AnnualReport 20102011

Annual Report 2010/2011
Where too much sport is never enough

Contents
Vision and Purpose 1
Chairman’s Report 3
Chief Executive’s Report 4
Sport Capability / GACU Coaching 5
Community Sport 6
Business 7
Business Development 8
Events 10
Statement of Financial Performance 11
Statement of Financial Position / Movement in Equity 12
Notes to Financial Statements 13
Audit Report 17
Directory 18
Harbour Sport Strategic Plan
2010-2015
Vision:
Harbour Sport, where too much
sport is never enough.
Purpose:
Lead and support the development
of the sport and recreation
community within North Harbour.
Statement of Intent:
Harbour Sport is a lead facilitator for the
development of sport and recreation in the Harbour
region. Development of the sector’s capability is a
key driving force for Harbour Sport. Through Harbour
Sport’s influence more people will participate in
sport and recreation.
We are a source of expertise, support and
experience. We are change agents supporting
governance, management, leadership and investing
in, and modelling, best practice for organisations
delivering or supporting sport and recreation.
We are advocates for the sport and recreation
community. We provide research, understanding
and knowledge of the sporting landscape for the
Harbour Community.
Financial sustainability and diversity will be at
the core of Harbour Sport’s potential to achieve
and deliver quality outcomes to our stakeholders.
Harbour Sport will strive to diversify income streams
to provide ongoing support within the sport and
recreation community.
Page 2
“Where too much sport is never enough”

Chairman’s Report
I have pleasure in presenting
this Chairman’s Report on the
activities of Harbour Sport
during 2011.
Firstly may I thank the
Trustees of Harbour Sport,
a knowledgeable and
experienced group of
volunteers who contribute
significantly to the
governance and development
of Harbour Sport. To Pete
Smallberger, Kate Shevland, Brett O’Riley, Anthony Ford,
Graeme Perigo, Lynne Coleman and Ian Jones, many thanks
for your contribution. To those new Trustees this year, Michael
Goudie, Helen Varney, (Education) Ted Benton (Education)
and Tim Holdgate (Rodney), we thank you for volunteering
to be a vital part of this Regional Sports Trust as we seek to
guide Harbour Sport in supporting sport and recreation in the
local community.
Impacting Harbour Sport significantly this year has been
the key change from working with two local councils to
one Auckland Council and Five Local Boards. Harbour Sport
has had to operate at a higher strategic and regional level
with Auckland Council as well as at a more community and
operational level with the Local Boards. The exact role of
each of the entities grows in clarity with time, but it is clear
that Harbour Sport has needed to influence significantly at
both Council and Local Board levels.
The Harbour Sport Board has been able to spend time on blue
sky thinking and consideration of big picture issues which
affect Harbour Sport and the Harbour Region.
As part of continuing consultation of Harbour Sport’s
stakeholders, key stakeholders were surveyed this year with
good results for Harbour Sport.
A few quotes from the survey:
• Understanding of their environment and the community
partnerships they have forged over a long period of time is
their major strength.
• Harbour Sport is very much the information hub for our
region. They connect sports and have worked hard at
creating a sporting community of practise. They are very
proactive in linking sport with council and have taken a
leadership role across the wider Auckland region. Their
expertise in strategic and business planning has impacted
positively on our sport and KiwiSport has opened many
opportunities.
• For us it is their honest concern about sport and our
needs, the fact that they do their homework and have
facts available to support their suggestions and have good
quality people
• Great, well meaning organization that is a credit to its
Region.
• I think their key strength is that they have identified
where they can add value and where the sports really
need assistance. So they aren’t trying to do our jobs for
us, nor are they acting like a sport social welfare system.
They provide expertise, assistance and also try to hook us
up with others who can help us progress.
• We have found Harbour Sport to be supportive and
understanding of the mutual role we play together to
deliver and grow sport participation in our Community.
Their staff are capable and enthusiastic and we enjoy a
strong relationship. Harbour Sport has been and continues
to be a significant resource to our code as we seek to
evolve, improve and grow. We have benefited hugely from
their assistance.
• I believe every Harbour Sport staff member I have had to
deal with has a genuine interest in what they are doing
and are always willing to help to the best of their ability.
Partners are vital in an organisation that role models
partnership and good business relationships. May I thank our
key partners with whom we have worked this year, particularly
as it has continued to be a difficult economic period. Thank
you also to SPARC, a key partner supporting our work in the
community. To Auckland Council, Waitemata District Health
Board and Ministry of Health we thank you for your confidence
in the work that we do.
Thank you to the staff at Harbour Sport who work tirelessly to
advocate, influence and develop sport and recreation in the
Harbour Region.
This year I step down from my role as Chairman of Harbour
Sport after three years. I have thoroughly enjoyed the
opportunity to work with the Trustees and Staff at Harbour
Sport. There is no doubt that the role of the Regional Sports
Trust is even more integral to the sports community and the
community as a whole as sport and recreation organisations
battle funding issues, participation and growth requirements,
community health and obesity issues, infrastructure needs
and the value of sport as a community connector, social
enabler and indicator of wellbeing.
Roger Hill
Chairman
“Where too much sport is never enough”
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Chief Executive’s Report
A key role of a Regional
Sports Trust is to develop
relationships with the
local sport and recreation
community in order to
lead, partner and support
growth and development.
The recent stakeholder
satisfaction survey would be
clear evidence that Harbour
Sport is particularly strong
in this area. With a 78%
satisfaction rate from our stakeholders, it would be clear that
Harbour Sport are doing a good job, but most satisfying is
that the ‘Quality of relationship’ component of the survey is
where Harbour Sport achieved most highly with each group of
stakeholders. These high scores reflect the quality of the staff
at Harbour Sport and their commitment to the community and
making an impact in sport and recreation.
Another survey completed this year which reflects the
engagement within Harbour Sport is the JRA International staff
satisfaction survey. Feedback from a JRA Senior Consultant:
• Harbour Sport’s results were exceptional, top 10% in New
Zealand
• The Best places to work data is taken from 246 organisations
and 31,000 employees so the benchmark is very high.
• The overall perception is about engagement and
connection. Harbour Sport scored 90.8%
• The top questions reflect the integrity, honesty and
leadership of how the organisation is run
• Harbour Sport has been requested by JRA to join a few
other stellar performers to learn from these organisations,
what they do to make them such great places to work
Top scoring questions:
Overall I would recommend this organisation
as a great place to work ..................................... 96.4%
I am encouraged to develop my skills,
knowledge and abilities ...................................... 96.4%
I have confidence in the leadership of
this organisation .............................................. 96.4%
This organisation is a fun place to work .................. 98.2%
Harbour Sport were also finalists in the Westpac North Business
Awards where we entered the Not for Profit section and the
EEO awards for the Work and Life Award.
The 2010 – 2011 year started with much change in local
government on the horizon. Harbour Sport and the North
Harbour Sports Council hosted the mayoral forum. A great
turnout from the sporting community demonstrated that
there was a strong voice in the community to be listened
to. With the advent of the new Auckland Council and the
Local Boards, Harbour Sport has had to operate differently
to ensure effective advocacy for both the role that we play in
the community but also for the value and importance of sport
and our stakeholders.
Relationships with Auckland Council have been strong and a
culture of partnering that Harbour Sport had built previously
with council was able to continue. Harbour Sport has five
Local Boards to service and support. To ensure effective
communication, relationship managers from Harbour Sport
have been assigned at both a staff and governance level. The
Local Boards are very important to Harbour Sport and to our
sporting community, so investing time and resource into them
is vital.
As a recognition of the value Harbour Sport has to Council,
two senior staff were seconded to work for Auckland Council
as sport and recreation advisors.
Harbour Sport continues to work closely with SPARC and
growing participation numbers in sport has been the focus of
sport development this year. Baseline data has been collected
across New Zealand detailing how many people are playing
what sports at what age and for how long. To assist Regional
Sports Organisations in growing their participant numbers,
Harbour Sport is completing Community Sport Plans with the
targeted sports – Football, Netball, Rugby, League, Hockey,
Gymsports, Cricket to identify how Harbour Sport can support
these sports in our region and assist with club development,
coaching and other identified support areas.
Harbour Sport has great capability to deliver sport and
recreation in the region. The staff are highly skilled and
motivated and prepared to do what they need to do to make
a difference for sport and recreation in the community. My
great thanks to the very hard working staff who give so much
of themselves to impact the Harbour Community.
Roger Hill finishes this year as the Chairman of Harbour Sport.
I would personally like to thank him tremendously for the
time and effort that he has put into Harbour Sport, but more
than anything his wisdom, mentoring and support that he has
given to me despite the fact that he no longer lives within the
Harbour Sport boundary. We wish you and your family all the
very best.
To Kate Shevland and Graeme Perigo who are also stepping
down this year. You have supported Harbour Sport and its
endeavours over many years. Many thanks for your input.
Toni-Maree Carnie
Chief Executive
Page 4
“Where too much sport is never enough”

