Annual Report 2017-2018

Annual Report 

Pūrongo ā tau 

7

E A 

2 Aktive Annual Report 2017/2018 

CONTENTS 

02 

OUR VALUES 

08 

04 

STRATEGIC 

INVESTMENT 

10 

06 

CELEBRATING 

OUR JOURNEY 

12 

MESSAGE FROM 

AUCKLAND 

COUNCIL & SPORT 

NEW ZEALAND 

MESSAGE FROM 

CHAIR & CEO 

GOVERNANCE 

14 16 

25 

41 

THE AUCKLAND 

APPROACH TO 

COMMUNITY SPORT 

OUR 

PERFORMANCE 

SUMMARY 

FINANCIAL 

STATEMENTS 

KIWISPORT 

FINANCIALS 

STATEMENTS

Aktive Annual Report 2017/2018 3 

GUTSY 

Kia maia 

We make transparent, bold 

decisions in pursuit of our 

vision for Auckland. 

VISION 2020- He whakakitenga 2020 

Auckland – the world’s most 

active city. 

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. 

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 

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.


STRATEGIC INVESTMENT 

Rautaki whakangao 

Coach Evolve 

Targeted Populations 

NORTH 

$2,289,382 

Per Capita $6.81* 

$2,639,535 

$685,610** 

Indirect Investment 

Direct Investment $1,603,773 



CENTRAL 


$739,076** 

$10,563,970 

2017/18 Auckland Wide Investment 

Local Area 

Investment 

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

SOUTH 

$3,678,853 



$1,164,878** 


$657,090** 



WEST 


$1,956,200 

Community Sport 

TLC (Talent, Leadership & Character) 

Coaching & Talent Development 

Leadership & Advocacy 

Greater Auckland Aquatic 

Action Plan 

Delivery partners include CLM Community Sport, College Sport, Harbour Sport, Sport Auckland and Sport Waitakere. 

*Per capita calculation based on 2013/2014 population census data 

**Indirect Investment is the value of ‘Auckland Wide Investment’ deployed in to local areas


Auckland Regional Kiwisport 

Aktive invested more than $10.5 million in 2017/18 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. 

Strategically 

Aligned 

Investment 

KEY STRATEGIC FUNDERS 

We acknowledge our key strategic funders and thank them for their much-valued support of sport and recreation in Auckland.


Celebrating 

our journey 

This year marks Aktive’s five-year anniversary. 

To celebrate, we look at some key milestones 

over the past five years: 

JUNE 

2017 

MAY 

2013 

Aktive – 

Auckland Sport 

& Recreation 

established 

2014 

Strategic 

Plan 2015-20 

launches 

SEPTEMBER 

2015 

Good Sports 

launches 

MAY 

2016 

Chairs’ 

Roundtable 

launches 

Aktive’s Shared 

Services reaches 

$1 million taken 

out of back-office 

costs of sector 

OCTOBER 

2013 

Aktive Board 

first sits 

MARCH 

2015 

Greater Auckland 

Aquatic Action Plan 

reaches 500,000 

free Swim & Survive 

lessons to young 

people 

APRIL 

2016 

HERA - Everyday 

Goddess 

launches 

NOVEMBER 

2016 

Aktive in 

partnership 

with ISPORT 

Foundation wins 

NZRA Outsanding 

Event Award for 

“Believe You Can” 

Leadership Day


These milestones would not be possible without the much-appreciated support from valued 

partners and supporters like you – kia ora, thank you. So, what does the future look like? We 

know Aucklanders love physical activity – it’s incredibly important in our lives and the lives of 

our whānau and friends. 

To build on insights and achievements to date, long term strategic planning is already 

underway. This will further support Aktive’s and the sector’s efforts in understanding our city’s 

changing profile and engaging more Aucklanders in sport and recreation. We look forward 

to keeping you updated and thank you again for being an important part of our journey 

so far – here’s to the future! 

JULY 


The Auckland 

Approach to 

Community Sport 

strategy developed 

NOVEMBER 


Good Sports 

receives NZRA 

Outstanding 

Community 

Recreation 

Programme 

merit award 

JUNE 


More than 

$13 million 

in KiwiSport 

Funding 

granted to 460 

programmes 

across Auckland 

JULY 


More than 1,800 

girls engaged 

directly in sport 

and recreation 

opportunities 

through HERA – 

Everyday Goddess 

SEPTEMBER 


Aktive signs 

Auckland to Active 

Citizens Worldwide 

initiative 

OCTOBER 


He Oranga 

Poutama transitions 

to Aktive 

JUNE 


Community 

Sport investment 

reaches more 

than $47 million 

with increased, 

medium-term 

funding from key 

stakeholders 

JUNE 


Sports Matter 

advocacy 

campaign results 

in an additional 

$120 million 

in Auckland 

Council’s 10-year 

Budget 

JULY 


Aktive’s Shared 

Services reaches 

$1.5 million taken 

out of back-office 

costs of sector


MESSAGE FROM AUCKLAND COUNCIL 

He pānui nō te Kaunihera ō Tāmaki Makaurau 

Our vision is for Tāmaki Makaurau to be a world-class city where parks, 

leisure facilities, sports and recreation programmes are widely available 

to everyone. 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, we’ve confirmed the Auckland Plan 2050, 

our guiding document for the next thirty years. It recognises 

the important contribution that sport and recreation make 

to our quality of life, health and general wellbeing. 

At the same time, we’ve refreshed our 10-year Budget. 

We’ll be investing heavily in infrastructure over the 

next decade, and sport and recreation are no 

exception. A new investment fund will see $100 

million more invested into sport and recreation 

facilities, and $900 million has been allocated 

for active transport infrastructure. Aktive 

played a significant role in advocating for the 

importance of sport and recreation during our 

consultation on the Auckland Plan and the 

10-year Budget. 

We have a close working relationship 

between Auckland Council and Aktive to 

achieve the outcomes of The Auckland 

Approach to Community Sport, including 

sector development, more support for 

coaching and talent, and improved 

spaces and places. In the last year 

Aktive also worked in partnership with 

the council to complete the Auckland 

Sport Sector: Facility Priorities Plan. The 

plan endorses a unified approach to 

prioritising new sport facilities for the first 

time, and has the backing of the collective 

voice of the sport sector. 

Auckland Council has renewed a $552,000 

strategic partnership grant to Aktive to 

assist them in delivering outcomes locally 

and regionally over the next three years. 

These grants are awarded to organisations 

with a clear track record of achievement 

and who deliver the highest levels of quality 

and service in their sectors. We’re pleased to 

continue supporting Aktive’s work to improve 

sport and recreation in Tāmaki Makaurau. 

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 active recreation opportunities available to the 

people of New Zealand, particularly our young people and 

ethnic communities. It’s our belief that quality experiences are 

the key to young people getting active – and staying active – 

in a world of competing priorities and technologies. 

Aktive – Auckland Sport & Recreation is a critical 

investment partner for Sport New Zealand, and one that 

shares our beliefs, commitment and approach. 

This year Aktive has taken major strides forward 

in its efforts to ensure quality opportunities are 

available to the people of Auckland, and that 

these opportunities reflect the dynamics and 

needs of Auckland’s many communities. 

Highlights for us included the identification 

of Communities of Activity to help 

focus to their work, expansion of the 

ActivAsian program across Auckland 

and the innovative work happening 

through Good Sports and HERA – 

Everyday Goddess. 

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 – included among these 

the onboarding of CLM as a 

new delivery partner and the 

impressive early momentum 

achieved by them in 

South Auckland. 

I would also like to acknowledge 

the efforts and achievements 

of Aktive’s outgoing chair 

Raewyn Lovett, and to 

congratulate her on her 

appointment as Co-Chair of the 

International Working Group on 

Women and Sport Secretariat and 

Conference 2018-22. 

Peter Miskimmin 

Chief Executive 

Sport New Zealand


Raewyn Lovett 

Chair – Aktive 

He pānui nō te Heamana 

me te Kaiwhakahaere Matua 

Sarah Sandley 

CEO – Aktive 

Message 

from the Chair 

and CEO 

The 2017/18 year marked Aktive’s 

five-year anniversary. This journey 

has seen the team focus on 

establishment, set a strategic plan, 

implement fundamental aspects 

of this plan and work towards the 

shared vision of Auckland being the 

world’s most active city. 

