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A Year of Change BEHIND EVERY GRANT IS a STORY

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A Year of Change BEHIND EVERY GRANT IS a STORY A year of change BEHIND EVERY GRANT IS A STORY Annual Report APRIL 2017 - MARCH 2018 Chair’s Report Chief Executive’s Report It is with great pleasure that I am able terms of continuity in Governance during In the past year we have seen nearly terms of being fiscally responsible with to report on another successful year for next year’s election where four of six a 60% increase in both the number of community money. the Trust which includes exciting results, of the elected trustees are mandated grants (from 95 to 152) given out and changes and developments. to retire. the level of funds required to support Our new brand signifies this the community. This is the first time change in direction for CLT – it is Over the past 18 years the Trust has The latter part of our financial year saw in many years CLT has been over- in line with our values – and our grown its asset base from the $155 a change in CEO with the appointment subscribed. We haven’t turned anyone collaborative approach of working million bestowed by the Otago Central of Susan Finlay who has brought a away, however we have needed to with our community to ensure the best Electric Power Trust to assets totalling renewed vision to the organisation. take a breath and reaffirm our funding outcomes for the future of our region. $388 million (CLT - Parent entity only) principles. and has granted over $90 million back The success of every organisation Of course our 100% ownership into our community. comes from the hard work and With the extreme growth and changes of Pioneer Energy Ltd is a key commitment from everyone involved. in the population demographic, component of the important story CLT 2017/18 has been the most successful This is my opportunity to publicly thank the needs of our community have has to tell the community– Pioneer year yet for the Trust in terms of our wonderful team and my fellow also changed, and it’s our role to pay us a quarterly ‘cash’ dividend investment income, with a net surplus trustees, for their ongoing contribution understand those needs to ensure the which goes a long way in funding our of $28 million, drawn from all asset and dedication to the Trust, and the best use of our grant dollars. monthly grant distributions. We have classes. This certainly enabled us to delivery of our mission and values. worked very hard to ensure our brands better respond to community need and Our board have spent considerable sit comfortably together signifying distribute grant funds at a level greater It is also important to acknowledge the time considering our grants distribution the strong partnership that’s in place than budgeted for during the financial wonderful investment support provided policies and ensuring there is balance between the two organisations. year. by our Investment Committee, chaired between the here and now (giving by Sir Eion Edgar. back to the community) and the long- We have achieved a lot in this first We have two newly appointed trustees, three months of new tenure and the We have made many positive changes term (funds in reserve). The Trust’s Linda Robertson of Queenstown, and investments have performed well team are very focused on bedding the Michael Sidey of Wanaka, brought on this year, and I look forward to the change in over the next twelve months successes of the year to come. over the last few years, so we have board for their specialised expertise an opportunity to recognise that, and in order to better serve the community to help steer our decision making. It is increase our grants budget going going forward. the first step in our new governance forward. structure which will see another appointed trustee before the close of In saying that though, as funders we the 2018 year and our three-yearly have a real responsibility to ensure election of five trustees in 2019. These Tony Hill MNZM we understand need rather than Susan Finlay appointments will protect the Trust in Chair demand and respond accordingly in Chief Executive Central Lakes Trust is a charitable trust supporting our Annually approximately $6-9 million is granted to community, by granting funds for charitable purposes community organisations throughout the Trust’s throughout the Central Lakes district. funding region, which spans most of Central Otago and Queenstown Lakes. 