Sport Capability
Strengthening and Connecting
Community Sport
The Sport Capability Team has grown over the year with
the addition of a Regional Sport Director to strengthen
the links between schools, regional sport organisations
and local sports clubs. The 2010/2011 year has involved
a considerable amount of work building ‘Whole of Sport’
partnership agreements with SPARC’s seven national
focus sports (Rugby Union, Rugby League, Netball,
Hockey, Football, GymSports and Cricket) as well as
Harbour Sport’s regional identified sports (Softball,
Volleyball, Basketball and Touch).
The Sport Capability Team has worked on several
sport development projects, including:
• Harbour Hockey – Completed the strategic planning
and board governance process which has resulted in
a strong Strategic Plan 2011 – 2016.
• Harbour Volleyball – Continued support of Volleyball
with particular attention to event management
support which resulted in the successful hosting
of the North Island Junior Secondary Schools
Tournament 2010 and the Beach Volleyball National
Tour Event 2011.
• North Harbour Softball Association – Continued the
support and development of the associations Board
which has resulted in a more focused direction of
the sport in the Harbour region.
• Sport and School Links – Supported Baseball, AFL
New Zealand, Swimming, Volleyball, Touch, Netball,
Rugby Union and Rugby League to connect with
Harbour Schools.
• Targeted Schools – Identified and supported three
targeted secondary schools to develop ‘Whole School
Sport Plans’ which include participation planning,
coach and volunteer development, and capability
building.
• Sports and KiwiSport – supported regional sports
to collaborate and target school cluster delivery of
sport programmes.
Governance and Sport Leadership
The North Harbour Sports Council continues to evolve
and grow and is an important advisory group for
Harbour Sport. Membership now includes 23 regional
Sports Organisations representing approximately
100,000 sports participants in the region. Achievements
over the 2010/2011 year have included submissions to
the Local Boards on the Local Board Plans, hosting of
the Harbour Sport Summit in partnership with Harbour
Sport and further use by Auckland Council of the ‘State
of Play Report’ as a best practice document on issues
for sport in our region. The NHSC will continue to ensure
a Harbour perspective on sport is provided to the Local
Boards and Auckland Council.
The Sport Leaders Forum, that Harbour Sport facilitates
on behalf of Harbour Regional Sports Organisation CEO’s
and development staff, is a unique opportunity for
cross-code networking and sport sector development.
This forum has provided a variety of professional
development and network opportunities which ensure
Harbour sport organisations are continuously improving
and providing quality sporting environments for their
members.
The Harbour Sport Club Workshops have become a
critical focus for Harbour Sport and the 2010/2011
year has seen excellent support for the Funding and
Sponsorship Workshop (27 sports clubs), Volunteers and
Membership Workshop (21 sports clubs) and School-Club
Link Workshop (11 sports clubs).
GACU – Greater Auckland
Coaching Unit
GACU initiatives this past year have targeted increased
support for the recruitment and training of community
coaches. Additional support provided through the
provision of professional development, networking and
mentoring opportunities for national and regional coach
delivery staff aided the development of a regional
network of coach educators.
GACU directly supported the recruitment and
development of 1,580 coaches through the delivery of
85 formal generic coaching workshops. An additional
5,200 informal coach development opportunities were
provided in the way of mentoring support, facilitator
training, coach assessment and reviews, project
planning and programme reviews, guest speaking and
supporting RSO workshops. More than 10,000 coaching
resources were distributed to support GACU’s coach
development programmes including, GACU first steps in
coaching diaries, a need analysis and planning tool and
a pilot coaching coordinators toolkit.
220 new coaches completed beginner coach and safety
net online learning modules as the trend of coaches
engaging in internet coach development services
continues to rise.
GACU delivered quarterly regional coach development
and network forums to support the professional
“Where too much sport is never enough”
Page 5

