annual report 2016 - parenting place · families can transform society. this conviction animates...
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Annual Report 2016
“Healthy, loving families can transform society.”
Our mission 1
Our programmes 9
Our financials 21
Our future 39
21
Our mission
4
Our story
Parenting with Confidence was
founded in 1993 by Ian and Mary Grant,
who, after a long career in Youth for
Christ, sought to broaden their ministry
to reach the whole family. Ian and Mary
were compelled by their deep Christian
faith and the hope offered to all people
through the Gospel. They sought to
work this out through equipping and
encouraging parents to grow great
family relationships. Inherent in all the
programmes, events and resources that
grew under the Grants’ leadership, there
was a heart of humility, love, generosity
and service.
As heirs of this heart and vision, our
work continues to strengthen and serve
all whānau in Aotearoa, New Zealand.
We know that parents and children
genuinely long for meaningful
relationships, and that healthy, loving
families can transform society. This
conviction animates our work as we
seek to walk alongside and coach,
moving families towards a place
of flourishing – marked by good
communication, love, resilience,
fun and trust.
Our programmes and resources
are designed to engage, encourage
and equip all families right where
they are, offering inspiration, not
simply information.
Through our courses, events,
presentations in schools, resources
(both print and digital) and one-on-
one coaching, we aim to challenge
the cultural norms that undermine
good family relationships, and offer an
alternative vision for life.
The success of our work is therefore
not measured primarily by the number
of people who attend our courses or
hear our talks, but by the growth of
life-giving and hope-filled relationships –
between parents and children, and the
parents themselves.
inspiring andequipping familiesto thrive
For the most part, Kiwi parents are
doing a great job. According to the 2015
Superu Families and Whānau Status
Report, New Zealand families generally
enjoy “good levels of well-being.” When
it comes to choosing a place to raise
a family, Aotearoa is the second most
desirable country in the world.1
However, not all Kiwi families are
flourishing, and many face deeply
complex challenges.
Roughly one third of New Zealand
marriages end in divorce2 and when
it comes to the abuse and neglect of
children, New Zealand statistics can
be alarming.
Vulnerable and low-income families
are often disproportionately represented
with regard to unemployment, poor
education, sickness, family violence,
crime, unplanned pregnancies and one-
parent families. These challenges often
become barriers to accessing help and
support, and children born into these
families are particularly at risk.
We believe every child deserves the
chance to thrive, belong and achieve –
and a healthy, loving whānau makes this
a reality. Studies show that raising the
confidence and competence of parents
has a number of positive effects when
it comes to alleviating and preventing
risk. The National Parenting Education
Network has found that, “Parent
education strengthens families by
providing relevant, effective education
and support, and encouraging an
optimal environment for the healthy
growth and development of parents/
caregivers and children.”
A comprehensive report released
by the Families Commission also
advocates for effective parenting
programmes as a key way to reduce
the risk of maltreatment of vulnerable
children. Families Commissioner
Belinda Milnes says, “There is urgent
need to reduce the high number of
vulnerable children in New Zealand
who are at risk of harm now or in the
future. One solution is to help parents
of vulnerable children better care for
and nurture their children.”4
1 HSBC 2015 Expat Explorer Survey2 Statistics New Zealand
3 National Parenting Education Network. Best Practices for Parent Education and Support Programs Issue #10, August 2010 by Anne Samuelson, University of Wisconsin-Madison and University of Wisconsin-Extension. 4 familiescommission.org.nz
New Zealand families
3
6
Chairman
The past year has been one of
significant momentum for The
Parenting Place. We have witnessed
gratifying growth in both numbers and
harder-to-quantify factors like morale
and the fulfilment of mission goals.
The Building Awesome Whānau
Toolbox now accounts for almost
50 percent of all Toolbox courses
undertaken, impacting over 4,000
parents. Over 250,000 students
have received the Attitude programme,
and over 5,000 students and parents
attended presentations together.
We now have a Family Coach in
Wellington, and our National Young
Leaders Days continue to grow, both
in numbers and impact.
Greg Fleming, our CEO, has been
in the role for a little over a year
now. He has guided the organisation
through necessary changes, resulting
in a stronger organisation and has lifted
team spirit at every level. Greg leads
a dedicated staff of approximately 80
nationwide, who remained strongly
motivated through what was a difficult
18-month period to continue to achieve
excellence. On behalf of the Board,
I would like to record our thanks for the
dedication and commitment of Greg and
the whole team.
This year we welcomed Alison Barrass,
Emeline Afeaki-Mafile’o and Mark Powell
to the Board. Their contributions have
already been most valuable. We also
farewelled Peter Kemps after 10 years
of dedicated service. Peter continues to
maintain his ties with us, assisting with
legal matters from time to time. Peter,
thank you for your commitment and
dedication to The Parenting Place.
The Parenting Place is blessed to have
a Board of the calibre it does. It is made
up of individuals who are always keen to
go above and beyond to offer assistance.
I would like to thank the Board for its
ongoing support of the organisation.
We have continued to receive
strong backing from our key sponsors,
particularly Toyota, Vodafone and
The Warehouse, along with thousands
of New Zealanders who generously
provide donations to further our work.
I am confident this is key to enabling
us to ‘inspire and equip families to thrive
in New Zealand’.
I confidently assure you that the
organisation is in great heart and
hands. It is progressing its mission
and the founding vision of Ian and
Mary Grant with great impact across
our whole nation.
David Belcher
Chairman
CEO
Ko koe te tahi rau hei whiri i tenei whāriki
e akiaki i ngā whānau ō Aotearoa.
“You are now one of the leaves woven
into this mat that nurtures the families
of Aotearoa.” We speak this over
every person joining our team at The
Parenting Place, and over these past 12
months we’ve spoken it nearly 30 times.
This has indeed been a year of
change, a year of growth, and a year
of weaving. With the first two of our
four strategic goals – nurturing the
team and integrating our work – at the
forefront of our minds, we have worked
to weave our founding vision of thriving
relationships into every part of our work.
And from that place of unity we’ve
pursued the other goals of deepening
our impact and securing our resources.
This coming year will see significant
expansion of all of our programmes,
as well as the launch of several more
– including marriage and relationship
retreats, the continued roll out of
Attitude Intermediate, preparation
for parent-teen retreats, and the
establishment of physical Parenting
Places in Christchurch and Tauranga.
In our strategic plan we describe
our work as engaging and inspiring,
accessible, for every family, generous,
ambitious for New Zealand, and shaped
by hope. After each of those is a
descriptive paragraph. The one on
hope reads like this -
People are created for relationships
that provide life and hope
(whanaungatanga). For us this is rooted
in the vision of Te Rongopai (the
Gospel) which offers hope for every
person and every relationship. This
ambitious dream of whanaungatanga
has been woven throughout our
nation’s history and underpins how we
see families and work towards their
flourishing.
We are so deeply grateful for the
privilege to serve in this way – to invest
our time and passion in the mission of
inspiring and equipping New Zealand
families to flourish each and every day.
Greg Fleming
CEO
Reports
8
Zane Scarborough
Programme Director
Dave Atkinson
Creative Director
Leadership team
Greg Fleming
CEO
Co-founder and former CEO of Venn
Foundation and Maxim Institute, Greg
is Chairman of Compass Foundation
and received the Sir Peter Blake Trust
Emerging Leader Award in 2005.
