Annual Report 2013-2014
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Aktive <strong>Annual</strong> <strong>Report</strong> <strong>2013</strong>/<strong>2014</strong> 15<br />
Club Development<br />
• Club development workshops – 25% of all 300<br />
clubs represented<br />
• 88% satisfaction regarding content (including ease of use)<br />
• In depth strategic planning with eight clubs.<br />
Schools<br />
• Strong relationships developed with over 80% of schools<br />
• Whole of Sport plans with 75% of those schools<br />
• Quarterly meetings for sports co-ordinators –<br />
80% attendance.<br />
RSOs<br />
• Successfully facilitated quarterly meetings with<br />
11 MOU sports<br />
• Strategic plan process and development with RSOs<br />
and major North Shore facility.<br />
Auckland Council Collaboration<br />
• Led development of State of Play documents<br />
• Provided conflict resolution for sports clubs and RSOs<br />
related to leases, facilities and high performance<br />
• Made significant contributions to local board plans and<br />
Unitary Plan, informing and updating RSOs and clubs<br />
• Sports partnerships – successfully progressed Metro Park<br />
Consortium, Shepherds Park Consortium, Bowls Regional<br />
Project and Community Sports Village<br />
• Advocacy – supported North Harbour Sports Council,<br />
updated local boards on national and regional research.<br />
ActivAsian<br />
• Fun Skills ActivAsian project delivered to primary schools<br />
with up to 29% Asian population<br />
• ActivAsian Volunteers Group formed with over 35 members<br />
– and growing – providing training for volunteers of Asian<br />
descent and linking to volunteers at sports events.<br />
Sport Auckland<br />
Our work in the community has focused on delivering<br />
intervention programmes that increase participation in sport<br />
and recreation; increase basic sports skills and fundamental<br />
movement skills across our region; increase the quality and<br />
quantity of community coaching; help build club, school and<br />
RSO capability whilst playing strong advocacy and influencing<br />
roles to increase investment in sport and recreation.<br />
Strategy & Alignment<br />
At a strategic level we helped contribute to the shaping of<br />
Aktive’s strategic plan and the Auckland-wide Sport and<br />
Recreation Strategic Action Plan. We seconded key staff<br />
to Aktive and New Zealand Rugby League. Our senior<br />
management team sits on regional sport organisations’<br />
boards. We made submissions to Auckland Council on<br />
unitary plans and worked very closely with our local boards<br />
on projects that increased sport and recreation opportunities<br />
for our communities.<br />
With the emergence of Aktive as our new regional leader and<br />
key funder in the sector, our board and senior management<br />
team grasped the opportunity to refine our focus of work.<br />
With Aktive mandated to concentrate on regional leadership<br />
and programmes we have been able to focus on taking our<br />
programmes deeper into our communities, clubs and schools.<br />
We have adapted our delivery models to have a community<br />
sport advisor and community sport coordinator in each of our<br />
local board areas allowing us to gain far greater penetration<br />
and reach into these communities. The move has avoided<br />
duplication and fragmentation between ourselves and Aktive.<br />
Our coaching work focuses on the community and the<br />
foundation level of coaching; leaving the Greater Auckland<br />
Coaching Unit to leverage off and complement that work by<br />
focusing on the development, performing and high performing<br />
levels of coaching.<br />
This refinement has allowed us to seamlessly align our work with<br />
Aktive, Sport New Zealand and Auckland Council outcomes.<br />
Youth and Community<br />
Our youth team’s work in schools continues to grow. We<br />
extended our community sport coordinator model into a<br />
third cluster this year delivering 67 events or programmes to<br />
a total of over 67,000 participants in Waitemata, Tamaki and<br />
Mt Roskill.<br />
Investment of over $660,000 was channelled into 30 new<br />
local Kiwisport projects. We continued to take on the regional<br />
leadership and delivery of the Get Set Go programme on behalf<br />
of Athletics New Zealand and project-managed the GAAAP<br />
programme on behalf of the Regional Sports Trust Alliance<br />
(RSTA). We partnered with Auckland Transport, Bike On, two<br />
local boards and board of trustees to bring the Bikes in Schools<br />
programme to Freemans Bay and Tamaki primary schools<br />
which will see bike tracks laid in the two schools for community<br />
use as well. We worked closely with our 30 secondary schools<br />
supporting directors of sport and sport coordinators ensuring<br />
all schools had opportunities to increase participation in sport<br />
and recreation; and that all had school sports plans that<br />
connected with their respective school strategic plans.<br />
Coaching<br />
We delivered over 30 coaching programmes to our community<br />
and had over 300 participants. We worked in depth with 30<br />
clubs on club capability build and continued our work with the<br />
University of Auckland’s Sport and Recreation department in<br />
this area. Several RSOs sought our support with governance<br />
and strategic planning work. The Sport Development Capability<br />
team instigated our Volunteer Management programme<br />
with clubs and partnered with Volunteer Auckland to deliver<br />
a governance mentoring programme to clubs. Generic<br />
workshops were held during the year for our stakeholders that<br />
covered topics such as governance, funding and volunteer<br />
management. We were the region’s administrator for the<br />
Auckland Sports Coalition that feeds into the Auckland<br />
Council’s One Voice Advisory Group. Our staff continued to<br />
play key roles in the Active Community Investment pilot projects<br />
Connect2Sport, Sport Partnerships and Sport Beyond School.