THE

TINDALL

F O U N D AT I O N

ANNUAL

REPORT

NOVEMBER

2001

Hand in Hand with Inspirational New Zealanders

The Tindall Foundation - Annual Report 2001
LETTER FROM STEPHEN TINDALL

Dear Fellow New Zealanders Thank you for taking the time to read about the lives and work of some of the inspirational New Zealanders highlighted in this year’s Annual Report. Margaret and I have great pleasure, along with fellow Trustees and Staff, of backing the often unheralded hard work and commitment of terrific people who are changing New Zealand for the better. The stories within this report highlight the good work being done by some of New Zealand’s Social Entrepreneurs. Perhaps
PC2100 Ram

One of the speakers at the Knowledge Wave Conference held in Auckland during August described the difference between invention and innovation as invention being a new idea and innovation taking that new idea and turning it into a marketable product. Lots of inventions fail because they can’t attract the technical, financial and marketing support they need to succeed in the marketplace. At The Tindall Foundation we try to help Social Entrepreneurs create social innovations – initiatives for positive social change that are sustainable. Foremost by making monetary donations to their initiatives and organisations – just the cost of running a small organisation can be overwhelming and funders are notorious for not providing this key support. But of equal importance is the role we can play in networking Social Entrepreneurs to other organisations for resources and collaboration. In addition, we try to be useful as a sounding board for their ideas, providing direction and occasionally a critical analysis, always mindful however, that ours is not the only valid viewpoint. Entrepreneurs can be exhausting to others who lead a more ordered life. They can have a thousand new ideas a day; they can be dogmatic about achieving their vision. But they get things done. Results happen. You have to take the rough with the smooth. .

The goals of Social Entrepreneurs sometimes seem almost irrational by definition; they dream of a better world but have to operate in an environment that places seemingly insurmountable obstacles in their way. Any

Our deepest thanks must go to these Social Entrepreneurs and the hundreds like them throughout New Zealand who are striving daily to create the kind of world we want to live in. A New Zealand in which all of us live inventive,

you’ll find that some of their passions match your own and that their work deserves not only your admiration but your support as well. These are just a handful of the many fantastic, energetic New Zealanders who are becoming known as “Social Entrepreneurs”. For me the word “entrepreneur” means someone with drive and ideas, a person with the potential and passion to create something new where there was nothing before - someone with a knack for making a lot out of very little. These Social Entrepreneurs are doing just that; creating a better New Zealand by combining inventive ideas with energy and resources. Very often, fresh approaches to development and community work can be traced back to inspired self-starters, who understand instinctively the who, why, what and how of community work. They sweat blood to make an idea happen. You can’t buy that sort of enthusiasm - you can only try and support it when you find it.

Environment

Families

normal person would put such ideas in the “too hard” basket and call it a day. But they don’t. These Social Entrepreneurs dream their work and work their dreams. We have the delight of sharing their dreams and supporting their work.

productive and generous lives, raising our children to do the same in an environment that sustains us.

1

Social Entrepreneurs

Historical Overview

Stephen and Margaret Tindall established The Tindall Foundation in 1995 with the primary aim of helping New Zealanders to reach their full potential. Then, as now, the guiding philosophy behind the work of the Foundation

provides its operating budget and has enabled it to donate more than $27 million to a broad spectrum of worthy causes across New Zealand since establishment. “We wanted to share what we had with others. Over the years, it has been both touching and rewarding to see people develop, watch the programmes we support expand and blossom and see the difference the Foundation has made in the lives of so many people. We get an incredible amount of joy from giving to others and this is one of the privileges of being in our position. We get so much more pleasure from giving than we do from receiving.” “Families in this country need all the help they can get. We have five children and we understand how tough parenthood can be at times. The Foundation aims to strengthen families, to encourage them and

The Tindall Foundation primarily funds Third Sector organisations traditionally known as “charities”, “non-profits” or “community groups.” Passionate, committed people invariably run Third Sector organisations but often rudimentary delivery systems combined with uncertain or precarious finances can stifle their effectiveness. Most are faced with the constant challenge of delivering outcomes while struggling to make ends meet. As a result the Foundation prefers projects and initiatives that also attract “generosity” from other New Zealanders – the giving and sharing of resources, whether it be volunteer time, in-kind or monetary assistance. The Foundation provides support in areas where Government initiatives are less effective than the efforts of community-based
The Tindall Foundation Donations 1995 to 2001

organisations. Typically, these are areas where our contributions can leverage much larger outcomes in co-operation with a range of resource providers, including Government. Great care is taken to avoid unnecessary duplication of effort whilst building on the endeavours of all stakeholders.

1995/96 1996/97 1997/98 1998/99 1999/00 2000/01

$2,756,117 $2,648,439 $2,985,373 $6,510,866 $6,964,131 $5,735,665
Margaret and Stephen Tindall

The Tindall Foundation keeps staffing levels and administration costs to a minimum so the bulk of its available resources can be distributed to those who need it most. The Trustees give freely of their time and expertise and play an important role in ensuring fairness and objectivity in the allocation of the Foundation’s resources. 2

is to help ordinary Kiwis help others and themselves, on a hand up not a hand out basis. Stephen and Margaret ceded 23 % of their private shareholding in The Warehouse Limited to establish the Foundation. Income from dividends on the Foundation’s shareholding

to help those in crisis. We want to take pressure off families so they can get on with life without added stress – that way, parents can focus on nurturing and raising their children in a positive way.” Margaret Tindall.

