Government Funding: What Australian Charities Need to Know

Government Funding: What Australian Charities Need to Know

For Australian charities, particularly those reliant on grants and program funding, government funding is a normal part of operating. While management teams deal with the day-to-day administration, responsibility for oversight ultimately sits with the board.

Understanding how government funding affects financial reporting, compliance and risk management is essential for meeting ACNC governance standards and maintaining organisational sustainability.

What is Government Funding in an Australian Not-for-Profit Context?

Government funds are contributions or grants that must be used in accordance with conditions imposed by a funder or grant body. These conditions may relate to:

  • A specific program or service
  • A defined time period
  • Eligibility criteria for expenditure
  • Reporting and acquittal requirements

In Australia, funds are commonly associated with:

  • Government grants
  • Philanthropic foundation funding
  • Trust distributions
  • Program-specific donations

Once accepted, these restriction on the funding are binding and must be reflected in both financial management and organisation reporting.

Why Government Funds Matter for ACNC Compliance

Under the ACNC Governance Standards, responsible persons must ensure that a charity’s resources are used to further its charitable purpose and are managed responsibly.

From a governance perspective, restricted funds create additional obligations because:

  • They are not available to meet general operating costs
  • Misuse may constitute a breach of funding agreements
  • Inaccurate reporting can expose the organisation to compliance and reputational risk

Boards should be able to clearly distinguish between cash held and cash available for discretionary use when reviewing financial reports.

Accounting and Reporting Obligations

Australian not-for-profits are required to apply AASB 1058 (Income of Not-for-Profit Entities) and, where applicable, AASB 1004 (Contributions). These standards affect when grant income is recognised and how it appears in financial statements.

In practice, this means:

  • Grant income may be deferred until performance obligations are met
  • Funds should be tracked separately from unrestricted income
  • Financial statements should clearly disclose unspent grant balances

For boards, understanding this distinction is critical when assessing financial performance and liquidity.

Grant-Heavy Organisations: Common Governance Risks

Charities with a high reliance on grants often face specific challenges, including:

  • Assuming surplus cash equals surplus funding
  • Using funds to manage short-term cash flow pressures
  • Inadequate tracking of multiple funding agreements
  • Late or incomplete grant acquittals

These risks are amplified where organisations rely on manual spreadsheet tracking or where funding conditions are not well understood.

Aboriginal Corporations: Additional Considerations

For Aboriginal and Torres Strait Islander corporations, government funding often represents the majority of revenue and may come from multiple government agencies with differing requirements.

Boards should be particularly mindful of:

  • Aligning funding use with both grant conditions and community objectives
  • Ensuring culturally appropriate governance while meeting regulatory obligations
  • Managing acquittals and reporting timelines across multiple programs

Strong financial systems and clear delegation frameworks are essential to reduce administrative burden and protect organisational autonomy.

What Boards Should Expect to See in Financial Reports

To effectively oversee funds, boards should receive financial reports that clearly show:

  • Government funds versus unrestricted fund balances
  • Grant income recognised versus cash received
  • Unspent grant liabilities
  • Program-level income and expenditure

Reports that only present a single cash balance can obscure financial risk and limit informed decision-making.

The Role of Systems and Controls

From a governance perspective, appropriate systems are not optional — they are a risk management tool.

Effective controls include:

  • Accounting systems capable of fund and project tracking
  • Clear approval processes for restricted expenditure
  • Regular internal reviews of grant compliance
  • Board oversight of large or high-risk funding agreements

These controls support both transparency and operational resilience.

Government Funds and Strategic Decision-Making

Government funds should be factored into:

  • Budgeting and forecasting
  • Workforce planning
  • Long-term sustainability discussions

Boards that understand the true level of unrestricted funding are better placed to make decisions about growth, investment and risk.

Key Takeaway for Australian Charity Boards

Government funds are not simply an accounting issue — they are a governance responsibility.

By ensuring clear reporting, strong systems and informed oversight, boards can:

  • Meet ACNC governance expectations
  • Reduce financial and compliance risk
  • Support management to deliver funded programs effectively

Well-governed fund management strengthens organisational credibility and enables charities to focus on achieving impact.

Get in contact with our team for a free discovery meeting and find out how we can help you manage your government funding today.

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We’ve Helped These Clients Focus Less On Their Finances, And More On Their Purpose

Here’s what they had to say:

We have had an enduring
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