Aktive Annual Report 2016/17

AktiveAuckland

Annual Report

Pūrongo ā tau


CONTENTS

02 Our Values

04 Strategic Investment

06 Message from Auckland Council and Sport New Zealand

08 Message from the Chair and Chief Executive Officer

10 Governance

12 Our Performance

39 Financials

54 KiwiSport 2016/17 Regional Partnership Funds

GUTSY

Kia maia

We make transparent, bold

decisions in pursuit of our

vision for Auckland.

RELENTLESS

Kia manawa piharau

We have the passion

and perseverance to

achieve our goals.

PLAY IT STRAIGHT

Kia tākaro tōtika

We deal with the facts,

focus on solutions,

and treat everyone

fairly and with integrity.

M

E A

GO HARD

Kia kaha

We work with intensity,

urgency and vigour.

TEAM UP

Kia tū takitini

We succeed by trusting

and playing to each other’s

distinctive strengths.


Aktive Annual Report 2016/2017 3

VISION 2020 – He whakakitenga 2020

Auckland – the world’s most active city.

MISSION – Whainga Matua

To collaborate, set direction and provide

regional leadership for Auckland’s sport

and recreation communities.

Kia mahitahi, kia tau te aronga, kia kōkiri

i ngā hākinakina me te mahi a Rēhia mo

te rohe o Tāmaki Makaurau.

MOVE


4 Aktive Annual Report 2016/2017

STRATEGIC INVESTMENT

Rautaki whakangao

Strategically

Aligned

Investment

On behalf of our key strategic funders (refer

below), Aktive invested more than $10 million

in 2016/17 for community sport delivery,

strategic leadership and regional services

into the Auckland sport and recreation sector.

This investment is distributed at local

and Auckland-wide levels into national,

regional and local organisations.

KEY STRATEGIC FUNDERS


Aktive Aktive Annual Annual Report Report 2016/2017 5

Coach Evolve

Targeted Populations

NORTH

$2,268,841

CENTRAL

$2,511,254

Per Capita $6.55*

Per Capita $6.75*

$751,040**

Indirect Investment

Direct Investment $1,517,801

Direct Investment $$1,659,327

Indirect Investment

$851,906**

$10,498,551

Auckland Wide Investment

Local Area

Investment

.................................

SOUTH

$3,742,266

Direct Investment $2,220,020

Indirect Investment

$1,522,246**

Per Capita $8.01*

$813,219**

Direct Investment $1,162,992

Indirect Investment

WEST

$1,976,210

Per Capita $8.64*

Community Sport

TLC (Talent, Leadership & Character)

Coaching & Talent Development

Leadership & Advocacy

Greater Auckland Aquatic

Action Plan

*Per capita calculation based on 2013/14 population census data

**Indirect investment is the value of ‘Auckland Wide Investment’

deployed in to local areas


6 Aktive Annual Report 2016/2017

MESSAGE FROM AUCKLAND COUNCIL

He pānui nō te Kaunihera ō Tāmaki Makaurau

Our goal is a world-class city where parks, leisure facilities,

sports and recreation programmes are widely available to

everyone. Whether it’s young children or seniors, social sport

or clubs, or leisure and walks in parks, we want people to have

access to a wide range of activities that contribute to healthy,

active lifestyles.

Auckland Council provides 43 leisure and recreation facilities

and 240 sports parks from Rodney to Franklin, often partnering

with community networks and sport and recreation organisations.

In the past year, the council’s commitment has included five facility

partnership projects, seven multi-sport partnerships, and a Regional

Sport and Recreation Grants programme to support increased

participation.The council has also completed 21 Local Board Sport

and Recreation State of Play reports to help with decision-making

at neighbourhood level.

The council worked closely with Aktive - Auckland Sport &

Recreation, and engaged with over 75 sports organisations, on

developing the Auckland Sport Sector: Facilities Priorities Plan

– a coordinated, integrated and sector-based approach for

providing future sports facilities.

The council has also worked with Aktive on the Community

and School Partnership Project to improve access to sport

and recreation facilities through greater sharing of school

and community assets.

Working with organisations like Aktive will help the council

support Aucklanders to develop life-long leisure and sporting

habits that benefit their physical and mental health.

Stephen Town

Chief Executive

Auckland Council


MESSAGE FROM SPORT NEW ZEALAND

He pānui nō Sport New Zealand

Sport New Zealand is working hard to improve

the quality of sport and recreation available to New

Zealanders, particularly our young people.

It’s our belief that quality is the key to young people

getting active and staying active in a world of

competing priorities and technologies.

Aktive – Auckland Sport & Recreation is a key partner

for Sport New Zealand, and one that shares our beliefs,

commitment and approach. This is critical, with one

third of our population living in Auckland.

This year Aktive has taken major strides forward

in its efforts to ensure quality opportunities are available

for the people of Auckland, and that these opportunities

reflect the dynamics and needs of Auckland’s

many and varied communities.

We believe The Auckland Approach to Community Sport

is a game-changer. Launched by the Aktive group this year,

this plan provides a uniform and integrated approach to the

delivery of sport and recreation across the city’s sporting

regions. It’s focussed on local solutions for local needs

and will, we believe, get more investment to the

grassroots and get more young Aucklanders active.

I congratulate Aktive’s board and management

on the steps they have taken this year to reposition

the organisation for a more positive future for

sport and recreation in our biggest city.

Peter Miskimmin

Chief Executive

Sport New Zealand


8 Aktive Annual Report 2016/2017

Message

from the Chair

and CEO

He pānui nō te Heamana

me te Kaiwhakahaere Matua

The 2016/17 year has seen significant steps by Aktive and its key

delivery partners over this period – Harbour Sport, Sport Auckland,

Counties Manukau Sport and Sport Waitakere – towards the

shared vision for Auckland to be the world’s most active city. It

can also be marked by three words – interesting, inspiring and

invigorating.

Raewyn Lovett

Chair – Aktive

A critical aspect of this vision has been completed and launched;

namely, The Auckland Approach to Community Sport. Co-created

with our Regional Sports Trust partners, Sport New Zealand,

Auckland Council and health and education providers, the strategy

represents a consistent and scalable community sport system.

The focus is to provide Auckland a world-class community sports

system. How? Put simply, community by community; a message

that has been shared with various stakeholders including national

and regional sports organisations.

From a performance perspective, it is pleasing to note Sport

New Zealand’s positive comments around the considerable

commitment and effort to develop and roll out The Auckland

Approach to Community Sport. This includes understanding

that the result is a shared vision with aligned regional and local

planning across Auckland for the very first time. Along with

reference to the important strategic role Aktive plays in New

Zealand’s sport system, Sport New Zealand’s annual review of

Aktive has given us confidence and encouragement to progress

Auckland-wide planning.

This is boosted by an increase of $1.5

million from up-stream funders, taking

investment in Auckland to a new high

of over $11 million*, and advancing all

Sarah Sandley

CEO – Aktive


Aktive Annual Report 2016/2017 9

parts of the system and partners.

Making a tangible benefit for

communities, we are committed to

complete transparency to where this

and all monies are spent, as shown

in the funding allocation summary

available on our website.

Aktive’s Shared Services and Procurement continues to go

from strength to strength, now having taken over $1 million

back office savings out of the sector. This is money that can

be and is reinvested back into the grass roots of sport and

recreation.

The launch of a new service for the sector, the Chairs’

Roundtable series, focuses on improving governance

capability. There has also been strong progress with innovative

programmes such as Good Sports, HERA – Everyday

Goddess, TLC (Talent, Leadership & Character) and Coach

Evolve, along with the ongoing facilitation of Sport New Zealand

programmes Pathway to Podium and Performance Coach

Advance.

This performance has been acknowledged in the stakeholder

survey of Aktive’s operations, noting greater access to

resources, improved performance and increased sector

support and collaboration as key highlights. We look forward to

building on this with further engagement with our stakeholders.

Partnerships are invaluable to the work of Aktive. We are

pleased to have signed three Regional Sports Trusts to deliver

The Auckland Approach to Community Sport – Harbour Sport,

Sport Auckland and Sport Waitakere, now joined by CLM

and College Sport who in 2017/18 will roll out the strategy for

the benefit of the communities and high schools of Counties

Manukau. We are working collaboratively with these partners to

support them to empower their respective local communities.

We also work closely with other partners on projects such as

the ‘Believe You Can’ Leadership Day with iSport Foundation

– we are proud that this event was recognised as joint winner

of the New Zealand Recreation Association Outstanding Event

Award 2016. Another significant partnership is the Greater

Auckland Aquatic Action Plan (GAAAP) managed by Aktive and

Water Safety New Zealand and funded by Sport New Zealand,

Foundation North and Water Safety New Zealand. Since its

inception in 2011, GAAAP has provided 840,000 free Swim

& Survive lessons to 87,632 young people, targeted towards

decile 1-6 schools.

Aktive is privileged to have a seat

on the advocacy groups OneVoice

and Healthy Auckland Together

(HAT). Our partnerships are further

underpinned by working groups

in the vital strategic focal areas of

Young People, Spaces & Places,

Targeted Populations, Sector

Development, and Coaching & Talent

Development, all backed by insights.

Aktive is supported by strong, stable governance. This was

further strengthened over this period with the Selection and

Performance Committee’s appointment of David Tse as a

new board member. The Board and Executive has also been

supported by Subcommittees and the Aktive Māori Advisory

Group, Coaching & Talent Development Advisory Group,

Regional KiwiSport Advisory Group, Tertiary Advisory Group,

Aquatics Advisory Group and project-specific steering groups

for Good Sports and HERA – Everyday Goddess. These groups

have helped to introduce a whole new series of connections

across community and sporting organisations in Auckland.

A crucial feature of Aktive is its

people – a group small in number,

but big on talent, expertise and

commitment. We would like to

acknowledge and thank them for

all their hard work. We would also

like to thank all our commercial

partners from the past year – Holden,

2Degrees, Fairfax Media, Simpson

Grierson, Sheffield and Ricoh; as well

as our sector partners – AUT, AUT

Millennium Institute of Sport, Massey

University, Unitec, Bruce Pulman Park

and the iSPORT Foundation. Like

us, these partners are committed to

improving participation levels

in Auckland.

Furthermore, we would like to express sincere thanks to the

up-stream stakeholders who show such confidence in Aktive

and our approach to Auckland. These include Sport New

Zealand, High Performance Sport New Zealand, Auckland

Council, Water Safety New Zealand, Foundation North, the

New Zealand Community Trust and the Lion Foundation. We

would also like to recognise our much-valued delivery agents

and sector partners – driving results in local communities is

dependent on their input. Finally, we would like to acknowledge

the Aktive Board for its strategic guidance – as always this is

much appreciated and respected.

*This figure covers investment into community

sport programming and administration


10 Aktive Annual Report 2016/2017

GOVERNANCE

Mana whakahaere

Aktive is governed by a seven-member Board, chaired by

Raewyn Lovett ONZM and supported by trustees Graham

Child, Eru Lyndon, Peter Meehan, Helen Robinson,

Jo Wiggins and David Tse who all bring a wealth of sport,

business and governance experience to the table.

An audit and risk subcommittee, chaired by Peter

Meehan, meets on a bimonthly basis and a health & safety

subcommittee, chaired by Jo Wiggins, and commercial

subcommittee, chaired by Helen Robinson, meet quarterly.

A step-change for Community Sport Strategy

in Auckland

There were two significant strategic developments approved

by the Aktive Board in 2016/17. The first, following a review,

was the decision to upweight Aktive’s capability in spaces and

places, targeted populations and insights, with the addition of

three new roles.

The Board then oversaw the development of a signature

new strategy to increase young Aucklanders’ participation

and physical activity levels. Called The Auckland Approach

to Community Sport, and co-designed with Regional Sports

Trusts and the sector, it is Auckland’s unique response to

addressing declining participation and physical activity levels.