Families
OPENING MINDS – OPENING DOORS THE PARTNERSHIP WAY

“The Company was pleasantly surprised by the outcome,” says Clare Thompson of SONY New Zealand Corporate Communications, referring to the results of a new partnership between the Company and Auckland’s Long

to presentation of results. We could see their confidence grow as the project developed.” The College became interested in the partnership concept through an earlier experience with Murray’s Bay Childcare Centre. When the

opportunity for us to put a real-life design brief into practise.” “I thought it would be an easy project, but I was wrong,” admitted one of the students, Ben Boss. “The play area was on a slope so we had to think about things like drainage. We also had to listen carefully to the Client’s requirements and include that in our work, which is not as easy as just doing your own thing.” These partnerships were set up through Partners New Zealand, a Trust that facilitates the formation of partnerships between schools, other education institutions and business. “Relationships are based on mutual benefit,” says Partners New Zealand National Facilitator Elizabeth Deuchrass, the brains

Specific projects emerge once business and schools learn about each other’s needs and resources. Once students are familiar with a project, a team is formed to plan and co-ordinate activities that fit in with the school’s Curriculum and help the business. Elizabeth has been passionate about the potential for school/business/community synergy for most of her working life. An Educator by training, she is convinced that all kids can learn, given the right motivation and an enabling environment. “I was forever asking the business community to assist

Positive Parenting

behind the working Centre’s playground was in need of a revamp, fourteen Year 12 students from Long Bay College were set the task of coming up with a design for the play area. Designing a specialised playground facility is no mean feat by anyone’s standards and it’s even more impressive when a team of seventeen-year-olds front the project. “The partnership was a perfect fit,” says the College’s Head of Technology, Paul Bordeaux. Environmental design is one of four subjects covered in the Design Technology syllabus and the play area project was an processes used by the Trust. “Business and schools have resources that can benefit each other. Schools have an opportunity to enhance their Curriculum and students learn by valuable real-life experience; business is able to positively influence the future work force and the end result is the completion of important tasks that benefit the community.” the kids. Many business people told me they loved helping the schools, but were looking for a quid pro quo or incentive in return for their involvement.”

Bay College. Sixth Form students were briefed by the Company and asked to develop a market survey that would reveal how their peers felt about SONY, its products and Website as well as buying merchandise over the Internet. Once complete, the students presented their findings to SONY’s CEO and management team. “It was a win-win situation for all parties. We can use the information they gathered as a marketing tool and in return, the students were able to follow through the market research process from briefing stage 3

Partnerships Between Business & Education

In s p i r a ti o n a l N e w Z e a l a n d e r s

FAMILIES

$3,430,198

going is seeing the results in action - the participation; smiles on kids’ faces; teachers empowered by the growth of their charges and the fruits of their labour actually being used in the commercial world. All of that and the support and understanding of my loving family.” Elizabeth believes she is good at what she does because she has the right temperament, skills and conviction to be involved in this type of work. “Networking is a key element, as is a commitment to Community, a desire to make a
Elizabeth Deuchrass – Partners New Zealand Trust

programmes already run from The Warehouse stores,” explains Area Manager, Alex Grant. “We plan to further involve store employees in local school activity. Store teams will assist with fundraising, offer career advice and so forth; students are provided with an opportunity to work with people from The Warehouse stores and develop their retail skills.” Deuchrass emphasises the importance of business and schools working together. “Today’s children are tomorrow’s employees and consumers. It is imperative for kids to understand the relevance of what they learn and to be able to apply their skills in real-life situations, before they leave school. Partners New Zealand can make this happen.
Project K

Funding Managers Catholic Bishop’s Conference Anglican Care Network Salvation Army Presbyterian Support Services United Way COMPASS Community Foundation Penny~Wise Trust Child Protection Studies Drug Abuse Prevention Alliance Workers’ Education Assoc Pacific Foundation Major Projects Parenting with Confidence Partners New Zealand Other Initiatives $575,000 $100,000 $ 20,000 $675,198 $350,000 $150,000 $150,000 $150,000 $500,000 $130,000 $140,000 $ 30,000 $150,000 $ 60,000 $250,000

difference, a certain amount of stamina and a belief that everyone is entitled to an opportunity to learn.” Nearly two hundred business/education partnerships have been facilitated by Partners New Zealand since inception. Participants pay

That is how the idea to develop the partnership process came about. “Eight years ago, I developed the first draft process document outlining a way in which schools and business could benefit from each other and now, after

