Annual Report 2010.pdf - Philanthropy New Zealand

Philanthropy New Zealand
Toputanga Tuku Aroha o Aotearoa
2010

Chair’s Report:
John Prendergast
Philanthropy New Zealand is pivotal to the continued development and refinement of philanthropy and
grantmaking in Aotearoa New Zealand.
It has a distinctive role leading debate and focussing attention on exemplary philanthropic practice in
Aotearoa New Zealand. As the peak body for philanthropic and grantmaking organisations, Philanthropy
New Zealand will build on its role as the voice on matters of philanthropy and continue to be a catalyst and
dynamic contributor to a thoughtfully generous Aotearoa New Zealand.
This statement defines Philanthropy New Zealand’s intention, vision and commitment to our membership. It grew
from the robust strategic planning process we undertook over the past year.
During my time as Chair of Philanthropy New Zealand, I have been privileged to witness so much of what is good
about philanthropy – the work our members do in supporting our communities. So it was imperative that as part of our
planning process we heard what you wanted us to do on your behalf.
One outstanding observation from the survey we conducted is a strongly conveyed sense that membership really,
personally matters to people: respondents value the relationships with staff, board members and other members. An
open and warm culture must bring its strains, particularly on the Chief Executive, but it seems to be at the core of our
organisation. Even though organisations may rarely draw on it, they know there is someone to answer a call for help in a
time of need or to be put in touch with other like-minded people. It may be somewhat intangible, but the survey shows
it’s an important part of the way Philanthropy New Zealand works.
Your responses, overall, reflect the thoughtful and strategic practices that are going on across the country. We
worked hard to condense your views into the following roles and values you believe we must continue to develop or
uphold. They are:
• Leadership and the importance/strength of a collective, authoritative, collaborative VOICE.
• Both inspiring generosity and thoughtful grantmaking – the DUALITY of our role and the
importance of encouraging more giving.
• Being a CHAMPION to support the development, growth and maturing of philanthropy.
• Growing LEADERSHIP in Philanthropy.
• Having a safe ‘neutral’ space to convene – to be a CATALYST for convening conversations.
• A WHOLE view – spaces and sectors, connections across boundaries; cultural and sectorial.
• A LEAD organisation in promoting exemplary practices – a place to learn; knowledge
management, maximising connections and networks, and connected internationally.
• GROWING membership – of having more voices at the table.
• Our role as a CONNECTOR – of members to each other, of philanthropy to government,
of the community and voluntary sector to other sectors, and of building connections.
Philanthropy New Zealand Toputanga Tuku Aroha o Aotearoa
2

Strategic Goals
A thoughtfully generous Aotearoa New Zealand
Grow the membership and
resource base of Philanthropy
New Zealand
Work collaboratively to promote,
facilitate and support learning about
giving into and from Te Ao Maori
To ensure a sustainable,
resilient and dynamic
Philanthropy New Zealand
In order to...
Provide support,
education and networking
for members, recognising
their diverse needs
Provide advocacy and leadership and
to be the collective voice for
philanthropy and effective
grantmaking in New Zealand
Assist in growing giving
in New Zealand through
working in partnership
with others who have a
similar goal
It is of particular interest to note that 91% of respondents said they
are very satisfied or satisfied with the support offered by Philanthropy
New Zealand – so without breaking what is fixed but being mindful
that a lead organisation must continue to strive for excellence,
constantly progressing, we have now put the four-year strategic plan in
place centred around the strategic goals above.
Another significant achievement for Philanthropy New Zealand
was the release of The Grantmaker’s Toolkit. This exceptional
resource puts us at the sharp end of philanthropic learning. It is another
contribution to the growing sense of professionalism and science that
goes into grantmaking in this country. New Zealand philanthropists
and grantmakers were the Toolkit’s target market – no matter what
shape, size or experience – which has led to an effective mix of theory
and practice that is relevant to our context and recognises our diverse
needs. It is a must-have for those of us who plan and think deeply
about our contribution to society.
