Notable Articles

an introduction to social enterprises and how they fit in the not for profit world
by steven moe, senior associate, parry field lawyers and author of "social enterprises in new zealand: a legal handbook"

Series 28/December 2017

There has been an increasing amount of talk about the term "social enterprise" in recent months. The Social Enterprise World Forum was held in Christchurch in September and 1,600 participants gathered there from around the world. But what are we actually talking about when we use the term "social enterprise" and how does it fit in as one puzzle piece in the Not for Profit sector? These are the high level questions we need to answer before we can get into the detail of how they actually work and what role they may play going forward in a New Zealand context. Read More...

starship and mercury customers: a wonderful long-term relationship
by linda mcleod, sponsorship manager, mercury

Series 28/November 2017

This year the national children’s hospital, Starship, celebrates 18 years partnership with Mercury and its customers. This ‘wonderful’ partnership has resulted in a total donation of over $10 million to date, an amount that Starship Chief Executive Brad Clark calls "unprecedented in corporate and customer giving". Read More...

becoming a learning organisation - building organisational memory
by sandy thompson, director, centre for not for profit leadership

Series 28/October 2017

I recently asked a not-for-profit manager how their organisation orients new Board members. She pointed to a fat, black ring binder on a shelf, explaining it contained all the information they need. It had copies of meeting minutes, policies, even how much to spend on Board leaving presents, according to length of service. "Have the Board found it useful?" I asked. "I don’t know" she replied, "In the 7 years I’ve worked here, no one has ever looked at. " Read More...

get a jelly bean view of your data!
by tony bozzard, senior account manager new zealand, equifax

Series 28/September 2017

Segmentation is just a big dumb word for separating the green Jelly Beans from the red Jelly Beans, counting how many of each, and deciding if you need any yellow ones, or more green ones. Read More...

putting culture change to work
by darren ward, managing partner, direct impact group

Series 28/September 2017

This issue, we look at a case study of how our culture led approach has transformed an iconic organisation from a slow, captured organisation that operated in silos to a responsive, agile, future ready organisation that has lifted its performance and is transforming its sector. Read More...

culture or strategy – what is more important to survival?
by darren ward, managing partner, direct impact group

Series 28/August 2017

We live and work in changing times. Every day our organisations have to find their way through new challenges that didn’t exist not that long ago. Read More...

Is your Board fully sighted?
by Graeme Nahkies, director, boardworks international

Series 27/1 March 2017

When things go wrong in the boardroom it is often suggested that ‘the board must have been asleep at the wheel’. In other words, how could the board not have seen what was happening, how could it not have thought that through? Read More...

The psychology of giving (and other ways to lift appeal response)
by Simon Breed, funding partner & director, twenty www.twenty.co.nz

series twenty-three issue four june 2015

With so much competition for our time, attention and money, getting people to donate hard-earned cash is always a challenge. Like pulling together a great Pavlova, making the most out of a charitable appeal requires a good recipe with the right ingredients. Fortunately there are some basic rules and a number of tried and tested techniques that we can apply to get the flavour right. Read More...

spark foundation*1 – a solemn commitment to boosting philanthropy or just the propaganda and promotions arm of spark ltd?
by Tony Pilalis, Publisher, Fundraising New Zealand Magazine

series twenty-three issue six august 2015

If Spark Ltd • didn’t purchase Givealittle, but instead subsidised the 5% commission on donations fee of around $400,000 pa to the Whitaker owned Givealittle; • managed the Payroll Giving ‘in house’ at a cost of around $110,000 pa (not including matched giving donations); • continued their current payroll matching at around $180,000 pa; • paid an advisor (at around say $80,000 pa) to recommend a charitable giving programme to the CEO; • and continued their current charitable donations at around $250,000 pa; they could cover all Spark Foundation activities for an average estimated $1,020,000 pa – rather than the $4,570,392 donated in 2012, $3,016,179 donated in 2013 and $2,895,133 donated in 2014. Read More...

fundraising, marketing, communications – how do they fit?
by Bruce Waldin, Director, Waldin Marketing Ltd

Series 22/1 Sept 2014 pages 4, 5 & 20.

