière, V. M., Bennet, A. (2016). “Team psychological safety and team learning: a cultural perspective”, The Learning Organization, Vol. 23 Issue: 6, pp.458-468, https://doi.org/10.1108/TLO-05-2016-0029

Safe Work Australia (2018) Australian workers’ compensation statistics 2016-17 Retrieved from: https://www.safeworkaustralia.gov.au/doc/australian-workers-compensation-statistics-2016-17

Van Lange, P., Ouwerkerk, J., & Tazelaar, M. (2002). How to overcome the detrimental effects of noise in social interaction: the benefits of generosity. Journal of Personality and Social Psychology, 82(5), 768–780. https://doi.org/10.1037/0022-3514.82.5.768

Other Links

https://generosityresearch.nd.edu/more-about-the-initiative/what-is-generosity/

FAQs

https://www.mentalhealth.org.uk/a-to-z/s/stress

https://www.safeworkaustralia.gov.au/system/files/documents/1704/infographic-mental-disorders.pdf

https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/

https://rework.withgoogle.com/print/guides/5721312655835136/)

https://greatergood.berkeley.edu/

https://www.comcare.gov.au/__data/assets/pdf_file/0010/137917/02387_RS_IIE_ft_APS_Ch4_v24_HEALTH_SAFETY_AND_WELLBEING_CHAPTER.pdf

[R1]Add link https://en.wikipedia.org/wiki/Neuroplasticity

[R2](link https://youtu.be/LhoLuui9gX8 )

[R3]link https://greatergood.berkeley.edu/

Pic – Col Lynam and President, Narelle Wyvill-Anstey

Thank you to the Southern Star for publishing this article on 6 June, 2019.

Education and community service are at the heart of a new bursary being offered by the Lions Club of Brisbane MacGregor.

President Narelle Wyvill-Anstey and fellow member and QUT alumnus Colin Lynam will present a $3400 scholarship to a deserving QUT Business School — Australian Centre for Philanthropy and Nonprofit Studies (ACPNS) student.

Applications for the inaugural Lions Club of Brisbane Macgregor Community Service Scholarship open on June 3 and close a month later.

“Lions clubs have a strong commitment to and a longstanding tradition of using financial resources from funds raised towards community projects and communities in need,” Mrs Wyvill-Anstey said.

“We hope this scholarship will both inspire and support a person wanting to make a difference in the community sector and more broadly encourage volunteer activity.

“As a teacher and a Lion, I was very keen to promote and support this proposal and saw the great benefit to a student who wants to enrol in this course of study, the benefit to the community at large and to our Lions club which would gain a willing volunteer.

“Volunteering is a practical part of the course requirement. It would be a win-win situation.” The $3400 scholarship will be paid progressively after successful completion of each unit of the Graduate Certificate of Business (Philanthropy and Nonprofit Studies).

Mrs Wyvill-Anstey said if it proved beneficial to all parties and future funding was available, she hoped the partnership with ACPNS will continue.

Find out more about The Brisbane Macgregor Lions Club Community Service Scholarship.

Tea & Buns, a monthly community of practice facilitated by ACPNS, was held again on Thursday 30th May.

Attendees were fortunate enough to hear from three special guests; Sandy Blackburn-Wright – Managing Director of Social Outcomes, Dr Lyn Alderman – Principal of The Evaluators’ Collective, and Sara Parrott – Head of Corporate Responsibility at Suncorp Group and Chair of SIMNA Qld.

Topics explored in this meeting included measuring social impact, staffing, and SIMNA with questions discussed including:

• What has led to people talking about outcome and impact measurement?
• How does outcomes and impact measurement benefit an organisation?
• Is there a right or wrong way to measure outcomes?
• Is there a difference between evaluation and measuring outcomes?
• Do staff need training?
• What’s the best way to talk to staff about outcomes and impact measurement? How do we lead change?
• Do we need our Board to understand what is involved?
• What is SIMNA?

Tea & Buns aims to create an opportunity for those working in nonprofit and social innovation to learn from each other, discuss the latest research and how we can apply research to our work. Learning resources shared at May’s meeting included videos on designing a logic model, measuring your social impact: theory of change, and a TEDx talk on principles of social impact.

Other resources like LBG, the global standard in measuring and managing corporate community investment, and SIMNA membership were also included.

The webinar is online, free and gives you access to a vibrant network of like-minded people, including researchers at QUT. Register for next month’s meeting here.