CEO, P3 Foundation

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CEO: Jan 2016 – current
Advisory Trustee: Jan – Sept 2015
Chair/Trustee: 2011-2015
Trustee: 2010-2011
Co-Founder: 2009

P3 Foundation is New Zealand’s youth movement against extreme poverty in Asia and the Pacific. We want our generation to see the end of extreme poverty. generation. Extreme poverty is unjust and unacceptable. Importantly, we believe there is no one path to development, and so structure our work around supporting partner organisations that are deeply embedded in their communities. The best people to lead a community out of extreme poverty are from that community itself – and all we can do is support them and advocate against the structural, economic injustices that lock in poverty.

I have been involved in P3 Foundation from the start in December 2009 – or almost the start. I didn’t go to the very first meeting, because my friends held it at a Starbucks. But I helped to name P3 Foundation, establish it as a charity not a one off conference, and recruit our founding team.

We have over 100 volunteers now at any one time, spread all over New Zealand. I remember when we had three. We have raised over NZ$200,000 for our partners’ development projects in India, Burma, Indonesia and Tonga – primarily through the Live Below the Line campaign. Our other key projects include SEED (Social Entrepreneurs Empowering Development), a curriculum for high school students; the World Changers’ Conferences, which broad together young New Zealanders with leaders in the development sector; a Social Enterprise Competition that challenged school students to create innovative approaches to poverty.

I was on our trust board since we first created a trust board, and served four successive terms as chair (2011-2015). As Chair, I have recruited and supported four voluntary CEOs, developed and implemented best practice governance policies and systems, overseen branding and rebranding exercises, and kept a gentle hand on P3 Foundation’s tiller.

Most importantly, I have done my best to exemplify P3 Foundation’s excellent organisational culture: We are structurally vertical, but culturally horizontal. When the chips are down, our hierarchical, top-down structure has let us make decisions quickly and decisively, but the rest of the time, our mutually supportive culture of equality has helped us to bring the best out of our people. (I hope!)

In January 2015, I resigned as Chair to focus on other projects – and the board immediately reappointed me as an advisory trustee, supporting the rest of our trustees in a non-voting role, focused on best practice and good governance. I resigned as advisory trustee in late 2015, to avoid any risk of conflict of interest.

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