t r A The iving of G PRO BONO PHILANTHROPY Donating your time and expertise can be rewarding
No 44 SUMMER 2017
DONATION DISRUPTION
How tech is transforming how charities raise money
GIVING IN JAPAN How the Japanese have raised gift giving to an art form
DIRECTORS AUCKLAND
David Searle
HAMILTON
Rosanna Baird (07) 834 6800
(09) 373 1128
TAURANGA
Chris Downey (07) 578 2989
HAWKE'S BAY
Dave Sawers
(06) 878 7004
TARANAKI
Chris Lynch
(06) 757 3155
WELLINGTON
Robert Elms
(04) 472 7919
CHRISTCHURCH Dave McCone (03) 343 0599
DISCLAIMER No liability is assumed by Staples Rodway for any losses suffered by any person relying directly or indirectly upon any article within this document. It is recommended that you consult your advisor before acting on this information.
No 44 SUMMER 2017
2016 Network of the Year
Chair Messaman's ge This year we have chosen to focus our Summer issue of NUMBERS on “The Art of Giving”, so it feels right that I should focus my attention on this. We are a network of independent, locally owned and operated firms and anybody who knows Staples Rodway’s people well, will know that there are a few fundamental values that underpin us as a network. These include looking after our clients’ affairs, providing great service, adding value, caring for and valuing the people that work for us, and giving back to the community. When this topic was proposed at our national board meeting, the enthusiasm of each and every one of our board members was clear. This passion was not just at the boardroom table, the response from the network to contribute material has been overwhelming. Our people give their time and money to help make the lives of people in our local communities better. Over the years when we have invited new firms into the Staples Rodway network, this has always been one of the core attributes we look for. As accountants, we don’t often promote the countless hours our directors and managers contribute to charities, sports clubs and other not-for-profits, nor the money that we donate and events we support, so seeing just a snapshot of this contribution is fulfilling our firm goals. With over 400 staff working in our various offices, we encourage them as professionals to support their local organisations. To all of our staff, clients and their families, we wish you a Merry Christmas and a Happy New Year and look forward to seeing you in 2018. Peter Guise CHAIRMAN, STAPLES RODWAY NEW ZEALAND
BAKER TILLY INTERNATIONAL
IN THIS ISSUE 2 The art of giving your time and governance skills What you can bring to the table for a Not-for-Profit`
4 Saving it for later The Christmas Club for your golden years
6 Charities Services Keeping on their good side
8 Corporate philanthropy Why professional service firms should donate their expertise
10 The power of technology How can it enhance your philanthropy?
12 Japanese giving How the Japanese have elevated gift giving to an art form
14 Cranford Hospice Giving all round
16 Charity performance reporting What's it all about
18 The power & the passion How to create effective teams through giving, sharing and celebration
20 Ask an Expert 22 Women in Business Interview with CanTeen's Claudine Young
25 Friends of the Cancer Society 26 Staples Rodway snapshot
Article by Tracy Hickman STAPLES RODWAY AUCKLAND tracy.hickman@staplesrodway.co.nz
2 • NUMBERS Summer 2017
THE ART OF GIVING YOUR TIME AND GOVERNANCE SKILLS When we think of giving in the context of charities and voluntary organisations, we usually think in terms of financial gifts. However, whilst funds are usually always welcomed, there are many other ways in which individuals and businesses can help. Tracy Hickman explores opportunities for those with a little time to spare and experience to offer.
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OARDS AND COMMITTEES OF CHARITIES, business associations and other organisations used to be relatively easy to fill from the ranks of retired business people. Today, the combination of later retirement, and greater family commitments (particularly looking after grandchildren), results in a lack of experienced volunteers for governance roles. Potential recruits may be reluctant to get involved due to concerns regarding the level of commitment required. You can easily mitigate this issue by being clear about your potential availability from the outset, and matching that to the requirements of the role. A trial period could also be helpful to ensure suitability, both for you and for the organisation.
WHAT SKILLS DO YOU NEED? Typically, if you have successfully managed a business, you will have a variety of skills to offer a Not-for-Profit organisation, such as: Providing the board or committee with direction using your experience in governance; Acting as treasurer or helping with fundraising using your financial knowledge; Assisting with profile building and fundraising using your communications skills; and Identifying other potential board members, patrons, donors, and pro bono advisors using your networks. Think about the broader applications of your skills, and don’t feel constrained by your ‘work’ role. For example, if you work in HR, you will potentially have great people skills that could be helpful when building relationships with potential donors.
WHAT TRAITS ARE DESIRABLE? Not-for-Profit boards and committees are often relatively large in order to ensure that the burden on any one volunteer is not overly onerous. Yet there are often a small number of ‘doers’, who keep the organisation moving towards its goals. www.staplesrodway.co.nz
If we analyse our roles in business, we can probably identify whether we are, say, task-focussed, an ‘ideas’ person, or someone who prefers to interact with people. That self-awareness may be helpful in working out where and how our skills can be best used.
HOW TO FIND A ROLE? Opportunities to join Not-for-Profit boards are advertised by the Institute of Directors, individual organisations and organisations such as www.volunteeringnz.org.nz. There are also opportunities for volunteers listed on www.seekvolunteer.co.nz. Even if you have very limited time available, there may still be opportunities to suit. For example, Business Mentors asks mentors to give an hour a month to a business or organisation that needs help and guidance. For more details, visit www.businessmentors.org.nz. Also, consider one-off opportunities. If your skills are in facilitating strategic planning or project management, there may be stand-alone projects that you could undertake which would benefit an organisation. For example, many fundraisers would benefit from the involvement of someone with good project management skills.
IS IT FOR YOU? If you are planning to commit a few hours a month, your role is more likely to be sustainable over the long term if you identify with the organisation and your fellow board/committee members. It’s helpful if you feel passionate about a cause or purpose, whether that has a social, charitable, business or sporting orientation. Next time you are thinking about giving to an organisation, consider whether it may be appropriate to gift your time as well as, or instead of, your money. As Dave McCone explains in his article on page 8, using your skills in this way can be immensely rewarding for both the organisation and for you personally. NUMBERS Summer 2017 • 3
SAVING IT FOR LATER THE CHRISTMAS CLUB FOR YOUR GOLDEN YEARS Article by Wayne Powell STAPLES RODWAY ASSET MANAGEMENT wayne.powell@sraminvest.co.nz
The tradition of squirreling away money over the year in a Christmas Club to save for Christmas has become a relic of simpler days. Why save today when you can pay tomorrow? As it turns out, mother did know best, as this model of saving will afford you more bountiful Christmases in your retirement years.
