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September 2011

--. September 2011. TODAY’S 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)

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September 2011

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  1. -- September 2011

  2. TODAY’S 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 City’s 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

  6. BULLER FUNDING Results • $12.192 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

  8. BULLER FUNDING Results

  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

  15. WESTERN BAY FUNDING STRATEGY

  16. WESTERN BAY FUNDING STRATEGY

  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 www.acornfoundation.org.nz

  20. NUMBER OF ENDOWMENT FUNDS www.acornfoundation.org.nz

  21. FUNDS UNDER MANAGEMENT www.acornfoundation.org.nz

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

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

  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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