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-- September 2011. TODAYS CONTENT Integrated funding for communities (Buller case study) More Funding Theory and Endowment Funding (Acorn Foundation case.

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Presentation on theme: "-- September 2011. TODAYS CONTENT Integrated funding for communities (Buller case study) More Funding Theory and Endowment Funding (Acorn Foundation case."— Presentation transcript:

1 -- September 2011

2 TODAYS CONTENT Integrated funding for communities (Buller case study) More Funding Theory and Endowment Funding (Acorn Foundation case study) Future Leisure Planning and Directions by Councils and communities (Hutt case study) Some further thoughts and possible implications for libraries

3 SHOULD A CITY HAVE A FUNDING PLAN? Since first LTCCPs in 2003, long-term planning with the community getting better …open-ended consultation to strategic consultation If not Councils, who will take a lead in developing a Citys Vision? Councils have roading plans, sewerage plans, should they have a community funding plan?

4 SOME FUNDING THEORY Key Success Elements of Vision and Relationship Based Funding Clarity of vision and direction for the city An integrated and planned approach to the funding of community projects A marketing approach to funding – matching funders with projects, not trying to make a project fit with a funder.

5 OVERALL PROJECT BUDGET FOR VISION 2010 Project$ Million Sport and Leisure Centre15.5 Theatre1.4 Coaltown1.6 Westport Streetscape0.5 Inangahua Projects1.2 Seddon Projects0.8 Sub Total21.0 Additional Finance Cost for External Funding 0.5 TOTAL21.5

6 BULLER FUNDING Results $ million from 86 funders, not including Council funding $1,200/person for a 10,000 community over a 5 year gifting period

7 BULLER FUNDING Results FUNDING PROFILE BY LEVEL $000Number Other (Usually above 1)44 TOTAL87

8 BULLER FUNDING Results FUNDING PROFILE BY TYPE Funder#$ million% Buller District Council Development West Coast Major Corporates Small Corporates Gaming NZ Lottery Board TOTAL

9 SOME FUNDING THEORY Key Fundraising Principles Fair share giving – all donors, both public and private, are asked to make their fair share contribution to the project Inside-out, top down giving Council – Development West Coast – Solid Energy – Buller Electricity – Holcim - NBS Face-to-face asking. People do not give to causes. People give to people with causes Give yourself before asking to give

10 SOME FUNDING THEORY For Funding to be Successful Positive relationships built on trust and confidence are essential The right donor needs to be matched with the right project for the right purpose at the right time

11 THE FUNDING PROCESS Project and Institutional Readiness For each project, assess Project and Institutional Readiness: - What pre-planning still needs to occur to get the project right? - Is the organisation ready for each project? - What still needs to occur, before a Capital Funding Campaign can be implemented?

12 THE FUNDING PROCESS Consider Fundraising Vehicles Annual Fund Capital Campaign Planned Giving

13 THE FUNDING PROCESS Consider Funding Sources Individuals Bequest giving 33% globally Organisations (e.g. user groups, education, service clubs) Corporates Partners & Supporters Programme Commercial Optimise own commercial income Community/Charitable Trusts Social Lending emerging Gaming Trusts Iwi Local Government Rates, assets sales, loan finance Central Government Lottery, SPARC/Creative NZ, DOC, MSD, etc

14 THE FUNDING PROCESS Consider Types of Contribution Donation Personal Gift Special Event Sponsorship Investment Asset Sale Loan/Debenture Bequest Endowment Fund Contract



17 THE TAURANGA STORY… The Acorn Foundation Independent Charitable Trust Providing long-term stable stewardship through robust Trustee appointment processes and the highest calibre investment managers Focus to create Endowment Funds – the income from these Funds to be distributed on an annual basis so the capital remains intact and the giving continues forever

18 THE TAURANGA STORY… The Acorn Foundation So far 130 donors, with a realisable Endowment Fund value today in excess of $70 million Currently $5.5 million invested (in near future, expected to increase to over $10+ million) Success elements: Professional Advisor Strategy Donor Approach Strategy Marketing Strategy