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HRISTMAS IN NEW ZEALAND IS still sun, beaches, pohutukawa blossoms, barbecues, presents and generally good times. It’s probably the one time during the year when excesses are accepted. The New Year resolutions inevitably follow, to eat and drink less and to exercise more. As a child, I would occasionally accompany my mother on her weekly visit to the grocery store to place her order for delivery later in the day. That’s right, grocery deliveries are not something new. It’s just that it was done by visiting the grocer or phoning the grocer with your order. The one thing that I remember about these visits is that my mother would always pay the grocer a few shillings more than the actual amount due. These extra few shillings went into the Christmas Club to help pay for the “goodies” that were traditionally eaten at Christmas. So, what is the point of this story? Well, the cost of Christmas used to be prepaid in the era before credit cards. Presents were purchased during the year at sale times and hidden away in that secret cupboard at home or left at the store on layby. There was no easy credit available to finance Christmas and holidays, it was all done with savings and budgeting. As an aside, I can never remember my mother complaining about having saved too much for Christmas. Another major event in our lives, which is significantly bigger than Christmas, is retirement and the need to fund it. The daily and annual expenses still exist and while these can initially be financed with credit, the day of reckoning eventually arrives when credit needs to be repaid. 4 • NUMBERS Summer 2017
Like Christmases of the past, it makes very good sense to prepay your retirement by ensuring that you take full advantage of the opportunities provided by KiwiSaver or building an investment portfolio, plus putting away those “few extra shillings” on a regular basis. The “power of compounding” is seldom used to its full advantage. Regular savings over time produce excellent results, when left to compound. “What about National Superannuation”, I hear you say? Well that will prepay a small part of your retirement but I think it falls into the same category as my mother never complaining that she had saved too much for Christmas. In over 25 years as an investment adviser, I have never had a client complain that they had too much money. Lifestyles need funding and the more funding available, the greater number of lifestyle options that you have. If you don’t have KiwiSaver, if you have a portion of your income that could be saved or you have a lump sum of money that really isn’t working hard for you, have a no obligation chat with an adviser from Staples Rodway Asset Management, to discover just how many options are available. Who knows what exciting opportunities and the power of compounding may hold for you. Staples Rodway Asset Management is a boutique investment advisory service that specialises in providing personalised and impartial investment solutions for individuals and trusts. You can contact an advisor by phoning 09 309 0491 or 0508 220 022 or emailing enquiries@sraminvest.co.nz.
KEEPING ON THE GOOD SIDE OF
CHARITIES SERVICES A number of charities, including two of those controlled by Destiny Church, have recently made the headlines after being advised that they will be deregistered by Charities Services. The organisations can appeal these decisions, but this is an example of Charities Services continuing to monitor registered charities, and taking action where those charities have been non-compliant.
Article by Catherine Matson STAPLES RODWAY AUCKLAND catherine.matson@staplesrodway.co.nz
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HERE ARE MANY BENEFITS OF being a registered charity such as: The ability to apply for funding that is only available to registered charities Exemption from income tax on all or some of your income Eligible for donee organisation status – providing donors with a tax rebate for donations made Improved public trust and confidence as information about the charity is readily available on the Charities Register
Most of the publicity about the deregistration of the Destiny Church organisations was in relation to the loss of their taxfree status. Deregistration also means that the charity loses its donee status. This would have the effect of reducing donations from the public because the donor is no longer able to get a donations tax credit for donations made. There are many publicly available examples of registered charities losing their charitable status for reasons such as: Not filing annual returns (Destiny Church) Not advancing exclusively charitable purposes (Family First) Not operating with charitable purposes (New Zealand Rowing Association Incorporated) Providing private benefits not a public benefit (New Zealand Global Women) Promotion of a point of view (The Immunisation Awareness Society Incorporated) In addition, many charities have been threatened with deregistration because of their failure to file annual returns and lodging accounts with Charities Services by their due dates. What can officers of registered charities do to ensure that their charity maintains its registered charity status? Ensure that annual returns are filed on time; If the financial statements are being audited, ensure that they are prepared in a timely manner, giving time for the auditors to complete the audit before the annual return is due; Ensure that the financial statements prepared are in accordance with the correct reporting standards. Carry out activities that are exclusively for a chartable purpose and is for the public benefit; Know the rules of the registered charity and ensure that you operate in accordance with those rules; Ensure that the charity is not providing any private benefits; Keep the information provided to Charities Services up to date; Ensure any changes in rules, officers or addresses are advised to Charities Services; Comply with any information requests by Charities Services www.staplesrodway.co.nz
The annual return must be filed within 6 months of balance date. From the commentary surrounding the de-registration of the Destiny Church charities, the reason was because no annual returns had been filed for 2 years. Some of the information required in the annual returns such as average hours worked for the charity and numbers of paid employees and volunteers need to be maintained during the year. Registered charities need to be aware of the disclosures required in the annual return prior to filing to ensure that they can file on time. The financial reporting requirements for registered charities changed for the 2016 financial year and many charities are making errors with the new reporting standards, including providing too little information or, in many cases, providing more information than what is required. For example, it may not be necessary to provide breakdowns for various items in the notes to the performance report, but many charities provide this information as they believe they are required to. The new reporting standards also require registered charities to provide information regarding the registered charity such as how it raises funds, its main sources of cash and resources. The registered charity is also required to prepare a Statement of Service Performance and outline what the entity’s outcomes are and how they have been achieved. It is important that charities think carefully of the outcomes they are aiming to achieve and how that will be measured. For example, an outcome for a charity providing parenting education and support could be the number of attendees at classes during the year. Charities Services reviews the information provided in these reports and may at times cross reference this information to that provided on the Charities Services website. This could include checking whether the income from classes agrees to the number of attendees at class times, and the cost per class as listed on the website. If these do not agree, Charities Services may require additional information to reconcile the difference. Charities Services will also look at the governance of the charity and may make recommendations to improve the governance, such as requiring further officers be appointed. Charities Services is an active organisation ensuring that only genuine charities maintain their registered charity status. It is important that charities get it right. Staples Rodway can assist charities in ensuring that they stay on the right side of Charities Services and continue to reap the benefits and rewards of being a registered charity, and to achieve their charitable objectives.
NUMBERS Summer 2017 • 7
CORPORATE PHILANTHROPY WHY PROFESSIONAL SERVICES FIRMS SHOULD DONATE THEIR EXPERTISE
Article by Dave McCone STAPLES RODWAY CHRISTCHURCH dmccone@srchch.co.nz
Every professional person claims that they are time poor. Despite this challenge, there are many benefits to be gained by individuals and the firms they work for or own if they find the time to contribute their expertise to the community they live, work and earn a living in.
