Community sector
There are many different types of not-for-profit and community sector organisations. We've described the main types below, together with some advice on how you might approach them.
National recreational organisations
Regional Sports Trusts (also Sporting Boards)
Friendly societies
A friendly society is a society that operates by voluntary subscription or membership for the relief or support of members and their families during sickness, old age or in widowhood. Friendly societies (also called mutual societies) were first established in New Zealand in 1842. The term has been broadened to include all those societies incorporated under the Friendly Societies and Credit Union Act 1982.
Staff size: large (between 150 and 350 FTEs)
Annual turnover: high (between $250 million and $500 million)
Level of impact: national and/or international
Board size: generally small, with between 6 and 7 members.
Sectors: the largest Friendly Societies in New Zealand operate in banking, insurance and healthcare
Board members need:
- high-level experience in the management and governance of extra-large or large organisations
- familiarity with managing large not-for-profit organisations
- qualification in law, accounting, commerce or a related field (such as actuarial science).
Examples: Southern Cross
Our advice: We advise the direct approach. We recommend that you investigate the organisations available and their boards, and target those boards you believe you can add value to. Get in contact with the board chair directly (if possible) to offer your assistance, or get in contact with the organisation to find out the process to be considered as a candidate. Directors are formally elected by the membership at AGMs.
National NGOs
Non-Governmental Organisations (NGOs) are distinct from charitable trusts or foundations in that they operate as a self-contained enterprise, with their own set of objectives. There are an estimated 400 NGOs with contracts in the health sector in New Zealand .
Large national NGOs
Staff size: large (between 150 and 350 FTEs)
Annual turnover: high (between $250 million and $500 million)
Level of impact: national and/or international
Board size: generally small, with between 5 and 8 members, more for larger organisations
Sectors: healthcare, children’s issues, and many areas of international emergency response and poverty alleviation.
Board members need:
- high-level experience in the management of a range of organisations, ideally across not-for-profit and state/business sector
- (usually) a qualification in law, accounting, commerce or a related field
Example: Barnardos
Our advice: We advise the direct approach. We recommend that you investigate the organisations available and their boards, and target those boards you believe you can add value to. Get in contact with the board chair directly (if possible) to offer your assistance, or get in contact with the organisation to find out the process to be considered as a candidate. Directors are formally elected by the membership at AGMs.
Small national NGOs
Staff size: large (between 150 and 350 FTEs)
Annual turnover: high (between $250 million and $500 million)
Level of impact: national and/or international
Board size: between 5 and 8 members
Sectors: a range of areas, from targeted international poverty alleviation, to supporting New Zealanders to volunteer in less-developed countries, to supporting sports or other sectors.
Board members need:
- experience as a development practitioner is important
- (ideally) a qualification in law, accounting, commerce or a related field
- specific involvement in the not-for-profit sector
- experience in the management and governance of medium- to large-sized organisations
Example: New Zealand Aids Foundation
Our advice: We advise the direct approach. We recommend that you investigate the organisations available and their boards, and target those boards you believe you can add value to. Get in contact with the board chair directly (if possible) to offer your assistance, or get in contact with the organisation to find out the process to be considered as a candidate. Directors are formally elected by the membership at AGMs.
Regional NGOs
Regional Non-Governmental Organisations (NGOs) or the regional branches of NGOs, operate in a clearly-delineated field. The operation is usually specialised and closely adapted to communities’ needs, requiring qualified staff with particular expertise.
Sectors: varied, including assistance for constructing a house, specialist education programmess for sexual health and for rape victims, and programmes for suicide prevention.
Board size: between 5 and 8 members
Level of impact: regional
Annual turnover: medium (between $50 million and $250 million)
Staff size: medium (between 50 and 150 FTEs )
Board members need:
- (ideally) relevant experience in the field of operation.
- (usually) specialist qualification in the field of operation
- experience in the management and governance of organisations, particularly those in the not-for-profit sector
Example: Rape Crisis Auckland
Our advice: We advise the direct approach. We recommend that you investigate the organisations available and their boards, and target those boards you believe you can add value to. Get in contact with the board chair directly (if possible) to offer your assistance, or get in contact with the organisation to find out the process to be considered as a candidate. Directors are formally elected by the membership at AGMs.