Passionate about the potential for school,business and community synergy
many rewrites and plenty of “field testing”, a six stage process has evolved which is the model used by Partners New Zealand today. What was only a theory has now proven to be a successful, practical tool.” Elizabeth works and travels tirelessly promoting Partners New Zealand in order to generate new opportunities, facilitate existing projects and train new staff. “My friends and colleagues have nicknamed me the “bag lady” because I spend so much of my time living out of suitcases,” jokes Elizabeth. “What keeps me nothing to take part in the programme; the Trust receives a small amount of Government funding and relies heavily on outside sources for monetary support for its activities. “Currently we have nine areas operating; six of these now have their own local coordinators”, says Elizabeth. In addition to The Tindall Foundation funding, substantial support is also coming separately from The Warehouse Limited. “The involvement with Partners New Zealand is in keeping with community The Tindall Foundation supported Partners New Zealand Trust (North Shore) with a donation of $20,000 in 2000. The Trustees have recently approved $50,000 for the National office with the intention of continuing the support for a further two years. For more information contact: Partners New Zealand Trust P.O. Box 13404, Armagh St Christchurch Ph: 03 357 1034 Fax: 03 357 1035 Email: elizd@es.co.nz 4
Families - 59%

Insp i rati o nal New Ze a l a n d e r s

Families
EVENING UP THE ODDS

“It’s not easy being a parent. It requires, for a start, the capacity to earn sufficiently; the ability to plan ahead; an understanding of what children need; the skills to guide them without oppressing them; that old-fashioned notion of selfsacrifice – putting their interests ahead of your own – all of which constitutes a huge commitment. And what about love? Love is at the foundation of it all – yet, at the risk of arguing with The Beatles – love isn’t all you need!” These are the words of author,
HIPPY Graduation

children grow and learn and how families function. She later served on the executive of the IHC in Auckland where she worked with others to improve services and opportunities

in 1990, which I co-founded with Gordon Dryden, who is well-known as a broadcaster and businessman. Gordon has since gone on to do other things.” Lesley told the recent Knowledge Wave Conference, that the cognitive capacity of a population is to the Knowledge Economy what the silicon chip is to the information industry. It’s largely determined in infancy and early childhood yet most of the early childhood education sector appears uncomfortable with the focus on the cognitive dimension. But mechanisms do exist to deliver enthusiastic young learners and engaged parents from the lowest socialeconomic areas to the school

and equity. As the Prime Minister said recently, ‘HIPPY evens up the odds.’”

Lesley Max - Pacific Foundation

The HIPPY programme offers parents something precious – an opportunity to help their children learn and a structure to ensure they spend time with them each day. For children, HIPPY promises the joy of learning, discovering new things, exciting activities, hearing stories – all in the company of the person who is dearest to them. And perhaps most importantly, HIPPY offers a really good start in school. This year, 18 HIPPY Co-ordinators and 70 paraprofessional tutors are assisting some 1200 families throughout New Zealand to reach their potential. “There are times of huge personal satisfaction, none more so than when I attend a HIPPY Graduation. I love to watch the children, parents, grandparents, teachers and

Social Entrepreneur, educationalist and children’s rights advocate Lesley Max, Executive Director of the Pacific Foundation for Health, Education and Parent Support. Lesley speaks with the conviction of someone who knows from personal experience the difficulties involved in dealing with children with learning disabilities. After the birth of her second son, who has a learning disability, she became very involved with how 5

for people with intellectual disabilities. “My son Jamie had his early schooling in the Glen Innes area of Auckland, where there were many children leading very difficult lives, often very different lives from those led by children in neighbouring suburbs,” she recalls. “I started writing about these matters for Metro magazine and then went on to write “Children: Endangered Species?” which in turn, led to the formation of the Pacific Foundation

gates. One such mechanism is HIPPY, an acronym for Home Instruction Programme for Pre-School and Year One Youngsters. “I had been looking for ways to break the poverty trap and all that poverty means for families. Research shows that education is the best road out of poverty but it must start in early childhood and parents must be closely involved. HIPPY, which is home-based, offers that closeness. It’s also an agent of opportunity

Love isn’t all you need

Insp i r a ti o n a l N e w Ze a l a n d e r s

“I cannot bear cruelty,” says Lesley. “The more vulnerable the person, the more unbearable it is that they should be subjected to cruelty. Babies and children are utterly vulnerable and many of them are subjected to unspeakable cruelty. For every child who
Enjoying a holiday programme

between parents and their children from birth so that it provides a resilient foundation for life. “I care deeply about kindness, the joys of learning and discovery; about families that nurture their children and communities that are safe and offer opportunities. I care deeply about New Zealand and want to see a society within it, which reflects the beauty that lies around us in such abundance,” says Lesley. “ I feel very strongly that we can create good societies by fostering our capacity for empathy, problem solving, seeking the truth and objective reality while valuing also the subjective and the spiritual.” “When I think it’s all too hard, I remind myself of the wise words uttered two thousand years ago by Rabbi Tarfon,
Study support

the Pacific Foundation to widen its scope into other areas that enhance family functioning and child well-being – areas where more thinking and development work needs to be done, and where people’s efforts need to be

is battered to death there are thousands more who survive - many go on to become parents and, sadly, repeat the terrible cycle of abuse and neglect.” Lesley believes it is possible to break the cycle of abuse. A possible strategy includes using the education system to ensure that no one leaves school unacquainted with child development, child needs and an appreciation of some of the realities of parenthood and

community members celebrating two years of learning, loving, understanding and success,” says Lesley. “The thing I try to suppress at such times is the frustration of not being able to bring this same joy to thousands more families.” The rate of child abuse and neglect in New Zealand sets us apart from most other developed countries. Lesley believes the most effective

who said: ‘It is not incumbent upon you to complete the task, but neither are you free to desist from it.” “We’re facing a national challenge, but we can meet it if we face it in unity. Let’s just do it!” she concludes.

maximised by association with others working for the same ends. A new programme entitled MATES – Mentoring and Tutoring Education Scheme – announced in August 2001, will begin trials in Auckland secondary schools next year and is an example of this expansion.

