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Register now — tipping starts 1 March Collins Hume's NRL Footy Tipping Competition kicks off for 2026! Footy season starts on 1 March and Collins Hume would like to invite you to take part in our annual NRL Tipping Comp. Prize Information First prize $300 Second prize $100 Third prize $50 Knockout Comp Winner $100 5 quick steps to join: Go to  https://www.iTipFooty.com.au Click the REGISTER button if you don't already have an account with iTipFooty.com.au Once you have successfully registered login and, click the JOIN COMP button Enter Comp # 103098 and Comp Password CH1234 Click join comp.....DONE! Check-in for results each week. Prizewinners will be announced at the end of the season. Good luck!

Get your business 2026-ready with a complimentary RAVDA Each new year is the ideal time to reset your business strategy, refocus your goals and make confident decisions for the months ahead. Whether you’re running a small or medium business (SMB), not-for-profit organisation or commercial enterprise, a clear plan for 2026 improves profitability, reduces risk and builds long-term value. Here’s a practical guide to setting your business up for success in 2026. 1. Strong personal finances create better business decisions. Before diving into business goals, get clear on your personal finances . Review debt, savings, investments and retirement planning. Start by assessing where you are today, then set realistic goals for 2026. Build a simple budget or cash flow plan and review it regularly so you can adapt as circumstances change. 2. Review your estate plan Life changes quickly, so review your will, enduring power of attorney, and superannuation and death benefit nominations. Your business planning should include your personal world. Nor is it just worst-case planning. Ensure your assets pass as intended and protect what you’ve worked hard to build. Related: https://www.collinshume.com/post/estate-planning-and-protecting-your-family 3. Reset your business strategy Now zoom out and look at the business. Ask yourself what worked in 2025, what didn’t, what’s changed in your market, team or priorities and what success looks like by the end of 2026. A structured planning session with your leadership team or an external adviser can help cut through noise and clarify direction. Use this time to define clear goals, decide what to stop doing, set 90-day priorities and align your leaders around what matters most. Related: https://www.collinshume.com/post/why-strategy-matters-for-not-for-profits-right-now 4. Complete a legal health check and risk review With strategy clear, protect what you’re building. Review your business structure, shareholder or partnership agreements, key contracts, intellectual property, and privacy, data and regulatory obligations. A legal health check highlights weaknesses, closes compliance gaps and helps avoid costly problems later. Related: https://www.collinshume.com/nfp 5. Track performance and remove inhibitors Clear reporting helps you make better decisions but only if you act on what the numbers are telling you. Choose your top 3-5 priorities, block out time to work on them and make sure you have visibility across what’s really driving performance. At the same time, take a hard look at what’s holding the business back. Every business accumulates baggage over time: unprofitable products, inefficient processes, outdated systems or cultural issues. Often the fastest way to improve profitability is to stop doing things that no longer serve the business. A regular business detox sharpens focus, lifts margins and creates space for growth. Related: https://www.collinshume.com/post/the-traits-driving-high-performing-businesses 6. Implement technology that sticks If 2026 is the year for cloud upgrades or system improvements, take a structured approach. Join demos, use trials, check integrations, gather team feedback and make sure everyone is aligned before committing. Technology only delivers value when your people adopt it. Related: https://www.collinshume.com/post/is-your-business-lagging-on-tech-adoption 7. Focus on building business value Even if you’re not planning to sell, increasing business value gives you options: easier access to finance, stronger succession pathways and greater flexibility. Key value drivers include up-to-date financials, systemised processes, reduced owner dependency, a clear growth strategy and early adviser involvement. Understanding how valuations help you build a smarter plan for the year ahead. Related: https://www.collinshume.com/post/do-you-know-how-much-your-business-is-worth 8. Thinking about selling your business? Start now If succession or exit is on your radar over the next 3-5 years, the decisions you make today matter. Ask yourself whether you still see yourself in this business long term, whether your energy for growth is still there, and whether you’re building something others would want to buy. Preparing early improves sale outcomes and often boosts performance even if you don’t sell in 2026. Related: https://www.collinshume.com/post/boost-business-value-before-you-exit Ready to get your business 2026-ready? Book a complimentary Risk and Value Driver Assessment (RAVDA) with our Strategy360 team. We’ll help you identify key risks, uncover growth opportunities and clarify what’s really driving value in your business — so you can move into 2026 with confidence. Spots are limited, so get in touch today to secure your assessment. By partnering with Strategy360, gain clarity and control over your operations, improve profitability, increase business value and secure a sustainable future for your business.