In a first, it has created an interlinking series of regional

“blueprint” plans, informed by national and regional strategies

and priorities for Young People, Spaces & Places, Coaching

& Talent Development, Sector Development and Collaborative

Advocacy. These regional plans are in turn informed by local

Community of Activity plans, owned by Regional Sports Trusts

and other delivery partners, which are heavily influenced by the

input of the targeted communities themselves.

This targeting of communities, the focus on listening to their

needs and then building others’ capability to deliver sustainable

initiatives, represents a step-change in how Aktive and its

partners are increasing participation levels in Auckland.

Risk

Aktive’s Board takes seriously its obligation to identify

and manage potential risk to the organisation and the wider

sector. A risk register and a health and safety report form

part of every meeting agenda. Aktive has taken a lead role in

adopting and providing a health and safety policy that meets

the requirements of the health and safety legislation, and in

ensuring its delivery partners understand their obligations.

Communication

The Aktive Board believes in fostering relationships

and engagement through transparent communication

with stakeholders and delivery partners.

Regular meetings are held with the chairs of Regional Sports

Trusts and other providers, including reciprocal invitations to

attend Board meetings. At a broader level, major stakeholders

such as Sport New Zealand and Auckland Council regularly

attend Aktive board meetings. Supplementing these two

primary channels are one-on-one meetings with stakeholders

along with the distribution of key stakeholder reports, papers

and memoranda.

Advisory Groups

Aktive has a strategic priority to work collaboratively and

align with a broad range of central government and regional

stakeholders. Consistent with this, a number of advisory

groups have been formed, with experts volunteering to serve

as follows:

Aktive Māori Advisory Group

The past year has seen Aktive’s Māori Advisory Group (AMAG)

go through a review of its Terms of Reference. New members

joined with the appointments of Ayla Hoeta and Mace Ward to

the group. As a Youth Innovator in the south Auckland area,

Ayla brings a youthful perspective to AMAG, while Mace Ward,

as General Manager of Auckland Council’s Parks Sport and

Recreation division accepted an invitation to join as an

ex-officio member.

The past year has included overseeing the development of a

plan to prepare Aktive for strategic planning in early 2018. A

key platform for the plan is to grow the understanding of the

important bi-cultural foundations of Tāmaki Makaurau/Auckland

in an increasingly multi-ethnic population. Three focus areas

of the plan are to continue to support He Oranga Poutama

delivering to its outcomes through the transition from Sport

Waitakere to Aktive; strengthen workforce cultural competency

of Aktive Group; and strengthen engagement and relationships

with Māori entities to enable stronger strategic planning

discussions.

AMAG provided advice to the Sport Facilities Prioritisation

project and appointed a member to the Auckland Investors’

Forum. This year also saw the fruition of its contribution

to World Masters Games planning come to light in the

contributions during key procedures, events and ceremonies

of the games on the world stage.

Eru Lyndon (Chair); Jamie Cook; Dane Tumahai; Diana

Puketapu; Megan Tunks; Ayla Hoeta; Marty Rogers (ex-officio

member); Mace Ward (ex-officio member).

Coaching & Talent Development Advisory Group

Andy Rogers, Sport New Zealand (formerly Aktive)(Chair);

Andrew Eade, Sport New Zealand; Alex Chiet, Sport New

Zealand; Craig Lewis, Lead to Succeed; Mike Stanley, AUT

Millennium; Gaye Bryham, AUT University; Andrew Hewetson,

Sport NZ (formerly Unitec); Paul Mackinnon, Hockey New

Zealand (formerly Auckland Cricket).

Tertiary Advisory Group

Lesley Ferkins, AUT (Chair); Margot Bowes, University of

Auckland; Trish Bradbury, Massey University; Sarah Anderson,

UniSport; Graeme Sequeira, MIT; Debbie Curgenven,

Aktive; Rakel Liew, Auckland Tourism Events & Economic

Development (ATEED); Sue Emerson, Unitec; Trevor Meiklejohn,

Unitec; Sarah Dunning, Sport New Zealand; Michelle Parsons,

MIT; Gaye Bryham, AUT; Louis Rattray, University of Auckland;

Rod Grove, Massey University.

Regional KiwiSport Advisory Group

Mike Stanley, AUT Millennium (Chair); Jim Lonergan, College

Sport; Peter Caccioppoli, Auckland Council; Hamish Rogers,

Aktive; Leanne Knox, Sport Auckland; Jenny Lim, Harbour

Sport; David George, Sport Waitakere.


Aktive Annual Report 2016/2017 11

Steering Groups

Operating in a similar fashion to advisory groups with a focus

on a single piece of work, steering groups are crucial to

maintaining a collaborative and aligned approach with a range

of stakeholders. Currently, two steering groups draw on the

input of the following experts:

Good Sports

Paul Strang, Aktive (Chair); Andy Rogers, Sport New Zealand;

Roger Wood, Sport New Zealand; Kevin O’Leary, Harbour

Sport; Simon Devoy, Auckland Rugby; Simon Walters, AUT;

Trish Bradbury, Massey University.

HERA – Everyday Goddess

Chris Caws, Aktive (Chair); Leanne Knox, Sport Auckland;

Jacqui Johnston, Aktive; Antonia Vai, Sport Waitakere; Joanne

Macmillan, Auckland Council; Julie Patterson, Tennis New

Zealand; Collette Amai, College Sport; Karen Laurie, Sport

New Zealand.

Trustees and Registered Interests

Raewyn Lovett, Chair

Partner: Duncan Cotterill

Chair: Quotable Value Ltd, Dunedin Venues

Management Ltd

Director: Darroch Ltd, Quotable Value

Australia Pty Ltd, CHT Healthcare

Chair of Selectors: Triathlon New Zealand Ltd

Trustee: Medicine Mondiale Trust

Peter Meehan

Director: PEDAL Properties Ltd

Fellow: Financial Services Institute of

Australasia

Associate Fellow: New Zealand Institute

of Management

Board Member: Titirangi Golf Club

Trustee: Meehan Family Trust

Graham Child

Chair: Cook Brothers International

Director: World Masters Games 2017 Ltd,

The Clubhouse NZ Ltd, Loaded Reports

Ltd, Triquestra New Zealand Ltd, Sports

Distributors NZ Ltd, NZ Think Ltd,

Qualityarns NZ Ltd, Coldham Trustees Ltd

Trustee: Alfriston School Board of Trustees

Eru Lyndon

Regional Commissioner (employee):

Ministry of Social Development

Trustee: Sport Northland, Lyndon

Family Trust

Council Member: North Tec

Jo Wiggins

Director: Morvern Group Ltd

Trustee: NZCT Auckland Reference Group

Consultant: Auckland Council

David Tse

Director of Sales and Marketing:

NEC New Zealand Ltd

Director: One Magpie Ltd, Voltage

Trustee: David’s Family Trust,

Anna’s Family Trust

Advisory Board Member: New Zealand

Asian Leaders

Board Member: New Zealand Health IT

Helen Robinson

Chair: The Network for Learning Ltd (N4L),

CLOUD M Ltd, Valens Group

Executive Director: Organic Initiative Ltd

Director: Auckland Tourism Events & Economic

Development (ATEED), Fulbright NZ Ltd,

NZ Defence Force, Penguin Consulting Ltd,

KND Investments Ltd

Trustee: Robinson Family Trust

Family member working as intern at New Zealand

Cricket


OUR PERFORMANCE

Tō mātou mahi


Aktive Annual Report 2016/2017 13

M E

A BIG

PLAY

Aktive works with and through a

number of key partners to fund

and deliver projects throughout

Auckland communities.

With a region as large, as populated and as culturally

and geographically diverse as Auckland, this coordinated

approach is crucial to get the best for, and out of, Auckland.

Aktive continues to provide leadership for the entire Auckland

sport and recreation sector while Regional Sports Trusts leverage

their expertise and connections to deliver programmes and

capability services to their communities.

Aktive continues to make excellent progress in line with our

strategic priorities – More Aucklanders More Active, Stakeholder

Alignment and Sector Development, and Spaces & Places.

The performance against our strategic priorities is summarised

in the Statement of Service Performance on pages 14-17, then

outlined in more detail in the sections that follow.

OUR STRATEGIC PRIORITIES AND PERFORMANCE

More Aucklanders More Active

With a particular focus on school aged children and

low-participation communities, and an emphasis on

introducing and supporting more coaches

Stakeholder Alignment and Sector Development

Especially shared services, coach development and

supporting sporting codes’ capability development

Spaces & Places

Improving access to facilites and sports for all Aucklanders.

“The Aktive team should be proud of its

achievements in leading The Auckland

Approach to Community Sport.”

Sport New Zealand


SERVICE PERFORMANCE AGAINST STRATEGIC PLAN

Rautaki Matua

Strategic Priority

Whainga

Goals

2017 Progress

More

Aucklanders

More Active

More of Auckland’s young people

participating in sport and recreation

The Auckland Approach to Community Sport prioritises young

people aged 5-18, including young girls aged 10-18, young

people of Māori, Samoan, Indian and Chinese ethnicities and

from low socio-economic communities.

He Oranga Poutama impacted directly on 15,627 participants of

whom 36% were 5-12 year olds.

The Harbour Sport ActivAsian programme has been expanded

across Auckland.

The Greater Auckland Aquatic Action Plan (GAAAP) delivered to

young people years 3-6 in decile 1-6 schools:

• 21,393 years 3-6 students benefited

• 137,056 Swim & Survive lessons were delivered

• 568 teachers received professional development.

Since 2011 GAAAP has provided 840,000 free Swim & Survive

lessons to 87,632 young people.

“Believe You Can” Leadership Day won the New Zealand

Recreation Association Outstanding Event Award with partner

iSport. 650 students and 6,000 online participants took part.

A Young People’s Manager was appointed, tasked with

providing leadership for Auckland in the development of

strategies and tactics to engage young people in more sport and

physical activity.

1,500 girls, aged 10-18 years have taken part in HERA -

Everyday Goddess - an initiative aiming to increase girls’

participation in sport and recreation.

Aktive Group granted $3,037,664.66 of KiwiSport funding to

119 projects in Auckland benefiting 256,672 young people,

52% male and 48% female.

88% were 5-13 years of age and 12% 14-18 years of age.

27,319 hours of delivery were provided.

Engage with international cities

that encourage active lifestyles

Aktive in discussions to sign Auckland up as second city

(behind London) in the international benchmark study “Active

Citizens Worldwide.”

More of Auckland’s adults

participating in sport and recreation

$630,812 distributed by Aktive to Regional Sports Trusts

for work with Targeted Population Groups to increase

participation by Asian and Pasifika peoples.

Expansion of AktivAsian across Auckland.

$495,000 invested in 15 community organisations.

More volunteers (coaches, officials)

participating in sport and recreation

Harbour Sport, Sport Waitakere, Counties Manukau Sport

and Sport Auckland ran volunteer recruitment and retention

workshops for clubs.

He Oranga Poutama volunteers increased from 101 to 327.

300 new volunteer coaches and leaders recruited via student

coaches, Good Sports and club development initiatives.


Aktive Annual Report 2016/2017 15

Rautaki Matua

Strategic Priority

Whainga

Goals

2017 Progress

More participation amongst

priority ethnicities. Indian,

Samoan, Young Girls, Māori,

Chinese.

Appointment of a Māori Engagement & Priority Populations Manager.

15 new community provider initiatives targeting Indian and Samoan

communities have started across the south, west and central areas

of the region.

HERA – Everyday Goddess targeting young girls 10-18 years has

benefited from several Auckland Council facilities coming on board

and offering targeted programmes.

HERA - Everyday Goddess Facebook page and Instagram accounts

created and HERA website now live www.heragirls.org.nz.

