The Impact Lens – by Carly Bush

Leadership Framework - leading with Strategy & Soul

Mon, 18 Aug 2025 04:49:22 GMT

Leading with Strategy & Soul

RISING: A Leadership Model for Systemic Change

Author - Carly Bush

Leadership isn’t just about titles or tactics — it’s about how we rise. In moments of challenge, transition, and quiet transformation, true leadership reveals itself not in control, but in care. Not in certainty, but in reflection. The RING method — Rising in

Responsibility, Integrity, Nurture, and Growth — offers a framework for leaders who are ready to lead with both strategy and soul.

This model was born from the lived reality of leading through complexity: navigating the highs and lows of leadership, being coached by extraordinary mentors, and working with people who, at their core, weren’t equipped to lead others. It emerged while designing programs under pressure and holding space for others while evolving yourself. RING is a compass for those who believe leadership is relational, resilient, and rooted in values.

To deepen this practice, leaders can apply the RING pillars — a values-driven tool authored by Carly Bush that helps organisations assess decisions, programs, and leadership behaviours through the lens of equity, cultural safety, and systemic impact. Together, RING guides how we rise and clarify what matters.

Rising in Responsibility

When the stakes are high, responsibility is what steadies us. It’s the choice to lead with integrity — to own decisions, communicate transparently, and remain accountable to both people and purpose. In moments of public scrutiny or sector-wide reform, responsibility means showing up with clarity and courage.

I recently found myself in a moment where leadership meant standing still while everything around me shifted. A sudden funding challenge emerged, and I knew instinctively that my role wasn’t to shield people from the truth — it was to face into it, with steadiness and clarity. I didn’t delay the hard conversations or outsource the messaging. I gathered my team, named the challenge plainly, outlined the options, and invited them into the process. I made space for grief, for uncertainty, and for hope. My confidence wasn’t rooted in having all the answers — it came from being prepared, emotionally present, and deeply accountable. That moment didn’t just preserve morale; it strengthened our culture. It reminded us that trust is built not in perfection, but in how we show up when it matters most.

When you step into a leadership role, you don’t just take on a title — you take on responsibility. You become the person others look to in moments of uncertainty, change, and challenge. That responsibility carries weight: the weight of accountability, of decision-making, of being the one who sets the tone when others are unsure.

But leadership isn’t about having all the answers. It’s about how you show up. And showing up with empathy, emotion, and integrity isn’t weakness — it’s strength. It’s the kind of strength that says, I see you. I’m with you. And I’ll lead us through this, not around it.

As a leader, I’ve learned that vulnerability and clarity can coexist. That naming fear doesn’t diminish authority — it builds trust. That upholding values in the face of pressure is what defines culture. When we lead with empathy, we model what strength looks like in uncertainty. We show our teams that courage isn’t about control — it’s about connection.

Responsibility, then, is not just about outcomes. It’s about presence. It’s about being the person who others “face in to,” and knowing that how you lead — with integrity, empathy, and emotional intelligence — will shape not just the moment, but the legacy.

Rising in Integrity

Integrity is the anchor of courageous leadership. It’s the quiet, unwavering commitment to values — even when the stakes are high, the path is unclear, or the pressure to compromise is loud. Integrity isn’t just about doing what’s right; it’s about staying aligned with purpose, even when no one is watching.

In moments of tension or transition, integrity rises. It shows up in the decisions we make, the truths we honour, and the boundaries we hold. It’s what allows leaders to move through complexity without losing clarity. To say no when it matters. To speak truth to power with grace. To lead with conviction, not convenience.

Integrity can be cultivated. Through reflective practice, values-based coaching, and intentional team culture, leaders can strengthen their inner compass. When integrity rises, leadership becomes not just strategic — but deeply trustworthy, transformative, and enduring.

Rising in Nurture

To nurture is to lead with care. It’s about creating environments where others can grow — and where you grow alongside them. In culturally safe leadership, nurture means prioritising emotional intelligence, intergenerational wisdom, and the wellbeing of those we serve. It’s about recognising that leadership is relational, and that trust is built not through authority, but through empathy, consistency, and presence.

Nurture shows up in the quiet decisions: how we hold space in meetings, how we respond to vulnerability, how we honour lived experience. It’s in the way we design programs that centre community voice, and in the way we lead teams through uncertainty with compassion rather than control. It’s also in how we care for ourselves — because sustainable leadership requires self-nurture too.

