ANNUAL REPORT Pūrongo ā-tau

2014

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To tatou hītori, tou hītori to tatou heke mai Our history. Your history. Our future

This is your story – To tatou hītori, tou hītori to tatou heke mai – with a beginning and no end. We are simplythe guardians of your money for future generations, acting on behalf of the communities we serve.

To look forward sometimes we need to look back. The Trust’s history, is your history too –

1980sBACK TO THE BEGINNING...THE DEREGULATION OF THE BANKING INDUSTRY IN THE 80S WAS THE CATALYST FOR THE FORMATION OF THE CANTERBURY COMMUNITY TRUST.

2014TODAY THE TRUST’S INCOME COMES FROM ITS CAPITAL BASE OF OVER $500 MILLION, ACHIEVED THROUGH A PRUDENT AND EXTENSIVE INVESTMENT STRATEGY. IT IS THE ROLE OF THE TRUST TO USE THIS MONEY WISELY AND WORK WITH THE COMMUNITY TO IDENTIFY PRIORITIES AND NEEDS. THE TRUST IS SIMPLY THE GUARDIAN FOR CURRENT AND FUTURE GENERATIONS, ACTING ON BEHALF OF FUTURE GENERATIONS, ACTING FOR YOU.

1988ESTABLISHED IN 1988 IT RECEIVED AN ANNUAL DIVIDEND FROM TRUSTBANK CANTERBURY WHICH IT DISTRIBUTED TO NOT FOR PROFIT ORGANISATIONS THROUGHOUT ITS FOUR FUNDING REGIONS OF CANTERBURY, MARLBOROUGH, NELSON AND THE CHATHAM ISLANDS.

1997 IT RECEIVED A FURTHER INJECTION OF CAPITAL IN 1997 WHEN TRUSTBANK CANTERBURY WAS SOLD TO WESTPAC AND THE PROFITS OF THAT SALE WERE CHANNELLED TO THE TRUST FOR THE COMMUNITY.

“ Study the past if you would define the future.”Confucious

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IN 1988 THE STARTING CAPITAL BASE WAS EQUIVALENT TO $57 FOR EVERY MAN, WOMAN AND CHILD IN OUR FUNDING REGIONS.

OVER THE LAST 26 YEARS WE HAVE ASSISTED MANY ORGANISATIONS THROUGH DONATIONS TOTALLING $371.4 MILLION TO HELP COMMUNITIES IN NEED.

$515m+

CANTERBURY

NELSON/TASMAN

MARLBOROUGH/KAIKOURA

CHATHAM ISLANDS

$285.1m$56.2m$29.8m

$0.3m

FACTS ABOUT THE TRUSTDid you know...

It receives no income from other funders or gaming machines making it unique and independent in the region’s philanthropic community.

“ The farther backward you can look, the farther forward you can see.”Winston Churchill

LOOKING TO THE FUTURE...

Over the past twelve months the Trustees have been working on a new Strategic Vision and Plan for The Trust which will provide a touchstone for business planning, decision-making, investing and grant making.

We have a strong desire to carefully evolve the organisation to become more effective and efficient in serving our communities and proactive in seeking out ways in which the Trust can make a greater impact. This will manifest itself in changes to the granting structure and also development of customer education, capability development and mentoring, facilitation and collaboration. Where appropriate we will seek to use loans, including suspensory loans as a means to support major capital projects with the intention of recycling capital or placing specific conditions on the Trust's support of larger projects. With this in mind the Trust now actively seeks alliances and develops relationships with Government, Local Government, Iwi, community

support organisations, and others where common purpose and combined endeavour can make money go further and deliver a better outcome for the community.

The earthquakes have taught us all valuable lessons for the future – most importantly that disasters can unite a community. The Trust is proactive in its vision to continue to work in a collaborative way and pull together resources for better, more sustainable outcomes across all sectors of our community. Our collective goal should be the same – to build a strong, connected and resilient community; a community united for generations to come.

