FINZ 2021 CE Report to members

The end of any year offers a time for reflection and future thinking. 2021 was a year of resetting and making changes to thrive in our new world and for FINZ it’s been a journey of highs and lows, but we reached a significant milestone when we created our new strategic direction.

FINZ has survived the last few years with emergency measures, which was not sustainable. It has become apparent since the start of the pandemic that we play a much more important role advocating for our members in more ways than we ever have before. Education was no longer going to be the main sustainability pillar for FINZ that it once was as Covid opened the world to affordable, accessible, and excellent global education. These changes created a big shift in our strategic thinking, vision, and mission for Aotearoa New Zealand.

In 2021 FINZ created a new 3-year strategy - a strategy that embodies everything we do as fundraisers, decision makers, and leaders. We believe that everyone in our sector shares our revised vision and mission. It is a shared vision for Aotearoa New Zealand, and one developed with you, our members, at the very heart of our strategic thinking. ?

Our strategic review took place halfway through 2021, a year in which we had to make tough decisions from the very beginning. We had already rescheduled conference from March to September 2021, which was then rescheduled to March 2022 and finally we are going to deliver the Conference in late August 2022. The work involved in rescheduling a conference four times cannot be underestimated. I want to give a huge thanks to all our sponsors, speakers, providers, and members for supporting us through these big changes. A special thanks to Minnie Finlayson who had to redesign the whole website and print design elements of the event four times!

For the first six months of 2021 we had no dedicated staff member looking after our critical member and supporter relationships. This could have impacted us greater than it did but our strong response to Covid and advocacy issues during 2020 meant we were still able to recruit organic members during this time. In July 2021 we recruited a new Relationship Manager, Esha Blade. Esha Blade has proved to be a remarkable fit for our organisation and within a short space of time has shown her commitment and dedication to FINZ. Esha continues to excel in her role, and not only do I feel very supported by the arrival of Esha, but I can see a great future ahead for FINZ with Esha leading our relationships.

In 2021 our education sessions continued to focus on helping your teams build capacity and resilience, but also to learn from their peers, the “big charities” who have not been afraid to be bold, be brave, and to try new tools and techniques. We provided opportunities for your teams to learn from their mistakes, learn what works and how to scale the latest tools and techniques to your fit your organisation.

In 2021 we introduced our Micro Masterclass Series. These proved to be very popular and ran throughout 2021. We continued with monthly virtual learning lunches, quarterly magazine, and mentoring. We launched an updated toolkit in the members area which provides valuable resources to charities and members of all sizes and experiences.

Our COVID response page continued to be relative, reliable, and relevant and free to access for anyone. The cheque use portal continued to be updated and accessible to all members.

We proudly continued to “Be the voice” and advocate for change to ensure the value of our profession continues to be recognised as an excellent environment in which to work.

In April 2021, FINZ acted on an issue that fostered inequality and hindered diversity and inclusion in the charity sector. We proudly announced our commitment and signed the global “Show the Salary” pledge. It was a time for change and FINZ is committed to leading that change here in New Zealand.

To further encourage and support a more inclusive, diverse, and equitable work environment for working professionals and parenthood, FINZ has introduced free membership during your maternity (including adoption and fostering) and/or paternity leave.

FINZ continues to be an active and participating member of DIA Charities Sector Users Group. The Charities Sector Group was started to provide an opportunity for members of the charitable sector to interact directly with Charities Services. The Charities Sector Group and Charities Services discuss priorities, issues, and perspectives, with the aim of strengthening the collective understanding of the charitable sector and Charities Services work.

Our advocacy within the sector extends far beyond our membership base and directly, or indirectly, impacts across the 27,000 charities registered in New Zealand.?FINZ has been the sector’s voice and advocate on several issues in recent times.

As part of this advocacy, in early 2020 we supported an amendment to a 2019 submission related to the review of the Gambling Act 2003, to Class 3 lottery rules that would allow charities to operate lotteries online by supporting and advocating for our existing charities members who were conducting lotteries be given an emergency exemption under the covid Emergency finance and expenditure committee.

The exemption was approved as a temporary measure and in late 2021 a review of the exemption period was brought before the Covid Emergency Finance and Expenditure Select Committee for an extension decision. FINZ made a submission to the select committee requesting that not only should this change be made permanent but that it should extend to all charities that want to/are implementing a lottery and that they be able to transact sales digitally.

We felt this minor update to the Act was necessary, especially given the future use of cheques. I was invited to give an oral reading to the select committee. Following this, the committee recommended that the extension be approved to include all charities and be extended for three years in order for permanent changes to be made to the Act. We continue to work closely with DIA to make sure they are making progress in the changes within the recommended time frame.

