Wendy A. Scaife

That's What Governments Do

Abstract Decades of intervention have made variable impact on the inequality between indigenous and non-indigenous well-being across the world. Unacceptable differences in life expectancy alone mark indigenous need as an area where greater understanding of public and private funding approaches and their interaction may deliver real benefits. Both the public and the third sector have been active in trying to address the disadvantage experienced by Australias indigenous people. The interaction between the indigenous cause philanthropy system and the wider geo-political landscape in Australia is revealing barriers and insights that may apply in other challenging policy terrain.  The research reported here draws upon two empirical studies aimed at understanding the issues facing philanthropy in Australia, including the impact of government agency both independently and as it contrasts with philanthropy. The two different cultures are evident and two levers (greater system flexibility and closer engagement) are suggested as important in moving forward the philanthropy/government relationship in this area.

Grantmaking in a Disorderly World: The Limits of Rationalism

This article reflects on the real world relevance of rational approaches to grantmaking. The characteristics and environment of foundation work are outlined, then both traditional and newer funding practices are analysed. Unpacking implicit assumptions of a rational approach, eight costs to foundations and their grantees are identified. The final sections of the paper consider what grantmaking for a complex and disorderly world might encompass. In conclusion, while rational approaches to grantmaking provide a comfortable aura of certainty, funders need to adapt to a little discomfort.

Giving in Australia

Philanthropy plays a critical role in Australian society, empowering communities and creating a sense of purpose and belonging. A community that gives freely of its time and financial resources is one with strong cohesion and social capital. Some key facts about philanthropic giving in Australia are below.According to Australian Bureau of Statistics data, in 2012–13 giving amounted to

Encouraging Generosity: The Practice and Organization of Fund-Raising across Nations

8.61 billion (8% of total sector income and 0.57% of GDP) being made up of:

Applying Marketing Knowledge to a Widespread Nonprofit Internal Marketing Issue: An Abstract

The international collaboration in this book creates a unique opportunity to establish, discuss and draw conclusions about fund-raising across nations. Based on the 26-country dataset provided by the authors in this volume, this chapter describes and analyzes for the first time the diverse fund-raising environments around the world that are shaped by different historical, cultural, social, religious, political and economic conditions. It begins by noting the lack of research on fund-raisers and fund-raising in contrast to the extensive studies undertaken of donors and argues that the demand side of charitable transactions is worthy of greater attention if a complete and dynamic understanding of giving is to be achieved. It then presents and discusses key themes related to fund-raising in the countries represented in this book. A typology is suggested to impose order on the huge variety of fund-raising approaches and stages of development in the organization of this activity around the world; this typology also strengthens understanding of the connection between asking and giving. After offering suggestions for future research in this area of study, the chapter ends by noting that despite global differences in the evolution of fund-raising as a profession and the diversity of current contexts, fund-raisers in every country face shared challenges that would benefit from greater exchange of knowledge and best practices.

Giving in Australia: Philanthropic Potential Beginning To Be Realized

Scarce resources are a perennial issue for nonprofit organisations, and many are stuck in what has been called the starvation cycle. Internal leaders responding to perceived public views do not invest in fundraising, and underfunded efforts have unintended consequences: they do not bear results; they cause staff turnover and the organisation’s beneficiaries suffer.

The Networked Nonprofit: Connecting With Social Media to Drive Change, by B. Kanter & A. H. Fine

Australia in a sense has two histories: that of its indigenous Aboriginal and Torres Strait Islander people based on a traditional culture of mutual dependence and reciprocal altruism (Turner, 1981) and the other from its 18th-century colonization as a British penal outpost. These colonial overtones have proved an abiding cultural force. A dominant government presence, British legal platform and ongoing sense that ‘the government will provide’ remain today (Liffman, 2008; McDonald & Scaife, 2011).

Curricular Content of the Marketing Component for Nonprofit Management Programs: The Practitioner Perspective

The Networked Nonprofit is a guide for the brave new world of social media. Without condescending or “dumbing down,” it targets—and more importantly, possibly excites—the laggards and late majority adopters of the often-conservative nonprofit population. Many such groups seem to have recruited a keen Gen Y volunteer to move their organizations into the digital age, without fully embracing the need for a social media strategy and zeal as part of their marketing and essence. The book is, thus, timely, and its structure makes it valuable reading, especially for managers, CEOs, and board leaders. In particular, it covers the wider environment and strategy as well as tactics, emphasizing the “why” as well as the “what and “how” of social media. Reflection questions at the close of key chapters offer pragmatic and thought provoking checklists. The authors urge executives not to abdicate their understanding of this social revolution, and to jump online and practice using social media so they can fully appreciate its power to alter both thinking and working approaches. They also suggest that the phenomenon is here to stay, and that hiding behind concerns about risk to brand and reputation or challenges from new stakeholders is staving off inevitable change in how nonprofit organizations will operate into the future. The first two chapters focus on this context and provide some definitions. This scene setting is logical and clear, and I, personally, would have enjoyed even more contextual reading because social media truly is a revolution that challenges traditional nonprofit philosophy. It needs deep, rich understanding if nonprofits are to both integrate it well and change long-trodden approaches. Beginning inductively, the case of the Surfrider Foundation is presented as a quintessential networked nonprofit with its small core staff and highly engaged, but autonomous, volunteer system of thousands of people across the country acting locally to protect oceans and beaches. The nature of a networked nonprofit is summarized as simple, transparent, and social-media savvy; it is easy for outsiders to get in and insiders to get out, while engaging people in influencing and sharing their work. In the interests of garnering fresh resources for important community change, these organizations are releasing traditional control over brand identity, messages, and the people conveying them. They are recognizing that through these new technologies, individual power can now equal that

How and why small to medium size enterprises (SMEs) engage with their communities: an Australian study

Abstract A three-nation sample of nonprofit managers was surveyed to determine their preferences for additional education and training on a 37-item list of marketing topics. Preferences were ranked and compared to determine most preferred topics and cross-national differences. For educators and trainers, the results provide input on which marketing topics are of greatest interest to current nonprofit leaders. Findings on managers’ preferences for the format and delivery of training and education alternatives are also provided.