What EV Discounts Mean for Your Business (and What You Should Do Now) Electric vehicles (EVs) are no longer a niche choice. By late 2025, they account for more than 8% of new car sales in Australia, driven in no small part by generous tax incentives. One of the most significant is the Federal Government’s Electric Car Discount, introduced in mid-2022. For many businesses and employees, it has materially reduced the cost of owning or leasing an EV. That said, the rules are now under review. While no immediate changes are proposed, this is an important moment to understand the benefits, assess whether they suit your circumstances, and consider timing. How the Electric Car Discount Works (in Plain English) The discount is not a cash rebate. Instead, it operates through tax concessions that can significantly reduce the real cost of an EV: 1. Fringe Benefits Tax (FBT) exemption Where an eligible EV is provided to an employee as a fringe benefit, private use is exempt from FBT. This is often the biggest saving. Without the exemption, FBT is effectively charged at up to 47%. For many employees, the exemption can reduce the annual after-tax cost of a vehicle by thousands of dollars. Important points: The exemption applies to battery electric vehicles and hydrogen fuel cell vehicles. Plug-in hybrid vehicles lost eligibility for new arrangements from 1 April 2025. The car must be first held and used after 1 July 2022 and be below the luxury car tax threshold at first purchase. 2. Higher luxury car tax (LCT) threshold Fuel-efficient vehicles, including EVs, benefit from a higher LCT threshold ($91,387 for 2025–26, compared to $76,950 for other cars). This can prevent the 33% luxury car tax applying to part of the purchase price. 3. Reduced import costs Certain EVs are also exempt from the 5% customs duty, reducing upfront acquisition costs. Commercially, these settings have made EVs very competitive. Lower running costs (electricity versus fuel, fewer servicing requirements) and solid resale values have strengthened the business case, particularly for salary packaging and small fleets. Why the Government is Reviewing the Rules A statutory review of the Electric Car Discount has now commenced. The key reason is cost. Uptake has exceeded expectations, and the projected cost to the budget has increased significantly over the forward estimates. The review will examine: Whether the concession is still required to encourage EV adoption Whether eligibility settings should be tightened (for example, limiting benefits to certain vehicle types or price points) How the discount interacts with other policies, such as the National Vehicle Emissions Standard commencing in 2025. Public consultation is underway, with a final report not due until mid-2027. Importantly, there is no suggestion of immediate changes, and any reforms are more likely to be prospective. Practical Takeaways for Business Owners and Employees While uncertainty always creates hesitation, the current rules are clear and legislated. From a practical perspective: Now is a good time to review fleet or salary packaging arrangements, particularly if you are considering replacing a vehicle in the next 12–24 months. Existing arrangements are expected to be grandfathered, reducing the risk of retrospective changes (although we can’t guarantee this). Ensure vehicles are clearly under the LCT threshold at first purchase and meet all eligibility criteria if you want to access the FBT exemption. Check the tax treatment of charging infrastructure provided in connection with an eligible EV, this won’t necessarily qualify for an FBT exemption. Final Thought The Electric Car Discount remains one of the most valuable concessions available for employee vehicles. While a review introduces longer-term uncertainty, the commercial reality today is that EVs can deliver genuine tax and cash-flow savings when structured correctly. If you are considering an EV—either personally or through your business—now is the right time to run the numbers. Please contact the Collins Hume team in Ballina if you would like tailored advice on whether an electric vehicle strategy makes sense for you under the current rules.