Philanthropy is coming into its own in this country – there is a lot
going on – and while we must maintain the present momentum and
standards, I believe the time is right to create a stronger philanthropic
web, engage our communities and foster more effective giving.
We have a collective responsibility as leaders in the ‘giving space’
to extend not only the monetary wealth of philanthropy, but also the
proficiency. As we continue to be affected by the global economic
downturn, our ability to effectively support those communities most
in need will strengthen if we enable more to act in a philanthropic
manner. This means motivating people to be generous, adept, use
their skills, talent and expertise – to operate in a way only philanthropy
can by taking risks where they should be taken and all the while having
those we help at the soul of our work.
To that end, Philanthropy New Zealand will continue to work
with groups, organisations and individuals to foster generosity and I
would challenge you to take every opportunity afforded to talk about
your work – leading the way and thus nurturing the habit of giving.
Philanthropy New Zealand punches well above its weight:
member services and support and the key relationships we continue
to maintain and cultivate are just some areas of note. This of course
is due mainly to the efforts of our Chief Executive, Robyn Scott. I
would like to take this opportunity on behalf of the Board to extend
our appreciation for the passion and fortitude Robyn brings to our
organisation.
I look forward to seeing you all at our conference – Philanthropy
through the Looking Glass – at Te Papa in Wellington in April.
Naku noa, na
John Prendergast
Chair
Philanthropy New Zealand
3
Philanthropy New Zealand Toputanga Tuku Aroha o Aotearoa

1. Get accredited to receive payroll donations.
Visit the Payroll Giving website for more details
(www.payrollgivinginfo.org.nz).
2. Send this flyer out to your donors and those who
support you.
3. Give this flyer to your volunteers and make them
aware that expense reimbursements are tax free.
4. Create a payroll giving request form for
download from your website.
5. Double check you have donee status with Inland
Revenue. Without it donors can’t receive a tax
credit.
6. Visit Inland Revenue (www.ird.govt.nz), the
Office for the Community and Voluntary Sector
(www.ocvs.govt.nz) and the Charities Commission
(www.charities.govt.nz) for other information.
July 2010
New Zealanders are naturally generous people.
Each year an estimated 1.2 million of us volunteer
our time and together we give more than
$1 billion to tens of thousands of organisations.
Giving time and money helps our people and
communities. Recent changes to our tax rules
have made it even easier and rewarding to give in
meaningful ways to make New Zealand a better place.
These changes include:
• the introduction of payroll giving
• clarification of the tax treatment of reimbursement
payments and honoraria to volunteers
• removing caps on the donations tax credit for
individuals, companies and Mäori authorities
These changes will benefit whänau, hapu, iwi and other
Mäori groups through giving them a regular stream
of income from donors. The changes also give more
structure around reimbursing volunteers.
This flyer includes information on the tax changes and
covers how Mäori organisations can take advantage
of these.
Making it easier to give to Mäori organisations 1
42
souls. Over a third of us volunteer, nearly two thirds have given
money or goods or bought charity items, and most of us admire
the generosity of large-scale givers like the Tindall Foundation
or the McKenzie Trust. Some of us may even plan to leave a little
something to a favourite charity in our wills. But in between
the multi-millionaires and the gold coin in the bucket there is
emerging a strong, healthy community of large-scale givers who
want to do more than just write a cheque, under the radar and in
that typically modest Kiwi way.
Chief Executive’s Report:
Robyn Scott
Philanthropy New Zealand’s vision: A thoughtfully
generous Aotearoa New Zealand is ambitious – placing a
stake in the ground that ensures we continue to lead the way
supporting you, our members. Over the past year we have laid
the foundations for growth have begun building on them, using
the strategic planning process as a guide and listening to what
our members see as our priority areas.
There have been many highlights: projects such as The
Grantmaker’s Toolkit coming to fruition, as well as smaller steps
forward in the complex but extremely valuable work we are carrying
out on your behalf.
