Building Resilience in Uncertain Times

What SA Non‑Profits Can Do in Response to the Iran War’s Economic Impacts

The Iran war feels far removed from the day‑to‑day work of a South Australian community organisation. But as it continues to disrupt global fuel markets, shipping routes and supply chains, the ripple effects are already being felt across Australia, including right here in Gawler, the Barossa Valley and the surrounding regions.

Rising fuel costs, higher supplier prices, inflationary pressure and tightening household budgets are not just mainstream business problems. They directly affect charities, volunteer‑run groups, arts organisations, neighbourhood meeting places, disability services, sporting clubs and community centres.

On the upside - with practical, proactive steps, small non‑profits can strengthen their resilience and continue delivering impact even in a volatile environment.

Here is a guide to what’s happening and what you can do to develop resilience.

1. Understand the Pressures Affecting Your Organisation

The Iran conflict is disrupting one of the world’s most important oil supply routes, pushing up global fuel and freight costs. Even though Australia doesn’t import oil directly from Iran, we rely heavily on refined fuel from Asia, and those refineries depend on the Middle Eastern supply. The result is higher fuel, transport and energy costs across the board.

For South Australian non‑profits, this shows up as:

·       Increased costs for catering, program supplies and venue operations

·       Higher transport costs for outreach, home visits, events and volunteer travel

·       More expensive freight for equipment, materials and donated goods

·       Suppliers raising prices with little notice

·       Households tightening spending, reducing donations and participation

These pressures combine with existing challenges such as inflation, wage increases, insurance costs and funding uncertainty and so on, to create a more fragile operating environment.

2. Strengthen Financial Resilience (Even If You’re Small)

Review your cost structure line by line

Small increases add up quickly. Identify where fuel, freight or supplier costs have crept in. Look for:

·       Subscriptions or services no longer essential

·       Supplier contracts that can be renegotiated

·       Opportunities to consolidate purchases

·       Cheaper local alternatives for consumables

Build a modest cash buffer

Even a few weeks’ operating expenses can make a huge difference during supply delays or funding gaps.

Scenario‑plan for the next 6 - 12 months

Ask your board or committee to consider:

·       What if costs rise another 10–20%?

·       What if donations drop?

·       What if a key supplier becomes unreliable?

Planning now reduces panic later.

3. Strengthen Your Supply Chain and Local Partnerships

Shipping delays, higher insurance costs and unpredictable delivery times globally can disrupt events, programs and service delivery.

Practical actions:

·       Diversify suppliers — avoid relying on a single provider for food, printing, equipment or program materials.

·       Shift to local suppliers where possible as regional SA businesses may be more reliable and responsive.

·       Order earlier and hold small reserves of critical items (e.g., PPE, program materials, event supplies).

·       Share resources with neighbouring organisations through co‑purchasing, co‑storage or co‑transporting where practical.

Local collaboration is one of the most powerful resilience tools available to community organisations.

4. Support Volunteers and Staff Through Rising Costs

Fuel and cost‑of‑living pressures affect your people too. Volunteers may struggle to travel. Staff may feel stretched. Households may reduce participation in programs.

Consider:

·       Fuel vouchers or mileage reimbursement for volunteers

·       Hybrid or localised service delivery to reduce travel

·       Carpooling options for events and outreach

·       Clear communication about cost pressures and organisational priorities

A resilient organisation looks after its people first.

5. Protect and Diversify Your Revenue

With households becoming more cautious in their spending and donations potentially softening, non‑profits need to broaden their income base.

Options include:

·       Small‑scale earned income (workshops, training, venue hire, merchandise)

·       Micro‑fundraising campaigns tied to specific, tangible outcomes

·       Corporate partnerships with local businesses seeking community impact

·       Grant diversification so you don’t rely on a single funding stream

·       Membership drives with clear value propositions

Even small, incremental revenue sources can stabilise your organisation.

6. Communicate Clearly with Your Community

People are more understanding when they know why costs are rising or programs are changing. Use this article as a reference to show how businesses struggle when they absorb rising costs silently and what you are doing to counter the challenge.

Be transparent about:

·       Rising supplier and fuel costs

·       Program adjustments

·       The need for community support

·       How donations are being used

Clear communication builds trust and strengthens long‑term support.

7. Build Resilience through Organisational Flexibility

The biggest risk is ongoing uncertainty as none of us knows how long the conflict will last or how far its effects will spread.

For non‑profits, flexibility is now a core capability:

·       Shorter planning cycles

·       Modular programs that can scale up or down

·       Multiple delivery modes (in‑person, online, hybrid)

·       Cross‑training volunteers and staff

·       Simple, adaptable governance processes

Rigid organisations struggle. Flexible ones survive.

8. Strengthen Governance and Risk Management

Boards and committees should now treat volatility as a standing agenda item. This includes:

·       Regular risk reviews

·       Clear financial oversight

·       Updated procurement and supplier policies

·       Business continuity planning

·       Succession planning for key roles

Good governance is not bureaucracy but the foundation for resilience.

This Is a Resilience Moment for SA’s Community Sector

Global events can affect even the smallest regional organisation. But South Australian non‑profits are no strangers to challenges. We have faced fires, floods, pandemics, funding cuts and volunteer shortages - all have tested our sector before.

The organisations that will thrive in this environment are those that:

·       Stay informed

·       Plan ahead

·       Strengthen partnerships

·       Support their people

·       Adapt quickly

·       Communicate openly

Resilience isn’t about being big but about being prepared.

For a free 45-minute clarity discussion

Contact Michael Brawn at Michael Brawn Consulting (MBC)

Mobile: 0414 987 129

Email:  mick@michaelbrawnconsulting.com.au

Website: www.michaelbrawnconsulting.com.au