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T STAPLES RODWAY CHRISTCHURCH WE have a philosophy that we make a good living from the local business community that we live and run our business in. To ensure we are good corporate citizens, we believe that we should involve ourselves with the likes of charities, sports clubs, school boards of trustees and more. This involvement invariably means a role in governance, resulting in accepting positions on committees boards and other governing bodies. Given that we are accountants, this often entails acting as the treasurer or serving on the finance and risk committee. Organisations that the Directors and staff of the Christchurch office are currently involved in include St Joseph's School Board of Trustees, Old Boys Rugby Club Committee and Finance Sub Committee, Christchurch Golf Club Board, Cancer Society of New Zealand Canterbury West Coast Division Executive Committee and Treasurer, Diabetes Christchurch, Christchurch City Mission Committee, various school PTA's, Christchurch Wine and Food Society and Canteen to name a few. There are many others and the other Staples Rodway offices also support many charities and clubs. People choose to get involved in these sorts of organisations for many reasons. The obvious expertise that professionals bring with them is usually viewed by the organisations as financial expertise. However, given that Chartered Accountants spend a lot of our working week dealing with clients from all types of businesses, we also bring a raft of other, often less obvious, value to the clubs and charities that we support. Not only are we able to offer advice around cash flow management, Charities Services reporting and internal controls, but we also bring skills to the board or committee table, which include best practice around governance and the ability to tap into other contacts within the business community that might be of assistance to the organisation we are working with. Externally, the tangible value we bring to the clubs and charities that we serve can be very useful. For our organisation there is hidden value, which is often not obvious or considered. www.staplesrodway.co.nz
These benefits include: Improving our firm culture. By openly supporting our community through charitable giving of our expertise we are setting an example to the people in our organisation that it is “not all about us”. This in turn serves to develop a culture where our people become externally focused towards helping the people we serve – our clients. Personal and professional development. By serving on Boards and Committees our people rub shoulders with people from many walks of life. These people often have other skills that are relevant to the organisation, but they will often be non-accounting based skills. Consequently, we develop personally and professionally and can take these new skills into our day job. This is of value to both us and our business clients. A good example is best practice in governance, which is an area of expertise that many of our clients are turning to us for more guidance on. Rubbing shoulders with other members of the community, for example lawyers, bankers and business owners. This gives us an insight into other people’s expertise and helps us to grow our professional networks, which is ultimately where referrals of new work come from. The feel-good factor. For those who are involved in giving their expertise there is the feeling of personal well-being that helping others has on their own state of mind. They are better people for the experience. In conclusion, we are all time poor, but giving our expertise to those who need it offers inherent value to us all in making a positive difference in the communities we live in. Find a charity or club that you are passionate about and volunteer your services – you won’t regret it. Want to know where to start? Tracy Hickman explains how you can go about providing your time and governance skills on page 2.
NUMBERS Summer 2017 • 9
THE POWER OF TECHNOLOGY TO ENHANCE YOUR PHILANTHROPY
Article by Greg Taylor STAPLES RODWAY TARANAKI greg.taylor@staplestaranaki.co.nz
It’s not that long ago that you could donate to a charity by simply dropping a handful of parking meter change in the collection box. But, like everything in life, technology has quickly changed that. Charities now have to find new ways to engage with, and extract donations from, the public as fewer people carry change. It’s not just money that these organisations require, IT resources and skills are also in high demand and technology has made it possible to find help at the click of a button. RAISING AND SAVING MONEY WITH SOCIAL MEDIA There are a number of ways charities can engage with donors using technology, whether their mission is to raise awareness of the charity, make it easier to receive payments or to inform donors of where their hard-earned money has gone. Social media is the obvious choice. Facebook’s live streaming can be used to encourage more people to fundraising events and the colourful world of Instagram allows for social influencers to endorse a charity’s latest campaign. Using social media to keep people emotionally engaged on an on-going basis, without the need for huge budgets, has become a technological necessity. Recently, my brother signed up to run the Auckland Half Marathon. He was using this as an opportunity to raise money for the Blind Foundation Guide Dogs. His goal was to raise $100. Within 3 hours of posting the givealittle.co.nz page link to Facebook he had raised over $200 and had increased his goal to $300 and finished up with almost $400. It was also interesting to see that people from all over the world were able to easily donate to his efforts. Without the use of technology there is no way he would have raised that much money in that time frame.
APPS ENCOURAGING LARGE SCALE GIVING Charitable organisations are starting to make more use of apps as a way of generating donations. One app that allows you to donate to a wide selection of New Zealand charities is the “EasyGiving” app. This has links to 65 (and counting) organisations. These range from Women’s Refuge and Body Positive to the Prostate Cancer Foundation and the Child Cancer Foundation. Users decide when, how much and which charity they would like to donate to. They can also track donations and at the end of the tax year they can collect all the tax credits. All from one, free app. By using technology, you are not limited to just supporting local groups. GlobalGiving allows people to donate to a wide range of causes. People can decide on the type of project they wish to donate to anywhere in the world. In 15 years almost US$300 million has been donated to 18,000 projects. There are apps that allow people to donate time to help out directly. One such app is the BeMyEyes app. This app matches visually impaired people to sighted volunteers around the world. A video connection is established between the two people. The visually impaired person then points their device at the area they need described so the sighted volunteer can explain things that are on the screen. This simple idea helps thousands of people every day find lost items, determine if www.staplesrodway.co.nz
the lights are on or off and see if food has reached its expiry date. What’s even more amazing about this app, is that by connecting people throughout the world on different time zones, a visually impaired person can get help in the middle of the night, when they’re at their most vulnerable and don’t want to wake up their neighbours.
VOLUNTEERING MADE EASY THROUGH WEBSITES It’s not just donating money that has been made easier by technology. There are also ways for people to offer their skills and time to charitable organisations through Seek.co.nz. Their page connects charities to people wanting to donate time to work on charitable projects, ranging from simple webpage management through to setting up online payments and app development. If people don’t have the IT skills to donate time to an organisation, donating a PC’s unused computing power is one of the latest ways to give back. Research teams make use of millions of CPU’s (Central Processing Units) around the world when they are not in use. For these donation based organisations the cost to buy the computer power they require is prohibitive. By making use of the idle time on a computer people are able to contribute to a wide range of global research projects such as AIDS/HIV Research at worldcommunitygrid.org. You can join the Search for Extra-terrestrial Intelligence (SETI) at setiathome. berkeley.edu. Become part of the team looking for the building blocks that make up the Universe and donate your computers down time to Large Hadron Collider lhcathome.web.cern.ch. Finally, as more cities introduce online payment options for car parking, there are fewer reasons for you to make a compulsory donation to the council for overstaying your welcome in a metered car park.
Greg is a new member of the Business Computing Services team in our Taranaki office. As the Business Development Manager, he works closely with clients to help them get the most out of their computer systems. Having previously worked within the IT department of the Royal Bank of Scotland Trust Bank, looking after the back-ups and file restorations for Lloyds, Credit Suisse and Bank of New York, Greg is well qualified and passionate about finding IT solutions that really work for our clients. And he knows more than a thing or two about computer security.
NUMBERS Summer 2017 • 11
JAPANESE GIVING The Japanese have elevated gift wrapping, and indeed, gift giving itself, to an art form.