It has been interesting to note the water-cooler chat in recent times about the role of Fundraising compared to Marketing, with Communications thrown in for further debate. Role names, especially in Not-For-Profit (NFP) teams responsible for generating profile and revenue, are getting pretty diverse. Read More...

Ride to Conquer Cancer epic ride - epic impact - epic cost

Series twenty issue five January 2014

Cancer Society Auckland ceo John Loof announced late last year, that the inaugural ‘Ride to Conquer Cancer’ organised by international events company Cause Force and held in Auckland 16/17 November 2013 raised in excess of $2.1million. Loof also identified the event as ‘the largest single fundraising event in New Zealand history’ and said that the funds raised were ‘currently powering world-class cancer research and clinical trials at the Auckland Cancer Society Research Centre’. What Loof did not say, citing commercial sensitivity, was how much of the $2.1million would be applied to the said world-class cancer research and clinical trials, once event costs and promoter’s margin was deducted. Read More...

Brand advertising is a waste of time and money! 'St John is a charity' award winning fundraising

Series twenty issue three November 2013

So the wisdom goes. Beethoven is reported to have been asked how it was that his music was so different from the style of music of the times. He reputedly answered that "he learnt the rules of the model of the times thoroughly first." There is an element of that inherent in the "St John is a Charity" campaign that has graced our television screens since 2012. It has been estimated that the campaign raised $5.2 million for St John in its first year. We were keen to understand what motivated the campaign and how it was executed.Read More...

Epilepsy Foundation of New Zealand - a vision betrayed

Series twenty issue one September 2013

For years now the epilepsy foundation of New zealand (efNz) has provided a lack of transparency in its vision and fundraising and an almost total lack of application of resources to services. although there are changes afoot at efNz, it is acknowledged that the best indicator of future behaviour is past behaviour. Because of this, and because efNz seems to want to buck the system rather than working with it, fundraising New zealand will take a lot of convincing to believe that anything substantial will change at the epilepsy foundation – for the better. Read More...

Sponsorship - getting a return or making a difference by Paul Lloyd CEO of Apollo Projects Group

Series nineteen issue three February 2013

Trying to answer the question "why do you sponsor and what return do you get from it" is always difficult. Decisions like the one made by Apollo to become the principal sponsors of Olympic Sailing Champions Jo Aleh and Polly Powrie, are often made for non-commercial reasons and proving a return on investment is almost impossible – particularly when the decision is made by the 2 shareholders of a privately owned company. Read More...

Stroke Foundation - Donor acquisition saves a charity... (part one)

Series nineteen issue one October 2012

In the first of two articles we review the first two years of the Stroke Foundation’s journey with direct mail acquisition. A difficult starting point In July 2006 the situation was dire for the Stroke Foundation of New Zealand. The organisation was trading at a loss, current liabilities exceeded current assets, and two major sponsors had walked. The newly appointed CEO faced a significant challenge. The organisation downsized staff and programmes and obsessed about cash flow. It needed to find new revenue from new sources. Read More...

Stroke Foundation - Donor acquisition saves a charity... (part two)

Series nineteen issue two November 2012

In the second of two articles we provide an update on how a five year donor acquisition programme changed the course of the Stroke Foundation of New Zealand. Last month we outlined the establishment of an acquisition direct mail appeal programme at the Stroke Foundation commencing January 2007, and its successes after the first two years. By the end of 2008 the programme had: grown active donors from 4,000 to over 25,000 increased donations from $118,300 in 2006 to $878,000 to end June 2008 achieved net positive cashflow on each campaign Read More...

Epilepsy Foundation of New Zealand - fundraiser or fund maker or neither?

Series sixteen issue four July 2011

The reporting of fundraising activity (in annual financial returns), so as to present a true and accurate measure of fundraising performance, by the majority of charities registered with the Charities Commission is at best perplexing and at worst irrelevant.
It is accepted that the vast majority of charities are very conscious of the cost of fundraising (return on investment) and strive to maximise financial success for a cause they thoroughly believe in. Read More...