Speaker: Leonie Boxtel, Director of the Australia-Japan Foundation

Topic: Signs of the Times: Challenges of Nonprofit Organizational Management

As Director of Australia-Japan, Leonie Boxtel has firsthand knowledge of the challenges currently facing non-profit organizations. FEW members who attended our May meeting found themselves on an edifying journey through the differing types of non-profits, strategies NPOs pursue to maintain viability and, finally, how to manage change within the notoriously reticent Japanese office environment. More than simply a non-profit overview, Leonie's stories offered application far beyond the NPO and international business sphere. Those of us shuffling along with sales spread sheets, or madly clutching our tickets home, still found nuggets of wisdom worth keeping, not to mention a giggle and guffaw along the way.

During her talk, Leonie explained that non-profits usually fall within four main categories: 1. foundations (including those established by corporations); 2. independent organizations; 3. those groups formed by government statutory law; 4. small non-governmental organizations (NGOs), including universities, clubs, schools, and hospitals.

Each type of NPO faces unique challenges. Ms. Boxtel found that as a small
government NPO her foremost task was to overcome limited resources. First
A-J engaged the Board of Directors, making better use of a group of people whose skills and contacts are "massive". Then they cut work hours by consolidating never-ending government reporting requirements. Finally, they developed opportunities for revenue creation, generating income while reinforcing the organization's primary goals. (A-J's solution was to sell the teaching materials they had already developed.)

While A-J restructured resource management, they reviewed existant programs and fielded feedback from customers, determining which programs to keep as well as new directions to pursue.

To facilitate this change, Leoni contracted new staff and made training available to long-time employees. To redirect the office culture, she created an ongoing dialogue, instituting weekly meetings at which each employee needed to offer 3 points of discussion, and introduced a yearly evaluation system. After Leoni initiated new activities, brought skills to the office to meet them, and fostered a supportive work environment, then she created qualitative & quantitative performance indicators that were transparent to both her staff and her stakeholders.

Not only has Leoni become proficient in change management within an international non-profit organization, she has also done it all as the first female director of the institute during the 28 years since its inception.
An inspiring and educational speaker!

For more information see:
Australia Japan Foundation

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