For leaders, nurturing others starts with asking:

• Are we creating space for growth and vulnerability?

• Do our systems support wellbeing, not just productivity?

• Are we culturally safe? Do we have trust and empathy?

• Are we actively demonstrating our values — not just stating them?

Nurture is not soft. It’s strategic. It’s what allows people to feel seen, heard, and empowered. And in times of change, it’s what holds teams together. When we rise in nurture, we lead in ways that honour both the individual and the collective — and we build cultures where care is not an afterthought, but a foundation.

Rising in Growth

Growth is not just a goal — it’s a rhythm. It’s the ongoing evolution of self, team, and system. In the RING model, growth is about sustainable impact: scaling programs, deepening partnerships, and expanding your own capacity as a leader. It’s not about chasing more — it’s about becoming more intentional, more aligned, and more capable of driving change that lasts.

True growth is layered. It’s the quiet shifts in mindset, the bold steps into new roles, the strategic decisions that stretch an organisation’s reach without compromising its values. It’s the courage to challenge outdated systems, and the humility to learn from those we serve. Growth means asking not just what’s next, but what matters most.

I’ve seen growth in action when a team moved from reactive service delivery to proactive systems advocacy. It wasn’t just a structural shift — it was a mindset change. They invested in leadership development, clarified their purpose, and built partnerships that amplified their impact. That kind of growth doesn’t happen by accident. It’s cultivated.

For leaders, growth must be intentional and values-led. It can be embedded into development plans and performance reviews by asking:

• What does growth look like for me this year — professionally, personally, and relationally?

• How am I supporting others to evolve, not just perform?

• Are we growing in ways that align with our values, our communities, and our long-term vision?

• Are we creating space for reflection, experimentation, and legacy-building — not just output?

Rising in growth means embracing change not as disruption, but as opportunity. It’s about leading with vision, learning with humility, and building systems that grow people, not just programs.

The RING method invites leaders to rise with intention, connection, and impact. Designed for those who build coalitions and steward legacy, it reframes leadership as a partnership between care and progress.

RING stands for Responsibility, Integrity, Nurture, and Growth — four pillars that guide how we lead through challenge, build trust, and evolve with purpose. Whether mentoring, managing crisis, or driving systemic reform, this framework helps leaders honour people, culture, and legacy.

For anyone wanting more information or a copy of the framework to use in your leadership development, you can subscribe here at www.carlybush.com.au

The Charity Funding Divide: Why Small Organisations Are Being Left Behind

Mon, 04 Aug 2025 00:52:58 GMT

Australia’s charity sector is a powerhouse of social good—but it’s also a landscape marked by deep inequity

Australia’s charity sector is a powerhouse of social good—but it’s also a landscape marked by deep inequity. The latest Australian Charities Report reveals a troubling truth: the bigger the charity, the bigger the slice of the pie.

Despite making up over 30% of all registered charities, extra small organisations received just 0.1% of the sector’s total revenue. Meanwhile, a mere 0.5% of charities—those classified as extra-large—commanded a staggering 56% of all revenue. That’s not just disproportionate—it’s systemic.

Government funding follows the same pattern. Extra-large charities secured $64.5 billion, while extra small ones scraped together just $19 million. And when it comes to donations, the story is no better. A single $4.9 billion donation to one foundation accounted for nearly all the sector’s growth in bequests. Outside of that anomaly, donations rose by less than 0.4%. Only 56% of extra small charities received donations, down from 66% the previous year.

But the inequity runs deeper than dollars.

Take the Australian Endometriosis Foundation (AEF) as a case in point. AEF is a volunteer-led organisation providing face-to-face support to young women living with endometriosis—a chronic condition affecting 1 in 9 Australian women. Their programs are evidence-based, trauma-informed, and deeply impactful: from fertility support forums and annual retreats to care packs for hospital patients and peer-led coffee catchups. These initiatives offer connection, comfort, and community to those navigating a debilitating disease.

Yet despite their reach and relevance, AEF faces constant funding knockbacks. The organisation is governed by a committed board, held to the same standards of compliance, risk management, and financial oversight as multimillion-dollar charities. But unlike those large organisations, AEF doesn’t have paid staff or consultants to navigate grant applications, acquittals, and reporting frameworks. They do it all with volunteers.