Education is the best road out of poverty
antidote to this intolerable state of affairs is to work towards a situation where children are born to two parents, who are committed to them for life and are ready for the responsibilities of parenthood. relationships. Young women, in particular, need to receive clear messages about the lifelong consequences of becoming mothers too soon, unsupported and unready for the task. She believes it is critical to foster the attachment The Pacific Foundation was designated a Funding Manager for The Tindall Foundation in 1997, a role which has enabled it to channel funding into HIPPY Programmes around New Zealand. The strong partnership has enabled For more information contact: The Pacific Foundation for Health, Education and Parent Support P.O. Box 28346 Remuera, Auckland Ph: 09 377 5384 Fax: 09 377 3553 Email: lesley.max@xtra.co.nz

Insp i r a ti o n a l N e w Ze a l a n d e r s

6

Employment
MAKING HOPE POSSIBLE EMPLOYMENT $533,750

Vibrant communities are based on livelihood. Livelihood underpins our ability to create and sustain our communities but when it disappears, the cohesion of our way of life starts to crumble and very quickly, we start to see the emergence of all the social problems that come packaged with poverty. These range from crime to overcrowding in housing and are symptomatic of the exclusion that follows the loss of livelihood. “Our communities have been experiencing dramatic and fundamental changes to employment over the past twenty years,” says vivian Hutchinson of the Jobs Research Trust. “Some of the changes have been swift, like the impact of new technology and the effect of globalisation

on local jobs; but others have been much slower such as the changing nature of work in our culture and in our personal lives”. The sum of these changes has forced us to perceive, understand and interpret our world differently and the effect of these changes is clearly having an impact on all layers of our communities. “The paradigm shift we are facing is systemic,” says

exciting new jobs we are now creating are not going to be enough to replace those being lost in areas hardhit by technological innovation and a globalised marketplace. So where are all the new jobs going to come from? What can we do in order to attain what the Mayor’s Taskforce describes as its goal of “zero waste”
Inventors Trust

Funding Managers $ 75,000 $ 30,000 Methodist Employment Major Projects Employment Scholarship Programme $ 37,500 First Foundation Project Knowledge Wave Conference NZ Centre for Innovation Jobs Research Trust Other Initiatives $ 20,000 $100,000 $ 37,500 $ 30,000 $203,750

vivian Hutchinson - Jobs Research Trust

of New Zealanders?

vivian, “and we are not going to solve our employment challenges if we simplistically focus all our attention on how we can better manage the poor and the unemployed.” In the New Economy, economic growth does not necessarily yeild the same numbers of jobs that growing economies produced 35 years ago. Ours is the first generation to face the fact that the “cheapest” worker anywhere in the global economy, will not be cheap enough to compete with new technologies coming on stream to replace them. All the

“New business opportunities will not be the only drivers of future employment,” says vivian. “The jobs of the future will also come from us valuing different things. They will come from acts of community and cultural leadership that have the capacity to make choices for a common good. These jobs will not come from acts of economics or business development as we know it, but rather from acts of governance. We need to apply longer-term thinking to the critical issues facing our communities and regain our capacity to talk to each other about the longterm trends affecting work and income.” “The job-rich areas of the future will emerge from two main sectors,” says vivian. “The first contains jobs that come from choosing to look after one another better and the second contains those jobs that come from choosing to look after the earth better. Both sectors are very rich in terms of job potential. These sectors will be driven by governance choices that communities make through their economic, cultural and political leaders.” If we value business and economic development, we have to invest in the sort of infrastructure that will have a tangible spinoff in local jobs. This has to involve stakeholders and interest groups from business and the
Employment - 9%

Creative use of recycled materials

7

Insp i r a ti o n a l N e w Ze a l a n d e r s

pragmatic. “These are the people who can make hope possible in face of uncertainty and despair”, asserts Hutchinson. “Fostering Social Entrepreneurs will be critical to developing sustainable solutions to the challenges of the 21st Century.” vivian is a Social Entrepreneur and community activist who has pioneered community-based action for jobs in New Zealand, especially in establishing programmes for the training, support and education of unemployed people. He is also an accomplished writer and sought-after speaker on employment and livelihood issues, here and abroad. He is Editor of The Jobs Letter, co-founder of the Jobs Research Trust and Community Advisor to the New Zealand Mayor’s Taskforce for Jobs. His other accomplishments include helping
Inventivness at work - Terrasaw™ portable power trencher Creating community employment