What the New Tax Guidance Means for You For many Australians, a holiday home does double duty. It’s a place to escape with family and friends, and during the rest of the year it’s listed on Airbnb or Stayz to help cover the costs. Until recently, many owners assumed they could claim most of the usual deductions for the property without much trouble, as long as appropriate apportionments were made. However, that position is now under more scrutiny than ever following the release of some new draft guidance documents by the Australian Taxation Office (ATO) - TR 2025/D1, PCG 2025/D6 and PCG 2025/D7. The ATO is looking to significantly tighten the rules around holiday homes that are used to derive some rental income. While the documents are still in draft form, they clearly signal the ATO’s compliance focus going forward. What is the ATO Concerned About? In simple terms, the ATO wants to distinguish between properties that are genuinely held to maximise rental income and those that are primarily lifestyle assets with some incidental rental use. The ATO confirms that all rental income must be declared, even if it is occasional or earned through informal arrangements. However, if the property is really a holiday home and isn’t used mainly to produce rental income during the year then the owner can’t claim any deductions for expenses such as interest, rates, land tax, repairs and maintenance. That is, the ATO might not allow any of these expenses to be claimed as a deduction, even if the property is used to generate taxable rental income for some of the year at market rates. If the property is classified as a holiday home by the ATO then owners can only claim deductions for limited direct expenses such as cleaning or advertising. The ATO is particularly focused on properties that: Are blocked out for private use during peak periods (for example, school holidays or ski season) Are advertised inconsistently or at above-market rates Generate ongoing tax losses year after year. How Expenses Must be Claimed Even if the property isn’t classified as a holiday home, it will often still be necessary to apportion expenses if the property is only used partly for income producing purposes. PCG 2025/D6 outlines how expenses should be apportioned. The key principle is that claims must be “fair and reasonable”. Common methods include: Time-based apportionment (for example, based on days rented or genuinely available for rent), and Area-based apportionment (where only part of a property is rented). Getting this wrong, or failing to keep evidence, increases audit risk. The ATO has access to booking platform data and can easily compare listings, calendars and reported income. The Financial Impact can be Significant Consider a holiday unit that earns $30,000 a year in off-peak rent but is kept for private use during peak holiday periods. Under the new approach, the ATO may conclude the property is really a holiday home and could reduce deductible expenses from tens of thousands of dollars to only a small fraction, resulting in a materially higher tax bill. Co-ownership also needs care. Income and deductions are generally split according to ownership interests, regardless of who uses the property more. Renting to relatives at discounted rates can further limit deductions. Practical Steps you Should Take Now Although the guidance is proposed to apply from 1 July 2026 (with transitional relief for arrangements in place before 12 November 2025), now is the time to review your position: Are you holding and using the property to genuinely maximise rental income? Is the property advertised broadly and consistently, including during peak periods? Use market pricing: Set rent in line with comparable properties in the same area. Keep strong records: Retain booking calendars, advertisements, enquiries, and a diary showing private versus rental use. Review ownership and strategy: In some cases, changing how a property is operated can improve its commercial profile and tax outcome, but beware of CGT liabilities, duty and legal fees. Document existing arrangements: If you may qualify for transitional relief, evidence is critical. The Bottom Line The ATO is not banning deductions for holiday homes, but it is drawing a firmer line between genuine investment properties and lifestyle assets. With the right structure, pricing and record-keeping, many owners can still claim appropriate deductions and improve cash flow. If you own a holiday property, a proactive review could save you from an unpleasant surprise later. Please contact Collins Hume in Ballina if you would like us to assess your current arrangements and help you plan ahead.

Closing date extended: Applications now close Friday, 6 February 2026 (first‑in, first‑served).  The NSW Government’s  Regional Business Improvement Program (RBIP)  is currently open and provides a fully funded, expert‑led business improvement audit for eligible regional SME manufacturers — there is no cost to participate. The program focuses on practical lean and continuous‑improvement opportunities to lift efficiency, reduce waste and build workforce capability.    Who can apply SME manufacturers (approx. 10–200 FTE) Must have an ABN and a manufacturing ANZSIC/BIC code Located in eligible regional NSW (Sydney metro is excluded) Public liability insurance ≥ $10 million (or equivalent self‑insurance) No cost to participate — participants are fully funded by the NSW Government.   Why this is valuable to businesses Practical, business‑ready recommendations to streamline operations and improve productivity Quick turnaround — audits delivered through the first half of 2026, meaning benefits land fast.   How to apply (about 15 minutes) Review the program details and eligibility at  https://www.nsw.gov.au/grants-and-funding/regional-business-improvement-program Apply via SmartyGrants at  https://rd.smartygrants.com.au/RBIP   Support for businesses If you are unsure about eligibility or what the audit covers, the program team can assist at  economic.programs@dpird.nsw.gov.au  or please reach out to be connected with a local Economic Development Manager.