Article by Annette Azuma STAPLES RODWAY AUCKLAND annette.azuma@staplesrodway.co.nz
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URING MY UNIVERSITY DAYS IN Japan I was lucky enough to work part time in a department store in Kyoto. One department I worked in was selling men’s ties - this included intense training on how to wrap precisely and beautifully, which to be honest I never totally mastered. The other section I worked in was serving Japanese tea to customers, whilst they were making their choices for corporate gifts. This is done twice a year - ochuugen お中元 in Japanese summer (July/August) and oseibo お歳暮 in winter during December. Gift giving in Japan is a way of life. Every time you visit someone it is important to take a small gift and every time you travel it is important to take omiyage お土産 souvenirs. With a population of 127 million people this means big business. New Zealand companies could benefit by offering unique and well packaged gifts for the Japan market. Recent research from New Zealand government agency NZ Story has highlighted New Zealand products need to be “Made for Japan” versus “Made in New Zealand”. You can read the white paper at www.nzstory.govt.nz/assets/155384. Gift giving is far reaching and whilst monetary gifts are given for weddings, funerals, graduations and other celebrations, the recipient will often reciprocate. Hikidemono 引き出物 for weddings - which usually consists of cake and some porcelain or other gift are received by guests and funeral attendees receive koden gaeshi 香典返し. Japan not only celebrates Valentine’s Day - where traditionally females give males gifts - but also has “White Day” one month later on March 14. This time males give females gifts. This includes ギリチョっこ “giri chokko” - gifts where men give gifts to females they feel obligated to. 12 • NUMBERS Summer 2017
In Japan relationships are complex and entail a great deal of thought and protocol. Gift giving is an integral part of building and maintaining relationships. From my long association with Japan since university days it still fascinates and excites me to receive beautiful items, reflective of the current season or a particular region. Reciprocating with unique and beautifully wrapped New Zealand gifts requires a lot more thought. One of my favourite parts of running Team Japan is gift giving and I feel privileged to take part in the joy that people get from receiving a unique and thought-out gift.
GIVING ALL ROUND CRANFORD HOSPICE When asked to prepare a client story for our Christmas edition themed “The Art of Giving�, Cranford Hospice immediately came to mind. Cranford Hospice is a not-for-profit organisation who not only consistently gives generously to its community, but receives plentiful community support back.
Article by Andrea Stevenson STAPLES RODWAY HAWKE'S BAY astevenson@stapleshb.co.nz
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RANFORD HOSPICE IS THE MAIN specialist palliative care provider in Hawke's Bay, providing services to people with a life-limiting condition for more than 35 years. Their services operate 24 hours a day, seven days a week - both onsite and in the community. The focus is on the individual care of each patient and their loved ones, supporting them in not only their clinical needs, but also in their emotional and spiritual needs. Hospice services are provided at no cost to the patient, regardless of age, ethnicity, religion or means – including all hospice care and support and treatment. This is giving at its best, when it is most needed. Their motto is “Living every moment” and CEO, Janice Byford-Jones believes that hospice care is not just about pain medicine or easing physical problems. The focus is on providing holistic support – physically, emotionally, psychologically and spiritually. In the words of Dame Cicely Saunders, the Founder of the modern hospice movement: “You matter because you are you, and you matter until the end of your life. We will do whatever we can to not only help you die well, but to also help you LIVE until you die.” Cranford Hospice’s presence in the community is evident they receive glowing accolades for the wonderful job they do and the meaning they bring. In the past year they have cared for 740 patients and their whanau. This included 229 admissions at the 8-bed inpatient unit and 6,683 community visits. These staggering numbers are achieved through a team of 75 specialist staff including palliative doctors, nurses, an occupational therapist and a counsellor. A network of over 400 volunteers gladly give their time and energy in many areas, including gardeners, nurse aides, three Hospice stores and other support roles. Cranford Hospice receives half of their funding to deliver their specialist palliative care services from the DHB, but, there is a $2.8 million shortfall each year. They are hugely reliant on local community support to ensure care remains at no cost to recipients. This equates to $53,900 per week ($7,700 per day!) – no easy feat. Generous donations are received via major charity drives, including the biennial Hospice Holly Trail and the annual Hawke's Bay Wine Auction, donations and bequests, right down to a little girl setting up a lemonade stand and donating her $15 at the front desk. The Hospice Holly Trail, a hugely successful home and garden tour held every two years, is a sellout event every time. It was set up by a group of generous locals and continues to www.staplesrodway.co.nz
Janice Byford-Jones, Cranford Hospice CEO
be operated entirely by volunteers organising and running the event. It is a mammoth effort and the 2016 tour saw $275,000 donated to Cranford Hospice. The Hawke's Bay Wine Auction is an annual event put together by a group of local winemakers to support Cranford Hospice. Like the Hospice Holly Trail, the auction is a sellout event and many of the wines are blended solely for the event. This year’s auction raised a record $202,000 toward the $2.8 million needed. These events are hugely successful, but there is still a large deficit for Cranford Hospice. At the end of the day, the community gives generously to ensure that Cranford Hospice’s target is met and their services continue to be delivered. Marketing and Fundraising Manager, Nathalie van Dort states “I have the best job in the world” and she is always humbled by how generous people are. Cranford Hospice was established in August 1982 by Presbyterian Support East Coast (PSEC) and a handful of supportive volunteers. In July of this year, the board of PSEC, including Staples Rodway director Stuart Signal, oversaw the gifting of Cranford Hospice to the community. This passing of ownership to the community has allowed Cranford Hospice to stay focused on its core service area - palliative care. The current facility is housed in an old villa in Hastings that has been extended and adapted over the years. The need for services is growing with Cranford Hospice now responsible for a catchment population of 162,000, and refreshed fit-for-future premises are planned. In a further example of the generosity of local community giving, Cranford Hospice has been gifted a section of land by The Joan Fernie Trust, which includes the Chesterhope Homestead. Staples Rodway Hawke's Bay works to support Cranford Hospice where possible. Cranford Hospice has been a recipient from the Staples Rodway Challenge Charity Trust. For our HR consulting team in Hawke's Bay, it continues to be a delight to work with Cranford Hospice, helping engage staff and provide support in the development of the team. NUMBERS Summer 2017 • 15
CHARITY PERFORMANCE REPORTING WHAT’S IT ALL ABOUT? There is no doubt about it – registered charities perform a critical role in New Zealand society. As we head into the Christmas season, this role is more apparent than ever, with calls for children’s Christmas presents, canned goods and voluntary assistance for those who are less able to afford to celebrate the festive season in style. It is a good feeling to be able to help those in need. But how do we determine which charities we dedicate our time, money and Christmas spirit to?
Article by Nicola Hankinson NATIONAL TECHNICAL MANAGER nicola.hankinson@stapleswellington.co.nz
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EW ZEALAND’S REGISTERED CHARITIES HAVE recently adopted new reporting requirements. For the majority of charities this includes reporting on the goods and services achieved over the past year and what they cost to deliver. This is referred to as ‘Performance Reporting’. It is a fantastic way for charities to be able to let funders, volunteers, recipients and the wider community know a bit more about the charity, and to describe why they should be involved. The New Zealand public sector has been reporting its service performance for a number of years now and is considered to be leading the way internationally. Think of your local council and the information that you can find out about their services from reading their latest annual report. This information can include the number of visitors to the local museum, swimming pool chlorination levels, and the number of building consents issued. For the first time ever we are now seeing performance information included as part of registered charities annual reporting to Charities Services. This provides a rich array of
Size threshold
Longer term performance reporting requirement
Annual reporting
information to help us determine where to direct our efforts. We can find out things such as the number of meals delivered to new parents or recycled from restaurants and supermarkets, the number of homeless people assisted into finding new homes and community satisfaction with the services provided.
