Annual Report 2016/17

Our mission 1

Our programmes 11

Our Financials 27

Our future 47

15 month annual report | 1 april 2016 - 30 june 2017

Our mission

1

2

3

For the most part, New Zealand 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 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

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.

OUR KAUPAPA IS to inspire and equip whĀnau to flourish

5

CEO

Our ambitious dream at Parenting Place

is that Aotearoa New Zealand becomes

a place where every family flourishes

and every child feels deeply loved. We

aim to both inspire and equip whānau

to flourish. This is the kaupapa (purpose)

that fuels and energises all our mahi

(work) at Parenting Place.

This year we have focused on

discerning and articulating our future

direction within our new Strategic Plan

2017-2020. In this plan we have collated

our work under three strategic priorities

- to deepen our impact, to work

collaboratively and to nurture our team.

Every organisation is only as good

as the team working within it. As we

have developed and communicated

our vision and plan, we have also been

able to attract and retain an amazingly

passionate and talented team of people

across the country, who are daily

inspired by our unique kaupapa. I am

truly grateful for the impact that our

team is achieving for the benefit of all

whānau in Aotearoa.

This year, we have been discerning

the need for us to deeply weave the

story of New Zealand, and in particular

the vision of unity embodied in the

signing of the Treaty of Waitangi, into

our own vision and work. We have also

been reimagining the centrality of Te

Rongopai (The Gospel) into both the

events of 1840 and our own founding

vision cast by our founders Ian and

Mary Grant in 1995. We are aware more

than ever that as we see more families

restored and flourishing through

deepened relationships, we will in

turn see our communities and country

transformed.

I would like to thank all our individual,

community and corporate supporters

who give so generously to our work

through volunteering time, giving

financially, and providing services to

Parenting Place. Together we look

forward to continuing to serve the deep

needs and aspirations of families across

Aotearoa.

Finally, to the Board, thank you for

your wisdom, and for the voluntary time

you each give in order to provide good

governance to Parenting Place.

Greg Fleming

CEO

Reports

6

David Belcher

Chairman

Chairman

The past year has been a very positive

one for Parenting Place. Our work has

expanded, our team has grown and

more families have been inspired and

supported.

We are certainly reaping the benefits

of investing in key staff over the last

financial year – and are excited about

all that they are bringing to Parenting

Place. We’ve seen significant growth in

the Attitude programme, particularly

the intermediate school programme

with Attitude speaking at 51 new

schools in 2017.

The re-development of our Toolbox

parenting programme is also well

underway, and we’re very excited to see

this rolled out in early 2018.

We have also seen the continued

evolution of our seminars and events,

shifting our focus to community

organisations, schools and social service

agencies – going to where parents are.

In the middle of 2017, The Parenting

Place Incorporated Society and The

Parenting with Confidence Charitable

Trust (which owned the building on

Great South Road) were merged into

one entity – Parenting Place Charitable

Trust. This consolidation of the two

entities into one Trust was a strategic

move to simplify and streamline our

operations.

Looking forward, I am pleased to

report that the new financial year is

tracking to a budget which will see a

solid surplus and it is encouraging to

see a significant increase in donations

across the organisation. Parenting Place,

along with The Salvation Army, was

the recipient of The Warehouse Group

Gala Dinner for 2017, resulting in a

$640,000 donation for our Breakthrough

programme.

We would like to take this opportunity

to thank The Warehouse, along with

our other key corporate sponsors,

Toyota and Vodafone, for their ongoing

generosity and partnership, along with

thousands of New Zealanders who

share our heart for whānau, and support

our work through donations. Our work

would not be possible without this

invaluable support.

There have been a number of

changes at Board level this year, with

Emeline Afeaki-Mafile’o, Mark Powell

and Alison Barrass retiring. We have also

had the privilege of welcoming Larne

Edmeades to the Board. I would like to

take this opportunity to thank both the

retiring Board members and the current

Board for their huge contributions to

the organisation, especially as it grows

so successfully. The Board is currently

being refreshed with new Board

members, and we expect to be able to

make announcements in early 2018.

Finally, I would like to thank Greg

Fleming and the team for another

strong year and for their daily dedication

to the whānau of New Zealand.

7

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.

Larne Edmeades

Appointed foundation Principal of ACG Parnell College

in 2005 and has been Executive Principal of ACG New

Zealand Domestic Schools since 2015.

Russell Hewitt

Former CEO of Computerland, Compaq Computers and

Hewlett Packard. Significant involvement with Vodafone

Australia and the Vodafone Foundation.

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).

board

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.

8

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.

Jenny Horst

Strategic Partnerships Director

Jenny is the owner of Communicode Consulting, and

former CEO of Te Whakaora Tangata. Prior to that, she

was the Marketing Manager at Maxim Institute.

Bruce Waldin

COO

Bruce has an extensive background in in management,

marketing and fundraising for non-profit organisations,

including World Vision and Heart Foundation.

Te Karere Scarborough

Kaiārahi /Programme Director

Dave Atkinson

Creative and Development Director

Ngāpuhi by descent, Te Karere has been with Parenting

Place since 2006, and has lead the Attitude, Toolbox and

Events departments.

Dave has spent the last decade working to develop

resources and educate in the field of youth mental health.

He has also worked extensively in Aotearoa and overseas

as a film maker.

leadership team

9

HighlightsWe recognise that the success of our

work depends firstly on the health, unity

and shared vision of our team. As such,

we place huge emphasis on nurturing

our team.This includes providing health

insurance, an Employee Assistance

Programme through Vitae, generous

sick leave, an encouraging work

environment, training and much more.

Personal development includes a two-

day Soul Tour course, Strengths Finders

coaching and free access to Family

Coaching and Toolbox courses.

Through a staff engagement survey,

more than 80 percent of staff have

stated they feel they have opportunities

to learn and develop, and that they

would recommend Parenting Place as

a great place to work. Over 90 percent

indicated they are proud to work here.

92 staff members

39part-time staff

35full-time staff

Our people

Over the last year, we have celebrated

the 10 year service of Dave Atkinson, Te

Karere Scarborough and James Beck.

We sadly farewelled Bianca Lapusan,

our amazing HR Manager after 14 years

of caring for our staff. Elize Beukes now

serves as HR Executive.

We have a team of amazing

volunteers, without whom we would

not be able to do what we do. Apart

from our office volunteers, over 14,000

hours were spent on facilitating Toolbox

courses the past 15 months (the bulk of

which were done by volunteers).

Our staff are also continuously

receiving training to ensure that health

and safety is at the forefront of what we

are doing.

10

Our haerengaWe are journeying together in search of

a new way of togetherness as we seek

to give shape to an alternative vision for

life that has Te Rongopai at its heart and

offers hope for every person and every

relationship.

Our engagement with Te Ao Māori, is

outworked in a number of ways:

• Staff attending Te Reo Māori

classes weekly at 7am presented

by Te Wānanga o Aotearoa.