Stakeholder

alignment

& sector

development

Added value as a result of

Aktive and Regional Sports

Trusts working collaboratively

The combined Aktive Group (of Aktive and Regional Sports Trusts)

achieved combined revenue growth of 47% to $14,626,278

(projected) in 2016/17 compared to $9,940,721 in 2012/13.

Shared Services across Aktive and 15 Regional Sports Trusts,

National Sports Organisations, Regional Sports Organisations

and clubs has led to greater than expected savings: the Aktive

Group has seen reduction by almost a third in the ratio of

the administration costs as a proportion of income since

shared services was established and the wider group has seen

over $1 million dollars to date of realisable savings to their

operational costs.

Increased focus on coach

development

Aktive, Harbour Sport, Sport Waitakere, Counties Manukau

Sport and Sport Auckland offered a combined 460

development opportunities, impacting 3,800 coaches and

indirectly supporting 34,000 participants.

146 organisations provided with Coaching & Talent

Development support and resources.

73 Good Sports Community Workshops delivered to 1,593

attendees, including; coaches, parents, teachers and sport

administrators.

53 Good Sports Developers are now trained.

17,731 people have accessed Good Sports messaging via

social media.

Improved regional sport and

recreation capability

Aktive held two Chairs Roundtable sessions with

distinguished guest panellists, for National Sport

Organisation and Regional Sport Organisation chairs.

Two free one-day chairs leadership workshops were

created with partner Sheffield.

Regional Sports Trusts continued to provide support via

seminar and workshop programs for Regional Sports

Organisations and clubs, facilitating Regional Sports

Organisations’ strategic planning processes.

A Sector Development Regional Delivery Plan is in place

as part of The Auckland Approach to Community Sport.

Aktive demonstrates

organisational excellence

Aktive has made first steps to strengthen team cultural

competency from a bi-cultural foundation in a growing multiethnic

population environment.

Annual performance reports to funders, including: Sport

New Zealand, Water Safety New Zealand, Foundation North,

NZCT, Auckland Council and The Lion Foundation have been

well received, with positive impact evident.

Respondents to Sport New Zealand Stakeholder Survey

results rated Aktive’s performance as good, very good

or excellent.


SERVICE PERFORMANCE AGAINST STRATEGIC PLAN

Rautaki Matua

Strategic Priority

Whainga

Goals

2017 Progress

Sector is aligned to Sport New Zealand

outcomes and Auckland Sport &

Recreation Strategic Action Plan

The Auckland Approach to Community Sport prioritises

Young People aged 5-18 and Targeted Populations.

Regional “blueprint” plans written for:

• Collective Advocacy

• Young People (schools and community)

• Coaching & Talent Development

• Sector Development

• Spaces & Places.

Strong alignment with Sport New Zealand and Auckland Sport &

Recreation Strategic Action Plan outcomes.

Aktive worked closely with National and Regional Sports

Organisations in rugby, athletics, basketball and golf on wider

Auckland strategies for community sport.

Regional Facility Plans for hockey, tennis, rugby league and

netball have also been supported.

Alignment with broader central

government and regional stakeholders

(e.g. tertiary institutions, Ministry of

Health, Ministry of Education)

Aktive, part of Healthy Auckland Together alliance (with the

Ministry of Health/District Health Board partners), has connected

with Healthy Families Manukau-Manurewa-Papakura. Sport

Waitakere is contracted for Healthy Families West and Central.

The Community Schools Partnership project group links Council,

Aktive and Ministry of Education. Aktive sits in the Funders

Forum and OneVoice, and continues to work with a range of

Advisory Groups including the Tertiary Sector and Aktive Māori

Advisory Groups.

Investment from NZCT, Foundation North, Auckland Council

aligned to new community sport strategy The Auckland

Approach to Community Sport.

The Aktive Māori Advisory Group has strengthened connection

and relationships with influential Māori strategic and delivery

stakeholders.


Aktive Annual Report 2016/2017 17

Rautaki Matua

Strategic Priority

Whainga

Goals

2017 Progress

Alignment with Auckland Council

Aktive continues to work closely with Auckland Council, a

key contributor to development of The Auckland Approach to

Community Sport.

Aktive has also partnered with Auckland Council on wide range

of projects, including:

• Community Schools Partnership Project

• Auckland Sport & Recreation Strategic Action Plan refresh

• Regional Facilities Plan

• Auckland Plan

• Funders Forum

• OneVoice

• HERA - Everyday Goddess

• Targeted Populations Innovation and Development Fund

• KiwiSport.

HERA – Everyday Goddess targeting young girls 10-18 years

has benefited from several Auckland Council facilities offering

targeted programmes.

Alignment with Auckland Council

Māori Plan

Aktive has maintained a watching brief to this as Auckland

Council restructure impacted on its capacity to advance

this area.

Spaces

& Places

Improved access to facilities and

spaces for all Aucklanders

Aktive has led the sector in advocacy, and with practical

facility development strategies and implementation. Sector

engagement in the Auckland Sport Sector:Facility Priorities

Plan and contribution to Community Schools Partnership

project has unlocked access to school facilities for

community use.

Aktive chairs or is a member of several sporting codes’

Regional Facility Working Groups. Local projects are

supported by Regional Sports Trusts in Local Board areas.

A Spaces & Places Regional Delivery Plan is in place as part

of The Auckland Approach to Community Sport.


18 Aktive Annual Report 2016/2017


Aktive Annual Report 2016/2017 19

MORE AUCKLANDERS MORE ACTIVE

To enable more Aucklanders to be more active, we need to

achieve greater value for every dollar invested as well as

attract greater investment into a sector that’s important to

both the regional economy and New Zealand’s sport and

recreation sector.

Coordination and leadership from Aktive has not only brought

more investment, but also more collaboration across the sector,

with successful local projects rolled out into other parts of

Auckland and successful region-wide initiatives launched to

address issues and opportunities facing the entire region.

Allocation of Investment Funds

Aktive invested more than $10 million on behalf of its key

strategic funders last year for community sport delivery,

strategic leadership and regional service that reflects a number

of interlinking strategies. These include the sector’s Auckland

Sport & Recreation Strategic Action Plan, Sport New Zealand’s

Community Sport strategy, Water Safety New Zealand’s Water

Safety Sector Strategy and Aktive’s strategic plan. Aktive’s

investment process ensures that delivery agents’ KPIs line up

side by side to expand results on the ground.

To follow are highlights of the work performed for Auckland’s

communities and the sport and recreation sector

by Aktive and our delivery partners in the 2016/17 year.

“The formation of a partnership between

New Zealand Rugby and Aktive has been

a positive step in achieving our Wider

Auckland goals. We now have the ability

to make real advances in improving

club capability and facility planning and

strategy through collaboratively working

together.”

Mike Hester, New Zealand Rugby,

Provincial Union Support Manager Greater Auckland

HIGHLIGHTS FROM DELIVERY PARTNERS

College Sport

College Sport Auckland’s school membership increased by

three schools in 2017, reaching a total of 110 membership

schools. In the past year more than 65,000 students competed

in College Sport Auckland one off tournaments or weekly

competitions.

Working closely with over 40 Regional Sport Organisations to

deliver a range of sporting activities for Auckland Secondary

School students, 2017 saw College Sport take over the running

of Auckland Secondary Schools rugby in partnership with the

Auckland Rugby Union. In 2018, we would like to extend this

partnership to include Secondary School Rugby in the Counties

Manukau and North Harbour Rugby Provincial Unions.

At the core of College Sport Auckland is the intention

‘to provide consistent quality sport competitions, events

and leadership for the greater Auckland Secondary Schools.

To embrace existing and new relationships to ensure the

sporting experience is accessible, affordable and rewarding.’

One of the biggest challenges for schools is dealing with both

the time and cost of transporting students across the wider

Auckland region. With that in mind, we are looking at zonal

competitions in the lower grades, while also developing wider

Auckland competitions in the elite grades.

A review of bylaws and sanctioned sports was carried out

in the second part of 2016. As a guide, we now require a

minimum of 20 schools or 200 competitors to be involved in

the sporting activity for it to be sanctioned. We will continue

to consult with schools and Regional Sport Organisations

on an annual basis to decided if we sanction new sports

or remove others. As a prelude to our bylaws, we have

introduced an Integrity Statement that outlines the values

we see as vital to sport in schools; honesty, respect and

fair play. As part of our Strategic Plan, the board will now

review bylaws on a three-year cycle and make changes

based on robust evidence and data. We will continue to

survey our members on any proposed bylaw changes.

It has been great to work with Aktive, Auckland Council,

Sport New Zealand and the Auckland Regional Sports

Trusts on the Young People’s Plan for Auckland. Only

through collaboration and partnership can we provide

quality sporting opportunities and experiences for all our

Auckland young people.


20 Aktive Annual Report 2016/2017

Counties Manukau

The 2016/2017 year marked continual developments in

the Counties Manukau area, with a firm focus to increase

engagement in sport and recreation in people’s lives and local

communities.

Sport New Zealand research shows a 7.7% drop in national

adult participation between 1998 and 2014. This decline was

noticeably profound among Māori (down 8.8%) and Pasifika

(down 11.4%), communities which are particularly concentrated

in South Auckland. As such, the need for empowerment of

the region and the people who live there to uptake sport and

recreation is critical to work towards reversing these statistics.

Aktive’s responsibility is to work with delivery partners to

support them in building capability and developing key

participation initiatives in local communities, including Counties

Manukau. Given our responsibility for the investment of public

funds through delivery partners, results are imperative.

In the last three financial years, Aktive has significantly

increased direct local investment resulting in an increase per

capita investment in to the Counties Manukau area. Increases

in investment have resulted in traction, encouraging results and

success stories emerging from the region, including:

• Eight out of 16 community providers that received Targeted

Populations Group funding from Aktive ran initiatives in

the Counties Manukau area, benefiting a number of local

communities

• 32 local sport and recreation organisations received funding

through the local KiwiSport fund, totaling $998,336. Projects

funded from previous years and 2016/2017 KiwiSport

funding have supporting the following in Counties Manukau:

- A total of 7,775 hours of delivery to a total of 336,693

children aged 5-18 years

- Of these children, 50% were male and 50% were female

- 3% of delivery has been in secondary schools, with 97%

in primary schools.

• 2616 participants received 17,349 swimming lessons

under GAAAP

• 50 students involved in the Aktive-led Talent, Leadership,

Character (TLC) programme, including players from

Southern Cross Campus’ 1st XV Girls Rugby Team which

went on to win the Auckland competition for the fourth year

running

• Delivery of 653 sessions of non-curriculum primary school

sport in 28 schools in the region by Counties Manukau Sport

• 15 Pathway to Podium athletes come from the Counties

Manukau region

• Through Counties Manukau Sport, 26 coaches club

modules were delivered to 345 coaches, including 137

new coaches

• Several Counties Manukau organisations engaged as part

of HERA – Everyday Goddess, including Papatoetoe High

School, Otahuhu College and Papatoetoe Cricket, as well

as a 12-week HERA – Everyday Goddess programme run at

the Otahuhu Recreation Centre.

With the roll out of The Auckland Approach to Community

Sport strategy, we look forward to continuing to support the

Counties Manukau area through our delivery partners. The

new approach to sport and recreation brings to the forefront

listening to local communities and working with them on local

solutions to get more of their people active.

345

Coaches impacted

through 26 Counties

Manukau Sport

Coaches Club modules

15

Pathway to Podium

athletes come

from the Counties

Manukau Region

2,616

Participants received

17,349 swimming

lessons under GAAAP

32

Local sport and

recreation organisations

received funding through

the local KiwSport fund


Aktive Annual Report 2016/2017 21

Harbour Sport

With a vision of ‘a community physically active for life’, Harbour

Sport is committed to supporting community development for

sport and healthy lifestyles. With a strategic focus on young

people, targeted populations, Maori, Pasifika and East Asians,

Harbour Sport has been able to see some real changes in

people’s lives and local communities as they become more

active and engaged in sport and recreation.