With us from 2006, Zane was Attitude
Manager from 2010-2015. He has
delivered more than 1150 presentations
to over 150,000 teens.
Dave worked for Attitude from 2006-
2015 and is the face of Vodafone’s Digi-
parenting initiative in partnership with
The Parenting Place.
James Beck
Attitude Manager
James joined our Attitude team in 2007
and later became the South Island
coordinator. Has delivered presentations
to over 200,000 teens nationwide.
Jenny Hale
Senior Family Coach
Jenny has been on the team since
1999. She helped develop Toolbox
before moving into Family Coaching.
She is also a regular contributor to
Parenting magazine.
Nicola Gaze
Events Manager
Nic joined our team in September
2015 after spending the majority of her
working life as a pastor leading kids’,
family and women’s ministries.
Jenny Horst
Strategic Partnerships Director
Jenny is the owner of Communicode
Consulting, former CEO of Te
Whakaora Tangata. Prior to that, she
was the Marketing Manager at Maxim
Institute.
Bruce Waldin
Funding and Marketing Director
Bruce joined the team in 2015. He
has an extensive background in
marketing and fundraising for non-profit
organisations, including World Vision and
the Heart Foundation.
David Belcher
Executive Chairman of merchant
bankers, Clavell Capital Limited.
Chairman of Dairy Farms NZ Ltd and
Rocpac Ltd, and a Director of
Clevedon Hills Estates Ltd.
Jo Gould
30 years of business experience.
Actively involved in community
organisations, Plunket, Friends of
Starship Children’s Hospital and the
Auckland City Mission.
Greg Eden
Founder and owner of accountancy
firm Eden Perich Prewett Limited,
and member of the Institute of
Directors and the Institute of Chartered
Secretaries and Administrators.
Russell Hewitt
Former CEO of Computerland,
Compaq Computers and Hewlett
Packard. Significant involvement with
Vodafone Australia and the Vodafone
Foundation.
Alison Barrass
Former CEO of Griffin’s Foods and
Independent Director on the board of
Methven and Callaghan Innovation.
Sir Ralph Norris KNZM
Former CEO and MD of The
Commonwealth Bank of Australia,
Air New Zealand Ltd and ASB Bank
Ltd. Chairman of Fletcher Building Ltd
and Contact Energy Ltd, and member
of the Advisory Board of the New
Zealand Treasury.
Nicola Taylor
Co-owner of successful business,
Tax Traders, with a background in
commercial law and governance
(in local government, education and
not-for-profit sectors).
Emeline Afeaki-Mafile’o
Founder of Affirming Works, member
of the Tindall Foundation’s NZ Social
Entrepreneur Fellowship and member
of the NZ Order of Merit in 2016 for
services to the Pacific Community.
Mark Powell
Former CEO of The Warehouse Group.
‘CEO in Residence’ at Massey University
Business School, and Non-Executive
Director of the Australian retailer
‘The Good Guys’.
Board
109 10
Our programmes
1211
Highlights
The growth of the Building Awesome
Whānau Toolbox (BAW) has been quite
phenomenal. In just 18 months, it has
come to represent 48 percent of all our
courses. 50 percent of Toolbox courses
in nine of the 18 regions we cover are
BAW courses. In Northland, the East
Coast and Hawkes Bay, 70 percent of
the Toolbox courses we run are BAW.
In 2016, we appointed a National BAW
Coordinator, Hannah Haiu. Since joining
the team, Hannah has completed an
audit on BAW, including the material,
role of facilitation and how the BAW
course is impacting communities
throughout Aotearoa.
Four regional team leaders were also
appointed to provide more support to
Future
Moving forward, we are excited to say
that the redevelopment of the Early
Years and Middle Years Toolbox course
material has begun. We will also
be developing a team of contract
Toolbox facilitators.
In order to reach a wider spectrum
of families in need we plan to continue
to lobby the government to extend the
reach of our government contract.
our fantastic team of regional Parenting
Place coordinators.
Expanding our reach beyond our
nation, John Cowan, our senior presenter
and creative producer, was flown to
China to present Toolbox parenting
courses to over 300 Chinese parents.
4,210 parent attendees
178 caregiver attendees
565 Toolbox groups
69 teen parentgroups
“Instead of dreading the teen years, I now feel empowered to be a great parent and have great kids. I’m looking forward to having teenagers!”Toolbox participant
Highlights
This year we celebrated the long service
of three valued staff members – two
who have been with us for 10 years
(Robin Ferguson and Gill Williams), and
one for 20 years (John Cowan).
We would not be able to do what we
do without our volunteers. In this last
year alone, 12,712 volunteer hours were
contributed towards the facilitating and
hosting of Toolbox courses.
We are incredibly appreciative of our
team of 10 volunteers at our Auckland
head office too. They worked a total
of 346 volunteer hours during 2015,
assisting with administration, workshops
and the café. We got to welcome a
student intern onto the team, helping
Future
Over the next year, we will remain
committed to building an environment
of employee engagement,
empowerment and involvement, where
staff and volunteers can offer their best.
We are also committed to equipping
her gain HR work experience as part
of her bachelor’s degree. Based on an
estimated $18 per hour, the volunteer
hours equate to a contribution of
$235,044.
We received the community services
standard approval (Level 3) from the
Ministry of Social Development, and
42.5 percent of our staff attended a
minimum of one course as part of their
personal/professional development.
80 staff members
38part-time staff
66% staff based in Auckland
15contractors/casual staff
27 full-time staff
managers with tools, resources and
a policy framework that facilitates an
effective operating environment.
Special attention will be given
to developing work plans and
performance objectives for each
staff member, identifying the tasks/
activities and expected results for future
performance. A health benefits strategy
will be created, including programmes
that enhance the well-being of our
employees and their families. This is
in alignment with the new Health and
Safety at Work Act.
We will also be designing an
approach, strategy and programme to
hire, deploy, develop and retain the best
people in our field.
Our people
13
Highlights
One of the highlights of our 2015
programme was hosting Dr Gordon
Neufeld for a week of workshops,
entitled Wired to connect. Dr Neufeld
provided excellent presentations on
the latest in attachment science, aimed
at parents and professionals. We look
forward to carry on providing his Power
to the parent courses.
Throughout 2015 we continued to
provide a wide range of workshops in
the centre. Some of the favourites were,
Discipline without shouting, force or
fluster, The highly sensitive child and
Raising happy, confident and resilient
children. We ended the year with a fun
night for mums with Lisa O’Neill (and a
glass of champagne) on How to style
your Christmas.
Future
This next year, we will be further
developing our daytime programmes
and services for parents.
Part of this plan includes the
introduction of the SPACE programme
(Supporting Parents Alongside
Children’s Education) to our workshops
– an exciting addition to the work
we do in the centre. The SPACE
programme is aimed primarily at first-
time parents with newborn babies,
and is designed to support parents
through the first year of their child’s
developmental journey.
We also plan to host daytime
Early Years and Middle Years
Toolbox parenting courses.
267 room hires
184 coffee groups
193 workshops
4,171 parents and caregivers
“The talk was fun! It was full of clear, practical messages and great ideas. It held my attention and was presented in a way I could relate to.”Workshop attendee
The Parenting Place centre
Highlights
Over the last year, Hauora, a new
presentation about holistic well-being
was created and has become a hugely
popular presentation with schools.