• Welcoming staff in the

capacity of kaikōrero and ringa

whakangao to specifically guide

us on this journey.

• Immersing ourselves in the

richness of the Māori protocols

and customs during our staff

retreats at the Umupuia Marae.

Future plansWe are always striving to improve.

We will continue to fine-tune our

recruitment process to ensure we are

employing the highest quality staff

possible. Training and development

policies will be enhanced over the next

year, ensuring our employees have

access to the best quality personal and

professional training.

Through regular formal and informal

performance appraisals, staff will

continue to receive feedback and the

opportunity to shape their duties and

career. Another staff engagement

survey will be undertaken to ensure we

stay in tune with the heart of our staff

and identity, and act upon any areas

that need improvement.

Health and safety policies and

procedures will be updated where

necessary and ongoing training will be

provided.

18contractors/casual staff

93%believe in what we are trying to accomplish

Kaua koe e wareware te ingoa, te hapuū, ka ora ai koe.

Do not forget your name or your family, they will sustain you.

Our programmes

11

12

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ToolboxHighlights

This year has continued to see the

Toolbox courses grow around the

country and a new National Manager,

Raewyn Mortensen from Tauranga

was appointed. Our contract with

the Ministry of Social Development

has also been approved for this year

which allows us to work more deeply in

communities to see families thrive.

We have a new promotional staff

member, Rebecca Tereu. She has already

created new inroads of communication

to New Zealand communities through

new Facebook groups that have already

engaged almost 1000 families. She is

also exploring new ways of increasing

the visibility of Parenting Place and

Toolbox participant numbers.

Future plans

A new Toolbox rewrite is well underway,

with an expected delivery time of early

2018. It has been extended to include

a new Intermediate Toolbox to meet a

growing demand of parents in this

age group. Gill Williams with John

Cowan alongside are writing this

and we are excited to launch a refreshed

programme in the coming year.

A new Parenting Place hub will be

established in Tauranga, with all Toolbox

courses being offered from a central

office space and with an increased

visibility in the city.

We now have four national staff

members based in Tauranga and

three who work in the Bay of Plenty

community.

697Toolbox groups

5601Toolboxparticipants

“Toolbox came along just in time to save my sanity. The tools I learned have made such a difference to the quality of our lives and I know I’m a better mother for applying them.”

Toolbox participant

14

Building Awesome WhĀnauHighlights

The focus for Building Awesome

Whānau 2017 was to grow the capacity

of Toolbox to respond well to Māori

communities and new contexts.

We are achieving this through a

combined strategy to expand Pio

Terei’s role, employ mana whenua

Building Awesome Whānau kaihautū

(coordinators) within their own iwi

territories, and implement new training.

We have built new relationships

with three new iwi entities, the TSB

Community Trust, two integration

services, and Wiri Women’s Prison.

The trial of a new Māori values based,

community development approach

began in Te Tai Tokerau. We have called

this Te Kaupapa ō Building Awesome

Whānau and it has resulted in:

Future plans

The expansion of Pio’s role continues

(see next page for more details) and we

are working to employ kaihautū for the

Auckland and Bay of Plenty regions.

We are continuing to improve the

BAW training and will be streamlining

it alongside the new Toolbox training

being developed.

The results of the Te Kaupapa ō

Building Awesome Whānau pilot are

unprecedented and we have keen

interest from other hapū and iwi.

We are in the process of creating a long-

term strategy which will be inclusive of

funding and evaluation.

14

• Doubled hapū engagement*

• Re-engagement from two iwi

social service providers

• Increased profile and trust across

Te Tai Tokerau

• Invitation to run BAW wānanga

with gang leaders and their

families

• Joint initiative with E Tū Whānau

(Oranga Tamariki)

*This pilot has achieved three times the

average course participation for the

region and retention is 100 percent over

eight weeks compared to approximately

60 percent over the standard six week

course period.

32 NEW facilitators trained

2664 participants

242 Prison inmate participants

15

Highlights

Pio’s role has been developed to

maximise his profile and that of the

Parenting Show with Pio, to strengthen

engagement and relationship between

Parenting Place and local communities,

and Māori communities in particular.

He also plays a key role in Te Haerenga.

Since moving to Building Awesome

Whānau as part of a relationally-based

community engagement strategy, Pio

Terei has presented 32 events this year,

surpassing his target of 20. His work is

resulting in increased facilitator training

and courses and new engagements,

including the Armed Forces.

The profile of Parenting Place and

Building Awesome Whānau is increasing

rapidly in Māori communities as a result

of this approach.

Future plans

As engagement with Māori communities

with Parenting Place is predominantly

through Building Awesome Whānau,

Pio’s role and event administration will be

moved from Events to Building Awesome

Whānau and we will continue to leverage

his profile for promotional purposes. Pio’s

role in Te Haerenga will have a particular

focus on Toolbox staff in 2018.

34events

7 NZ DEFENCE FORCE EVENTS

parenting show with pio

25% Fully- funded

75% full or partial contributions

16

Highlights

In November 2016, we welcomed

Raewyn Mortenson to the team as

Family Coach Manager. She pioneered

the first Coaches retreat in May 2017

and has taken the team through

Strengths Finders. The insights we have

gained from this individually and as a

team have added a wonderful depth of

understanding and team cohesion.

Jo Batts joined the Coaching team in

February 2017 and has been available

to coach families of teenagers as well as

couples in need of relationship support.

This has been very advantageous to

transition families from what appears to

be a parenting concern to what is in fact

a relationship challenge.

“Seeing a Coach was like gold to me. We’ve had quite the turnaround thanks to your strategies. I feel emotional as I write this as I am truly grateful. The Family Coach gave us hope to get through.”

Parent

Future plans

We are working to consolidate the

training process for new Coaches. The

plan is to offer pilot coaching for two to

three coaches at a time, with the goal

that new coaches will be trained within

three to six months, depending on their

background.

All Coaching resources will be edited,

updated and categorised for easier

access and practical use.

We will continue to absorb the work

of Dr Gordon Neufeld and others in the

attachment field. This will reframe our

Coaching and material to reflect our

deeper understanding of all that we do

in the context of deep relationships.

A promotional video for Family

Coaching will be created by the creative

team. It will be embedded into Toolbox

courses so families who wish for more

in-depth help can access our services

from around the country.

421 Coachingsessions

17% sessions onmanaging emotions

26% sessions onstrong-willed kids

17

Highlights

Attitude has had another huge year,

talking to hundreds of thousands of

rangatahi (youth), mātua (parents) and

whānau (families) all across the country

(Te Rerenga Wairua ki te Motupōhue).

The alternative vision for life that our

presenters embody has continued to

inform and inspire our work as we find

entertaining ways to help young people

make positive choices both now and in

the future.