With key partners, The Auckland 

Approach to Community Sport has 

been developed, establishing a 

strong community sport strategy for 

Tāmaki Makaurau. This targeted, 

scalable system outlines key 

measures and continues to evolve 

to meet Auckland’s growing, diverse 

population and changing needs. 

Aktive and our delivery partners 

CLM Community Sport, Harbour 

Sport, Sport Auckland and Sport 

Waitakere, with support from 

Sport New Zealand and Auckland 

Council, have completed the second 

year of this four-year plan – and 

momentum is building. Underpinned 

by comprehensive planning and 

insights, the focus is on continued 

implementation, delivering specific 

outcomes at a community level, 

proven results and building capabilities. 

Further financial support by key 

investors has greatly assisted the 

evolution and implementation of this 

strategy. Increased, medium-term 

funding from major stakeholders 

including Sport New Zealand, New 

Zealand Community Trust (NZCT), 

Foundation North and Auckland 

Council, has provided more security 

for all programmes under The 

Auckland Approach to Community 

Sport. This has taken investment in 

community sport and recreation in 

Auckland to a new high. We appreciate 

the valuable support and input from 

our key funders, which enables us 

to evolve all parts of the system 

and makes a tangible benefit for 

communities across Auckland. 

Supplementing increased funding, 

Aktive’s Shared Services and 

Procurement is providing sector benefits, 

taking more than $1.5 million out of 

back-office costs to date and driving an 

average of 40% savings. This is money 

that can be and is reinvested back into 

community sport and recreation. 

From grass roots to the global stage, 

Aktive has signed Auckland to Active 

Citizens Worldwide, joining London 

and Singapore as founding cities. The 

project looks to achieve a positive stepchange 

in the physical activity levels of 

citizens, through multi-city collaboration, 

best-practice sharing and global 

benchmarking. We will be using these 

insights to make a positive difference 

on the ground. 

Consistent with our strategic priority 

to work collaboratively and align with 

a broad range of stakeholders, many 

of our partners contributed to the 

Sport Matters advocacy campaign, 

led by Aktive with Sport Auckland,


Sport Waitakere, Harbour Sport and 

CLM Community Sport. While there 

is still a considerable shortfall for 

sport and recreation over the next 10 

years, the campaign saw an additional 

$120 million allocated to the sector in 

Auckland Council’s 10-year Budget. 

In addition, collaborative efforts have 

resulted in a well-received marketing 

and communications toolkit being 

developed for use by all clubs and 

codes. Strong progress has also been 

achieved with innovative programmes 

including Good Sports, HERA – 

Everyday Goddess, Talent, Leadership 

& Character (TLC) and Coach Evolve, 

along with the ongoing facilitation 

of Sport New Zealand programmes 

Performance Coach Advance and 

Coach Developer Training. 

He Oranga Poutama has transitioned 

to Aktive with support from Sport 

Waitakere and we are proud to have 

this unique team as part of our Aktive 

family. ActivAsian, initially launched 

by Harbour Sport, has also been 

upscaled across the city for greater 

impact, modified according to local 

need, capability and strengths. 

Partnerships continue to be invaluable 

to Aktive’s work. Managed by Aktive, 

the Greater Auckland Aquatic Plan 

(GAAAP) is funded by Sport New 

Zealand, Foundation North and 

Water Safety New Zealand. Since 

its inception in 2011, GAAAP has 

provided 878,665 free Swim and 

Survive lessons to 121,371 children in 

decile 1 to 6 schools. 

We were also grateful to host a 

Chairs’ Roundtable on diversity with 

our valued partner Simpson Grierson. 

Opened by Hon Grant Robertson, 

Minister for Sport and Recreation, 

more than 45 National and Regional 

Sport Organisations and Regional 

Sport Trust Chairs and Board 

Members attended the event. 

Our biennial stakeholder survey, 

managed by Sport New Zealand, 

shows we’re moving in the right 

direction, with an uplift in the rating of 

our overall performance and higher 

levels of agreement with the statement 

that we are leading the sport and 

active recreation community effectively. 

We are pleased that the impact of 

The Auckland Approach to Community 

Sport is being recognised, with one 

respondent saying: 

“The development of the Auckland 

Approach across the sport and 

recreation sector has the potential to 

be transformational.” 

Aktive is supported by a strong, 

stable governance platform. The 

Board and Executive are supported 

by subcommittees and advisory 

groups that provide guidance in 

important areas of our work and 

operations. These include an audit 

and risk subcommittee, commercial 

subcommittee, health and safety 

subcommittee and the Aktive 

Māori Advisory Group. 

We are also privileged to have a 

seat on advocacy groups OneVoice 

and Healthy Auckland Together 

(HAT) and our partnerships are 

further supported by connections 

across community and sporting 

organisations in Auckland. Much of 

this is facilitated through working 

groups in the vital strategic focal 

areas of Young People, Spaces 

and Places, Targeted Populations, 

Sector Development, and Coaching 

and Talent Development, all backed 

by insights. 

Our people are the cornerstone 

of our journey. Our small team 

has huge talent, expertise and 

commitment. We would like to 

acknowledge and thank them for 

their hard work. 

We would also like to thank all our 

commercial partners from the past 

year – Holden, Spark, Simpson 

Grierson, Sheffield and Ricoh; as 

well as our sector partners. Like us, 

these partners are committed to 

community sport in Auckland and 

growing participation levels. 

Furthermore, we would like to 

express sincere thanks to the 

funders who show confidence 

in Aktive and our approach to 

Auckland. These include Sport 

New Zealand, Auckland Council, 

Water Safety New Zealand, 

Foundation North, NZCT and 

the Lion Foundation. 

We would also like to acknowledge 

our delivery and sector partners – 

their input in driving results in local 

communities is fundamental and 

much valued. Finally, we would like 

to recognise the Aktive Board for its 

strategic guidance and oversight – 

this is respected and appreciated as 

we work together to engage more 

Aucklanders in sport and recreation. 

NOTE REGARDING 

OUTGOING CHAIR 

RAEWYN LOVETT 

Raewyn Lovett resigned from the 

Board of Aktive effective 30 June 

2018, after being appointed to the 

Board of Sport New Zealand. Raewyn 

has been instrumental in Aktive’s 

establishment and journey to date. 

We thank her for her considerable 

knowledge, experience and leadership, 

and wish her every success in the 

future. 

We acknowledge Aktive Board 

Member Graham Child, also a 

founding Trustee, who has been 

appointed as the new Aktive 

Board Chair. 

“As a member of the 

Auckland Sport (now 

Aktive) Establishment 

Board, the past five years 

has been an incredible 

journey. I have thoroughly 

appreciated and enjoyed 

the opportunity to serve 

with you all to further 

sport and recreation 

in Auckland. I am 

proud of our collective 

achievements and the 

significant progress 

Aktive is making towards 

improving physical 

activity opportunities 

for Auckland and 

Aucklanders. I wish Aktive 

every success.” 

Raewyn Lovett 

Outgoing Chair 

Aktive – Auckland Sport 

& Recreation


GOVERNANCE 

Mana whakahaere 

2017/18 saw Aktive governed by an eight-member Board, chaired 

by Raewyn Lovett ONZM and supported by trustees Graham Child, 

Nick Alexander, Eru Lyndon, Peter Meehan, Helen Robinson, David 

Tse and Jo Wiggins. 

As a group, the Board has extensive sport, business and governance 

knowledge and experience that stands Aktive in good stead. 

An audit and risk subcommittee, chaired by Peter Meehan, meet on 

a bimonthly basis and a health and safety subcommittee, chaired by 

Jo Wiggins, and commercial subcommittee, chaired by David Tse, 

met quarterly. 

Risk 

The Aktive Board respects its obligation to identify and oversee 

potential risk to the organisation and the wider sector. Every 

meeting agenda includes a risk register that has been reviewed 

by the audit and risk subcommittee and a health and safety report. 

Aktive continues to review and provide a health and safety policy 

that meets related legislation requirements and ensures its delivery 

partners understand and are contractually committed to these 

obligations. 

Communication 

Aktive’s Board is committed to advancing relationships and 

engagement through open communication with Aktive employees, 

delivery partners and stakeholders. 

This is facilitated through attendance of major stakeholders such 

as Sport New Zealand and Auckland Council at Aktive Board 

meetings, regular meetings with chairs of Regional Sports Trusts and 

other providers, and one-on-one engagements with stakeholders, 

supplemented by the distribution of reports and communications. 