Playing our Part in Growing Giving in New Zealand
Leading and influencing policy not only goes some way to
meeting community needs, it also drives greater and more longlasting
social change.
We continue to be at the forefront
of fostering generosity in New Zealand.
Making it easier
to give to Māori organisations
We have been working alongside the
Generosity Hub and other interested
stakeholders, encouraging and helping
Take Action Now
both individuals and organisations find
ways to use the recent tax changes
and payroll giving to their benefit. For
example, we directly contributed to
www.payrollgivinginfo.org.nz
Inland Revenue’s Communications and
Assistance Strategy.
Payroll giving only began in New Zealand in January this year,
but already donations through the scheme have reached $170,193
for a single month, and they seem to be growing according to Inland
Revenue data.
A total of more than $423,500 was donated via payroll giving in
six months, so if growth continues at this rate, a total of $2 million
could be donated in the first year. If more people start requesting and
promoting payroll giving, then the donations to worthwhile causes
will be even greater – and so will the tax credits people receive! (see
example on page 6)
We are one of the lead organisations involved in the Generosity
Hub which brings together those with an interest in growing the
giving of money, time, in-kind giving and acts of kindness in
New Zealand. The How Do New Zealanders Give? research is being
used widely and is increasing the body of knowledge about giving and
giving behaviours. Other initiatives underway within the Hub include:
growing business CSR networks in Auckland and Wellington, and a
multimedia campaign based around the strapline Giving for Good –
watch out for www.givingforgood.org.nz.
In the past year we have seen a surge
PHILANTHROPY
GIVING
The FACES behind
the GOOD WORKS.
Back
New Zealanders have always been generous
of reports and articles in the media about
giving and generosity – of which we have
been the important initiator. We are often
the catalyst for substantial discussions
about the work and the value of
philanthropy. Exposing the public to why,
how and when to give – and what is given –
is such a valuable part of the foundations of
building and understanding social capital
in society. It’s also important for the work
of philanthropy to be understood and
valued in order to continue to grow giving.
Networking, Learning, Sharing, Developing
We continue to practice leadership across the sector.
In June, with support from the Office for the Community and
Voluntary Sector (OCVS), Fiona Ellis from the UK and Laura Benedict
from the US presented at seven Regional Funders Forums around
the country. Laura spoke on Social Lending and Fiona on Creating a
Learning Culture that Improves Impact. The warm welcome and huge
interest we received illustrates a desire to grow understanding of good
grantmaking. The Regional Funders Forums are made possible through
significant support from the OCVS, as well as the hospitality of our
members in the regions who host the Forums and who have been
especially important in galvanising local participation.
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We absolutely understand the value of learning from each other,
as well as the experts. There is such a vast range of experience
amongst philanthropists and grantmakers here. And opportunities
such as these allow us to build on our existing knowledge and provide
us with peer support – all of which help us to be better philanthropists
and grantmakers. Participants appreciated the practical elements of
these Forums. Feedback told us many were able to apply what they’d
heard to their current work.
Networking and Knowledge, Nationwide
The Evaluation and Research Network is increasing the
understanding of Evaluation – in its most broad sense – as a pathway
to learning for us all. The aim of the Network is to grow the capacity
of the philanthropic sector to examine and make use of all the many
faces of evaluation and understand more about what works and why.
We believe it’s imperative that we foster this kind of learning in our
sector and engage with others to build our collective capacity. The
Network meetings have become a popular place for members to bring
their experiences and share learnings and challenges in a collegial
manner. Other funder networks and forums throughout the country
are providing mechanisms for members to effectively share learning,
knowledge and expertise.
Information gathering and sharing is an essential aspect of
effective philanthropy and grantmaking. Our electronic newsletter
In Touch provides the latest information, research, guides and
thinking from New Zealand and overseas, while In Touch Media
provides a weekly update of news items focused on philanthropic and
grantmaking issues.
Our monitoring of these electronic newsletters shows both
frequent engagement by members and an upward trend in numbers of
people reading the material.