Attitude is constantly responding to

changes in youth culture and the impact

of technology on young people, so we

have continued to update and upgrade

our programmes in both content and

design. In the last year we redeveloped

four of our presentations to include

the impacts that pornography, sexting,

mental health and social media are

having on the choices that young

people make about sex, relationships,

drugs and alcohol and their own future.

Future plans

Attitude will continue to deepen

our impact in high schools while

we continue to grow our work in

intermediates.

We are recruiting and training four

new presenters in the next 12 months

to meet the growing demand for

Attitude programmes in schools.

We will also adjust the structure and

delivery model of Attitude to allow for

growth in Auckland, Christchurch and

the regions.

“You guys are all so funny yet get across a really deep important message. Thank you for caring enough about us young people to dedicate a lot of your time to motivate us to be the best and have the best that we can.”

Student

343,875 Students

2528 presentations and workshops

59 parentevenings

37,450 Facebook followers

1,079,760 Facebook reach

7350 Instagram followers

315,071 Instagram reach

18

Highlights

We held 14 events over the 2016/1017

financial year. 2016 was a huge success

with seven primary and intermediate

events, and four high school events held

across Auckland, Rotorua, Palmerston

North, Wellington, Christchurch,

Dunedin and for the first time ever,

Nelson. Our guest speakers served up

high-energy days, inspiring students to

lead themselves and others well.

With the significant impact Attitude’s

high school programme is already

having in high schools, we shifted

our focus in 2017 to primary and

intermediate events. The days were

presented by Attitude and based on a

Māori whakatauki - ‘We are seeds born

of greatness.’

Along with these fresh changes were

two firsts - a professional development

session for teachers by Jay Ruka called

Feeling for the land of dreams (a narrative

of our New Zealand story), and an

inaugural event in Waikato, where over

2000 students attended.

Future plans

We will continue to align and integrate

NYLD with Attitude, as an extension of

our intermediate programme. This will

enable the event to complement the

work we already do in intermediate

schools.

We are also looking to host events

in new regions based on our growth

strategy.

“Hearing from New Zealanders was authentic and invaluable for our students.”

Teacher

NYLDnational young leaders day

7 Events

12,870 Attendees

1 inaugural hamilton event

11 Events

14,051 Attendees

1 inaugural nelson event

2016

2017

19

Hot Tips eventsHighlights

The team has had a busy year serving

up fantastic parenting content to

parents all over Aotearoa, in schools,

organisations, churches and Early

Childhood Centres. In April 2016 it was

particularly exciting to be involved in

a collaboration with Astute Institute, a

MOE funded education provider to Early

Childhood Centres. We delivered over 20

workshops to ECE providers in greater

Auckland as part of this.

Future plans

Ongoing growth and development

of presenting content is key as we

seek to continue to encourage, inspire

and equip parents in today’s culture.

These plans also entail the training,

development and growth of our existing

presenting team.

Pasifika familiesHighlights

Nick Tuitasi continues to deliver

compelling, powerful and inspiring

messages to our Pacific communities.

Much of his work is based in schools and

workplaces, supporting busy parents

to prioritise loving parenting within

full and hard working families. We love

Nick’s ongoing representation of Pacific

values within Parenting Place, and look

to support our diverse communities

even more in the future.

Future plans

Next year we are planning to launch

Pacific language parenting courses with

our community partners, supporting

them to continue delivering innovative

and culturally relevant programmes.

Events

“The breakfast was a huge success and we had many compliments on the inspiring speech given by Nick Tuitasi. The occasion was a wonderful chance for the children to celebrate the male role models in their life and create a lasting memory.”

Reremoana School

108presentations

6274 Attendees

12 Events

634 Attendees

20

Fathers’ breakfastHighlights

This year we held three fantastic

events in Auckland, Christchurch and

Wellington. We were honoured to have

Judge Andrew Becroft as our keynote

speaker, alongside New Zealand Rugby

icon Sir Michael Jones and our very own

John Cowan and James Beck.

Future plans

We are thrilled to continue to host these

long-standing events. We will continue

to build collaborative relationships with

New Zealand organisations - with the

dream to both encourage dads and

impact workplaces.

“When I wasn’t laughing, I was either being assured I was making a positive impact in my kids’ lives, or challenged to find a way to do more. That afternoon I started writing letters to my kids for Father’s Day.

On Sunday morning my kids surprised me with letters of their own too! I think I got more out of them than they did. It reminded me of why I love each of them so much. Some days that’s in short supply!”

Fathers’ Breakfast attendee

455 AucklandFathers

181 WellingtonFathers

379 Christchurchfathers

21

Relationships and marriageHighlights

We believe a flourishing relationship

between parents is an important

foundation for families where children

thrive. As such, we are prioritising

the resourcing of the parent-parent

relationship in a whānau.

We piloted our first relationship and

marriage retreat in November 2016 with

24 attendees.

In February 2017, we employed

Jo Batts, a relationship and marriage

counsellor, to assist with the further

development of our programmes

including offering relationship coaching

as part of our Family Coaching services.

Future plans

In 2017/2018 we plan to continue to

develop and host the second and third

pilots of our relationship and marriage

retreat. The key focus is developing

and drawing on existing content that

creates a transformational encounter for

relationships.

We aim to go on to develop various

iterations of this content (i.e. one-day

seminars and evening courses) which

will eventually be offered nationwide.

“This weekend was the ambulance at the bottom of the cliff for us. We were able to see we were treating each other as enemies. We learned about each other’s deepest fears and longings, and understood how we have not been meeting those needs in each other. We can now see that we can make it.”

Retreat attendee

Events

24Attendees at retreat pilot

30attendees at ‘Growing great marriages’ workshop

22

Highlights

We piloted our first ‘Space for you and

your baby’ in the second half of 2016.

Space is a programme for parents of

newborns, with a focus on building

strong healthy attachment between

parent and child. The programme runs

for 20-35 weeks. We held our second

programme in early 2017, and it has

been a great success.

We have found the six-week mindful

parenting course very popular and have

hosted full courses each term. The move

into 2017 brought an increased focus on

the content and number of workshops

we host. This has resulted in a significant

Future plans

We are excited to be working more

closely with Dr Gordon Neufeld trained

facilitators and increase his course

offerings in the near future.

We will also be working more closely

with the creative team to increase the

crossover between our digital content

and workshop offerings.

auckland centre

“So helpful with solving some of our family bottlenecks.”

The perfectionist child with Jenny Hale

“Really enjoyable and relevant for all ages.”

Tackling technology with John Cowan

198 Workshops

4764 Attendees

105 external hires

23

30,138 Email databasesubscribers

Communications and marketing

The last 15 months have seen significant

changes for the way in which we

connect with parents through content,

including a move away from our

subscription magazine, Parenting.

With the changing landscape of digital

communications and online content, we

have risen to the challenge of meeting

parents where they are.

