Mana-Enhancing Practice in Philanthropy

In Aotearoa New Zealand, mana-enhancing practice in philanthropy refers to funding approaches and relationships that actively support, guard, and enrich the mana or inherent dignity, authority, and influence, of all parties involved. The concept is deeply connected to the idea of shifting power and enabling community agency. It’s driven by values like respect, equity, partnership, and trust. Embedding it requires some changes in both thinking and approach. 

A good place to start exploring this practice is The Philanthropic Landscape Volume II: Shifting Culture and Power through Mana-Enhancing Partnerships, commissioned by the J R McKenzie Trust and launched during a Philanthropy New Zealand 2023 Conference Masterclass. The report offers ideas and learnings for influencing practice areas across the philanthropic sector, centring on the ‘how’, as well as real examples of good funding practice. Nine themes of what matters in partnerships of purpose are examined, offering perspectives from both funders and community organisations. The report is an excellent resource for those wanting to explore the concept and start to understand what’s needed to get started. 

We asked Linn Araboglos, Chief Executive – J R McKenzie Trust, for her thoughts around what it looks like to be on a journey towards embracing mana-enhancing philanthropy.  

“We’re still learning what it means to take a relational approach that truly respects the groups we work with, including letting go of some of the traditional ways of funding we’ve been used to. It requires taking time to build genuine relationships of trust and respect with Ngā Kaikōkiri (leaders of social change in their communities). This looks like listening more than we speak, staying anchored in our values, and walking alongside rather than imposing on those doing the real mahi.  

“We’ve adopted this approach because we’ve come to understand that strong, respectful relationships are at the heart of any meaningful change. When we take the time to listen, reflect on our own ways of working, and support rather than direct, it creates mutual value, deeper trust, more responsive funding, and is ultimately better for the communities we’re all here to serve," says Linn. 

Joe Wilson is the Founder of Lots of Little Fires, an organisation that walks with the people who do the work, enabling their perspectives to be deeply understood and trusted. Focused on strengths-based social research wrapped in storytelling, it explores deep social contexts while highlighting what is already working – centred on the often-invisible labour of people and kaupapa that quietly sustain systems, and whose absence is only noticed when things fall apart.  

Joe participated in a storytelling panel at the recent PNZ 2026 Conference. Afterwards, he published an article titled Reflections on Power, Relationship and Allyship in Philanthropy which challenges funders to reflect on power, accountability, and relationships, showing how philanthropy can act boldly, equitably, and in solidarity with the communities it serves.  

Drawing on his experience as a Trustee for Len Reynolds Trust, Joe offered some thoughts on the role of philanthropic boards and the trustees who serve on them in enabling mana-enhancing philanthropy. 

“Philanthropic trusts are only as strong as the boards that govern them. Trustees should bring relevant sector knowledge, lived experience, and trusted relationships with the communities they serve, as these perspectives enable deeper understanding, stronger questioning, and more informed decision-making. Just as a business board would not rely on people without commercial expertise to guide complex business decisions, trustees should have genuine understanding of the work they are funding.  

“Because boards appoint the CEOs and staff who shape strategy, relationships, and delivery, a lack of understanding can unintentionally lead to harmful or disconnected practice. When boards are grounded in lived experience and community knowledge, mana-enhancing approaches are far more likely to emerge naturally – including awareness of privilege and power imbalances, recognition of the impacts of colonialism, and a commitment to relational, community-led funding. How trustees are identified, approached, and appointed is equally important, as many of the people best suited to these roles are often humble leaders who may never put themselves forward, meaning recruitment processes must be intentional and relational,” he says. 

We also spoke with Pera Barrett (Ngāti Raukawa ki te Tonga; Te Ātiawa ki Whakarongotai; Ngāti Toa Rangatira), founder of Kaha Create, a platform helping leaders, non-profits, and teams transform knowledge, passion, and lived experience into professional learning content in 15 minutes or less. Pera also founded Shoebox Christmas Aotearoa, an organisation that connects members of the community with tamariki and kaumatua so they can prepare a shoebox-sized Christmas present for delivery to them.  

Pera drew on an analogy of manuhiri being welcomed onto a marae by tangata whenua to illustrate his thoughts on mana-enhancing practice. 

“Acknowledging visitors and shining a spotlight on their mana as they are welcomed onto a marae is the role of the host. Taking the time to understand where they have come from, what their traditions are, what’s important to them, and ensuring that’s reflected in the interactions; that’s all about illuminating their mana,” says Pera 

The philanthropic funder/NGO relationship can be viewed in the same way.  

“If you want to enhance the mana of the community organisation you’re supporting, then you need to start by putting the other party first. Do whatever it takes to create a welcoming environment when you engage with those doing the mahi on the ground. Spend resources, create spaces that offer opportunities for honest conversations, be the one to provide the kai and foot the bill, zoom out and think about the other obligations and responsibilities they have because they are facing a never-ending demand for support. The goal should be to support the not-for-profit or kaupapa leader to exercise their mana as well as they can,” says Pera. 

He makes a valid point around the imbalance that exists between those working for community organisations and those funding them. 

“One of the things that can be missed is sometimes those people are working in a volunteer capacity, or at the very least are operating with smaller resources, which is not the case for a philanthropic organisation. So it’s very important to understand that the time you’re asking people to invest in processes such as meetings or reporting, is taking resources away from their mahi and the community they serve is making a sacrifice. You have to ensure when you ask them to engage in a kōrero or activity, you consider whether it’s a fair ask because there is always a cost in outcomes or time,” he says. 

Pera ends with some ideas for philanthropic funders around how they can lead in this space. 

“Philanthropic organisations should look at how they leverage their resources and influences to arrive at the point their funding is no longer needed – ask themselves what tactical and practical actions are needed to ensure the sustainability of frontline organisations, and ensure the strategic and long-lasting impact of work that is clearly needed,” he says. 

There’s a lot to consider when embedding mana-enhancing practices into an organisation’s ways of working, whether you are at the start of the journey or further along the path. PNZ’s upcoming Letting Go to Lead: Power and Trust in Philanthropy workshop will delve into the topic more and help unpack the question “What is mana-enhancing practise and why is it important for our funding system and communities for funders to adopt?” Register now to secure your place.