WHAT’S REQUIRED FOR REGISTERED CHARITIES? The new reporting requirements differ based on the size of the entity, so that smaller charities, who are often more reliant on volunteer time to prepare their financial statements and performance information, have less onerous reporting requirements than larger, and often more complex, charities. The performance reporting standard for the larger charities, reporting in accordance with Tier 1 and 2, was approved by the New Zealand Accounting Standards Board in November 2017. This standard, PBE FRS 48 Service Performance Reporting, does not take effect until 2021, although charities can elect to apply the standard earlier than this. A summary of registered charity performance reporting requirements is provided below:
TIER 1*
TIER 2*
TIER 3*
TIER 4*
Total expenses over $30 million OR Public accountability
Total expenses between $2 million and $30 million
Total expenses less than or equal to $2 million
Total operating payments less than or equal to $125,000
Outcomes: What the entity is seeking to achieve in terms of its impact on society. These are likely to be closely related to the mission/ purpose reported in the entity information section of the performance report.
Not required to be reported.
Provide users with sufficient contextual information to understand why the entity exists, what it intends to achieve in broad terms over the medium to long term, and how it goes about this.
Output reporting: The entity should describe, and quantify to the extent practicable, the goods or services the entity has delivered during the year. The statement of service performance need only include the outputs that are significant to the performance of the entity. It is not expected to include a detailed account of everything the entity does.
Provide users with information about what the entity has done during the reporting period in working towards its broader aims and objectives.
* All charities default into Tier 1, but may choose to report in another tier if they meet the criteria.
Staples Rodway has extensive expertise in performance reporting and can work with your charity to make sure that you stand out above the rest. When you can demonstrate the value your organisation provides to your community you can attract those with Christmas spirit to reach out and become involved with your charity.
INNOVATIVE PERFORMANCE REPORTING SHOWCASED The recent Charity Reporting Awards, organised by Chartered Accountants ANZ, showcased those charities that have embraced the new performance reporting and been innovation in the way they communicate their performance to stakeholders.
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WINNER Comprehensive Care PHO
WINNER Royal New Zealand Ballet
WINNER Kiwi Community Assistance Charitable Trust
WINNER The Waikato Society of Potters
HIGHLY COMMENDED The Electrical Training Company
HIGHLY COMMENDED The Fred Hollows Foundation (NZ)
HIGHLY COMMENDED Toy Library Federation of NZ
HIGHLY COMMENDED ADC Incorporated*
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*ADC offers micro loans to skilled, enterprising communities in Myanmar and Malawi
THE POWER THE PASSION HOW TO CREATE EFFECTIVE TEAMS THROUGH GIVING, SHARING AND CELEBRATION “You give but little when you give of your possessions. It is when you give of yourself that you truly give.”
Article by Julie Rowlands STAPLES RODWAY TARANAKI HR julie.rowlands@staplestaranaki.co.nz
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USINESSES COULD LEARN A LOT from the Black Ferns when it comes to success. At the 2017 Women's Rugby World Cup, the final whistle heralded the end of yet another fabulous campaign, full of joy and pride the players rushed into each others arms to celebrate. The Black Ferns celebration of their team’s success was a moving moment for us all. We couldn’t have asked for a greater demonstration of a collaborative attitude and of giving every thing you have for the success of the team. The Black Ferns have just received the World Rugby Team of the Year award, beating all other rugby teams throughout the world. They are still New Zealand’s most successful rugby team ever, so what can we learn? A key part of their success is that every team member constantly demonstrates their dedication to bringing out the best in one another. This is not a one woman band, each has a uniquely fabulous skill set that when brought together under the skilful guidance of their inspirational captain Fiao’o Fa’amausili, they perform and deliver something that none of them could have delivered alone. Every woman in the team is inspired to succeed as a team. In a truly successful team we give all we can to the team and to each other, we succeed because we are willing to give to others without compromising our self and our values.
TEAMS TAKE WORK AND COMMITMENT You would think that teams are everywhere; we use that word so freely in workplaces so we must be teams, right? The reality is we mostly work as groups, not as teams. Teams only form about 30% of the time. In fact in all my years of working with thousands of groups, very few become high performing teams. The assumption is, if we throw people together and call them a team that they will be a team. This couldn’t be further from the truth.
PEOPLE ARE NOT ASSETS In fact, businesses often think that if they provide an annual Christmas party and engage in team building activities including the trust fall, or even more daring, abseiling off cliff faces, that they will turn a group of people into a motivated, loyal and dynamic team, think again! People are not resources, they are not assets, they are the organisation so businesses need to actively invest time and energy in creating a culture that enables teams and individuals to flourish. Patrick Lencioni in The Five Dysfunctions of a Team, says “It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare”. Let’s face it, very few accomplishments of real value have ever been achieved by human beings working alone.
WHAT IS THE KEY TO TEAM SUCCESS? Groups typically turn into teams because of a sense of purpose, strong constructive relationships, commitment, trust that has built over time and a shared responsibility for the success of the team. Recent results in the High Resolution Leadership Report conducted by DDI, after looking at 15,000 leaders of teams, in 300 organisations, across 20 industries and 18 countries found www.staplesrodway.co.nz
that the most significant cornerstone of teamwork is our most critical social skill, empathy. Empathy described beautifully by Theresa Wiseman, nursing scholar, “is about having the ability to see the perspective of others, staying out of judgment. Recognising and responding to the emotions of others. Empathy is about feeling with people.”
WHY WOULD WE WANT TO BE IN A TEAM? All of us feel it when we are working in great teams. We feel like we belong, we feel accepted and feel like we are achieving results. Maya Angelou eloquently said “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel”. So, what do you give to others? It is also a proven fact that people perform better when they feel part of a team. Teams are more productive than work groups, they produce results that exceed groups through simple cooperation. Teams generate greater revenue and always the combined effect of the team is greater than the sum of individual efforts.
THE LEADER'S ROLE Leaders in today’s businesses must encourage collaboration, inspiring the team to perform, connecting the team to the purpose and connecting teams to each other. Leaders have to be prepared to willingly give their time, positive energy, their commitment, trust, feedback and praise and respect to everyone within their team. Leaders have to be a weaver of people. As Michael Henderson says in his book Chiefing the Tribe, “to truly lead people you must know the people and identify as one of them, you must be willing to be amongst the people in order to understand their world, their view of life, their fears and hopes”. A leader’s goal is to weave people together strongly demonstrating empathy and fueling connection. What every leader gives to the team will show directly in the engagement of others and their performance.