Know the Rules Before You Break Them: Why SMSF Education Matters More Than Ever Running or deciding to set up a self-managed super fund (SMSF) gives you control, but it also brings legal responsibilities. The Superannuation Industry (Supervision) Act 1993  (SISA) contains detailed rules on trustee duties, investments, borrowing, payments and recordkeeping. Simply put, you cannot identify or avoid breaches you don’t know exist. For trustees, this should mean education is not optional but rather, is essential for risk management.  Why understanding SISA matters  You can’t comply with what you don’t know: Many common breaches arise from misunderstanding basic SISA duties (for example, sole purpose, arm’s length dealings, or in-house asset limits). Awareness of the rules is the first step to spotting a problem early.  Early identification reduces harm: Knowing what to look for, incorrect benefit payments, related party transactions that aren’t on commercial terms, or records that are incomplete, lets you seek advice before small errors become reportable contraventions.  Education protects members: The consequences of a breach can include loss of tax concessions, penalties and remediation costs that reduce retirement savings for members.  The ATO’s Focus on Education — What Trustees Need to Know  The ATO has recently published a draft Practice Statement (PS LA 2025/D2) explaining when it might issue an education direction under section 160 of SISA. These directions give the ATO power to require trustees (or directors of corporate trustees) to complete specified education, where trustees’ knowledge or behaviour poses a risk to compliance. The draft statement sets out the ATO’s approach and the kinds of circumstances that may lead to an education direction.  However, trustees should not wait for an ATO directive before getting educated – such a directive means the trustees have already breached the rules. The draft Practice Statement is intended to support compliance and public confidence, but it is not a substitute for proactive trustee learning. Acting early and voluntarily is both safer for trustees and viewed more favourably by regulators.  Practical Steps Trustees Can Consider  Use ATO’s official SMSF guidance Start with the ATO’s SMSF courses on the lifecycle of an SMSF, setting up, running and winding up. These courses are written for trustees and prospective trustees:   Setting up an SMSF:  https://smallbusiness.taxsuperandyou.gov.au/setting-up-a-self-managed-super-fund-smsf   Running an SMSF:  https://smallbusiness.taxsuperandyou.gov.au/running-a-self-managed-super-fund-smsf   Winding up an SMSF:  https://smallbusiness.taxsuperandyou.gov.au/winding-self-managed-super-fund-smsf   Complete the ATO’s ‘knowledge check’ The ATO provides an online “knowledge check” for each course designed to test trustee understanding. It’s a useful starting point, but note a pass mark of 50% should not be taken as a guarantee of safety. Trustees should consider whether aiming for a much higher standard, even 100% comprehension of core duties, is a more appropriate target to reduce risk.  Seek timely professional advice If a knowledge check or your reading flags uncertainty, contact us early to discuss your concerns. Timely, qualified advice often transforms a potential contravention into a routine fix and may mitigate potential penalties or ATO enforcement action.  Document your learning and decisions Keep records of training completed, who provided advice, and why investment or payment decisions were made. Good records are persuasive evidence of a trustee’s intent to comply.  SMSF trustees hold both opportunity and responsibility Learning the SISA rules and the ATO’s expectations is the most practical way to prevent costly mistakes. The ATO’s draft Practice Statement shows the regulator is prepared to use education directions where trustees’ knowledge gaps pose risks, but you shouldn’t wait to be told. Build your knowledge, use the ATO’s resources, complete the knowledge check, document what you learn and seek Collins Hume's professional help confidently and early. That approach better protects your fund and retirement outcomes.