development practitioners and business people, vivian shares the view that New Zealand could become the first sustainable country on earth. Just as this country was considered a “social laboratory” for the world at the time of the rise of the Welfare State, it is conceivable that we might become a “social and environmental laboratory” as the global economy starts to explore the new practicalities of what is described by author Paul Hawken as “Natural Capitalism.” The key to moulding New Zealand’s collective future will be the acceptance that social equity should not be defined by the social structures that were the product of the 19th Century. We all have an important role to play in rethinking

how our employment problems are defined and how longer-term solutions can be envisioned says vivian. The Tindall Foundation has provided donations to the Jobs Research Trust since 2000. The Trustees recently approved a further contribution of $30,000 which will be used to support vivian in his work as a Social Entrepreneur as well as a further $500,000 to promote youth employment in collaboration with the Mayor’s Taskforce for Jobs. For more information contact: Jobs Research Trust, P.O. Box 428, New Plymouth. Ph: 06 753 4434 Fax: 06 753 4430 Website: www.jobsletter.org.nz 8

establish the Community Employment Development Unit (later to become the Community Employment Group) within the Department of Labour and working with the national network of Local Employment Co-ordination Committees. vivian was also a founder of the Taranaki Work Trust, based in New Plymouth and pioneered the first Skills of Enterprise business courses aimed at unemployed people. His Website at www.jobsletter.org.nz, was the 1999 premier Internet award winner at the New Zealand Peace Media Awards. In common with many community

community as well as local and regional authorities and national Government. Collaboration, leadership and co-operation are required in order to translate this vision into reality, but we particularly need to harness the creative energies of society’s “Social Entrepreneurs”. The Social Entrepreneur looks at the need to value different things and helps find ways to pay for it. Such people are great alliance builders and work out how new ways of doing things can become politically saleable and economically

Insp i r a ti o n a l N e w Ze a l a n d e r s

Environment
FROM THE PAST FOR THE FUTURE

“new beginning” or “spring time”) Gardens at Maungaturoto, Northland. Kay was naive when she started out. She had a limited understanding of the field but in the process of learning about soil and sustainable systems, she quickly realised that there were serious deficiencies in the way in which food was being produced commercially. Reduced nutritional value and taste sacrifice were just two aspects that concerned her, to say nothing of the valuable diversity and variety that was being In New Zealand, the name Kay Baxter is synonymous with the preservation and propagation of heritage seeds, plants and organic food products. At Koanga Gardens, she presides over New Zealand’s largest collection of heirloom seeds, plants and vegetables and the country’s first Organic Garden Centre. It seems as if Kay was destined to become a gardener. She has fond childhood memories of her Grandmother’s Marton garden, of the family’s vegetable patch and of her own early attempts at growing food. Later in life, out of concern for the health of her young family, Kay grew food organically and later, her love affair with nature led to the establishment of Koanga (a Mäori word meaning 9 selectively discarded through genetic manipulation. In 1980, a United Nations Food and Agriculture Organisation (UNFAO) study of the worldwide loss of vegetable varieties estimated that of those available in 1920, only 10% were left and that the remainder were disappearing at a rate of 3% per annum. The rate of loss has continued so that today, we may at best have only 7% of what existed in 1920. This alarming statistic comes as no surprise to Kay who has spent the last 20 years of her life promoting the importance of maintaining plant varieties within the larger framework of sustainable agriculture. When Kay moved to Northland, she wanted to plant fruit trees to supply

family needs, but she already knew that commercially available varieties would not do well in Northland as they were more suited to Southern climates and soils. Thus, she began searching for trees naturalised in the Northland bioregion and her quest quickly unearthed a treasure house of adapted varieties. When word of what Kay was doing started to spread, people asked whether she would supply them with plant material and so began Koanga Nursery. As time went by, more and more examples came forward and the range of varieties grew. Along the way, Kay discovered that New

Zealand, like many other countries, was almost entirely dependent on commercial vegetable seed from Northern Hemisphere sources. She realised how compromised our food security is and so began the development of Koanga’s seed collection, initially found amongst local garden clubs and then increasingly from like-minded growers from all over New Zealand. With the expanding collection came heightened understanding of the breadth of issues involved in particular, the irretrievable loss of genetic diversity of our food plants. Once again, people asked Kay to supply these seeds for their own gardens and so the production of seeds for sale was begun. The Heritage Plant and Seed Collections, along with a record of their history and culture, have now expanded to 1000 cultivars/varieties and more are being added all the time. In 1998, a Charitable Trust was established and a subscribing membership was offered to the Public as a way to subsidise the noncommercial activities of Koanga Gardens. In an attempt to reduce dependence on membership subscriptions, the Trust decided to diversify its activities and an Organic Garden Centre was opened early in 2001. The Organic Garden Centre has provided a direct outlet for the Public to buy heritage seeds and fruit trees, allowed for a wider range of products to be sold and has raised the public profile of the organisation.

