Kia Whiti Tonu - Grant Writing webinar (Centre for Social Impact)

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Several months ago, as part of an initiative to support capacity building for non-profits we were asked to do a webinar on grant writing. The programme is open access and we are pleased to be able to share the link to the webinar.

The presentation was developed under a NGO/ non-profit capacity building support project, Progressum. This was a collaboration between Bateman Consulting and Dovetail.

To view the webinar, click on the link: https://www.youtube.com/watch?v=Ibn9sQhxlEs

‘Kia Whiti Tonu is an online capability building programme for community organisations after COVID-19, brought to you by Foundation North and the Centre for Social Impact.

This webinar will walk you through the proposal development process and methods of strengthening your funding submissions to secure more resources. Participants will also be introduced to collaborative writing resources and be given access to resources for proposal content development.’

https://www.centreforsocialimpact.org.nz/te-puaha-o-te-ako/2020/october/kia-whiti-tonu-an-online-capability-building-programme-for-community-organisations

https://www.centreforsocialimpact.org.nz/te-puaha-o-te-ako/2020/october/kia-whiti-tonu-an-online-capability-building-programme-for-community-organisations

How do we drive strategy in NGOs?

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Recently I've met a few other people who have roles with various titles, but functionally served the role of Chief Strategic Officer within their organisations. Each of us had different specifics but there were commonalities on the big picture goals. These goals centred on:

  • Focus on strategy and strategic plan
  • Forward/ future focus
  • Sustainability and growth
  • Understanding the larger environmental context
  • Innovative solutions
  • Disruption
  • Relationship management

Interesting conversations about the organisational context, how to support a continued change  agenda, timing of initiatives and smoothing the road forward as well as the wake that is sometimes left behind. 

Universally, it is accepted as an exciting professional path. One with many high points and growth opportunities. It is also accepted as something that can be personally challenging. Organisationally, it is seen by many as the way that we will do better for the populations that we serve, to move and grow the sectors we work in (this applied to several different sectors). 

Early on in my adventure, I talked to many people, but very few were familiar with the concept at the time. As recognition of this concept (albeit in different words -try Innovation), grows, so does the need for robust discussion about formulating an evidence base of what conditions and structures promote success. Because, really, disruption is not comfortable. 

Do you need a full time or part time CSO? Is it internal or external? Integrated or held to the side? How supportive is the CEO? What is the governance culture? There's many more questions and variants.

A few years ago, I also found an article titled 'Stop Reacting and Start Planning Ahead: Why Your Nonprofit May Need a Chief Strategy Officer' from The Bridgespan Group (https://www.bridgespan.org/insights/library/hiring/why-your-nonprofit-may-need-a-cso).  It was one of the few I found. And still one of the few in the NGO realm. Their summary was that 'CSOs also help to move an organization in a direction that addresses short-term needs in the context of long-term strategic goals.' And that this focus on strategy is what helps realise the vision.

Any thoughts on success factors? Benefits to organisations? Is this a need?

-Anne