The hauora model is the cornerstone
of New Zealand’s health education
curriculum, and now Attitude has a
presentation that directly addresses this
important concept.
The Being me package that
complements the workbook was
developed and released this year.
The videos and lesson plans created
complement the presentations and are
used in schools long after we deliver
our presentations and workshops.
These tools deepen our impact within
school communities.
The intermediate programme
continued to grow in 2015, with 109
Future
Attitude will continue to increase
its reach into intermediate schools,
especially in the regions. We are also
planning on digitising our resources
to make them more accessible to
both teachers and students. This is an
exciting space as many schools are
moving towards the modern learning
environment model, and a ‘bring your
own device’ model of education.
presentations delivered to 11,110 more
young people than last year.
Our online presence and reach has
continued to expand. We now have
over 35,000 followers across our social
media platforms, with an average
weekly engagement of over 20,000
people. Our most popular post reached
more than 200,000 people and was
shared 921 times.
245,882 students
1,865 presentations
56 parent talks
“Today we had an amazing, heartwarming and motivating speech from Attitude. I must say it did change my mindset for my future and truly hit the hearts of a lot of people in our school.”Student
14
1615
10,935 young people at NYLD
3 Fathers’ Breakfasts
9 NYLDevents
1,283 dads impacted
NYLD
NYLD 2015 swept through the country,
visiting Auckland, Rotorua, Palmerston
North, Wellington, Christchurch and
Dunedin. In total, we hosted nine events
– seven primary and intermediate, and
two secondary school events.
Over 10,000 young people were
encouraged to lead themselves and
others well as they listened to a variety
of inspirational speakers, including
William Pike, Tony Christiansen, Chris
Jupp, Steve Gurney, Phoenix Pule’anga,
Simon Gault, Marcus Winter and
Sarah Dippie. Each day ended with a
performance from Jamie McDell.
In 2016 we will be expanding
our secondary school events to
Christchurch and Dunedin and
launching our first NYLD in Nelson.
Fathers’ Breakfast
The annual Fathers’ Breakfasts were
hosted by The Parenting Place in
Wellington (Shed 6), Christchurch
(Wigram Airforce Museum) and
Auckland (Sky City) this last year.
Over 1200 dads came out and enjoyed
a hearty breakfast accompanied by
inspiring talks from a great line-up of
guest speakers. Across the three events,
our speakers included Tim Wilson, Paul
Blackwell, Mark Powell, Israel Cooper,
Murray Edrigde and Conrad Smith.
“Amazing and inspiring. Each and every speaker made me want to get up, get out and make a difference. Each speaker enriched my future by 100 percent.”NYLD student
Events
Hot Tips events
Our Hot Tips team had a busy year,
presenting at least seven events each
month. We have loved engaging with
communities of parents, whether it’s
in kindergartens, churches, schools or
other community organisations.
The team travelled widely in 2015,
presenting in Hastings, Karori, Waiheke,
Havelock North, Porirura, Invercargill,
Tauranga, and Geraldine. We also held
many events in and around Auckland.
Our most popular topics were The
strong-willed child (always a favourite),
and Digi-parenting.
We have also enjoyed increasing our
impact in the workplace. John Cowan
and Jenny Hale presented to the staff
of Simpson Grierson, nib NZ, Financial
Markets Authority (FMA) and 2degrees.
Hot Tips Parenting Roadshow
The Hot Tips Parenting Roadshow is
an idea we piloted in early 2016, with
the goal to bring our Hot Tips events to
the regions. Our Toolbox coordinators
are doing fantastic work in local
communities, and the Roadshow is a
way to support and expand their work.
The Roadshow has taken us from
the top of the North Island to the deep
South, inspiring and equipping parents
along the way. By the end of the
Roadshow, our presenters, John Cowan,
Jenny Hale, Dave Atkinson, Pio Terei,
and Petra Bagust will have delivered
over 30 presentations on topics ranging
from The top 10 tools for engaging
cooperation to Creative parenting – new
solutions to old problems.
52 Hot Tips events
2,056Roadshow attendees
4,099 Hot Tips attendees
275 Toolbox sign-ups
32Roadshow events
“Today has been a totally different day because of what I learned last night. It is so easy in the midst of everything to forget to be calm and confident and to not take things personally. I will certainly be recommending it to others.”Hot Tips participant
1817
532 coaching sessions
144 return visits
Highlights
We now have a team of five coaches,
which means coaching can be booked
on any day of the week. Based out of
Wellington, Julz Talia Wong-Kee will
be the first coach trained outside of
Auckland.
Skype sessions and phone calls
continue to grow as a way of
connecting with parents.
Coaching continues to meet the need
for insightful, practical and encouraging
advice for parents. Parents are relieved
that they can access genuine help,
and there continues to be a good
connection between coaching, Toolbox
and parenting events.
Future
Moving forward, we will be training
more coaches who can work in
regions outside of Auckland. We are
exploring more in-depth training
for coaches to encourage and equip
families who are experiencing complex
challenges.
We will continue to walk alongside
families, supporting them on an ongoing
basis for more sustainable results.
472 face-to-face sessions
47 phone or Skype calls
“We are both so thankful to you for your help and often talk about how appreciative we are. You gave us our sweet little lady back again and gave us sanity (and sleep!).”Parent
Events
The Parenting Show with Pio
Pio embarked on a mini roadshow in
August and September, presenting at
12 events in towns including Paeroa,
Waihi, Kawerau, Maketu, Opotiki, Napier
and Waipukurau. We have enjoyed
some generous funding this year, which
enabled us to offer our events at a
reduced cost to our organisers, parents
and young people.
Pasifika families
Pasifika families kicked the year off
with Nick Tuitasi speaking to 250
parents at St Andrew’s Community
Church in Otahuhu. In addition to
presenting at schools, Nick and Vasa
have enjoyed the opportunities to work
in church communities.
21 events with Pio
1,555 Pio event attendees
614 Pasifika attendees
Future
In the upcoming year, we will continue
to grow the reach of our presentations
in the regions. We will be exploring
opportunities to provide professional
development for Early Childhood
Centres, wrap-around parenting
services and content for schools, as
well as strengthening our relationships
with churches.
We hope to introduce Pio and
his Building Awesome Whānau
presentation to more marae
communities. We have also made some
positive connections with Health Star
Pacific Trust, who manage a number
of Early Childhood Centres. We aim
to grow this audience, presenting at
each of these centres to their families
and staff. We also plan to pursue
opportunities for parenting programmes
for dads in prison.
“Pio, you were the golden thread that laced us all together. You fit in like a glove, like a second skin, nothing more than outstanding.”Orakei marae
The primary Pasifika Families
presentation is Encouraging positive
family dynamics – a talk that prompted
Rosebank School to hold two Pasifika
events due to the positive response
from their parents.
2019
24,347 EDM subscribers
10,587 Facebook followers
1,040 Twitter followers
274 Instagram followers
1,800 Pinterest followers
Digital
Highlights
We have employed a new digital
marketer who has brought a sense of
energy and momentum to our work in
the digital space.
Our social media engagement has
continued to increase, with Facebook
being our primary connection point
with parents online. Our first Facebook
Live session with John Cowan and
Petra Bagust was a huge success.
We have high website engagement
through our contact form, receiving an
average of three emails per day, asking
questions about workshops, Toolbox
and Family Coaching.
