The Trustee For The Loreto Normanhurst Building Trust
Board Interlocks (4 shared directors)
Giving Philosophy
The Trustee For The Loreto Normanhurst Building Trust approaches its giving by prioritizing education and the development of young people, particularly those from disadvantaged backgrounds. The trust values initiatives that promote educational excellence and provide opportunities for marginalized communities.
Tips for Applicants
To approach this funder, emphasize how your project or initiative aligns with the trust's educational priorities and benefits its target recipients, such as youth and disadvantaged communities. Ensure your application highlights the potential impact of your project on educational outcomes and community development in New South Wales.
Financial History (7 years)
| Year | Revenue | Expenses | Assets | Surplus |
|---|---|---|---|---|
| 2023 | $335K | $350K | $88K | $-15,585 |
| 2022 | $1.0M | $1.3M | $103K | $-269,255 |
| 2021 | $134K | $200K | $372K | $-66,124 |
| 2020 | $186K | $500K | $439K | $-313,926 |
| 2019 | $687K | $301K | $752K | $386K |
| 2018 | $686K | $503K | $367K | $183K |
| 2017 | $199K | $252K | $184K | $-52,977 |
Community Evidence
External EvidenceIdentity
- GS ID
- AU-ABN-50570344734
- ABN
- 50570344734
- Sector
- education
- Website
- www.loretonh.nsw.edu.au
- Financial Year
- 2023
Focus Areas
Board & Leadership (3)
- trustee
- trustee
- trustee
Financials
- Revenue
- $335K
- Assets
- $88K
Method
- Match Confidence
- registry
- Cross-references
- 2 datasets
- Match Key
- ABN
- Relationships
- 13
Matched by Australian Business Number (ABN) — high confidence. This entity was found across multiple government datasets using the same ABN.
Data Sources
JusticeHub
External LinkThis entity is also tracked in JusticeHub with 0 interventions and 0 evidence records.
External ecosystem profile linked from GrantScope for additional context. JusticeHub content is maintained separately.
View on JusticeHubDisability Market Context
NDIS LayerThis organisation shows disability-related delivery signals. The strategic question is whether it sits inside a resilient market, a thin market, or a captured market where large providers take most of the money and local alternatives are scarce.