Developing a Not-for-Profit Blueprint

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Summary Vision Questions

Effective and responsive to change

An ageing society, climate change, and digital transformation are affecting the needs to which the sector responds, the perspectives which it must include, the ways in which people give, and available public resources. The future NFP sector will help prevent harms and strengthen communities, anticipate and support productive change, and contribute to the innovations and debates needed for healthy society.
People-powered and centred

The greatest assets of the NFP sector are its volunteers, its staff, and the people who participate in its activities and use its services. An effective future sector is committed to working with people and communities in designing and improving its offerings. It is also committed to working with governments who make the policy decisions that affect us all.

Diverse, inclusive and cross-culturally capable

NFP sector organisations will always represent a variety of views, issues and interests. It is important to value diversity of age, identities, cultures and abilities within NFP organisations and sector leadership. This allows the sector to support future needs and succession and be responsive to the communities, people and missions it serves. It includes respect for Aboriginal and Torres Strait Islander self-determination and community control.

Collaborative and connected

There is a rich history of collaboration and community connection within the NFP sector. The future operating environment must support this vital quality. It underpins the sector’s role in meeting society’s needs, advocating for people and issues, and generating knowledge to improve systems. Collaboration is also needed to support operating needs within the sector as it responds to changes that increase demands on resources.

Digitally enabled, informed by evidence and data capable

The NFP sector collects a huge amount of information about its members, clients, workers and donors. It also generates extensive evidence about societal issues and ways to respond. In a digital society, the sector needs to protect and make best use of data and evidence to improve its work, advocate for reform, and maintain community trust.

Resourced and resourceful

A strong future sector will make best use of its own assets, be fairly resourced for its work and forward development, and contribute its expertise to future workforce planning
a. What do you think of these key qualities of the future sector?
b. What is missing or needs to be framed differently?
- Core principles for:
  - better service design, delivery and resourcing
  - investment in the changes needed by both the sector and funders.
- Encouraging more – and better targeted – giving. This includes supporting the priorities of the National Strategy for Volunteering.
- Diversity and succession of sector leadership, investment in the paid and unpaid workforce, and an improved voice for the sector in national workforce development.
- Improved digital inclusion and capability, and support for digital transformation.
- Mechanisms for:
- Coordinated sector regulation and transparent application of tax concessions. This includes governance standards that support both public accountability and sector purposes.
- Full funding of sector services, and approaches to tendering and procurement that strengthen organisational sustainability and the benefits of collaboration.
- To meet current and future sector needs, maximising the use of:
c. What are the most pressing areas for action from your perspective?
d. What is missing and what is of lower priority?

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Issues Paper Questions

The not-for-profit sector in Australia
2.1.1. What is your vision or aspiration for the NFP sector over the next 10 years?
2.1.2. What core values and considerations should guide a 10 year vision for Australia’s NFP sector?
2.1.3. What core themes for action should be prioritised in realising this vision? What will be the consequences of no action on these?

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Measurement, outcomes and quality services
3.1.1. What core principles of service design and delivery might a sector Blueprint commit to?
3.1.2. What good examples of codesign have you been involved in which could benefit sector practices? Why do you think they have worked?
3.1.3. What would an outcomes-focused approach look like in your area(s) of work? What would be needed to move towards this and what unanticipated consequences should government and the sector consider?
3.1.4 What role(s) should governments play in helping NFPs become data capable and informed by evidence?
3.1.5. Could common resources or platforms support the technical aspects of outcomes measurement? What might these look like?

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Policy, advocacy, communications and engagement
4.1.1. How can the role of advocacy by NFP organisations be better embedded and preserved in policy and legislation?
4.1.2. What mechanisms are needed so that the expertise of the NFP sector is better used in designing policy and services?
4.1.3. What could NFP organisations and networks be doing better to ensure their systematic advocacy directly involves the people and communities they serve?
4.1.4. How could the assets of the sector – for example, the research expertise of larger organisations, including public universities – be better used to build the evidence base for systemic advocacy and reform?

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Philanthropy and volunteering
5.1.1. What policy and regulatory reforms would help increase giving to charities?
5.1.2. How can the NFP sector further mobilise and access philanthropy in support of its work?
5.1.3. How might the sector adapt to more direct forms of giving and volunteering?
5.1.4. How should the National Not for profit Blueprint support the goals and required reforms for the National Strategy for Volunteering?

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Governance, organisation and legal environment
6.1.1. What might a regulatory framework for the sector that overcomes the complexity of our federation look like?
6.1.2. Are currently available legal structures and tax concessions fit for future purpose? How might these be improved or changed?
6.1.3. What does the sector need in its boards to be effective?
6.1.4. How could regulatory data be better used and shared with the NFP sector and wider public to support future practice?

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Leadership and staff development
7.1.1. What should the priorities be for future leadership in the sector and developing the sector’s paid and unpaid workforce?
7.1.2. What can the sector do to change understanding of the role of overheads in the value it creates for people, society and funders?
7.1.3 How can we make employment opportunities attractive and build career pathways to develop the paid NFP workforce for the future?
7.1.4. How might the sector make more of its ‘for purpose’ status to attract and retain paid and volunteer workers?
7.1.5. How can the sector coordinate and resource its influence in workforce development with education providers and governments?

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Government funding, contracting and tendering
8.1.1. How should government improve the way it funds and contracts charities?
8.1.2. How could government funding, tendering and contracting drive a good balance of collaboration and competition to support innovation in the NFP sector?

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IT, communication and marketing
9.1.1. What standards of organisational digital inclusion should the sector aim for and how might these be achieved?
9.1.2. How might the sector aggregate support to maximise digital capabilities of smaller organisations?
9.1.3. What is needed and what is the sector’s role in advocating for digital inclusion and participation of citizens and communities?
9.1.4. How can governments streamline digital systems requirements and support efficiencies for NFP providers?

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Leveraging assets and social finance
10.1.1. Is greater knowledge sharing about the assets of the NFP sector needed? If so, how might this be done and to what ends?
10.1.2. What resourcing and regulatory support could be introduced or better-used to allow NFPs make best use of their assets in support of operational sustainability and delivering on societal needs?
10.1.3. What models of social finance best suit the needs of NFPs? How can these be encouraged or scaled?
10.1.4. What practical steps can the NFP sector take with governments, philanthropy and/or the private sector to eliminate the ‘starvation cycle’ and support innovation and financial health of the sector?

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Consultation period

Developing a Not-for-Profit Blueprint

Not-for-Profit Sector Development Blueprint Issues Paper Questions

Step 1 of 13

About you

Summary Vision Questions

Effective and responsive to change

People-powered and centred

Diverse, inclusive and cross-culturally capable

Collaborative and connected

Digitally enabled, informed by evidence and data capable

Resourced and resourceful

Issues Paper Questions

The not-for-profit sector in Australia

Measurement, outcomes and quality services

Policy, advocacy, communications and engagement

Philanthropy and volunteering

Governance, organisation and legal environment

Leadership and staff development

Government funding, contracting and tendering

IT, communication and marketing

Leveraging assets and social finance

Type a response or upload file/s

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