development and sharing of best practice initiatives
across the RSO/NSO coach development network in
the Auckland region. 125 participants attended these
important professional development opportunities
from the following sports, Tennis, Rugby, Netball,
Hockey, Cricket, Basketball, Bowls, Softball, Rugby
League, Squash, Badminton, AFL, Rowing, Gym Sports,
Swimming, Golf, Water Polo, and Football.
GACU also supported and provided funding to assist
12 national sports over the past year. Projects
were developed targeting coach recruitment and
development, the development of quality coach
facilitators and mentors. In total 2,354 coaches were
provided training support and development. 171 new
coach facilitators were trained and 35 new coach
mentors were trained.
In the Harbour Region the Harbour Sport Community
Coaching Manager delivered 1200 coach development
opportunities to community club and school coaches.
Included in this regional plan were mentoring sessions,
planning and reviewing meetings, coach assessments,
master classes, guest speaking and practical delivery.
30 formal workshops were facilitated to support 328
Harbour coaches.
Community Sport
KiwiSport
Harbour Sport has invested in 24 KiwiSport projects across
the Harbour Region since April 2010. These projects have
involved 53 schools and 18 different sports and as a result
of the KiwiSport investment there have been 235,472
participant hours delivered to students in the Harbour
region. Harbour Sport has introduced an additional
funding category called “Kickstart” to enable smaller
projects to be established. The most popular projects
continue to be Multi Sport school cluster projects. This
is where a group of sports partner together to offer
schools a variety of sporting opportunities throughout
the year. Harbour Sport continues to be impressed with
the quarterly reporting received which indicates that
projects are meeting KPI’s and are on track.
Green Prescription (GRx)
GRx has received 1,444 referrals in the last 12 months,
an average of 120 per month. 77% of all appropriate
referrals were graduated from the programme as being
“independently active” or able to maintain a sufficient
level of activity and well-being without further support.
The graduated patients have received either 3-4 months
phone support or 6-12 months support from the Beach
Haven and Northcote Community groups.
All 9 of the Ministry of Health KPI’s were achieved with
a higher national average for all KPI’s except one where
Harbour Sport was equal.
Active Families (AF)
Active Families has worked with 63 overweight children
in the mainstream AF programme and 15 in the Pacific
AF programme in the past 12 months. Free weekly
activity and sport sessions have been held in Orewa,
Murray’s Bay, Glenfield and Northcote. 95% of the
families that have graduated have become involved in
regular sporting activity with Rugby, League, Soccer,
Touch and Netball being the most popular.
ActivAsian
The first Chinese Sport Forum was held in August 2010
with the aim of establishing an on-going two way dialogue
between the Chinese community and Regional Sport
Organisations on the North Shore. 100% of participants
found the forum informative and useful. An outcome of the
forum was 8 sports (Squash, Tennis, Netball, Badminton,
Volleyball, Golf, Rhythmic Gymnastics and Petanque)
engaging with the ActivAsian team to implement the
Asian Sport Engagement Model (ASEM). These sports
have implemented Ethnic Engagement strategies and are
starting to see a better connection to their community
and an increase in participation. The ActivAsian team
organised 6 sports to set up ‘Have-a-go’ activities at the
Chinese and Korean New Year Festival 2011 in Northcote
which around 8,000 people attended. Chinese children in
4 target primary schools were surveyed regarding interest
in sport which assisted in informing sports.
A Korean Coordinator has been employed and work has
started in the Korean community including translation
of sporting information and presentations to Korean
Community Groups.
FunSkills
Funskills is a project to develop confidence and
competence in Fundamental Movement Skills in children
who are not involved in sport aged between 5-12 year
olds. 4 schools (3 primary and 1 intermediate) were
involved in the 16 week Funskills sessions. 183 children
participated with 78% average attendance in activity
sessions and 41% wanting to participate in sport at the
end.
Page 6
“Where too much sport is never enough”

