Annual Report 2015-2016

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Annual Report

Pūrongo ā tau


02 Our Values

04 Strategic Investment

06 Message from the Chair and CEO

08 Message from Auckland Council & Sport New Zealand

10 Governance

12 Our Performance

31 Financial Statements

48 KiwiSport 2015/16 Regional Partnership Funds


Kia maia

We make transparent, bold

decisions in pursuit of our

vision for Auckland.


Kia manawa piharau

We have the passion

and perseverance to

achieve our goals.


Kia tākaro tōtika

We deal with the facts,

focus on solutions,

and treat everyone

fairly and with integrity.




Kia kaha

We work with intensity,

urgency and vigour.


Kia tū takitini

We succeed by trusting

and playing to each other’s

distinctive strengths.

Aktive Annual Report 2015/2016 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.


4 Aktive Annual Report 2015/2016


Rautaki whakangao




On behalf of our key strategic funders (refer

below), Aktive invested more than $9 million

in 2015/16 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.


Aktive Annual Report 2015/2016 5


Auckland Wide Investment

Auckland Regional Kiwisport

Coach Evolve

He Oranga Poutama

Good Sports

HERA - Everyday Goddess

Performance Coach Advance





Per Capita $4.34*

Regional Sports Director

College Sport

Per Capita $4.06*

Local KiwiSport

Regional Sports Director

Community Sport

Community Sport

Regional Sports Director

Local KiwSport

Local Area



Leadership & Advocacy



Regional Sports Director

Local KiwiSport

FYFOD Community Swim

Community Sport

Per Capita $4.66*

Regional Sports Director

Local KiwSport

Community Sport




Per Capita $4.73*

Action Plan

Greater Auckland Aquatic

Targeted Populations

TLC (Talent, Leadership & Character)

Community Sport

Pathway to Podium

Coaching & Talent Development

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

6 Aktive Annual Report 2015/2016


from the Chair

and CEO

He pānui nō te Heamana

me te Kaiwhakahaere Matua

Aktive and its key delivery partners Harbour Sport,

Sport Auckland, Counties Manukau Sport and Sport

Waitakere share a vision for Auckland to be the world’s

most active city. This ambition is set in the context of a sector

that contributes $1.2bn to the region’s GDP and employs 18,000

people, supported by 308,000 volunteers, but with the significant

challenge of historically high levels of obesity and the associated

headwind of inactivity.

Raewyn Lovett

Chair – Aktive

In this context, it is pleasing to report on a year of excellent

progress against our strategic targets for Auckland, allied to

strong operational momentum. We can start with Sport NZ,

which showed its confidence in our strategy by significantly

increasing its community sport investment over a four-year period

2016-20. This gave us confidence to progress Auckland-wide

planning, in collaboration with a wide range of partners, to build

a consistent and scalable community sport system which we

are calling The Auckland Approach to Community Sport.

Sport NZ is not the only community

sport partner to confirm the challenge

and importance of Auckland:

within the last two years Aktive’s

up-stream funders have increased

their investment by more than 25%.

In turn, Aktive invested more than $9 million in to community

delivery across Auckland in the 2015/16 year. Each of the four

local Regional Sports Trusts (RSTs) who serve their communities

Sarah Sandley

CEO – Aktive

Aktive Annual Report 2015/2016 7

across Auckland have been offered double-digit investment

increases that can be spent on delivering more services to

targeted “Communities of Interest” as part of the Auckland

Approachto Community Sport.

This paints a clear picture of growth and development,

but in an environment where resources are constrained,

Aktive’s Board has been mindful of the need for the

organisation to maintain its focus. In the 2015/16 year,

it commissioned an independent strategic review to help

guide the Board and executive.

This judged that Aktive is making

a positive impact, fulfilling its

strategic planning and oversight

role and freeing up local RSTs to

focus on the development and

delivery of grass-roots services.

It concluded that Aktive is playing

a new role in aligning separate forms

of investment to ensure that work

programmes are maximised, thereby

giving up-stream funders confidence,

and that there is value in the

initiatives that Aktive has launched.

This includes centralised shared

services and procurement, which to

date has delivered over $1 million

of realisable savings for the sector

(net of costs). All this has been

achieved with a small staff of fewer

than 16 people; this is our chance to

acknowledge and thank them all for

their hard work over the past year.

To maintain strategic momentum, the Board has determined

that Aktive’s capability should be developed in the new areas

of Insights, Spaces and Places and Targeted Populations.

This will see an acceleration of new opportunities through a

new Targeted Populations Development and Innovation Fund,

locally-based Family Fun Clubs run by our local RST delivery

partners, and the next stage of development for HERA –

Everyday Goddess, Good Sports, TLC (Talent, Leadership

& Character), Pathway to Podium, Performance Coach

Advance and the Chairs’ Roundtable series.

As well, Aktive will play a much more prominent role in

advocacy for the sector, shoulder-to-shoulder with delivery

partners, Healthy Auckland Together and OneVoice.

Aktive will never be a large organisation, so success depends

upon partnerships and collaboration. We would again like

to thank our commercial partners Holden, 2 Degrees, Fairfax

Media, Simpson Grierson, Sheffield and Ricoh, who are

committed to helping us as we expand our work programme

across Auckland, as are our sector partners, AUT, AUT

Millennium Institute of Sport, Massey University, Unitec, Bruce

Pulman Park and the iSPORT Foundation. Our efforts are

helped by Aktive’s Māori Advisory Group, our Coaching & Talent

Development Advisory Group, the Auckland Sports Coalition,

the Tertiary Advisory Group, and project-specific steering

groups for Regional KiwiSport, Good Sports and HERA -

Everyday Goddess. These will be supplemented by Aquatic,

Young People’s and NSO (National Sporting Organisation)

Advisory Groups in 2016/17.

We would like to express our gratitude to the up-stream

stakeholders who have shown such confidence in Aktive

and its approach to Auckland: Sport NZ, High Performance

Sport New Zealand, Auckland Council, WaterSafety New

Zealand, Foundation North, the New Zealand Community

Trust and the Lion Foundation, and to all our delivery agents

and sector partners. Finally, we wantto thank the Aktive

Board for its strategic guidance, which is much valued.

Aucklanders want to live in a city

in which they are encouraged to

be active. The confidence shown

by our investors, and the promise

of gains from The Auckland

Approach to Community Sport

motivate us to keep working hard

so that Auckland becomes the

world’s most active city.

8 Aktive Annual Report 2015/2016


He pānui nō te Kaunihera ō Tāmaki Makaurau

We’re on a mission to make Auckland the world’s most liveable city.

We are proud to partner with Aktive and we share its vision for

Auckland being the world’s most active city.