Harbour Sport was the winner of the New Zealand Secondary

Schools Sports Council Innovation in School Award in 2017

and the New Zealand Recreation Association Outstanding

Community Recreation Programme in 2016 for SportSPasifik.

SportSPasifik provides a multi faceted approach to servicing the

Pasifika community. Through PolySports holiday programme,

349 Pasifika children participated in fun games and activities

and healthy eating nutritional messages. Through the Equip’d

programme, a further 95 Pasifika teenage girls have participated

in sports skills, fitness, mentoring and nutrition. NiuMovement

provided for 10 families and 45 participants with whole family

sessions including physical activity, exercise sessions and

nutritional education.

The ActivAsian volunteer programme encourages young

people from culturally and linguistically diverse backgrounds to

participate in sport through volunteering. This saw 180 people

register and volunteer at 27 events. Weekly walks around the

North Shore promote regular physical activity and introduce

new migrants to parks, reserves and facilities, with an average

of 30 participants per walk. Spike Spin Smash provides another

opportunity through a weekly drop in social sport session

targeted at secondary school students and young adults,

averaging 40 participants per week.

Ensuring primary school teachers have capability in providing

high quality physical education and physical literacy sessions

with fun, quality experiences will set young people up for a

lifelong love of physical activity. Harbour Sport delivered to

576 teachers and 62 student teachers.

Through the Coach Sport Initiative (CSI), we have seen the

power of quality coaching and the impact strong coaching

leadership can have on improving sports participation and wider

community links. CSI has delivered to 12 secondary schools

and 15 primary schools, with five coaching leaders working

in the community. There were 378 coaches developed with

7,447 athletes impacted.

Supporting sport and recreation organisations at a number

of levels to deliver and maintain a quality sport system in our

region is engendered by good governance, good practice

and continuous improvement. Harbour Sport has worked

with nine Regional Sport Organisations and a number

of their clubs, focusing on strategic planning, volunteer

management, organisational structure development and club

capability. Identification and sharing of good practice ensures

organisations take a holistic approach to foster and develop

quality, sustainable programmes, strong partnerships and

effective collaborations, benefitting the whole community.

349

Pasifika children

participated in

SportSPasifik’s fun

games and activities

180

People registered

and volunteered at

27 ActivAsian events

7,447

Athletes were

impacted and 378

coaches developed

through the

Coach Sport

Initiative


22 Aktive Annual Report 2016/2017

Sport Auckland

This year was the second year of implementation of

our 2015-2018 Strategic Plan. Against the backdrop of

‘Inspiring our communities to live healthy active lifestyles’

we channelled our resources toward our communities

with high needs. With a strong alignment to Sport New

Zealand’s Community Sport Plan and the Aktive-led

Auckland Approach to Community Sport, our work this

year had an emphasis on developing strong links between

schools and community organisations as we look to create

accessible and regular opportunities for young people.

Within these communities we have continued to deliver

products and services with a focus particularly on targeted

populations with low participation rates in physical activity

and sport; in building community sport capability across our

region; and delivering health and wellness programmes on

behalf of the Auckland District Health Board and Counties

Manakau District Health Board.

We have had many successes along the way, including the

opening of the Grey Lynn Pump Track project and the Skate

Board project in Grey Lynn.

Both of these community-led projects highlight the role

Regional Sports Trusts play as change agents in our

communities. Collaboration, alignment and partnering are

key ingredients to our successes. With that in mind we were

encouraged to receive the results of the Sport New Zealand

stakeholder survey where 74% of our stakeholders felt we

collaborate well and 76% felt that our overall performance

as a partner was either good, very good or excellent.

Our work directly, or indirectly, impacted on 20,000 primary

school students and 29 secondary schools. We delivered

Professional Development sessions to early childhood teachers

and tertiary students, and over 10 club capability workshops

were held for our stakeholders. In-depth capability build

work was also conducted with 20 sporting organisations.

Programmes such as TLC, Coach Evolve, HERA – Everyday

Goddess, Good Sports, GAAAP and Growing Leaders were

delivered to our communities; and Local Board submissions

were made to our seven Local Boards’ Long Term Plans. We

successfully led a joint tender with Auckland Council to the

Auckland District Health Board for the Green Prescription and

Active Families contracts. Over 11,300 Green Prescription

referrals were serviced.

We remain committed to our partnership with Aktive and look

forward to continuing to deliver The Auckland Approach to

Community Sport. Through this we can foster more

locally-led and locally tailored community programmes aimed

at increasing participation in physical activity and sport in our

local communities.

20,000

Primary school students

have been directly or

indirectly impacted

through our work

10

club capability

workshops were held

for our stakeholders

11,300

Green Prescription

referrals were serviced


Aktive Annual Report 2016/2017 23

Sport Waitakere

2016/2017 has seen great developments in the West

Auckland region, from the redesign of our wider leadership

programmes, exponential growth in KiwiSport delivery through

to the successful delivery of multiple workshops for a variety of

community groups.

In the leadership space, Sport Waitakere redeveloped the

existing Growing Leaders Programme to have a greater West

Auckland focused approach. Now called ‘Nga Kaea Mo Apopo’

(Leaders of Tomorrow), the focus is on the core tenets of

the ancestral leaders of West Auckland who are depicted on

the Pou at Arataki visitor centre. Although the content of the

existing Growing Leaders Programme hasn’t changed, the

context within which it is delivered has evolved to be locally

and culturally meaningful.

KiwiSport has seen over 11,000 ‘Young Westies’ receiving

quality sport and physical activity opportunities, which has

leveraged in excess of $400,000 on top of the initial KiwiSport

investment. Add to this a myriad of workshops and professional

development opportunities, run in the community by the

Healthy Families Waitakere team and Sport Waitakere, every

corner of our region has been touched.

Healthy Families Waitakere has shifted gear and ramped up

activation of leadership in our community over this last year. We

are extremely privileged to work alongside amazing community

leaders, organisations and stakeholders to lead sustainable

change across a variety of settings including early childhood,

schools and kura, workplaces, sport clubs, pacific churches,

marae and community settings. These collective approaches

have led to many organisations prioritising healthy food and

drink policies and guidelines, many schools promoting and

supporting water as the best choice through improved policies

and practices as well as drinking fountain infrastructure, and

sports clubs exploring ways to provide greater community

outcomes such as starting playgroups or family activity

programmes in their facilities.

Furthermore, Sport Waitakere has been key to the fast tracking

of some long sought after facility development including

Glenora Rugby League Club obtaining a long term lease ratified

by Auckland Council and supporting the next stages of the

redevelopment of the Waitemata Table Tennis facility at Parrs

Park. Both of these projects have sat with the clubs without

significant progress for over three years. With direct intervention

and guidance from Sport Waitakere, both have now progressed

substantially.

Moving forward, the Communities of Activity aspect of The

Auckland Approach to Community Sport will start to truly focus

some of the work we do, and most importantly really drive

positive local change in some of our areas which need it

the most.

Sport Waitakere looks forward to working with our community

in the year ahead, and to continue striving for our vision of

‘everyone connected, healthy and active.’

11,000

‘Young Westies’ received

quality sport and physical

activity opportunities

through KiwiSport


24 Aktive Annual Report 2016/2017

AUCKLAND WIDE PROGRAMMES

He Oranga Poutama (HOP) is a Sport New Zealand intiative

that promotes the development and implementation of physical

recreation and sport in a way that is culturally appropriate to

Māori. With continued support of Sport Waitakere (project lead),

Aktive, Regional Sports Trusts, Auckland Council, Sport

New Zealand, Mana Whenua, Iwi Leaders, Aktive Māori

Advisory Group, Roopu Manaaki, Funders, Whānau, Hapū,

Iwi and others, He Oranga Poutama ki Tāmaki continued to

work to increase participation of Māori in sport and traditional

physical recreation in the Auckland region. Significantly, a key

five year reflection has recognised the significant contribution

that He Oranga Poutama has had in the revitalisation of

traditional Māori sports and games across Auckland.

2016/17 highlights include:

• 15,627 participants across 22 HOP ki Tāmaki activities

• 36% of participants were aged 5 -12 years

• 55% of activities were governed, 91% were managed and

95% were delivered by Māori

• 27% of activities used te reo Māori to build language

among participants

• Volunteers increased from 101 to 327.


Aktive Annual Report 2016/2017 25

15,627

Participants took part

across 22 HOP Ki

Tāmaki activities

95%

Of activities were

delivered by Māori

27%

Of activities used te reo

Māori to build language

among participants

opposed to raising

awareness


26 Aktive Annual Report 2016/2017

137,056

Individual lessons

were delivered

21,393

Students received

GAAAP swimming

lessons

348

Teachers received training

and poolside support

to deliver water safety

education


Aktive Annual Report 2016/2017 27

Greater Auckland Aquatic Action Plan

The Greater Auckland Aquatic Action Plan (GAAAP) is a

collaborative project that coordinates professionally delivered

swimming lessons to primary school children in the greater

Auckland region, ensuring the development of fundamental

swimming and water safety skills. GAAAP targets schools in

decile 1-6 and children in years 3-6.

2016/17 has seen Water Safety New Zealand roll out a new

approach to teaching young New Zealanders water safety:

Water Skills for Life. Water Skills For Life has a greater

emphasis on teaching water safety skills prior to stroke and

distance focused swimming skills, as well as exposure to a

range of aquatic environments. Aktive has been working

with Water Safety New Zealand, Swimming New Zealand

and providers to roll out Water Skills For Life across all

GAAAP Schools.

Aktive is appreciative of the significant funding and

administrative support given to GAAAP by Foundation North,

Sport New Zealand’s KiwiSport, Water Safety New Zealand,

Counties Manukau Sport, Harbour Sport, Sport Auckland

and Sport Waitakere.

2016/17 highlights include:

• 137,056 individual lessons delivered

• 21,393 students received GAAAP swimming lessons

• 348 teachers received training and poolside support

to deliver water safety education

• 220 teachers upskilled in Water Skills For Life

• $580,000 renewed investment from Foundation North

and Water Safety New Zealand.

“Many of our students would not

be able to get this valuable learning

opportunity if it was not for the funding

and lessons at our school. Almost all

our students have gained confidence

in water and have learnt to keep afloat.

The organisation of the lessons and the

friendly instructors kept our students

motivated and they are all keen and

looking forward to future lessons. During

our end of year trip to Parakai Pools we

are seeing more students confidently

going into the water.”

Kamrul Jalil, Massey Primary School

“Our aspiration at Water Safety New

Zealand is that every New Zealand child

has the opportunity to develop water

safety knowledge and survival skills.

Aktive plays a huge part in enabling

this and is a valued Auckland partner in

managing a coordinated approach to

deliver the Greater Auckland Aquatic

Action Plan (GAAAP). This gives us a

wide reaching platform to deliver our

Water Skills or Life initiative to 5-13 year

old kids within the Auckland region.

It’s a great partnership and we look

forward to continuing our close

relationship this year for the benefit of

Kiwi kids and the wider community.”

Jonty Mills, Chief Executive, Water Safety New Zealand


28 Aktive Annual Report 2016/2017

KiwiSport is a national initiative launched in 2009.

It aims to:

• Increase the number of school-aged children participating

in organised sport – during school, after school and by

strengthening links with sports club;

• Increase the availability and accessibility of sport

opportunities for all school-aged children to participate

in organised sport;

• Support children in developing skills that will enable

them to participate effectively in organised sport.

In Auckland in 2016/2017, Regional KiwiSport was

administered by Aktive and Local KiwiSport was

administered by Regional Sports Trusts.

