NFP Summit

About

As the Charities Commission extends its role to include the monitoring and investigations of Not-For-Profit and Non Governmental Organisations, issues surrounding governance, funding and financial management are becoming more apparent.

The 2010 Inaugural NFP Summit with a theme of governance, funding and financial management addresses these issues head on. The engaging and thought provoking programme will offer real solutions to funding concerns, challenge organisations to re-think their present governance framework and enlighten attendees of up coming changes to financial management.

  • Gain valuable insights from regulatory bodies such as the Charities Commission and Inland Revenue
  • Expand and develop funding applications and campaigns with Tom Brady from Compton Fundraising and Tony Gill from NZ Community Trust
  • Explore troublesome and contentious legal issues with David McLay and Peter Churchman from Barrister.Com.
  • Revitalise your governance composition with Jeremy Bendall of Effective Governance NZ Ltd and Gavin Nicholson from Queensland University of Technology
  • Get the latest developments in financial reporting from Mark Hucklesby of Grant Thornton
  • Gain valuable insight into sustainable funding so that your organisation is able to create a long term future

In such a volatile climate you cannot afford to miss this up-to-the-minute market focused event. Keep your competitive edge, mix and network with key stakeholders and make sure you are fully informed moving into 2011.

Agenda

Agenda: Day 1

8.10

Registration & Coffee

8.45

Mihimihi

9.15

Opening remarks from the Chair

Brent Kennerley, Partner, Grant Thornton

9.25

The important contribution NFP organisations make to New Zealand society

The Not for Profit sector makes an important social, economic, cultural and environmental contribution to New Zealand through the services and activities it provides. The sector also makes a considerable financial impact with philanthropic giving in NZ estimated at around $1.25 billion per year.
• Economic and social contribution of NFP sector
• Importance of collaborative relationship between the government and NFP sector
• Ensuring that the charitable sector has access to appropriate advice and support

Sandy Thompson, Head of Department of Department of Community and Health Services, UNITEC New Zealand

9.55

Keynote address: The expanding role of the Charities Commission

Over 25,000 organisations have now registered with the Charities Commission. The Commission is now broadening its scope to include the monitoring and investigation of charities and the development of the NFP sector through education.
• Overview of the registration process to date
• Promotion of best practice governance and management
• Maintaining public trust and confidence in charities
• Involvement of law enforcement, regulatory, and intelligence agencies

Trevor Garrett, Chief Executive, Charities Commission

10.35

Morning tea

10.55

Stream 1: Monitoring the performance of NFP organisations

Good governance of NFP entities requires a performance monitoring system that aligns with values and strategy. The system must also address cause - effect relationships, early warning requirements, agreed accountabilities, value for money considerations, and outcome interdependency.
• Determining context and stakeholder needs
• Values and strategy alignment
• Getting the right mix of KPIs
• Active monitoring, correction, intervention

Jeremy Bendall, Partner, Effective Governance

10.55

Stream 2: Breakdown of the NZ International Financial Reporting Standards (NZ IFRS)

The Ministry of Economic Development is currently reviewing the financial reporting requirements for charities with a decision expected in the coming months. With most of the proposals now submitted this session discusses the possible outcomes of the new NZ IFRS requirements.
• Reporting requirements for different charitable entities
• Ramifications for NFP organisations

Mark Hucklesby, Partner, Grant Thornton

11.35

Stream 1: Key challenges for Nonprofit boards

There are three key challenges for nonprofit boards seeking to continually develop their governance and organisations. In this session, we look at how boards can recognise and address these challenges.
• Clarity of roles and purpose
• Ensuring successful succession; and
• Maintaining a mission focus

Gavin Nicholson, Senior Lecturer School of Accountancy, Queensland University of Technology

11.35

Stream 2: Audits and other forms of independent assurance

Audits play a vital role in offering accountability to the members and funders of NFP entities. However these can be expensive and are not compulsory in all cases. Other forms of independent assurance often provide the financial assurance required but also paint a truer picture of how the organisation is actually functioning on the ground.
• Reviewing the constitution of the organisation
• Requirements of funding bodies
• Reviews and agreed-upon procedures

Craig Fisher, Audit Director, Hayes Knight Limited

12.15

Lunch

1.15

Stream 1: Examination of the role of NFP boards and how it differs from the boards of corporates

The boards of most NFP organisations are made up of talented individuals who are also involved in the private sector. They often give up their time and skills free of charge or at greatly reduced cost for the benefit of the charity. There are differences however between NFP boards and corporate boards in how they operate and the goals they embody.
• The importance of private sector involvement
• The cross over between NFP and corporate boards
• Differences between the role NFP and corporate boards

