MTBA Club Resource Handbooks - Request form
MTBA have five handbooks available to lend to interested clubs. Each handbook provides valuable information and examples that may be of assistance to your club.

Please complete the form below. Books will be sent out in order of request and we ask that each club uses the book for no more than one month, to ensure all clubs have the opportunity to utilise the resources.

Once this month is over we ask that you post it directly to the next club (instead of sending back to MTBA), meaning the book is changing hands approx every 6-weeks once you take into account postage time.

Please be aware your contact details including name, address and phone number will be shared with fellow clubs as the books are passed around.

These books were purchased through Visit the site to join up to their Free membership that provides access for not-for-profit organisations seeking help, tools, training, discounts and more.

Any queries please contact Lauren on 07 5628 0110 or at

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Making Meetings Work | Conquering the challenges and getting great results

Over a lifetime of starting up and running large progressive organisations I've spent more time than most thrashing things out; but it's still mildly shocking to realise that I've probably spent about six years' worth of working weeks sitting in meetings. Six years!

The problem is, those organisations wouldn't have started, and wouldn't have run well, if I hadn't had those meetings.

Knowing what I know now I can see there were some I could have skipped, and many that could have been run more efficiently, but I can't see any way that I could have got those things done without working through issues, and keeping people in the picture, and coordinating activities, and all the other things that meetings do.

Meetings! Don't like living with them, can't work without them.

So here is what I know about how to make meetings work for you. I hope it can help you keep your own group together, motivated, and focused on your mission until you reach your own Meeting Nirvana.

Dr Rhonda Galbally AO
Chief Executive Officer

How to Stand Out from the Crowd | The Complete Marketing & Media Handbook for Community Organisations

Our Community is often out there marketing marketing - that is, trying to convince community groups that marketing is really an essential part of the work that they do.

Community groups don't often think of marketing as part of their core business but it's actually very hard to do anything well if people don't know you exist.

You can't attract members and volunteers and supporters, you can't bring in the dollars that you need to survive, and you can't have an impact on your own local community (or the state, or the nation, or the world), unless you're known and respected.

You're also missing important opportunities to renew, recharge, and bring in new ideas and new energy.

This handbook is designed to help bring the sometimes baffling world of marketing down to the grassroots and make it accessible to community organisations of all sizes and all types.

It covers a wide range of marketing topics, from working with the media to preparing for mail marketing efforts to using Web 2.0 tools to spread your message.

Effective marketing can act as a magnet - drawing people to your group, encouraging them to support what you do and convincing them to take an active role in helping you achieve your aims.

Don't let your community group miss out.

Denis Moriarty
Managing Director, Our Community

Effective Letters: 50 of the Best | Model letters to help community organisations fundraise, connect, lobby, organise and influence

Words are liquid action. You're involved in a community organisation because there's something you want to get done that you can't do by yourself. You need other people to help you.

In order to get other people to ioin with you and do what needs to be done you have to communicate your commitment to them. You need to move them to action. And for this, letter-writing is an important weapon to have in your arsenal.

Whether you're writing to a member of the public to ask them to give you money, or to a foundation asking for a grant, or to an MP to invite them to speak at an event, or a business to voice your approval or disapproval of an action (or inaction) of theirs, you write because you want someone to do you a favour - to do something for your group that they don't have to do and that will involve them in some trouble and expense. You can't order them to do it, and you can't afford to give them much in return.

Your task as a letter-writer is to find the most effective path from where your readers are now to where you want them to be.

As new forms of communication evolve almost weekly the place of the letter is coming more clearly defined. A letter carries weight, and allows for attachments that are as extensive as necessary. It stays around on the record and shows that you have done something. It lets you setup up your effects as you want them, without having to be put into plain text or suddenly changing the format.

Oh, and people want a letter that is written to them and to them alone, and as far as possible that's what you have to give them. The letters we feature in this book are examples, not templates. You can't just copy them out - you must recreate them.