Not only has this shift enabled us to

reimagine our content strategy and

extend our reach, it has also opened up

exciting opportunities for collaboration

– drawing from the wider Parenting

Place team, key external contributors,

as well as other organisations (such

as Brainwave Trust and New Zealand

Rugby).

With a greater focus on strong

online content, social media and email

communications, we have grown our

capacity to produce more video content

Creative and development

and Facebook Live events, improving

online engagement. While we aim to

inspire and equip families to thrive

through digital communication, our

main objective is to move parents from

online interactions with us to face-

to-face engagement through events,

Family Coaching and Toolbox.

Development

Our team has played a key role in the

development of new programmes

and initiatives this year. We have

helped the events team develop a

pilot marriage retreat, and have begun

developing parent/child camps, as well

as Breakthrough, a new programme

for fathers with a history of violence (in

collaboration with The Salvation Army).

We have also begun the re-

development process of our Toolbox

parenting courses - a very exciting

project that will be completed in 2018.

“Thanks so much for making the hard topics normal everyday talk.”

Parent, in response to How to talk to your kids about: Pornography article

842 Instagram followers

50,574 Facebook reach per week

“Thank you for the awesome online content and videos. You’re giving me tools to be the best mum possible, for my boys to grow into amazing men.”

Parent, in response to our monthly Parenting Online email

24

Creative

We continue to provide the other

departments and programmes with

communications and marketing

support through design, video and

content creation. In the last year, we

have also supported Parenting Place’s

key corporate sponsors through online

campaigns, video series and resources.

A few highlights were bespoke

Parenting magazines for The Warehouse

team members and New Zealand Rugby

community and players, Toyota Family

Journeys - an online platform, featuring

content to help parents connect with

their children in the car - and the Enjoy

The Little Things campaign, a content

collaboration with Sentinel Homes.

Our team have also been involved

in supporting Brothers in Arms, and

other non-profits with communications,

marketing, design and video work.

Future plans

In the year ahead, we look forward to

completing the Toolbox redevelopment,

and exploring Māori and Pacific versions

of our programmes. We will also be

continuing to develop and refine our

digital communication strategy, through

email journeys, improving website

engagement, and focusing on social

media content.

397,660 Websitevisits

883,896 Website page views

“Parenting Place clearly understood what our team saw as major parenting challenges, and produced a great magazine which has been distributed to all our stores and distribution centres and has resulted in very positive feedback from our team.” Paul Walsh, former Executive GM Community and Environment, The Warehouse

25

april 2016

Published a bespoke Parenting magazine for The Warehouse

Launch of Enjoy the Little Things campaign with Sentinel Homes

Launch of Toyota Family Journeys

$200,000 raised through The Warehouse Great Family Giveaway

NYLD 2016

Launch of Marriage: the early years

First Marriage Retreat pilot at Titoki

may

se

pte

mb

er

au

gu

st

oc

tob

er

no

ve

mb

er

dec

em

be

r

highlights

26

june 2017

Start of Toolbox redevelopment

Hosting first Space for you and your baby at Greenlane centre

Accepted as The Warehouse Gala Dinner recipient, alongside The Salvation Army

Published a bespoke Parenting magazine for New Zealand Rugby

$220,000 raised through The Warehouse Great Family Giveaway

NYLD2017

Parenting Place staff began studying Te Reo Māori

ma

rc

h

feb

ru

ar

y 2

017

ap

ril

may

1 april 2016 - 30 june 2017

Our Partners and Financials

27

28

29

The Warehouse

“The Warehouse Group has a long

history of supporting community

organisations and it’s one of our key

strategic pillars. Since our founder, Sir

Stephen Tindall first opened our doors

35 years ago with his commitment help

New Zealand flourish, we’ve facilitated

around $50 million in donations to

community organisations through

various initiatives and partnerships.

Supporting young New Zealanders

to reach their full potential is a key focus

for us and partnering with Parenting

Place is a natural fit. We’re very proud

to be able to support an organisation

that concentrates on the very heart of

what makes a great society – growing

strong and loving families – and we look

forward to continuing to work with the

Parenting Place team in the future.”

David Benattar

Chief Experience Officer, The Warehouse

Corporate partnerships

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

Together with Toyota, we successfully

launched our combined partnership,

Toyota Family Journeys. This has seen

our partnership highlighted in television

commercials aired during primetime

over the 2016 Christmas period, the

launch of conversation cards, a series of

videos, and a content campaign kicked

off by offering our Big Weekend product

to all Toyota customers. The campaign

has been centred around the concept

that the car is an amazing space to

engage in conversations with our kids.

There has also been a successful content

campaign called, How to Talk About.

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 Parenting Place. Thank you for sharing our vision and heart for the

families of Aotearoa, New Zealand.

The Warehouse Great Family Giveaway

Our entire team embraced the

opportunity to raise funds for vulnerable

families by working with ‘Red Sheds’

across New Zealand. This was a fabulous

opportunity to highlight the strength of

our partnership, raise the profile of our

charity, and raise over $200,000.

The Warehouse Group Gala Dinner

In partnership with The Salvation

Army, we were able to successfully

raise $640,000 for the establishment

of Breakthrough. It was great to

work collaboratively across three

organisations (The Warehouse, Salvation

Army and Parenting Place) to achieve an

outstanding result that’ll bring hope to

families devastated by family violence.

Toyota

“Toyota has an established partnership

with The Parenting Place because we

believe that strong families and values

are an essential foundation to a healthy,

30

Vodafone

“We have partnered with Parenting

Place since 2009, brought together by

our shared passion and commitment

to achieve 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

Parenting in this digital age comes with

many concerns, and we are uniquely

placed to support families to navigate

this well. Our partnership with Vodafone

enables us to reach more New Zealand

families with key tools and inspiration.

This year has been about working

collaboratively to deepen and grow our

partnership. This has looked like a series

of presentations about technology

delivered by the Attitude team to

students and parents.

We have also produced material for a

six-part series in Woman’s Day magazine,

and supported the launch of the refresh

of the Digi-parenting website.

Sentinel homes

“It’s the people who live in the houses

we build that turn them into homes.

It’s the families. That’s why we choose

to partner with Parenting Place. The

chance to contribute to the impact

they are having in communities across

New Zealand is a real privilege. We’ve

really enjoyed working with the team

this year, and can’t wait to see how this

grows in the future.”

Stuart Shutt

Managing Director

Our relationship with Sentinel Homes

works so well because we both exist

to help New Zealand families to thrive.

We are two organisations who use our

core business to enable thriving family

relationships.

In our first year as partners we

collaborated on Enjoy the Little Things

video campaign which focused on the

key message of celebrating the little

things with our families. We are now

gearing up for two house auctions, one

in Millwater, Silverdale, and the other in

Papamoa, Bay of Plenty. We are excited

to continue to deepen this partnership.

31

Our key community and business supporters

Wilberforce 21 Trust

32

32Performance summary

Revenue $7.7m

Operating income from our programmes, café, 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.

