Strategic Direction To The Year 2020:

Vision

"The Wellington region is bold and vibrant,
celebrates and sustains its achievements, its
diverse cultural community and its physical
environment"

1- Strategic Direction

In the year 2020, the Wellington region takes pride in being renowned for –

• cultural vibrancy, creativity and diversity.
• care for its environment and heritage.
• highly effective community and social services.
• residents’ healthy active lifestyles.

2 - Objective

To enhance the Wellington Region and enrich the lives of the people.

3 - Strategic Goals

1. To be the arts and cultural heartland of New Zealand.
2. To have a highly effective and sustainable voluntary health, welfare and community sector.
3. To protect and preserve our heritage and environment.
4. To achieve the highest level of participation in sport and recreation in New Zealand.

4- Statement of Purpose

To make significant and growing distributions to the community through the prudent management of the capital fund.

Guiding Principles and Operational Style

As an organisation the Trust will -

• Be actively engaged with all sectors within the region
• Be responsive to our communities
• Achieve effective alliances with other key stakeholders in the community, where our objectives are complimentary.
• Celebrate the diversity of our communities
• Be open and welcoming.
• Treat all our communities with respect.

The Trust expects staff and Trustees to –

• Promote innovation and excellence
• Promote quality delivery and systems
• Ask questions and bring solutions
• Engage in constructive dialogue with the community

1 - Investment

The Trust will ensure prudent management and diversification of investments so as to preserve and grow the Trust’s capital base while also generating returns sufficient to serve the needs of the community.

The Trust will seek appropriate professional advice on investment matters.

The Trust will have an updated, relevant and approved -

• Investment Policy;
• Capital Preservation Policy;
• Distribution Policy; and a
• Reserving Policy.

2 - Donations

Through its donations policy and guidelines, the Trust seeks to address the needs of the community as a whole. The Trust will endeavour to seek a balance between social and economic needs, sport, recreation, arts, cultural requirements, and the protection of our environment and heritage.

The Trust may proactively encourage applicants to extend their proposals if the project fits the Trusts goals and strategy.

Trustees will be guided by the following principles -

• Transparency of process and results.
• Fairness within our strategic priorities.
• Voluntary effort binds communities and regions.
• Community outcomes are achieved at local, district, and regional levels.
• Enduring and overriding concern for the future of the region.

The operational style will include -

• Rapid turnaround in processing applications.
• Willingness to embrace creative and bold solutions.
• Easily understood, no-nonsense criteria and priorities.
• Clear focus on achieving the Trust’s vision, goals and strategies,
• Commitment to quality, innovation, creativity and results.
• A commitment to work with other funders in partnership arrangements.
• Adoption of standards that are also expected of applicant groups.

To remain focused the Trust must ensure each successful application –

• is from a not-for-profit organisation which has a community focus and is well managed
• has a high likelihood of completion
• will make a difference
• has wide community support.

At least 90% of the successful applications shall -

• advance one of the Trust’s strategic goals, and/or
• have an element of boldness and vibrancy.

3 - Management

The Trust is constantly seeking improvement in its effectiveness and organisational capacity. The utilisation of the significant experience, knowledge and skills held by both staff and Trustees brings sound governance, operational and management practices.

The Trust will seek appropriate professional advice on financial, legal and taxation matters.

The Trust will have an updated, relevant and approved –

• Governance Manual;
• Strategic Plan, and
• Annual Business Plan and Budget.

Goal 1

To be the arts and cultural heartland of New Zealand

Strategy

Support a range of arts and cultural pursuits, events, festivals and projects of regional and national significance that contribute to the region’s cultural and creative diversity.

Priority support

1. Activities that will assist in building the region’s reputation for the arts and creative diversity.
2. Projects and activities that assist in the development of a new and diverse audience.
3. Activities that celebrate artistic achievement and foster opportunity.
4. Projects that are bold, vibrant and innovative and take an artistic risk.

Goal 2

To have a highly effective and sustainable voluntary health, welfare and community sector.

Strategy

Support organisations to be effective and assist, where possible, with building their capability to improve the health and wellbeing of the community.

Priority support

1. Programmes or projects that promote capability building and strengthening governance.
2. Projects that demonstrate potential for excellence in service delivery.
3. Activities at the cutting edge of current thinking.
4. Projects that allow communities to respond to their own identified needs.
5. Projects that promote healthy active lifestyles

Goal 3

To protect and preserve our heritage and environment

Strategy

Support initiatives that ensure the long-term preservation of the region’s environment and history.

Priority support

1. Activities that will ensure our region’s heritage is preserved and accessible to future generations.
2. Innovative projects portraying a region taking best care of its environment.
3. Projects that raise awareness within communities.

Goal 4

To achieve the highest level of participation in sport and recreation in New Zealand.

Strategy

Support projects, programmes and organisations that encourage people of all abilities and ages to participate in sport and recreation more often and for longer.

Priority support

1. Projects enhancing the region’s reputation for boldness and innovation in healthy lifestyle development.
2. Programme development for the young.
3. Coaching, education, training and leadership for volunteers.
4. Projects that build the capacity of the sporting organisations to recruit and retain membership.