THE POWER OF APPRECIATION AND FEEDBACK Do you remember the last time you rushed into the arms of a work colleague to celebrate the successful achievement of a goal? Probably not. Maybe we don’t need to be hugging each other, but we should and could be giving greater appreciation and valuing each other more. In fact, in the most successful teams, people get five times more appreciative comments about their work than negative comments. Most people leave organisations because they don’t feel appreciated. Celebrating people and what they have achieved will inspire greatness and will build a stronger team. Great teams really do appreciate each other and are willing to give their commitment to the team. Thank you to the Black Ferns for showing us how good it can be. Your local Staples Rodway office can help review your culture and climate or you can contact one of our HR consultancy team: Julie Rowlands, Taranaki; Andrea Stevenson, Hawke’s Bay; or Chris Wright, Auckland.
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ASK AN EXPERT In our regular feature we answer readers' questions on any area in the world of finance, accounting, audit, tax, and other business-related areas. Take advantage of our expertise and send your question to questions@staplesrodway.com and one of our specialists may answer it in a forthcoming issue of Numbers.
Bruce Wayne
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I own a large New Zealand business. I want to make a substantial donation to a local charity. Should I get my company to make the donation, or should I make the donation myself? Answer from Andrew Dickeson, Director, Taxation, Staples Rodway Auckland
It is great to see that you are keen to give back to the community; indeed New Zealanders as a whole give approximately $3 billion per annum to the charitable sector. This generosity helps a great many community causes, whether it is the local school, the ambulance service or helping those less fortunate. There are a number of factors to consider in making your decision. If your business has other shareholders, then it might be more difficult getting them to agree to make a donation, or more likely, to whom the donation is to be given. It might depend on your desire for privacy; while the charitable sector respects the privacy desires of their donors, it is much easier to stay below the radar if the donation is made by Wayne Enterprises instead of Bruce Wayne. Staff participation may be a further factor to consider, and generally charitable giving by companies is strongly supported by their staff. Parliament, recognising the value of the charitable sector, has provided tax benefits for charitable giving. Charitable donations can either generate a tax credit of one-third of the donation (for individuals) or a deduction for the donation (for companies). This is subject to certain limits.
In the case of a company, the deduction for the donation is limited to the net income of the company had the donation not been made. For example, if a company donated $2 million, but only had net income of $1 million, then the deduction is limited to $1 million. Where the company has made a taxable loss, no deduction would be available. In the case of an individual, the sum of the credit claimed cannot be more than a third of their taxable income. Inland Revenue state (on their website) that if an individual is married, in a civil union or a de facto relationship and their donations exceed this maximum, then their partner can claim the balance up to the relevant maximum. For the tax credit/deduction to be available, the gift must be in money (this means that gifts of artwork, property and the like do not give rise to the tax credit). Donations can be staggered, and while donations must be an unconditional gift, acknowledgement by the recipient (for example, a plaque on the side of a Gotham clinic saying “funded by the generous donation of Wayne Enterprises�) is acceptable.
NOTE: The above is general advice only and should not be relied upon as specific circumstances can vary. Please contact your Staples Rodway advisor for specific advice.
www.staplesrodway.co.nz
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CANTEEN CEO CLAUDINE YOUNG Staples Rodway Women in Business regularly interviews interesting women who have achieved success in their field. With this issue being all about “The Art of Giving”, we decided to look to an organisation that we are a major sponsor of, CanTeen, and interview their very capable CEO Claudine Young. CanTeen is a New Zealand wide organisation that supports young people and their families who are affected by cancer. Claudine moved to NZ from the UK 12 years ago. After starting in hospitality, she went on to train and work as a social worker, before being drawn to the Not-for-Profit sector. She has worked in a wide range of areas within this sector including disability, mental health and, more recently, for IHC in New Zealand. Q: Why did you decide to work in the Not-for-Profit sector? A: After some tough social services placements in the UK inner city I decided that’s quite a tough place to work and wasn’t where I wanted to take my social work skills. I wanted to work in the Not-for-Profit sector, so that’s where it started.
Interview by Claire Dilks & Nicola Hoogenboom STAPLES RODWAY WOMEN IN BUSINESS www.staplesrodway.co.nz/wib
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Q: How did you end up running CanTeen? A: I joined CanTeen 4 years ago, as the GM for Member Services, CanTeen’s operational division. CanTeen were looking for somebody who could bring some more professionalism and consistency to their services, while raising the quality of youth work services for the programmes that they provide to young people. CanTeen always knew that young people enjoyed the activities they did with us, but we needed to ask if we were really changing the lives of young people. I was brought in to implement a practice framework which would bring that quality and consistency to our work and also to increase the amount of advocacy work CanTeen was doing. We knew youth cancer survival statistics lagged behind other countries and we wanted to be part of changing that. CanTeen is unique I think in NZ in that we work in partnership with young people and they are truly involved in our
organisation. They are on our board and have leadership roles in our local branches. They also take a role in our fundraising and marketing, sharing their stories to connect people to our cause and showing the impact of what we do. I held the GM job for three years and then last year when the previous CEO resigned I was asked to take over in an acting role for 6 months, before being confirmed in the role in July this year. Q: You mentioned the board, how does that work? A: It is certainly unique. Our board has 10 people, 5 of whom are young people under 25 who are members of CanTeen due to their own cancer or cancer of a sibling or parent. They include our current President and Vice-President. It does mean our board meetings are quite unique because they tend to be quite workshoppy. They are not stuffy board meetings and tend to be quite entertaining and lively – very CanTeen! They take on a workshop format because it is a learning process, as well as a decision-making process, so we take a topic, explain it and make sure everyone understands what’s being talked about. Then the young people on the board have an opportunity to talk amongst themselves and to each other to check out their understanding and form a view. What the members really bring to the group is a perspective of having lived with the experience of cancer. We help them to develop their understanding around some of those other skillsets that are required such as fiduciary and governance responsibilities, which gives them some amazing skills for life. Q: How is CanTeen funded? A: We don’t receive any government funding at all, so we rely on donations from the community, corporate partnerships, philanthropic giving and community grants. Our marketing and fundraising team have really significant targets that they have to reach and every year we set up a whiteboard in their office. It’s good to have that visual motivation of where we are and where we want to be. Sometimes it’s quite stressful as well, having a visual reminder! My time is spent doing things that are great to do, like phoning our wonderful supporters and saying thank you. It’s important to us that we phone and thank people personally. We really value our supporters, because we know they have a choice about giving to CanTeen and we don’t exist without their support. Q: Were you part of setting up Staples Rodway’s sponsorship of CanTeen? A: It was set up before I started I think. Sponsorships aren’t just about fundraising for us. It’s about the other things that we can’t necessarily deliver ourselves, such as tapping into corporate expertise. The fundraising is absolutely vital, of course, but it’s also the additional things that people do. For example, Jo-Anne Randall, an Associate Director at Staples Rodway. recently held a workshop for our new member directors. They had attended one board meeting and she came in the next day and did some practical finance training that really helped them and empowered them to underwww.staplesrodway.co.nz
Christmas cards designed by CanTeen members