59% 17%

5%

5%

3% 3%

3% 3% 2%

ChartTitle

Staffcosts

Programmecostsandresourcedevelopment

Rentalandoperatingleases

Travelandvehicle

Officeadministration

Caféandworkshopcosts

Insurance,Audit,bankandlegal fees

CommunicationsandIT

BookandMagazinecostofsales

Expenditure $7.7m

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.

Staff costs 59%

Programme costs and resource development 17%

Rental and operating leases 5%

Travel and vehicle 5%

Office administration 3%

Café and workshop costs 3%

Insurance, Audit, Accounting, bank and legal fees 3%

Communications and IT 3%

Book and magazine cost of sales 2%

Grants and Donations 38%

Operating income (Courses and workshop fees, café, advertising, book sales) 35%

Rental Income 12%

Ministry of Social Development funding 8%

Sponsorship 7%

38%

35%

12%

8%

7%

ChartTitle

GrantsandDonations

Operating income(Coursesandworkshopfees,café,advertising,magazineandbooksales)

Rental Income

MinistryofSocialDevelopmentfunding

Sponsorship

33

GrantsThank you to all those who make our work possible through the giving of grants. Grants provide a crucial source of funding for

Parenting Place, and we deeply appreciate all those who support us in this way.

Acorn Foundation $5,000

Advance Ashburton Community Foundation $2,659

Albert D Hally Trust $3,000

Alfred William Parsons Trust $3,391

ANZ Staff Foundation $10,000

Auckland Airport Community Trust $9,998

Auckland Council - Albert Eden Local Board $2,100

Auckland Council - Howick Local Board $10,353

Auckland Council - Mangere-Otahuhu Local Boad

$1,800

Auckland Council - Manurewa Local Board $14,108

Auckland Council - Otara Papatoetoe Local Board

$1,975

Auckland Council - Orakei Local Board $1,000

Auckland Council - Papakura Local Board $3,400

Auckland Council - Puketapapa Local Board $1,000

Auckland Council- Upper Harbour Local Board $1,000

Auckland Council - Whau Local Board $500

Bay Trust $15,000

Blue Waters Community Trust $1,680

BlueSky Community Trust $7,791

Buller District Council $1,500

Buller/West REAPs $2,500

C.R. Stead Trust $4,000

Caleb No 2 Trust $30,000

Catholic Charities Allocation Group of the Diocese of Palmerston North

$1,000

Central Lakes Trust $1,950

CERT Your Local Gaming Trust Ltd $12,440

Christchurch Casino Charitable Trust $2,000

Christchurch City Council Small Project Fund $2,250

COGS - Auckland City $3,509

COGS - Central Otago $2,000

COGS - Coastal Otago/Waitaki $2,000

COGS - Far North $4,000

COGS - Hutt Valley $1,000

COGS - Kahungunu Ki Heretaunga $3,787

COGS - Kirikiriroa/Hamilton City $2,500

COGS - Manawatu/Horowhenua $2,000

COGS - Manukau $4,594

COGS - Mataatua $3,554

COGS - Nelson/Bays $2,000

COGS - North Taranaki and Coastal Areas $1,500

COGS - Papakura/Franklin $500

COGS - Rodney/North Shore $4,112

COGS - Rotorua $3,000

COGS - South Taranaki $1,000

COGS - South Waikato $1,500

COGS - Southland $2,670

COGS - Tairawhiti $2,497

COGS - Tauranga/Moana $2,504

COGS - Tongariro $1,000

COGS - Waikato West $3,000

COGS - Wairarapa $500

COGS - Waitakere City $2,500

COGS - Wellington $1,000

COGS - West Coast $1,500

COGS - Whangarei/Kaipara $2,000

COGS - Whitireia $2,000

Community Trust of Southland $18,644

Constellation Communities Trust $4,800

David Ellison Charitable Trust $15,000

David Levene Foundation $10,000

Diocesan Welfare Council $9,000

Donald & Nellye Malcolm Charitable Trust $1,000

Dragon Community Trust Ltd $9,000

Dunedin Casino Charitable Trust $1,000

Dunedin City Council Community Grant $8,340

Eastern & Central Community Trust $32,000

Estate of Gordon Lindsey Isaacs $2,500

Far North District Council - Kaikohe - Hokianga Local Board

$1,000

Far North District Council - Bay of Islands/Whangaroa Local Board

$1,000

First Light Community Foundation $4,537

34

34

First Sovereign Trust $5,532

Foundation North $30,000

Four Winds Foundation Limited $12,000

Frimley Foundation $10,000

Gallagher Charitable Trust $2,500

George Sevicke Jones Trust $10,000

Geyser Community Foundation $5,000

Grassroots Trust $5,000

Hawke's Bay Foundation $3,000

Helen Graham Charitable Trust $1,780

HJ Wilson Charitable Trust $3,000

Horowhenua District Council $3,450

Hutt City Council $2,000

ILT Foundation $2,500

Infinity Foundation Limited $1,554

JN Williams Memorial Trust/HB Williams Turanga Trust

$20,000

John Beresford Swann Dudding Trust $2,280

John Ilott Charitable Trust $4,000

Kapiti Coast District Council Community Grants Scheme

$1,000

Kawerau District Council Community Grants Scheme

$1,588

Laurence William Nelson Trust $1,195

Lion Foundation $50,000

Lottery National Community Committee $75,000

Mainland Foundation $4,173

Marlborough District Council $1,725

Masterton District Council Community Development Grant

$1,000

Methodist PAC Media and Communications Endowment Fund

$4,000

Milverton Trust $600

Napier City Council $2,300

Nelson City Council $1,340

New Zealand Christian Foundation $10,000

Nikau Foundation $5,000

North and South Trust $2,128

Northland Foundation $7,500

NZFGW Otago Branch $1,500

Otago Community Trust $6,000

Oxford Sports Trust $2,000

Page Trust $1,065

Pelorus Trust $6,346

Pub Charity $7,733

Rata Foundation $20,000

Redwood Trust $1,000

RG & EF MacDonald Trust Board $2,380

Rotorua Energy Charitable Trust $30,000

Rural Communities Trust $1,000

Scotlands Te Kiteroa Charitable Trust $1,500

Selwyn District Council $1,725

Sir John Logan Campbell Residuary Estate $3,000

SKYCITY Auckland Community Trust $61,000

SKYCITY Hamilton Community Trust $10,000

SKYCITY Queenstown Community Trust $236

South Waikato District Council $2,185

Southern Trust $10,000

Southland District Council $4,000

Synod Otago & Southland - Educational Fund $38,000

The Trusts Community Foundation $20,187

The Wilks Charitable Trust $1,500

Thomas Bevan Family Charitable Trust $1,800

Thomas George Macarthy Trust $8,000

Thomas Hobson Trust $1,806

Tindall Foundation $9,185

TM Hosking Charitable Trust $4,875

Trillian Trust $1,554

Trust House Foundation $4,000

Trust Waikato $5,000

TrustPower $500

Upper Hutt City Council $1,000

Vernon Hall Trust $750

Waikato WDFF Karamu Trust $1,500

Waipa District Council $1,266

Wairarapa/Tararua REAP $3,000

Waitaki District Council $3,300

WEL Energy Trust $4,000

Wellington Community Trust $10,000

Wellington Methodist Charitable and Educational Endowments Trust

$1,000

West Coast Community Trust $940

Whakatane District Council $1,000

Whanganui Community Foundation $5,242

Wilberforce Foundation $60,000

William Toomey Charitable Trust $500

Winton and Margaret Bear Charitable Trust $3,546

Working Together More Fund $20,000

Wright Family Foundation $100,000

Z Energy - Good in the Hood $1,983

35

Auditor’s report

35

Auditor’s report

A member firm of Ernst & Young Global Limited

Chartered Accountants

Independent auditor’s report to the Board of The Parenting Place Incorporated Report on the audit of the financial statements Opinion We have audited the financial statements of The Parenting Place Incorporated and its subsidiary, together (“the Group”) on pages 37 to

46, which comprise the consolidated statement of financial position of the Group as at 30 June 2017, and the consolidated statement of

financial performance, consolidated statement of movements in Society funds and consolidated statement of cash flows for the 15 months

then ended of the Group, and the notes to the financial statements including a summary of significant accounting policies.

In our opinion, except for the possible effects of the matter described in the Basis for Qualified Opinion section of our report, the