Future
We have begun to re-think our digital
communications strategy, and will
be rolling out a comprehensive plan,
across our website, social media and
EDM communication. This will include
a website refresh, as well as a redesign
of our EDMs.
We are looking into new digital ways
of engaging and inspiring parents.
Currently, we are exploring the idea of
producing parenting podcasts – one for
mums and one for dads. We would also
like to turn Facebook Live into a regular
series with high production value and
engaging content.
“This is awesome, I am loving what you have to say! Can you please do this more often?”Facebook Live participant
57% of readers are long-standing and loyal
42.2 minutes average read time per issue
160,000 potential views per issue
Highlights
The magazine team has undergone
some big changes over the last
12 months. To make the transition
between editors as smooth as possible
for our readers, we have sought to
maintain a similar format and style,
whilst slowly introducing new elements
and ideas.
We now craft each issue along the
lines of an engaging theme. Providing
a bi-monthly resource that looks at
a particular aspect of family life from
numerous angles has brought a sense
of depth and longevity to each issue.
As we have sought to better integrate
our work, Parenting magazine has
been a fantastic way to showcase our
programmes and activities, alongside
quality articles and impactful stories.
Future
Parenting magazine will undergo a
review in the upcoming months. We
would like to make sure that we are
providing a resource for parents that is
not only inspiring and encouraging, but
one that is the best use of our resources
at The Parenting Place.
As we clarify our overall
communications strategy, we will also
be considering how the magazine
aligns with the distinctive voice of The
Parenting Place, and how it can better
function as an advocate for all our
programmes and activities.
“The magazine is just getting better and better. The articles are so real to life, with fantastic topics. Anyone can pick up the magazine and get something out of it. It just covers all ages and stages of life.”Magazine subscriber
22
Our financials
21
24
Expenditure $5.1m
The majority of our costs are in our people and programmes, as we continue to invest in a high performing team
and develop great content for our programmes and resources.
Wilberforce 21 Trust
Our partners Performance summary
Toyota New Zealand Ltd
Toyota has an established partnership
with The Parenting Place because we
believe that strong families and values
are an essential foundation to a healthy,
functioning society and a successful
nation. We are proud of the work that
The Parenting Place team is doing and
endorse their work in this country. We
are honoured that our contribution
is positively impacting families and
helping to make a difference.
Alistair Davis
CEO, Toyota New Zealand Ltd
Vodafone New Zealand Ltd
We have partnered with The Parenting
Place since 2009, brought together by
our shared passion and commitment to
achieving healthy outcomes for young
New Zealanders and families. We want
to equip Kiwis with the confidence to
use technology in a safe and positive
way. With the launch of digi-parenting.
co.nz – an online hub offering simple
practical digital parenting advice – our
partnership is stronger than ever.
Russell Stanners
CEO, Vodafone New Zealand Ltd
The Warehouse Group Ltd
Supporting communities across New
Zealand is something that has been part
of our DNA from the time Sir Stephen
Tindall opened the doors of our very
first Red Shed 33 years ago. With our
focus on partnering with organisations
that support families and young people,
The Parenting Place has proven to be a
great fit with our community objectives
and with the values of The Warehouse.
We’re very proud to be able to contribute
in some small way to the incredibly
valuable work The Parenting Place does
in schools and with families across our
fantastic country and look forward to our
ongoing partnership in the future.
Mark Powell
CEO, The Warehouse Group Ltd
Key Community and Business Supporters
A huge, heartfelt thank you to our corporate sponsors, as well as our business and community supporters. We are incredibly grateful
for your financial generosity, as well as your partnership in the work of The Parenting Place. Thank you for sharing our vision and
heart for the families of Aotearoa, New Zealand.
Revenue $4.6m
Operating income from our programmes, café, magazine and bookshop continue to support our mission, and we
are grateful for a stable funding base from the Ministry of Social Development, our key sponsors and other grants
and donations.
Staff costs 59%
Programme costs and resource development 14%
Property costs 6%
Travel and vehicle 4%
Communications and IT 4%
Office administration 3%
Book and magazine cost of sales 3%
Café and workshop costs 3%
Insurance, audit, bank and legal fees 2%
Rental and operating leases 2%
59%
2%
3%3%
3%
4%
4%
6%
2%2%
14%
Operating income 40%
Grants and donations 28%
Ministry of Social Development funding 13%
Rental Income 13%
Sponsorship 6%
40%
28%
13%
13%
6%
40%
28%
13%
13%
6%
A huge, heartfelt thank you to our corporate sponsors, as well as our business and community supporters. We are incredibly grateful
for your financial generosity, as well as your partnership in the work of The Parenting Place. Thank you for sharing our vision and
heart for the families of Aotearoa, New Zealand.
26
Horowhenua District Council $2,000.00
Hutt City Council $3,000.00
Hutt Mana Charitable Trust $5,000.00
Infinity Foundation $4,000.00
JN Williams Memorial Trust/HB Williams Turanga Trust
$20,000.00
John Beresford Swann Dudding Trust $2,480.00
John Illot Charitable Trust $4,000.00
Kapiti Coast District Council $1,000.00
Kathleen Dorothy Kirkby Charitable Trust $2,000.00
Kawerau District Council $1,308.10
Lion Foundation $50,000.00
Lottery National Community Committee $75,000.00
Mainland Foundation $4,397.00
Mana Community Grants Foundation $6,108.00
Marlborough District Council $500.00
Masterton District Council $1,000.00
Maurice Carter Charitable Trust $4,500.00
Methodist PAC Endowment Fund $4,000.00
Milverton Trust $500.00
Nelson City Council $1,308.00
New Zealand Christian Foundation $10,000.00
Nikau Foundation $2,500.00
North and South Trust $5,693.18
Northland Community Foundation $5,000.00
New Plymouth District Council $4,000.00
NZ Federation of Graduate Women (Otago branch) $1,500.00
Otago Community Trust $6,000.00
Oxford Sports Trust $2,008.00
Page Trust $1,500.00
Palmerston North City Council (Celebrating Communities Fund)
$3,000.00
Pegasus Sports Foundation $1,793.18
Pelorus Trust $5,000.00
Pub Charity $12,258.26
Rata Foundation $24,648.00
Redwood Trust $1,000.00
RG & EF MacDonald Trust Board $1,000.00
Selwyn District Council $1,500.00
Sir John Logan Campbell Residuary Estate $3,500.00
SKYCITY Auckland Community Trust $30,000.00
SKYCITY Hamilton Community Trust $7,000.00
SKYCITY Queenstown Community Trust $437.36
Southern Trust $10,000.00
Southland District Council $2,000.00
South Waikato District Council $1,000.00
Springhill Charitable Trust and Frimley Foundation $20,000.00
Synod Otago & Southland Educational Fund $22,000.00
Thames Coromandel District Council $1,200.00
The Trusts Community Foundation $21,365.85
Thomas Bevan Charitable Trust $1,000.00
Thomas George MacCarthy Trust $8,000.00
Thomas Hobson Trust $1,806.18
Tindall Foundation $10,916.00
Trillian Trust $1,241.00
Trust House Charitable Trust $1,000.00
Trust Waikato $5,000.00
Upper Hutt City Council $1,150.00
Waikato District Council $400.00
Waikato WDFF Karamu Trust $1,000.00
Waipa District Council $1,000.00
Waitaki District Council $524.50
Wellington City Council (Venues Subsidy) $2,058.00
Wellington Community Trust $10,000.00
West Coast Community Trust $1,000.00
Whakatane District Council $1,000.00
Whanganui Community Foundation $4,000.00
Whangarei District Council $2,000.00
Wilberforce 21 Trust $54,000.00
Grants
Thank you to all those who make our work possible through the giving of grants. Grants provide a crucial source of funding for
The Parenting Place, and we deeply appreciate all those who support us in this way.