Trish Keeper, Senior Lecturer in Commercial Law, Victoria University of Wellington

1.15

Stream 2: Tax Part A: Tax exemption and IRD update

Since the establishment of the Charities Commission, NFP entities which wish to continue to receive the tax exemption must register with the Charities Commission. As the parameters for registration change this also has an effect on the organisations status with the IRD.
• Tax exemption of non-business income
• Limitations to the exemption
• Misuse of tax exemption
• Self-determination of tax position
• Treatment of honoraria
• Donee organisation status

John Moreno, Assistance Manager Large Enterprises, Inland Revenue Department

2.30

Stream 1: Crisis management and the protection of an NFP’s image

NFP organisations, in a similar manner to corporate organsations work diligently to build their positive image and brand profile. If credibility and trust is damaged, this can have a devastating effect on the relationship with funding bodies, supporters and the general public.
• Identify potential risk area such as new partnerships or fundraising events
• Expanding your crisis management strategy
• Balancing legal aspects of crisis

Alan McDonald, Chairman, Star Public Relations

2.30

Stream 2: Part B: Examination into the practical application of NFP tax law

As the status of employment, the activities and the income of each charitable entity are unique and continuously changing, issues of contention have always arisen between NFP organisations and the inland revenue. This session looks at the practical application of tax law in the third sector.
• Employment and volunteer taxation issues
• Taxation of income
• Tax exemption status when registration with the Charities Commission is not achieved

Mark Ainsworth, Solicitor, Minter Ellison Rudd Watts

3.10

Afternoon tea

3.30

Stream 1: Mini Workshop: Re-evaluating the governance structure of your organisation

Adaptable and efficient governance is never more important than in this age of increased competition and unpredictable economic conditions. This has led many NFP organisations to re-assess their current governance framework and adopt new best practices policies.
• Adoption of corporate governance frameworks
• Delegation and division of duties
• Governance risk profile and diversification of the board
• Relationship between the Board and the CEO

Graeme Nahkies, Director, BoardWorks International

3.30

Stream 2: Mini Workshop: Expanding the scope of NFP financial reporting

The annual returns of charitable entities are now available on the Charities Commission’s website. This has lead to organisations re-evaluating their long trusted financial reporting methods.
• Moving away from a purely financially focused annual report
• Ensuring your annual report contains clear messages regarding the goals and activities of your organisation
• Improving application success rates to funding bodies
• The reporting on fund raising expenses

Carolyn Cordery, Senior Lecturer, School of Accountancy & Commercial Law

5.00

End of day one & networking drinks

Agenda: Day 2

8.50

Opening remarks from the Chair

Brent Kennerley, Partner, Grant Thornton

9.00

Building an integrated capital funding campaign

Smaller fund raising projects require greater input and often produce disappointing results. A strategic view may allow you to integrate smaller goals into a capital campaign, with a common objective, promoting supporter buy-in and increasing commitment to the overall funding objective.
• Creating a clear vision for the funding
• Gaining an audience
• Consolidating your fundraising streams
• Converting supporters into stakeholders

Tom Brady, Executive Director, Compton Fundraising

9.00

Stream 2: Extending financial budgets and forecasting

Most NFP organisations view income sustainability as a major concern. This said there is still a large majority of organisations who fail to budget and forecast beyond the 12 month mark. This leaves them particularly vulnerable in this volatile economic climate.
• Creating an annual funding programme
• Extension of funding contracts by funding bodies
• Foreseeing future dips in income levels
• Ensuring timely renewal of service delivery contracts

Peter Sherwin, Senior Partner, Grant Thornton

9.45

Stream 1: Exploiting your competitive edge when making funding applications

Funding bodies receive a vast number of applications of a wide variety of charities each year. Effective preparation vastly increases application success and frees up valuable resources for other projects.
• Identifying the most applicable funding entity
• Clearly identifying the aims and objectives of the organisation
• How the programme interconnects with existing and future programmes
• Demonstrating best practice governance and accountability
• Position your organisation as the leading provider of this service

Tony Gill, National Grants Manager, NZ Community Trust

9.45

Moving from short term to long term funding & strategic objectives

In a sector where funding and strategic planning is often limited, the transition from a short term funding and operational mind-set to a long term strategic and capital reinvestment strategy can be a difficult one. This session explores how strategic reinvestment and planning can ensure NFP entities are more robust going into the future.
• Building an investment fund
• Reducing income vulnerability
• Optimising income through strategic planning and reinvestment
• Understand the drivers of change encompassing financial, environmental and social, in the wider marketplace