consolidated financial statements on pages 37 to 46 present fairly, in all material respects, the financial position of the Group as at 30

June 2017 and its financial performance and cash flows for the 15 months then ended in accordance with Public Benefit Entity Standards

Reduced Disclosure Regime.

This report is made solely to the Society’s Board. Our audit has been undertaken so that we might state to the Society’s 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, for our audit work, for this report, or for the opinions we

have formed.

Basis for qualified opinion There was no system of control over cash donations and other fundraising income on which we could rely on for the purpose of our audit.

We were unable to confirm or verify by alternative means the cash donations and other fundraising income of $2,949,524 included in the

consolidated statement of financial performance within the classification Donations for the year ended 30 June 2017. 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.

We conducted our audit in accordance with International Standards on Auditing (New Zealand). Our responsibilities under those standards

are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report.

We are independent of the Group in accordance with Professional and Ethical Standard 1 (revised) Code of Ethics for Assurance

Practitioners issued by the New Zealand Auditing and Assurance Standards Board, and we have fulfilled our other ethical responsibilities in

accordance with these requirements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Other than in our capacity as auditor we have no relationship with, or interest in, the Group or its subsidiary. 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.

Those charged with governance responsibilities for the financial statements

Those charged with Governance are responsible, on behalf of the entity, for the preparation and fair presentation of the consolidated

financial statements in accordance with Public Benefit Entity Standards Reduced Disclosure Regime, and for such internal control as those

charged with governance determine is necessary to enable the preparation of consolidated financial statements that are free from

material misstatement, whether due to fraud or error.

In preparing the consolidated financial statements, those charged with governance are responsible for assessing, on behalf of the entity,

the Group’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern

basis of accounting unless those charged with governance either intend to liquidate the Group or cease operations, or have no realistic

alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material

misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high

level of assurance, but is not a guarantee that an audit conducted in accordance with International Standards on Auditing (New Zealand)

will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if,

individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of

these financial statements.

A further description of our responsibilities for the audit of the consolidated financial statements is located at the External Reporting

Board website: https://www.xrb.govt.nz/standards-for-assurance-practitioners/auditors-responsibilities/audit-report-8/. This description

forms part of our auditor’s report.

Auckland

24 November 2017

35

Auditor’s report

A member firm of Ernst & Young Global Limited

Chartered Accountants

Independent auditor’s report to the Board of The Parenting Place Incorporated Report on the audit of the financial statements Opinion We have audited the financial statements of The Parenting Place Incorporated and its subsidiary, together (“the Group”) on pages 37 to

46, which comprise the consolidated statement of financial position of the Group as at 30 June 2017, and the consolidated statement of

financial performance, consolidated statement of movements in Society funds and consolidated statement of cash flows for the 15 months

then ended of the Group, and the notes to the financial statements including a summary of significant accounting policies.

In our opinion, except for the possible effects of the matter described in the Basis for Qualified Opinion section of our report, the

consolidated financial statements on pages 37 to 46 present fairly, in all material respects, the financial position of the Group as at 30

June 2017 and its financial performance and cash flows for the 15 months then ended in accordance with Public Benefit Entity Standards

Reduced Disclosure Regime.

This report is made solely to the Society’s Board. Our audit has been undertaken so that we might state to the Society’s 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, for our audit work, for this report, or for the opinions we

have formed.

Basis for qualified opinion There was no system of control over cash donations and other fundraising income on which we could rely on for the purpose of our audit.

We were unable to confirm or verify by alternative means the cash donations and other fundraising income of $2,949,524 included in the

consolidated statement of financial performance within the classification Donations for the year ended 30 June 2017. 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.

We conducted our audit in accordance with International Standards on Auditing (New Zealand). Our responsibilities under those standards

are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report.

We are independent of the Group in accordance with Professional and Ethical Standard 1 (revised) Code of Ethics for Assurance

Practitioners issued by the New Zealand Auditing and Assurance Standards Board, and we have fulfilled our other ethical responsibilities in

accordance with these requirements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Other than in our capacity as auditor we have no relationship with, or interest in, the Group or its subsidiary. 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.

Those charged with governance responsibilities for the financial statements

Those charged with Governance are responsible, on behalf of the entity, for the preparation and fair presentation of the consolidated

financial statements in accordance with Public Benefit Entity Standards Reduced Disclosure Regime, and for such internal control as those

charged with governance determine is necessary to enable the preparation of consolidated financial statements that are free from

material misstatement, whether due to fraud or error.

In preparing the consolidated financial statements, those charged with governance are responsible for assessing, on behalf of the entity,

the Group’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern

basis of accounting unless those charged with governance either intend to liquidate the Group or cease operations, or have no realistic

alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material

misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high

level of assurance, but is not a guarantee that an audit conducted in accordance with International Standards on Auditing (New Zealand)

will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if,

individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of

these financial statements.

A further description of our responsibilities for the audit of the consolidated financial statements is located at the External Reporting

Board website: https://www.xrb.govt.nz/standards-for-assurance-practitioners/auditors-responsibilities/audit-report-8/. This description

forms part of our auditor’s report.

