If we want to unlock financial potential, create new opportunities, build capacity and leverage the $489 billion in assets held across the charities sector, we need to change how we calculate risk in our sector, how we budget, how we invest in ourselves, how we invest in our future. Targeted investment in more appropriate financial products could enable charities and NFPs to budget a little more easily, take more risks, and do more for their communities, writes CCA CEO David Crosbie in the Community Advocate.

For CCA, one of the main concerns about government grants is the lack of active engagement or meaningful dialogue between the charity and not-for-profit sector and grant-giving agencies about how government contracting can be improved, writes CEO David Crosbie in the Community Advocate.

CCA CEO David Crosbie writes for the Community Advocate: ‘The work of our sector is clearly an antidote to the dog whistling grievance politics that serves the interests of a small minority already emboldened by individual power and money. Our work is about unity, about shared experience, about promoting opportunity and hope. Collectively, we have a lot of work to do in 2026. We need to build engagement and strengthen the bonds that enable us to belong, to establish shared goals, to emphasise the “we” rather than them and us, and to act collectively.