Cash is Making a Comeback – Is Your Business Ready to Take It? For years, businesses have been moving away from cash – and for good reason. Digital payments are quick, traceable and cut down on the risk of theft or counting errors. But that tap-and-go world might soon have to make room again for notes and coins. The Government has released draft regulations that would require certain retailers to accept cash payments, ensuring Australians can still buy essential goods like groceries and fuel – even when technology fails. The change aims to stop people from being excluded when power, internet or card systems go down, or when they simply prefer to pay in cash. Who Will Need to Accept Cash – and Who Won’t? The new rules are targeted and, importantly, practical. They’ll apply to fuel stations and grocery retailers, including both major supermarket chains and independent operators, but only for in-person transactions under $500. That means you won’t have to accept someone paying for a $700 tyre replacement or bulk farm supplies in cash – it’s about the everyday essentials. If your business (or franchise group) has an annual turnover of less than $10 million, you’ll be exempt. That’s good news for most small businesses such as family-run grocers, local cafés and corner stores already managing tight margins and staffing challenges. The regulations are expected to take effect from 1 January 2026, with a review after three years to see how the system is working in practice. Why It’s Happening The move comes as part of a broader push to maintain access and fairness in Australia’s payment system. The Government and industry groups have recognised that while most Australians are happy to tap their card or phone, around 10–15% still prefer to use cash – particularly older Australians and those in regional or remote areas. There’s also a resilience angle: during bushfires, floods or power outages, card networks can go offline. In those moments, cash becomes essential. What This Means for Your Business For larger retailers, this change will mean dusting off cash-handling policies and reintroducing processes that many have phased out. That may include: Re-establishing cash floats and tills Staff training to handle and verify cash More frequent bank deposits and reconciliation procedures For small businesses that fall under the $10 million exemption, the key step will be to document your turnover clearly so you can demonstrate that the exemption applies. We can help ensure your records and structures support that. There may also be commercial upside. Accepting cash could attract a segment of customers who’ve drifted away as stores went digital – especially in regional areas where cash use remains strong. A small business that promotes “cash welcome” could even gain new loyal customers who value convenience and personal service. Preparing for the Change With final regulations expected soon, it’s worth starting to plan now. Review your payment policies, assess whether you’re likely to be caught by the new rules, and budget for any setup or compliance costs. If you’re exempt, ensure your records are watertight. If not, look for ways to streamline cash handling – for example, by using digital cash counters or smart safes to reduce errors and time spent on reconciliations. Looking Ahead Cash isn’t going away just yet. This reform is about maintaining choice, resilience and fairness in how Australians pay – and ensuring businesses are ready when customers want to use it. For help assessing how these cash rules could affect your operations or what the exemption means for your business, get in touch with Collins Hume on 02 6686 3000.

Super on Payday: Fundamental Changes for Employers If you run a business, you already know the juggling act that comes with managing the payroll process — paying staff on time, managing cash flow and staying compliant. From 1 July 2026, there’s a major change coming that will reshape how you handle superannuation contributions for staff. It’s called Payday Super, and it became law on 4 November 2025. The new rules are designed to close Australia’s $6.25 billion unpaid super gap and make sure employees — especially casual and part-time workers — get their retirement savings when they get paid. What’s Changing? From 1 July 2026, you’ll need to pay superannuation guarantee (SG) contributions at the same time as wages, rather than weeks or months later. Employers will have seven business days from payday to ensure contributions hit employees’ super funds. If payments are late, the Superannuation Guarantee Charge (SGC) will apply — that means paying the missed super plus an interest and administration penalty. Once SGC has been assessed, additional interest and penalties may apply if the SGC liability isn’t paid in full. Unlike the existing system, SGC amounts will normally be deductible to employers, although penalties for late payment of SGC won’t be deductible. On top of this, the ATO will retire the Small Business Superannuation Clearing House (SBSCH) platform from 1 July 2026 for all users and alternative options should be sought. The change isn’t just about compliance — it’s about impact. The Government estimates the earlier payments could boost an average worker’s retirement balance by around $7,700. Why It’s Good for Business This reform might sound like extra admin, and it might take a bit of getting used to, but it can actually simplify your payroll process and strengthen your reputation as an employer. Less admin – Paying super when you run payroll means no more quarterly payment crunches. Fewer compliance risks – ATO data-matching will pick up issues faster, helping you avoid penalties before they snowball. Stronger employee trust – Staff can see their super growing in real time, which might help with engagement and retention. Smoother cash flow management – Paying smaller, regular amounts of super is often easier to manage than large quarterly sums. The ATO will take a “risk-based” approach for the first year, focusing on education and helping businesses transition smoothly. If you pay on time, you’ll likely be flagged as low risk, meaning fewer compliance checks. How to Get Ready — Practical Steps to Take Now You’ve got time before the rules kick in, but the smart move is to prepare early. Here’s how: 1. Check your payroll software. Most modern systems (like Xero, MYOB, or QuickBooks) already support payday-aligned super. Confirm your setup and check if any updates or integrations are needed. 2. Map your pay cycles. Note how often you pay staff (weekly, fortnightly, monthly) and calculate the seven-day payment window for each. 3. Brief your team. Make sure whoever manages payroll understands the changes. The ATO has free online resources and webinars to help. 4. Plan your cash flow. Consider shifting from quarterly to more regular payments now to get used to the timing. Smaller, frequent super payments can reduce cash flow shocks. 5. Monitor and review. Set up a monthly check to ensure super contributions have cleared correctly. Keep an eye on ATO updates as final guidance is released. If you outsource payroll, contact your provider soon — many are already updating systems for Payday Super and can help you make a seamless switch. The Bottom Line Payday Super isn’t just a compliance change — it’s an opportunity to make your payroll more efficient, your staff happier and your business more compliant with less effort. With the laws now passed and just over 6 months to prepare, it’s time to get ahead of the curve. For help reviewing your payroll setup or planning the transition, get in touch with our team on 02 6686 3000. Collins Hume can help you make sure your business is ready to go when Payday Super commences.