Support to Primary School and Early
Childhood Centres
Support for Primary Schools has been through
Fundamental Movement Skill and Teaching Games for
Understanding workshops for teachers. 10 workshops,
with 173 teachers participating were delivered with 99%
satisfaction related to understanding the key messages
and workshop usefulness. In Early Childhood Education
Harbour Sport delivered workshops for teachers and
parents related to Fundamental Movements Skills and
Active Movement. 8 workshops with 90 teachers and
26 parents involved were delivered. Percentage of
satisfaction was 94%.
Project InterACTIVE (PIA)
The AUT evaluation on Project InterACTIVE was
completed with a statistically significant increase
of 18% in physical activity levels among children in
the Beach Haven/Birkdale cluster. Harbour Sport
surveyed 695 children from this cluster in years 5-8
regarding sports participation. Results were as follows:
Percentage increase in new sports club membership: Yr
5: 7% increase, Yr 6: 29% increase, yr 7/8: 6% increase.
Harbour Sport facilitated a very successful School Sport
Planning Workshop with all the principals and 2 sport
leaders in the PIA cluster. School plans were developed
and effectively linked to the curriculum. The formal
aspect to this project has finished however support will
continue to be provided through the Cluster Kiwisport
Project and workshop provision.
Cycle project
Harbour Sport has scoped cycling in the Harbour region
and formed positive links with key partners in the
Auckland Transport cycling team. Initial planning is
underway to survey a targeted community to determine
cycling participation, barriers and enablers prior to
project implementation.
Wriggle and Rhyme
Wriggle and Rhyme is collaboration between the 4
Auckland Regional Sports Trusts and the Auckland
Council. Wriggle and Rhyme was delivered in 13
libraries in the Harbour region and approximately
1,500 children and their families attend each term.
The sessions provide parents of 0-2 year old children
with information on why movement is important and
movement ideas for young children. Wriggle and
Rhyme won the Project Collaboration Award at the 2011
NZ Sport and Recreation Awards.
Community Excellence Awards
The Community Excellence Awards had 8 categories in
2010. The Asian and Pacific Island initiatives received
the highest number of nominations demonstrating the
importance they place on these awards. Harbour Sport
continues to present the winners their prizes in their
own environment. This has been extremely successful
as recipients feel that they have been acknowledged by
their community.
Business
Build internal capacity and capability:
The Business Development Team’s role is to increase
capacity and capability of Harbour Sport by ensuring a
specialised focus in the following areas:
Charitable Trust funding
Ensuring Harbour Sport maximises its opportunities to
secure charitable trust funding for new and existing
initiatives with significant community impact. Harbour
Sport, like many organisations, is reducing its dependency
on gaming, particularly in the areas of core business.
The larger trusts are also considering a more strategic
application of their funds rather than propping up
business as usual. As the era of easily available gaming
funds continues to fade, organisations are now examining
business models that have core business matched
by sustainable revenue. Gaming funds will remain a
significant part of the landscape but will be best used
for projects that drive change, deliver demonstrable
benefit and leave an organisation stronger when the
investment ends.
Strategic Communications
There was a strong focus on the continued
implementation and development of Harbour Sport’s
strategic communication plan. The plan aims to
maximise Harbour Sport’s communications to its many
stakeholders with a focus on consistent messages, media
planning, website, event and program participation,
branding and partnership promotion.
Two key outcomes for the 2010-2011 year has been
Harbour Sport embracing social media with a presence
on Facebook and Twitter, and implementing an internal
Customer Relationship Management database.
With all sporting organisations now dealing with 5
local boards and 1 central council, instead of 2 local
councils, communication vehicles and strong personal
relationship have become of even greater importance.
Ensuring the right message is given to the right people
is a cornerstone to achieving Harbour Sport’s outcomes.
As our community continues to diversify it is important
that Harbour Sport provides communication channels
that allow our community to be updated and informed.
“Where too much sport is never enough”
Page 7

Diversifying Funding Streams
SPARC continues to be a significant funder of Harbour
Sport but there is a strong focus on finding alternative
streams of funding. Currently Harbour Sport has 36%
of its funding from SPARC, approximately 27% from
Council and Health and the other 37% is made up of a
combination of gaming, sponsorship, tenants and event
income. Our ever-growing partnerships ensure that we
continue to grow a diversified funding portfolio.
Performance Management
Harbour Sport continued to focus on its performance
management. This activity focuses on increasing
employee engagement, aligning and measure KPI’s to the
strategic plan, living organisation values, competences
and developing our people. Our staff satisfaction survey
results placed Harbour Sport in the top 10% of companies
to work for in New Zealand. Harbour Sport was selected
as finalists in the EEO Work & Trust Work Life Balance
Award and the Westpac Auckland North Business Awards
Not For Profit Organisation.
SPARC
SPARC is the major partner and
funder of Harbour Sport.
Their vision is: Everyone, everyday,
enjoying and excelling through sport and recreation.
Their mission is: Creating a sport and recreation
environment where more New Zealanders participate,
support and win.
SPARC partners with Harbour Sport in recognition of
the extensive networks, stakeholders and relationships
the Trust has in the community, as well as the good
reputation Harbour Sport has in the region.
Business Development
After many years partnering with the North Shore City and Rodney District Councils,
Harbour Sport is now a partner of the Auckland Council. The expectation is that
Harbour Sport will continue to provide services to the sport community, facilitate the
growth of sport and physical activity and increase the uptake of sporting lifestyles.
The major change has been building relationships with the 5 local boards that make up the Harbour region i.e.
Takapuna and Devonport, Kaipatiki, Upper Harbour, Hibiscus and Bays, and Rodney and the Auckland Council. All
the local boards have identified Harbour Sport as an important stakeholder in helping to shape each respective
community by using sport and physical recreation to develop health, social and economic benefits, as well as
providing an enhanced sense of identity and wellbeing.
The Health Sector continues to be an important partner to Harbour Sport. Waitemata District Health Board (WDHB)
has invested in Harbour Sport through the Active Families pilot programmes (Maori and Pacific Island). The WDHB
has identified that Harbour Sport can assist them to meet their objectives of reducing health inequalities and
increasing physical activity in targeted populations through sport and recreation.
The PHO’s have partnered with Harbour Sport to improve the health and well being of the community through
promotion and delivery of physical activity and healthy lifestyles as well as through sport and recreation.
Harbour Sport appreciates and values the support of Chartiable Trust and Gaming funders who have provided
funding for the many important sport and physical activity programmes and projects throughout the year.
Page 8
“Where too much sport is never enough”

