Opportunities
4.1 Potential opportunities
While the global financial crisis has had an adverse impact on many parts of the community, it has also yielded some opportunities for not-for-profit organisations and their partners.
Survey respondents identified that two key opportunities were an increased focus on good governance and management of risks and reserves (67 per cent), and increased engagement with Boards on financial management and strategy planning (59 per cent).
Other opportunities identified were the ability to:
- strengthen relationships with existing loyal partners;
- raise awareness of certain issues (homelessness, poverty, training);
- recruit staff with various skills, and;
- increase demand for services providing the opportunity to expand.
Figure 4.1: Opportunities Arising from the Downturn - that Not-for-Profit Organizations Are currently Benefiting Form 
Source: Centre for Corporate Public Affairs, Survey of NFP organisations 2009. N=61.
A recent survey of charities in the UK also highlighted similar opportunities emerging from the economic downturn (PWC et al 2008). The positive impacts identified were a focus on good governance, opportunities for increasing awareness, opportunities for recruitment of key staff and increased availability of volunteers, reduced costs in some areas (such as office accommodation), and (for some not-for-profits), an increase in income (such as from charity shops).
In addition to these, not-for-profit organisations noted that as more people were unemployed, the pool of available volunteers grew also (as noted in Section 2.5).
We understand that some businesses and NFP organisations are also examining secondment opportunities, whereby business would 'offer' employees an opportunity to work within a NFP organisation instead of having to cut 'excess' staff. These secondment opportunities may involve partial payment of salaries by the business and NFP, or some other arrangement.
Some not-for-profit organisations noted there may be opportunities to merge with other peer organisations to reduce duplication. Similarly others note opportunities to forge partnerships with other not-for-profit organisations.
There was also a view that they may receive more funding to carry out certain services. For example, several NFP organisations noted that funding from government had increased for financial literacy programs to help people cope with the stimulus package.
Some organisations also noted that the economic crisis provided the opportunity to maximise the community's understanding of the real value of the NFP sector to the community.
One survey respondent described the situation thus:
This sector over-delivers to the point where its contribution is undervalued and often taken for granted. 2010 is a golden opportunity to leverage and maximise understanding of the real value of the sector to the community.
Expectations for the 2009-2010 financial year reflect current feelings about opportunities arising from the crisis.
Survey respondents expect to see more opportunities for strengthening relationships with existing partners as well as increasing engagement with their Board.
The downturn also provides an opportunity to refocus activities and programs and focus on good governance. It also offers an opportunity to raise awareness about certain issues. NFP organisations that have been able to raise awareness about issues such as homelessness are seeing the benefits of increasing funding for sectors that are heavily impacted during economic downturns.
Figure 4.2: Likelihood of Not-for-Profit Organisations Benefiting from these Opportunities in the Next Year 
Source: Centre for Corporate Public Affairs, Survey of NFP organisations 2009. N=65.