PwC Australia’s 2nd Annual Not-for-profit CEO Survey

Upskilling for the digital world and preparing for the future of work

In 2021, the Not-for-profit (NFP) sector is striving for balance between coping with daily disruptions and building sustainable future-focused organisations.

PwC Australia’s 2nd Not-for-profit CEO Survey shows leaders deriving value from upskilling programs as a growth enabler and leveraging new mechanisms to deal with resource constraints, skills shortages and emerging existential threats to prepare for the future of work.

Explore the key themes

NFP sector snapshot: Why moving the dial matters

Employing 1.3 million Australians¹, the NFP sector is the nation's second largest workforce, comparable to retail and bigger than construction or professional services. The NFP sector’s economic contribution is equivalent to 8.5% of Australia's gross domestic product¹. Whilst the economic contribution of the sector is important, its role in building social cohesion and meeting community needs is paramount.

^{1 Social Ventures Australia & Centre for Social Impact Report (August 2020)}

Explore the 4 key themes from our 2nd Not-for-profit CEO Survey

Future proofing

76% of NFP CEOs say one of the top outcomes from upskilling is greater organisational growth.

Across the NFP sector the impact of COVID-19 has been profound. The sector needs to focus on growth, embrace aspects of automation and seek efficiencies; to create adaptive, future focussed organisations.

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Collaboration and Leadership

60% of NFP CEOs say investing in their strategy and operating structure is their top priority to make the greatest impact on their organisation’s future.

NFP leaders are stepping up to the strategy challenges the pandemic has accelerated, with a surge in cross sector skill collaboration being a highlight of this year’s survey.

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Skills

Data analysis/analytics tops the list of skills that employees need most to prepare for the impact of technology on their role.

Leaders must stay sharp when it comes to the knowledge and implications of technology; emerging risks like cyber; the fact that they can only derive value from technological change if they have a digitally competent workforce.

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Supporting employees

34% of NFP CEOs surveyed say they have made progress on developing a compelling employee value proposition to attract and retain staff.

Future-focused NFP leaders are closely monitoring the impact of COVID induced workplace changes on organisational culture and employee engagement; using upskilling to boost engagement, D&I and improve well-being but there is more to do.

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Survey Methodology: PwC Australia surveyed CEOs (or equivalent) of Not-for-profits in Australia in July 2021. 182 completed responses were used in our research.