National recreational organisations
National Recreational Organisations (NROs) provide national co-ordination and support to individual sports, as well as to different groups of athletes. Board members are appointed by a combination of a panel of the organisation, federated members, and Sport New Zealand. Sport New Zealand has a list of national sport organisations in New Zealand.
Sectors: sporting
Board size: generally small, with between 5 and 8 members, more for larger organisations
Level of impact: national and/or international
Annual turnover: high (between $250 million and $500 million)
Staff size: large (between 150 and 350 FTEs)
Board members need:
- experience in the management of medium- to large-sized organisations.
- experience as a competitor / official, ideally in the organisation’s particular sport / area
Example: Athletics New Zealand
Our advice: We advise the direct approach. Boards often contain both elected and appointed members, so get in contact with the board chair directly (if possible) to offer your assistance, or get in contact with the organisation to find out the process to be considered as a candidate. Involvement at the club level and in the sport concerned is important for elected positions.
Religious organisations
There are a large number of religious organisations in New Zealand, including national religious organisations such as the Federation of Islamic Associations of New Zealand (FIANZ); charitable/humanitarian organisations such as Tear Fund; and churches, mosques, temples and other religious meeting-groups.
Staff size: medium (between 50 and 150 FTEs )
Annual turnover: medium (between $50 million and $250 million)
Level of impact: regional
Board size: generally small, with between 5 and 8 members
Sectors: religious
Board members need:
- previous experience in management or governance of an organisation.
- involvement in the leadership of the organisation
- formal membership of the organisation
Example: Anglican Aged Care
Our advice: Board directors are probably personally involved in the organisation’s religious community concerned and will take a leadership role here. This requires a direct approach of active involvement, approaching the board chair or religious leadership to see how you can assist, and then putting oneself forward for election.
Service organisations
Service organisations in New Zealand include Lions Clubs and Rotary. Membership of these organisations is constituted by practicing or retired professionals.
Board size: Service organisations are governed at national level by a national/international board of around 6 members, and at regional (district) level by larger boards of around 12 people.
Level of impact: regional
Annual turnover: medium (between $50 million and $250 million)
Staff size: medium (between 50 and 150 FTEs )
Board members need:
- new ideas to bring the club forward
- experience in the management, and (ideally) the governance of an organisation
- knowledge of the club
Example: Rotary
Our advice: We advise the direct approach. Governors/Directors are elected or appointed by the membership of the organisation. Become involved at the local club level and work your way up using the stepping-stone strategy. This requires a direct approach of active voluntary involvement and then putting oneself forward for election.
Regional Sports Trusts (also sporting boards)
There are 17 Regional Sports Trusts in New Zealand, administering funds of several million dollars. There are around 1,800 organisations listed as ‘sports clubs’ in New Zealand. Diversity is important because of the breadth of sports in New Zealand, and the diversity of communities – contributing experience and connections not otherwise present on the board is important. Sport New Zealand's website has a list of all Regional Sport Trusts in New Zealand.
Staff size: medium (between 50 and 150 FTEs)
Annual turnover: medium (between $50 million and $250 million)
Level of impact: regional
Board size: generally between 7 to 10 members
Sectors: sporting
Regional Sports Trust Board members need:
- knowledge of the sport sector in the region (including types of sports teams, and general costs these teams face)
- (usually) previous involvement in sport at community level
- (ideally) involvement in the governance of multiple community organisations
For Sporting Boards, members usually need experience in the management of small-to-medium-sized organisations and knowledge of the relevant sport and its operation in different regions around New Zealand.
Example: Sport Wellington, Taranaki Rugby Union
Our advice: We advise the direct approach. A background in sports/sports administration is useful here. Get in contact with the board chair directly (if possible) to offer your assistance, or get in contact with the organisation to find out the process to be considered as a candidate.
Philanthropic organisations
Philanthropic foundations in New Zealand are funded by privately-held companies, by charitable organisations, by statute (for example, Royal New Zealand Foundation of the Blind), or by individuals.Foundations are established with an initial endowment, which is then used to generate profit from which grants can then be provided for charitable purposes.
