Annual Report 2010.pdf - Philanthropy New Zealand

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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. article continued on the following page 6
article continued from the previous page 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
Page 1 and 2: Philanthropy New Zealand Toputanga
Page 3 and 4: Strategic Goals A thoughtfully gene
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Page 9 and 10: Philanthropy New Zealand summarised
Page 11 and 12: Philanthropy New Zealand membership

Annual Report 2010.pdf - Philanthropy New Zealand

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