Advisory Groups 

Aktive has a strategic priority to engage collaboratively with a wide 

range of central government and regional stakeholders. To support 

this, advisory groups have been formed with experts serving 

as follows: 

Aktive Māori Advisory Group 

In 2017/18, the Aktive Māori Advisory Group (AMAG) was 

instrumental in the transition of He Oranga Poutama (HOP) from 

Sport Waitakere to Aktive. Participation in HOP’s programme 

continued to increase during this significant change. More recently, 

AMAG’s core focus has been providing input and guidance for 

Aktive’s upcoming strategic plan process. 

Eru Lyndon (Chair); Jamie Cook; Dane Tumahai; Megan Tunks; Ayla 

Hoeta; Marty Rogers (Ex-officio member); Mace Ward 

(Ex-officio member); Diana Puketapu (resigned due to appointment 

to New Zealand Cricket Board); Mataroria Lyndon. 

Regional KiwiSport Advisory Group 

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

Jo MacMillan, Auckland Council; Simone Spencer, Aktive; Leanne 

Knox, Sport Auckland; Kylie McGrigor, Harbour Sport; David George, 

Sport Waitakere; Jason McIntosh-Kerr, CLM Community Sport. 

Counties Manukau Local KiwiSport Advisory Group 

Sue Styants, Styants Law (Chair); Maia Edwards, College Sport; 

Martin Devoy, Auckland Council; Murray Lockwood, Auckland Sport 

Coalition and Netball Northern; Tapuvakai Vea, Healthy Families; 

Nardi Leonard, Principal, Jean Batten School. 

Trustees and Registered Interests 

Raewyn Lovett, Chair 

Partner: Duncan Cotterill 

Chair: Quotable Value Ltd, Dunedin Venues 

Management Ltd, International Working Group 

for Women and Sport (Co-Chair) 

Director: Darroch Ltd, Quotable Value Australia 

Pty Ltd, CHT Healthcare 

Chair of Selectors: Triathlon New Zealand Ltd 

Trustee: Medicine Mondiale Trust 

Graham Child 

Chair: Cook Brothers International, 

The Clubhouse NZ Ltd 

Director: World Masters Games 2017 Ltd, Sports 

Distributors NZ Ltd, NZ Think Ltd, Qualityarns NZ Ltd 

Nick Alexander (joined October 2017) 

Director: Navigator Limited 

Eru Lyndon 

Regional Commissioner (employee): 

Ministry of Social Development 

Director: Waitangi Ltd 

Trustee: Sport Northland, Lyndon Family Trust 

Council Member: North Tec 

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 

Helen Robinson (resigned May 2018) 

Chair: The Network for Learning Ltd, Valens Group 

Executive Director: Organic Initiative Ltd 

Director: Auckland Tourism Events & Economic 

Development, Penguin Consulting Ltd, KND 

Investments Ltd 

Trustee: Robinson Family Trust, Fulbright NZ Ltd 

Advisory Board: NZ Defence Force 

Family member working as intern at New Zealand 

Cricket (to February 2018) 

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 

Jo Wiggins 

Director: Morvern Group Ltd 

Trustee: NZCT Auckland Reference Group 

Consultant: Auckland Council

Aktive Annual Report 2017/2018 13


THE AUCKLAND APPROACH 

TO COMMUNITY SPORT 

Vision: Co-creating a world-class sport system in Tāmaki Makaurau. 


Sport is now firmly embedded, with aligned 

implementation, planning and reporting 

across Aktive’s key partners including CLM 

Community Sport, College Sport, Harbour 

Sport, Sport Auckland and Sport Waitakere. 

This has been boosted by key investors 

increasing their financial support for the 

strategy. 

THE STRATEGY 

The Auckland Approach to Community Sport 

is about working together and with others, 

using a a targeted approach and developing 

a community’s, sector’s and iwi’s ability to 

engage people and increase participation 

in sport and recreation. A key to success is 

the development of local initiatives that meet 

Auckland’s growing, diverse population and 

changing needs. 

THE AREAS OF FOCUS AND 

PRIORITY GROUPS 

To deliver the vision for the co-creation of a 

world-class sport system in Auckland, this 

strategy comprises five key areas of focus: 

advocacy; schools and communities; 

coaching and talent development; sector 

development; and spaces and places; 

and identifies target priority groups: Young 

People 5-18 years; Girls 10-18 years; 

Indian, Māori, Chinese and Samoan 

ethnicities. 

It is underpinned by a strong commitment 

to helping children and low participation 

communities to be more active, as well as 

building the capability of sector providers 

and volunteers, including coaches. 

THE DELIVERY 

2017/18 saw Aktive and delivery partners 

CLM Community Sport, Harbour Sport, 

Sport Auckland and Sport Waitakere 

complete the second year of this four-year 

plan, with momentum building and a firm 

focus of continued implementation. 

Much of this has been deployed by our 

key partners to deliver on specific 

outcomes and build capabilities in their 

respective communities. 

THE COMMUNITIES 

OF ACTIVITY 

To accurately determine these 

outcomes, local insights and community 

and stakeholder consultation have 

been and continue to be imperative to 


Sport. This saw the establishment of 

23 geographic Communities of Activity 

(CoAs) across Auckland in 2017/18. 

Aligned to the target priority groups, 

each CoA had a specific delivery plan 

with activities across the five key areas 

of focus. 

In addition to working right across 

Auckland, significant efforts in these 

communities helped shape delivery 

and connect initiatives, programmes 

and facilities with potential participants 

through a locally-led approach. 

COMMUNITIES 

OF ACTIVITY 

2017/18 

Northcote 

Birkenhead – Beach Haven 

Albany Fairveiw 

Glenfield 

Helensville 

Tāmaki 

Maungakiekie 

Mt Roskill 

Inner City – Waitamata 

Wesley 

Howick – Pakuranga 

Mt Wellington - Panmure 

Glen Eden – Oratia 

Lincoln North 

New Lynn – Avondale 

Ranui 

Kelston - Glendene 

Māngere 

Papatoetoe 

Manurewa (Homai/Central) 

Otara 

Papakura East 

Pukekohe North


WHAT DOES THIS LOOK LIKE? 

This locally-led, collaborative approach has produced many 

positive results for Aucklanders over the past year, such as: 

• A collaborative advocacy campaign 

resulted in an additional $120 

million being allocated to sport and 

recreation in Auckland Council’s 

10-year Budget. This included a 

commitment to a new swimming 

pool in the Whau Local Board area, 

which was supported by targeted 

efforts from Sport Waitakere. 

• Increased resources to ActivAsian, 

a programme managed by Harbour 

Sport and focused on Chinese 

people as a target priority group, 

saw this initiative extend its reach. 

Howick-Pakuranga, one of Sport 

Auckland’s CoAs, and areas of 

Waitakere now have resourced and 

established programmes. 

• Growing Coaches workshop at 

Papakura Rugby Club run by CLM 

Community Sport with student 

coaches from Tuakau and Rosehill 

Colleges in attendance. Reaching 

the target priority group of young 

people, this session worked with 

schools on coach development. 

• Significant work in Māngere, 

a CoA in CLM Community Sport’s 

remit, with three community 

programmes supported through 

Aktive’s Target Populations 

Innovation & Development Fund, 

30 coaches engaged through 

Good Sports presentations, and 

over 10 different sporting clubs 

engaged in the region. 

• Harbour Sport’s PolySports, a sport 

and recreation holiday programme 

for Pacific Island children aged 6 

to 12 years, a subset of the target 

priority group of young people, had 

an impressive participant increase 

of 24%. 

• Sport Auckland reached 

6,237 children through 13 

in-school opportunities including 

taekwondo, ki-o-rahi, gymnastics, 

turbo touch and football. 

• Sport Auckland also made a 

number of connections building 

community capability. This ranged 

from developing student leaders 

to deliver quality opportunities for 

juniors and building a relationship 

with ACG Parnell which activated 

the school’s facilities for community 

use for a programme targeting 

Asian families. 

• Sport Waitakere delivered a 

successful and rewarding Growing 

Coaches day for 31 year 10 west 

Auckland secondary school girls to 

develop their coaching leadership, 

and 62,340 Water Skills for Life 

lessons to 7,967 primary school 

children in Waitakere through the 

Greater Auckland Aquatic Action 

Plan (GAAAP). 

There are many more results of 

note, with additional information 

and outcomes highlighted in the 

various programme snapshots 

throughout this report. 