Auckland Council’s parks, leisure facilities, sports and recreation

programmes provide Aucklanders with opportunities to be more active

more often. Having quality access to parks and recreation facilities

encourages Aucklanders to engage in regular exercise and directly

contributes to improved physical and mental health.

With over 9 million visits a year, the council’s leisure facilities are an

important part of getting Aucklanders to live healthier lives and enjoy

the benefits of physical activity. We are also increasing our investment

in Auckland’s 800 sports fields to improve playing facilities for

Aucklanders to train and play on.

Auckland Council supports sport and recreation outcomes through

partnering with others and investing in more than 75 facility partnership

projects over the last 3 years, working with others to share land and

resources. Auckland Council has contributed $27 million towards

community recreation assets which, combined with community

contributions, are worth $76 million. One example of this is the new

Owen Glenn National Aquatic Centre, which showcases a

private-public partnership with council investment of $13 million

towards the total facility cost of $27 million ensuring community access

to the pool facility and the opportunity for Auckland to host international

and national swimming events.

Annual operation grants also support the implementation of initiatives

with the Auckland Sport and Recreation Strategic Action Plan.

Through Aktive, the Regional Sport and Recreation Grants Programme

and operational grants, we increase community access to

non-Council owned facilities.

Through facilities and programmes like these, we can address

increases in diseases such as obesity, diabetes and

cardiovascular disease.

Auckland Council is committed to supporting Aktive in its efforts to

help people and communities achieve sporting habits for life.

Ehara taku toa, he takitahi, he toa takitini.

Stephen Town

Auckland Council

Chief Executive


He pānui nō Sport New Zealand

To ensure we are a healthy nation Sport New Zealand is

striving to see more New Zealanders, particularly young

Kiwis, participating in sport and active recreation.

With one third of the population living in Auckland, it is

crucial that opportunities are made widely available for

Aucklanders to be more physically active.

Aktive – Auckland Sport & Recreation are instrumental

in leading sport and active recreation in Auckland.

This year has seen Aktive continue to cement its

place in the local landscape – providing much leadership,

direction and coordination to, and for, sport and active

recreation in Auckland. By fulfilling this leadership role,

Aktive is empowering local RSTs to focus, streamline

and improve their local delivery for their communities.

The diversity and population density of the Auckland

region presents both challenges and opportunities,

particularly when it comes to encouraging

low participation groups to get active. With an initial

emphasis on young girls and the Indian and

Samoan communities Aktive is undertaking

some great work in this space.

I congratulate Aktive for the steps they continue to

make towards ensuring a positive future for sport

and active recreation in New Zealand’s biggest city.

Peter Miskimmin

Sport New Zealand

Chief Executive

10 Aktive Annual Report 2015/2016


Mana whakahaere

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

Raewyn Lovett ONZM and supported by trustees Graham

Child, Eru Lyndon, Peter Meehan, Helen Robinson and

Jo Wiggins 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, meets quarterly.


In 2015/16 Aktive’s board undertook a strategic review of the

organisation. This concluded that Aktive is making a significant

strategic impact by taking over responsibility for regional

strategy, programmes, funding and stakeholder management,

by offering a single point of contact for funders, and by playing

a new role in aligning separate forms of investment to ensure

that work programmes are maximised.

Additionally, Aktive has launched initiatives that were

previously undeveloped such as centralised shared services

and procurement, along with targeted pilots such as HERA –

Everyday Goddess and Good Sports and the establishment

of cross-sector advisory groups.

Stakeholders stated that Aktive is perceived well with regards

to leadership and strategy – it is seen as enabling others in the

sector to do better and has made great steps forward in terms

of communication and coordination.

2016/17 will see the co-creation of “The Auckland Approach to

Community Sport”, which will set the operational blueprints for

Aktive’s focus on:

1. More Aucklanders More Active

2. Stakeholder Alignment and Sector Development

3. Spaces & Places


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.


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 local RSTs,

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.

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 NZ Ltd

Trustee: Medicine Mondiale Trust

Graham Child

Chair: Cook Brothers International

Director: World Masters Games 2017 Ltd,

Flo Holdings Ltd, IMED Financial Solutions

Ltd, Sports Distributors NZ Ltd, NZ Think Ltd,

Qualityarns NZ Ltd

Trustee: Alfriston School Board of Trustees

Eru Lyndon

Independent Director:

Tamaki Redevelopment Company

Regional Commissioner (employee):

Ministry of Social Development

Trustee: Sport Northland

Peter Meehan

Director: BAGPADD No 8 Ltd,

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

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 NZ Cricket

Jo Wiggins

Director: Morvern Group Ltd

Trustee: NZCT Auckland Reference Group

Consultant: New Zealand Netball Whole of

Sport Plan, Auckland Council

Aktive Annual Report 2015/2016 11

Aktive Board and Senior Leadership Team (SLT) pictured left to right: Debbie Curgenven (SLT), David Tse (Trustee)*, Helen Robinson (Trustee),

Graham Child (Trustee), Peter Meehan (Trustee), Raewyn Lovett (Chair), Sarah Sandley (CEO), Eru Lyndon (Trustee), Rajal Middleton (SLT),

Ian Jagger (SLT), Veronica Thompson (SLT)

*31 October, 2016, David Tse appointed as Trustee to the Aktive Board

Advisory Groups

Aktive has a strategic priority to work collaboratively, and to

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 been an establishment period for the

Aktive Māori Advisory Group (AMAG) with a number of key

achievements including the provision of cultural advice, content

and engagement with Māori stakeholders to World Masters

Games 2017, development and incorporation of an AMAG

work programme into the Aktive work programme, the first

annual meeting with the Aktive Board to report on progress,

and contribution to the framework for Te Whai Oranga

(Auckland Council’s Māori Sport & Recreation Plan) through

He Oranga Poutama. Carol Ngawati stepped down as Chair

in February due to a relocation to Tauranga. We thank and

acknowledge Carol’s significant contribution to the Māori sport

and recreation landscape including the establishment of

NZ Māori Touch with her late husband Gerard Ngawati,

and various leadership roles including Board member for

Sport Waitakere and Chair of Roopu Manaaki (He Oranga

Poutama Māori Advisory). Eru Lyndon has taken up the

position of Chair. During the year we also welcomed Jamie

Cook, Chair Orakei Volcanoes Sports Club as a new AMAG

member. Aktive’s appointment in August, of Veronica

Thompson in the role of Māori Engagement & Priority

Populations Manager demonstrates an increasing capacity

to effectively engage in the Māori sport and recreation space.