And still, they’re expected to meet the same governance obligations.

This is the reality for many small charities: high expectations, low support. The emotional toll of repeated rejection—while delivering critical services—is immense. It’s not just disheartening; it’s unsustainable.

The data paints a clear picture: Australia’s charity sector is thriving—but not equitably. If we want a sector that reflects the diversity and depth of our communities, we must rethink how funding and support are distributed. That means:

Investing in governance training and mentoring for small charity boards
Simplifying access to grants and compliance tools
Recognising the disproportionate burden placed on volunteer-led organisations
Creating funding streams that prioritise equity, not just scale

Because when small charities miss out, so do the communities they serve. And when governance becomes a barrier instead of a backbone, we risk losing the very organisations that hold our social fabric together.

The Impact Lens is a curated series exploring leadership, governance, and personal reflection—offering insights from the heart of social change. Each article distils real-world experiences into actionable perspectives on ethical leadership, cultural integrity, and strategic governance. Whether you're navigating systems or driving community impact, these reflections are designed to inform, challenge, and inspire.
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The Social Side of Social Impact: When Joy Can’t Be Measured

Wed, 25 Jun 2025 08:12:09 GMT

Let joy be part of the story, too.

Carly Bush pictured at Mission in Action, Kenya

In the world of social impact, we often talk about outcomes, measurements, and long-term impact. We build frameworks, collect data, and craft reports — and rightfully so.

Accountability matters. Progress matters. But there’s a side to this work that doesn’t fit neatly into a spreadsheet. It’s the part that shows up as a spark in someone’s eyes, a deep laugh in a community gathering, or a moment of connection between strangers who become family.

It’s joy.

Pure, unquantifiable joy.

We don’t talk about it enough. Maybe because it’s hard to measure. Maybe because we think it won’t hold up in board meetings or grant submissions. But the truth is, joy is one of the most powerful indicators that something is working.

When a small wash basin is filled with soap, flour, oil, and treats, it’s not about the basic essentials they needed — it’s the ten smiling faces that have brought the hamper, inspiring a song and dance to thank them for visiting not the hamper, it’s about the connection and the joy of having someone care. When visiting a women’s prison in Kenya and taking the gesture of a small bag offering menstrual pads and a toothbrush becomes a joyous occasion to sing, dance and applaud, not because they got something, but they are feeling the sense of joy of being thought of — that’s social impact, too.

When community members gather just to be together, share food, dance, laugh — that’s not fluff. That’s fuel.We need to honour those moments just as much as the numbers. Because sometimes, it’s not the new funding model or the strategy document that tells you change is happening. It’s the smile of someone who finally feels seen and heard. It’s the hug shared between two people. It’s the joyful sounds of community.

So let’s remember that social impact isn’t just about fixing problems. It’s about building lives worth celebrating. And while the world may ask us to count and track and quantify — let’s not forget the things we feel. The things we witness. The things that can’t be measured but mean everything.

Let joy be part of the story, too.

About the Author

Carly Bush is the founder of Carly Bush Consulting, a boutique advisory firm supporting nonprofit and purpose-driven organisations across Australia. With 20+ years’ experience in governance, social impact, and philanthropic strategy, Carly helps leaders unlock funding, navigate risk, and drive meaningful change.

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How to Get Involved in Overseas Volunteering (and Why You Should Do It Right)

Wed, 25 Jun 2025 08:08:39 GMT

The Heart of Kenya: People, Culture, and the Unspoken Challenges

Spending time in Kenya has been one of the most humbling and rewarding experiences of my life. The warmth, resilience, and generosity of the people is unmatched. There's an unspoken strength in the way communities come together, care for one another, and welcome you in as if you’ve always been part of their lives.

The culture is full of life, vibrant, family-centered, and deeply rooted in tradition and storytelling. And while you may arrive thinking you’re there to help, what often happens is this: you learn, you grow, and you’re changed in the process.

But it’s not all sunshine and safaris. There’s another side to Kenya, a difficult and confronting reality that sits just beneath the surface.

Many communities face the daily challenges of poverty, lack of access to healthcare and education, and unemployment. Women, in particular, face a disproportionate burden — with limited opportunities, gender-based violence, and cultural expectations that often restrict their independence.