Kay Baxter - Koanga Gardens Trust

Continued on following page

Saving the Seeds

Insp i r a ti o n a l N e w Ze a l a n d e r s

DOING MORE WITH LESS

American-born visionary, architect, inventor and “world citizen”, Buckminster Fuller (1895 – 1983), took liberties with the English language when he talked about “doing well by doing good”. This philosophical approach to life and living resonates very strongly with Norman Smith, environmental champion, consultant and energy efficiency guru. According to Norman, the marker for his work in building a sustainable energy future had been laid across his trail twice, the first being in the 1970’s when helping produce the election manifesto for the Values Party (now the Greens) and 20 years later when, after what he

describes as “several moderately successful careers,” he was made redundant from his job as Development Director of the Central Institute of Technology (CIT). “ I felt as if the Universe was nudging me in a new direction,” says Norman. “ I realized that it was time for me to find something I was passionate about, a field of endeavour where I could make a difference. Given my varied employment record (from journalism and corporate management to farm labourer and single parent), energy efficiency seemed an unlikely choice, but I had an intuitive sense that this was the direction in which I needed to go.”
Norman Smith

Since then, Norman has recorded an impressive list of “firsts.” He was instrumental in developing New Zealand’s first course in Energy Management Training and successfully implemented a communitywide “Economic Renewal through Energy Efficiency” project in Thames after the closure of the Toyota assembly plant in the late 1990’s. Other successes include coinvention of the “Negawatt” eco hot water cylinder wrap and the development of a package to help establish residential energy efficiency business units in small communities, the latter having created much needed employment in centres such as Continued on following page

Economic Renewal through Energy Efficency

From the Past for the Future - continued Nevertheless, the Trust is desperately in need of ongoing support and is actively seeking assistance from a wide range of grantmaking organisations, agencies and individuals. Funding is actively being sought to support Koanga’s stewardship role, maintain the collections, expand the gardens and orchards, fund research and provide for the long-term viability of the Gardens. Kay’s pioneering work has drawn praise from many quarters. Recently, Graham Harris - Senior Lecturer at the Natural Resources Centre at The Open Polytechnic described her work as having made a major contribution to the conservation of biological diversity. Brendan Hoare, Lecturer on Organics and Sustainable Design at UNITEC and Convenor of the Organic Federation of

New Zealand, echoes this viewpoint, adding that Koanga Gardens is a vital ingredient of sustainable development in our country. Kay is confident that as more and more people become aware of the importance of this endeavour, they will become “ambassadors” for the Gardens and lend their financial and moral support. It is also hoped that in time, Koanga Gardens will qualify for funding assistance in terms of the Government’s Biodiversity Strategy. The appeal for support is earnest and the need is great. Kay’s involvement has affirmed her intuitive understanding of the interrelationship and dependency of all living things. “This work has changed my life in ways I could never have imagined”, says Kay. “Although our primary role at Koanga is to save the seeds, I know the work has touched the lives of thousands of people

in different ways. Many individuals and organisations have been inspired and feel supported and encouraged by what we are doing. These plants and seeds are a link with our past and form part of our rich culture; we have a duty and a responsibility to do everything we can to protect them for the benefit of future generations.” The Tindall Foundation has supported Koanga Gardens since 1999. The Trustees recently approved a further contribution of $25,000 which will be used to further the vitally important work of the Koanga Gardens Trust. For more information contact: Koanga Gardens, RD 2 Maungaturoto. Ph: 09 4312145 Fax: 09 431 2745 Website: www.koanga.org.nz

Insp i r a ti o n a l N e w Ze a l a n d e r s

10

Environment
DOING MORE WITH LESS - continued Environment $1,240,085

Opotiki, Moerewa, Waitara and Marton. An important outcome of Norman’s work in Thames was the formation of the Thames Energy Futures Trust which he co-founded with Jeanette Fitzsimons. Since then, the Trust has successfully expanded its educational and energy efficiency programmes and has attracted support from a range of funding agencies including The Tindall Foundation. Presently, Norman is involved in some exciting initiatives including the replication of the Thames economic renewal project in Huntly, working with venture capitalists to develop a company specializing in energy performance contracting and the establishment of a New Zealand branch of the US-based Rocky Mountain Institute - arguably the world’s leading sustainable energy think tank. “There are almost limitless ways to save energy at much less than the cost of producing it,” says Norman. “Buckminster Fuller talked about doing more with less – I set out to find ways to make energy efficiency happen, using the dollar savings to fund the work and clipping the ticket on the way through! It’s what I call the “trim-tab” factor – leveraging small units of effort to make big things happen down the line. Energy efficiency makes money and makes sense.” 11 But there is far more to it than that. There are significant non-financial benefits of energy efficiency such as reduced impact on the environment and improved health for low-income families living in warmer, drier dwellings and job creation. In addition, energy efficiency results in less money leaving the community, thus allowing saved “energy dollars” to be spent locally. “When energy providers realise they can be more profitable by funding energy efficiency rather than selling electrons, New Zealand will really prosper. It’s a huge opportunity and it’s going to happen!” asserts Norman. “The key elements to success are partnerships, leverage, time, timing and mindset,” says Norman. “I also tend to operate at the intuitive level. Intuition to me is nothing airy-fairy. It is ideas produced by the mind
Canterbury Enviromental Education Centre