Letters allow you to use the full resources of storytelling worked out over the last two and a half millennia by sages and poets. Your letter can contain drama, pictures, word pictures, and statistics. You can put in to it as little or as much of yourself as you think will please your readers. you can enlarge your strengths and trim away your shortcomings.

And, at the end, you can move the reader to act. And things will change.

Denis Moriarty
Group Managing Director, Our Community

Winning Grants Funding in Australia | The Step by Step Guide
How many times have you read an advertisement int he newspaper calling for grants submissions, and thought about applying? And how many times have you read the list of successful applicants months later and found that groups like yours actually did get funded, and realised that you would have been in with a chance?

It's like so many things in life. People sometimes lack the confidence to have a go only to find out when the results are announced that their project was just as worthy of support as the projects that won.

You have to be in it to win it. You do have to have a go. You have to be assertive in pushing the case for your own group, you need to show that your own community thinks what you're doing is important, and you need to have confidence, passion, and organisation. If you believe strongly enough in your project, then grant makers will often agree.

Grants aren't just for big organisations, or medical researchers, or professional fundraisers. Anybody can play. This guide gives you an advantage in putting together a quality submission for a grant. Our Community offers other helpful tools too. Our Funding Centre Scoop newsletter lists many grants that your group would never have known existed, and we have many free helpsheets on our website at

In many ways grantseeking is the most time-efficient form of fundraising. While it takes time and effort to set up the process and to regularly apply, it doesn't exhaust the available time, resources and money in your own local community; mostly it brings money in from outside your normally circle of support.

And don't under-estimate the morale-boosting difference a successful grant application can make to your group. It is not only an injection of money but a signal that your group is on track.

You won't always be successful, but event when you're not you'll learn how to st out a concise and confident argument on why people should support your work, and that can't hurt.

I'm sure you;ll find this guide an invaluable resource as you continue your great work in building a stronger community.

Denis Moriarty
Group Managing Director

More than Money: How to get money, resources and skills from Australian businesses
Some while ago society was face with a problem.

Everybody was in the middle of an unparalleled technological revolution, and there were jobs to be done that called for more than the ordinary human capacities - mountains to be shifted, rivers to to be dammed, oceans to be bridged.

So the rulers took the only possible course: the invented giant robots.

These robots had the linked strength of hundreds of humans and the power fo thousands of horses, and they got the job done. They changed the face of the globe until nobody could remember what life had been like before they came along or conceive of what life would be like if they went away.

Every now and again one of them fell over and destroyed a lot of property, but when the lamentations died down everybody agreed that we couldn't do without them and we'd just have to tweak the software a bit more.

To make life easier; the giant robots were given personalities, just so that we'd have a way to communicate with them and tell them what to do and not to do. That worked most of the time.

Those giant robots were what we call companies - the product of a social technology that could pull together the savings of one town to pay the inhabitants of another town to build a railway across a wilderness to yet another town where they made pots.

Companies have legal personality, which means they can sued or be sued, or take out insurance, or join with their local communities to build and progress.

We've all seen enough giant robots on movies or TV to know that however carefully you sanitise the machinery, humanity always works its way back in. We humans are social beings, and we can't help building that social consciousness back into anything we create.

Companies live in the same environment as the rest of us, and like us companies rely for their survival on the fragile yet all-pervasive networks of trust and reciprocity that connect our personal preoccupations and make commerce and law and progress possible.

Companies are made up of people, among other things, who have their own lives, who go home in the evenings to their houses in the community.

Giant robots in fact, are people too, and in this book we;re offering some guidelines on working together with them person to person to strengthen the social bonds that benefit us all.

We owe a huge debt of gratitude to community-business partnership sage Kylie Cirak for pouring wisdom into this book, and to all of the companies and community groups we have worked with over the years, who have also been generous with their knowledge.

Denis Moriarty
Group Managing Director, Our Community

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