TODAY THE CAPITAL BASE IS $515M+ OR EQUIVALENT TO $857 FOR EVERY MAN, WOMAN AND CHILD

THIS YEAR ALONE WE HAVE FUNDED $36.7 MILLION IN DONATIONS

$36.7m $371.4m

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THE CANTERBURY COMMUNITY TRUST BOARD OF TRUSTEES

ABOVE FROM LEFT Peter Graham, Christine Korako, Bill Dahlberg, Sue McKenzie, Brian Moore, Tracey Chambers, Roger Bridge, Rosemary Wells, Max Spence, Jill Spooner, Louise Edwards – Chief Executive.

Photo courtesy of Diederik van Heyningen Lightworkx

2014

The Board of Trustees – is a group of people who take great pride in their role and commit huge hours to understanding their communities and finding new and innovative ways to partner with community based groups.

LEFT Retiring Trustees – Joseph Thomas, Alec Neill

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The Canterbury Community Trust is a critical contributor to the communities which it is entrusted to support. The organisation can be a catalyst for change and a catalyst to get great people and great groups working together for the benefit of the wider community. The Trust has a leadership role to play and as Chair I made a commitment that the organisation would be much more focused on partnerships. In the past year we have made some significant steps forward particularly with the development of a new Strategic Plan, which will breathe life into this organisation and take it back into communities in which it serves.

We are reminded every day of the inspiring people who work tirelessly across our four funding regions, most of whom are unpaid volunteers. These ‘heroes’ are the people who give, build, care, comfort, and nurture creating a feeling of well-being, beyond our ability to measure.

It is through adversity we learn about our true self, about what we really believe in and care about and what we value. Over recent times our communities have faced challenges of an unprecedented and historic nature. Through this we learned about the value of community, about community connectedness, pride, tolerance, support and care. We learnt that when our backs are against the wall and the future of our regions and communities are threatened, we stand

$2mTHE TRUST RELEASED $2 MILLION TO IMMEDIATELY SUPPORT ORGANISATIONS AT A GRASS-ROOTS LEVEL THROUGH THE NEED HELP NOW FUND.

tall and together, we reach out and we embrace the power of community to get back on our feet, to find resolve and turn adversity into opportunity.

It is this spirit of community, of building community, of being community that is at the very heart of The Trust, it is why we exist and what drives us. Through our endeavours we aspire to make our communities stronger, more connected, happier and more prosperous. This is how we make a difference.

Being involved in The Trust’s $25 million Special Fund last year was a highlight. Much water has passed under the bridge since its launch. Our vision to partner with other philanthropic funding organisations and government to effect sustainable change in our communities has come to fruition; as evidenced by our $10 million social housing partnership with government.

The Social Enterprise Fund has presented an opportunity for those involved to think differently and work in a different way. Social enterprise is a growing global phenomenon but relatively new to New Zealand. It cuts across traditional sectors by addressing a social or environmental problem via a business model that sees its profits re-invested to advance that social purpose. This has been an exciting innovation for the Trust – one that has unlimited potential for our community and our economy.

The earthquakes created unprecedented challenges for the community and we have all had to adapt and work together to meet those challenges. It is from that ethos the Special Fund was born.

Many community and social service organisations remain stretched and face increased demand around a complex array of issues. In response to these challenges, as part of the Special Fund, The Trust released $2 million to immediately support organisations at a grass-roots level through the Need Help Now Fund.

Regionally, we have had many highlights from the refurbishment of the Suter Art Gallery in Nelson to our commitment to the development of the Marlborough Civic Theatre. These are but two examples, there are many, many more. The pinnacle for the Trustees was their trip to the Chatham Islands – the first in over ten years and a chance to connect with the community and understand their needs.

CHAIR’S REPORT The year in review

“ It is this spirit of community, of building community that is at the very heart of The Trust, it is why we exist and what drives us. Through our endeavours we aspire to make our communities stronger, more connected, happier, and more prosperous. This is how we make a difference.”

