Governance Guru: Why should my not-for-profit care about this Blueprint?

The Blueprint explicitly calls on sector organisations to take the lead in certain actions rather than wait for the government. It emphasises that collective and collaborative approaches are key to shaping a positive future for the sector.

Great idea – in theory!

But how do NFP organisations find precious time and resources to help shape the future if they are struggling to survive in the present?

Here are some ideas for how your organisation can take up ideas in the Blueprint.

These ideas focus on collaboration, sustainability, and practical solutions that can be applied immediately, even with limited resources. By aligning your actions with the Blueprint, your organisation can directly support sector-wide objectives.

1. Advocate for full-cost, sustainable funding

Why it matters: Underfunding, short contracts and lack of indexation are major sector issues.
Board action

• Require all funding proposals to include full cost recovery (staff, admin, compliance)
• Use board networks to push for multi-year, indexed contracts with government and philanthropy
• Join or support sector campaigns advocating for sustainable funding models (e.g. “Pay what it takes”) or examine the Centre for Public Value’s research into human services costs.

Next steps

• Assume full cost funding in the organisation’s strategic or business plan to signal intentions to all stakeholders
• Develop internal policies that outline the need for full-cost funding agreements
• Have board members directly explain to funders why full-cost funding is necessary to sustain services, retain staff, and ensure compliance.

2. Join in collective advocacy for sector reform

Why it matters: The Blueprint calls for stronger sector-wide collaboration and advocacy rights.
Board action

• Develop an advocacy policy that protects the organisation’s voice
• Join peak bodies (e.g. ACOSS, state councils) and contribute to consultations or joint submissions
• Participate in efforts to harmonise regulations and reduce red tape.

Next steps

• Invest in advocacy training for the board and executive team
• Collect and share real life examples and case studies that demonstrate the impact of regulatory overburden on NFPs
• Subscribe to peak body newsletters and alerts to track upcoming consultations, surveysand policy submissions. Endorse or contribute to collective submissions.

3. Involve the people who use your organisation’s programs and services in design and decision making

Why it matters: Services should be shaped by the people they serve.
Board action

• Include people with lived experience on boards or advisory groups
• Involve people affected by programs in program development
• Allocate budget and time for genuine community consultation.

Next steps

• In the strategic plan, include specific objectives and targets related to the involvement of people with lived experience
• Invest in training on cultural competency and community engagement for the board and staff
• Develop and apply internal policies and procedures to complement and reinforce the training.

4. Support Aboriginal and Torres Strait Islander self-determination

Why it matters: The Blueprint prioritises First Nations leadership and service control.
Board action

• Build formal partnerships with Aboriginal-led organisations
• Commit to First Nations representation in governance (where appropriate)
• Invest in cultural safety training and direct funding to First Nations-led initiatives.

Next steps

• Prioritise First Nations businesses in procurement policies
• Add a standing item to the board meeting agenda calling on board directors to reflect on engagement with local First Nations owners, custodians and elders and how this might influence the organisation’s policies and practices
• Collaborate with a local First Nations organisation to create an event, project or report.

5. Strengthen governance to drive sector change

Why it matters: Strong, future-focused boards are essential for sector resilience.
Board action

• Review governance practices annually and improve continually
• Oversee a digital, environmental and workforce sustainability plan
• Monitor alignment with the Blueprint and report progress regularly.

Next steps

• Invest in training on the implications for governance of areas such as cyber security and artificial intelligence
• Undertake an annual board review and self-assessment
• Add a standing item to the board meeting agenda on monitoring Blueprint alignment and progress.

Given that this is a 10-year Blueprint, we encourage organisations to start small and tackle one important action initially, rather than trying to tackle everything at once. Reviewing the government response to the report (due to be handed down at the end of March) and joining peak bodies like the Community Council for Australia are simple ways to ensure that your organisation ispart of the bigger picture.

The more empowered the community sector is in advocating for change, the more likely change is to happen. Every NFP has the opportunity, and the responsibility, to play a role in ensuring this roadmap leads the whole sector to a brighter future.