One of the most heart-wrenching realities is the issue of child abandonment . Whether due to poverty, stigma, or desperation, too many children are left without family support, which is why places like Mission In Action are so vital. They don’t just provide food and shelter; they offer love, stability, and a chance at a better future.

There is so much beauty in Kenya, but it is rooted in inequality, corruption, and systemic neglect. It’s important to acknowledge that. Because real change, the kind that empowers people and strengthens communities, starts with seeing the full picture, not just the postcard version.

And yes, you can make a difference. Whether you’re supporting education, lending your skills, helping build infrastructure, or simply showing up and being present, your efforts can contribute to meaningful, sustainable change — especially when guided by organisations that are already connected to and respected by the local community.

So, where to begin? Start with curiosity and your own self-reflection

Maybe it’s a story you heard, a country you’ve always wanted to visit, or a cause close to your heart. That’s where it begins.

What is your Why? What is your purpose for wanting to go on this adventure? Its so important to know this before you go, you want to ensure your expectations and the reality are aligned.

Once you have identified this, start your research, and then do more. Look into the different types of programs available: healthcare, education, conservation, women’s empowerment, and community development. Ask yourself what aligns with your skills, passions, and values.

Do Your Due Diligence

Not every overseas volunteering opportunity is created equal. Some are incredible. Others, even with good intentions, can do more harm than good. we have all seen reports about tourist trap,s and people simply get self-gratification of going to an orphanage whilst on holidays, taking pictures and leaving.

This is NOT what volunteering overseas is . Here are a few essential questions to ask before getting involved:

- Who runs the organisation?

- Who are they affiliated with, both within their local village or community and wider sponsors and partnershipss? What religious practices do they have? This is important so you can align with your own beliefs.

- What’s their impact on the ground? Many times you will find that well-meaning Westerners own places such as children's homes but only visit a couple of weeks a year. how does that impact the on-the-ground operations?

- Who is leading the place.

- Are they empowering local leadership or creating dependency? Empowerment should mean local-led, coupled with a hand up not a hand out.

- Do they work in genuine partnership with the community? What is their reputation like in the community? Do they have strong positive relationships? Who are their funders? who are they affiliated with on a day-to-day basis?

- Where does your money go? This is important to understand the basics, you do not need to review their detailed financials, but gain insight into overall funding, such as welfare, food etc., fundraising money.

Transparency and accountability matter. If an organisation can’t answer these questions, consider that a red flag.

Ask Questions. Lots of Them.

Be inquisitive. A good organisation will welcome your questions. They’ll be proud to share their mission, their partnerships, and the tangible outcomes of their work.

Talk to past volunteers. Look for honest feedback. Be skeptical of slick marketing or picture-perfect websites that don’t provide real substance.

Speak Up, But Stay Grounded

When you’re volunteering, your fresh perspective can be valuable so speak up if you have ideas, observations. Sometimes, something that stands out to you could help improve the experience for others or even support the organisation’s mission in a small but meaningful way.

But also remember: you’re stepping into an existing system, often one that’s been built over years, sometimes generations. Don’t expect to change how everything is done. Your role is to contribute, not control. Offer your insight with respect and always listen more than you speak.

Change doesn’t always have to be big to be meaningful.

Take the Leap — With Open Eyes and an Open Heart

Once you’ve found a program that truly resonates with you, take the chance. Overseas volunteering isn’t always easy. It can be emotional, exhausting, and uncomfortable. But it’s also enriching, transformative, and eye-opening in the best possible way.

Final Thought: It’s Not About You — But You’ll Grow Anyway

I have seen too many well-meaning volunteers abroad not understand it isn’t about snapping a few good photos or checking a box on your bucket list. It’s about showing up with humility, offering your hands and heart, and being ready to learn just as much as you give.

So if you’re thinking about it, get involved. But do it mindfully, and do it right. You won't regret it.

And if you want to chat through ideas, ask questions, or hear more about my experience, I’m just a message away. Happy to help however I can.

Defining Impact in Nonprofits: Measuring What Truly Matters

Sun, 08 Jun 2025 04:42:25 GMT

A Guide to Aligning Funder Expectations with Real-World Change

"With more than 20 years’ experience, Carly has helped not-for-profits clarify their impact, secure funding, and implement long-term governance solutions.