In the NFP and for-purpose sector, the word strategic gets used liberally, yet few organisations use it correctly. When operational tasks and tactical plans get mislabelled as “strategy”, it becomes harder to stay focused on purpose, deliver impact and make evidence-informed decisions. Drawing on insights from NFP Success , this article breaks down what strategic  really means for not-for-profits including how NFP organisations can strengthen strategic thinking, planning and execution. 1. Strategic thinking: seeing beyond day-to-day pressures Strategic thinking is a mindset, not a document. It’s the ability to step back, challenge assumptions and look ahead to emerging trends, risks and opportunities. For NFPs navigating shifting funding, policy changes and evolving community needs, this mindset is essential for staying agile and impact-focused. 2. Strategic planning: turning vision into a practical roadmap Where strategic thinking explores the future, strategic planning gives it structure. A true strategic plan should clarify: long-term priorities how resources will be allocated what success looks like what will be delivered across short, medium and long-term horizons. Too often, NFPs confuse quarterly work plans or program documents with strategy. These are important, but they are operational or tactical, not strategic. 3. Align strategy, operations and tactics (and know the difference) Effective organisations understand the three layers: Strategic: long-term direction and big-picture priorities Operational: systems, processes and resourcing that support strategy Tactical: day-to-day tasks that deliver programs and services. All three matter but only when they work together. Strategy sets the direction. Operations make it possible. Tactics bring it to life. 4. Anchor every decision in your Theory of Change For NFPs, strategy must be explicitly tied to purpose. That means connecting your strategic plan to your Theory of Change — the model that explains how your activities lead to outcomes and social impact. Every initiative should be tested against it: Does this move us toward our intended outcomes? Does it strengthen our impact? If not, why are we doing it? This clarity helps funders, Boards and communities see exactly how your choices advance the impact you promise. 5. Strategy is cultural, not just a document on a shelf Strategic thinking must be embraced across the organisation, starting with the Board. Without leadership commitment, strategy becomes overshadowed by reactivity, and innovation is quickly lost. When everyone understands the strategic direction — and how their work fits into it — execution becomes stronger, faster and more purposeful. What this means for your NFP organisation Being genuinely strategic is about disciplined choices, clear priorities and alignment across every layer of planning. For NFPs looking to strengthen outcomes, improve decision-making and position themselves for long-term impact, 2026 is the year to refine strategic thinking and reconnect planning to purpose. Ready to sharpen your strategy and align your organisation for greater impact? Take our NFP Risk Survey now and start making more informed, confident decisions for your NFP organisation’s future at https://www.collinshume.com/nfp  or contact Nathan McGrath on 02 6686 3000. Practical Strategies for NFP Growth, Governance and Sustainability

Fundraising is evolving fast and not-for-profits that adapt will be the ones that strengthen revenue, deepen supporter trust and secure long-term sustainability. Drawing on expert insights from the Institute of Community Directors Australia (ICDA) and journalist Matthew Schulz, current fundraising trends point clearly to one thing: lasting relationships outperform one-off wins. Discover the key fundraising trends set to shape 2025 — from ethical AI and legacy giving to stronger donor relationships and board-led engagement — and learn how your organisation can use them to build sustainable, long-term support. Here’s what every NFP should be paying attention to in 2026. 1. Move beyond “low-overheads” and advocate for “pay what it takes” The “starvation cycle” — forcing charities to do more with less — is no longer sustainable. Sector leaders continue to push for “pay what it takes” funding so NFPs can properly resource impact. Tip:  Educate funders on true program costs and share real examples of the infrastructure needed to deliver outcomes. 2. Use AI responsibly with human oversight AI can streamline donor communications, segment supporters and improve fundraising efficiency. But fundraisers must have clear policies, governance and transparency. Tip:  Develop an AI-use framework aligned with your organisation’s values, so supporters trust how their data and stories are handled. 3. Gifts in wills remain one of the biggest growth areas Australia is entering a period of significant intergenerational wealth transfer with an estimated $2.6 trillion by 2040. Gifts in wills programs are set to become one of the most important revenue drivers for charities of all sizes. Tip:  Keep bequests visible year-round and proactively educate supporters about legacy giving. 