A total of $3,037,664.66 of KiwiSport funding was granted

to 119 projects. The result was 27,319 hours of delivery

benefitting 256,672 young people. Of this group, 88% were

aged 5-13 years and 12% were aged 14-18 years.


Aktive Annual Report 2016/2017 29

$3,037,664.66

Of KiwiSport funding

granted to 119 projects

256,672

Young people benefitted

from 27,319 hours of

KiwiSport delivery


30 Aktive Annual Report 2016/2017

1,500

Girls have been

engaged in informal

or formal sport

and recreation

opportunities through

HERA - Everyday

Goddess


Aktive Annual Report 2016/2017 31

Hera – Everyday Goddess is a pilot project with a holistic

approach, aimed at empowering girls aged 10-18 years

(previously 13-18 years) to become active for life in formal

and informal sport and recreation. The project has a

participant-led focus with the needs and wants of the

participant at the centre of all activities.

To empower girls, first there must be a shift in the approach

that sport and recreation providers take to engaging girls.

2017/16 saw the beginning of the curation of case studies

and resources that will be made available to the sector as a

tool kit to support the needed shift in thinking.

The past year has seen HERA – Everyday Goddess

support and connect organisations that are willing to listen

and work with girls, including: Sisters of Shred, Massey

Park Pools, Papatoetoe High School, Otahuhu College,

SOUL, Green Bay College, College Sport Auckland,

Counties Manukau Sport Coordinators, Police Fitness

squads, iSPORT Foundation, Social Workers in secondary

schools, Papatoetoe Cricket, Otahuhu Pool & Leisure

Centre, Onboard Skate, Equip’d - Birkenhead College,

Manurewa Football Club, New Zealand Rugby and the

three provincial unions’ woman development officers.

Aktive acknowledges the funding given by Sport New

Zealand, NZCT and Auckland Council for this pilot project.

2016/17 highlights include:

• Supporting New Zealand’s first Hobbyhorse event held

on Waiheke Island, driven by an 11 year old girl and fully

participant led

• 12 week HERA – Everyday Goddess programme run

at Otahuhu Pool & Leisure Centre

• Launch of HERA – Everyday Goddess website

www.heragirls.org.nz

• 1,500 girls have been engaged in informal or formal sport

and recreation opportunities through HERA – Everyday

Goddess.

“I have been attending the HERA

programme at Otahuhu Pool & Leisure

Centre for six weeks now since first

hearing about it through school. HERA

has helped me become active with using

the facilities services like the pools/

stadium and we have also been doing

self-defense through Taekwon-Do.”

HERA - Everyday Goddess Participant

“Overall, I really love the HERA

programme as its opening so many

opportunities for me to experience new

things. I look forward to Wednesdays

and Saturdays when I attend the

programme.”

HERA - Everyday Goddess Participant


32 Aktive Annual Report 2016/2017

Good Sports is a pilot culture change project that seeks

to educate key influencers in children’s sport - parents,

coaches, teachers and sport administrators, on how to

create positive sporting experiences, encourage life-long

participation and ultimately a love of sport in children.

Good Sports aims to achieve culture change in three ways:

1 Train and support Good Sports Developers as change

agents to deliver reflective Good Sports Community

Workshops to adult influencers of children’s sport

2 Develop sector and public resources that align to Good

Sports philosophy

3 Public messaging campaigns.

2016/17 highlights include:

• 73 Good Sports Community Workshops delivered

• 1,593 attendees to Good Sports Community Workshops

• 53 Good Sports Developers Courses attendees

17,205 click throughs of Good Sports placed stuff.co.nz

articles

• 91% of attendees indicate in post-workshop surveys that

the Good Sports Community Workshop has influenced

‘a lot’ or ‘to some degree’ their view of the role of adults

in children’s sport.

“While my intention has always been to

use Good Sports to support the Be A

Sport programme, it has become way

bigger than that. We have now started

effecting the content of the coaches

and junior programmes, the club/team

cultures and the youth pathway.”

Kirsty Sharp, Legacy Project Manager,

New Zealand Rugby League


Aktive Annual Report 2016/2017 33

1,593

Attendees to Good

Sports Community

Workshops

73

Good Sports

Community

Workshops

delivered

91%

Of attendees indicate in

post-workshop surveys

that the Good Sports

Community Workshop

has influenced ‘alot’ or

‘to some degree’ their

view of the role of adults

in children’s sport


34 Aktive Annual Report 2016/2017

STAKEHOLDER ALIGNMENT & SECTOR DEVELOPMENT

Aktive continued its focus of regional leadership

development through initiatives aimed at chairs of National

and Regional Sport Organisations’ boards in Auckland. Two

Chairs Roundtable sessions run in association with strategic

partners Simpson Grierson and Sheffield, and with the

support of Sport New Zealand, featured leading chairs and

directors with sports experience. These were supported by

bespoke Leadership in Sport courses, written by Sheffield,

attended by 15 sports leaders. Legal issues for National

Sport Organisations and Regional Sport Organisations were

highlighted in a free legal clinic and seminar hosted and run

by Simpson Grierson.

The Auckland Approach to Community Sport Sector

Development Regional Delivery Plan was created by a

working group, involving Sport New Zealand, Auckland

Council, National Sports Organisation and Regional Sport

Organisation representatives, and Regional Sports Trust

Partners. Implementation is now being directed by the

Sector Development Action Group.

The Aktive Sector Development team went from one

to three positions, including one role part-funded by

New Zealand Rugby, focused on club capability and

facility development as part of its Wider Auckland Strategy,

sitting in Aktive. That role is driving a capability improvement

stream for rugby across Auckland.

The Volunteer Action Plan project report was received in

late 2016, and challenges us to devote specific resource

to volunteering in sport, a project which will be continued

in 2017/18.

Regional Sports Trusts Partners continued to offer capability

development at sub-regional level with direct one-on-one

assistance and collective sessions on strategic planning,

finance, sponsorship and volunteer management for

Regional Sport Organisations and clubs.

Back office alignment (shared services)

The coordination of the shared services approach to

administration across Aktive and the Regional Sports Trusts

bore even more fruit, as expected, after the initial savings.

The group has seen a reduction by almost a third in the ratio

of the administration costs as a proportion of income since

shared services was set up.

A focus of efficiency and value for money sees the overall cost

of Aktive’s administration run at just 6% of total income.

Notably though, the value of the approach has been

recognised by Regional and National Sport Organisations

outside Aktive’s immediate sphere with 15 organisations

now having utilised 51 different services within Aktive Shared

Services and Procurement’s offering, enabling over $1 million

to date of realisable savings to their operational costs – money

able to be reinvested into sport at the grassroots.

That success has been achieved through reduced duplication,

improved economies of scale and increased buying power.

Discussions are underway with a further 19 entities (including

Regional and National Sport Organisations) to take advantage

of Aktive Shared Service and Procurement in the 2017/18

financial year.

Coaching & Talent Development

The Aktive Coaching & Talent Development team, in

conjunction with its Regional Sports Trusts delivery partners,

has continued to build a systematic approach to coach

and athlete development delivery as part of The Auckland

Approach to Community Sport. By engaging with sporting

organisations, coaches, teachers, parents and athletes,

a new co-designed Strategic Coaching plan is now in place

until 2020.

The plan primarily focuses on the needs of young people and

ensures capability build across all three coaching communities

– Foundation, Development and Performance, to drive and

sustain positive behaviour change within local participation

communities. In addition, a key focus of the coaching plan is

to deliver initiatives that target young girls aged 10-18 years

old, Māori, Pacific Island and Indian ethnicities within local

communities in order to greater drive participation through

quality experiences.

Over the past year we can report that through the six

programmes embedded within The Auckland Approach to

Community Sport, 460 development opportunities were

provided for 3,800 coaches, and directly and indirectly more

than 34,000 sport participants experienced a more positive

sporting environment as a result. It was also pleasing to note

that, in its annual review, Sport New Zealand has rated the

coaching system within Auckland as world class for a third

consecutive year.


Aktive Annual Report 2016/2017 35

2016/17 programme highlights include:

Student Leadership Day

Winner: New Zealand Recreation Association (NZRA)

Outstanding Event of the Year 2016

The inaugural student leadership day delivered by Aktive in

partnership with the iSPORT Foundation won the Outstanding

Event of the Year category at the 2016 NZRA awards.

Performance Coach Advance (PCA)

PCA is a national Sport New Zealand programme aiming

to advance the innovation, creativity and performance of

outstanding coaches in the performance coaching community.

Now into its fourth year, 77 coaches from 19 National Sport

Organisations are currently on the two year programme.

Several participating coaches are starting to take national or

regional roles in a variety of sports:

- Marcus Wheelhouse - Coach of Ryan Fox (Golf)

- Kiri Wills - appointed Head Coach of the Northern Stars

(Netball)

- Bruce Hunter - currently with the High Performance

Tri New Zealand team

- Ian Bright - Rowing New Zealand U19 Coach and newly

appointed Assistant Coach of the Auckland Rowing Regional

Performance Centre

- Josh Schmidt - Rowing New Zealand U21 Coach and newly

appointed Assistant Coach of the Southern Rowing Regional

Performance Centre.

Coach Evolve

Coach Evolve is a generic coach development programme

delivered by Aktive and its Regional Sports Trusts delivery

partners. The programme targets coaches working in

the development community, with the aim of producing

positive change in their coaching practices to enable quality

experiences for participants.

Through a consultation process with Regional Sports

Organisations, 52 development coaches from 22 sports were

identified as candidates for Coach Evolve. Over the past year,

this group has benefited from four workshops and follow

up forums where key coaching concepts were outlined and

discussed.

about the power of teamwork and the importance of moral and

performance character.

The third year of TLC has seen the addition of Glendowie

College, taking the number of schools involved to nine, with

a further 12 schools expressing an interest to join. Principals

and senior leaders are recognising the opportunity that

exists in genuine leadership and character development,

and understanding that for many students sport is the ideal

learning environment to teach these key qualities.

Highlights include:

• The TLC lead at Rutherford College being appointed as

the Play.Sport Activator for the school

• Onehunga High School has started to plan for a year 9/10

TLC Class that will teach leadership and character; the class

is to be linked to the curriculum and will start in 2018

• Over 14,000 students have been impacted by TLC from

nine schools. 11 TLC trainers have been developed, nine

Principals, 175 sport coaches and 200 teachers and senior

staff have been involved in the TLC programme.

Pathway to Podium (P2P)

P2P is a nationwide athlete development programme that

grows capability in emerging athletes who are identified as

potential future winners on the world stage. The goal of P2P is

to accelerate the learning of these athletes to ensure they are

better prepared for the demands of high performance sport.

Auckland is the largest P2P hub in the country.

Highlights include:

• 96 athletes accessed 138 individual consults, 20 workshops

and over 1,153 hours of strength and conditioning support

• Since inception, 50 athletes have transitioned from the

Auckland P2P programme into the High Performance Sport

New Zealand’s carded athlete system

• Partner Recognition Event to acknowledge the significant

value partner support plays in the programme

• In the Sport New Zealand end of year survey over 90% of

athletes rated the value of the Auckland programme as high

or extremely high.

Talent, Leadership & Character (TLC)

TLC is framework that uses sport to develop strong, resilient

leaders of character who excel in sport, school and life. TLC

supports teachers, coaches, students and whanau to learn


36 Aktive Annual Report 2016/2017

SPACES & PLACES

Aktive led the sector’s engagement in the Auckland Sports

Sector: Facilities Priorities Plan. The project involved eight

workshops with the sector across the year in conjuction with

Local Board and major facility sessions. The final report and

the methodology for prioritising major investment in individual

codes will help advise funding decisions by Auckland Council

and other funding sources moving forward.

Aktive with Auckland Council, Sport New Zealand and the

Ministry of Education, is part of the Community and Sport

Partnerships project to establish protocols and good practice

around unlocking school facilities for community use.