“The development of the 

Auckland Approach across 

the sport and recreation 

sector has the potential 

to be transformational.” 

- 2018 Stakeholder Survey 

Respondent 

THE NEXT STEPS: 

The Auckland Approach to Community Sport is an exciting and 

dynamic approach to sport and recreation in a growing, increasingly 

diverse Tāmaki Makaurau. 

It is designed to make Auckland the most active city in the world by helping Aucklanders to be healthier, 

happier and more connected to other people. 

Aktive is proud to take a leadership role in this community sport strategy which, with valued partners, 

is delivering positive results for Auckland and Aucklanders.


OUR PERFORMANCE 

Tō mātou mahi


M E 

A BIG 

PLAY 

Aktive works collaboratively to 

fund and deliver projects across 

Tāmaki Makaurau. 

With Auckland’s growing and 

increasingly diverse population, 

a coordinated approach is critical to 

get the best for and out of the region. 

Aktive provides strategic leadership 

for the Auckland sport and recreation 

sector, with Regional Sports Trusts 

and other Partners leveraging their 

expertise and connections to deliver 


Sport in their communities. 

OUR STRATEGIC PRIORITIES AND PERFORMANCE 

More Aucklanders More Active 

With a particular focus on school aged children and lowparticipation 

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 and Places 

Improving access to facilities and sports for all Aucklanders 

“Tennis Auckland and Tennis Northern would 

l ike to acknowledge the outcome for the sport 

sector in Auckland Council’s recent Long-term 

plan, and thank you and your team for the strong 

role you played in this process.” 

- Brent Robinson, CEO (former), Tennis Auckland 

- David Guy, Chief Executive (former), Tennis Northern

SERVICE PERFORMANCE AGAINST STRATEGIC PLAN 

Rautaki Matua 

Strategic Priority 

Whainga 

Goals 

2018 Progress 

More 

Aucklanders 

More Active 

More of Auckland’s young people 

participating in sport and recreation 

23 geographic Communities 

of Activity activated: 

CLM Community Sport 

• Māngere 

• Papatoetoe 

• Manurewa (Homai / Central) 

• Papakura East 

• Pukekohe North 

• Otara 

Harbour Sport 

• Northcote 

• Birkenhead - Beach Haven 

• Albany Fairview 

• Glenfield 

• Helensville 

Sport Auckland 

• Tāmaki 

• Maungakiekie 

• Mt Roskill 

• Inner City - Waitamata 

• Wesley 

• Howick – Pakuranga 

• Mt Wellington - Panmure 

Sport Waitakere 

• Glen Eden - Oratia 

• Ranui 

• Kelston - Glendene 

• Lincoln North 

• New Lynn – Avondale 

1855 girls aged 10-18 years old from a variety of ethnic, 

demographic and geographic backgrounds participated in 

HERA – Everyday Goddess (HERA) initiatives. 

HERA worked with over 50 different organisations providing 

support including design and delivery of programmes, 

professional development, connection and engagement with 

groups of females, and insights on the participant led approach. 

He Oranga Poutama (HOP) programme participants increased 

from 15,627 to 17,903. 76% of HOP activities carried out with 

young people aged 5-19 years, and 47% of work concentrated 

on Ngā Tāonga Tākaro (traditional Māori sports). 

The Greater Auckland Aquatic Action Plan (GAAAP) saw 

146,814 water skills for life lessons delivered to 19,569 Auckland 

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

11 new schools introduced to the Water Skills for Life initiative 

through professional development of their teachers. 

Support provided to 12 secondary school sport coordinators 

through our Talent, Leadership & Character (TLC) programme. 

Engage with international 

cities that encourage active 

lifestyles 

Aktive, along with London Sport and Sport Singapore, 

completed year one of the Active Citizens Worldwide (ACW) 

initiative. Outputs included: 

• An Auckland city level report 

• A founding cities conference attended by the three cities 

• An annual report comparing the findings from the three cities. 

The Auckland report was used to provide input into Auckland 

Council’s Auckland Plan and Long-term Plan submission process. 

Aktive spoke on ACW at the National Sports Convention in 

Melbourne and the World Cities Summit in Singapore.


Rautaki Matua 


Whainga 

Goals 


More of Auckland’s adults 

participating in sport 

and recreation 

Projects enhancing Targeted Population Groups’ community 

participation through Regional Sports Trusts and identified sport 

and recreation partners included initiatives with Touch, Green 

Prescriptions (GRx) connections and new and adaptive Family 

Fun Clubs. 

The establishment of the Targeted Population Groups–integration 

Action Group led to a working group focussed on cultural 

competency developing a collective plan to support The Auckland 

Approach to Community Sport. 

New Volunteer, walking and spike, spin, smash programmes in 

Howick-Pakuranga and West Auckland have started as a result of 

last year’s ActivAsian expansion. 

Ten out of 15 Innovation and Development projects supported 

adults, and five focused on young people. More than 2,655 

participants took part in these initiatives. 

More volunteers (coaches, 

officials) participating in 

sport and recreation 

31 participants from 11 different sports were trained 

as Coach Developers (people who coach the coaches) 

through our new training programme. 

350+ new student coaches developed through Growing 

Coaches programme. 

More participation amongst priority 

ethnicities and groups: Indian, 

Samoan, Young Girls, Māori, 

Chinese 

35 HERA female leaders developed over a series of three 

professional development workshops. 

Stakeholder 

alignment 

& sector 

development 

Added value as a result 

of Aktive and RSTs working 

collaboratively 

Aktive, Harbour Sport, Sport Waitakere, Sport Auckland and 

CLM Community Sport fully aligned to The Auckland Approach to 

Community Sport strategy. 

Targeted Population Groups–integration Action Group formed in 

support of The Auckland Approach to Community Sport. Group 

focussed on building cultural competency across the partner group 

and the sector. 

The combined group (“The Auckland Approach Group”) of Aktive, Regional 

Sports Trusts and partner CLM Community Sport achieved combined 

revenue growth of 48% to $14,683,195 (projected) in 2017/18 compared to 

$9,940,721 in 2012/13. 

Shared Services across Aktive and 17 Regional Sports Trusts, National 

Sports Organisations (NSOs), Regional Sports Organisations (RSOs) has 

led to greater than expected savings: The Auckland Approach Group has 

seen a reduction by almost a third in the ratio of its administration costs as a 

proportion of income since shared services was established and the wider 

group has seen over $1.5 million to date of realisable savings to its 

operational costs. 

Increased focus on coach 

development 

Aktive, Harbour Sport, Sport Waitakere, Sport Auckland and CLM 

Community Sport directly impacted 12,000 coaches, parents, teachers 

and sport administrators through the range of development opportunities. 

A further 64 Good Sports developers were trained from 41 

organisations with more than 11,000 people now following on 

Facebook. Community workshops delivered to an estimated 9,600 

coaches, parents, teachers and sport administrators. 

Bespoke Good Sports workshops were also provided for teams 

from three RSOs and three NSOs. 

130 coaches attended the new KiwiSport coach induction workshops. 

64 coaches from 32 different sports attended three regional Coach 

Evolve workshops and two local forums. 

Three regional Performance Coach Advance workshops and two 

forums were provided for the 2018 intake of 28 coaches.


Rautaki Matua 


Whainga 

Goals 


Stakeholder 

alignment 

& sector 

development 

Improved regional sport 

and recreation capability 

Aktive, supporting key volunteers, integral to the establishment 

of a new regional Ki-o-Rahi entity for Auckland. 

Regional Sports Trusts and Partners delivered support to key 

RSOs in strategic planning and ran a series of capability support 

workshops for club and community organisations across 

Auckland. This included a new initiative Club Connect in the 

Counties Manukau region. 

Aktive hosted a fourth Chairs’ Roundtable for NSO and RSO 

Chairs on Cultural Diversity, opened by Hon. Grant Robertson, 

Minister for Sport and Recreation, and headlining Mai Chen of 

the Superdiversity Centre. 

An Auckland-wide sector event in November attended by 100 

sport leaders provided region-wide contexts and set up the 

background to successful Auckland Plan and Long-term Plan 

advocacy. 

Aktive demonstrates 

organisational excellence 

Aktive signed up to complete the Superdiversity Centre’s 

CQ (Cultural Intelligence) Tick process to benchmark its 

organisational Diversity and Inclusion competency. 

Aktive signed up to Sport New Zealand’s Governance Mark. 