Carol Ngawati, Unitec (Chair until February 2016) Eru Lyndon,

Ministry of Social Development (Chair from March 2016);

Diana Puketapu, World Masters Games Board; Dane Tumahai,

Ngati Whatua Orakei; Dr Mataroria Lyndon, Counties Manukau

District Health Board; Jamie Cook, Ngati Whatua Orakei;

Megan Tunks, Health Promotion Agency; Marty Rogers,

Te Puni Kōkiri

Coaching & Talent Development Advisory Group

Andy Rogers, Aktive (Chair); Dave Keelty, Harbour Sport;

Gaye Bryham, AUT; Craig Lewis, Lead to Succeed;

Andrew Eade, Sport New Zealand; Judith Hamilton, Rowing

New Zealand; Mike Stanley, AUT Millennium; Paul MacKinnon,

Auckland Cricket; Andrew Hewetson, Unitec; Alex Chiet,

Sport New Zealand

Regional KiwiSport Advisory Group

Mike Stanley, AUT Millennium (Chair); Ken Maplesden,

Auckland Council; Jacqui Johnston, Aktive; Leanne Knox,

Sport Auckland; David George, Sport Waitakere; Rick Child,

Counties Manukau Sport; Dave Currie, College Sport;

Jenny Lim, Harbour Sport.

Tertiary Advisory Group

Dr Sarah Sandley, Aktive (Chair); Dave Knowles, Sport NZ;

Debbie Curgenven, Aktive; Associate Professor Lesley Ferkins,

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

Margot Bowes, University of Auckland; Michelle Parsons, MIT;

Dr Trish Bradbury, Massey University; Rakel Liew, ATEED;

Rod Grove, Massey University; Sue Emerson, Unitec.

Steering Groups

Operating in a similar fashion to advisory groups, but focusing

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:

HERA – Everyday Goddess

Debbie Curgenven, Aktive (Chair); Jacqui Johnston, Aktive;

Ken Maplesden, Auckland Council; Grant Schofield, AUT;

David George, Sport Waitakere; Leanne Knox, Sport Auckland;

Ruth Stanley, Netball NZ; Dave Currie, College Sport;

Roger Wood, Sport NZ.

Good Sports

Trish Bradbury, Massey University; Kevin O’Leary,

Harbour Sport; Brett Reid, Sport NZ; Andy Rogers, Aktive;

Sarah-Kate Millar, AUT; Roger Wood, Sport NZ.


Tō mātou mahi

“Athletics New

Zealand’s continued

partnership with

Aktive throughout

the year has been

invaluable to

our organisation

and our ability to

engage within the

Auckland region.

Our partnership

with Aktive and the

ongoing support

we receive is very

much valued and

we look forward

to continuing the

relationship over the

coming year”

Linda Hamersley, Athletics NZ, CEO

Aktive Annual Report 2015/2016 13




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 whilst local RSTs 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, Sporting Excellence

Promoted and Celebrated and Spaces and Places.

The performance against our strategic priorities is summarised

in the Statement of Service Performance on pages 14-15, then

outlined in more detail in the sections that follow.


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

Sporting Excellence Promoted and Celebrated

Excellence of athletes and officials recognised

Spaces and Places

Improving access to facilities and spaces for

all Aucklanders

The Auckland Approach to Community Sport

The establishment of the Auckland Approach to Community

Sport saw a review of Aktive’s strategic plan earlier in the year.

This has led to the removal of Sporting Excellence Promoted

and Celebrated as a strategic priority of Aktive and refinement

of the remaining strategic priorities for the period through

to 2020.


Rautaki Matua

Strategic Priority



More Active



More of Auckland’s young people

participating in sport and recreation

2016 Progress

A further $2,838,516 has been deployed to delivery partners

College Sport, Sport Waitakere, Harbour Sport, Counties

Manukau Sport and Sport Auckland for work primarily aligned

to school-aged children.

Engage with international cities

that encourage active lifestyles

Led by London, Auckland has committed to being part

of an international benchmark group of cities committed

to improving physical activity levels.

More of Auckland’s adults

participating in sport and recreation

77.7% of Auckland adults (16+) took part in at least

one sport or recreation activity over the past 7 days.

(Active NZ survey, 2013)

More volunteers (coaches, officials)

participating in sport and recreation

Aktive led the development of a Volunteer Action Plan

and will implement its recommendations in 2016/17.

521 new coaches and leaders recruited via student coaches,

Good Sports and club development initiatives.

More participation amongst priority


Indian, Samoan,

Young Girls, Māori, Chinese

$510,000 has been made available as part of a new Innovation

& Development Fund to support projects aimed at increasing

participation in sport and recreation by Samoan and Indian

communities. Further investment of $600,000 has also been

made available to local RSTs which includes the targeting

of Chinese communities.

$382,500 has been deployed to support Māori well-being

via He Oranga Poutama.

HERA – Everyday Goddess, targeting young girls 13-18 years

to participate in sport and recreation is underway, with a

‘call to action’ for sector providers and delivery on the

ground occurring in Auckland Council leisure facilities and the

communities of Papakura, Manurewa, Manukau, Otara, Mangere,

Green Bay, Lynfield, Blockhouse Bay and Mount Roskill.



& sector


Added value as a result of Aktive

and local RSTs working collaboratively

In the last two years investment into the group has increased

by more than 25%, in addition, each of the four local RSTs

have been offered double-digit investment increases as part

of The Auckland Approach to Community Sport.

The group has seen a 13% reduction in administrative

costs as a proportion of income.

Increased focus on coach


560 development opportunities impacted 3523 coaches

and indirectly more than 30,000 sport participants experienced

a more positive sporting environment as a result.

Coaching leadership rated “world class” by Sport NZ

for 2nd consecutive year.

Improved regional sport

& recreation capability

Local RSTs continued club and RSO capability support

with local forums and mentoring. Aktive created

Chairs Roundtable, and held second major Auckland

Sport and recreation forum with Sport NZ and

Auckland Council.

Aktive Annual Report 2015/2016 15

Rautaki Matua

Strategic Priority



2016 Progress



& sector


Aktive demonstrates

organisational excellence

Two recent independent reports, from the Sapere Group

and HT Group, concluded that Aktive is making a significant

strategic impact.

Feedback from funders on achievement against outcomes

and KPIs has been positive, resulting in continued and

increased investment.

Sector is aligned to Sport NZ

outcomes and ASARSAP

The successful Value Proposition for Community Sport

Investment was aligned to Sport NZ outcomes and


Auckland community sport plans for rugby, athletics and

basketball along with Regional Facility Plans for hockey,

netball, league and tennis are aligned to Sport NZ Community

Sport Strategy 2015-2020 plan and ASARSAP as key

founding documents.

Alignment with broader central

government and regional

stakeholders (e.g. Tertiary

institutions, MoH, MoE)

Aktive represents the sport and recreation sector on

Healthy Auckland Together and School Community

Partnerships project, aligning to MoH/DHB and MoE

respectively. It is also a member of OneVoice and

the Funders Forum.