Acorn Foundation $5,000.00
Advance Ashburton Community Foundation $2,500.00
Albert D Hally Trust $2,500.00
Alfred William Parons Trust $2,862.00
Auckland Airport Community Trust $12,401.00
Auckland Council – Franklin Local Board $300.00
Auckland Council – Howick Local Board $6,900.00
Auckland Council – Maungakiekie-Tamaki Local Board
$1,377.00
Auckland Council – Manurewa Local Board $5,865.00
Auckland Council – Papakura Local Board $3,304.00
Auckland Council – Puketapapa Local Board $2,000.00
Auckland Council – Waitemata Local Board $3,900.00
Auckland Council – Whau Local Board $3,000.00
Auckland Council North (Strengthening Communities Fund)
$1,411.00
Blue Sky Community Trust $9,885.13
Blue Waters Community Trust $8,251.00
Buller/West REAP $2,000.00
CR Stead Trust $3,000.00
Caleb No 2 Trust $15,000.00
Catholic Care Foundation $3,928.25
Catholic Caring Foundation $15,000.00
Catholic Social Services Diocese of Palmerston North
$2,000.00
Central Lakes Trust $1,500.00
CERT Your Local Gaming Trust $5,586.53
COGS – Auckland City $3,000.00
COGS – Canterbury Rural $3,000.00
COGS – Central Otago $1,500.00
COGS – Coastal Otago/Waitaki $2,200.00
COGS – Far North $5,863.00
COGS – Kahungaunu Ki Heretaunga $3,500.00
COGS – Kirikirioa/Hamilton City $1,000.00
COGS – Manukau $4,511.00
COGS – Mataatua $3,500.00
COGS – Nelson/Bays $2,000.00
COGS – North Taranaki and Coastal Areas $2,000.00
COGS – Papakura/Franklin $3,837.53
COGS – Rodney/North Shore $2,201.00
COGS – Rotorua $3,000.00
COGS – Southland $2,500.00
COGS – South Taranaki $2,000.00
COGS – South Waikato $1,267.00
COGS – Tairawhiti $3,153.00
COGS – Tongariro $2,500.00
COGS -Waikato West $4,100.00
COGS – Wairarapa $1,000.00
COGS – Waitakere City $2,500.00
COGS – West Coast $2,158.00
COGS – Whangarei/Kaipara $1,981.00
COGS – Whitireia $2,000.00
Community Trust of Southland $16,950.00
David Ellison Charitable Trust $9,000.00
Diocesan Welfare Council $7,000.00
Donald & Nellye Malcolm Charitable Trust $1,500.00
Dragon Community Trust $5,000.00
Dunedin Casino Charitable Trust $1,000.00
Eastern & Central Community Trust $16,000.00
Emmanuel Trust $8,000.00
Far North District Council $2,234.13
First Light Community Foundation $2,000.00
First Sovereign Trust $3,600.00
For Everyone Charitable Foundation $1,604.70
Foundation North $30,000.00
Four Winds Foundation $13,000.00
Gallagher Charitable Trust $2,000.00
George Sevicke Jones Trust $5,000.00
Geyser Community Foundation $3,250.00
Hawke's Bay Foundation $2,000.00
Helen Graham Charitable Trust $1,000.00
27 28
Auditor’s report
__,,_ EV Building a better
Chartered Accountants
working world
Independent Auditor's Report
To the Board of the Parenting Place Incorporated
Report on the Financial Statements
We have audited the group financial statements of The Parenting Place Incorporated ("the society") and its subsidiaries ("the Group") on pages 4 to 12, which comprise the statement of financial position of the Group as at 31 March 2016, and the statement of financial performance, statement of movements in Group funds and statement of cash flows for the year then ended, and a summary of significant accounting policies and other explanatory information.
This report is made solely to the society's Board. Our audit has been undertaken so that we might state to the Board those matters we are required to state to them- in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the society and its Board as a body, for our audit work, for this report, or for the opinions we have formed.
Board's Responsibility for the Financial Statements The Board is responsible on behalf of the entity for the preparation and fair presentation of the financial statements, in accordance with Public Benefit Entity Standards with Reduced Disclosure Requirements, and for such internal control as the Board determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
Auditor's Responsibility Our responsibility is to express an opinion on the financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing (New Zealand). These auditing standards require that we comply with relevant ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on our judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, we have considered the internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates, as well as evaluating the overall presentation of the financial statements.
We believe we have obtained sufficient and appropriate audit evidence to provide a basis for our audit opinion.
Other than in our capacity as auditor we have no relationship with, or interest in, the Group.
Partners and employees of our firm may deal with the Group on normal terms within the ordinary course of trading activities of the business of the Group.
Basis for Qualified Opinion There was no system of control over cash donations and other fundraising income on which we could rely for the purpose of our audit. We were unable to confirm, or verify by alternative means, the cash donations and other fundraising income of $1,285,827 included in the Statement of Financial Performance within the classification Donations for the year ended 31 March 2016. As a result of this matter, the scope of our audit was limited and we were unable to determine whether any adjustments might have been found necessary in respect of recorded or unrecorded cash donations and other fundraising income, had we been able to obtain sufficient evidence concerning cash donations and other fundraising income.
OpinionIn our opinion, except for the possible effects of the matters described in the Basis for Qualified Opinion, the financial statements on pages 4 to 12 present fairly, in all material respects, the financial position of Group as at 31 March 2016 and its financial performance and cash flows for the year then ended in accordance with Public Benefit Entity Standards with Reduced Disclosure Requirements.
A member firm of Ernst & Young Global Limited
19 October 2016 Auckland
Note 2016
$
Revenue from non-exchange transactions
Donations 8 1,285,827
Sponsorship 10 265,900
Ministry of Social Development funding 9 599,992
Total revenue from non-exchange transactions 2,151,719
Revenue from exchange transactions
Fees 1,089,684
Book sales 160,303
Magazine sales 108,457
Advertising revenue 108,344
Café sales 251,302
Workshop sales 54,534
Other income 80,005
Rent received 619,338
Total revenue from exchange transactions 2,471,967
Total revenue 4,623,686
Expenditure
Staff costs (3,023,286)
Book cost of sales (69,365)
Magazine cost of sales (93,364)
Communications (121,983)
Programme costs (698,077)
Café and workshop costs (169,567)
Travel and vehicle (194,635)
Office administration (148,639)
Rental and operating leases (103,530)
Printing and design (24,452)
Information technology (76,346)
Insurance (24,527)
Bank fees (17,920)
Legal fees 11 (11,815)
Audit fees 11 (40,000)
Property expenses (293,009)
Total expense (5,110,515)
EBITDA (486,829)
Interest income 5,717
Interest expense (21,361)
Depreciation 5 (231,128)
Surplus / (Deficit) for the year (733,601)
Other comprehensive revenue and expense
Revaluation gain on property, plant and equipment 5 713,278
Total comprehensive revenue and expense for the year (20,323)
The Parenting Place Incorporated Consolidated Statement of Financial Performance for the year ended 31 March 2016
The accompanying notes form part of these financial statements.