4. Relationships matter more than grant volume According to Equitable Philanthropy CEO Catherine Brooks, scattershot grant applications are no longer effective. Funders want alignment, transparency and deep partnership. Tip:  Invest in year-round relationship cultivation: regular updates, strategic conversations and authentic invitations to see impact first-hand. 5. CEOs and Boards must lead fundraising efforts Boards and Executive Teams play a critical role in securing major gifts, stewarding relationships and building credibility with funders. Tip:  Set clear expectations: KPIs for CEO-level funder meetings, donor stewardship plans and annual board engagement goals. 6. Regular giving and committed memberships build resilience GiveNow’s Cathy Truong notes that while one-off donations fluctuate, monthly donors remain engaged for around two years, providing predictable cashflow. Membership models also create stronger emotional connection and long-term advocacy. Tip:  Prioritise donor retention over reach. Encourage monthly donations, share impact frequently and make sign-ups seamless. What this means for your NFP organisation 2026 is all about sustainable funding, strong governance, ethical technology use and deep supporter relationships. Whether your organisation provides community services, advocacy, education, wellbeing programs or local support, these trends offer a clear opportunity to strengthen your own impact story. By adopting best-practice fundraising principles and communicating value consistently, NFPs of all sizes can thrive in an increasingly competitive environment. Ready to strengthen your NFP's fundraising strategy? Take our NFP Risk Survey now and start making more informed, confident decisions for your NFP organisation’s future at https://www.collinshume.com/nfp  or contact Nathan McGrath on 02 6686 3000. Practical Strategies for NFP Growth, Governance and Sustainability Read full article: “What not-for-profits need to know about fundraising in 2025”  by Matthew Schulz, Institute of Community Directors Australia (ICDA), 18 Feb 2025.

Ballina local Sam Gardnir has taken a winding, but ultimately rewarding, path back to the accounting profession. After joining Collins Hume in July 2025, he’s quickly become known for his calm client rapport, natural empathy and grounded understanding of how business operates. Born in Lismore and raised in Ballina, Sam grew up around small business. His parents having run two well-loved local businesses which imbued much of his early understanding of community, service and work ethic. From trainee accountant to retail management and back again Sam first entered accounting in 2015 as a trainee at Kelly and Shannon’s former firm while studying his Bachelor of Business (Finance) at Southern Cross University. “I loved the foundations I built early on,” he says. “But back then, I needed to try something different.” That took Sam to a Gold Coast firm, where he continued as an accounting trainee. When he later returned to Ballina, he stepped temporarily away from the profession, taking on roles in FMCG retail. His natural aptitude for operations, systems and people saw him quickly move into management and then into product data analysis at head office – experiences that gave him a unique vantage point on business performance, consumer behaviour and operational realities. “That perspective enhanced the way I understand business,” Sam explains. “It helps me see challenges through a client’s lens.” All the while Kelly encouraged him to come over to Collins Hume, which was the turning point. Once he’d completed his degree, Sam made the leap. Sam recalls the mix of excitement and nerves returning to accounting after time away. “It felt daunting coming back into the field, but the transition has been great.” “Collins Hume has been incredible. The support, the culture, the people – it’s refreshing. It opened my eyes to how engaged the firm is with the community.” Working in Chris’ team, Sam is now deep into company financials and business returns for partnerships, sole traders, etc gaining momentum daily. “I really enjoy getting a read on where our clients they’re at,” Sam says. “Sometimes the technical work is only the start; knowing how to talk with people is how you build trust.” “I wanted to work somewhere with integrity, where actions match words,” he says. “What I see at Collins Hume every day is people genuinely doing the right thing by clients and by each other. That aligns with my own values.” Returning to accounting at the right moment played a big role “Sometimes timing is everything. It was the right time for me to branch out and give my accounting career the focus it deserved.” Away from the office, Sam is happiest outdoors. He’s a dedicated fisherman fishing off rocks and local beaches, hits the gym daily and runs regularly. Sport has also been a big part of his life, having played rugby league in the local NRRRL Competition for Ballina, Evans Head and Lismore Marist Brothers before retiring in 2016 – something he wants to get back into in the future. A personal high point so far has been graduating from university – a milestone he got to celebrate with some very important members of his family. When asked about the biggest lesson he’s learned, Sam doesn’t hesitate. “You can let years slip by, but it’s never too late to make a change.” Friendly, grounded, community-minded and driven with purpose, Sam brings a perspective that strengthens Collins Hume’s promise to deliver more than numbers. And he’s determined to build a career that makes a difference.