Commercial Sponsors
Our sponsors have expectation of utilising our networks and stakeholders to access their
target market and promote their brands, product and services. We thank them for their
continued support:
“Where too much sport is never enough”
Page 9

Events
Massey University
Harbour Sport Excellence Awards
Top left: Jacko Gill, Junior Sportsman of the Year
and Overall Supreme Winner.
Top Centre: Lisa Carrington, Sportswoman of
the Year, Maori Sports Performer, and part of
International Performance by a Team.
Top Right I: 2010 Legends of Harbour Inductees,
Bernard Hadfield, Eric Verdonk, Walter Little.
Top Right II: Awards/trophies presented on the
night.
Bottom Left: Overall Supreme Winner, Jacko Gill
with his Coach, Coach of the Year, Didier Poppe.
Bottom-Right: Room setup at The Spencer on
Byron Hotel.
2011 Youthtown
Shore to Shore
In 2011 the Youthtown Shore to Shore Fun Run/Walk attracted 5,100 participants ...
Page 10
“Where too much sport is never enough”

Statement Of Financial Performance
For the Year Ended 30 June 2011 2011 2010
Actual
Actual
Income $ $
Grants and Contracts
Local Council 204,173 260,933
Regional Sports Trusts 280,805 101,280
SPARC 1,222,342 1,076,685
Ministry of Health 245,149 245,149
Halberg Trust 0 13,167
ASB Charitable Trust 45,000 195,753
Contracts 233,733 301,936
Gaming Trusts 125,481 84,846
Total Grant and Contract Income 2,356,683 2,279,749
Other Income
Kiwisport Partner Contributions 176,152 105,526
Kiwisport Regional Project 61,763 0
Event Entry Fees 31,167 39,034
Interest Received 83,066 55,793
Recoveries from Tenants 46,181 38,903
Sponsorship 177,726 214,659
Sports Awards Dinner 16,229 21,148
Sundry Income 29,661 36,656
Total Other Income 621,945 511,719
TOTAL INCOME 2,978,628 2,791,468
Less Expenses
Administration Expenses 26,608 24,522
Associations 18,343 32,030
Audit Fees 8,699 6,771
Communication 30,377 33,615
Depreciation 152,630 182,741
Events - Associated Costs 162,708 153,500
Kiwisport Projects 540,032 105,526
Marketing 5,275 42,930
Office Expenses 41,628 51,041
Programme Expenses 628,409 703,375
Property Expenses 40,502 24,811
Staff Expenses 1,148,390 1,248,196
Vehicle Expenses 85,104 74,957
Other Expenses 17,180 1,194
TOTAL EXPENSES 2,905,885 2,685,209
SURPLUS / (DEFICIT) 72,743 106,259
“Where too much sport is never enough”
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Statement Of Financial Position
AS AT 30 June 2011 Note 2011 2010
Actual
Actual
$ $
Current Assets
Cash and Cash Equivalents 303,392 341,365
Term Deposit 620,840 490,840
Cash at Bank (GACU) 414,644 427,374
Cash at Bank (Kiwisport) 59,582 62,209
Term Deposit (Kiwisport ) 730,000 400,000
Term Deposit ( North Shore Sports Trust) 215,000 213,710
Accounts Receivable 124,347 80,816
Expenditure Paid in Advance 11,008 18,206
Unearned Interest 30,599 53,531
2,509,412 2,088,051
Current Liabilities
Accounts Payable 127,803 146,123
Accruals 16,420 14,469
Income Received in Advance 179,396 155,812
GACU Income Received in Advance 316,109 362,575
Kiwisport Income Received in Advance 10 786,876 462,035
Provision for Holiday Pay 50,844 53,760
Finance Lease - Current Portion 3 159,191 103,521
1,636,639 1,298,295
Working Capital Surplus / (Deficit) 872,773 789,756
Non-Current Assets
Fixed Assets 4 978,738 1,089,759
Non-Current Liabilities
Provision for Long Term Maintenance 1(viii) 79,110 64,110
Finance Lease - Term Portion 3 134,005 249,752
213,115 313,862
Net Assets 1,638,396 1,565,653
Statement of Movement in Equity
For the Year Ended 30 June 2011 2011 2010
Actual
Actual
$ $
Trust Funds as at 1 July 2010 1,351,943 1,267,420
Surplus / (Deficit) for the year to 30 June 2011 72,743 106,259
North Shore Sports Trust Surplus for the year (1,290) (21,736)
Trust Funds as at 30 June 2011 1,423,396 1,351,943
North Shore Sports Trust Capital Grant Balance as at 1 July 2010 213,710 191,974
Surplus / (Deficit) for the year to 30 June 2011 1,290 21,736
Monies Capitalised during the year 0 0
North Shore Sports Trust Capital Grant Balance 215,000 213,710
Total Funds Administered 1,638,396 1,565,653
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“Where too much sport is never enough”