Sector is aligned to Sport 

New Zealand outcomes and 

Auckland Sport & Recreation 

Strategic Action Plan 

The Auckland Approach to Community Sport recognised by 

Sport New Zealand as closely aligned with its new community 

sport strategy. 

He Oranga Poutama (HOP) remains aligned to Sport 

New Zealand’s HOP outcomes and co-aligned with 

The Auckland Approach to Community Sport. 

Aktive partnered with Auckland Council and Sport 

New Zealand in implementing Auckland Sport & Recreation 

Strategic Action Plan initiatives, linking key outcomes to 

detailed work in particular codes. Facility plans and regional 

community sport plans for rugby, golf, tennis, netball, hockey 

and league supported, and work with softball and badminton 

commenced. 

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 Ministry 

of Health and District Health Board partners), connected with 

Healthy Families Manukau-Manurewa-Papakura. Sport Waitakere 

contracted for Healthy Families West and Central. 

The Community Schools Partnership project group comprised 

Auckland Council, Aktive and Ministry of Education. 

Aktive sits on the Funders Forum and OneVoice and continued to 

work with a range of Advisory Groups including the Tertiary Advisory 

Group (TAG) and Aktive Māori Advisory Group (AMAG). 

Investment received from NZCT, Foundation North and Auckland 

Council aligned to The Auckland Approach to Community Sport. 

AMAG strengthened connection and relationships with influential 

Māori strategic and delivery stakeholders.


Rautaki Matua 


Whainga 

Goals 


Alignment with Auckland 

Council 

Aktive continued to work closely with Auckland Council, a 

key contributor to development of The Auckland Approach to 

Community Sport. 

Aktive also partnered with Auckland Council on various 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 & Development Fund 

• KiwiSport. 

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

benefited from several Auckland Council facilities offering targeted 

programmes, including Massey Park Pool, Manurewa Leisure 

Centre, Papakura Recreation Centre, Papatoetoe Pool, Kolmar, 

Birkenhead Pool and Leisure Centre, Out and About, and Otahuhu 

Recreation Centre. 

Alignment with Auckland 

Council Māori Plan 

Aktive maintains a connection to the Te Whai Oranga direction 

and framework for future opportunities. 

Sporting 

Excellence 

Promoted and 

Celebrated 

Excellence of athletes and 

officials recognised 

16 workshops and a range of support services provided to 91 

athletes as part of Pathway to Podium (P2P). 

From 1 April 2018 this programme was managed by NSOs. 

Spaces 

and Places 

Improved access to 

facilities and spaces for 

all Aucklanders 

Aktive led co-ordinated sector-wide advocacy in response to 

Auckland Council’s Auckland Plan and Long-term Plan, with 

high levels of engagement from sport, and resulting significant 

amendments to plans and budgets, including an additional 

$120 million being added to the Parks, Sport & Recreation 

budget. 

Aktive guided or contributed to major pieces including the 

Community Schools Partnership project with Auckand 

Council and Ministry of Education, the Auckland Sport Sector: 

Facilities Priorities Plan processes, and the Indoor Courts 

Facility Plan. 

Regional Sports Trusts and Partners used Community 

Schools Partnership principles with 50 schools to bring 

community sport and clubs into school sport facilities, gaining 

shared access to a growing number of sports fields, gym and 

indoor spaces, pools and bike tracks across the city. 

Aktive chaired or is a member of Facility Working Groups with 

NSOs and RSOs in implementing their code Regional Facility 

Plans and assisting with major regional and sub-regional 

facilities. 

Regional Sports Trusts and Partners connected locally with 

clubs and Local Boards to progress key projects upgrading 

existing and creating new sport facility hubs in the community.


PROGRAMME 

SNAPSHOTS 

. 

Combining the five key areas 

and target priority groups 

of The Auckland Approach 

to Community Sport, Aktive 

leads and facilitates a number 

of programmes designed 

to meet Tāmaki Makaurau’s 

growing, diverse population 

and changing needs. 

These Auckland-wide 

initiatives are supported 

by key strategic funders, 

implemented by delivery 

partners, and result in 

increased sport and 

recreation opportunities 

for Aucklanders. 

Greater Auckland Aquatic 

Action Plan (GAAAP) 

The Auckland Approach to Community Sport is 

underpinned by a strong focus on helping children and 

low participation communities to be more active. These 

aspects are fundamental to GAAAP. 

Targeting low decile schools (1-6) 

and years 3-6 students, GAAAP 

is a collaborative project that 

coordinates the delivery of water 

skills for life to primary school aged 

children across Auckland. 

Managed by Aktive in partnership with CLM 

Community Sport, Harbour Sport, Sport Auckland 

and Sport Waitakere, 2017/18 has seen significant 

GAAAP impact and delivery: 

• 11 new schools introduced to the Water Skills for Life 

initiative through professional development of their 

teachers 

• 146,814 water skills for life lessons delivered to 

19,569 Auckland children 

• Additional funding from Albert Eden Local board to 

support extra lessons for year 1 and 2 and year 7 and 8 

students in that local board area 

• 412 teachers provided with professional development 

workshops delivered by Swimming New Zealand 

• 118 teachers supported while delivering classroom 

and dryland sessions to their students 

• 459 teachers supported poolside 

• With support from Auckland Council, Wero White 

Water Park delivered the Water Survival, Safety 

and Awareness GAAAP extension programme to 

969 Years 7 and 8 students from 16 schools. 

Aktive is grateful for funding and support received 

from Foundation North and Water Safety New Zealand 

for GAAAP. 

“GAAAP has been supportive of our 

school students in offering valuable water 

skills experiences, which they probably 

wouldn’t get elsewhere. The programme 

has boosted their self-confidence, improved 

communication skills, and of course 

supported the development of team building 

skills - knowing it’s not always about one 

person, that others could be involved.” 

- Teacher 

I could use the water skills to help when 

I am swimming with friends or someone 

is in trouble in the water.” 

-Student


The Auckland Approach to Community Sport identifies 

girls aged 10-18 years. A critical insight from this 

group is that every girl wants different things from 

being active and views being active differently. 

HERA – Everyday Goddess, 

looks to empower girls aged 

10-18 years to become active for 

life by supporting girls to enjoy, 

participate and become more 

engaged in physical activity. 

2017/18 has seen several highlights, including: 

• More than 1,800 girls engaged directly in sport 

and recreation opportunities through HERA – 

Everyday Goddess 

• Linking in with Aktive’s comprehensive coaching 

programme, three coaching workshops delivered 

to 35 female leaders who are either currently 

delivering or about to deliver to young females 

aged 10-18 years, with follow up support 

provided 

• Locally, support from HERA – Everyday Goddess 

and Harbour Sport, saw Manaaki Fit run a 

girls’ leadership project at local college with 45 

students. 

• Auckland Girls Grammar HERActivity days with 

approximately 200 year 10 girls participating 

in sport and recreation opportunities with the 

support of different organisations including 

New Zealand Golf, Auckland Orienteering and 

CLM Community Sport’s Out and About team. 

Activities were identified by the girls as part of 

the event planning and included golf, swimming, 

cycling and skateboarding. 

Aktive appreciates the funding given to HERA 

– Everyday Goddess by Sport New Zealand, 

Auckland Council and NZCT, which has supported 

the programme’s growth. 

A key pillar for The Auckland Approach to 

Community Sport, the award-winning Good 

Sports programme aims to create positive sporting 

experiences for Kiwi children by supporting and 

education the key adult influencers in children’s 

sport: parents, coaches, teachers and sport 

leaders. 

Good Sports grew significantly in terms of 

interest, influence and impact in 2017/18 

with several key achievements: 

•85 new Good Sports Developers 

•Development of Good Sports Guide for Coaches 

• Merit Award in the Outstanding Recreation 

Programme category at the New Zealand 

Recreation Association Awards 

• More than 11,000 Facebook followers with a viral 

social media post that hit over 3.9 million people 

• Good Sports event featuring Dr Ralph Pimm 

and hosted by delivery partner CLM Community 

Sport with over 200 people in attendance and 

a further 2000 watching the livestream. 

Aktive acknowledges the funding given by Sport 

New Zealand, NZCT, Massey University and 

Auckland University of Technology for Good 

Sports. 

“I have always believed my role was to 

develop our people, I just didn’t have 

the framework or words to explain 

it. Good Sports has provided both of 

those. I am really excited about the 

conversations I will now have with my 

Rugby League community.” 

