This was the third and final report of the evaluation of the impact of this initiative. It provided insight into the impact of the reforms and made recommendations for government and sector response.
BaxterLawley working with Curtin University produced the first report from data harvested from the Annual Information Statements of 38,000+ charities. This landmark report has been widely cited in the academic and grey literature.
The 2014 NFP Governance and Performance study included eight focus group discussions with senior directors and a survey which attracted over 3,000 respondents.
We were appointed to examine the financial and operational feasibility of establishing a fund for artists with disability to enable greater access to the profession.
This is the largest study of NFP governance and sector issues in Australia, attracting responses from around 3,000 NFP directors The 2015 Study included a special investigation of mergers and a specific focus on the Arts and Culture Sector and Federated organisations.
This is a report co-authored by Kylie Coulson and published by the Bankwest Curtin Economics Centre titled the Impact of Airbnb on WA’s Tourism Industry.
In partnership with the Independent Centre of Applied Not-for-profit Research and Anglicare Australia, in June 2017 BaxterLawley produced a report that identifies key issues facing Australian NFPs in relation to financial reporting, in the context of the national discussion on on Australian Accounting Standards and their impact on the sector.
This report presents the results of the second annual evaluation of the Sustainable Funding and Contracting with the Not for Profit Sector (SFCNFP) Initiative and the Delivering Community Services in Partnership (DCSP) Policy reforms. This project involved quantitative and qualitative evaluation of the impact of reforms and identified areas of risk to the successful implementation of the policy.
The CEO and board of this human services organisation needed a new KPI and performance monitoring framework. We worked in collaboration with staff to build the system bottom-up, ensuring full staff engagement and motivation to achieve the new targets. This project resulted in over $500,000 in savings within 6 months.