stand the financial reports. That was fantastic for them and a great way for Staples Rodway to ‘add value’ to their financial support of CanTeen. Q: So, what does CanTeen do? A: Our mission is to support, develop and empower young people living with cancer. Early on when any young person comes to us, it is very much about support, so we have youth workers who work alongside young people one to one, helping them to understand the changes that are happening to them, helping to overcome the impact of the emotional changes and the physical changes. We also connect them with other young people dealing with cancer, as we know the value for young people being able to talk to others who have had a similar experience, which we call peer support. We have national workshops with a therapeutic/counselling focus where we dig deeper and help people to really understand the experience they’ve gone through, the experiences their families have gone through and to build skills to cope with that. They get take away skills and tools to help them cope when they go back to their homes and families after the weekend. Once people start to get better, we start looking at how they can give back to other young people, the organisation or their wider community. It is about growing healthy, strong young people and reducing the long term impact of cancer on their lives. Leadership development is about giving back, developing generosity and mastering skills and confidence for young people. One way they give back in CanTeen is by training to provide peer support to other young people new to CanTeen who are currently dealing with the shock of their own cancer or the diagnosis of a sibling or parent. They’re trained to have quite bold conversations about cancer and what young people are going through. We’ve also got a leadership programme called Listen Up, our advocacy programme that’s about speaking up on behalf of other young people and about making improvement in services that young people receive. NUMBERS Summer 2017 • 23
Other leadership activities include helping with fundraising, helping to organise camps, activities, daytrips and also the general day-to-day running of the branch. As they get older and more experienced they can go on to representing the organisation further and move into leadership and governance as a final step. Q: What are your proudest moments? A: I am proud of the huge shift in the way we deliver support to young people one-to-one. In my first year, we delivered around 980 one to one sessions to young people. In the two years since, we’re now up to around 3,800, which is a huge growth, with no increase in resources. Q: What did that mean for CanTeen? A: In our extremely competitive fundraising environment, it’s important for us to be really efficient. We still wanted to support the same number of young people, but in a more effective way. We asked “How can we do things smarter? How can we make better use of the resources we have?” While we’ve reduced the amount we were spending, we’re delivering a lot more. Q: Aside from income, what do you see as CanTeen’s major challenges? A: When I began, we ran a pilot to look at providing services to young people who have a parent living with cancer or lost a parent to cancer, which we call ‘offspring’. We knew that our services could really help these young people and that, with no tailored services for them, they were largely coping on their own. The challenge is that supporting this group of young people will significantly increase our membership. We do currently help some offspring, but don’t market our services because we wouldn’t be able to cope with the number of referrals it would bring in. Our referrals are around 350 a year,
split reasonably evenly between patients and siblings. When offspring fully start to come through, our referral rate will likely shift to 3,000, which is huge. To make that work we either need to generate far more income over the next few years or find other ways to deliver support to those young people through digital innovation and up-skilling the community around young people, such as schools, churches and friends/family groups. If our mission is to support every single young person living with cancer, we need to make that happen. Q: What is coming up in the future for CanTeen? A: Next year is our 30th birthday and we’re looking at how we can celebrate that. Some of our early members could be in their 50s now! I think it’s likely there will be some kind of reunion, be it physical or virtual. The wonder of social media is that it’s global and with the right network it can go anywhere. We’d also like to extend the Thump Cancer awareness campaign we launched this year, which raises awareness of the five signs of youth cancer. The next stage is developing a school education and awareness programme. We are working with CanTeen Australia as they have a successful school campaign, and we want to adapt that to suit the New Zealand environment and launch it in the middle of next year. This will be about recognising signs of cancer; preventing cancer later in life; how they can support others who have cancer or family members who have cancer; and where they can go for help. Q: How do you deal with the emotional side? A: There’s no doubt that sometimes CanTeen is a tough place to work. For the very sad and difficult times, we acknowledge them and encourage young people to talk about things and to have counselling. It is the same for our staff, who have access to counselling. We have developed a culture here that is support-
Claudine with a group of CanTeen cheerleaders at last year’s Round the Bays
ive to people and understands that sometimes these things are difficult to deal with, particularly for our front line staff. The bottom line for us is having the right levels of support around us and a culture where it’s okay to talk about things and it’s okay to cry. After someone passes away, our youth workers send out a story or a bio about a young person to all our staff, including things that they loved or things that they achieved. It is a nice way to just remember that person. After that you’ve just got to sort of put that to one side and move on. But you know, we also celebrate things like the end of cancer treatment for people. CanTeen is about the future, about building hope and resilience. It’s about celebrating and valuing the good things in life and being grateful. Q: Do you have any tips for women? A: I think it’s to find somebody to support you and to be your mentor. If you can, find another woman you admire and learn from. Most women would like to support other young women going into leadership, so don’t be afraid to ask somebody to meet with you for coffee from time to time and help you out.
Get somebody to be your champion. I have recently joined the CEO Institute which has been great as a peer group of support. I work quite closely with Robyn Kiddle, the very experienced CEO of the Child Cancer Foundation and she’s been a great help. I think it’s good to talk and share with people who are doing similar roles and facing similar challenges, so you feel like you’re not going completely mad! Q: Who do you look up to? A: This might be a bit cliché, but the people that I really look up to are the young people CanTeen supports. There are some young women who are on our board at the moment, our current President Lucy and our Vice President Anna, who are astounding young women. I really admire them, not only because they’ve overcome so many challenges, but because they’re achieving now in their own right professionally. They’re on boards, they’ve been presidents and they’re really well rounded, intelligent, engaging and inspiring young people.
FRIENDS OF THE CANCER SOCIETY S
TAPLES RODWAY WELLINGTON HAS LONG supported the Friends of the Cancer Society and when we were asked to talk about The Art of Giving, they came immediately to mind. Here is their story. The Friends of the Cancer Society fundraising group (FOCS) consists of five members: Judith Langridge, Chris Dunphy, Robyn Turner, Erica Newell and Ann-Louise Gower. They have been staging Black Tie Balls for the Cancer Society Wellington Division for over 10 years - raising a staggering $1m over that time. The participation of the Diplomatic Community in the last two events greatly enhanced the tenor of the Balls and raised a record $254,000 & $240,000 respectively. The Diplomatic Community were grateful to “give back in a small way to the gracious Wellington community, which we all call our temporary home”. The success of these events would not be possible without the backing of businesses like Staples Rodway Wellington, who have been supporting FOCS since its inception and have been the lead sponsor of the last two Balls. Their patronage and that of a core group of loyal sponsors have ensured that the direct costs of the Balls were covered, which allowed for all ticket sales and auction proceeds going directly to the Cancer Society, without deduction. For the FOCS team and their sponsors, the cause is very meaningful. Nearly everyone has been touched by cancer in some way, so there is a real motivation to do as much as possible. The money raised has enabled funding for special projects and services that have had a direct and meaningful impact on New Zealanders affected by cancer. These events also present the opportunity to get across the message of the need for ongoing support for the Cancer Society. The big challenge the Cancer Society faces is that a lot www.staplesrodway.co.nz
of people assume that they are government funded. However, they receive no direct government funding and therefore rely on other fundraising streams to provide free services in Risk Reduction, Health Promotion, Supportive Care & Information, and Research and Advocacy. The Cancer Society is the only charity that supports ALL Cancers. Wellingtonians have been incredibly generous in their ongoing support of these Balls. Events like these are important for the Cancer Society. People do respond favourably by supporting causes they believe they can have an impact.
