Our History and Plans PDF Print E-mail


OUR HISTORY AND PLANS


ASF is an independent NFP organisation and is not tied to any educational or training institution.

Launched in 2008, ASF offered 30 places in education and training programs as it tested its business model and processes, organised its national network of scholarship assessment committees and expanded its scholarship offerings. By year end ASF had offered scholarships at a running value exceeding $400,000 a year, with an initial emphasis on financial management of NFPs.

This success encouraged the Board to embark on the next stage of its planned strategy, broadening the offerings to other management disciplines.

In 2009 ASF offered over 100 places and scholarships at a market value of $450,000. It also expanded its education partnerships to 10, including six major universities.

This offering more than doubled in 2010 to over 200 places and scholarships valued at over $1million. ASF’s Education Partners had grown to 16, including eight universities throughout Australia.

2011 delivered over 600 scholarships with a market value of $1.6m and in 2012 we offered 680 worth over $2m. ASF now has 25 education partners and over 120,000 NFP directors and staff now receive email alerts and newsletters about regular ASF offerings through the year.  

Our aim over the next 3 years is to continue to scale ASF up without increasing costs significantly.

Following are ASF's key strategic objectives for 2013 - 2016:  

1.  Scholarship Offerings

  • Increase scholarship awards to over 600 by end of 2013 with a value of $2,000,000
  • Expand education partnerships to greater than 30,including 20 universities
  • Broaden scholarships into at least 5 new disciplines, and include more online and flexible delivery options
  • International scholarships commencing in 2013

2.  Funding

  • Secure $300,000 additional growth funding for ASF per year over 3 years to ensure sustainability.

3.  Research  

Commission research to:

  • determine the training and education needs of the not-for-profit sector, and
  • determine the long term impact of scholarships on the not-for-profit sector.

4. Operations / Governance 

Further develop IT infrastructure including:

  • new scholarships resource centre database (live end 2012)
  • further develop our CRM (customer relationship management) and automated application processing platform;

Further develop Council and structure including:

  • restructure Council and Advisory Panel to reflect a more diversified nationally represented board, and

5.  Increase ASF brand awareness

  • accelerate scholarships takeup by increased brand awareness (2012 was at 90%)

6.  Focus advocacy to increase Australian investment in NFP education, training & development

  • first federal government NFP capacity building scholarships commitment (no later than 2016)
  • increased number of university and other NFP specific courses
  • increased community-wide donor funding of NFP scholarships