Sectors: The activities of foundations in New Zealand range from youth development initiatives to support of the blind and partially-sighted. Many privately-funded foundations focus on a wide range of initiatives.
Board size: varied widely, from 4 to 18 members
Level of impact: local
Annual turnover: low-medium (between $1 million and $50 million)
Staff size: small-medium (between 5 and 50 FTEs)
Board members need:
- experience in the management and (ideally) the governance of medium- to large-sized organisations
- (ideally) experience in the administration of large grant packages
- knowledge of the particular sector/s for which the foundation’s grants are intended
Example: The Tindall Foundation
Our advice: We advise the direct approach. Directors are elected by the membership of the organisation at AGMs. Get in contact with the board chair directly (if possible) to offer your assistance, or get in contact with the organisation to find out the process to be considered as a candidate.
Representative organisations
Representative business or professional organisations in New Zealand represent a wide range of different business interests, including specific industries and businesses in different regions. These organisations are funded by fees paid by users, and provide access to user-specific benefits such as business networks, and specialist industry- or sector-specific information.
Sectors: industry and business
Board size: between 5 and 8 members
Level of impact: local
Annual turnover: low-medium (between $1 million and $50 million)
Staff size: small-medium (between 5 and 50 FTEs)
Board members need:
- an ability to demonstrate business excellence (i.e.: through productivity or through awards received) in the operational area or region.
- an established commitment to business in the operational area or region
- experience in the governance and management of a business, ideally those within the relevant area that is being represented
Example: Chamber of Commerce, Institute of Financial Advisers
Our advice: We advise the direct approach. Board members/councillors are elected by the membership of the organisation. You will need to be a member of the organisation concerned. Get in contact with the organisation to find out the process to be considered as a candidate.
Community-level NFPs
Not-for-profit organisations operating at community level advocate for, and to work to promote, the welfare of particular groups within communities. In addition to governance responsibilities, the boards (or particular board members) of smaller organisations tend to be involved in the everyday operations of the organisation as well. A wide range of resources for community organisations are available here.
Staff size: small (between 5 and 20 FTEs)
Annual turnover: low ($1 million or less)
Level of impact: community
Board size: large, with between 10 and 11 members
Sectors: Community-level NFPs are involved in a wide range of community activities and social services
Board members need:
- (usually) experience in overseeing (i.e.: management and governance) small business organisations, including dealing directly with staff
- extensive involvement and experience with the organisation’s community and/or area of operation
- specific skills in business administration
Example: North Shore Community and Social Services
Our advice: Board directors/Committee members are elected by the membership of the organisation. This requires a direct approach of active voluntary involvement and then putting oneself forward for election.
Cultural organisations
Cultural organisations work to strengthen ethnic communities, for example, through organising cultural events.
Staff size: small (between 5 and 20 FTEs)
Annual turnover: low ($1 million or less)
Level of impact: community
Board size: varied depending on size
Sectors: ethnic communities
Board members need:
- good management and personal skills
- a history of involvement with the ethnic community
- (ideally) qualification or experience in finance, and particularly in grants processes for community organisations
Example: Indian Cultural Society Waikato Inc
Our advice: Board directors/Committee members are elected by the membership of the organisation. You are likely to have a close involvement and leadership role with the cultural community concerned. This requires a direct approach of active voluntary involvement and then putting oneself forward for election.
Playcentre trusts
The New Zealand Playcentre Federation is the national body for many Early Childhood Education (ECE) associations and centres in New Zealand. The Playcentre Federation is responsible for coordinating with the 33 Playcentre Associations around New Zealand, each of which is responsible to a set of between 5 and 50 individual Playcentres.
Staff size: small (between 5 and 20 FTEs)
Annual turnover: low ($1 million or less)
Level of impact: community
Board size: between 5 to 8 members
Sectors: early childcare
Board members need:
- an understanding of the particular educational philosophy in place.
- experience gained through involvement with playcentres or kindergartens
Example: Belmont Playcentre
Our advice: Board directors/Committee members are elected by the membership of the organisation. You will need to have a close connection to the playcentre concerned e.g. have a child attending the playcentre. This requires a direct approach of active voluntary involvement and then putting oneself forward for election.