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THE TRUST’S INVESTMENT PORTFOLIO GENERATED A SOLID RETURN OF 5.6% FOR THE YEAR AFTER INFLATION AND EXPENSES.

LONG TERM OBJECTIVE

4.0%2014 REAL

RETURN

5.6%

CASH & FIXED INTEREST

SHARES, PROPERTY, ALTERNATIVE ASSETS

60% 40%

The Trust’s investments are well-diversified and relatively conservatively positioned, with the aim of generating consistent returns to enable the Trustees to maintain the level of donations year on year.

THANK YOU

My fellow Trustees and I are privileged to be in a position of working with such a wide range of organisations throughout our funding communities.

To our staff, thank you for the work you do on a daily basis and your continued passion and commitment to connecting with the community and making a difference. Your willingness to go beyond is integral to our success.

As I step down as Chair of the Trust and hand over to the new Chair, Jill Spooner, I am confident that the outlook for the organisation is positive. Although I have stepped down, I will not be stepping away – I remain as committed as ever to the long-term goals of this fantastic organisation and the team that steers it.

Tracey Chambers, Retiring Chair

INVESTMENT

Trustees are forever mindful the Trust assets belong to the community. We are pleased to announce the Trust’s investment portfolio generated a solid return of 5.6% for the year, in line with the Trust’s long term investment objective of 4% per annum, after inflation and expenses.

In total, the Trust’s investments are well-diversified and relatively conservatively positioned, with the aim of generating consistent returns to enable the Trustees to maintain the level of donations year on year.

Reflecting a strong year for most share markets, the Trust’s good result was helped by its allocation to global shares (which returned 19% after fees) and New Zealand shares, one of the best performing asset classes over the period, returning 28%. There were also good contributions from the Trust’s Australian share investments and property portfolio.

The result was also assisted by good active management (generating returns over and above the market), particularly from its New Zealand, Australian and global share managers. Over the past two years we have purchased two new properties to replace those buildings we lost as a result of the Canterbury earthquakes.

Investments in emerging market assets and NZ bonds detracted from returns, as did the rising New Zealand dollar (the Trust hedges some of its foreign currency exposure). The well-diversified nature of the portfolio allows for some investments to perform better than others in one year, in the expectation that those assets that did not perform so well will outperform in the future.

THE TRUSTS INVESTMENT PORTFOLIO AS AT 31 MARCH 2014

12%CASH AUSTRALASIAN

SHARES

9%

GLOBAL SHARES17%

EMERGING MARKET SHARES

2%

PROPERTY10%

ALTERNATIVES5%

NEW ZEALAND BONDS

18%

GLOBAL BONDS

24%

EMERGING MARKET BONDS

3%

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There is plenty to put our minds to and lots to be achieved at a time in the Trust’s history when there has never been a greater need for community support, nor a time when there has been a canvas on which we could seek to play our part in creating something better than before.

It is a great privilege to take up the position of Chair of your Community Trust. I acknowledge and thank Tracey Chambers for her dedication, energy and hard work on behalf of The Trust. During her tenure as Chair she has been a dynamic driving force spearheading many new and exciting initiatives and will stay on to see these ideas through to fruition. On behalf of the team at The Trust I convey our thanks to her for her devotion and passion as Chair.

As outlined in ‘To tatou hītori, tou hītori to tatou heke mai’ – our story, your history, the Trustees have been working on a refreshed Strategic Plan and clarified Vision for the Trust.

Achievement of our vision will see us:• Maintain and continually refresh our

knowledge and understanding of community needs

• Capture and use relevant data to inform decision-making

• Preserve and grow the capital of the Trust• Invest wisely in our communities and

build community capability • Work with others to make the money go

further and increase community impact• Align our policies, systems, processes

and behaviours with our beliefs and guiding principles

The work of the Trustees is paramount in the successful meeting of the Trust’s strategic objectives and overall vision. This is a group of people who take great pride in their role and commit huge hours to understanding their communities and finding new and innovative ways to partner with community based groups.