Notes to the Financial Statements
For the year ended 30 June 2011
1. Statement of Accounting Policies
(i) Basis of Reporting
Reporting Entity
Harbour Sport Trust is a Charitable Trust incorporated under the Charitable Trusts Act 1957 and is registered as such
with the Inland Revenue Department. The Trust is also registered with the Charities Commission (CC 37293 ).
The Trust has chosen to adopt generally accepted accounting practice as defined by Financial Reporting Standards
and Statements of Standard Accounting Practice.
Generally accepted accounting practices have been used in the measurement and reporting of earnings and
financial position on an historical cost basis.
Differential Reporting
By virtue of its lack of public accountability and size, the Trust is a qualifying entity in terms of the Framework for
Differential Reporting. The Trust has taken advantage of all available differential reporting exemptions.
(ii) Income Recognition
The Trust receives grants from SPARC, the Ministry of Health, the North Shore City Council, the Rodney District
Council, various Trusts and income in the form of sponsorships, event and course fees, interest and donations.
Income is recognized when received, although where income is related to activities to be carried out in a future
year, this income is carried forward to that year.
(iii) Fixed Assets
All fixed assets are initially recorded at cost.
Depreciation has been calculated on the diminishing value basis, using rates which reflect the expected useful life
of the assets.
The rates used are: Buildings 2%-12%DV
Sports Equipment
20%DV
Furniture & Fittings
25%DV
Office Equipment
25%DV
Computer Equipment 40-60%DV
Motor Vehicles
40%DV
(iv) Goods and Services Tax
The financial statements have been prepared on a GST exclusive basis except for receivables and trade payables. Any
tax owing or refundable at balance date is shown in the Balance Sheet. GST is accounted for on an invoice basis.
(v) Accounts Receivable
Accounts Receivable are valued at estimated realisable value. An estimate is made for doubtful debts based on
a review of all outstanding amounts at year end. Bad Debts are written off during the period in which they are
identified.
(vi) Income Taxation
No income taxation has been provided for in the accounts as Harbour Sport Trust is registered as a Charitable Trust
for income taxation purposes.
“Where too much sport is never enough”
Page 13

(vii) Income in Advance
Income has been received during 2010/2011 which relates to events planned for 2011/2012. In these cases, the
income has been carried forward for the purpose of matching income against expenditure which is expected to be
incurred in the 2011/2012 financial year.
Actual
Actual
2011 2010
GACU - Conference and Interest Income 36,045 26,707
GACU – SPARC / Regional Sports Trusts 280,064 335,869
SPARC - KiwiSport 786,876 462,035
SPARC – Other 3,525 53,750
North Shore City Council 14,000 39,000
Auckland City Council 71,115 0
ARPASS 0 5,000
Waitemata District Health Board 28,040 54,970
NSST Interest 8,050 3,090
Accident Compensation Corporation 8,083 0
ASB Bank 20,000 0
Devonport Community Board 415 0
Lion Foundation 16,668 0
Sport Waitakere 9,500 0
Total 1,282,381 980,421
(viii) Long Term Maintenance
During 2000, the Trust developed a cyclical maintenance plan. The Trust accounted for its cyclical maintenance
obligations for the first time in the 2000/2001 Annual Accounts. In accordance with FRS-15, the Trust has identified
that it has an obligation to a third party to maintain its building, that there will be an outflow of resources relating
to the maintenance of the building and that a reliable estimate of that outflow can be made. A review of the plan
was conducted by OPUS Building Consultants in October 2003.
(ix) Leased Assets
Leases under which the Trust assumes substantially all risks and rewards incidental to ownership, have been
classified as finance leases and are capitalised. The asset and the corresponding liability are recorded at inception
of the lease at the lower of the fair value of the leased asset, or at amounts equivalent to the discounted present
value of minimum lease payments including residual values.
Finance charges are apportioned over the terms of the respective leases.
Capitalised leased assets are depreciated over their expected useful lives in accordance with rates established for
other similar assets.
(X) Changes in Accounting Policy
There have been no changes in accounting policies from those adopted in the prior financial year.
2. North Shore Sports Trust Capital Grant
In October 1991, the North Shore Sports Trust merged with the Harbour Sport Trust. A capital sum of $100,000 was
vested with the Harbour Sport Trust. This capital sum, together with interest income and net funds arising from
the Morgan Shore to Shore road race, is administered by Advisory and Executive trustees representing the former
North Shore Sports Trust, in conjunction with the CEO of Harbour Sport Trust.
3. Finance Lease Obligations
Finance leases are secured over 13 motor vehicles.
The principal portions payable after Balance date are:
2011 2010
Current 159,191 103,521
Non Current 134,005 249,752
Page 14
“Where too much sport is never enough”