ATO Interest Charges are no longer deductible – What You Can Do Leaving debts outstanding with the ATO is now more expensive for many taxpayers. As covered in an earlier blog post on this topic , general interest charge (GIC) and  shortfall interest charge (SIC) imposed by the ATO is no longer tax-deductible from 1 July 2025. This applies regardless of whether the underlying tax debt relates to past or future income years. With GIC currently at 11.17%, this is now one of the most expensive forms of finance in the market — and unlike in the past, you won’t get a deduction to offset the cost. For many taxpayers, this makes relying on an ATO payment plan a costly strategy. Refinancing ATO debt Businesses can sometimes refinance tax debts with a bank or other lender. Unlike GIC and SIC amounts, interest on these loans might be deductible for tax purposes, provided the borrowing is connected to business activities. While tax debts will sometimes relate to income tax or CGT liabilities, remember that interest could also be deductible where money is borrowed to pay other tax debts relating to a business, such as: GST PAYG instalments PAYG withholding for employees FBT However, before taking any action to refinance ATO debt it is important to carefully consider whether you will be able to deduct the interest expenses or not. Individuals If you are an individual with a tax debt, the treatment of interest expenses incurred on a loan used to pay that tax debt really depends on the extent to which the tax debt arose from a business activity: Sole traders:  If you are genuinely carrying on a business, interest on borrowings used to pay tax debts from that business is generally deductible. Employees or investors:  If your tax debt relates to salary, wages, rental income, dividends, or other investment income, the interest is not deductible. Refinancing may still reduce overall interest costs depending on the interest rate on the new loan, but it won’t generate a tax deduction. Example:  Sam is a sole trader who runs a café. He borrows $30,000 to pay his tax debt, which arose entirely from his café profits. The interest should be fully deductible. However, if Sam also earns salary or wages from a part-time job and some of his tax debt relates to the employment income, only a portion of the interest on the loan used to pay the tax debt would be deductible. If $20,000 of the tax debt relates to his business and $10,000 relates to employment activities, then only 2/3rds of the interest expenses would be deductible. Companies and trusts If a company or trust borrows to pay its own tax debts (income tax, GST, PAYG withholding, FBT), the interest will usually be deductible if it can be traced back to a debt that arose from carrying on a business. However, if a director or beneficiary borrows money personally to cover those debts, the interest would not normally be deductible to them. Partnerships The position is more complex when it comes to partnership arrangements. If the borrowing is at the partnership level and it relates to a tax debt that arose from a business carried on by the partnership then the interest should normally be deductible. For example, this could include interest on money borrowed to pay business tax obligations such as GST or PAYG withholding amounts. However, the ATO takes the view that if an individual who is a partner in a partnership borrows money personally to pay a tax debt relating to their share of the profits of the partnership, the interest isn’t deductible. The ATO treats this as a personal expense, even if the partnership is carrying on a business activity. Practical takeaway Leaving debts outstanding with the ATO is now more expensive than ever because GIC and SIC are no longer deductible. Refinancing the tax debt with an external lender might provide you with a tax deduction and might also enable you to access lower interest rates. The key is to distinguish between tax debts that relate to a business activity and other tax debts. For mixed situations, you may need to apportion the deduction. If you’re unsure how this applies to you, talk to us before arranging finance. With the right strategy, you can manage tax debts more effectively and avoid costly surprises.