Defining Impact in Nonprofits

Impact in the nonprofit world is often more than just a set of statistics. It's about creating meaningful, lasting change in communities and individuals' lives. Defining impact requires a holistic approach that considers both quantitative and qualitative outcomes.For instance, a homeless shelter might count the number of people housed, but true impact could include improvements in mental health, job acquisition, or family reunification. These outcomes are harder to quantify but are often more indicative of long-term success.

Funders want measurable impact, but many nonprofits are working in areas where “success” is a matter of incremental progress, not overnight transformation. For example, let’s say a nonprofit runs a job readiness program for women escaping domestic violence. The program may provide essential job skills training and support services. The funder asks for data showing the number of women who secured jobs after completing the program. But the reality is that some women may face ongoing barriers like childcare issues, transportation problems, or a lack of stable housing. These are challenges that can’t be addressed by a single program.

The women may be moving toward independence, but it will take time and ongoing support. Should that be considered a failure? Or should it be viewed as a success that is harder to quantify but still incredibly valuable? Nonprofits must strive to capture these nuanced impacts through a combination of data collection, storytelling, and long-term follow-up. This comprehensive approach helps paint a fuller picture of the organisation's contributions to social change.

Impact in Education: The Struggle to Quantify Success

In education, measuring social impact presents unique challenges. Traditional metrics like test scores or graduation rates don't always capture the full scope of an educational program's influence. Consider an after-school program aimed at improving literacy skills for children in low-income communities. The goal is to help kids catch up on reading, but it’s only a short-term intervention, perhaps lasting just one school year.

Effective impact measurement in education often involves tracking long-term outcomes such as career success, civic engagement, or personal growth. These factors may take years to manifest, requiring patience and sustained evaluation efforts.

The truth is, learning outcomes are rarely linear, and the factors affecting a child's ability to succeed in school are multifaceted. Sometimes, the true impact of an educational program isn’t seen immediately. It could manifest years later when a student, who might have struggled in their early years, returns to school with a renewed sense of self-confidence or decides to pursue higher education. But that’s difficult to capture in the short term, and this creates a mismatch between what funders want (immediate, quantifiable results) and what educators can offer (long-term, often qualitative changes).

One real-world example of this challenge is seen in programs designed to help at-risk youth. These programs often aim to reduce school dropout rates or prevent involvement with the juvenile justice system. Yet, for some youth, these programs are the first step toward breaking a cycle of poverty and instability. The changes may not be immediately visible, and the road to success may be long, but the investment is still worth it. How do you convey that impact to a funder when submitting an application?

Funders' Expectations and Reality

Bridging the gap between funders' expectations and the realities of nonprofit work is crucial for successful partnerships. This section examines the challenges and strategies for aligning goals and expectations.

The Pressure on Immediate Results

Funders often seek tangible, short-term results to justify their investments. This pressure can lead nonprofits to focus on easily measurable outcomes at the expense of long-term, systemic change.The reality is that meaningful social impact often requires time and sustained effort. Nonprofits face the challenge of educating funders about the complexities of their work and the importance of patience in achieving lasting change.

But the pressure on funders to show a return on their investment can lead to an oversimplification of what “impact” truly means. In many cases, they focus on metrics that are easy to measure, such as the number of people served, the number of hours of service provided, or the number of products distributed. These numbers are useful for tracking outputs, but they don’t necessarily reflect deeper, more meaningful outcomes. Take a health-focused initiative aimed at reducing chronic disease in a community.

The funder might want to know how many people attended the wellness workshops, but that doesn’t capture whether those people actually made long-term lifestyle changes. Did they begin exercising regularly, change their diets, or reduce their stress levels? That’s harder to quantify but arguably a more accurate measure of the program’s success.

Funders need to understand that sometimes the true impact of a program isn’t fully visible in the short term. It requires a more nuanced approach to evaluation, one that considers both the tangible and intangible outcomes of an initiative.

Aligning Goals: A Collaborative Approach

Successful partnerships between funders and nonprofits require a collaborative approach to goal-setting and impact measurement. This involves open dialogue and mutual understanding of each party's objectives and constraints.

Nonprofits can take the lead in proposing impact measurement frameworks that balance short-term indicators with long-term goals. This might include setting intermediate milestones that demonstrate progress towards larger objectives.