To our retiring Trustees Brian Moore, Alec Neill, Max Spence and Joseph Thomas – you will be missed for your collective energy, expertise and passion. To our new Trustees – Tracey Berry, Tony de Reeper, Tony Fakahau and Sarah-Jane Weir – you will all have a huge contribution to make to, and on behalf of, the communities you serve.

The outlook for the Trust is positive. There is plenty to put our minds to and lots to be achieved at a time in the Trust’s history when there has never been a greater need for community support, nor a time when there has been a canvas on which we could seek to play our part in creating something better than before. We at the Trust believe strongly in the spirit and power of community. We are excited about stepping up, evolving the Trust and playing a bigger part in the future of our region and its communities – for and on behalf of all who call Canterbury, Marlborough, Nelson or the Chatham Islands home.

Jill Spooner,Chair of The Canterbury Community Trust

INCOMING CHAIR – LOOKING AHEAD

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COLLABORATE for better outcomes

OVER THE LAST FINANCIAL YEAR WE HAVE HELPED 1,324 ORGANISATIONS OVER OUR FOUR FUNDING REGIONS ACHIEVE THEIR GOALS AND CHANGE THE LIVES OF MANY IN A LASTING WAY.

1,324CANTERBURY

MARLBOROUGH/KAIKOURA

NELSON/TASMAN

CHATHAM ISLANDS

886159266

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CANTERBURY

MARLBOROUGH/KAIKOURA

CHATHAM ISLANDS

NELSON/TASMAN

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$10 MILLION SOCIAL HOUSING PARTNERSHIP FUND“ ONE OF THE KEY INGREDIENTS TO THE ULTIMATE SUCCESS OF THIS PARTNERSHIP WAS THE COLLECTIVE REALISATION THAT WE NEEDED TO PUT BUREAUCRACY TO ONE SIDE AND GET FUNDING OUT THERE TO GET THINGS MOVING QUICKLY”

Sue McKenzie, Lead Trustee

In 2012 the Trust set aside $10 million for social housing from a $25 million special fund to support the development of social infrastructure following the devastating Canterbury earthquakes. The decision to support social housing reflects the Trust’s long history of working in this area that dates back to its inception in 1988.

After talking to the community the Trust realised $10 million on its own would not be enough to make meaningful and sustainable changes in social housing, particularly for high-needs tenants.

“ Working in collaboration with other community funders, The Trust has formed key strategic partnerships to better develop new opportunities to share information and work together for tangible value-based outcomes for the communities we serve.”

The highlights...

Louise Edwards, CE, The Canterbury Community Trust

THE PROJECTS

COMCARE CHARITABLE TRUST (30 units, 36 bedrooms)

ACCESSIBLE PROPERTIES (16 units, 32 bedrooms)

HABITAT FOR HUMANITY (21 units, 84 bedrooms)

VISION WEST (22 units, 53 bedrooms)

NEW ZEALAND HOUSING FOUNDATION (10 units, 35 bedrooms)

$25m

$10m“ WE REALISED WE NEEDED TO EMBRACE A MORE COLLABORATIVE MODEL OF FUNDING – THAT A JOINT VENTURE WOULD ENSURE THAT THE MONEY WOULD GO FURTHER AND DELIVER MORE IMPACT”

Sue McKenzie, Lead Trustee

It was this change that led the Trust to develop a $31 million partnership with the government and the Social Housing Unit to deliver 105 new units for high-needs tenants who had been particularly hard-hit by the earthquakes, as well as engaging with community housing providers to deliver the outcomes.

“ IT WAS CLEAR THAT A ‘WHOLE SECTOR’ APPROACH WAS NEEDED TO DEVELOP COMMUNITY HOUSING FOR HIGH-NEEDS TENANTS.”

Sue McKenzie, Lead Trustee

It is the Trust’s aim in funding social housing projects to not only provide housing to disadvantaged people but also to ensure that those people are catered for by wrapping a social support service around them.