compiling facts and using a processing logic we don’t understand at the time. Great ideas emerge out of lateral thinking, putting the pieces of a puzzle together in a different way, or perhaps just identifying the missing piece.” It used to be accepted that for someone to “win” someone or somebody else automatically had to lose and that entrepreneurs were invariably opportunistic and exploitative. The good news, it seems, is that there are limitless “win-win-win” opportunities in the energy sector with multiple benefits for the environment and society at large. “ I think it was the inspirational speaker, entrepreneur and marketing expert, James A. Ziegler, who said that if you meet enough people’s needs, you’ll always get your own met. I think that’s how the Universe works.” concludes Norman. The Tindall Foundation has supported one of Norman’s major initiatives - the Thames Energy Futures Trust. The Trustees recently approved a further $150,000 on a 1:1 match basis, payable over a three year period for their ‘Economic Renewal through Energy Efficiency’ project.

Funding Managers Zero Waste New Zealand Trust World Wide Fund For Nature Major Projects Environmental Education Other Initiatives $ 10,200 $309,885 $720,000 $200,000

Environment - 22%

For more information contact: Thames Energy Futures Trust, 601 Sealey St, Thames Ph: 07 868 8345 Email: zwaan@xtra.co.nz Norman Smith: 41 View Rd, Melrose, Wellington Ph: 021 499 031 Fax: 04 387 2703 Email: norman.smith@cit.ac.nz

Energy efficiency project in Thames

Insp i r a ti o n a l N e w Ze a l a n d e r s

Strengthening the Voluntary Sector
FINDING VALUE IN VALUES Voluntary Sector $145,680

Sometimes social change happens after a walk and a talk on the beach! That’s how John Stansfield remembers UNITEC’s Graduate Diploma in Not-for-Profit Management getting off the ground. Now, after six years, it operates

Fortunately, UNITEC demonstrated a rare ability to “venture invest” thus enabling the project team to get it started. Additionally, John was able (often through sheer force of personality and the power of an idea) to persuade a talented

labour activism coupled with sound theoretical knowledge of and practical involvement in the Sector over almost three decades. His valuable overseas experience in countries like Bangladesh and Papua New Guinea as well as his in-depth
UNITEC

Funding Managers $40,000 Major Projects Community Self Help COMPASS Community Foundation United Way $40,000 $20,000 $26,680 $19,000

Helping people who want to make a difference
Other Initiatives

in six major centres around New Zealand as well as in several countries in the Pacific region. From a base of 21 participants at the inception of the Programme, there are almost 400 students studying this year, clear evidence of the necessity for a dynamic programme that builds on participants’ previous experience, integrating it with theory and skills development. The Programme started following a needs analysis of community organisations. “It was clear from the feedback we got, that the management training needs of these organisations were not being met,” recalls John. “ At that time, there were no relevant sectorspecific programmes in place and those that were on offer were inflexible from a scheduling point of view or were simply unaffordable for many prospective attendees.” Everyone agreed that something needed to be done but as is so often the case, no one fronted up to pay for a sustainable solution, particularly the costs of the tutors. It required an entrepreneurial approach.
Tutors Refresher Day

understanding of New Zealand’s sociopolitical and socio-economic milieu, identified him as the obvious choice to oversee and grow the Programme. This initiative is all about helping people who want to make a difference. We have crafted a Programme which has excited and motivated a new generation of community leaders. Support from funders and community organisations have worked to create “space” for the professional development of exceptional New Zealanders operating in the Voluntary Sector. By improving the management of the community sector we improve the capacity of communities to respond to those in need. To use the language of business, the Sector has a single competitive advantage - an ability to excite in people a passion around shared values. Our management must serve the values of our organisations,” saya John. Participants are predominantly working core of New Zealand experts like Aly McNicol, Garth Nowland-Foreman, Margy-Jean Malcolm, Margot Nicholson and Lyndsay Jeffs, to offer their services for a lot less than they were worth. John’s own knowledge of the Not-for-Profit environment stems from early involvement in social, political and professionals in organisations such as community services, church welfare and community development agencies. Access to training and skills development programmes for social development practitioners is an ongoing challenge. Not-for-Profit organisations often operate with minimal resources and many are faced with the constant challenge of delivering positive outcomes while struggling to make ends meet on a day-to-day basis. In many instances, training and skills development is, understandably, way down on the needs list and many such organisations focus on the urgent Continued on following page 12
Voluntary Sector - 3%

Meeting the needs of the Voluntary Sector

In s p i r a ti o n a l N e w Ze a l a n d e r s

THE TINDALL FOUNDATION ANNUAL REPORT GOVERNANCE FINDING VALUE IN VALUES - continued

TRUSTEES John Avery Keith Smith Margaret Tindall Stephen Tindall ADVISORY TRUSTEES Peter Menzies Joan Withers MANAGEMENT AND PERSONNEL Tim McMains – Manager Evelyn Gauntlett – Administrator Christine Peace – Administration Assistant CONSULTANTS Allen Miller Ross Merrett Teresa Schwellnus FINANCIAL ADVISORS BDO Spicers LEGAL ADVISORS Hesketh Henry CONTACT DETAILS Postal Address: The Tindall Foundation P.O. Box 33 181 Takapuna, Auckland Ph: 09 488 0170 Fax: 09 489 5327 Email: ttf@tindall.org.nz Website: www.tindall.org.nz ACKNOWLEDGEMENTS Design & Production: I Cheesman Communications Ltd Writers: Allen Miller, Sheena Hendon, Liz Taite Photographs: Many thanks to all amateur and professional photographers for their photographsthey have captured things that can’t be expressed in words. Published: November 2001 Printed on recycled paper using environmentally friendly ink that contains no mineral oils or resins and is produced exclusively from vegetable based products.