Auckland

24 November 2017

37

Note 2017 2016

(15 months) $ $

Revenue from non-exchange transactions

Donations 7 2,949,524 1,285,827

Sponsorship 9 526,900 265,900

Ministry of Social Development funding 8 599,992 599,992

Total revenue from non-exchange transactions 4,076,416 2,151,719

Revenue from exchange transactions

Fees 1,696,640 1,089,684

Book sales 164,588 160,303

Magazine sales 93,599 108,457

Advertising revenue 128,806 108,344

Café sales 342,813 251,302

Workshop sales 60,829 54,534

Other income 220,445 80,005

Rent received 899,488 619,338

Total revenue from exchange transactions 3,607,208 2,471,967

Total revenue 7,683,624 4,623,686

Expenditure

Staff costs (4,551,435) (3,023,286)

Book cost of sales (67,670) (69,365)

Magazine cost of sales (92,243) (93,364)

Commission expense (14,203) -

Communications (138,275) (121,983)

Donation to The Parenting Place - -

Programme costs (1,301,812) (698,077)

Programme costs (256,281) (169,567)

Travel and vehicle (346,900) (194,635)

Office administration (230,230) (148,639)

Rental and operating leases (98,840) (103,530)

Printing and design (32,864) (24,452)

Resource development - -

Information technology (98,435) (76,346)

Insurance (27,259) (24,527)

Bank fees (23,125) (17,920)

Bad debt expense (11,838) -

Legal fees (3,750) (11,815)

Audit fees 10 (40,000) (40,000)

Accounting fees (16,365) -

Property expenses (369,895) (293,009)

Total expense (7,721,420) (5,110,515)

Net operating surplus/(deficit) (37,796) (486,829)

Interest income 1,623 5,717

Dividend income 1,725 -

Interest expense (47,879) (21,361)

Depreciation 4 (334,072) (231,128)

Gain/(Loss) on disposal of assets 4,212 -

Surplus / (Deficit) for the year (412,187) (733,601)

Other comprehensive revenue and expense

Revaluation gain on property, plant and equipment 4 587,387 713,278

Total comprehensive revenue and expense for the year 175,200 (20,323)

The Parenting Place Incorporated Consolidated Statement of Financial Performance for the period ended 30 June 2017

The accompanying notes form part of these financial statements.

38

Note 2017 2016

$ $

Current assets

Cash and cash equivalents 2 41,854 129,847

Accounts receivable from exchange transactions 215,132 354,842

Inventory 3 54,595 79,550

Goods held for resale 25,000 -

Prepaid expenses 47,776 148,730

GST refund due 10,825 -

Total current assets 395,182 712,969

Non-current assets

Property, plant and equipment 4 13,322,970 12,840,808

Total non-current assets 13,322,970 12,840,808

Total assets 13,718,152 13,553,777

Current liabilities

Accounts payable and accruals (345,544) (214,228)

Finance leases 5 (71,508) (48,651)

Bank overdraft (223,227) (64,210)

Bank loan 6 (81,531) (19,066)

Income in advance (57,956) (348,506)

Provision for holiday pay (108,957) (72,166)

GST and PAYE payable (83,394) (105,910)

Prepaid magazine subscriptions - (18,122)

Total current liabilities (972,117) (890,859)

Non-current liabilities

Finance leases 5 (153,397) (145,477)

Bank loan 6 (130,930) (230,934)

Total non-current liabilities (284,327) (376,411)

Total liabilities (1,256,444) (1,267,270)

Society funds 12,461,707 12,286,507

The Parenting Place Incorporated Consolidated Statement of Financial Position as at 30 June 2017

The accompanying notes form part of these financial statements.

David Belcher Greg Eden

Chairman Director

Date: 22 November 2017 Date: 22 November 2017

39

Note 2017 2016

(15 months) $ $

Cash flows from operating activities

Total comprehensive revenue and expense for the period 175,200 (20,323)

Adjustments to reconcile total comprehensive revenue and expense for the year to net cash flows:

Depreciation 334,072 231,128

Gain on disposal of assets (4,212) -

Revaluation gain on property, plant and equipment 4 (587,387) (713,278)

Bank fees 1,140 1,901

Goods in kind (25,000) -

Services in kind (40,000) (40,000)

Bad Debt provision 11,838

Working capital adjustments:

Increase in current assets 282,956 216,181

Decrease in current liabilities (4,066) (344,944)

Net cash from operating activities 144,541 (669,335)

Cash flows from investing activities

Purchase of property, plant and equipment 4 (101,330) (114,919)

Net cash used in investing activities (101,330) (114,919)

Cash flows from financing activities

Proceeds from term loan 6 - 250,000

Repayment of term loan 6 (37,539) -

Repayment of finance lease liabilities 5 (93,665) (14,887)

Net cash used in financing activities (131,204) 235,113

Net increase/(decrease) in cash and cash equivalents (87,993) (549,141)

Cash and cash equivalents at the beginning of the period 129,847 678,988

Cash and cash equivalents at the end of the year 41,854 129,847

The Parenting Place Incorporated Consolidated Statement of Cash Flows for the period ended 30 June 2017

The accompanying notes form part of these financial statements.

The Parenting Place Incorporated Consolidated Statement of Movements in Society Funds for the period ended 30 June 2017

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

Surplus/(deficit) for the period (412,187) - (412,187)

Other comprehensive revenue and expense - 587,387 587,387

Total comprehensive revenue and expense (412,187) 587,387 175,200

As at 30 June 2017 5,894,951 6,566,757 12,461,707

40

The Parenting Place Incorporated Notes to the Consolidated Financial Statements for the period ended 30 June 2017

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 land and buildings classified as property, plant and

equipment, which is measured at fair value. The reporting currency is NZ dollars, rounded to the nearest dollar.

Reporting Period

The reporting period covered by these financial statements is a 15 month period to 30 June 2017, whereas the prior period was a

12 month period.

The reporting period was extended to 15 months to more effectively align annual reporting cycles to Government contracts and

fundraising activities. Therefore, the financial statements will not be entirely comparable between the 2016 and 2017 financial year end.

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 transaction 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.

41

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 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%

The 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.

42

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.

43

3. Inventories During 2017, $159,913 was recognised as an expense for inventories (books and magazines) carried at net realisable value (2016:

$162,729). This is recognised in cost of goods sold.

2. Cash and cash equivalents2017 2016

$ $

This is represented by:

Current accounts 41,854 92,188

Funds held on trust with CB Richard Ellis Ltd - 21,592

Term deposits and on-call savings account - 16,067

41,854 129,847

4. Property, plant and equipment Land and buildings are measured using the revaluation model and are revalued annually. These assets were revalued on 30 June 2017,

and resulted in a revaluation surplus of $587,386 for the Group (2016: $713,278).

Fair value of the land and buildings was determined by using the market comparable method. This means that valuations performed

by the valuer are based on active market prices and market based yields, significantly adjusted for difference in the nature, location or

condition of the specific property.

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.

Revenue received in kind

Revenue received in kind is recorded in donations at fair value and includes the EY Audit Fee of $40,000 (2016: $40,000).

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.

