Situation

• Law Reform Commission report and increased public scrutiny on third sector governance and regulation
• Independent consultancy review identified need to address structural issues and redefine service model
• Lack of service integration with public sector healthcare providers
• Low staff morale and ill-defined career prospects
• Donor fatigue and passive engagement as the organisation hoarded its 3-year reserves
   

Actions

• Provided interim CEO, aligned organisation behind a shared vision and launched a 2-year capacity-building strategy for growth
• Redesigned governance and organisation structures, providing a framework for professionally-qualified staff to redefine service delivery and donor management models
• Introduced KPI-based performance management system for staff linked to organisation-wide balanced scorecard to monitor progress towards defined outcomes
• Recruited professional financial management expertise to the board and created dynamic modelling to free up working capital from the reserves when necessary
• Developed digital marketing platforms to reach new donors and revitalised engagement with legacy donors and key external stakeholders to communicate and get buy-in for the new vision

Outcomes​​​​

• Regular staff surveys indicated a significant uptick in morale, job satisfaction and commitment to change
• Service delivery outcomes included new community, home and hospital-based services, and integration of the organisation into the fabric of a new children's hospital where holistic care is being centralised
• Enhanced donor relations with new donation channels leading to fiscal growth
• Capital reserves preserved and accounted for with transparency in annual reporting
• External and peer group recognition as a leader in nonprofit reform and management