THE $25 MILLION SPECIAL FUND

“ THE NEW PARTNERSHIP MEANS ESSENTIAL HOUSING CAN NOW BE PROVIDED FOR A VULNERABLE TENANT GROUP.”

Kay Fletcher, CEO, Comcare Charitable Trust

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NEED HELP NOW FUND

More than three years on from the Canterbury earthquakes, many community and social organisations remain stretched by additional demand for their services. The $2 million Need Help Fund was established as a fund to immediately support organisations at a grassroots level. The Fund aims to support groups on the frontline of community service dealing with earthquake related increases in demand, with all funds being allocated within a 12 month timeframe.

$2mThe funding will be distributed in two parts; the $1.85 million Need Help Now and the $150,000 Building Communities, which will assist grass-roots initiatives that enhance community wellbeing. The aim is to assist Cantabrians in the building of strong, connected and resilient communities.

“ THE 12 MONTH ALLOCATION PERIOD CREATES A HIGH-IMPACT FUND THAT TARGETS ORGANISATIONS AND GROUPS WHO NEED OUR IMMEDIATE HELP TO CONTINUE THEIR GREAT WORK OR EXECUTE A NEW INITIATIVE WITH REAL BENEFIT TO THE COMMUNITY.”

“ In establishing this fund we asked Canterbury organisations to let us know about the funding they need right now to make a difference to members of their community. It is important that we listen to what the community is saying in ascertaining where the real need lies – rather than assuming we know.”Tracey Chambers, Lead Trustee

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$2.5m$5.1m

Bridget Frame, Special Fund Manager

SOCIAL ENTERPRISE FUND

Social Enterprise is a growing global phenomenon as individuals and organisations try to achieve social goals sustainably. It is in its infancy in New Zealand, but in the UK makes up around 3.5 percent of GDP.

The Trust launched its $2.5 million Social Enterprise Fund, as part of its $25 million Special Fund, in a move to proactively support innovation and employment in Canterbury, by providing a business-like approach to addressing key social issues and taking innovative ideas and transforming them into profitable and sustainable change. The Trust is fortunate to have Business Mentors New Zealand on board in a mentoring and support role for successful applicants.

Social Enterprise is a relatively new term for an old concept. The ‘social’ concept is around working towards good outcomes for the community, while the ‘enterprise’ component is around financial sustainability.

THE REGIONAL FUND

The $5.1 million Regional Fund was part of the one-off, $25 million Special Fund launched to help restore the fabric of the community and social infrastructure in Canterbury following the devastating Canterbury earthquakes over three years ago.

Made up of $3.25 million for Nelson, $1.74 million for Marlborough/Kaikoura and $100,000 for the Chatham Islands, the Regional Fund was established in recognition of the fact that all of the Trust’s funding regions have been affected by the earthquakes to some degree.

MAJOR REGIONAL FUND PROJECTS:

THE NELSON SCHOOL OF MUSIC Nelson

THE SUTER ART GALLERY Nelson

THE BROOK WAIMARAMA SANCTUARY Nelson

MARLBOROUGH CIVIC THEATRE TRUST Marlborough

ST JOHN DEFIBRILLATORS Chatham Islands

NELSON/TASMAN

MARLBOROUGH/KAIKOURA

CHATHAM ISLANDS

$3.25m$1.74m

$100k

“ The Regional Fund was designed to fund projects that support the community, strengthen significant historic buildings or assist people who have moved to areas after the Canterbury earthquakes.”Bill Dahlberg, Northern Trustee

“ There are plenty of groups that are already considered to be working in social enterprise, from Kilmarnock at one end of the spectrum, to second-hand shops which support a charity, such as Red Cross or Nurse Maude.”

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ENGAGE to make things happen

© Luke Shirlaw Photography. Oi You! – Rise Festival Street Art.