Excellent work also continues via our advisory groups:

Tertiary, Coaching & Talent Development, Aktive Māori

Advisory Group and Auckland Sports Coalition.

Alignment with Auckland


An ASARSAP strategic leaders group has been established,

led by Aktive with Auckland Council and Sport NZ

representation which has been responsible for the recent

ASARSAP refresh, Volunteer Action Plan and Targeted

Populations work.

Alignment with Auckland

Council Māori Plan

Aktive, through He Oranga Poutama management, have

been a major contributor to the development of the

Auckland Council’s Māori sport and recreation Te Whai

Oranga framework. An internal stocktake and programme

alignment to the framework has been completed. New

staffing resource to this area has also been allocated as part

of the Targeted Populations programme of work.



Promoted &


Excellence of athletes and

officials recognised

High performance athletes Terenzo Bozonne, Marina

Erakovic and Kerry Charlseworth engaged as mentors

for P2P athletes.

New intake of athletes extended P2P support to 96 athletes

and their coaches and parents.

Three P2P graduates selected for Rio Olympics

and Paralympics.


& Places

Improved access to

facilities and spaces for all


Aktive is involved in steering and project teams for

Volunteer Action Plan, Sports Facility Investment Plan,

Schools Partnerships Project with Sport NZ and

Auckland Council.

16 Aktive Annual Report 2015/2016

Aktive Annual Report 2015/2016 17


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 $9 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 (ASARSAP), Sport

New Zealand’s Community Sport strategy, WaterSafety

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.

The successful value proposition

to Sport NZ for community sport

investment resulted in $18,392,000

being confirmed for the Auckland

region for the period 2016-2020.

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 2015/16 year.


College Sport

The past 12 months has seen College Sport continue to

provide management, coordination and support to our 107

member schools and over 100,000 students. We have met

with all of our 45 sport delivery partners and conducted

an extensive review process and consulted with a range

of schools around every sport.

Our aim is to ensure the

competition structures we deliver

remain relevant and continue

to meet the needs of students.

We are looking to make significant

changes to a number of sports for

the 2017 year that better reflect

these needs.

As part of the sanctioning process of our sport delivery

partners, we are ensuring that all health and safety plans

are updated and posted on the College Sport website.

We are continuing to identify and remove barriers to

participation and as part of this, are reviewing College Sport

by-laws with the aim of simplifying how competitions are

managed. We have also launched the College Sport Auckland

App for schools, students, coaches, parents and sport partners

to assist this process. All draws, results, venue locations

and notifications are now provided through this App.

In addition, we are producing a weekly newsletter to share

the outstanding activity that is happening.

However, it is clear that despite all the work that is being done

participation numbers are not increasing and we will need

to work even harder with delivery partners to find innovative

solutions to attract non active students into a participation

pathway. All of us in the sector will need to contribute to the

Young Peoples Plan that Aktive is coordinating, agree on what

part of the plan we will deliver and have faith in one another

to effectively do that. Partnerships can sometimes be hard

but we need to keep the needs of young people at the heart

of all our decisions.

More than $9 million

was invested by Aktive on

behalf of its key strategic

funders last year for

community sport delivery,

strategic delivery and

regional service.

18 Aktive Annual Report 2015/2016

Counties Manukau Sport

As a regional sports trust, we are helping to shape our region

into a much healthier, more active, and enjoyable place to be.

Our goal is to see that every child, adult, and family has access

and opportunity to enjoy sport and active recreation wherever

they may live, learn, work and play.

In the 2015/16 year our focus has

been on the local community. With

525,000 people in our area, and

24% of the population being under

the age of 14, (statistics

sourced from CMDHB) there has

been a focus on young people.

Supporting and growing the capability of our schools

and clubs to deliver quality experiences to an increasingly

diverse population has, while challenging, provided

many highlights.

Support and investment from local boards has ensured

delivery is targeted and communities continue to have

access to resources and support through our Primary Sport,

CM Pedal Power, CM Active Asian, Club Excel and Coaches

Club Programmes.

Primary Sport (Primary Schools)

85 primary schools each have 160 hours available of support

and coaching every year. Targeting the 5-13-year age group,

children benefit from improved skill levels and opportunities

to participate in a wide range of sport. Have-a-go-days,

inter and intra-school competition, leadership programmes,

and teacher professional development were delivered.

Events such as girls only and boys only days also proved

popular. Schools developed their own individual action plans

so the needs of the school were being met, and the

programme is tailored appropriately and participant led.

CM Active Asian

Counties Manukau Sport’s Active Asian initiatives support

Howick clubs and the Asian community to engage with each

other and provide support for individuals to have an active

lifestyle. Opportunities such as the Learn to Swim and Beach

Education programme, which aimed to improve and educate

our Asian community about water safety, encourage the

community to become involved with existing programmes,

recreation activities and clubs in the area. Have a-go-days

at local clubs and at the annual Buddha’s Day proved popular,

and provided an opportunity for the local sport providers to

profile their clubs within the Asian community with a simple

effective approach of “Have a Go” and register.

CM Bike Pedal Power programme

With 10% of the targeted year 4-6 students unable to ride

a bike, the Pedal Power programme has been received

enthusiastically. With 300 sessions delivered to 1600 students

in 16 schools, the programme aims to link students to local

BMX tracks, cycle events and local cycle ways while providing

a skill for life. One of the highlights of the programme was

the collaboration with community groups and funders to

provide bikes and registrations for 200 Manurewa students to

participate in the Weetbix Tryathlon held at Mountfort Park

in December.

Sporting Excellence Awards

Our annual Sporting Excellence Awards evening continues

to be a gala event. Guest speaker, Peter Sterling delivered

a message which resounded with our sporting community

“be passionate about whatever you choose to do in life.”

At Counties Manukau Sport our programmes are reflective

of the area and are unique in delivery, style and content.

Most importantly we love the work that we do.

Club Excel

Club Excel is an advanced Clubsmart programme designed

to create opportunities to secure and sustain high priority club

objectives including funding, strategic planning, volunteer

management, risk management, and strong club-school links.

This new initiative offered sports clubs dedicated support

and resources to enable them to be the leaders and providers

of sport and recreation in their communities.

118 sports clubs are involved in our Club Smart Programme,

with 16 new clubs joining the programme in the past year.

A series of workshops have been designed specifically to

support club volunteers in building capability so that they have

the confidence and support to grow their club. Coaches Club

is an extra professional development opportunity for coaches

from any coaching level and sports code.

Aktive Annual Report 2015/2016 19

Harbour Sport

As the community sport development lead, Harbour Sport have

continued growing relationships and engaging key leaders in

sport and the community to grow the participation, capability

and capacity for sport and recreation in the North Harbour area.

Working closely with the

community, ascertaining needs

and understanding the

demographics of a growing

and changing community, are

at the fore of leadership and

responsibility of an outward-facing

community-based organisation.