Mike Atkinson, Senior Business Improvement Manager, Hayes Knight Limited

10.30

Morning tea

10.45

Stream 1: Correlating charitable purposes and entities’ activities

Under the Charities Act 2005 organisations who register with the Charities Commission must have purposes which are deemed charitable in accordance with New Zealand law. There has been some confusion however over which purposes and activities are and are not accepted as charitable under the new Act.
• Acceptable and non- acceptable activities
• Definition of an ancillary purpose
• Issues surrounding public benefit
• Maori charities’ exemption under Charities Act
• Recent High Court decisions

David McLay, Barrister, Barristers.Com

10.45

Stream 2: Valuing the volunteer in financial statements

While financial statements should detail an organisation’s assets, liabilities, incomes and expenses, volunteers, a vital asset to any NFP organisation, are usually excluded. This session examines the possibilities of calculating and recording the contribution made by volunteers.
• Why should volunteers be included in financial statements?
• How can this contribution be measured?
• Issues around comparability and conformity
• Valuing products and services received in kind
• How does this enhance the financial statements of an organisation?

Craig Fisher, Audit Director, Hayes Knight Limited

11.30

Stream 1: Nurturing the relationship with your corporate partner

Developing and expanding your relationship with your corporate partner is essential to sustaining commitment and investment in your organisation.
• Creating a business case for corporate sponsorship
• Ensuring the partnership is the right fit now and into the future
• Developing a strong business strategy including corporate links and market alignment
• Involvement and ownership of specific campaigns and programmes

Heather Newell, Director, Foresee Communications

11.30

Stream 2: Internal management of NFP staff

Many NFP entities face similar staffing issues to the for- profit-sector. However due to their limited resources they often adopt a reactive as opposed to a proactive approach. This can lead to expensive legal ramifications further down the line.
• Employee contracts
• Terminations and redundancies
• Performance management
• Investigation of grievances and dispute resolution
• The case for volunteer contracts – process for revoking services

Peter Churchman, Barrister, Barristers.Com

12.10

Lunch

1.00

Overview of non-financial reporting and its application within the NFP sector

Interest has grown in non-financial or sustainability reporting in recent years as organisations strive for increased transparency and accountability. While the movement began within the for-profit sector NFP entities have also begun to adopt the practice.
• Background to non-financial reporting
• Principles of non-financial reporting
• Utilisation of different reporting frameworks
• Reporting trends in New Zealand

Jamie Sinclair, Senior Manager Sustainability, KPMG

1.35

Case Study: Generating funds through social enterprise

With the tightening of belts in all areas of the economy, NFP entities have begun to look into social enterprise as a means of generating their own funds, increasing financial control and ensuring income sustainability. In this session Skylight Trust discusses their experience as a SE.
• Balancing social mission with revenue generation
• Advantages and disadvantages to social enterprise
• Financial and governance implications of being a surrounding

Bice Awan, Chief Executive, Skylight Trust

2.10

Juggling stakeholders’ needs and aspirations

NFP organisations rely on the goodwill of a core group of stakeholders who provide energy, time, skills and/ or financial support. Understanding and properly responding to the needs of these different groups is essential to the success of NFPs. It requires strong leadership and excellent communications at management and governance levels.
• Issues, trends, cases
• Setting the strategic context
• Stakeholder analysis and planning
• Volunteers and staff needs
• Meeting funder expectations
• Future challenges

Ljiljana Erakovic, Senior Lecturer - Governance, University of Auckland

2.45

Afternoon tea

3.00

Risk management and internal controls

Due to over stretched resources, NFP entities are often more vulnerable to fraud and embezzlement than other organisations. Effective internal controls are paramount to the protection of assets and to reliable reporting. They also ensure the NFP’s compliance with legal and regulatory requirements.
• Segregation of duties and the prevention of embezzlement
• Conflicts of interest and code of ethics
• IT controls and data protection
• Protection for whistleblowers

Nigel De Frere, Associate Director - Audit and Assurance, Staples Rodway - Chartered Accountants

3.40

Taking NFP leadership to a strategic level

In this new age of added competition and uncertainties NFP boards and management need to nurture a visionary style of governance. They must also have the policies and practices in place to execute that vision in a productive and cost efficient manner.
• Determining the organisations vision and direction
• The exercise of due diligence
• Ensuring transparency and accountability
• Building a flexible and responsive leadership structure

Richard Westlake, Director, Westlake Consulting Ltd

4.20

Closing remarks from the Chair and end of conference

Sponsors/Partners

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