Both In Touch and In Touch
Media came through as a service
that is ‘most useful’ by a majority of members in the online survey
undertaken to inform the Strategic Planning process. Philanthropy
News also rated highly and continues to be a well-read resource,
aimed specifically at members requiring substantive information about
cutting-edge theory and practice here and from around the globe.
Our newest professional development
resource: The Grantmaker’s Toolkit is
proving to be very popular – both for courses
and for people to just use as a resource when
needed. Whilst we are a small organisation, I
believe we maximise our resources and
networks well and have great signs from
an increasingly engaged group of members that our work is of value
to them.
Seeking Impact
In line with many organisations, we constantly strive to understand
the outcomes and the impact resulting from our contribution.
Measuring social impact is notoriously tricky and in almost all cases
multiple influences are at work when change occurs. We do know
that the media is hungrier for good stories about giving, and that in
turn is helping others understand the need to give thoughtfully. We
also know that members have changed and developed processes and
priorities as a result of material we circulate, the exchange of ideas
with other members and our range of guest speakers. (see examples
of our impact on pages 5 & 6)
Looking Forward
Philanthropy
through
the
Looking Glass
April 6th ~ 7th, Te Papa, Wellington, New Zealand
He titiro whakamuri, he anga whakamua
Looking back, looking forward
We have an active group of members working with us to plan next
year’s conference. Philanthropy through the Looking Glass; He titiro
whakamuri, he anga whakamua, will reflect our changing environment
and explore a wealth of perspectives that will help to nurture and grow
the impact of philanthropy.
Philanthropy New Zealand’s conferences have a reputation
for in-depth discussion, examining the best and brightest theories
and providing practical solutions. It is a seminal event, bringing
together large numbers of staff and trustees from across the whole
philanthropic sector.
5 Philanthropy New Zealand Toputanga Tuku Aroha o Aotearoa

Our Maori Advisory committee continues to further our goal to
work in partnership to promote, facilitate and support giving in Te Ao
Maori. Next year a roopu will be created to ensure a greater flow of
information sharing between Maori-centred grantmaking organisations
and others wanting to engage effectively with Maori, with the aim of
growing our knowledge and understanding of cultural diversity around
philanthropy.
We are also close to
launching our wikispace/website
– Reflect. This wikispace is
for the Evaluation and Research Network and other Philanthropy
New Zealand members who are specifically interested in learning
from what they do. This website will not only bring together good
practice material but also be a place to share the ‘promising practices’
that are going on increasingly in New Zealand in evaluation. It will also
be a space where members can seek help from each other – this is the
peer learning we are seeking to encourage.
Philanthropy New Zealand turned 20 this year. From its small
beginnings when a group of philanthropists, including our founding
patron Sir Roy McKenzie, determined the need for an organisation
that supported generosity and those in philanthropy in New Zealand,
to this growing professional body whose members continue to inspire
my work. We should all be proud of what we have achieved and
continue challenging ourselves, using our kete of tools and knowledge
to motivate – embedding our nation in generosity and thoughtful
grantmaking.
Naku iti nei, na
Robyn Scott
Chief Executive
Philanthropy New Zealand
Our Impact
Philanthropy New Zealand strives to be an effective learning organisation; which includes
understanding our outcomes and our impact. Measuring impact is complex; but these case studies
illustrate how practical change has occurred through the use of our resources, our professional
development opportunities as well as our support for wider initiatives such as payroll giving.
Supporting Payroll Giving
Policy analyst Jane Tier has given to a number of charities
over the years, but settled down into regular donations to
Oxfam. “I like the work that it does.”
When her employer, the Ministry for the Environment, began
offering payroll giving earlier this year she saw the logic in giving
straight from her pay, so signed up and cancelled her direct debit. She
still gives the same monthly sum to Oxfam but it comes out of her
pay fortnightly.
“It is a lot better than direct debit,” Tier says. “I always had to
remember it was coming out every month. I would think: ‘What has
happened?’, when the money went out of my bank account. Now I
don’t notice it at all.”