“ The Canterbury Community Trust works in partnership to ‘make things happen’ in the community; working with other funders and community support organisations to make money go further and deliver real community impact – a legacy.” Bridget Frame, Special Fund Manager

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OI YOU! – RISE FESTIVAL

Oi You!’s first Christchurch event was the “RISE’ festival, which opened at the Canterbury Museum in late December 2013. During its three-month run over 248,000 visitors went through the Museum, smashing all previous visitor records for any previous events held there.

The Museum was home to 3 major exhibition spaces; 15 huge walls were painted across the city and they ran community events that thousands of Cantabrians participated in, garnering international acclaim.

WORLD BUSKERS FESTIVAL

For the past 21 years, the SCIRT World Buskers Festival has aimed to stretch its wings, expand its programme, and work within and around sometimes challenging circumstances, to present the people of Christchurch with the best Buskers Festival in the world. This year’s line-up did not disappoint, with fifty-five amazing street performers, comedians, fringe artists, musicians and visual artists mesmerising the crowds. It was all about bringing some good old-fashioned belly laughs back to the streets of Christchurch. This is a festival which engages across the Canterbury community and festival visitors, with a wide ranging appeal to all ages.

MINISTRY OF AWESOME

Ministry of Awesome exists to water the seeds of awesome in Christchurch. It is an enabler, do-er and champion of and for awesome. They connect awesome ideas with the resources to turn them into reality – people, funding, mentors, government entry points and enthusiasm, all with the aim of rippling awesome through our community to strengthen, encourage and inspire.

One of the ways they help people turn their ideas into realty, is through their legendary weekly Coffee and Jam events.

“ RIGHT OFF THE BAT, WE NEED TO GIVE A GIANT SHOUT-OUT TO THE AWESOME CANTERBURY COMMUNITY TRUST, WHO, LIKE US, BELIEVE IN AN AWESOME CHRISTCHURCH, AND ARE SUPPORTING US TO GET THERE. THANKS GUYS.”

Ministry of Awesome

“ THE RISE FESTIVAL WOULD NOT BE POSSIBLE WITHOUT THE SUPPORT OF THE CANTERBURY COMMUNITY TRUST AND OUR OTHER AMAZING SPONSORS. THEIR FUNDING MADE THIS EVENT HAPPEN.”

George Shaw, Festival Director

“ An awesome city is by definition a compelling place to invest, create businesses, seek employment, as well as a place of love, laughter and delight.”

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BACK ROW FROM LEFT Eamonn Waters, Murray Lapworth, Cameron Gracey, Michael McNabb, Bridget Frame MIDDLE ROW FROM LEFT Tanya Bethell, Diana Gadd, Charlotte Rapley, Ruth Carson, Wendy Courtois FRONT ROW FROM LEFT Eve Nissen, Liz Henderson, Louise Edwards, Nicki Swift

THE CANTERBURY COMMUNITY TRUST STAFF2014

“ The Trust has had a long funding association with the Rehua Marae and it was fitting to hold the launch at a venue that symbolises community and people coming together.” Louise Edwards, Chief Executive

Staff at the launch of the Need Help Now Fund held at the Rehua Marae, Springfield Road.

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Collaboration is at the heart of everything we do and to make real and sustainable change we all have to work together.

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KIA ORA

The year under review, my first year as Chief Executive of The Trust, has been so rewarding for me personally. The team I work with – the staff and the Board of Trustees – are a truly remarkable group. They never fail to exceed my expectations and I am always impressed with their drive and passion to ‘do more’ for our stakeholders.

To the community organisations we work with across our four funding regions, I speak on behalf of us all when I say thank you for the hard work you do on behalf of your communities and your willingness to partner with us to make a difference. Collaboration is at the heart of everything we do and to make real and sustainable change we all have to work together.

Managing expectations around funding is a focus for us going forward. It is an increasingly challenging time for many community organisations, the demand and competition for funds is soaring, yet for most communities, Trusts and philanthropic organisations, the size of the pot remains the same.

