For Australian NFPs, restoring public trust is not just a reputational concern—it is fundamental to their ability to deliver social impact. Organisations that embrace transparency, actively engage with communities, and adapt to shifting expectations will be best positioned to navigate this new era of grievance and uncertainty.  

We spend a lot of time working with non-profits and funders, exploring how they can do more to contribute to a more equitable society. In spite of that, we spend very little time exploring whether applying a gender-lens to our discussions around the design, implementation and funding of interventions in a deliberate and thoughtful manner could lead to better outcomes.

Compassion, often cited as the greatest virtue, acknowledges the suffering in the world, and recognises a community is only as strong as its weakest (a very African sentiment, pointing to their communitarian view of the world, and central to the ‘Ubuntu’ philosophy that ‘we are all connected’).  

As Philanthropy Australia spearheads our national campaign to Double Giving by 2030, let’s push into this new agenda so that, if successful, we can be more confident that we will also at least double the impact in the process. Some philanthropies are already making this subtle shift in direction, progressively working to distribute this assumed power, change the system and effect a stronger, fairer and more sustainable social economy that benefits the many, and not the few. Others are likely to resist or adopt a business-as-usual approach.

The Health and Medical Research sector is one of the largest recipients of philanthropic giving in Australia. GoodWolf recently set out on a ‘listening tour’ with a selection of 10 CEOs from foundations granting into this sector to explore their evolving practice model for supporting this critical field, and to understand how they are adapting to its opportunities and challenges.

It seems to us that many in society have a fear of data – like the fear of finance – and we don’t think we know enough to analyse or interpret data. So, alongside the creation of the technology and data tools, we need to embark on a societal education program to build our ‘bench strength’ to have confidence and capacity to understand and act on data in a coherent manner; in a way that considers and (even better) includes the important stakeholders that matter. 

If the state of the housing sector was being ranked by our fire risk rating, it would be pointing to ‘catastrophic’.  

The hopes and dreams of young aspirant first-home buyers are up in smoke, and stressed-out mortgagees are feeling the intense heat of RBA’s twelve rate hikes, the fastest tightening cycle on record. The majority of these mortgagees are families living on the suburban fringe, further widening the gap between the haves and the have nots.