Comparison AgeWell to BRAC with respect to management structure and operational priorities. Where are they the same and where are they different?

1. AGEWELL : Walter is the board chair at AgeWell. He has been discussing a briefing paper to be prepared by Rio for the next board meeting for their organisation. Rio is the paid Executive Officer. The board has been looking at how to ensure that the organisation remains viable over the next five years, and has been discussing applying for government funding and seeking sponsorship to broaden their scope of activities. AgeWell is a nonprofit organisation specialising in promoting physical activity and wellness supports for older members of the community. They are not providers of home care or residential care. The organisation has identified that its mission is to contribute to the wellbeing of older members of the community by facilitating involvement in recreational activities. Agewell has four existing programs. The first of the four existing programs is a walking group, which operates in the local shopping centre with the approval of the centre. The group is led by a physiotherapist (paid hourly) and one other staff member (employed part time two and a half days per week) at about 8am every Monday, Wednesday and Friday. The walkers don visibility vests, and walk in a group at the shopping centre after a brief warm up. Most of the shops are not yet open and the activity can happen in any sort of weather. The shopping centre is considered to be a donor in that the activity occurs on their premises. The local council contributes a small amount of funding to AgeWell to assist with costs and both the shopping centre and the council have their logos on the visibility vests along with AgeWell. The physiotherapist and the other staff member are paid by AgeWell and supervision of the group is part of their employment. The money from the council and the shopping centre do not fully cover the cost of the staff time, but many of the participants are involved in AgeWell in other ways. New people often first join the walking group before becoming involved in other activities. The other three programs run by AgeWell operate out of a space at the community centre which is leased by AgeWell from the council. The single office space used by AgeWell is adjacent to a hall which Agewell has booked for activities on Tuesday and Thursday mornings. The activities which run on those mornings are varied. Tuesday mornings have a rotating group of activities such as chess, mah jong, and Scrabble, which participants can sign up to. Thursday mornings are more craft and activity oriented with knitting, crocheting, needlework, punch needling, and latch hooking as well as pencil drawing being offered. In both of these programs there is a morning refreshment break and socialising opportunities, and participants pay a fee to cover the cost of the activities. Participants and AgeWell support staff (two part-timers) and volunteers set up and run the sessions - with each quarter of the year (aligning with school terms) being a new beginning so that new people who join will all commence at once and meet other new people. Volunteers often focus on helping newcomers learn the games or crafts. The third program is at the end of both of the Tuesday and Thursday sessions where a gentle yoga and stretch class is run by a yoga teacher who is paid for running those sessions. Members who join the weekly activities often stay on for a small additional fee to cover the cost, while others who come along just for the yoga pay slightly more. Lately, however, the yoga teacher has cancelled a number of times citing family illness. This has not been welcomed by the participants as they often rely on others for transport and have to wait around to be taken home. These activities are funded by charging participants to be involved, a cost subsidised by government funding, sponsorship and donations from fundraising activities so that no individual is excluded from participation. The organisation is operating with a small surplus which is returned to the organisation, but there is very little held in reserve to cope with the vagaries of the operations (during the pandemic the part time staff were stood down and Rio sought to keep in touch with participants who had access to zoom conferencing). Equipment and supplies are often donated by supporters of the organisation including families or participants themselves. Recently a longer-term participant and volunteer left AgeWell his collection of chess sets and a small bequest which was used to obtain foldable tables for the games sessions in accordance with his wishes. Rio is worried, however, at the rising costs of all of the activities, the money paid to the physiotherapist and the yoga teacher and the impending increase in the rent for the hall and office space. Attendance at all the sessions is somewhat unpredictable, and there are discussions about whether to put the fees up to make the sessions more viable. Rio cannot afford to take a pay cut, and does not have the time to take on more duties. The grant monies which Rio is considering applying for include a broader mental health and support focus where, if successful, AgeWell would receive funding to employ a psychologist to set up programs to assist older members of the community cope with grief at the loss of a partner, or cope with the emotional and psychological distress which can accompany ageing. The funding might also cover administrative support for such a program. Rio believes that the current membership would benefit from such activities and the scope of AgeWell could increase. He also thinks that this part of their service could be offered on a fee for service basis to other organisations such as the local retirement village from where many of the shopping centre walkers are recruited. Rio is also seeking Walter's opinion on the possibility of fundraising events which include families of AgeWell members. One option he is asking about is a large picnic style event on the oval near to the hall, on a public holiday when no sport is booked for the oval. He thinks this might be able to be funded by seeking sponsorship, perhaps from an insurance company as an event partner. The key would be to ensure that the event generates a surplus to assist with funding Rio's paid position. He is also wondering if families might be willing to pay to come along. Walter has asked Rio to ensure that the information for the board includes costs of staffing, facilities, and equipment for the existing programs, as well as potential costs for the proposals. Walter will have to sign off on the grant applications saying that the organisation is in a position to offer the services promised. The board will have to approve the application before Walter signs off. Walter is also wondering whether the local retirement village might be willing to take over AgeWell - either as a whole organisation, or some of the programs. He has not mentioned this to Rio.