3029
Note 2016 As at 1 April 2015
$ $
Current assets
Cash and cash equivalents 3 129,847 678,988
Accounts receivable from exchange transactions 354,842 432,876
Inventory 4 79,550 84,554
Prepaid expenses 148,730 241,873
Total current assets 712,969 1,438,291
Non-current assets
Property, plant and equipment 5 12,840,808 12,073,083
Total non-current assets 12,840,808 12,073,083
Total assets 13,553,777 13,511,374
Current liabilities
Accounts payable and accruals (214,228) (414,313)
Finance leases 6 (48,651) (9,677)
Bank overdraft (64,210) (266,667)
Bank loan 7 (19,066) -
Income in advance (348,506) (287,767)
Provision for holiday pay (72,166) (72,599)
GST and PAYE payable (105,910) (98,086)
Prepaid magazine subscriptions (18,122) (28,653)
Total current liabilities (890,859) (1,177,762)
Non-current liabilities
Finance leases 6 (145,477) (26,782)
Bank loan 7 (230,934) -
Total non-current liabilities (376,411) (26,782)
Total liabilities (1,267,270) (1,204,544)
Society funds 12,286,507 12,306,830
The Parenting Place Incorporated Consolidated Statement of Financial Position as at 31 March 2016
The Parenting Place Incorporated Consolidated Statement of Movements in Society Funds for the Year ended 31 March 2016
Accumulated comprehensive Revaluation Total society
revenue and expense reserve funds
$ $ $
As at 1 April 2015 7,040,738 5,266,092 12,306,830
Surplus/(deficit) for the year (733,601) - (733,601)
Other comprehensive revenue and expense - 713,278 713,278
Total comprehensive revenue and expense (733,601) 713,278 (20,323)
As at 31 March 2016 6,307,137 5,979,370 12,286,507
The accompanying notes form part of these financial statements.
Note 2016
$
Cash flows from operating activities
Total comprehensive revenue and expense for the year (20,323)
Adjustments to reconcile total comprehensive revenue and expense for the year to net cash flows:
Depreciation 231,128
Revaluation gain on property, plant and equipment 5 (713,278)
Bank fees 1,901
Working capital adjustments:
Increase in current assets 176,181
Decrease in current liabilities (344,944)
Net cash from operating activities (669,335)
Cash flows from investing activities
Purchase of property, plant and equipment 5 (114,919)
Net cash used in investing activities (114,919)
Cash flows from financing activities
Proceeds from term loan 7 250,000
Payment of finance lease liabilities 6 (14,887)
Net cash used in financing activities 235,113
Net increase/(decrease) in cash and cash equivalents (549,141)
Cash and cash equivalents at the beginning of the year 678,988
Cash and cash equivalents at the end of the year 129,847
The Parenting Place Incorporated Consolidated Statement of Cash Flows for the year ended 31 March 2016
The accompanying notes form part of these financial statements.
David Belcher Greg Eden
Chairman Director
Date: Date:
3231 The Parenting Place Incorporated Notes to the Consolidated Financial Statements for the year ended 31 March 2016
Reconciliation of accumulated funds under the special reporting framework to that under PBE Standards As at 1 April 2015
$
Net accumulated funds under special reporting framework 6,298,743
Adjustments to accumulated comprehensive revenue and expense:
Change in Accounting Policy for property, plant and equipment see Note 2 5,266,092
Impairment of goodwill (30,484)
Non-exchange revenue 772,479
Net accumulated funds under PBE Standards 12,306,830
1. Statement of accounting policies
Reporting entity
The Parenting Place Incorporated (the ‘Society’) is a society registered under the Incorporated Societies Act 1908 and a charity registered
under the Charities Act 2005.
The financial statements consist of the Society and its subsidiary (collectively, the ‘Group’).
Statement of compliance
The financial statements have been prepared in accordance with the Charities Act 2005 which requires compliance with the generally
accepted accounting practice in New Zealand (NZ GAAP). The Group are public benefit entities for the purpose of financial reporting.
The financial statements of the Group comply with PBE Standards. The financial statements of the Group have been prepared in
accordance with Tier 2 PBE Standards and disclosure concessions have been applied. The Group are eligible to report in accordance
with Tier 2 PBE Standards because they do not have public accountability and they are not large.
Measurement base
The measurement base adopted is that of historical cost, with the exception of a building classified as property, plant and equipment,
which is measured at fair value. The reporting currency is NZ dollars, rounded to the nearest dollar.
Effect of first-time adoption of PBE standards
This is the first set of financial statements of the Group that is presented in accordance with PBE Standards. The Group have previously
reported under the special reporting framework.
The changes in the Group’s accounting policies on adopting of PBE Standards are as follows:
PBE IPSAS 23 Revenue from Non-Exchange Transactions
The application of this standard affected the Group’s accounting for funding and sponsorship revenue. In the previous financial year,
these revenue streams received in relation to the provision of a service or for a specific project were recognised as revenue on a
percentage of completion basis. However, PBE IPSAS 23 requires revenue from non-exchange transactions to be recognised as revenue
as soon as the inflow of resources can be recognised as an asset in the financial statements, unless the inflow of resources meets the
definition of and recognition criteria for a liability. Non-exchange revenue from funding and sponsorship can only be deferred and
recognised as a liability if there is a condition attached to the funding or sponsorship that requires an entity to use the funds as specified
by the party providing the funds or return of the cash (or other resources transferred under the funding agreement) if the entity does not
perform as specified.
Significant accounting policies:
a) Basis of Consolidation
Subsidiaries are entities in which the Society has the capacity to determine the financing and operating policies so as to obtain benefits
from their activities. Subsidiaries are fully consolidated from the date on which control is obtained by the Group and cease to be
consolidated from the date on which control is transferred out of the Group. The financial statements of the subsidiaries are prepared
for the same reporting period as the parent company, using consistent accounting policies. The effects of all significant inter-company
transactions between entities that have been consolidated are eliminated on consolidation.
b) Cash and cash equivalents
Cash and cash equivalents in the Statement of Financial Position comprise cash at bank and in hand and short-term deposits with an
original maturity of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant
risk of changes in value.
c) Accounts receivable
Accounts receivable are classified as loans and receivables financial assets. They are initially measured at fair value plus transactions costs
that are attributable to the acquisition. Accounts receivable are subsequently measured at amortised cost using the effective
interest method, less an allowance for impairment. Individual debts that are known to be uncollectible are written off when identified.
An impairment provision is recognised when there is objective evidence that the Group will not be able to collect the receivable.