By involving funders in the process of defining success metrics, nonprofits can create a shared vision for impact that aligns with both organisational mission and funder expectations.

Strategies for Successful Funding Proposals

Crafting compelling funding proposals requires a strategic approach that effectively communicates impact and aligns with funders' interests. This section outlines key strategies for success.

Balancing Quantitative and Qualitative Data

Effective funding proposals strike a balance between hard numbers and compelling narratives. While quantitative data provides concrete evidence of impact, qualitative information adds depth and context to the story of change.

Incorporating qualitative data can include:

Personal testimonials from beneficiaries
Case studies highlighting individual transformations
Descriptive accounts of community-level changes

Quantitative metrics should be carefully chosen to reflect meaningful outcomes rather than just outputs. For example, instead of merely reporting the number of workshop attendees, include data on how many participants applied new skills or experienced positive life changes as a result.

Transparent Communication with Funders

Open and honest communication with funders is crucial for building trust and managing expectations. This involves being upfront about challenges, realistic about timelines, and clear about the organisation's approach to impact measurement.

Key elements of transparent communication include:

Clarify the Definition of Impact . Every funder has their own idea of what “impact” means, so take the time to have a conversation early on. Ask them how they define success for this particular project and what kind of outcomes they are hoping for. Make sure you’re aligned on whether they are looking for short-term, quantitative results or longer-term, qualitative changes. This can help prevent future misunderstandings.
Set Realistic Expectations for Measurement . Be transparent about what you can realistically measure and the timelines involved. If your program has short-term funding but long-term goals, make sure the funder understands that. Highlight how impact may unfold over time, and discuss what kinds of metrics you will be tracking (e.g., participant engagement, satisfaction, or changes in attitudes or behaviours). This can all be outlined in a quality Theory of Change completed on your program before you get to the funding discussions.
Provide Both Quantitative and Qualitative Data . While numbers are important, don’t ignore the power of storytelling and qualitative data. Funders often focus on hard metrics, but they might miss the richness of qualitative feedback. If your project has a smaller but deeply meaningful effect on a few individuals or a community, convey this in a compelling way that resonates with your funder. even complete a case study on one of your participants and tell the story.
Offer Flexibility in Your Reporting. If you know the full impact of your project won’t be visible during the funding period, make sure the funder understands this upfront. Offer to track intermediate milestones that reflect progress, even if they’re not the final outcome. For example, tracking participant satisfaction or skill acquisition can be valuable even if you can’t yet demonstrate long-term success. Using surveys and questionnaires helps engage the starting point and the end point of a program participant.
Be Honest About Challenges. It’s tempting to want to share only the good things when you’re asking for funding, but it’s important to be honest about the challenges your project faces. If there are barriers to success that are beyond your control, such as changes in government policy or local economic conditions, make sure these are communicated. Funders will respect your transparency, and it can help manage their expectations. Also, have a clear risk management policy for your organisation and a well-thought-out risk assessment for the program, as this demonstrates you understand your risks and have mitigations in place where possible

By fostering a culture of transparency, nonprofits can build stronger relationships with funders and create a foundation for long-term support and collaboration.

The Bottom Line: Measuring Impact Is Challenging, but Essential

The discourse surrounding impact is complex and not a one-size-fits-all conversation. Grasping the subtleties of what funders anticipate versus what you can actually deliver in your specific project context is critical for ensuring mutual success. Impact isn’t always something that can be immediately quantified, and that’s perfectly fine. The efforts you invest today may lay the groundwork for future transformation, even if the results of that labour are not yet visible.

Before you submit that funding proposal or pitch deck, take a moment to align your expectations with those of your funders and conduct your due diligence.

Remember: just because you can’t foresee the future doesn’t mean your current work lacks value. It might simply require time to fully measure. Begin by asking your funders the essential questions highlighted above to ensure your impact narrative aligns with their expectations. Together, you can set realistic goals and establish a pathway for meaningful, long-term change. If funders are truly passionate about your cause, they will appreciate the vision.

If you’re preparing an upcoming proposal, feel free to get in touch for support — Carly Bush Consulting offers a complimentary initial consultation to assist you in refining your impact strategy and developing a viable initiative. You can also follow Carly Bush on LinkedIn for further insights on governance, social impact, and funding success.

About the Author

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