The project also looks to improve joint planning and

investments for shared use.

Late in the year work commenced on a second hugely

important piece for Auckland, an Indoor Courts Facility Plan.

Aktive again leads engagement with the major codes utilising

indoor court space where a shortfall in capacity is hindering

growth in participation.

Aktive has facilitated, chaired or participated in Auckland

community sport or facility planning and implementation,

for Netball, Rugby, League, Golf, Basketball, Hockey and

Tennis. In each, a planned approach to facility development

to meet shortfall in capacity is underway. Aktive played a lead

role in bringing to fruition an additional Facilities Fund for Rugby

League, based on Auckland’s hosting of the NRL Nines, and

bringing $1 million of untagged funding from the NRL

for facilities in Auckland.

Over the year The Auckland Approach to Community Sport

Regional Delivery Plan for Spaces & Places was developed,

and is now being implemented by an Action Group.

Aktive - Auckland Sport & Recreation

has been an important part of our future

planning for golf within Auckland.

They have been a critical partner in

bringing multiple stakeholders

together and facilitating the

development of our long-term

approach, adding significant

value right throughout

the process.”

Carl Fenton, Sector Relationship Manager,

New Zealand Golf


Aktive Annual Report 2016/2017 37


38 Aktive Annual Report 2016/2017

ADVOCACY

Aktive continues to lead advocacy for overall funding for

facility development in Auckland, as well as being involved in

implementation strategies and advocacy for headline individual

major projects. Regional Sports Trusts are also involved at

Local Board level on individual projects and in various Reserves

Master Plans, and in submitting in detail to Local Board Plans

for their areas.

2016/17 highlights include:

• Submission to Auckland Council’s Annual Plan, advocating

for preservation of the forecasted general rates rise of 3.5%

with proceeds to be directed to sports facilities, rather

than accept the windfall of projected savings to reduce the

increase to 2.5%

• Continued work with and support of sector advocacy

groups OneVoice and Healthy Auckland Together, along with

the Auckland Sports Coalition, which is to transition to an

Organised Sport Advisory Group

• A refresh of the Auckland Sport and Recreation Strategic

Action Plan has been completed

• Submissions on behalf of the sector to Government working

groups and commissions looking to review the Gambling Act

and the Incorporated Societies Act.

• Managing and hosting with AUT a Mayoral Debate on sport

and recreation matters, featuring the six leading candidates

for the Auckland Mayoralty election 2016


Aktive Annual Report 2016/2017 39

FINANCIAL STATEMENTS

For the year ended 30 June 2017

DIRECTORY AS AT 30 JUNE 2017

Nature of business

To collaborate, set direction and provide

regional leadership for Auckland’s sport and

recreation communities.

Charities Commission

Registration Number

CC49335

Physical Address

Sport Central,Ground Floor

Eden 4 Building,14-18 Normanby Road

Mount Eden

Auckland 1024

New Zealand

Postal Address

P O Box 67088, Mount Eden

Auckland 1349

New Zealand

Chief Executive Officer

Dr Sarah Sandley

Board of Trustees

Graham Child

Raewyn Lovett (Chair)

Eru Lyndon

Peter Meehan

Helen Robinson

David Tse (appointed 31/10/2016)

Joanne Wiggins


40 Aktive Annual Report 2016/2017

TRUSTEES’ REPORT

For the year ended 30 June 2017

The Trustees are pleased to present the approved financial statements of Aktive - Auckland Sport & Recreation

for the year ended 30 June 2017.

Raewyn Lovett

Chair of Board of Trustees

Date 11/9/17

Sarah Sandley

Chief Executive Officer

Date 11/9/17


Aktive Annual Report 2016/2017 41

STATEMENT OF COMPREHENSIVE REVENUE AND EXPENSE

For the year ended 30 June 2017

Notes 2017 2016

REVENUE

Revenue from non-exchange transactions

KiwiSport funding 2,833,262 2,688,483

Sport New Zealand other funding 5,311,247 4,465,715

Other grants / non exchange contract revenue 2 2,610,508 2,661,059

Total Revenue from non-exchange transactions 10,755,018 9,815,257

Revenue from exchange transactions

Other operating revenue - rendering of services 411,934 456,933

Interest Received 107,070 91,759

Total Revenue from exchange transactions 519,004 548,692

TOTAL REVENUE 11,274,022 10,363,949

EXPENSES

Employee and volunteer related costs 3 1,803,823 1,607,222

Functions and events 208 1,631

Grants and donations made 3 8,065,418 7,273,210

Depreciation and amortisation 7 81,903 61,692

Interest expense 11,213 11,005

Other expenses 3 1,868,201 1,577,597

TOTAL EXPENSES 11,830,767 10,532,357

Surplus/(Deficit) for the Year (556,745) (168,408)

Other Comprehensive Revenue and Expenses - -

TOTAL COMPREHENSIVE REVENUE AND EXPENSES (556,745) (168,408)

STATEMENT OF CHANGES IN NET ASSETS / EQUITY

For the year ended 30 June 2017

Notes 2017 2016

NET ASSETS / EQUITY

Accumulated comprehensive revenue and expense

Current Year Surplus / (Deficit) (556,745) (168,408)

Retained Earnings 963,790 1,132,198

Total Accumulated comprehensive revenue and expense 407,045 963,790

Reserve fund for continued operations

Opening Balance 10 100,000 100,000

Total Reserve fund for continued operations 100,000 100,000

TOTAL NET ASSETS / EQUITY 507,045 1,063,790

These financial statements should be read in conjuction with the following ‘Statement of Accounting Policies’ and ‘Note of the Financial Statements.’


42 Aktive Annual Report 2016/2017

STATEMENT OF FINANCIAL POSITION

As at 30 June 2017

Notes 30 JUN 2017 30 JUN 2016

ASSETS

Current Assets

Cash and cash equivalents 5 447,114 3,147,183

Short term investments 6 3,141,972 617,532

Receivables from exchange contracts 53,437 55,919

Receivables from non-exchange contracts 1,057,540 637,000

Prepayments 14,899 71,609

Total Current Assets 4,714,961 4,529,243

Non-Current Assets

Property, Plant and Equipment 7 222,564 215,990

Total Non-Current Assets 222,564 215,990

TOTAL ASSETS 4,937,525 4,745,233

LIABILITIES

Current Liabilities

Trade and other payables - from exchange contracts 710,146 465,548

Employee benefits 62,422 52,332

Loans and borrowings - short term portion 9 63,771 47,156

Income in advance 8 3,524,906 3,041,759

Total Current Liabilities 4,361,245 3,606,794

Non-Current Liabilities

Loans and borrowings 9 69,235 74,649

Total Non-Current Liabilities 69,235 74,649

Total Liabilities 4,430,480 3,681,443

NET ASSETS 507,045 1,063,790

EQUITY

Accumulated comprehensive revenue and expense 407,045 963,790

Reserve fund for continued operations 10 100,000 100,000

TOTAL EQUITY 507,045 1,063,790

These financial statements should be read in conjuction with the following ‘Statement of Accounting Policies’ and ‘Note of the Financial Statements.’


Aktive Annual Report 2016/2017 43

STATEMENT OF CASH FLOWS

For the year ended 30 June 2017

NOTES 2017 2016

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts from Sport New Zealand 9,694,459 9,921,953

Receipts from other grants 2,556,200 2,715,500

Receipts from other exchange transactions 259,218 205,495

Interest received 78,659 88,414

GST 119,658 (158,790)

Payments to suppliers and employees (3,662,944) (2,998,776)

Grants paid (9,120,085) (8,484,814)

Interest paid - (1,587)

Total Cash Flows from Operating Activities (74,835) 1,287,393

CASH FLOWS FROM INVESTING ACTIVITIES

Payments to acquire property, plant and equipment (4,077) (21,927)

Payments to purchase investments (2,524,523) (617,532)

Total Cash Flows from Investing Activities (2,528,601) (639,458)

CASH FLOWS FROM FINANCING ACTIVITIES

Repayment of borrowings (96,634) (106,239)

Total Cash Flows from Financing Activities (96,634) (106,239)

NET INCREASE / (DECREASE) IN CASH (2,700,070) 541,695

CASH BALANCES

Cash and cash equivalents at beginning of period 3,147,183 2,605,488

Cash and cash equivalents at end of period 5 447,114 3,147,183

Net change in cash for period (2,700,070) 541,695

The Statement of Cash Flows has been prepared showing amounts gross of GST.

These financial statements should be read in conjuction with the following ‘Statement of Accounting Policies’ and ‘Note of the Financial Statements.’


44 Aktive Annual Report 2016/2017

STATEMENT OF ACCOUNTING POLICIES

For the year ended 30 June 2017

1.1 BASIS OF PREPARATION

Aktive - Auckland Sport & Recreation (“Aktive”) is a Charitable Trust (legal name of Trust ‘Auckland Sport’), domiciled

in New Zealand and registered under the Charitable Trusts Act 1957. The significant accounting policies used in the

preparation of these financial statements are set out below. These financial statements have been prepared on the basis

of historical cost, as modified by the fair value measurement of non-derivative financial instruments. These financial

statements have been prepared in accordance with Generally Accepted Accounting Practice in New Zealand (“NZ

GAAP”). They comply with Public Benefit Entity International Public Sector Accounting Standards (“PBE IPSAS”) and other

applicable financial reporting standards as appropriate that have been authorised for use by the External Reporting Board

for Not-For-Profit entities. For the purposes of complying with NZ GAAP, Aktive is a public benefit not-for-profit entity and

is eligible to apply Tier 2 Not-For-Profit PBE IPSAS on the basis that it does not have public accountability and it is not

defined as large. The Board of Trustees has elected to report in accordance with Tier 2 Not-For-Profit PBE Accounting

Standards and in doing so has taken advantage of all applicable Reduced Disclosure Regime (“RDR”) disclosure

concessions.

1.2 REVENUE

Revenue is recognised to the extent that it is probable that the economic benefit will flow to Aktive and revenue can be

reliably measured. Revenue is measured at the fair value of the consideration received. The following specific recognition

criteria must be met before revenue is recognised.

Revenue from non-exchange transactions

Grant revenue

Grant revenue includes grants given by the Government, other charitable organisations, philanthropic organisations and

businesses. Grant revenue is recognised when the conditions attached to the grant have been complied with. Where there

are unfulfilled conditions attached to the grant, the amount relating to the unfulfilled conditions is recognised as a liability

and released to revenue as the conditions are fulfilled.

KiwiSport

Sport New Zealand has introduced the KiwiSport Regional Partnership Fund to increase sporting participation and

opportunities for children and allow them to develop better skills. Aktive is the conduit of the KiwiSport funding with 80%

of total funding distributed to local areas within Auckland and the remaining 20% allocated to ‘regional’ use. The local

portion of this fund is ultimately received by Primary Schools, Secondary Schools and Community Organisations to deliver

programmes to school aged children.

Kiwisport funding is received by Aktive in a ‘non-agent’ capacity as Aktive has control over the use of funds in terms of

the vehicle in which funds are distributed to the related regions for which it serves. Aktive also directly benefits from the

funding in the pursuit of its objectives via brand recognition and advertising. The funds are accounted for in the statement

of comprehensive revenue and expense and result in an increase in net assets.

Revenue from exchange transactions

Sponsorship in kind

Sponsorship in kind is recognised as revenue and expenses when goods or services are received. Sponsorship in kind is

measured at fair value as at the date of acquisition, ascertained by reference to the expected cost that would be otherwise

incurred.

Interest income

Interest revenue is recognised as it accrues, using the effective interest method.

Rendering of services

Service revenue is recognised as revenue when the service has been provided.