Financial difficulties of the debtor, default payments or debts more than 60 days overdue are considered objective evidence of
impairment. The amount of the impairment loss is the receivable carrying amount compared to the present value of estimated
future cash flows.
d) Goods and services tax
These accounts have been prepared on a GST exclusive basis, except for receivables and payables, which are recognised inclusive
of GST.
e) Inventories
Inventory is recorded at cost upon initial recognition. Where inventories have been donated, these are recorded at fair value, with an
equal amount recognised as donations. Inventories consist of finished goods only. After initial recognition, inventories are recognised
at the lower of cost, determined on a first-in first-out basis and net realisable value. However, inventory held for distribution or deployment
at no charge or for a nominal charge is measured at cost, adjusted when applicable for any loss of service potential.
f) Property, plant and equipment
Property, plant and equipment are initially recorded at cost. Property, plant and equipment, except for land and buildings, are subsequently
measured at costs less accumulated depreciation and accumulated impairment losses. Land and buildings are measured at fair value, less
accumulated depreciation on the building recognised after the date of the revaluation. Valuation is performed with sufficient frequency
to ensure that the fair value of a revalued asset does not differ materially from its carrying amount. A revaluation surplus is recorded in
other comprehensive revenue and expense and credited to the asset revaluation reserve in Society Funds. However, to the extent that it
reverses a revaluation deficit of the same asset previously recognised in surplus or deficit, the increase is recognised in surplus or deficit.
Depreciation is provided on a straight line value basis at rates assessed by the Group based on the useful life of the asset.
Furniture and fittings 10% to 20%
Office equipment 10% to 60%
Leasehold improvements 10% to 20%
Vehicles 20% to 21%
Software 40%
Buildings 2%
34The assets’ residual values, useful lives and depreciation methods are reviewed, and adjusted if appropriate, at each financial year end.
For revalued buildings, any accumulated depreciation as at the revaluation date is eliminated against the gross amount of the asset and
the net are restated to the revalued amount of the asset.
Any expenditure that increases the economic benefits derived from an asset is capitalised. Expenditure on repairs and maintenance that
does not increase the economic benefits is expensed in the period it occurs.
When an item of property, plant and equipment is disposed of, the difference between net disposal proceeds and the carrying amount is
recognised as a gain or loss in the Statement of Financial Performance. Upon disposal or derecognition, any revaluation reserve relating to
the asset being sold is transferred to accumulated comprehensive revenue and expense. The building at 300 Great South Road has been
pledged as security for the bank loan and overdraft currently in place.
Impairment of Property, plant and equipment:
For the purpose of assessing impairment indicators and impairment testing, the Group classifies all property, plant and equipment as cash
generating assets because the primary objective of these Group’s assets is to generate commercial return.
At each reporting period, assets are tested for impairment. If any indication of impairment exists, an estimate of the asset’s recoverable
amount is calculated. Recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. In assessing value
in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market
assessments of the time value of money and the risks specific to the asset. If the recoverable amount of an asset is less than its carrying
amount, the item is written down to its recoverable amount. The write down of an asset recorded at historical cost is recognised as an
expense in the Statement of Financial Performance.
The carrying amount of an asset, except for goodwill, that has previously been written down to recoverable amount is increased to
its current recoverable amount if there has been a reversal of the impairment loss. The increased carrying amount of the item will not
exceed the carrying amount that would have been determined if the write down to recoverable amount had not occurred. Reversals of
impairment write downs are recognised in the Statement of Financial Performance.
g) Accounts payable
Accounts payable, on initial recognition, are classified as financial liabilities at amortised cost. Accounts payable are initially recognised at
fair value net of directly attributable transaction costs. After initial recognition, accounts payables are carried at amortised cost and due to
their short term nature they are not discounted. They represent liabilities for goods and services provided to the Group prior to the end
of the financial year that are unpaid and arise when the Group becomes obliged to make future payments in respect of the purchase of
these goods and services. The amounts are unsecured and are usually paid within 30 days of recognition.
h) Provisions
Provisions are recognised when the Group has a present obligation (legal or constructive) as a result of a past event. It is probable that an
outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate can be made of the
amount of the obligation.
i) Income tax
Both the Society and its subsidiary (The Parenting With Confidence Charitable Trust Board) have been approved as charitable organisations
for income tax purposes and have no income tax liability.
j) Leases
Group as a lessee:
The Group leases certain buildings, office equipment and vehicles.
Operating lease payments, where the lessors effectively retain substantially all the risks and benefits of ownership of the leased item, are
recognised as an expense in surplus or deficit in equal instalments over the lease term.
Finance leases are leases that transfer substantially all of the risks and benefits incidental to ownership of the leased item to the Group.
Assets held under a finance lease are capitalised at the commencement of the lease at the fair value of the leased property or, if lower,
at the present value of the future minimum lease payments. The Group also recognises the associated lease liability (hire purchases)
at the inception of the lease, at the same amount as the capitalised leased asset. Subsequent to initial recognition, lease payments are
apportioned between finance charges and reduction of the lease liability so as to achieve a constant rate of interest on the remaining
balance of the liability. Finance charges are recognised as finance costs in surplus or deficit. An asset held under a finance lease is
depreciated over the useful life of the asset. However, if there is no reasonable certainty that the Group will obtain ownership of the asset
by the end of the lease term, the asset is depreciated over the shorter of the estimated useful life of the asset and the lease term.
Group as a lessor:
The Group rents a building in Auckland.
Leases in which the Group does not transfer substantially all the risks and benefits of ownership of an asset are classified as operating
leases. Initial direct costs incurred in negotiating an operating lease are added to the carrying amount of the leased asset and recognised
over the lease term. Rent received from an operating lease is recognised as revenue on a straight-line basis over the lease term.
k) Revenue recognition
Revenue is recognised and measured at the fair value of the consideration received or receivable to the extent it is probable that the
economic benefits will flow to the Group and the revenue can be reliably measured. The following specific criteria must also be met
before revenue is recognised:
Revenue from exchange transactions
Sale of goods:
Revenue from the sale of goods is recognised when there is persuasive evidence, usually in the form of an executed sales agreement
at the time of delivery of the goods to the customer, indicating that there has been a transfer of risks and rewards to the customer,
no further work or processing is required, the quantity and quality of the goods has been determined, the price is fixed and generally
title has passed.
Performance of services:
Revenue from the performance of services such as seminars, toolbox courses, workshops and speaking engagements is recognised in the
period the services are provided as this is when the transaction can be estimated reliably.
Revenue from non-exchange transactions
Donations, funding and sponsorship:
Revenues from non-exchange transactions is recognised when the Group obtains control of the transferred asset (cash, goods, services,
or property) and the transfer is free from conditions that require the asset to be refunded or returned if the conditions are not fulfilled.
A deferred revenue liability is recognised instead of revenue when there is a condition attached that would give rise to a liability to repay,
for example, the funding or sponsorship amount or to return the granted asset if the conditions of funding are not met. Revenue is then
recognised only once the Group has satisfied these conditions.
36Revenue received in kind
Revenue received in kind is recorded in donations at fair value and includes the EY Audit Fee of $40,000 (2015: $40,000) and Kemps Weir
and Bell Gully Legal Fees of $11,815 (2015: $20,000).
l) Term loans
Terms loans, on initial recognition, are classified as financial liabilities at amortised cost. Term loans are initially recognised at fair value
net of directly attributable transaction costs. After initial recognition, loans are carried at amortised cost using the effective interest
rate method.
2. Changes in accounting policies
Revaluation of land and buildings (property, plant and equipment)
The Group re-assessed its accounting for property, plant and equipment with respect to measurement of certain classes of property,
plant and equipment after initial recognition. The Group has previously measured all property, plant and equipment using the cost model,
whereby after initial recognition of the asset classified as property, plant and equipment, the asset was carried at cost less accumulated
depreciation and impairment losses (if any).