The world we live in is volatile, as we are all too painfully aware. We as a small country are at the mercy of a myriad of outside influences. This is a challenge we must all work together to meet by being more creative, thinking outside the square and most important of all, working together collaboratively and in partnership.

In managing those expectations we need to be transparent and keep our stakeholders informed of any circumstances that will result in changes to funding. In tandem with the Board’s work on our updated strategic plan and vision, we have been looking closely at how we communicate with our stakeholders. Part of that process is looking at the current structure and format of our website. We want to provide you with a platform that keeps you up to date with our news – funding sector closing dates, sector trends and providing a very real conduit for proactive feedback and interaction at all levels.

Since our inception in 1988 we have met and faced many challenges head on, together. There has also been change and some of those changes have been milestones – like our $25 million Special Fund launched last year. Some have been seemingly smaller but have been specifically designed to improve our communication and make it easier for our stakeholders to interact with us and free them up to get on with their day to day operations.

One such innovation is our new online application process – we are thrilled with how it is working and encourage all our applicants to make full use of it.

The Trust will continue to strive to work hard on behalf of its stakeholders – not just to provide funds but to help

organisations we work with navigate the ever changing sands we all stand on. This is why we put such an emphasis on the potential of collaboration models and social enterprise to help support our stakeholders where possible to secure revenue streams for the future and advocate for positive change, that is not only sustainable but which will stand the test of time.

TENA KOUTOU, TENA KOUTOU, TENA KOUTOU KATOA.Louise Edwards, Chief Executive

CHIEF EXECUTIVE’S REPORT 2014

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Christchurch-Little River Cycle Rail Trail Trust funding has been provided to develop sections of the 49km Rail Trail, a cycle/walk-way between Christchurch and Little River. Photography Bryan Morgan. “Hike it, Bike it, Like it!”

“ Managing expectations around funding is a focus for us going forward.”Louise Edwards, Chief Executive

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“ Thank you to The Canterbury Community Trust for their generosity and insight in supporting our future innovators and creative thinkers and enabling us to nurture the next generation of leaders.”

Caroline Hoar, INSPIRE 2014 event organiser

The Ministry of Inspiration supports young people with high learning potential, along with their educators and families, across the top of the South Island. They work to bring innovative projects and ideas to highly abled students inspiring them to think creatively about their futures. They also offer information and guidance around well-being to families with special educational needs. One of the highlights of 2014 was their hugely successful INSPIRE 2014.

Established in 1998, the Chatham Islands Taiko Trust was originally created to conserve the endangered taiko as an integral part of the Chatham Islands landscape. Over the years, the Trust has expanded its conservation aims to provide the Chatham Islands community with the opportunity and tools needed to enhance natural habitats and preserve other unique wildlife on their islands.

MINISTRY OF INSPIRATION THE CHATHAM ISLANDS TAIKO TRUST

THE TRUCK – YOUTH AND COMMUNITY TRUST

The Youth and Community Trust formed in 2002 and has been a key player in the network of agencies supporting youth in Nelson ever since. One of the innovative ways they are engaging with Nelson youth is by providing recreation services through The Truck. The Truck is able to set up anywhere and is out Tuesday to Saturday offering drop in recreation at a variety of Nelson locations. The Truck offers a safe space for young people to play or just hang out and chat.

COMMUNITY the people we support

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“ Mistletoe Bay Trust drove a vision to highlight Mistletoe Bay’s best features by setting up an eco-village and campground for the benefit of future generations.” Suzi Luff, Trustpower community relations co-ordinator

The Mistletoe Bay Trust operates the acclaimed Mistletoe Bay Eco Village, located in the picturesque Queen Charlotte Sound. The Trust has successfully established an eco-village and campground in the Bay, aimed at providing education on how to practice conservation, and future-proofing the environment. Over the past 18 months, the village has developed a classroom and a community room, a science laboratory, a new camp kitchen and an ablutions block. It has also built a fleet of six new optimist yachts to support its sailing programme. They were recently named the supreme winner of the TrustPower Community Awards.