- Tony Lajpold, New Zealand Rugby League 

“For us as leaders to step back and 

remember our why - getting to know 

each other and how we work better 

together or can utilise each other 

through the work we do in HERA and 

potentially other areas of our mahi.” 

- HERA – Everyday Goddess coaching workshop 

participant


A national initiative to promote sport for schoolaged 

children, KiwiSport is clearly aligned 

with The Auckland Approach to Community 

Sport, with young people aged 5-18 years a 

priority group, and schools a core focus of the 

community sport strategy. 

The fund aims to: 

• Increase the number of school-aged children 

participating in organised sport 

• Increase the availability and accessibility of 

sport opportunities for all school-aged children 

• Support children to develop skills that enable 

them to participate confidently in sport 

KiwiSport funding had delivered the 

following outcomes in 2017/18: 

• $3,909,018 of KiwiSport funding granted 

to 220 projects 

• 299,076 young people benefitted from 

KiwiSport delivery 

• Of this group, 88% were aged 5-13 years 

and 12% were aged 14-18 years. 

An independent KiwiSport Advisory Group was 

established in Counties Manukau to facilitate 

funding for projects and initiatives that provide 

new or increased opportunities of organised sport 

for children in the area. 

Māori are identified as a target priority group of 

The Auckland Approach to Community Sport, and 

He Oranga Poutama (HOP) is continuing its valuable 

work to increase participation of Māori in sport and 

traditional physical recreation in Tāmaki Makaurau. 

A Sport New Zealand initiative, 

HOP provides Māori sport 

advice, delivery, support and 

leadership across Auckland. 

The past year has seen the HOP team 

support and connect communities with 

proven results: 

• Significant participant growth to 17,903 individuals 

across HOP ki Tāmaki activities 

• 76% of HOP activities carried out with young 

people – another target priority group for The 

Auckland Approach to Community Sport 

• Core HOP ki Tāmaki activity is Ngā Tāonga Tākaro 

(traditional Māori sports), followed by Leadership 

and Organisational Capability 

• All activities score between 10-15 on the Te 

Whētū Rēhua evaluation measure, a tool to help 

sport and recreation providers consider how they 

might design or adapt activities to be culturally 

responsive to Māori. This means all activities 

met both participation and culturally appropriate 

outcomes as defined by Sport New Zealand 

• 61% of participants Māori with 39% non-Māori.


FINANCIAL STATEMENTS 

For the year ended 30 June 2018 

DIRECTORY FOR THE YEAR ENDED 

30 JUNE 2018 

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 

Nick Alexander (appointed 24/10/2017) 

Graham Child (appointed as Chair from 1/7/2018) 

Raewyn Lovett (Chair) (resigned 30/6/2018) 

Eru Lyndon 

Peter Meehan 

Helen Robinson (resigned 15/5/2018) 

David Tse 

Joanne Wiggins


TRUSTEES’ REPORT 


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

for the year ended 30 June 2018. 

Graham Child 

Chair of Board of Trustees 

Date 25/9/18 

Sarah Sandley 

Chief Executive Officer 

Date 25/9/18


STATEMENT OF COMPREHENSIVE REVENUE AND EXPENSE 


REVENUE 

Revenue from non-exchange transactions 

Notes 2018 2017 

KiwiSport funding 2,180,822 2,833,262 

Sport New Zealand other funding 5,941,940 5,311,247 

Other grants / non exchange contract revenue 2 2,164,286 2,610,508 

Total Revenue from non-exchange transactions 10,287,048 10,755,017 

Revenue from exchange transactions 

Other operating revenue - rendering of services 757,874 411,934 

Interest Received 132,476 107,070 

Total Revenue from exchange transactions 890,350 519,004 

TOTAL REVENUE 11,177,397 11,274,022 

EXPENSES 

Employee and volunteer related costs 3 2,312,332 1,803,823 

Functions and events 9,210 208 

Grants and donations made 3 6,627,957 8,065,418 

Depreciation and amortisation 7 96,118 81,903 

Interest expense 13,227 11,213 

Other expenses 3 1,989,868 1,868,201 

TOTAL EXPENSES 11,048,712 11,830,766 

Surplus/(Deficit) for the Year 128,686 (556,745) 

Other Comprehensive Revenue and Expenses - - 

TOTAL COMPREHENSIVE REVENUE AND EXPENSES 128,686 (556,745) 

STATEMENT OF CHANGES IN NET ASSETS / EQUITY 


Notes 2018 2017 

NET ASSETS / EQUITY 

Accumulated comprehensive revenue and expense 

Current Year Surplus / (Deficit) 10 128,686 (556,745) 

Retained Earnings 10 407,045 963,790 

Total Accumulated comprehensive revenue and expense 535,731 407,045 

Reserve fund for continued operations 

Opening Balance 100,000 100,000 

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

TOTAL NET ASSETS / EQUITY 635,731 507,045 

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


STATEMENT OF FINANCIAL POSITION 

As at 30 June 2018 

Notes 30 JUN 2018 30 JUN 2017 

ASSETS 

Current Assets 

Cash and cash equivalents 5 756,409 447,114 

Short term investments 6 3,288,554 3,141,972 

Receivables from exchange contracts 55,698 53,437 

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

Prepayments 93,640 14,899 

Total Current Assets 5,251,841 4,714,961 

Non-Current Assets 

Property, Plant and Equipment 7 206,983 222,564 

Total Non-Current Assets 206,983 222,564 

TOTAL ASSETS 5,458,824 4,937,525 

LIABILITIES 

Current Liabilities 

Trade and other payables - from exchange contracts 761,925 710,146 

Employee benefits 102,585 62,422 

Loans and borrowings - short term portion 9 43,871 63,771 

Income in advance 8 3,863,113 3,524,906 

Total Current Liabilities 4,771,494 4,361,245 

Non-Current Liabilities 

Loans and borrowings 9 45,847 69,235 

Other non-current liabilities 5,752 - 

Total Non-Current Liabilities 51,599 69,235 

Total Liabilities 4,823,093 4,430,480 

NET ASSETS 635,731 507,045 

EQUITY 

Accumulated comprehensive revenue and expense 535,731 407,045 

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

TOTAL EQUITY 635,731 507,045 



STATEMENT OF CASH FLOWS 


NOTES 2018 2017 

CASH FLOWS FROM OPERATING ACTIVITIES 

Receipts from Sport New Zealand 9,761,607 9,694,459 

Receipts from other grants 2,181,880 2,556,200 

Receipts from other exchange transactions 405,320 259,218 

Interest received 138,706 78,659 

GST (217,153) 119,658 

Payments to suppliers and employees (4,197,261) (3,662,944) 

Grants paid (7,492,134) (9,120,085) 

Net Cash Flows from Operating Activities (580,964) (74,835) 

CASH FLOWS FROM INVESTING ACTIVITIES 

Payments to acquire property, plant and equipment (53,676) (4,077) 

Payments to purchase investments (146,582) (2,524,523) 

Total Cash Flows from Investing Activities (200,257) (2,528,601) 

CASH FLOWS FROM FINANCING ACTIVITIES 

Proceeds from borrowings 9,813 - 

Repayment of borrowings (81,224) (96,634) 

Total Cash Flows from Financing Activities (71,411) (96,634) 

NET CASH FLOWS 309,295 (2,700,070) 

CASH AND CASH EQUIVALENTS 

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

Cash and cash equivalents at end of period 5 756,409 447,114 

Net change in cash for period 309,295 (2,700,070) 

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



STATEMENT OF ACCOUNTING POLICIES 


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.


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) and loans and borrowings. 

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.


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 all 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 accumulated 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.


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.


NOTES TO THE FINANCIAL STATEMENTS 


2018 2017 

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

2. REVENUE FROM NON-EXCHANGE TRANSACTIONS 

KiwiSport funding 2,180,822 2,833,262 

Sport New Zealand community sport and other funding 5,941,940 5,311,247 

OTHER GRANTS, DONATIONS AND SIMILAR REVENUE 

Auckland Council 633,200 574,200 

Grants Income 1,531,086 2,036,308 

Total Other grants, donations and similar revenue 2,164,286 2,610,508 

TOTAL REVENUE FROM NON-EXCHANGE TRANSACTIONS 10,287,048 10,755,018 

Grant revenue includes the following amounts gratefully received; Foundation North $625,500, The Lion Foundation $50,000, 

New Zealand Community Trust $545,000, and Water Safety New Zealand Incorporated $190,000. 

