NFP Benchmarking

The public reports are now available

Thanks to all the participants of the not-for-profit back-of-house function benchmarking project.

The public report for the first year of benchmarking is available here.

The public report for the second year of benchmarking is available here.

The final report for final year’s (FY 12/13) NFP Benchmarking is available here.

The current cycle of the not-for-profit benchmarking project is now complete.

For more information about the project please contact Nous Group on (03) 8602 6219 or

NFP Benchmarking Project

The quality of a not-for-profits’ (NFPs) administrative and support services directly affects their capacity to deliver critical services to people in need. Highly efficient organisations that deliver quality administrative and support services have more capability for front-of-house service delivery and their staff spend less time dealing with cumbersome administrative and support services.

Few meaningful internal or industry benchmark exist in the NFP sector against which costs and quality can be accurately measured and improved. This makes it hard to compare the efficiency and effectiveness of administrative and support services across organisations, and increases the difficulty of identifying areas where administrative and support services cost or quality is below par (potentially offering opportunities to improve).

To begin to address this issue, thirteen Victorian not-for-profit community services sector organisations, co-ordinated by MacKillop Family Services and supported by three philanthropic trusts have agreed to benchmark six administrative and support services each year for the next three years (2010 – 2013). The benchmarking will facilitate comparisons of internal process efficiency and effectiveness between organisation to identify and share good practice in the following areas:

  1. Information and communications technology
  2. Compliance
  3. Human Resources (including training)
  4. Finance
  5. Fleet
  6. Payroll

Within organisations the project has the potential to improve service delivery and stimulate an innovative culture. It also has the potential to benefit the sector as a whole through the sharing of knowledge and the setting of higher sector standards. The establishment of a service measurement framework and appropriate disciplines also signals to stakeholders and donors that the sector is committed to maximising value for money.

The project commenced in February 2011. 

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