Big Brothers Big Sisters is the world’s premier mentoring programme, helping over 280,000 children worldwide to reach their potential through professionally supported one-to-one relationships. North Canterbury Big Brothers Big Sisters is in its tenth year of operation and is committed to establishing long term relationships between young people and their mentors. Research shows that their mentoring works – young people with a Big Brother or Big Sister show real differences in their personal and academic lives.

FOUNDATION FOR YOUTH DEVELOPMENT –

MARLBOROUGHMISTLETOE BAY TRUSTBIG BROTHERS BIG SISTERS

Foundation for Youth Development Marlborough’s mission is to deliver programmes that are proven to bring positive changes to the lives of young people at the top of the South Island. FYD Programmes have been delivered since 2008. With the recent introduction of the Kiwi Can programme they are starting to make a greater impact throughout their local communities.

FOR A FULL LIST OF OUR 2013/2014 DONATIONS LIST CLICK commtrust.org.nz/donations13-14

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FINANCIALS2014

“ It is the role of the Trust to invest and allocate this money wisely; to work with the community to identify priorities and needs. The Trustees are simply the guardians for current and future generations, acting on behalf of the communities we serve.” Jill Spooner, Chair

THE CANTERBURY COMMUNITY TRUST TRUST FUNDS

THE CANTERBURY COMMUNITY TRUST ANNUAL DONATIONS AND NET REVENUE

$ M

ILLI

ON

S$

MIL

LIO

NS

70.060.050.040.030.020.010.0

0

-10.0-20.0-30.0

1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

600

550

500

450

400

350

300

250

200

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

DONATIONS NET REVENUE

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STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 31 MARCH ($000S) 2014 2013 2012 2011 2010

Net investment revenue 29,597 42,428 17,152 29,566 61,698Expenditure (2,806) (3,077) (1,983) (1,545) (1,908)

26,791 39,351 15,169 28,021 59,790Donations (18,968) (19,225) (20,605) (23,272) (22,165)

Profit/(Loss) for the year 7,823 20,126 (5,436) 4,749 37,625 STATEMENT OF FINANCIAL POSITION AS AT 31 MARCH ($000S) 2014 2013 2012 2011 2010AssetsProperty, plant and equipment 238 247 334 456 1,428Investment in associate 453 544 0 0 0Investment property 34,385 28,425 27,555 33,470 32,530Financial assets 31,307 4,400 4,552 4,702 4,318

Total non current assets 66,383 33,616 32,441 38,628 38,276Trade and other receivables 1,370 3,554 8,925 553 438Cash and cash equivalents 24,435 41,118 10,422 1,597 2,862Financial assets 440,939 452,641 463,069 481,087 471,758

Total current assets 466,744 497,313 482,416 483,237 475,058Total assets 533,127 530,929 514,857 521,865 513,334

Trust Funds Capital base reserve 353,807 371,422 371,422 371,422 371,422Inflation reserve 155,865 155,718 151,015 142,788 128,175Special fund reserve (opening) 25,000 Less Special fund donations (17,759)

Special fund reserve (closing) 7,241 0 0 0 0Accumulated income reserve (2,009) (4,189) (19,612) (4,949) 4,915

Total trust funds 514,904 522,951 502,825 509,261 504,512

Liabilities Trade and other payables 18,223 7,978 12,032 10,659 6,275Derivatives 0 0 0 1,945 2,547

Total liabilities 18,223 7,978 12,032 12,604 8,822

Total trust funds and liabilities 533,127 530,929 514,857 521,865 513,334

FOR A FULL COPY OF THE CANTERBURY COMMUNITY TRUST’S 2013/2014 AUDITED FINANCIAL ACCOUNTS CLICK http://www.commtrust.org.nz/financials13-14

“ We will continue to make prudent and astute decisions seeking opportunities that provide both community return and investment return.”Jill Spooner, Chair