Aktive Annual Report 2016/2017 45

1.3 FINANCIAL INSTRUMENTS

Financial assets and financial liabilities are recognised when Aktive becomes a party to the contractual provisions of

the financial instrument.

Aktive derecognises a financial asset or, where applicable, a part of a financial asset or part of a group of similar

financial assets when the rights to receive cash flows from the asset have expired or are waived, or Aktive has

transferred its rights to receive cash flows from the asset or has assumed an obligation to pay the received cash

flows in full without material delay to a third party; and either:

- Aktive has transferred substantially all the risks and rewards of the asset; or

- Aktive has neither transferred nor retained substantially all the risks and rewards of the asset, but has transferred

control of the asset.

Financial assets

Financial assets within the scope of NFP PBE IPSAS 29 Financial Instruments: Recognition and Measurement

are classified as financial assets at fair value through surplus or deficit, loans and receivables, held-to-maturity

investments or available-for-sale financial assets. The classifications of the financial assets are determined at initial

recognition.

The categorisation determines subsequent measurement and whether any resulting income and expense is

recognised in surplus or deficit or in other comprehensive revenue and expense. Aktive’s financial assets are

classified as loans and receivables. Aktive’s financial assets include: cash and cash equivalents, short-term

investments, receivables from non-exchange transactions and receivables from exchange transactions.

All financial assets are subject to review for impairment at least at each reporting date. Financial assets are impaired

when there is any objective evidence that a financial asset or group of financial assets is impaired. Different criteria to

determine impairment are applied for each category of financial assets. Where impairment is identified, the carrying

amount of the asset is reduced and the loss is recognised in the surplus or deficit for the reporting period.

Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted

in an active market. After initial recognition, these are measured at amortised cost using the effective interest

method, less any allowance for impairment. Aktive’s cash and cash equivalents, short-term investments, receivables

from non-exchange transactions and receivables from exchange transactions fall into this category of financial

instruments.

Financial liabilities

Aktive’s financial liabilities include trade and other payables (excluding GST and PAYE), employee benefits, loans and

borrowings and income in advance (in respect to grants whose conditions are yet to be complied with).

All financial liabilities are initially recognised at fair value (plus transaction cost for financial liabilities not at fair value

through surplus or deficit) and are measured subsequently at amortised cost using the effective interest method

except for financial liabilities at fair value through surplus or deficit.


46 Aktive Annual Report 2016/2017

1.4 CASH AND CASH EQUIVALENTS

Cash and cash equivalents are short term, highly liquid investments that are readily convertible to known amounts of

cash and which are subject to an insignificant risk of changes in value.

1.5 SHORT TERM INVESTMENTS

Short term investments comprise term deposits which have a term of greater than three months and therefore do

not fall into the category of cash and cash equivalents.

1.6 PROPERTY, PLANT AND EQUIPMENT

Items of property, plant and equipment are measured at cost less accumulated depreciation and impairment losses.

Cost includes expenditure that is directly attributable to the acquisition of the asset. Where an asset is acquired

through a non-exchange transaction, its cost is measured at its fair value as at the date of acquisition.

Depreciation is charged on a straight line basis over the useful life of the asset. Depreciation is charged at rates

calculated to allocate the cost or valuation of the asset less any estimated residual value over its remaining useful life:

- Motor vehicles 20%

- Office equipment 10-40%

- Computer equipment 10-40%

Depreciation methods, useful lives and residual values are reviewed at each reporting date and are adjusted

if there is a change in the expected pattern of consumption of the future economic benefits or service potential

embodied in the asset.

1.7 INCOME TAX

Aktive has been granted exemption from income tax as it is a registered charity with the Department of

Internal Affairs.

1.8 GOODS AND SERVICES TAX (GST)

Revenues, expenses and assets are recognised net of the amount of GST except for receivables and payables,

which are stated with the amount of GST included. The net amount of GST recoverable from, or payable to,

the Inland Revenue Department is included as part of receivables or payables in the statement of financial position.

1.9 LEASES

Payments on operating lease agreements, where the lessor retains substantially the risk and rewards of ownership

of an asset, are recognised as an expense on a straight-line basis over the lease term.

Payments on finance lease agreements, where the lessee retains substantially the risk and rewards of ownership

of an asset, are capitalised. The asset and the corresponding liability are recorded at inception at the fair value of

the leased asset.

Interest charges under finance leases 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 similar assets.

1.10 BORROWING COSTS

All borrowing costs are expensed in the period they occur. Borrowing costs consist of interest and other costs

that an entity incurs in connection with the borrowing of funds. Aktive has chosen not to capitalise borrowing

costs directly attributable to the acquisition, construction or production of assets.

1.11 EMPLOYEE BENEFITS

Wages, salaries, annual leave and sick leave

Liabilities for wages and salaries, annual leave and accumulating sick leave are recognised in surplus or deficit during

the period in which the employee provided the related services. Liabilities for the associated benefits are measured

at the amounts expected to be paid when the liabilities are settled.


Aktive Annual Report 2016/2017 47

1.12 EQUITY

Equity is the community’s interest in Aktive, measured as the difference between total assets and total liabilities.

Equity is made up of the following components:

Accumulated comprehensive revenue and expense

Accumulated comprehensive revenue and expense is Aktive’s accumulated surplus or deficit since its formation,

adjusted for transfers to/from specific reserves.

Reserve fund for continued operations

The continued successful operation of Aktive is dependent upon ongoing funding from a variety of sources.

As responsible managers of the funds entrusted to it, Aktive seeks to maintain a minimum level of funds to enable

Aktive to continue its operations should there be a short term interruption to usual funding levels. This reserve has

been established for this purpose.

1.13 SIGNIFICANT ACCOUNTING JUDGEMENTS, ESTIMATES AND ASSUMPTIONS

The preparation of Aktive’s financial statements requires management to make judgements, estimates and

assumptions that affect the reported amounts of revenues, expenses, assets and liabilities, and the accompanying

disclosures, and the disclosure of contingent liabilities. Uncertainty about these assumptions and estimates could

result in outcomes that require a material adjustment to the carrying amount of assets or liabilities affected in future

periods.

Judgements

In the process of applying Aktive’s accounting policies, management has made the following judgements,

which have the most significant effect on the amounts recognised in the financial statements:

Operating lease commitments

Aktive has entered into one or more operating leases.

Aktive has determined, based on an evaluation of the terms and conditions of the arrangements, such as

the lease term not constituting a substantial portion of the economic life of the property, that it does not retain all

the significant risks and rewards of ownership of these properties and accounts for the contracts as

operating leases.

Estimates and assumptions

The key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date,

that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within

the next financial year, are described below. Aktive based its assumptions and estimates on parameters available

when the financial statements were prepared. Existing circumstances and assumptions about future developments,

however, may change due to market changes or circumstances arising beyond the control of Aktive. Such changes

are reflected in the assumptions when they occur.

Useful lives and residual values

The useful lives and residual values of assets are assessed using the following indicators to determine potential

future use and value from disposal:

- The condition of the asset

- The nature of the asset, its susceptibility and adaptability to changes in technology and processes

- The nature of the processes in which the asset is deployed

- Availability of funding to replace the asset

- Changes in the market in relation to the asset

The estimated useful lives of the asset classes held by Aktive are listed in ‘Property, plant and equipment’ above.


48 Aktive Annual Report 2016/2017

NOTES TO THE FINANCIAL STATEMENTS

For the year ended 30 June 2017

2017 2016

1. ACCOUNTING POLICIES (REFER TO STATEMENT OF ACCOUNTING POLICIES)

2. REVENUE FROM NON-EXCHANGE TRANSACTIONS

KiwiSport funding 2,833,262 2,688,483

Sport New Zealand community sport and other funding 5,311,247 4,465,715

OTHER GRANTS, DONATIONS AND SIMILAR REVENUE

Auckland Council 574,200 552,000

Grants Income 2,036,308 2,109,059

Total Other grants, donations and similar revenue 2,610,508 2,661,059

TOTAL REVENUE FROM NON-EXCHANGE TRANSACTIONS 10,755,018 9,815,257

Grant revenue includes the following amounts gratefully received; Foundation North $1,100,000, The Lion Foundation $50,000,

NZ Community Trust $525,000, and Water Safety New Zealand Incorporated $180,000.

3. ANALYSIS OF EXPENSES - TOTAL EXPENSES INCLUDES THE FOLLOWING SPECIFIC EXPENSES:

Grants - community funding 8,065,418 7,273,210

EMPLOYEE RELATED COSTS

Salary costs - administration 602,920 707,865

Salary costs - programme delivery and other 1,200,903 899,357

Total Employee related costs 1,803,823 1,607,222

OTHER EXPENSES

Leasing, rental and other interest costs 89,196 84,189

Programme delivery costs 1,048,879 904,858

Trustees and related party expenses 92,500 84,335

Other programme and administrative costs 637,626 504,215

Total Other expenses 1,868,201 1,577,597

4. CATEGORIES OF FINANCIAL ASSETS AND LIABILITIES (carrying amounts)

FINANCIAL ASSETS (WITHIN STATEMENT OF FINANCIAL POSITION)

Loans and Receivables

Cash and deposits at bank with maturities of less than three months 447,114 3,147,183

Short-term investments - maturing within 12 months of balance date 3,141,972 617,532

Receivables from exchange transactions 1,074,875 55,919

Receivables from non-exchange transactions 1,057,540 637,000

Total Loans and Receivables 5,721,501 4,457,634

TOTAL FINANCIAL ASSETS (within Statement of Financial Position) 5,721,501 4,457,634

FINANCIAL LIABILITIES - AT AMORTISED COST

Trade and other payables (678,138) (465,548)

Employee benefits (62,422) (52,332)

Loans and borrowings (133,006) (121,805)

Income in advance (conditions attached) (3,524,906) (3,041,759)

Total Financial liabilities - at amortised cost (4,398,472) (3,681,443)


Aktive Annual Report 2016/2017 49

2017 2016

5. CASH AND CASH EQUIVALENTS

Cash at bank 447,114 1,694,958

Short-term deposits with maturities of less than three months - 1,452,226

Total Cash and cash equivalents 447,114 3,147,183

6. SHORT TERM INVESTMENTS

Term deposits - maturing within 12 months of balance date

(in October and November 2017 bearing 3.3% to 3.65% interest)

3,141,972 617,532

Total Short Term Investments 3,141,972 617,532

7. PROPERTY, PLANT AND EQUIPMENT

Motor Vehicles

Vehicles owned 334,202 249,802

Accumulated depreciation - vehicles owned (126,826) (67,862)

Total Motor Vehicles 207,376 181,941

Office Equipment

Office equipment owned 25,007 25,007

Accumulated depreciation - office equipment (20,806) (15,006)

Total Office Equipment 4,202 10,001

Computer Equipment

Computer equipment owned 56,909 52,832

Accumulated depreciation - computer equipment (45,923) (28,783)

Total Computer Equipment 10,986 24,049

TOTAL PROPERTY, PLANT AND EQUIPMENT 222,564 215,990

RECONCILIATION OF THE CARRYING AMOUNT AT THE BEGINNING AND END OF PERIOD:

Office Equipment Computer Equipment Motor Vehicles Total

Opening balance 10,001 24,049 181,941 215,991

Additions - 4,077 84,399 88,476

Disposals - - - -

Depreciation 5,799 17,140 58,964 81,903

Net book value 4,202 10,986 207,376 222,564


50 Aktive Annual Report 2016/2017

2017 2016

8. INCOME IN ADVANCE

Income in advance - Sport New Zealand - KiwiSport 741,392 633,473

Income in advance - Sport New Zealand - other 2,712,773 2,277,549

Income in advance - other 70,741 130,737

Total Income In Advance 3,524,906 3,041,759

9. LOANS

CURRENT INTEREST BEARING LOANS AND BORROWINGS

Obligations under finance lease due within one year 63,771 47,156

Total Current interest bearing loans and borrowings 63,771 47,156

NON-CURRENT INTEREST BEARING LOANS AND BORROWINGS

Obligations under finance leases due later than one year and no later than five years 69,235 74,649

Total Non-current interest bearing loans and borrowings 69,235 74,649

SECURED FINANCE LEASE OBLIGATIONS

Finance leases are secured over 12 motor vehicles and one photocopier. Interest paid on finance leases during the period was

$11,213 (2016: $9,417). The effective interest rates vary between 9.0% and 12.02% (2016: 9.0% and 12.02%) and maturity

dates are from April 2018 to January 2021 (2016:April 2018 to January 2020).