Harbour Sport continues to show leadership in the coaching

space. Eight different RSO/NSOs requested support

and guidance in the development of their coaches and coach

development programmes. Outside of this support, 49 coach

development opportunities (workshops and observations)

were delivered to 422 coaches from 17 different organisations.

Significant support in coach development continues to be

offered to secondary schools. The Coach Support Initiative

has grown again this year, with four secondary schools on

the project receiving more funding to grow links with primary

schools, intermediate schools and clubs in their area through

coaching initiatives. This has resulted in the engagement of an

additional 17 new schools/clubs.

The North Harbour Secondary School Regional Sports Plan

was developed as a collective agreement for the continued

support of sport within the schools.

The main focus being to ensure that sport is valued and

students have access to a diverse range of opportunities

in sport.

The Harbour Student Sports Council was created as a direct

result of the Regional Sports Plan, with each school able

to have representation in ‘the student voice’. Another new

initiative which has been very positively received has seen the

introduction of the Secondary Student Volunteer of the Month,

recognising student volunteers in sport within their school.

Fundamental Movement Skills (FMS) remain a crucial part of

development in engaging and retaining young people in sport.

Harbour Sport has continued to focus on upskilling teachers, by

delivering professional development sessions in schools,

on a variety of FMS topics. This year 509 teachers participated

in sessions, impacting on 11,710 children.

The SportSPasifik programme developed by Harbour Sport

addresses barriers to healthy lifestyles by facilitating

well-being and community cohesion, improving health

outcomes by increased participation in sport and physical

activity. The development of the project over a number of

years has created a life stage model which now enables

engagement with all ages in the Pacific community.

A number of new ActivAsian initiatives were implemented

including ‘Walk With Us Albany’ which has grown from a

small group of 20 new migrants, to a record group of 61

participants. This shows a great interest by the group in

both walking as a physical activity along with the desire to

learn more about their new home.

Harbour identified the need

for leadership in the area of

water safety within the new

migrant community. Working in

collaboration with a number of

organisations, to date 18 new

bi-lingual swim instructors have

been trained, with a further 22 to

be trained in the coming months.

20 Aktive Annual Report 2015/2016

Sport Auckland

This year has seen Sport Auckland immersed in our

communities and delivering a full year of our Strategic Plan


Within our young people’s focus area, we continued to

achieve significant success in fundamental movement,

basic sports skills, and young people’s events via our four

community cluster models in Tamaki, Maungakiekie,

Roskill and Waitemata primary and intermediate schools.

We have influenced the clusters

to move away from “sport for

sport’s sake” and replaced this

with more meaningful and high

impact initiatives that meet

the needs of young people

(participant focussed).

Our cluster model adopts a hub and spoke approach

where the schools agree to be the axis for sports clubs

and programmes to engage with their student and parent

communities. The key insights accentuate the point that

this approach requires a long term presence and that each

cluster is unique in its demographics, cultural diversity, wants

and needs. Our cluster model needs to be flexible enough to

address this uniqueness. All of our cluster schools took part

in fundamental movement skills (FMS) programmes primarily

focussed on Athletic New Zealand’s Get Set Go and Run Jump

Throw programmes.

Teacher personal development sessions were included to

ensure sustainability of delivery for future years within the

schools. Additionally, FMS workshops were delivered to

tertiary students at The University of Auckland, Unitec and AUT,

and to staff at Bear Park and PORSE Early Childhood centres.

Our 35 “qualifying” primary schools also took part in the

GAAAP swimming programme. We project managed over

30 cluster events throughout the year that took place before,

during and after school.

We have successfully grown

student leaders and critical

thinkers and increased teacher

confidence in delivering Physical


Under our Sport Sector Capability Build focus area,

we delivered Growing Coaches courses, Growing Leaders

courses, Introduction to Coaching courses and delivered

TLC to two of our targeted secondary schools. In the club

space we delivered governance workshops, sponsorship

workshops, strategic planning sessions, volunteer

management planning sessions and club warrant of fitness

programmes to over 30 separate organisations. We continue

to hold governance roles with Auckland Badminton Association

and the Auckland Softball Charitable Foundation Trust.

We continued to introduce our online “Develop Your Legacy

Tool” (www.developyourlegacy.co.nz) to interested NSOs,

RSOs, and clubs enhancing this tool from its original concept

as an online repository library to one that will gather useful

insights, intel and demographics of our stakeholder partners.

This information will help shape strategies to assist making

Auckland the most active city in the world.

This year we combined with our local boards to deliver

community wide workshops and forums around sponsorship

and health & safety, with an aggregate attendance of 120


Our advocacy and influencing roles

continue in the sector where we have

helped organisations unlock financial

resources for specific projects with the

Grey Lynn Pump Track Association

being one particular example of

success with close to $100,000 being

raised for their project.

We performed outstandingly well in our health and wellness

focus area, securing our first Active Families contract with

the ADHB and attaining our Green Prescription (GRx) KPIs.

The MoH summarised the last financial year stating in part

“Eight providers met or exceeded all nine KPIs this time,

the same as for last year and one fewer than in 2013/14…

Other consistently high performers are (amongst others)

Sport Auckland…”

As we reflect on another successful year we also look forward

to continuing our relationship with all our partners.

We embrace our role as one of

Aktive’s key delivery partners and

look forward to delivering on the

Auckland Approach over the next

three years.

Aktive Annual Report 2015/2016 21

Sport Waitakere

Sport Waitakere has completed another successful year

delivering within our four strategic pillars to achieve our

vision “Everyone connected, healthy and active”.


KiwiSport has allowed our schools and communities to

identify their own areas of need and have the solutions

supported via funding. 47 projects have been invested in

via KiwiSport funding to the tune of $259,864.

From this funding we have created

over 120,000 opportunities

and leveraged $239,650, meaning

the total investment in the young

people’s space is well over


Our Growing Leaders programme is customised to suit the

needs of our community through workshops that were open

to students and teachers. Future Leaders Day brought together

students from nine West Auckland primary schools. 78

students participated in the workshop. We continued to work

hard to ensure that there are plenty of opportunities for these

leaders to continue to serve their communities. This year sees

the first crop of students who have been through the Growing

Leaders programme in previous years come through the

Growing Coaches programme in high schools.

Building physical literacy remains a targeted area across

the whole of the young people’s space. It is important to

us that development of physical literacy continues in our


This year we have trained 47

teachers, 26 coaches, 15 parents

and 62 high school students to

take knowledge back into their

communities. Alongside this

we delivered physical literacy

workshop blocks over 10 sessions,

to 698 West Auckland students.


Sport Waitakere has continued its targeted approach to sport

in West Auckland through support of our local clubs in the

Sport Waitakere catchment area. We acknowledge that

the existing targeted approach to the Sport NZ priority sports

will change in the coming year, and look forward to working

with a wider variety of sports across West Auckland.