She used to claim her tax back at the end of each financial year.
“It was nice to get a lump sum, which I’m not going to get any more.”
But now Tier gets the automatic tax refund, so less money leaves
her account.
This story written by Diana Clement was part of a larger article about payroll giving
published in the New Zealand Herald.
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Regional Funders Forums
As the Todd Foundation Executive Director left our 2008
Regional Funders Forum she asked herself: “If high impact
grantmaking is multi-year and untagged, what is stopping us
from providing this?”
Kate Frykberg had been listening to Courtney Bourns from
Grantmakers for Effective Philanthropy (GEO). Courtney had been
presenting findings from their Change Agent Project in which they
researched approaches grantmakers could take to increase the impact
of not-for-profit organisations. The answers laid out in the Change
Agent Project centred on: more unrestricted support, more multiyear
support and improving relationships between grantmakers and
grantees.
Kate took the challenge back to the Todd Foundation. And as a
result of what she learnt that day, as well as discussions with Trustees,
using the Philanthropy New Zealand network and a fair bit of research
and development, the Foundation introduced a funding stream called
‘Partnership Funding.’
Kate explains the process: “We compared grantmaking to
business investment – when you invest in a business you do due
diligence then put the money in – you don’t try to tell the business
how the money can be used. Why would we not have similar levels
of trust in our not-for-profits? Our Partnership Funding helps to
achieve this through selecting three to five recipients per year from
our existing grantee pool. It will provide five years of funding of up
to $100,000 per year with reducing amounts in years four and five.
We add in evaluation resources, convening and matching funds for
professional development. The key component is that the grantees
can spend the money however they wish, providing it helps achieve
their vision.
Kate says the motivation for setting up this fund stems from GEO’s
Change Agent research, introduced at the 2008 Funders Forum. It
states that ‘funding is the jet-fuel that enables the jet [grantee] to fly.’
“This is still a new initiative and its success rests on the degree
to which grantees achieve their vision and goals – this is yet to be
determined. But we agree with Courtney that ‘grantmakers are
successful only to the extent that their grantees achieve meaningful
results’, and it prompted us to change how we funded to better
facilitate grantee success.”
Our Impact continued
The Grantmaker’s Toolkit
Ginni Falloon is starting out on the grantmaker’s pathway.
She and her late husband founded the Andrew Falloon
Charitable Trust two years ago after he was diagnosed with
terminal cancer.
The Grantmaker’s Toolkit has been her constant companion since
she attended the Essentials for Grantmaking workshop.
“Attending this seminar and receiving The Grantmaker’s Toolkit
has been extremely beneficial to my work with our newly-formed
family charitable trust. I have recently started to spend some time
looking into areas and projects in the community where the trust
would like to be involved.”
Because their involvement in the philanthropic sector was new,
she found there were numerous questions and procedures she needed
help with, “especially nailing our mission statement because its
current form is far too broad.”
The Essentials for Grantmaking workshop came along at just the
right time.
“It is very informative in an informal way. I found it particularly
helpful just going through the various steps of setting up a charitable
trust, implementing funding, but also asking yourself questions along
the way, thinking about your strategy and equipping yourself with
knowledge that will assist in the grantmaking journey.
“The Grantmaker’s Toolkit is now constantly by my side and is a
wealth of information to help me in the structure and success of our
charitable trust.”
Following her attendance at the workshop, Ginni has shaped
some guidelines to follow “and I have the confidence to make the
changes I need to in order to move onto the pathway of giving.”
An added bonus was the mix of people attending the workshop.
“It was fantastic, very inspirational and it was very interesting to hear
what things had worked for them and what had not. I feel so much
better equipped to move into the next stage of growing the trust and
starting some exciting and satisfying philanthropic projects.”
