Why mentor?
With the right connection, mentoring provides a low touch, high value supportive relationship that addresses critical professional issues for NFP leaders. Mentorship can address feelings of isolation and provide developing leaders with a new sense of confidence and vision that helps on an individual and organisational level.
Our incredible mentors originate from many fields, but their common connection is a breadth and depth of experience, an open-mind, and a commitment to support the leaders of charities and for-purpose organisations. We welcome expressions of interest from individuals wanting to participate as mentors. We would be happy to receive your enquiry and begin a discussion to assess your suitability to join the mentor community.
Why mentor?
With the right connection, mentoring provides a low touch, high value supportive relationship that addresses critical professional issues for NFP leaders. Mentorship can address feelings of isolation and provide developing leaders with a new sense of confidence and vision that helps on an individual and organisational level.
Our incredible mentors originate from many fields, but their common connection is a breadth and depth of experience, an open-mind, and a commitment to support the leaders of charities and for-purpose organisations. We welcome expressions of interest from individuals wanting to participate as mentors. We would be happy to receive your enquiry and begin a discussion to assess your suitability to join the mentor community.
Why CEOs?
Many social purpose leaders are incredibly resourceful and passionate in the face of these challenges. They are usually self-developed, resilient and resourceful, accustomed to hard work and seemingly insurmountable challenges. At the same time, they can often be isolated, time poor, and, due to sector pressures, reactionary in how they operate.
Though they all have differing levels of sophistication, it’s often the case that governance, strategy and business practices are not their first lens. They can face challenges working with their boards, sustainability issues, growth strategies, government relations and their own development. Additionally, they lack opportunities for affordable and accessible leadership development, network development, management training, and other capacity building activities.
Why CEOs?
Many social purpose leaders are incredibly resourceful and passionate in the face of these challenges. They are usually self-developed, resilient and resourceful, accustomed to hard work and seemingly insurmountable challenges. At the same time, they can often be isolated, time poor, and, due to sector pressures, reactionary in how they operate.
Though they all have differing levels of sophistication, it’s often the case that governance, strategy and business practices are not their first lens. They can face challenges working with their boards, sustainability issues, growth strategies, government relations and their own development. Additionally, they lack opportunities for affordable and accessible leadership development, network development, management training, and other capacity building activities.
The "third sector"
You may know it as the not-for-profit (NFP) sector, but these days, it goes by many different names: the social purpose sector, the for-purpose sector, the social sector, the charitable sector, or, more recently, the third sector.
Whatever you call it, the non-profit sector makes a significant contribution to the Australian economy. It generates over $176 billion a year, including $12 billion in donations, and employs over 10% of all Australians – more than 1.3 million people.
The "third sector"
You may know it as the not-for-profit (NFP) sector, but these days, it goes by many different names: the social purpose sector, the for-purpose sector, the social sector, the charitable sector, or, more recently, the third sector.
Whatever you call it, the non-profit sector makes a significant contribution to the Australian economy. It generates over $176 billion a year, including $12 billion in donations, and employs over 10% of all Australians – more than 1.3 million people.
Then and now
Charities and NFPs have a long history in Australia, but much has changed in recent years. Before World War II, they provided the majority of social services in Australia, mostly via religious institutions supporting the “destitute” and the “needy.” Fortunately, we don’t think about charity like this anymore.
These days, there are now more than 600,000 NFPs across Australia, including more than 60,000 registered charities. Their work spans everything from at-risk youth and homelessness, to animal welfare, environment, advocacy, law and policy work and all things in between. There are also many NFPs and charities like Kilfinan that are set up explicitly to support other NFPs. As you can imagine, many of those are quite small – in fact, 65% of charities turn over less than $250K per year.
Then and now
Charities and NFPs have a long history in Australia, but much has changed in recent years. Before World War II, they provided the majority of social services in Australia, mostly via religious institutions supporting the “destitute” and the “needy.” Fortunately, we don’t think about charity like this anymore.
These days, there are now more than 600,000 NFPs across Australia, including more than 60,000 registered charities. Their work spans everything from at-risk youth and homelessness, to animal welfare, environment, advocacy, law and policy work and all things in between. There are also many NFPs and charities like Kilfinan that are set up explicitly to support other NFPs. As you can imagine, many of those are quite small – in fact, 65% of charities turn over less than $250K per year.
People power
Volunteers power in the sector – more than 3 million volunteers contribute to charities, and more than half of all charities operate without any paid staff. On top of that, the tax and regulatory system that governs the charitable sector is quite complex, making reporting and compliance a common challenge.
People power
Volunteers power in the sector – more than 3 million volunteers contribute to charities, and more than half of all charities operate without any paid staff. On top of that, the tax and regulatory system that governs the charitable sector is quite complex, making reporting and compliance a common challenge.
Common sector challenges
- A competitive fundraising landscape, including the risks associated with not having funding healthily balanced;
- Complex regulations and reporting requirements;
- Resource shortages, reliance on volunteers, and creating sustainable and rewarding work environments that grow and develop talent. Burnout is rife in the sector.
- Systemic challenges that encourage sector competition instead of collaboration,
- Public scrutiny and pressure on how charities spend money, forcing charities to work on razor thin budgets, and discouraging investment in people, overheads, and capacity building. Instead, every penny earned is expected to go directly to program delivery.
- Lack of governmental support and recognition for the sector. During times of economic stress, the support offered to NFPs decreases and becomes more competitive, while the demand for their services increases, exacerbating the underlying barriers and putting additional strain on the sector.
Common sector challenges
- A competitive fundraising landscape, including the risks associated with not having funding healthily balanced;
- Complex regulations and reporting requirements;
- Resource shortages, reliance on volunteers, and creating sustainable and rewarding work environments that grow and develop talent. Burnout is rife in the sector.
- Systemic challenges that encourage sector competition instead of collaboration,
- Public scrutiny and pressure on how charities spend money, forcing charities to work on razor thin budgets, and discouraging investment in people, overheads, and capacity building. Instead, every penny earned is expected to go directly to program delivery.
- Lack of governmental support and recognition for the sector. During times of economic stress, the support offered to NFPs decreases and becomes more competitive, while the demand for their services increases, exacerbating the underlying barriers and putting additional strain on the sector.