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

GRANTS - COMMUNITY FUNDING 

Funding - KiwiSport 2,080,776 2,833,060 

Other grants and donations made 4,547,181 5,232,358 

Total Grants - community funding 6,627,957 8,065,418 

EMPLOYEE RELATED COSTS 

Salary costs - administration 703,911 602,920 

Salary costs - programme delivery and other 1,608,421 1,200,903 

Total Employee related costs 2,312,332 1,803,823 

OTHER EXPENSES 

Leasing, rental and other interest costs 100,972 89,196 

Programme delivery costs 1,129,843 1,048,879 

Trustees and related party expenses 109,011 92,500 

Other programme and administrative costs 650,042 637,626 

Total Other expenses 1,989,868 1,868,201 

Funding - KiwiSport: changes to the KiwiSport funding process in 2018 created a short term delay in the release of some 

KiwiSport funds, hence the decrease in KiwiSport funding from the 2017 level. 

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 756,409 447,114 

Short-term investments - maturing within 12 months of balance date 3,288,554 3,141,972 

Receivables from exchange transactions 55,698 53,437 

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

Total Loans and Receivables 5,158,201 4,700,062 

TOTAL FINANCIAL ASSETS (within Statement of Financial Position) 5,158,201 4,700,062



FINANCIAL LIABILITIES - AT AMORTISED COST 

Trade and other payables (761,925) (678,138) 

Loans and borrowings (89,718) (133,006) 

Total Financial liabilities - at amortised cost (851,643) (811,144) 

5. CASH AND CASH EQUIVALENTS 

Cash at bank 756,409 447,114 

Total Cash and cash equivalents 756,409 447,114 

6. SHORT TERM INVESTMENTS 

(Term deposits - maturing within 12 months of balance date 

between July 2018 and April 2019 bearing 3.2% to 3.7% interest) 

3,288,554 3,141,972 

Total Short Term Investments 3,288,554 3,141,972 

7. PROPERTY, PLANT AND EQUIPMENT 

Motor Vehicles 

Vehicles owned 394,689 334,202 

Accumulated depreciation - vehicles owned 208,618 (126,826) 

Total Motor Vehicles 186,071 207,376 

Office Equipment 

Office equipment owned 26,657 25,007 

Accumulated depreciation - office equipment (23,507) (20,806) 

Total Office Equipment 3,150 4,202 

Computer Equipment 

Computer equipment owned 75,309 56,909 

Accumulated depreciation - computer equipment (57,547) (45,923) 

Total Computer Equipment 17,762 10,986 

TOTAL PROPERTY, PLANT AND EQUIPMENT 206,983 222,564


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

Office Equipment Computer Equipment Motor Vehicles Total 

Opening balance 4,202 10,986 207,376 222,564 

Additions 1,650 18,399 60,488 80,537 

Disposals - - - - 

Depreciation 2,702 11,623 81,793 96,118 

Net book value 3,150 17,762 186,071 206,983 


8. INCOME IN ADVANCE 

Income in advance - Sport New Zealand - KiwiSport 1,501,752 741,392 

Income in advance - Sport New Zealand - other 2,318,006 2,712,773 

Income in advance - other 43,355 70,741 

Total Income In Advance 3,863,113 3,524,906 

9. LOANS 

CURRENT INTEREST BEARING LOANS AND BORROWINGS 

Obligations under finance lease due within one year 43,871 63,771 

Total Current interest bearing loans and borrowings 43,871 63,771 

NON-CURRENT INTEREST BEARING LOANS AND BORROWINGS 

Obligations under finance leases due later than one year and no later than five years 45,847 69,235 

Total Non-current interest bearing loans and borrowings 45,847 69,235 

SECURED FINANCE LEASE OBLIGATIONS 

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

$13,227 (2017: $11,213). The effective interest rate was 9.0% (2017: 9.0% to 12.02%) and maturity dates are from April 2019 to 

October 2021 (2017: April 2018 to January 2021). 

10. BREAKDOWN OF RESERVES 

RESERVES 

Accumulated Comprehensive Revenue and Expense 

Current Year Surplus / (Deficit) 128,686 (556,745) 

Retained Earnings 407,045 963,790 

Total Accumulated Comprehensive Revenue and Expense 535,731 407,045 

Reserve Fund for Continued Operations 100,000 100,000 

Total Reserves 635,731 507,045 

Accumulated Comprehensive Revenue and Expense 

Accumulated Comprehensive Revenue and Expense has increased from the prior year primarily due to $80,000 of new funding 

recorded in revenue that was received just before the year end. It is anticipated the Accumulated Comprehensive Revenue and 

Expense balance will decrease in upcoming years as further planned expenditure related to prior funding occurs. 

Reserve Fund for Continued Operations (refer to disclosure in the Statement of Accounting Policies)



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 60,376 132,823 

Total Non-cancellable operating lease commitments 422,611 495,058 

Other Commitments 

Aktive has entered into various grant commitments for community sport 

5,771,686 750,227 

development over the next three years 

Aktive has entered into a CRM service contract with Xtreme Productivity 9,999 - 

Total Other Commitments 5,781,685 750,227 

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, there were no contingent liabilities or guarantees (2017:$45,500 from BNZ 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, 

45,434 68,618 

AUT, and Auckland Council 

Advertising and communications support - 125,000 

Support for GAAAP and Good Sports, principally by Water Safety NZ, schools and AUT staff 321,350 5,764 

Cars provided by West City Holden 9,400 8,400 

Operational / legal support by Simpson Grierson and Sheffield 17,500 25,792 

Total In-kind goods or services 393,684 233,574 

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.



14. RELATED PARTIES 

Receivables 

No related party receivables - - 

Total Receivables - - 

Payables 

R. Lovett; Trustee fees payables (2017: R. Lovett - Trustee fees) - 6,000 

Total Payables - 6,000 

Revenue 

No related party sales transactions - - 

Total Revenue - - 

Expenses 

N. Alexander; Trustee fees 9,000 - 

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 12,000 12,000 

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

Total Expenses 105,000 96,000 

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 (for the most part of 2018 there were 8 Trustees, the full complement of Trustees 

consistent with the constitution of Aktive, 2017:7), 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. 951,966 856,158 

Number of persons 7 6 

15. EVENTS AFTER THE BALANCE DATE 

Aktive has entered into agreements with Sport New Zealand to receive $500,000 for Regional Sports Directors funding, $765,000 

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


40 Aktive Annual Report 2017/2018


KIWISPORT FINANCIAL STATEMENTS 

For the year ended 30 June 2018


KIWISPORT 2017/2018 REGIONAL PARTNERSHIP FUND 

REGIONAL KIWISPORT FUNDING 

Aktive - Auckland Sport & Recreation 

Brought Forward Unallocated KiwiSport Funds 

KiwiSport Grants 444,417 

Interest/Other 0 

Total 444,417 

Additional funding in year 

KiwiSport Grants - September 2017 588,236 

Interest/Other allocations in year 0 

Total funds available for distribution in 2017/18 funding round 

1,032,653 (A) 

Application of above funds: 

New applications - granted and paid in year 262,616 

New applications - granted and payment due 189,823 

Total new applications funded (refer listing below) 

452,440 (B) 

Difference; unallocated funds carried forward (A) less (B) 580,214 

Application of KiwiSport funds 

Funding applied in period 

Bike on New Zealand Charitable Trust 19,350 

Netball Northern Zone Incorporated 51,992 

Auckland Cricket Association 13,700 

Touch New Zealand Incorporated 29,267 

Special Olympics New Zealand 11,974 

Halberg Disability Sport Foundation 9,540 



Northern Netball 51,992 

Greater Auckland Aquatic Action Plan 100,000 

Touch New Zealand 29,267 

Touch New Zealand 29,267 

Halberg Disability Trust 9,530 

Halberg Diability Trust 9,530 

Softball New Zealand 10,794 


Touch New Zealand Incorporated 16,000 


Total of new applications funded 452,440


LOCAL KIWISPORT FUNDING 

Counties Manukau 

Brought Forward Unallocated KiwiSport Funds (from Annual Accounts) 

KiwiSport Grants 0 


Total 0 


KiwiSport Grants - September 2017 2,352,945 




2,352,945 (A) 

New applications - granted and paid in year 1,695,185 



1,899,955 (B) 