On 1 April 2015 the Group elected to change the method of accounting for land and buildings classified in property, plant and equipment,
as the Group believes that the revaluation model more effectively demonstrates the financial position of land and buildings and is more
aligned to practices adopted within the industry where the properties are held to earn rentals. In addition, the activity in the property
markets in which these assets are located provides observable market data on which reliable fair value estimates can be derived.
After initial recognition, the Group uses the revaluation model, whereby land and buildings will be measured at fair value at the date of
the revaluation less any subsequent accumulated depreciation and subsequent accumulated impairment losses. The Group applied the
revaluation model retrospectively.
4. Inventories During 2016, $162,729 was recognised as an expense for inventories, (books and magazines) carried at net realisable value.
A bank guarantee of $15,000 is in place for Air New Zealand Ltd, for the security on an Air New Zealand travel charge card facility.
3. Cash and cash equivalents 2016
$
This is represented by:
Current accounts 92,188
Funds held on trust with CB Richard Ellis Ltd 21,592
Term deposits and on-call savings account 16,067
129,847
5. Property, plant and equipment The fair value of land and building is their market value, determined giving consideration to the annual market rental income achievable by
the property, in conjunction with the required return investors would seek for similar assets. Calculations were made in consultation with
the Property Manager and considered both current and market rents on a sqm basis, and a required return of 7.25%, being a mid-point in
a range of expected rates of return on similar assets. The revaluation was effective from 31 March 2015, and the Group did not undertake
a formal valuation in determining fair value.
Furniture and fittings
Office equipment
Vehicles Land Buildings Leasehold improvements
Total
$ $ $ $ $ $ $
Cost or valuation
As at 1 April 2014 205,393 1,011,310 72,811 3,498,000 3,102,000 655,433 8,544,947
As at 31 March 2015 205,393 1,052,699 72,811 6,935,561 4,434,211 530,228 13,230,903
Additions - 45,487 179,960 - - 60,128 285,575
Disposals - - - - - - -
Revaluation - - - 434,169 279,109 - 713, 278
As at 31 March 2016 205,393 1,098,186 252,771 7,369,730 4,713,320 590,356 14,229,756
Depreciation and impairment
As at 1 April 2014 124,936 936,964 39,264 - 434,280 64,142 1,599,586
As at 31 March 2015 141,510 969,152 47,158 - - - 1,157,820
Depreciation 15,858 24,330 17,534 - 105,577 67,829 231,128
Disposals - - - - - - -
As at 31 March 2016 157,368 993,482 64,692 - 105,577 67,829 1,388,948
Net book value
As at 31 March 2015 63,883 83,547 25,653 6,935,561 4,434,211 530,228 12,073,083
As at 31 March 2016 48,025 104,704 188,079 7,369,730 4,607,743 522,527 12,840,808
The carrying value of property, plant and equipment held by the Group under finance leases at 31 March 2016 was $194,128 (2015: $36,459).
6. Commitments under non cancellable leases
Operating lease commitments – Group as a lessee
The operating leases are for motor vehicles and an office in Christchurch. 2016
$
Within one year 38,165
After one year but no later than two years 11,200
Total 49,365
Operating lease commitments – Group as a lessor
Future minimum rentals receivables from 3rd party tenants under non-cancellable leases are as follows:2016
$
Within one year 523,602
After one year but no later than two years 381,007
After two year but no later than five years 451,035
Total 1,355,644
Finance Lease commitments – Group as a lessee
The Group has entered into finance leases for its motor vehicle fleet. Future minimum lease payments under finance lease contracts
are as follows: 2016
$
Within one year 63,829
After one year but no later than two years 63,829
After two year but no later than five years 98,945
Total 226,603
38
8. Donations
This includes all funds that have been received and used for a specific programme or purpose from various donors within New Zealand.
9. Ministry of Social Development funding (MSD)
The MSD provides funding in relation to the Toolbox Parenting Programme. The annual funding received this year was $599,992
(2015: $599,992). The Group report back on progress to MSD on a quarterly basis. The contract expired 30 June 2016. The Group
has now been issued a new contract, confirming that MSD funding will be renewed for another year to 30 June 2017, for the value of
$599,992.
10. Sponsorship
This includes funds that have been received from sponsors Toyota NZ Ltd and Vodafone NZ Ltd.
11. Services in kind Audit fees of $40,000 and legal fees of $11,815 were received in kind for the year ended 31 March 2016. An expense has been recognised
for the period, along with a corresponding amount recorded as income from donations.
12. Related party transactions
a) Subsidiary
The consolidated financial statements of the Group include the following subsidiary of the Society:
- The Parenting With Confidence Charitable Trust (the “Trust”).
The Trust was formed in New Zealand with the intention of benefiting the community through the Society.
The Trustees of the Trust made distributions to the Society of $428,000 during the year ended 31 March 2016 (2015: $270,000).
b) Related party transactions
There were no related party transactions for the year ended 31 March 2016.
Key management personnel of the Group:
The key management personnel are the members of the governing body which is comprised of the Board of Directors, Board of Trustees,
and the senior management team of the Society.
c) Compensation of key management personnel
The total remuneration of key management personnel and number of individuals, on a full-time equivalent (FTE) basis, receiving
remuneration from the Group are:
13. Subsequent events
After balance date the Group entered into further finance leases for motor vehicles. The fair value of assets capitalised,
and the corresponding lease liability was $61,655.
7. Financial liabilities
$250,000 Bank Loan
The Group entered into a loan secured against the property at 300 Great South Road, Greenlane. The loan has a 4 year term and matures
23 Dec 2019. Interest on the loan is fixed at 5.87% until 23 Dec 2016, at which point it reverts to a floating rate.
No remuneration is paid to Board members or Trustees of the Group.
2016
$
Total remuneration 892,233
Number of persons, FTE 11
39
our future
Looking forward
Heading into the next 12-24 months,
there is so much to look forward to.
Our work is growing in depth and reach,
and we are incredibly excited about
the opportunities that are opening up
before us.
Our Toolbox programme is expanding,
and with the potential of some additional
government contracts, we are looking
forward to significant growth for
Toolbox. In order to quantify the life-
changing work being done through
Toolbox, and to refine and improve this
work, we will be putting our courses
through a rigorous evaluation process,
with help from a number of key
University of Auckland researchers. Their
current involvement in the Growing
Up in New Zealand longitudinal study
has lent a great deal of expertise to the
process thus far, and there are some
exciting opportunities for a mutually-
beneficial partnership between The
Parenting Place and Growing Up.
In addition to Toolbox, our Attitude
intermediate programme will continue
to grow rapidly over the next couple
of years.
We are also exploring the possibility of
opening up two more Parenting Place
centres in regions outside of Auckland.
Not only will these centres be
important for the expansion of our work,
but they will also facilitate collaboration
with like-minded organisations and the
sharing of resources and skills.
In order to reach families in more rural
communities, we are also beginning to
form partnerships with organisations
who are already doing amazing work in
these locations – often with families who
are particularly ‘at-risk’.
Over the next 12 months we will be
exploring new contexts in which to
strengthen parent-teen relationships,
as well as setting up marriage retreats.
With a passionate team and endless
opportunities before us, we are
enthusiastic and hopeful for the future.
We are deeply committed to inspiring
and equipping the families of Aotearoa
to thrive.
theparentingplace.com