Even without COVID-19 and its aftermath, there’s an argument to be made that Western Australia’s not-for-profit sector would have been under pressure to adapt and change.
The rising cost of living combined with parlous staff shortages, and the effects of the pandemic, have created a challenging operating scenario like no other in recent memory.
However, as the song goes, ‘when the going gets tough, the tough get going’ and, for many organisations, difficult times have prompted surprisingly positive outcomes.
In this series of features for Hearts & Minds, some of WA’s leading NFPs discuss how COVID-19 has affected their operations and what the future looks like in the ‘new normal’.
Demand on the rise
Many NFPs report that the biggest single change the pandemic has created is a rise in demand for their services.
Foodbank WA has experienced an exponential rise in people reaching out for help in ways not seen before.
Numerous factors were behind this, in addition to the long, tail effect of COVID-19, chief executive Kate O’Hara said.
“The cost of groceries is rising, the cost of rent is rising, and mortgage holders are facing more impending rate hikes,” she said.
“These circumstances are pushing many Western Australians into financial stress, and they are struggling to put food on the table.”
There has been a huge shift in the households and customers Foodbank WA provides for.
“Some 59 per cent of our customers have paid work, and 23 per cent have a mortgage,” Ms O’Hara said.
“We want to be able to help households manage their budgets to keep their homes.
“Our external referral system provides a wraparound service, which offers financial counselling and food relief.”
In response to the rise in demand for food relief, Foodbank WA changed its structure and increased its staffing by 20 (full-time equivalent).
“This has included specialised roles, including logistics/maintenance, data specialist and a project officer to better utilise our systems and reduce reliance on external support,” Ms O’Hara said.
Attracting more staff is key
All of this has been possible for Foodbank WA due to some nimble footwork among existing staff.
However, Ms O’Hara said she would like to see the door open to more skilled immigrant workers to fill staff shortages.
“Perhaps, with more publicity around the work that NFPs do, we would be able to attract more staff and volunteers, especially in regional areas,” she said.
“We also know that for many new migrants, our food relief could assist household in settling in and becoming familiar with Australia retail food options.”
For Vinnies WA, it’s a similar story, with a significant increase in demand for its services since the start of the pandemic.
“While the pandemic is not solely responsible, and other factors such as the rising cost of living and increased mortgage and rental stress have had an impact on demand, COVID-19 has fundamentally changed our community and further exposed the vulnerabilities of people in need,” chief executive Susan Rooney said.
“These are the people who will continue to need our help.”
Vinnies WA, chief executive Susan Rooney
Learn from the past, look to the future
As RMHC WA looks to the future in a post-pandemic environment, it is now far more astute in terms of developing, designing and implementing new programs, services and infrastructure.
“We have commenced research into the overall impact the COVID-19 closures and pause of programs had on the health and wellbeing of the families we care for,” executive manager operations and facilities Courtney Kennedy said.
“This research will enable us to make informed decisions on what makes a difference and how we implement them to the services we deliver.”
Meanwhile from a leadership point of view, the focus on maintaining a healthy organisational climate at RMHC WA and nurturing its desired culture is a key component for future growth.
RMHC WA executive manager people and culture Jackie Donnan said: “In 2023, our leadership development programs will focus on leading and managing through change and resistance, building a positive culture of accountability, and understanding the big picture – refreshing skills to enable leadership that is aligned with our future growth plans, no matter the environment we find ourselves in.
“For us, learning to live with COVID also means finding ways to appropriately, and safely, be together and work together face-to-face.
“Developing and investing in strong working relationships is part of the key to our success and future growth at RMHC WA, and a significant factor in ensuring our families feel the energy from our staff, and in our shared spaces.
“Through our proven ability to adapt quickly, by implementing policies and procedures, we are now more equipped and confident as an organisation to deal with uncertain times like a pandemic.”