AFL New Zealand 12,500 

AFL New Zealand 12,500 

Anchorage School 700 

Auckland Basketball Services Limited 13,110 

Auckland Basketball Services Limited 13,110 

Auckland Central Sports Trust 606,912 

Auckland Rugby Union 15,000 

Auckland Rugby Union 15,000 

Clevedon Tennis Club 2,600 

Counties Manukau Rugby Football Union 30,150 

Counties Manukau Rugby League 15,600 

Counties Manukau Rugby League 31,200 

Counties Manukau Rugby Union 30,150 

Gymnastics New Zealand 1,799 

Harbour Sport Trust 540,304 

Mangere-Otahuhu Principals Association 27,130 

Manukau City Association Football Club 10,000 

Manukau City Association Football Club 10,000 

Manurewa Principals Association 15,000 



NZ American Football Federation 5,000 

Opaheke School 3,000 

Papakura Principals Association 15,000 

Papakura Principals Assosiation 15,000 

Papatoetoe Gymnastic Club 5,000 

Southern Cross Campus 3,100 

Sport Waitakere Trust 337,160 

Tennis Auckland Region Incorporation 2,700 

Total of new applications funded 1,899,955



Harbour Sport 2018 2017* 


KiwiSport Grants 109,279 0 

Interest/Other 0 0 

Total 109,279 0 


KiwiSport Grants - October 2017 and September 2016 540,304 540,304 

Interest/Other allocations in year 0 30,501 

Total funds available for distribution in 2017/18 and 2016/17 funding round 649,583 (A) 570,806 (A) 


New applications - granted and paid in year 211,854 127,177 

New applications - granted and payment due 426,531 340,350 

Total new applications funded (refer listing below) 638,385 (B) 467,527 (B) 

Difference; unallocated funds carried forward (A) less (B) 11,198 103,279 


ADHD NZ - ADHD Basketball 7,500 0 

AFL NZ - Female Pathway Alignment 14,960 14,960 

Albany Senior High School - ASHS GROWING Student Sport Opportunities 10,000 10,000 

Auckland Diving Community Trust - ADCT 10,000 Youth Participation 7,536 7,536 

Badminton North Harbour - After School Programme 15,000 0 

CSI Contractors - CSI Coach Support Initiative 184,954 154,690 

Fast Fund 37,000 43,000 

GymKids - FMP & Gymnastics 22,000 22,000 

Functional Strength Olympic Weightlifting - Olympic Weightlifing NZ Schools program 13,848 0 

Athletics NZ - ActivAsian Get Set Go 15,000 15,000 

Great Families Charitable Trust - Multi Sport Induction Programme 23,836 0 

Harbour Basketball - Further Growth of Past Basketball Projects - Rodney & Kaipatiki 30,000 22,000 

HTA Charitable Trust - North Harbour Beginners Underwater Hockey & Underwater 

5,000 0 

Rugby programme 

Squash Auckland - KiwiSquash 8,000 0 

Kumeu Cricket Club - Kumeu Junior Cricket Awareness, Coaching & Development 15,083 15,083 

Mahurangi College - MahuhuKiteRangi Reach for the Heavens 44,000 0 

North Harbour Table Tennis Association - Pop ip Ping Pong 10,000 0 

CSI Contractors - Rodney School Club Links 45,000 45,000 

North Harbour Bays Athletics Club - School Athletics Development Programme 6,908 6,908 

North Harbour Softball - Secondary School Softball 10,000 0 

North Harbour Secondary Schools - Secondary School New Participants 40,000 40,000 

Special Olympics New Zealand - Adaptive Football in Schools Project North Harbour 8,000 0 

North Shore Filipino - Spike Spin Smash 15,000 15,000 

Snowplanet NZ - Stoked about Snowsports 15,326 0 

Takapuna Boating Club - TakaSail for Juniors Learn to Sail 10,000 0 

Takapuna Grammar School - Basketball & Football Coach Collaboration Project 24,434 0 

Tennis Northern - Hot Shots 0 29,990 

Bowls North Harbour - Collegiate Programme 0 5,000 

InterVolleyball 0 21,360 

Total of new applications funded 638,385 467,527 

*Comparatives included for Harbour Sport due to values being incorrectly stated by Aktive in last years’ Annual Report.



Sport Auckland 




Total 32,248 


KiwiSport Grants - September 2016 606,912 



639,161 (A) 





450,499 (B) 



AFL New Zealand - AFL in Schools 3,477 

Athletics NZ - Get Set Go 49,975 

Auckland Basketball - Growing Extra Curriculum Participation & Community Capacity 15,510 

Auckland Football - Kiwisport Football/Futsal in Schools 8,784 

Auckland Lacrosse - College Sport Competition 2,160 

Auckland Netball - Netball in School Coaching 11,650 

Auckland Orienteering - Cunning Running 14,140 

Auckland Rugby - Central & Eastern Kiwisport Delivery Rippa & Tackle Modules 13,400 

Auckland Softball - Kiwisox Delivery 10,660 

Auckland Tennis - National Tennis Hot Shots 5,220 

Black Sands Triathlon Club - Rick Wells Trophy 6,765 

Churchill Park School - Maori Games at Churchill 1,179 

Ellerslie Rugby League - Development of Rugby League in Primary Schools 3,104 

Footsteps Dance Company - Dancing at Hay Park 2,188 

Glen Taylor School - After School Basketball 2,000 

Harbour Volleyball - 2018 KiwiVolley 19,620 

International Taekwondo NZ - Kiwi TKD 38,837 

Kelly Sports - In School Ki-O-Rahi 23,800 

May Road School - Bikes in Schools 2,660 

NZ Flag Football - Kiwisport Flag Football 13,195 

OnBoard Skate - Safe Skate learn to skateboard 30,960 

Renaissance School of Dance - Super Duper Dance Programme and Hip Hop 79,010 

Rixen NZ - Onehunga Lagoon Wakeboarding and Kayaking 5,000 

Selwyn College - Lacrosse at Selwyn 4,400 

Squash Auckland - Kiwi Squash Primary and Intermediate 12,210 

Squash Auckland - Epsom Girls Squash Development 2,445 

Sticks & Stones - Boxing in Schools 8,250 

Stonefields Sports - SUN Ellerslie Community Netball League 3,100 

TriStar Gymnastics - Commonwealth Gym Stations plus in Club Experience 49,500 

Waiheke United Football Club - Waiheke United Schools Community Project 7,300 




Sport Waitakere 




Total 369,673 


KiwiSport Grants - September 2017 337,160 



706,833 (A) 





467,740 (B) 



Northern Football Federation - KiwiSport Futsal Programme at Kelson Girls College 3,260 

Time 2 Train Inc - T2T Inschool 3,720 

Northern Football Federation - KiwiSport/Futsal Development Programme in Schools 

4,545 

and Special Schools 

Waitemata Table Tennis - KiwiSport Waitemata Table Tennis 4,855 

Henderson Squash Club - KiwiSquash 4,970 

YMCA of Auckland Massey Leisure Centre - KiwiSport Learn to Play Basketball 5,000 

Birdwood School - KiwiSport Activator 8,500 

Te Kura Kaupapa Maori o Hoani Waititi - KiwiSport Activator 9,677 

Waitakere Regional Hockey Turf Trust - College Sticks 11,225 

Surfing New Zealand - KiwiSport Wave Warriors have a Go Surfing and Surf Safety 15,800 

ACG Sunderland - KiwiSport Activator 16,934 

Young Guns Skate School - KiwiSport West Auckland Skate School 18,500 

St Dominic’s College - KiwiSport Activator 19,354 

Liston College - KiwiSport Activator 19,354 

Massey High School - KiwiSport Activator Programme 2018 - Massey Pod 20,174 

Green Bay High School - KiwiSport Activator 38,207 

Waitakere College - KiwiSport Activator 38,707 

Massey High School - KiwiSport Activator 38,707 

Blockhouse Bay Primary School - South-West Sports Cluster 2018 KiwiSport Activator 44,963 

Auckland Softball - KiwiSox After School League 13,678 

ABSL - Indoor Community Hubs 45,000 

Squash Auckland - Primary and Intermediate Squash 20,350 

Kelston Girls College - Activation Project 2,700 

Green Bay High School - KiwiSport Activator 38,707 

Avondale College - KiwiSport Activator 20,853 




www.aktive.org.nz 

Funding Partners 

Sponsorship Partners & Preferred Suppliers

Annual Report 2017-2018

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