Move It Youth Holiday programmes were delivered during

the holidays with over 100 youth attending every day.

Mau Rakau, Ki O Rahi and other cultural games were

introduced to this free programme which attracts a high

percentage of youth from Pacific and Māori communities.

Sport Waitakere led an activation project in Olympic Park

funded by Auckland Council to reduce the amount of graffiti

in the park. Through activation efforts such as local youth led

murals, pop up sports activities and events, the park has seen

a decrease in graffiti of just under 30%.

Healthy Families Waitakere

Healthy Families New Zealand is part of the Government’s

wider approach to helping New Zealanders live healthy,

active lives. Healthy Families Waitakere is one of ten

communities across New Zealand involved. Ten new staff

have joined the wider Sport Waitakere team to support

and drive change in the community.

Healthy Families Waitakere is supported by a number of

organisations to provide strategic leadership and create healthy

change within their spheres of influence. Initiatives targeted

by the team include Smokefree and Water only, Nutrition in

Sport Clubs, Early Childhood Education and Workplace health.

We look forward to working with our community in the year

ahead, and continue being one of the flagship organisations

in our region, striving for our vision of “everyone connected,

healthy and active.”

We are a pilot location for Play.sport. This Sport NZ project

supports teachers, schools, parents and communities to

improve the quality of young people’s experiences of play,

physical education, physical activity and sport. 26 schools are

involved and we now employ 2.5 activators to support schools

to provide students with the confidence, competence and

motivation to be involved in sport and recreation for life.

22 Aktive Annual Report 2015/2016

Aktive Annual Report 2015/2016 23


He Oranga Poutama

He Oranga Poutama (HOP) ki Tāmaki, Sport Waitakere (project

lead) and Aktive have continued to work strategically alongside

local RSTs, Auckland Council, Sport NZ, Mana Whenua, Iwi

Leaders, Aktive Māori Advisory Group (AMAG), Roopu Manaaki

(Māori Advisory to HOP), funders, Whānau, Hapū, Iwi and

others to raise the profile of this uniquely Māori sport and

recreation programme.

The work includes:

• Co-leading with Te Waka Angamua / Auckland Council

the development of Te Whai Oranga (Māori sport and

recreation plan). Its key strategic uses include:

- Policy development within Auckland Council

- Sector community empowerment tool in Māori spaces

- Whakapapa and kaupapa whānau ignition tool

- Provides an evaluation framework which is already being

used by some organisations.

• Next steps for Te Whai Oranga:

- Finalising implementation

- Maintain stakeholder relationships

- Sign off with Regional Strategy and Operations Committee

- Launch, monitor, report and evaluate.

• An independent review of Māori participation in Aotearoa

took place in early 2016 with the report presented to the

Sport NZ Board in mid-2016. Opportunities for HOP

(alongside the Iwi Leaders forum) to further shape the Māori

sport and recreation space are emerging.

• Continued Roopu Manaaki (HOP Māori Advisory)

representation on One Voice (Independent Sport and

Recreation Advisory Group to Auckland Council)

and Aktive Māori Advisory Group (AMAG).

A total of 15,829 people

participated in the HOP ki Tāmaki

programme in 2015/16, an increase

of 3,717 participants from the

previous year.

Under 5’s

The He Pī Ka Rere programme has developed from a

programme which operated specifically in Kōhanga Reo

and Puna Reo to one which includes selected mainstream

early childhood education centres. The programme includes

a focus on physical activity with Atuatanga (Māori Gods) and

is popular amongst both Māori and non-Māori settings alike.

Taiohi and Rangatahi (youth)

Continuing to make up the majority of the HOP ki Tāmaki

programme participants were 5671 taiohi (5-12 year olds)

and 4820 rangatahi (13-19 year olds.) An increase of 1018

and 1718 participants respectively from the previous year.

It also includes the “Mauri Tū” Māori weaponry programme

being delivered in mainstream schools across Tāmaki /

Auckland. Some of the highlights for this age group in

the past 12 months include:

• 2287 Ki o Rahi participants from mainstream /

non-Māori settings

• 200 participants on the Māuri Tu (Māori weaponry)

programme including previous participants now

becoming the tutors

• 32 Wharekura students participating in “Te Manukura

Āpuarangi” (Māori Youth Leadership programme)

- Includes the Rangatahi participating as Māori games

tutors at the Waka Herenga Festival

• 1020 traditional Māori games participants

from mainstream settings

• First triathlon event for Wharekura.

HOP Māori Sports Events

• Increase in participant numbers at all HOP events

• Increased collaboration and support from external

stakeholders for HOP events

• Developing a template of Māori events based

on “Te Whetu Rehua”

• Increase in funding support.

Māori Sports Organisations

Funding has been provided from Auckland Council

for work to develop the capability of five Māori sports

organisations based in Auckland.


youth participants took

part in the HOP

ki Tāmaki programme,

a 35% increase on

the previous year.

24 Aktive Annual Report 2015/2016

Greater Auckland Aquatic Action Plan – GAAAP

The Greater Auckland Aquatic Action Plan (GAAAP) is a

collaborative project that coordinates professionally delivered

swim to survive lessons to primary school children in the

Auckland region, ensuring the development of fundamental

swimming and water safety skills. GAAAP targets schools in

decile one to six and children in years three to six.

In 2015/16 GAAAP has continued

to make significant impact to

targeted schools by delivering

swim and survive education,

with 137,055 individual lessons

delivered to 19,757 students.

Highlights include:

• 95,760 children have participated in GAAAP since 2011

• Over 702,952 lessons delivered since 2011

• 284 teachers trained in 2015/16

• Student skill competency was equal or above the

national average

• In 2015/16 there was a 163% increase in children achieving

200 metres, 105% increase in children achieving 100 metres,

a 96% increase in children achieving 50 metres and a 28%

increase in children achieving 5m

• Renewed investment from Foundation North and Water

Safety New Zealand totalling $650,000.

Aktive is appreciative of the significant funding and

administrative support given to GAAAP by Foundation North,

Sport NZ’s KiwiSport, Water Safety NZ, Counties Manukau

Sport, Harbour Sport, Sport Auckland and Sport Waitakere.

95,760 children

have participated in

GAAAP since 2011,

with over 702,952

lessons being


Auckland Regional KiwiSport

KiwiSport is a national initiative that was launched in 2009

by Prime Minister John Key.

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.

Aktive administers the Auckland Regional KiwiSport Fund

on behalf of Sport NZ. This investment is to support regional

and/or national sport organisations for projects/initiatives that

can provide new or increased organised sport opportunities

for children aged 5-18yrs across the Auckland Region.