7 Philanthropy New Zealand Toputanga Tuku Aroha o Aotearoa

Philanthropy New Zealand
Board 2009-2010
Chair: John Prendergast
Community Trust of Southland
Deputy Chair: Kate Frykberg
Thinktank Charitable Trust &
The Todd Foundation
Jennifer Casey
Tindall Foundation
Alison Taylor
Vodafone Foundation
Ana Rolleston
Te Runanga o Ngai Tahu
Paula Thompson
Bay Trust
Stuart Burns
Rotorua Energy Charitable Trust
Helena Francis
Wayne Francis Charitable Trust
Tyron Love
Massey University
Iain Hines
J R McKenzie Trust
Jennifer Gill
ASB Community Trust
8

Philanthropy New Zealand
summarised accounts for the
year ended 30 June 2010
These summarised accounts are extracted from the full qualified
audited accounts.
They may not contain sufficient information to allow a full
understanding of the financial affairs of Philanthropy New Zealand.
Members of Philanthropy New Zealand will be mailed a full set of
accounts. Copies of these can also be obtained from Philanthropy
New Zealand.
Statement of Financial Performance (summarised)
For the Year Ended 30 June 2010
Revenue from Operating Activities
Grants & Sponsorship
Membership Subscriptions
Other Income
Total Revenue from Operating Activities
Expenditure
Administration & Operating Expenses
Board Expenses
Depreciation
Direct Member Services
Employment Expenses
Total Expenditure from Operating Activities
Surplus/(Deficit) from Operating Activities
2010 ($)
90,833
146,656
16,309
253,798
2010 ($)
83,789
3,582
3,605
65,301
167,630
323,907
(70,109)
2009 ($)
113,917
154,975
21,652
290,544
2009 ($)
62,855
3,046
4,104
58,340
179,225
307,570
(17,026)
Special Activities 2010 ($) 2009 ($)
Professional Development Programmes (Net Expenditure)
Conference 09 – (Net Income)
2
–
(9,798)
121,478
Surplus/(Deficit Before Transfers To/From Reserves
Net Transfer (To)/From Reserves
(70,107)
(4,808)
94,654
(2,854)
Net Surplus/(Deficit)
(74,915)
91,800
9 Philanthropy New Zealand Toputanga Tuku Aroha o Aotearoa

Statement of Financial Position (summarised)
As at 30 June 2010
Current Assets 2010 ($) 2009 ($)
Cash and Term Deposits
Accounts Receivable
Prepayments and Accruals
Publications Stock
Total Current Assets
Non-Current Assets
Property, Plant and Equipment
173,698
23,476
1,315
7,417
205,906
2010 ($)
4,419
276,425
6,429
2,877
–
285,731
2009 ($)
8,248
Total Assets
210,325
293,979
Current Liabilities
Accounts Payable and Accruals
Specified Funding Received Not Yet Applied
Computer Lease Liability – Current Portion
Total Current Liabilities
Non-Current Liabilities
Computer Lease Liability – Non-Current Portion
2010 ($)
43,877
22,917
–
66,794
2010 ($)
–
2009 ($)
50,150
29,707
484
80,341
2009 ($)
–
Total Non-Current Liabilities
Equity
Equity at the Beginning of the Year
Net Surplus/(Deficit)
Net Transfer To/(From) Reserves
–
2010 ($)
163,194
(74,915)
55,252
–
2009 ($)
71,394
91,800
50,444
Total Equity at End of the Year
143,531
213,638
Total Liabilities and Equity
210,325
293,979
10

Philanthropy New Zealand
membership list 2009–10
AAW Jones Charitable Trust, Dunedin
Acorn Foundation, Tauranga
Amisfield Elderly Persons Trust, Queenstown
AMP Capital Investors, Wellington
Andrew Falloon Charitable Trust, Auckland
ANZ National Bank Limited, Wellington
ANZCA Foundation (Australia & NZ College of
Anaesthetists, Melbourne
Arts Foundation of New Zealand, Wellington
ASB Community Trust, Auckland
BayTrust, Tauranga