Staples Rodway Wellington Director Robert Elms & Judith Langridge (FOCS) at the Ball.
This generosity is evidenced across New Zealand. According to a Giving New Zealand report published in 2015, New Zealanders give around $2.8 billion annually to charitable causes. 50% of that is from individuals. In the Giving Index 2016 New Zealand was ranked fourth in the world out of 140 countries.
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STAPLES RODWAY CHALLENGE After nine years organising the Staples Rodway Challenge, there was a touch of sadness knowing 2017 was the final year for the Challenge. We received 879 registrations which topped all prior year numbers and we were thrilled to donate a cheque to Gabby Allen for $16,000 towards Out and About with Kids in Hawke's Bay and in particular the My Babies programme.
At Staples Rodway, it's our people that set us apart. Take a look at what our team has been up to lately. Over the nine years we have donated $116,000 to our designated charities and have also made donations in excess of $55,000 to local schools and orienteering clubs to recognise their contributions of marshalling at the events. We have also made donations to the wildlife sanctuary to support their ongoing maintenance programme. PICTURED (L-R): Runners from the Staples Rodway Hawke's Bay office
JOHN WADAMS MEMORIAL FUND
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In recognition of the immense contribution that he and our founding partners made to the creation of what Staples Rodway is today and in the spirit of giving back to the community, Staples Rodway is pleased to announce that we have established a John Wadams Memorial Fund through the Auckland Foundation. The Fund will provide help to people who require financial assistance to further their education or obtain further tertiary qualifications, in the field of accounting. We will provide further information on our website shortly, including details of how to donate to the fund, and how to apply to be a recipient of the assistance on offer.
ROD DAVIS: DARING TO BE BETTER It has been a busy year for Auckland’s Critical Point Network (CPN), with monthly events to help professional lawyers and accounting firms around Auckland learn more on a wide range of topics. In October we had the pleasure of hosting Rod Davis, Emirates Team New Zealand’s match racing coach who spoke to our CPN members about leadership, aggressive risk taking and daring to be better. PICTURED BELOW TOP: Rod Davis, Emirates Team New Zealand match racing coach with Tracy Hickman, Staples Rodway Auckland Director
START THINKING: JAPAN Staples Rodway’s Auckland office had the pleasure of teaming up with NZTE, ATEED, JETRO and NZ Story in October for the first in the Start Thinking: Japan series. Everyone in the audience learned a lot from Nathan Farmer from Big Picture and Tim Harvey from CSM Sport & Entertainment. Our key insights for businesses looking to Japan for growth: 1. Not 'Made in NZ' but 'Made for Japan' 2. All Blacks are turning heads, the rest of NZ need to as well We are excited for the next event in the series which will be announced in the New Year.
PICTURED (L-R): Rebecca Smith from NZ Story, Annette Azuma from Staples Rodway Auckland, Michiro Hayashi from JETRO, Tim Harvey from CSM Sport & Entertainment and Nathan Farmer from Big Picture
www.staplesrodway.co.nz
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MOVEMBER The Staples Rodway lads in Wellington, Auckland and Tauranga participated in Movember, a charity working towards stopping kiwi men dying too young. Coming in hot with the top total donations were the Wellington office, followed closely by the Auckland team and rounding it off were the Tauranga team. Collectively, the Staples Rodway boys raised just under $5,000 to help change the face of men’s health in New Zealand. PICTURED CLOCKWISE FROM TOP LEFT: Cameron London, Gareth Saldanha, Hamish Chang, Louis Rich, Michael Black, Rohit Anandh, Sam O'Reilly-Schwass & Steve O'Callaghan from the Auckland office, Olo Game, Michael Goldie, Adam Osbaldiston, Matt Washer, Josh Tye & Douglas Stewart from the Tauranga office.
LOCK OUT LUNCH As part of Mental Health Awareness our Hawke’s Bay office locked staff out for an hour! They went down to a local inner city park where they had a shared picnic, lounged on bean bags, played giant chess and had a game of cricket. PICTURED: Andrea Stevenson (below left), Tane Huata & Andrew Vercoe (below right)
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AUDITOR PROUD Our auditors are proud of what they do, building trust in investment in companies and for those giving to charities. On September 28th, Staples Rodway’s Audit teams celebrated #AuditorProud day for the second year since its inception in 2015. It was originally created by the Center for Audit Quality in the US to attract the best and brightest talents to the profession.
CANTEEN STREET APPEAL
PICTURED: The Taranaki (top) and Hawke's Bay Audit teams
Staples Rodway has been supporting CanTeen since 2012 and it is an organisation that we think is pretty special. We support them by giving money, expertise and financial literacy training. In September we had the chance to take to the streets again to promote their fantastic #THUMPCANCER campaign and shake the can. Check out our interview with their CEO Claudine Young on page 22 to find out more about the great things they are doing to help young people dealing with cancer. PICTURED: (top L-R) Glynn Hammond, Chris Wright & Steven Laurence from the Auckland office and (below) Hawke's Bay Director Philip Pinckney took to the streets to shake their cans
www.staplesrodway.co.nz
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AUCKLAND Level 9, 45 Queen St PO Box 3899 Auckland 1140 Phone 64 9 309 0463 Fax 64 9 309 4544 enquiries@staplesrodway.com
WAIKATO 4th Floor, BNZ Building 354 Victoria Street PO Box 9159 Hamilton 3240 Phone 64 7 834 6800 Fax 64 7 838 2881 staples@srw.co.nz
TAURANGA Level 1, 247 Cameron Road PO Box 743 Tauranga 3140 Phone 64 7 578 2989 Fax 64 7 577 6030 info@staplestga.co.nz
HAWKE'S BAY Cnr. Hastings and Eastbourne Streets PO Box 46 Hastings 4156 Phone 64 6 878 7004 Fax 64 6 876 0078 info@stapleshb.co.nz
NEW PLYMOUTH 109-113 Powderham Street PO Box 146 New Plymouth 4340 Phone 64 6 757 3155 Fax 64 6 757 5081 newp@staplestaranaki.co.nz
STRATFORD 78 Miranda Street PO Box 82 Stratford 4352 Phone 64 6 765 6949 Fax 64 6 765 8342 stfd@staplestaranaki.co.nz
WELLINGTON Level 6, 95 Customhouse Quay PO Box 1208 Wellington 6140 Phone 64 4 472 7919 Fax 64 4 473 4720 info@stapleswellington.co.nz
CHRISTCHURCH Level 2, Tavendale Centre 329 Durham Street North PO Box 8039 Christchurch 8440 Phone 64 3 343 0599 Fax 64 3 348 0186 info@srchch.co.nz
www.staplesrodway.co.nz