In 2015/16 two funding rounds have been held, with a total

of $474,654 approved for nine regional projects managed by:

Athletics New Zealand, Auckland Badminton, Auckland

Football & Northern Football (combined application),

Hockey New Zealand, Softball New Zealand, Special Olympics,

Surf Lifesaving Northern Region, Table Tennis New Zealand

and Tennis Auckland.

In addition, projects run by Auckland Cricket, International

Taekwon-Do Foundation of New Zealand, New Zealand

Football and New Zealand Golf continued to offer Regional

KiwiSport projects.

In total, 4435 sessions have been

delivered to 11,284 primary school

students and 11,524 secondary

school students, with a combined

97,702 sporting opportunities

offered through the KiwiSport

projects run in 2015/2016.

Highlights include:

• Auckland Tennis’ ‘Hot Shots in Schools’ has seen

10% of participant’s progress into playing at a club

• New Zealand Football’s ‘Futsal in Schools’ programme

has trained 53 students to be qualified futsal coaches

and referees

• Prior to participating, over 80% of students in Golf NZ’s

SNAG Golf programme had never played golf before

• Subsequent to ‘Kiwi-TD’ being delivered to Avondale

Intermediate, the Avondale Taekwon-Do club doubled

its membership.

Aktive Annual Report 2015/2016 25

HERA - Everyday Goddess

HERA – Everyday Goddess (previous working title Us

Girls) is a pilot project with an holistic approach, aimed

at empowering girls aged 13-18 years to become active

for life in formal and informal sport and recreation.

The pilot is across nine Auckland locations: Papakura,

Manurewa, Manukau, Otara, Mangere, Green Bay, Lynfield,

Blockhouse Bay and Mount Roskill.

Engagement by the girls is deemed critical to the pilot’s

success, so focus groups from schools within the targeted

areas, were recruited in 2015/16 to help develop the brand

and design the programme.

HERA is the Goddess of Olympians

- a prominent and strong goddess

in Greek mythology. The name

captures the sense of empowering

females to be more confident, in

order to be active.

The phrase “everyday goddess” relays a sense of positive

self-worth, and reinforces that all girls – regardless of their

shape, size, ability, fitness level or ethnicity – have the right

to be active and deserve the benefits of being active.

Aktive is currently working with a number of different

delivery partners to engage with these girls, offering

appropriate sport and recreation opportunities to enable

them to be active.

Aktive acknowledges the funding given by Sport NZ,

NZCT and Auckland Council to this pilot project.

Good Sports

Good Sports is a culture change project designed to create

positive sporting experiences for children aged 7-13, in

order to encourage life-long participation. It is a pilot now

extended to 2018, being trialled across eight Auckland

locations primarily targeting parents and other key adult

influencers in children’s sport – coaches, sport leaders,

administrators and teachers.

Good Sports aims to achieve culture change in three ways:

• Training and supporting Good Sports Developers to

educate, support and champion Good Sports as a

means to sparking positive change within their local sport

communities. Developers are change agents who use

tailored workshops to engage coaches, parents

and other adult influencers in conversation on the key

issues that affect their children’s sporting experiences and

how adults can best support the needs of children sport.

• Developing and providing acces to resources, articles

and key messages that are aligned to the Good

Sports philosophy for parents, coaches, sport leaders,

administrators and teachers in order to build better

understanding and knowledge.

• Developing public messaging to create an environment

of acceptance and understanding of the Good Sports

messages by the wider public, so that when a parent,

coach, teacher or youth sport provider personally comes

into contact with the Good Sports campaign (in whatever

capacity), they are comfortable with the concept and

need for change, or at least recognise it.

Highlights include:

• Three two-day Good Sports Developers Courses

have been delivered, training a total of 49 Good Sports


• Six Good Sports Community Modules have been

delivered to 191 parents, coaches, sport leaders

and teachers

• Three advertisements published in three local Auckland

Fairfax papers, reaching an average combined

readership of 202,000 people

• 13 digital placements, placed on stuff.co.nz, delivering

1,020,072 impressions and 13,150 click-throughs

to Good Sports articles

• The establishment of the Good Sports Facebook page.


26 Aktive Annual Report 2015/2016


One of our key strategic objectives is to align the sport

and recreation sector within Auckland, and to improve the

capability of organisations at all levels so participants have

an excellent experience. Our alignment activity includes

a mix of leadership and collaboration – creating collective

opportunities to better understand the forces acting on the

sector in Auckland, and contributing to the development

and implementation of philosophies, policies and projects.

We partnered with Auckland Council and Sport NZ in the

delivery of the second annual Auckland sector conference

at an event in February when the Minister for Sport, the

Hon Dr Jonathan Coleman, and His Worship the Mayor of

Auckland, Len Brown, introduced to the sector the findings

of three pieces of research vitally important to all entities

working in our city.

Aktive has created a new governance initiative, the

Chairs Roundtable, designed specifically for the chairs of

Auckland-based NSOs and RSOs, backed by Sport NZ,

and supported by Aktive partners Sheffield and Simpson

Grierson. This initiative will expand in 2016/17 with further

plenary sessions and the provision by Sheffield of bespoke

Leadership in Sport courses for Chairs.

Aktive is also a key partner in cross-sector, cross-code

and cross-agency collaborative groups, OneVoice, Healthy

Auckland Together, the Funders Forum, and the RSOmember

organisation the Auckland Sports Coalition.

Together these collaborations are able to consider a broad

range of connected topics, including the increasinglyconverging

aims of other Government Ministries in the

well-being of all New Zealanders, and the broad objectives

of Council in creating the world’s most liveable city.

Aktive practices this collaboration in seeking good direction

and input from other parties in creating its own workplan

and agenda. Advisory groups in the tertiary sector, in

Māori engagement, in coaching and talent development,

and in the working of the Regional KiwiSport fund, bring

a wide variety of people to tables to guide and inform our

work. For specific projects HERA – Everyday Goddess

and Good Sports the knowledge and skills of relevant and

skilled industry practitioners has been crucial in shaping the

detailed implementation of our plans.

Aktive also takes a leadership role in issues that affect the

sector widely, reading and understanding on behalf of the

sector in Auckland, and distilling the issues and potential

impact on the sector before contributing to national debate

through submissions on the Class 4 Gambling Review and

the Draft Incorporated Societies Bill.

Back office alignment (shared services)

The coordination of the shared services approach to

administration across Aktive and the four local RSTs bore even

more fruit, as expected, after the initial savings. The group

has seen a 13% reduction in the ratio of the overall 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 6.4% of total income or

9.4% if shared services staff are included.

Notably though, the value of the approach has been

recognised by regional and national sporting organisations

outside Aktive’s immediate sphere with 13 organisations

now having utilised 41 different services within Aktive Shared

Services and Procurement’s offering, enabling almost $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,

and Aktive has set the target of taking $1m per annum in costs

out of the sector by 2017, again freeing up that money for

greater impact through investment in community projects.