19 FEATURES OF THE ACORN FOUNDATION Capital remains intact Annual income distributed forever Can direct where annual distributions go Based in Tauranga/WBOP



22 Original value of fund: 2003 $ 72 k Total distributions from her fund $ 31 k (6 community groups) Current value of the fund $ 74 k EDNA BROWN FUND

23 Original value of fund: 2005 $ 1.3 m Total distributions from his fund $ 247k (30 community groups) Current value of the fund $ 1.4 m m CLIVE & PATRICIA TOOP FUND

24 HUTT CITY FUTURE LEISURE DIRECTION Developing… A compelling leisure vision for the City And some significant leisure rethinking occurring on… Future facility development and rationalisation Future facility governance and management Hutt City policy on overall leisure expenditure Future funding strategies

25 KEY LEISURE TRENDS AND DIRECTIONS An increased demand by the consumer for choice, quality and service Cross-activity benefits - activity creates activity Socialisation very important A level of critical mass is needed for sustainable sports solutions An emphasis on multi-functional facilities with shared resources Less principal leisure venues of better quality A need for management with commercial marketing skills

26 COMMUNITY CATCHMENTS FOR LEISURE PLANNING Fraser Park and Walter Nash (plus Naenae) – North Petone – South Hutt Recreation and surrounding schools – Central Wainuiomata Stokes Valley and Eastbourne considered separately

27 A FUTURE LEISURE FACILITY HUB Note, a Leisure Hub may span 2-3 principal leisure venues, Council and secondary school, in each community catchment Key Features Future flood-lit artificial turf for Rugby, Rugby League, Soccer and Touch Grass fields for summer and winter sports, e.g., Cricket, Junior Athletics Specific designated playing spaces at each of our major venues, e.g., Softball at Fraser Park, outdoor and indoor court areas at Walter Nash

28 A FUTURE LEISURE FACILITY HUB Key Features Important to have a paid people presence, that can take a leadership role with customer service, supervision and management Without adding to operating costs, plus to create multi- activity benefit, at each Leisure Hub provide a fitness centre, and co-locate library where possible/appropriate Fitness and health emphasis, including traditional fitness centre (cardio and weights), health and fitness checks, group exercise classes, community health promotion, start and end point for walking groups etc, a very important element Also Leisure Hub acts as a community meeting point and information centre

29 A FUTURE LEISURE FACILITY HUB Key Features Movement Education – some Junior Athletics, Junior Gymnastics, Dance, Martial Arts, again ideally at the principal venue Movement education is very important All our children (3-10 yrs) need to learn how to run, move, swim correctly Playground, catering for different age-group segments (pre-school, 5-8 yrs, 9-12 yrs, 12+ yrs e.g., for latter, outdoor half court)

30 LEISURE FACILITY HUB Key Features Multi-purpose clubrooms, with some café/food/bar service at designated times/peak periods (Safe) cycleways and walkways to Leisure Facility Hubs

31 LIBRARIES – SOME THOUGHTS Councils should continue to fund their responsibilities – should not be asking for funding for library functions which are their responsibility(new not replacement, additional, needed) Libraries important part of Leisure Hubs (whether with sporting and/or cultural facilities) Consequently libraries as part of leisure hubs will be affected by capital funding strategies Compelling vision and need

32 LIBRARIES – SOME THOUGHTS Consider all funding sources: (new not replacement, additional, needed) Endowments Annual, to Major, to Bequest (staircase of giving) Organisations (JVs Councils and schools, tertiaries?, Service Clubs) Corporates (watch sponsorships – cause marketing positioning)

33 LIBRARIES – SOME THOUGHTS Commercial (– are their smarter ways to provide services - cf internet, to i-site models of jv with retail and i-pods, to retail cluster models – book shop with café with DVD shop – subsidised hire for some DVDs?) Public grants for needed purpose,relationship- based, as part of City strategy Ringfence Council leisure spend – provide incentive for optimising funding solutions so can provide improved services – can be assisted by legal structures (e.g. Hutt City Leisure Facilities Trust)

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