44

Furniture and fittings

Office equipment

Vehicles Land Buildings Leasehold improvements

Total

$ $ $ $ $ $ $

Cost or valuation

As at 1 April 2016 205,393 1,098,186 252,771 7,369,730 4,713,320 590,356 14,229,756

Additions 1,319 42,573 129,303 - - 71,305 244,500

Disposals (8,052) (284,768) (48,510) - - - (341,330)

Revaluation - - - 357,540 229,847 - 587,387

As at 30 June 2017 198,660 855,991 333,564 7,727,269 4,943,167 661,661 14,720,313

Depreciation and impairment

As at 1 April 2016 157,368 993,482 64,692 - 105,576 67,829 1,388,948

Depreciation 19,334 33,941 72,106 - 114,959 93,733 334,072

Disposals (8,052) (282,270) (35,355) - - - (325,677)

As at 30 June 2017 168,650 745,153 101,443 - 220,535 161,562 1,397,343

Net book value

As at 31 March 2016 48,025 104,704 188,079 7,369,730 4,607,743 522,527 12,840,808

As at 30 June 2017 30,010 110,838 232,121 7,727,269 4,722,631 500,100 13,322,971

The carrying value of property, plant and equipment held by the Group under finance leases at 30 June 2017 was $222,300 (2016: $194,128).

5. Commitments under non cancellable leases

Operating lease commitments – Group as a lessee

The operating leases are for motor vehicles and an office in Christchurch. 2017 2016

$ $

Within one year 13,416 38,165

After one year but no later than two years 10,704 11,200

After two years but no later than five years 9,812 -

Total 33,932 49,365

2017 2016

$ $

Within one year 669,113 523,602

After one year but no later than two years 526,030 381,007

After two years but no later than five years 785,028 451,035

1,980,171 1,355,644

2017 2016

Minimum payments: $ $

Within one year 88,206 63,829

After one year but no later than two years 88,206 63,829

After two years but no later than five years 78,480 98,945

254,892 226,603

Operating lease commitments – Group as a lessor

Future minimum rentals receivables from 3rd party tenants under non-cancellable leases are as follows:

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:

As at the date of revaluation 30 June 2017, the property’s fair value is based on a valuation performed by Darroch Limited, an accredited

independent valuer.

45

7. Donations

This includes all funds that have been received and used for a specific programme or purpose from various donors within New Zealand.

8. 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 (2016:

$599,992). The Group report back on progress to MSD on a quarterly basis. The contract expired 30 June 2017. The Group has now been

issued a new contract, with funding renewed for another year to 30 June 2018, for the value of $599,992.

9. Sponsorship

This includes funds that have been received from sponsors Toyota NZ Ltd and Vodafone NZ Ltd.

10. Services in kind Audit fees of $40,000 were received in kind for the 15 months ended 30 June 2017. An expense has been recognised for the period,

along with a corresponding amount recorded as income from donations.

11. 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 $360,000 during the period ended 30 June 2017 (2016: $428,000).

b) Related party transactions

There were no related party transactions for the 15 months ended 30 June 2017.

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.

2017 2016

$ $

Current loan 81,531 19,066

Non-current loan 130,930 230,934

212,461 250,000

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 5.91% to 22 Dec 2018, at which point it reverts to a floating rate.

Interest on the loan is fixed at 5.87% until 23 Dec 2016, at which point it reverts to a floating rate.

6. Financial liabilities

Bank overdraft

The building at 300 Great South Road has been pledged as security for the bank overdraft currently in place.

46

No remuneration is paid to Board members or Trustees of the Group.

2017 (15 months) 2016

$ $

Total remuneration 791,921 892,233

Number of persons, FTE 6 11

2017 2016

$ $

Current loan 81,531 19,066

Non-current loan 130,930 230,934

212,461 250,000

12. Subsequent events On the 1st of July 2017, the Group undertook a business combination to formally transfer the operations of the Society into the Trust.

On the 24th October 2017 the Trust acquired the operational activity of Space NZ Trust for $1 consideration. Subsequent to the purchase,

the work of Space NZ Trust was intergrated into The Parenting Place. Integration will provide a richly supportive environment for Space’s

vision through stronger operational, financial and strategic support. It will also address a critical gap in The Parenting Place’s service

platform by providing education to new parents - at arguably the most important time in their parenting journey. Our organisations

are well aligned in mission, culture and values, and together, we believe we will achieve more than we could alone for families in New

Zealand.

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:

47

As we move into 2017/18, we remain

committed to working with all New

Zealand families, recognising that every

family and every relationship benefits

from support, encouragement and

nurturing. We recognise that flourishing

families are the cornerstone of a great

society, and we are active advocates for

the quality of family relationships in all

spheres of society. The following are our

three primary strategic goals.

Nurturing the team

The success of our work depends

firstly on the health, unity and shared

vision of our team. When they flourish

in their own relationships, we flourish.

Hence we will continue to foster a

culture and create contexts that enable

such growth.

Our engagement with Te Ao Māori

(the Māori world) is focused on three

key areas – Te Reo Māori, protocols and

customs, and the Treaty of Waitangi.

We believe this journey must be

undertaken if we hope to effect lasting

change and see all family relationships

flourish. It is an exploratory venture

that is breaking new ground, requiring

us to be comfortable with ambiguity

and mystery, and to walk with humility,

vulnerability and a willingness to learn

as we seek to understand.

Working collaboratively

We will continue to engage with

families in their own communities,

focusing our programmes and

messages at a local level. We will

develop our Community Relationship

Team to engage with intermediate

schools, churches and community

groups, working through them to

support whānau within their respective

communities.

We will continue to integrate our

work across departments. Whether we

are interacting with a young person or

a parent, we understand that people

are connected in families and therefore

every interaction we have, across all

programmes, seeks to strengthen family

connections. Each programme will

function as an advocate for all our other

programmes.

Our work is generous. Our vision is

such that we cannot pursue it alone.

We understand that we need to look

beyond ourselves and actively partner

with other like-hearted organisations

if we aim to achieve long-term and

sustained social change. Sometimes this

will look like partnership and growth of

our programmes and at other times it

will involve investment in the work of

other organisations who are meeting a

different social need than we are able to.

Deepening our impact

In 2018, we will complete a

substantial redevelopment of

our Toolbox course content and

presentation. This will include a

new structure, course material,

implementation of research, and the

development of new facilitator training.

We also have the opportunity to

focus more resources on engaging

with thousands of parents through our

digital channels. We will be increasing

our reach and impact through social

media, Facebook Live events, tailored

EDMS, and a reviewed digital content

strategy.

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 Aoteroa

to flourish.

Our Future

we flourish when we are connected and belong,

when we are listened to and heard,

feel safe and are trusted, can fail and be forgiven,

are enjoyed and pursued, respected as individuals,

are challenged and believed in,

and have hope for our future.

this is the essence of whanaungatanga.

This is the heart of whĀnau.