4. Fixed Assets
It is the Board’s opinion that fixed assets have not been permanently impaired during the year.
Cost Acc Depn NBV Cost Acc Depn NBV
2011 2011 2011 2010 2010 2010
Furniture & Fittings 146,866 121,401 25,485 152,602 118,328 34,274
Office Equipment 134,927 111,899 23,027 151,436 119,153 32,283
Computer Equipment 282,602 226,459 56,143 323,549 246,228 77,321
Albany Building 979,126 233,125 746,001 979,126 213,550 765,576
Motor Vehicles 415,960 287,859 128,101 411,611 231,572 180,039
Sports Equipment 0 0 0 942 680 262
Total Fixed Assets 1,959,481 980,743 978,738 2,019,266 929,511 1,089,755
Summary of 2010 Asset Additions:
Depreciation Expense by Category:
Actual Actual Actual Actual
2011 2010 2011 2010
Furniture & Fittings 0 12,606 Furniture & Fittings 8,561 10,997
Office Equipment 0 5,840 Office Equipment 8,038 10,546
Computer Equipment 13,896 8,133 Computer Equipment 34,633 51,474
Albany Building 0 0 Albany Building 19,575 20,566
Motor Vehicles 37,215 77,523 Motor Vehicles 81,792 89,092
Sports Equipment 0 0 Sports Equipment 31 66
Total Fixed Assets Additions 51,111 104,102 Total Depreciation 152,630 182,740
5. Trustee’s Remuneration
The total value of fees paid to trustees was nil
6. Contingent Liabilities
There were no contingent liabilities at 30 June 2011
7. Capital Commitments
There was no capital expenditure contracted for at balance date.
(2010 – nil)
(2010 – nil)
(2010 – nil)
8. North Harbour Rugby Referees Lease
A donation of $52,500 was received during the 1999 year from North Harbour Rugby Referees as a contribution
towards the cost of construction of the Sports House. This amount was included as income for the 1999 year.
In return for the amount donated, Harbour Sport will lease a portion of Sports House to North Harbour Rugby
Referees on a rent free basis for the remaining period of the lease, which expires in the year 2019.
Under the lease agreement with North Harbour Rugby Referees, all future operational expenses for that portion of
the building, will be the responsibility of North Harbour Rugby Referees. Should the lease agreement be terminated
before its full lease term, Harbour Sport will not be liable for any interest or penalties towards North Harbour
Rugby Referees.
9. Reserve Fund
Not for Profits are not commercial entities and are therefore limited in the funds they can borrow. Therefore as a
matter of prudent financial management the Board maintains a reserve cash fund equivalent to up to six months
operating costs.
10. KiwiSport Funding Committed as at 30 June 2011
During the year Harbour Sport received funds from SPARC for the KiwiSport Initiative. The amount shown in
Received in Advance includes amounts that have been allocated to projects but not yet paid out at balance date.
“Where too much sport is never enough”
Page 15

The allocation of funds at 30 June 2011 is as follows:-
Kiwisport Coach and Volunteer Project 100,400
Auckland Regional Projects 195,214
Mahurangi Community and Schools Sports Coach 30,000
Peninsular Cluster Multisport Project 30,000
Racquet and Touch Super Sport 30,000
KiwiVolley Regional Project 30,000
Glenfield Schools Cluster 30,000
Moving Mahurangi College Sport Forward 5,010
Grasshoppers 36,666
Active Kiwis East 30,000
Active Kiwis West 30,000
Birkdale/Beach Haven Kiwisport Cluster 30,000
Birkenhead College 5,899
Glenfield College 10,202
Futsol at School 2,609
Racquet and Touch Super Sport Collective 60,000
Fun Sports 20,000
Underwater Training for Youth 2,500
Hato Petera College 6,230
Rangitoto College 60,000
North Shore West Multisport Cluster 15,000
Football Link 15,000
Micro Footy 5,000
Total Funds allocated to approved projects 779,730
Funds yet to be allocated to projects 7,146
Total KiwiSport Received in Advance 786,876
11. Statement of Uncommitted Funds as at 30 June 2011
2011 2010
At 30 June the following funds were available: $ $
Cash and Savings Accounts 303,392 341,365
Shore to Shore Trust Deposit Account 215,000 213,710
Greater Auckland Coaching Unit Deposit Account 414,644 427,374
KiwiSport Deposit Account 789,582 462,209
Deposit accounts which mature within the next 12 months 620,840 490,840
Accounts Receivable 124,347 80,816
2,467,805 2,016,314
To meet the following commitments:
Accounts Payable 144,223 160,592
Income Received in Advance 1,282,381 980,422
Lease Liability 159,191 103,521
Provision for Holiday Pay 50,844 53,760
Provision for Long Term Maintenance 79,110 64,110
Shore to Shore Fun Run 215,000 191,974
1,930,749 1,576,115
Leaving resources available 537,056 440,199
Reserve Fund for continued operations 370,840 340,840
Leaving resources available / (deficit) for general purposes 166,216 99,359
Future intentions for these available resources include:
Programme development 60,000
Vehicle replacement 30,000
Seeding funding programmes 10,000
Building Development 80,000
Page 16
“Where too much sport is never enough”

INDEPENDENT AUDlTOR’S REPORT
TO THE TRUSTEES OF
- HARBOUR SPORT TRUST
We have audited the financial statements of Harbour Sport Trust on pages 11 to 16 which comprise the statement
of financiai position as at 30 June 2011, and the statement of financial performance, statement of movement in
equity for the year then ended, and a summary of significant accounting policies and other explanatory information.
Board of Trustees’ Responsibility for the Financial Statements
The trustees are responsible for the preparation and fair presentation of these financial statements in accordance
with generally accepted accounting practice in New Zealand and for such internal control as the trustees determine
is necessary to enable the preparation of financial statements that are free from material misstatement, whether
due to fraud or error.
Auditor’s Responsibility
Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our
audit in accordance with international Standards on Auditing (New Zealand).
Those standards require that we comply with ethical requirements and plan and perform the audit to obtain
reasonable assurance about whether the financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the
financial statements. The procedures selected depend on the auditor’s judgement, including the assessment of
the risks of material misstatement of the financial statements, whether due to fraud or error. in making those risk
assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of
the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for
the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes
evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates, as
well as evaluating the overall presentation of the financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit
opinion.
Other than in our capacity as auditor we have no relationship with, or interests in, Harbour Sport Trust.
Opinion
In our opinion, the financial statements on pages 11 to 16 present fairly, in all material respects, the financial
position of Harbour Sport Trust and as at 30 June 2011, and its financial performance for the year then ended in
accordance with generally accepted accounting practice in New Zealand.
HAYES KNIGHT AUDIT
AUCKLAND, NEW ZEALAND
23 September 2011
“Where too much sport is never enough”
Page 17