10. BREAKDOWN OF RESERVES

RESERVES

Reserve Fund for Continued Operations 100,000 100,000

Total Reserves 100,000 100,000


Aktive Annual Report 2016/2017 51

2017 2016

11. COMMITMENTS

NON-CANCELLABLE OPERATING LEASE COMMITMENTS

Not later than one year 72,447 72,447

Later than one year and no later than five years 289,788 289,788

Later than five years 132,823 205,270

Total Non-cancellable operating lease commitments 495,058 567,505

COMMITMENTS TO PROVIDE LOANS OR GRANTS

Aktive has entered into various commitments for community sport

development over the next three years

750,227 750,227

Total Commitments to provide loans or grants 750,227 750,227

NON-CANCELLABLE OPERATING LEASE COMMITMENTS

The non-cancellable operating lease commitment relates to the office rental at 14 Normanby Road.

12. CONTINGENT LIABILITIES AND GUARANTEES

At year end, a bank guarantee exists in respect of a credit from BNZ to iPayroll Limited for $45,500

(2016: $45,500) to cover payroll transactions.

13. IN-KIND GOODS OR SERVICES PROVIDED

IN-KIND GOODS OR SERVICES

Use of facilities for the Pathway to Podium programme, principally from Unitec,

68,618 68,618

AUT, and Auckland Council

Fairfax advertising and communications support 125,000 125,000

Support for the GAAP and Good Sports programme, principally by Water Safety

5,764 28,418

NZ and AUT staff

Cars provided by West City Holden 8,400 8,400

Operational / legal support by Simpson Grierson and Sheffield 25,792 20,000

Total In-kind goods or services 233,574 250,436

The above in-kind goods or services that are much appreciated are included within Other Operating

Revenue and also within Other Expenses within the Statement of Revenue and Expenditure.


52 Aktive Annual Report 2016/2017

2017 2016

14. RELATED PARTIES

Receivables

No related party receivables - -

Total Receivables - -

Payables

R. Lovett; Trustee fees payable - 6,000

Total Payables - 6,000

Revenue

No related party sales transactions - -

Total Revenue - -

Expenses

G. Child; Trustee fees 12,000 12,000

R. Lovett; Trustee fees 24,000 24,000

E. Lyndon; Trustee fees 12,000 12,000

P. Meehan; Trustee fees 12,000 12,000

H. Robinson; Trustee fees 12,000 12,000

D. Tse; Trustee fees 6,000 -

J. Wiggins; Trustee fees 12,000 12,000

Total Expenses 90,000 84,000

KEY MANAGEMENT PERSONNEL

The key management personnel, as defined by PBE IPSAS 20 Related Party Disclosures, are the members of the governing body

which is comprised of the Board of Trustees, and employees having the authority and responsibility for planning and controlling

the activity of Aktive, which constitutes the governing body of Aktive. The aggregate remuneration of key management personnel

and the number of individuals, determined on a full-time equivalent basis, receiving remuneration is as follows:

KEY MANAGEMENT REMUNERATION

Total remuneration. 856,158 772,156

Number of persons 7 5

15. EVENTS AFTER THE BALANCE DATE

Aktive has entered into agreements with Sport New Zealand to receive $250,000 for Regional Sports Directors funding, $382,500

for He Oranga Poutama funding, and $2,941,182 for KiwiSport funding.


Aktive Annual Report 2016/2017 53


54 Aktive Annual Report 2016/2017


Aktive Annual Report 2016/2017 55

KIWISPORT FINANCIAL STATEMENTS

For the year ended 30 June 2017


56 Aktive Annual Report 2016/2017

KIWISPORT 2016/2017 REGIONAL PARTNERSHIP FUND

REGIONAL KIWISPORT FUNDING

Aktive - Auckland Sport & Recreation

Brought Forward Unallocated KiwiSport Funds

KiwiSport Grants 29,317

Interest/Other 0

Total 29,317

Additional funding in year

KiwiSport Grants - September 2016 588,236

Interest/Other allocations in year 0

Total funds available for distribution in 2016/17 funding round

617,533 (A)

Application of above funds:

New applications - granted and paid in year 153,050

New applications - granted and payment due 331,753

Total new applications funded (refer listing below)

484,803 (B)

Difference; unallocated funds carried forward (A) less (B) 132,750

Application of KiwiSport funds

Auckland Softball 47,500

International Taekwon-Do New Zealand 69,200

Netball Northern 103,983

Parafed Auckland 59,100

Swimming New Zealand 150,000

Tennis Auckland 55,020

Total of new applications funded 484,803


Aktive Annual Report 2016/2017 57

LOCAL KIWISPORT FUNDING

Counties Manukau Sport

Brought Forward Unallocated KiwiSport Funds (from Annual Accounts)

KiwiSport Grants 256,953

Interest/Other 14,960

Total 271,913

Additional funding in year

KiwiSport Grants - September 2016 868,569

Interest/Other allocations in year 27,149

Total funds available for distribution in 2016/17 funding round

1,167,631 (A)

Application of above funds:

New applications - granted and paid in year 263,836

New applications - granted and payment due 734,500

Total new applications funded (refer listing below)

998,336 (B)

Difference; unallocated funds carried forward (A) less (B) 169,295

Application of KiwiSport funds

AFF Franklin United 40,000

AFL New Zealand 21,940

Auckland Basketball Services and Counties Manukau Basketball 70,000

Athletics New Zealand 9,940

Auckland Softball Association 26,400

Bucklands Beach Yacht Club 18,090

Clevedon Tennis 8,800

Counties Manukau Badminton 33,500

Counties Manukau Cricket 44,300

Counties Manukau Hockey 32,600

Counties Manukau Orienteering Club (Inc) 31,000

Counties Manukau Rugby League 45,000

Counties Manukau Tennis 4,110

Cycling New Zealand and Counties Manukau Sport 84,240

Mangere Principals Association 144,440

Mangere Otahuhu Primary Sport -32,970

Manurewa Primary Sport -31,110

Manurewa Principals Association 119,740

Mountfort Park Water Polo Club 8,350

New Zealand Flag Football 5,000

Otara Rugby League Football Club 5,000

Papakura Principals Group 102,500

Papakura Netball Centre 31,000

Papakura Primary Sport -8,730

Papatoetoe Cricket Club 19,000

Papatoetoe Gym Sports 20,700

Papatoetoe S&C Charitable Trust 5,000

Second Nature Charitable Trust 52,245

SNAG Golf New Zealand 12,000

Southern Districts Hockey Club 17,250

Squash Auckland 14,400

Te Puru Community Charitable Trust 12,000

Touch New Zealand 32,600

Total of new applications funded 998,335


58 Aktive Annual Report 2016/2017

LOCAL KIWISPORT FUNDING

Harbour Sport

Brought Forward Unallocated KiwiSport Funds (from Annual Accounts)

KiwiSport Grants 0

Interest/Other 0

Total 0

Additional funding in year

KiwiSport Grants - September 2016 540,304

Interest/Other allocations in year 30,501

Total funds available for distribution in 2016/17 funding round

570,806 (A)

Application of above funds:

New applications - granted and paid in year 127,177

New applications - granted and payment due 340,350

Total new applications funded (refer listing below)

467,527 (B)

Difference; unallocated funds carried forward (A) less (B) 103,279

Application of KiwiSport funds

ActivAsian - Get Set Go 154,690

AFL New Zealand Female Pathway Alignment 29,990

Albany Senior High School 85,000

Auckland Diving - Youth Participation 15,000

Bowls North Harbour Collegiate Programme 15,000

Coach Support Initiative Project 40,000

Fast Fund - Sundry 3,000

Inter Volleyball 22,000

Kaipatiki Basketball 22,000

Kumeu Junior Cricket 14,960

North Shore Filipino - Spike/Spin/Smash 5,000

Rodney Sport Development 6,908

Schools Athletics Development Programme 15,083

Secondary School - New Participants 7,000

Tennis Northern Hot Shots 22,000

Total of new applications funded 457,631


Aktive Annual Report 2016/2017 59

LOCAL KIWISPORT FUNDING

Sport Auckland

Brought Forward Unallocated KiwiSport Funds (from Annual Accounts)

KiwiSport Grants 190,937

Interest/Other 0

Total 190,937

Additional funding in year

KiwiSport Grants - September 2016 606,912

Interest/Other allocations in year 0

Total funds available for distribution in 2016/17 funding round

797,850 (A)

Application of above funds:

New applications - granted and paid in year 511,267

New applications - granted and payment due 254,334

Total new applications funded (refer listing below)

765,601 (B)

Difference; unallocated funds carried forward (A) less (B) 32,248

Application of KiwiSport funds

AFL New Zealand 3,060

AFL New Zealand 12,985

AFL New Zealand 19,911

Athletics New Zealand 75,820

Athletics New Zealand 17,820

Auckland Basketball 34,070

Auckland Football 10,000

Auckland Hockey 49,490

Auckland Hockey 21,100

Auckland Lacrosse Association 18,154

Auckland Netball 20,980

Auckland Orienteering 1,560

Auckland Orienteering 31,750

Auckland Rugby League 2,500

Auckland Softball 33,310

Auckland Softball 7,410

Baseball New Zealand 4,450

Black Sands Triathlon Club 10,150

Glendowie College 20,000

Gym Kids 5,135

International Taekwon-Do New Zealand 75,424

Mt Roskill Grammar School 10,000

Mt Roskill Grammar School 10,000

North Harbour Volleyball 23,200

North Harbour Volleyball 280

OnBoard Skate Inc 23,400

Onehunga High School 16,700

Orakei Tennis Club 4,990

Renaissance School of Dance 71,760

SNAG Golf New Zealand 13,100

St Paul’s College 14,000

Tennis Auckland 20,510

Touch New Zealand 3,662

Tri Star Gymnastics 20,000

Tri Star Gymnastics 55,920

Western Springs Football Club 3,000

Total of new applications funded 765,601


60 Aktive Annual Report 2016/2017

LOCAL KIWISPORT FUNDING

Sport Waitakere

Brought Forward Unallocated KiwiSport Funds (from Annual Accounts)

KiwiSport Grants 98,268

Interest/Other 0

Total 98,268

Additional funding in year

KiwiSport Grants - September 2016 337,160

Interest/Other allocations in year 0

Total funds available for distribution in 2016/17 funding round

435,428 (A)

Application of above funds:

New applications - granted and paid in year 173,099

New applications - granted and payment due 148,299

Total new applications funded (refer listing below)

321,398 (B)

Difference; unallocated funds carried forward (A) less (B) 114,031

Application of KiwiSport funds

Blockhouse Bay Primary / Sport Waitakere 50,932

Footsteps 2,500

Green Bay High School / Sport Waitakere 42,823

Kumeu Cricket Club 3,150

Massey High School / Sport Waitakere 22,034

Northern Football Federation 9,240

Touch New Zealand 4,553

Waitakere Regional Hokey Turf Trust 4,686

Waitemata Rugby Football and Sports Club 24,800

Waitemata Table Tennis 4,840

YMCA - Massey Leisure Centre 3,540

Total of new applications funded 173,099


Aktive Annual Report 2016/2017 61

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