Blogg Charitable Trust, Christchurch
Bob Moffat (Honorary Member), Wellington
Callis Charitable Trust, Dunedin
Canterbury Community Trust, Christchurch
Central Lakes Trust, Cromwell
C J B Norwood Trust, Wellington
Community Foundation, Hawkes Bay
Community Trust of Mid & South Canterbury, Timaru
Community Trust, Wellington
Community Trust of Southland, Invercargill
Dan Lewis (Honorary Member), Melbourne
David McLay, Wellington
David Ireland (Honorary Member) Kensington Swan,
Wellington
D V Bryant Trust Board, Hamilton
Dilworth Trust Board, Auckland
Dove Charitable Trust, Christchurch
“I have a Dream” Charitable Trust, Auckland
Eastern and Central Community Trust Inc, Hastings
Elizabeth M Pennell, Hamilton
FAW des Tombe, Wellington
Fletcher Trust, Auckland
G Trust, Wellington
Geyser Community Foundation, Rotorua
Global Philanthropy Research, Wellington
Harry Singer Foundation New Zealand, Auckland
Hikurangi Foundation, Wellington
Hugh Green Charitable Trust, Auckland
Hutt Mana Charitable Trust, Lower Hutt
James Mutch Foundation, Auckland
Jennifer Gill (Honorary member), Auckland
Joan Ross Smith, Wellington
Sir John Logan Campbell Residuary Estate, Auckland
John Beresford Swan Dudding Trust, Palmerston North
John Ilott Charitable Trust, Wellington
J R McKenzie Trust, Wellington
Kerr-Taylor Foundation Trust Board, Auckland
Lion Foundation, Auckland
Maori Education Trust, Wellington
Malcam Charitable Trust, Dunedin
Dr Marjorie Barclay Trust, Lower Hutt
Manukau Community Foundation, Manukau
Masterton Licensing Trust, Masterton
Maurice Paykel Charitable Trust, Auckland
Mercer Investment Consulting, Wellington
McKee Charitable Trust, Nelson
Miro Trust, Wellington
Mobil Oil New Zealand Limited, Auckland
New Zealand Guardian Trust, Auckland
New Zealand Lottery Grants Board, Wellington
Neil Thorsen (Honorary Member), Tauranga
Ngai Tahu Fund, Christchurch
Nikau Foundation, Wellington
Norah Howell (The) Charitable Trust, Hamilton
Otago Community Trust, Dunedin
PwC Foundation, Auckland
Roger Gyles (Honorary member), Wellington
Rotorua Energy Charitable Trust, Rotorua
Rua and Clarrie Stevens Charitable Trust, Auckland
Russell Investments, Auckland
Southern Trust, Dunedin
Springboard Trust, Auckland
Stevenson Foundation, Auckland
Sustainable Initiatives Fund Trust (SIFT), Christchurch
Sutherland Self Help Trust, Wellington
Thanksgiving Trust, Auckland
Thinktank Charitable Trust, Wellington
Thomas George McCarthy Trust, Wellington
The Sir Thomas & Lady Duncan Trust, Hunterville
Tindall Foundation, Auckland
Todd Foundation, Wellington
Tower Investments, Auckland
Trevor J Croy, Ashburton
Trust Investments Management Limited, Auckland
Trust Waikato, Hamilton
TSB Community Trust, New Plymouth
Tyron Love, Wellington
United Way (NZ) Charitable Trust, Auckland
University of Auckland Foundation, Auckland
Valder Ohinemuri Charitable Trust, Waihi
Vodafone New Zealand Foundation, Auckland
Wayne Francis Charitable Trust, Christchurch
West Coast Community Trust, Hokitika
Whanganui Community Foundation, Whanganui
William Downie Stewart Charitable Trust, Dunedin
Winding Road Trust, Christchurch
Winton & Margaret Bear Charitable Trust, Wellington
W N Pharazyn Estate Charitable Trust, Wellington
11 Philanthropy New Zealand Toputanga Tuku Aroha o Aotearoa

Philanthropy New Zealand gratefully acknowledges outstanding support from...