Directory
BOARD OF TRUSTEES
Roger Hill - Chairman
Graeme Perigo
Lynne Coleman
Bevan Catley
Brett O’Riley
Helen Varney
Michael Goudie
Ian Jones
Kate Shevland
Piet Smalberger
Anthony Ford
Ted Benton
Tim Holdgate
STAFF
Toni-Maree Carnie
Chris Milicich
Lisa Newman
Sue Barker
Dianna Bell
Riki Burgess
Richard Casutt
Tony Mordaunt
Renate Smith
Tracy Kemp
Nesha Greasley
Jay Martin
Duncan Robertson
Carl Fenton
Maree Wright
Liz Golding
Miguel Gallardo
Jenny Lim
Joe Cho
Linden Morris
Andy Rogers
Chief Executive
Business Development Manager
Office Manager
Reception/Administration Support
Accountant
Sport Capability Team Leader
Sport Development Advisor
Coaching Manager
Regional Sport Director
Harbour Sport Administrator
Tai Chi Co-ordinator
Community Sport Advisor
KiwiSport & Volunteers Co-ordinator
GRx/Active Families Manager
Pacific Island Family Support Person
GRx Patient Support
Community Sport Coach
Asian Community Sport Advisor
Korean Community Sport Co-ordinator
He Oranga Poutama
Greater Auckland Coaching Unit (GACU) – Coaching Director
AUDITOR BANKER LEGAL ADVISOR
Hayes Knight Audit Westpac McVeagh Fleming
PO Box 9588 110 Wairau Road PO Box 300-844
Auckland Private Bag 93-515 Albany
Takapuna
Page 18
“Where too much sport is never enough”

Participation
OutcOme 1
More Harbour people
participating in Sport
and Recreation
Advocacy
OutcOme 2
Inform, advocate for and
influence new and better
practice for sport and
recreation delivery
Coaching
OutcOme 3
More sport
participants have
access to a quality
coach
Volunteering
OutcOme 4
More Harbour
people volunteering
in sport
Communication
OutcOme 5
Harbour Sport is a
credible and utilised
sport and recreation
communication hub
By 2015
Children will be active from an early age
and their first experiences will be fun,
playful and engaging.
Young people’s input into their sport will
be valued.
Youth and young people will choose to
stay in their sport through key transitional
stages of their life.
Mastering multiple skills will be the
priority.
Schools and communities will be working
together to maximise the sport and
recreation opportunities for families.
Sports organisations will be innovative
and responsive to the changing needs of
society.
Clubs will have enough good volunteers.
Teams will have effective coaches.
Maori whanau, hapu and iwi will be
supported by an holistic approach to sport.
Multi-sport clubs will provide a variety
of sporting opportunities for the whole
family.
Quality sports experiences will see more
athletes fulfilling their potential.
Disabled people will be part of everyday
sport.
Ethnic engagement will be at all levels and
roles in sport and recreation.
A wide range of sport and recreation
initiatives for all ages will be in
every neighbourhood, driven by local
communities.
Key agencies in the region will be working
in alignment to maximise the use of each
other’s expertise and resources.
Harbour Sport will be seen as the
knowledge hub and first port of call for
information on sport and recreation in the
region.
Harbour Sport Values
Passionate
• Embracing your team and
Harbour Sport
• Bring the community on the
journey
• Going the extra mile, living the
dream
• Overcoming adversity to achieve
• Always challenging yourself and
others
• Turning creative ideas into
reality
Value Our People
• Supporting work/life balance
• Empathy
• Respect
• Acknowledge the differences
and the opportunities
• Take the time to learn and
understand
• Don’t stand on others mana
• Personal and professional
development opportunities
Team Player
• Supporting other staff members
and their programmes
• Valuing opinions with an open
mind
• Giving and receiving honest
feedback
• Helping each other to perform
well
• Affirming others for great work
Professionalism
• Take personal responsibility
• Honesty and integrity
• Adaptable and flexible
• Be well prepared and reliable
• Admit and learn from mistakes
• Be reliable
• Deliver promised outcomes
• Embrace Harbour Sport values
Harbour Sport
PO Box 300 633, Albany
Stadium Drive, Albany
tel. 09 415 4610 | fax. 09 415 4594
“Where too much www.harboursport.co.nz
is never enough”
Continuous
Improvement
• Strive to deliver best practice
• Test, implement, review,
evaluate, plan
• Work to the best that you
possibly can
• Continuous improvement
• Solution based
• Strive for excellence
Page 19

Harbour Sport, where too much sport is never enough.
Page 20
Ph: 09 415 4610 Fax: 09 415 4594 Email: reception@harboursport.co.nz
Sports House, Stadium Drive, Albany
PO Box 300-633, Albany, Auckland 0752
www.harboursport.co.nz
“Where too much sport is never enough”