We have continued our work with the cheque working group and have supported organisations through some big changes. As the deadline of 31 August approached a lot of my time was spent working with the banks to smooth out the demise process that didn’t always go to plan. We were able to have a direct impact on the process of each bank transitioning at different times and what that meant for our members and donors who were confused, uncertain and anxious. The work in this space went from the decision makers at the top of each bank right down to individual donor level support. It was a very challenging time but built trust and relationships within the baking sector that continue to prove valuable to our members. In October we successfully received $15,000 funding to continue our mahi from the ANZ Staff Foundation.

After two years, we finally reached the reporting stage of our research program reviewing the state-of-play with Gifts-in-Wills in New Zealand. Our aim was to set a benchmark for future measurement and to compare with other International markets. We have conducted qualitative interviews with legators as well as a survey of the public and also data analysis on bequests, thanks to the support of Perpetual Guardian. The report that was released in early 2022 and surpassed our expectations. We know it will add real tangible actions to all bequest programmes.

It cannot go unmentioned the extra mile that two key people put into this work - Jim Datson FFINZ and Gavin Coopey. Without their determination to go over and above the scope of work we would not have been able to produce such a fabulous resource.

Through all the advocacy, research, and mahi we have been doing it has not gone unnoticed by media. Not only do DIA Charities Services regularly send media requests our way but our members also come to us to support their media stories. I have given a lot of my time to media over the last 12-18 moths which has resulted in more than 18 local, national, and global articles, a TV One news piece and several radio networks.

The profile this brings to FINZ cannot be underestimated and has positioned us strongly as one of the leading voices when it comes to issues facing our sector.

You may have noticed I have not addressed the elephant in the room – the end of year figures. This is because its important to me and our team that we focus on looking forwards. The end of year figure does not reflect the amazing mahi, resilience, and dedication the FINZ team have done and continue to do.

The Conference is an obvious income gap. That was always going to be hard to accept but we made the decision to hold off for a F2F event rather than another virtual hybrid. The virtual hybrid was right at the time but not right anymore. The absence of a conference, the impact on cash available from sponsors, and the diversion of internal resources to vital advocacy work has had an obvious impact on the bottom line. Had we not gone out with the Emergency Appeal when we did, then we may not have survived to tell the tale.

When I took on the role at FINZ in 2018 the future viability was questionable and if you had told me that not only would we be faced with a global pandemic BUT the demise of cheques in the same time period then my odds on FINZ surviving would not have been favorable. The fact I am writing this report is a testament to the resilience and tenacity of not only the FINZ team but also to the Board, our members, supporters, and collaborators.

And back to looking forward, you will have read all the other reports that highlight the positive position we find ourselves in with membership renewals and recruitment being a real cause for celebration.

In November 2021 we made a BOLD decision to continue with our membership restructure, some might say a risky move in uncertain times, but we did what we know works - we stuck to our core purpose, kept doing what we had planned, and this was a piece of work that was started prior to covid. Revisiting the fees based on fundraising income was the most significant change and this offers a much fairer and more inclusive structure for all of our existing and new members.

We hosted a wonderful virtual awards ceremony in late March, and it reminded everyone of the amazing mahi taking place and how important it is to celebrate, recognise and reward fundraising excellence.

The following week we received news that we were awarded $50,000 funding from Lotteries Community fund.

This money will be used to start a project that we feel is important to everyone in our community. To advocate and provide support towards addressing bullying, discrimination, and inequality within the non-for-profit sector. In order to strengthen and support the core purpose of all not-for-profits, first we need to look after those that are doing the mahi, in order for everyone to 'thrive'.?A sector built on generosity, to make lasting impact, needs firstly to create impact and support to those working to deliver their aspirations, goals, and community led outcomes. We can't support others without first supporting our diverse, committed, and valuable communities.

The $50,000 funding adds to the $30,000 previous awarded, $15,000 successfully granted from the ANZ foundation bringing our total funding of the last 2 years to $95,000 – that is what sustainability looks like. From zero to $95,000 in under two years for an institute that has been previously recognised as not “fund-able” is a testament to everyone who made this possible and I hope brings you some comfort despite the “elephant in the room”.

This next year will still determine the future of FINZ, and we must face this challenge together.

It has not all been sunshine and butterflies. There are times over the last year when I felt this challenge was too much for me, too much for my personal well-being, too much for my family. I owe my husband and children more time than I can ever give them back, more support than I can sometimes give them. So to my family - thank you for putting up with me and supporting me to support my other family – FINZ.?

You are my family, and it has been my pleasure and honour to lead your FINZ into another year.

Ehara taku toa i te toa takitahi, engari kē he toa takitini

My success should not be bestowed onto me alone, it was not individual success but the success of a collective