Canadian Centre for Ethics in Sport. Hottest Fundraising Tips from this Financial Year - Australian Sports Foundation. Your story should get potential donors (your target audience) excited and motivated about your fundraising project.
However, don’t presume your audience knows everything about your organisation or why you’re trying to raise funds. In fact, you should write your story as though you’re talking to someone who has never heard about your organisation or its fundraising goal. Inform people of why, how and when they should donate. The story is the bedrock of any campaign. It’s central to all fundraising activity. Your story should answer the following questions: Why does your club need this money?
An engaging and successful story will have four key ingredients: Need– This is the starting point for any fundraising story. Cause– What EXACTLY are you raising money for? Leadership Framework for the sport and recreation sector » Search for a Resource » Sport New Zealand. Back A consultation process is underway in the sport and recreation sector to create a shared vision of what great leadership looks like (or could look like) in our sector.
This shared vision will underpin the development of a world-class “Leadership Framework” for the sport and recreation sector. To be successful, the sector needs more than leadership training programmes. It needs a culture of broad and deep leadership, with development opportunities for future leaders to acquire the important core skills at early stages in the leadership pipeline. Over recent years, the Deloitte Global Human Capital survey has consistently highlighted ‘leadership’ as one of the most significant talent issues facing organisations around the world. Purpose The Leadership Framework will reflect a shared vision, within the sector, for great leadership at multiple levels and across the broad range of settings that exist in our sector.
Consultation. ASOIF Governance Task Force Report to the ASOIF 2016 GA ENG. Play the Game - The Sports Governance Observer. Implementing good governance principles in sports organisations. Vicsport – Good Governance. Good Governance Framework Good Governance Framework Research conducted by Vicsport from July 2007 – June 2009 revealed a scope of recommendations and potential strategies to improve governance practices and diversity on boards of SSAs.
Things to Think About. This tool sets out the standards we assess in our core-funded sports bodies and provides prompts or Things to Think About in relation to the principles that support those standards.It also provides links to some other specialist websites, which may be of help to you and your organisation.
The Things to Think About self-help tool can be used by all those involved in governing and managing sport, from your Board and senior managers to your finance staff and those who are involved in putting organisation-wide policies in place. This tool is not an off-the-shelf package that gives instant answers and solutions. Instead, for our core-funded sports bodies it provides a year-round resource which we hope will help you to constructively challenge how you do things as you continue to improve and develop your organisations.
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Board Evaluation – Basic Steps to Maintaining Good Governance on Your Board. Board Evaluation – Basic Steps to Maintaining Good Governance on Your Board Wednesday, May 4, 2016 - 10:04 (Full article can be found in the Leadership SIRCUit – Winter 2016) Good governance is the goal of all not-for-profit sport organizations and having an effective Board of Directors is a key tool in achieving good governance.
In order to make sure that your Board is performing to its best capacity a regular Board Evaluation should be integrated into the organization’s governance procedures. Most Boards perform some level of performance assessment whether they realize it or not, making sure that the process is formalized should be seen as a positive step in maintaining governance standards. Why is it important? At its most basic level, Board evaluation provides a framework for accountability and transparency to all stakeholders of the organization (members, funders, staff clients, and the broader community). As a key part of Board structure, Board evaluation How do we get it done? Mandatory Sports Governance Principles FINAL. Leadership winter 2016 by Sport Information Resource Centre (SIRC) SportNZ GovernanceDocument. Voluntary Code of Good Governance V3. Parkrun UK 2016 Run Report by parkrun. Board Governance – Succession Planning: Volleyball Canada. Author: Nora Sheffe, Certified Professional Facilitator, Sheffe Consulting Inc Recognizing the importance of engaging highly qualified leaders on the Board of Directors, Volleyball Canada recently completed a succession planning process.
Mark Eckert, President and CEO recognizes that, “With only 7 people on our board, it’s critical that we continue to attract exceptional directors to govern our organization.” After reviewing a number of on-line resources, Volleyball Canada created a customized approach to succession planning which included the following 3 steps: Step 1 – Identify the key skills, experience, knowledge and diversity you need Step 2 – Create a skills matrix for current board members Step 3 – Conduct targeted recruiting Details on the steps and the tools are outlined below: Step 1 – Identify the key skills, experience, knowledge and diversity you need Step 3 – Targeted Recruiting Closing Thoughts References Appendix 1 – Initial Menu of Core Skills Traits of Board Members.
Cycling Australia Strategic Vision. Sport and Recreation Alliance. We have spoken to a number of organisations that have signed-up to the Voluntary Code of Good Governance for the Sport and Recreation Sector and asked them: Why they decided to sign-up to the Code.How they signed-up.What they intend to do now they have signed-up.What advice they would give organisations not yet signed-up to the Code.
British Orienteering using Principle One — Integrity: Acting as guardians of the sport, recreation, activity or area Amateur Swimming Association using Principle Two — Defining and evaluating the role of your board Energize using Principle Three — Creating a clear strategic vision. Strategic Plan – BC Rugby. BC Rugby, the governing body for Rugby Union in British Columbia, today announced the key priorities and initiatives of its new Strategic Plan.
The five-year Plan aims to leverage the success of the HSBC Canada Sevens and Canada Women’s Sevens Tournaments and the success of Rugby Sevens and the Canadian Women’s Sevens Team at the 2016 Rio Summer Olympic Games and simply get more British Columbians involved in Rugby. The six priorities outlined in the new plan include: growing participation;increasing access to safe places to play;developing more BC players to lead National Teams to success;improving the Rugby experience for players, coaches and officials;providing smart and professional leadership; andproviding valued service to stakeholders and partners.
These priorities align to BC Rugby’s Purpose to grow, develop and manage the sport of Rugby throughout British Columbia and are framed within the organization’s value commitments of safety, integrity, respect and inclusion for all. Briefing Paper: MBIE Proposals to replace the Incorporated Societies Act - Hui E! Community Aotearoa. Milestones so far The Law Commission commenced a review, at Government request, in 2010Issues paper published June 2011, and received about 200 submissionsLaw Commission final report published in 2013See the reportGovernment in December 2013 agreed to 101 of the 102 recommendations in full or in principle, including to replace the 1908 Act with a new ActSubmissions on the Draft Bill close 30 June 2016 – send them to firstname.lastname@example.org What’s wrong with the current 1908 Act?
Why People Give to Sport Research Report.