2 Growing Arts & Culture Environment & Heritage $197,500 $427,584 Wider Community Benefit Communities 3% 5% g We focus on funding charitable durin En n ment v iro En projects in five key priority areas Since inception in 2000, Central Lakes Trust has approved $90.9 million in grants as at 31st March 2018. This financial year $7.8 LIFELONG LEARNING million was funded across our five sectors, a 58% increase To support projects and programmes that facilitate improved learning compared to the previous year. outcomes for people in our region by adding value to the sector, with a n i t y u m m A total of 152 grants were o focus on community development and lifelong learning. c e s h approved versus 95 in the t e i o t t P previous year, a 60% increase. l i o a E COMMUNITY WELLBEING n c v i f n u e e t r a t r Community n To support and strengthen community organisations which address y Community Over 45% of funding in the b e o l b i p social problems or improve health outcomes for the people in our Wellbeing n 2017/18 year went to community Recreation e p s g region. This includes the advancement of religion. o wellbeing. Of those grants, a O m $3,549,716 $7.8 P $3,007,180 p r g significant proportion were social u e o n R 2017/2018 p 46% i 38% r services (54 out of 81), $1.4 e p c e li COMMUNITY RECREATION h l n g t e million of the funding allocation. io O a n To support organisations that focus on community participation and h n Education engagement in recreation. Targeted support will be provided for those E organisations that are aiming to increase participation of people from all ages. Lifelong Learning ARTS & CULTURE $712,517 To support creative projects and organisations that aim to foster access 9% to, engagement with, and experience in the arts. ENVIRONMENT & HERITAGE To support projects and organisations that preserve and promote the physical and cultural heritage of our region and that protect and OVER enhance the environment in which we live. Community benefit since inception in 2000, $90m helping thousands of people across our region. 3 Growing Brand INCREASED ONLINE ACTIVITY At the end of our financial year we launched our first major rebrand since inception in 2000. (New website, INCREASED Facebook launched) OUTCOME Our new logo reflects the unique colours of our region. It signifies a strong sense of moving COMMUNITY BASED forward and working together in partnership and collaboration with our community. It ENGAGEMENT FUNDING symbolises our core organisational values. FRAMEWORK Be Prudent Be Proactive Going forward Acting with wisdom and care to enhance Making things happen by identifying needs Over the next 12 months the social and financial value of the trust and, when necessary, initiating change we will deliver: Be Fair Be Collaborative ONLINE STRENGTHEN Being impartial Working with others to identify priorities, APPLICATION GOVERNANCE improve performance and achieve great SYSTEM & OPERATIONS outcomes Be Open RESEARCH - Being transparent, approachable and connecting with collaborative Have Integrity sectors and other funders Doing things well through good judgement, sound ethics, professionalism and consistency Communication, community engagement and sustainable outcomes are a high priority for Central Lakes Trust Central Lakes Trustees: Greg Wilkinson, Cath Gilmour, Dr Malcolm Macpherson, Tony Hill (Chair), Alex Huffadine, Bernice Lepper (Deputy Chair), Linda Robertson, Michael Sidey. 4 It is our job to be fiscally responsible with community money. We know you want sustainable outcomes for the future of our region. This means developing strong relationships to understand the ongoing changing needs of our community. It also means focusing funding where it achieves the highest impact in people’s Community lives or has the widest community benefit. THE PEOPLE WE SUPPORT Susan Finlay, Chief Executive CENTRAL OTAGO YOUTH PILOT EMPLOYMENT ROUTEBURN DART WILDLIFE TRUST WANAKA SEARCH & RESCUE PROJECT A land of birds - saving some of New Zealand’s national Life-saving service run wholly by volunteers treasures Successful Start to Youth Employment Programme Initiative Search & Rescue provide a vital service for the region helping the lost, missing and injured in our waters, hills and mountains in the Wanaka “As we know, school isn’t for everyone”, Melanie Mills, the Employment Birds of ancient origins and unique features flourished in our land area. Wanaka LandSar are one of the busiest search and rescue Project’s Programme Manager says. “This programme is for any young without competition or predation, until the first people arrived. Many are groups in NZ. Approximately 90% of operations involve helicopters. person who has become disengaged from their learning, for whatever now extinct or have been threatened to extinction. The Routeburn Dart Essential health and safety best practice training is provided annually reason, to help them find out what they are passionate about and might Wildlife Trust is a self-funding community conservation trust, working to volunteers and responders. like to ‘do’ and then help them get there.” Both students currently enrolled in partnership with DOC, to create an inland sanctuary for birds in the in the programme, have already determined their career path and are Routeburn and Dart Valleys.
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