2.BRAC :

Introduction:

BRAC, an acronym for Bangladesh Rural Advancement Committee, is a well-known nonprofit organization that operates in Bangladesh and other countries. Established in 1972, BRAC has emerged as one of the largest and most successful nonprofit organizations globally. This profile aims to provide a detailed overview of BRAC's mission, vision, values, history, organizational structure, governance model, financials, competitors, collaborations, and other relevant information. Additionally, it will critically analyze potential issues and opportunities for change to enhance future outcomes for the organization.

Mission, Vision, and Values:

BRAC's mission is to empower people living in poverty and ensure their access to opportunities for a better life. The group imagines a society devoid of all types of exploitation and prejudice, where everyone is given the chance to reach their full potential. BRAC operates under a set of core values, including integrity, innovation, inclusiveness, effectiveness, and professionalism. These values guide the organization's actions and decision-making processes.

History:

BRAC was established in 1972 by Sir Fazle Hasan Abed in Bangladesh. Initially, BRAC focused on relief and rehabilitation efforts during the War of Independence. The organization provided essential services to war-affected communities and played a significant role in rebuilding the country. Over time, BRAC expanded its scope to address broader issues of poverty and inequality, becoming a pioneer in the development sector.

Today, BRAC operates in multiple countries, including Afghanistan, Myanmar, Pakistan, Liberia, Sierra Leone, Uganda, and others. Its expansion beyond Bangladesh demonstrates the organization's commitment to replicating its successful models and making a positive impact in diverse contexts.

Context of Operation:

BRAC operates in a challenging context characterized by widespread poverty, limited access to education and healthcare, gender inequality, and weak institutional infrastructure. Being one of the most densely inhabited nations in the world, Bangladesh poses special difficulties and chances for BRAC's operations. In order to handle these intricate problems, the organization understands the need for inclusive growth, social justice, and sustainable development.

Structure and Governance:

• BRAC has a decentralized structure with a head office in Dhaka, Bangladesh, and numerous regional and country-level offices. This decentralized structure enables BRAC to have a deep understanding of local contexts and respond effectively to the needs of the communities it serves.
• Bangladesh, one of the most densely populated countries in the world, presents unique challenges and opportunities for BRAC's activities. The organization is aware of the importance of inclusive growth, social justice, and sustainable development in order to address these complex issues.

Financials:

• BRAC's financial information is available publicly through its annual reports and financial statements. The organization relies on a diversified funding base, including government grants, international donors, corporate partnerships, and revenue-generating enterprises.
• BRAC's financial stability and transparency have been instrumental in attracting support from various stakeholders. The organization's efficient financial management has enabled it to allocate resources effectively and achieve sustainable outcomes.

Competitors and Collaborations:

• While there are other nonprofit organizations operating in Bangladesh and similar contexts, BRAC's scale and impact set it apart. However, BRAC recognizes the importance of collaboration and partnerships to maximize its reach and effectiveness.
• It collaborates with various organizations, both local and international, to leverage expertise, resources, and networks. Collaborations with government agencies, NGOs, academic institutions, and corporate partners have been key to BRAC's success. These partnerships enable BRAC to leverage complementary strengths, share knowledge, and implement innovative solutions.

Pertinent Information:

• BRAC's work spans multiple sectors, including education, healthcare, microfinance, livelihood development, social enterprises, and more. The organization has developed innovative and sustainable models to address complex development challenges.
• For example,the BRAC School system provides quality education to underprivileged children, focusing on holistic development and preparing students for future success. BRAC's microfinance program has also been globally recognized for its effectiveness in alleviating poverty by providing financial services to small-scale entrepreneurs.

Issues and Opportunities for Change:

Sustainability:

BRAC needs to ensure the sustainability of its programs by developing long-term funding strategies, diversifying revenue sources, exploring social enterprise models, and strengthening partnerships with the private sector. This will reduce the organization's reliance on donor funding and create a more sustainable financial framework.

Technology Integration:

Embracing technology and digital solutions can enhance BRAC's efficiency, reach, and impact, particularly in the areas of education, healthcare, and financial inclusion. By making investments in digital infrastructure, data analytics, and mobile technologies, BRAC can get around geographical constraints, enhance service delivery, and give people in rural and underserved places more influence.

Monitoring and Evaluation:

Strengthening monitoring and evaluation mechanisms will enable BRAC to measure the effectiveness of its interventions, identify areas for improvement, and make evidence-based decisions. Investing in robust data collection, analysis, and impact assessment systems will enhance program accountability and facilitate evidence-driven decision-making.

Gender Equality:

While BRAC has made significant strides in promoting gender equality, further efforts are needed to address deep-rooted societal norms and empower women and girls. BRAC should continue to advocate for gender-responsive policies, expand initiatives that enhance women's economic empowerment, and promote equal access to education and healthcare.

Scaling Innovation:

BRAC should focus on scaling successful pilot initiatives and innovative solutions to maximize their impact and replicate them in different contexts. Building on its proven models, BRAC can expand its reach and influence by leveraging partnerships, securing funding for scale-up, and sharing best practices with other organizations and stakeholders.

Conclusion:

BRAC, with its extensive experience and impressive track record, has become a leading nonprofit organization dedicated to poverty alleviation and social development. By addressing the identified issues and leveraging opportunities for change, BRAC can continue to improve its future outcomes, reach more people in need, and contribute to sustainable development in Bangladesh and beyond. The organization is in a strong position to bring about long-lasting change for underserved areas thanks to its dedication to its purpose, creative strategies, and cooperative collaborations.