The FIAP Framework
Good Shepherd, in conjunction with the FIAP Partnership Group, has developed a framework for Financial Inclusion Action Plans. This framework helps organisations to develop plans that can improve financial wellbeing within their own sphere of influence.
Stakeholders
A FIAP is an organisation wide plan and therefore should aim to identify actions which will better serve and address the needs of four main stakeholder groups:
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Customers
Suppliers
Staff
Community
FIAP Action Areas
FIAP Actions are categorised into four action areas:
Products and Services | Provide fair, affordable and accessible products and services |
Financial Capability | Foster organisational culture to enhance financial capability of staff, customers and the community |
Understanding of Financial Vulnerability | Investigate, advocate and collaborate for improved responses to financial vulnerability |
Economic Security | Remove barriers and provide opportunities for economic security, equality, and growth |
Outcomes – Theory of Change
All FIAP Actions are mapped into a Theory of Change developed in conjunction with CSI UNSW.

The FIAP Journey
There are three FIAP levels that an organisation progresses through on their financial inclusion journey.
Foundation |
The first step is a 12-month commitment to deepening your organisation's understanding of issues related to financial hardship and resilience; and to explore what your role is in promoting financial wellbeing amongst the stakeholders of your organisation. The Foundation FIAP is broad in focus and allows an organisation to identify actions aligned to its business strategy and sphere of influence, act and learn; and critically, begin to build organisation capacity to do this work. |
Build |
With a longer timeframe of 2-3 years, a Build FIAP allows your organisation to reflect on the actions taken as part of the Foundation FIAP, and to explore further your unique vision for promoting financial inclusion.
With an increased focus on measurable outcomes, what will become business as usual as part of your organisation’s strategy? Where would the organisation like to stand out and take a leadership role in helping to promote financial wellbeing in Australia? |
Extend |
At the final level, the Extend FIAP is for organisations that have established a strong internal approach towards promoting financial wellbeing and are ready to take a leadership role in advocating for and influencing broader systems change to promote financial wellbeing in Australia. |
Build FIAPs- Leadership Actions and Core Commitments
Build FIAPs have a timeframe of 2-3 years, with annual progress verification. Actions are developed with the long-term outcome of financial wellbeing in mind. Build FIAPs have two components, Core Commitments and Leadership Actions
Core Commitments |
Leadership Actions |
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Build FIAPs- Core Commitments
Organisations starting a Build FIAP use the following Core Commitments as a guide to develop their actions.
Products and Services |
Provide fair, affordable and accessible products and services. |
Hardship |
Develop and communicate Hardship Policies and Frameworks that meet the needs of staff, customers and community. |
Savings |
Encourage savings and the creation of savings buffers through product design and delivery |
Credit |
Offer or support affordable, accessible and appropriate credit products for people on low incomes |
Insurance |
Offer or support affordable, accessible and appropriate insurance products |
Usage and Spending |
Develop and implement programs to encourage appropriate consumption, spending, and usage |
Access |
Develop and implement programs that address barriers to access faced by those experiencing financial vulnerability. |
Prevention |
Develop and implement systems that allow for early identification and intervention to avoid financial hardship |
Targeting |
Provide products and services targeted for the needs of specific groups, i.e. for people with a disability, mental health, elderly, Indigenous, culturally diverse, remote, or those who are digitally excluded |
Communication |
Ensure general product and service information is communicated to vulnerable groups. |
Financial Capability |
Foster organisational culture to enhance financial capability of staff, customers and the community. |
Financial Wellbeing in the Workplace |
Develop and implement programs for staff to increase understanding of personal financial inclusion and wellbeing |
Enhance Financial Capability |
Provide programs to enhance the financial capability of customers, suppliers and community, especially those who are financially vulnerable |
Partner for Capability |
Partner with external organisations that enhance financial capability in the community (e.g. financial counsellors, community organisations) |
Behaviour |
Provide programs that aim to influence behaviour for increased financial wellbeing |
Understanding Financial Vulnerability |
Investigate, advocate and collaborate for improved response to financial vulnerability |
Evidence |
Collaborate and support evidence-based approaches that add to the broader knowledge base and understanding of financial vulnerability |
Staff Understanding |
Develop and implement programs to increase staff understanding of customers’ financial vulnerability |
Decision Making |
Use evidence-based approaches that incorporate an understanding of financial vulnerability to impact decision making. |
Advocate |
Advocate for broader awareness and understanding of financial vulnerability |
Co-operate |
Develop and implement complementary action plans (e.g. Reconciliation, Diversity) that address issues of financial inclusion and wellbeing for targeted groups |
Collaborate for Understanding |
Engage and collaborate with other stakeholders, including community organisations, to identify appropriate pathways and tools for support for vulnerable groups |
Economic Security |
Remove barriers and provide opportunities for economic security, equality, and growth |
Economic Security for Staff |
Offer services to support the economic security of staff who may experience financial vulnerability |
Direct Employment |
Offer direct employment programs that address the needs of financially vulnerable groups |
Employment Support |
Support programs that increase employment opportunities and support for those entering employment |
Education |
Support education programs for people who may otherwise experience financial vulnerability |
Procurement |
Develop and implement social procurement programs |
Housing |
Develop and implement programs that increase access to stable housing for financially vulnerable people |
Equality |
Promote economic equality (For example, Superannuation policies for staff that address gender such as continuing to pay super during parental leave) |