over the important. Improved management and leadership is not only desirable but imperative if the Voluntary Sector is to operate at anything like its true potential. The demand for sectorrelevant vocational training and skills development is enormous given that there are about 60,000 community based organisations operating in New Zealand.

and commitment to the Voluntary Sector and the organisation’s agency commitment to the course of study. In addition, there are work study “subsidy” opportunities for participants who have completed Year One or who are otherwise ineligible for first year scholarships.

Strengthening ties between Government and the Voluntary Sector

when they see funders like the Foundation supporting this initiative,” he says. “I have attended many board meetings where raising the issue of support for the Programme from major funders has been a deciding factor in those organisations committing to the programme of study.” The Tindall Foundation has supported the ‘Not-for-Profit Management’ Courses since 1998 providing total donations of $75,000 towards
Small group work engenders peer mentoring

student scholarships. For further information contact:

The Tindall Foundation has appointed UNITEC as one of its Funding Managers. In terms of this arrangement, scholarship applications are carefully assessed and awarded by an allocation Committee, based on equity criteria such as the applicant’s proven ability

John believes the support of organisations like The Tindall Foundation has proved pivotal to the success of the Programme. “Many smaller organisations that are perhaps uncertain as to the legitimacy of setting aside valuable project funds for management training are assured

UNITEC School of Community Studies, Private Bag 92025 Auckland Ph: 09 815 2945 Fax: 09 815 2905 Email: courses@unitec.ac.nz Website: www.unitec.ac.nz

13

In s p i r a ti o n a l N e w Ze a l a n d e r s

The Tindall Foundation - Annual Report 2001
APPLICATION GUIDELINES THE TINDALL FOUNDATION - ASSETS AS AT JULY 31, 2001

The Foundation has adopted a Funding Manager Model, whereby Foundation resources are disbursed by well-managed, non-profit agencies operating within the Programme Areas, acting on broad guidelines set by the Foundation for the allotment of funds. Funding Managers are autonomous in their decisionmaking, but are accountable to the Foundation in making the fairest and most expeditious use of Foundation money to achieve objectives. Expressions of interest are considered in the four Programme Areas of: Families, Employment, Environment and Supporting the Voluntary Sector. These are redirected to the appropriate Funding Managers for assessment and action. Exceptional cases and special projects falling outside normal assessment criteria are appraised by Foundation personnel and placed before the Trustees for consideration. Trustees do not respond to personal approaches. CRITERIA The Foundation’s grant-making activity is confined to the geographic boundaries of New Zealand. It’s approach to funding is based on the broad principles of Community Development. These are some the of hallmarks we and our Funding Managers look for when considering a funding request: • Capacity to deliver the project

• Collaboration with other groups • Good planning, evaluation, governance, and financial management • Adding value all over the community • Good review by referees • Staged projects • Well-motivated case for support • Good track record • Differentiating quality • Community support • Encourage volunteerism • Leverage other resources FORMALITIES The Foundation’s programme year-end is July 31st. Preliminary Assessment Forms are available on application and are used to determine if a request can be referred to a Funding Manager in the Programme Area into which the application falls, or whether an Application Form will be processed by the Foundation itself. If unsure please do not hesitate to contact the staff at the Foundation at any time to discuss your request. EXCLUSIONS Appeals in respect of the following do not qualify for assistance: • Overseas Travel • Church and School buildings

• Sports and leisure groups; sport sponsorship • Evangelical work or promotion of religious or political messages, doctrine or ideology • Private business proposals, venture capital and investment • Organ transplants or related medical interventions; medical research and health services • Youth award programmes • Art Galleries and Libraries • Schools, Pre-schools, Kindergartens and Crèches • Applications for assistance made by or on behalf of individuals • Statutory Bodies The foregoing is not an exhaustive list of exclusions. Again if in doubt, prospective applicants are invited to contact the Foundation in order to determine eligibility for support.

Liquid Assets The Warehouse Ltd Shares Other Investments Total Assets

$ 16,566,115 $ 371,410,032 $ 3,729,289 $ 391,705,436

The Tindall Foundation Expenditure August 1, 2000 – July 31, 2001 Foundation Services Admin. Programme Development Donations Total Expenditure $ $ $ $ 270,895 141,138 5,735,665 6,147,698

Tim McMains, Christine Peace, Evelyn Gauntlett

14

THE

TINDALL

F O U N D AT I O N

ANNUAL

REPORT

NOVEMBER

2001

Mana Youth Glen Innes Community Tile Mosaic