Discussions are underway with a further 29 entities (including

national and regional sporting organisations) to take

advantage of Aktive Shared Service and Procurement in the

2016/17 financial year.

“Bowls New Zealand have contracted

the Aktive financial team to look

after all our financial services since

January 2016. We have established

an excellent working relationship

and have found the staff we are

working with to be professional

and accommodating of our

requirements. They have become

a valuable part of our team.

We would recommend this service

to any NSO or RSO as very good

value for money”

- Kerry Clark OBE, Bowls NZ, Chief Executive.

560 development

opportunities impacted

3523 coaches

and indirectly more

than 30,000 sport


Aktive Annual Report 2015/2016 27

Coaching & Talent Development (C&TD)

The Aktive group has made significant progress in Auckland

over the past year building a systematic approach to coaching

and athlete development.

We are delighted to report that a programme of 560

development opportunities impacted 3523 coaches and that

indirectly, more than 30,000 sport participants experienced

a more positive sporting environment as a result. The C&TD

advisory group continues to meet quarterly to provide strategic

guidance and independent quality assurance over Aktive’s

work. A C&TD framework is now completed that delivers

initiatives focused on growing capability across all three

Sport NZ community coaching communities (foundation,

development, performance).

Highlights include:

Student Leadership Day

In partnership with iSPORT Foundation, Aktive facilitated a

historic secondary school leadership event bringing together

close to 650 participants, including students and principals,

from 60 Auckland schools. The event attracted an online

audience of more than 8000 people. TLC (Talent, Leadership,

Character) messages featured strongly throughout the day

showcasing the power of this signature Aktive programme.

Aktive was responsible for aligning key messages across

the numerous speakers which included Richie McCaw and

Dr Ralph Pim, MCs and facilitators with 35 volunteer regional

facilitators, who lead student sessions on the day.

We acknowledge the collaborative effort of the following

organisations who all played a role in supporting the successful

delivery of the event including, iSPORT, Sir Peter Blake Trust,

He Oranga Poutama, Find Your Field of Dreams, Westpac,

Harbour Sport, Sport Waitakere, Counties Manukau Sport,

Sport Auckland and Wero.

Aktive Talent, Leadership & Character (TLC)

TLC is a framework that uses sport to develop strong, resilient

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

supports teachers, coaches, students and whānau to learn

about the power of teamwork and the importance of moral

and performance character. In the 2015/16 period, this pilot

project was extended to eight schools to include Mt Albert

Grammar and Auckland Grammar School. A variety of delivery

channels have been utilised including full school assemblies,

senior management presentations, teacher, coach, parent

education and student workshops. The response to TLC has

been overwhelmingly positive. The development of leadership

skills and good character attributes has led to improved

performances on the sports ground as well as within the

classroom. Many parents have also commented on positive

changes taking place in the home environment. Due to the

success of the two-year pilot programme Aktive currently has

received requests from ten new schools wishing to participate

in the TLC programme. In the past year TLC has impacted

14,556 students, 8 Principals, 150 sports coaches, 200

teachers & senior staff.

Coach Evolve

In response to an identified need Aktive – in collaboration

with local RSTs and AUT – developed a new pilot community

coaching programme called Coach Evolve. It is designed to

make a significant change in coaching practices by ensuring

athletes and participants experience a positive and enjoyable

environment and establish a lifelong passion for sport.

Aktive and local RST staff consulted with Regional Sports

Organisations to identify potential coaches for the inaugural

intake; 54 coaches were selected for the initial pilot year,

representing 14 different sports.

Performance Coach Advance (PCA)

Performance Coach Advance is a national Sport NZ

programme aiming to advance the innovation, creativity and

performance of outstanding coaches in the performance

coaching community. In Auckland, a strong feature of this

programme is the cross-sport interaction and collaboration

that allows coaches to discuss experiences, challenges and

lessons in a safe and supportive environment. Coaches recieve

individualised professional development, including access

to coaching mentors and experts from various performance

environments. 72 coaches have been a part of PCA since its

inception in 2014, with 19 national sports represented.

Pathway to Podium (P2P)

Pathway to Podium (P2P) is a nationwide Sport NZ athlete

development programme that grows capability in emerging

athletes who are identified as potential future winners on the

world stage. The goal of Pathway to Podium is to accelerate

the learning of 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:

• 89 athletes benefited from Aktive’s P2P support programme

• Since inception, 29 athletes have transitioned from the

Auckland P2P programme into High Performance Sport NZ’s

carded athlete system

• Inaugural partner recognition evening

• New intake of athletes extended the programme’s support to

96 athletes and their coaches and parents

• Three Auckland P2P graduates selected for Rio Olympics

and Paralympics: Helena Gasson (swimming), Byron

Raubenheimer (para cycling) and Tupou Neiufi

(para swimming).

28 Aktive Annual Report 2015/2016

“TLC gave us the model process and direction around

being able to produce a culture which would lift this

team above all expectations. To win the Auckland, Blues

and New Zealand Championship was a clear example of

how culture produces results. I credit our season to the

TLC programme.

Geoff Moon, Mt Albert Grammar School Head Rugby Coach & Director of Sport Academies

Aktive Annual Report 2015/2016 29


Aktive recognises that spaces and places create opportunities

for Aucklanders to participate, and we work to help NSOs

and RSOs plan and advocate for investment in facilities across

our city.

Our ongoing advocacy around the Auckland Council 10-year

budget (Long Term Plan) aims to preserve a major investment

in capital expenditure to meet the future sport and recreation

needs of a growing, diverse, and increasingly dense Auckland.

Our participation in the Funders Forum aligns Auckland Council

knowledge and plans with code-specific work, to obtain

the optimum outcomes.

Aktive is a key partner with

Auckland Council in major

projects such as the Sports Facility

Investment Plan, the sector-wide

Sports Facility Network Plan

and the Community Schools

Partnership project which seeks

to unlock the potential of sharing

facilities between the community

and schools.

We have worked closely in facility planning, either as a separate

exercise or as part of creating an Auckland Community Sport

Plan, with individual codes in Netball, League, Basketball,

Tennis, Hockey and Athletics. Our role is to make sure that

individual code aspirations are evidence-based and fit within the

broader facilities policies and philosophies of Auckland Council

and external funders. We will expand this detailed code

by code work in 2016/17.

With local RSTs across the city, we have been involved

in detailed planning work and advocacy, and submissions

in local areas and on specific site investments. Local board

local initiative spending, sport facility partnerships at

multi-code venues, and good-practice examples of

community-school partnerships have all been facilitated

across the city through specialist interventions by local RST staff.

Major redevelopment or re-purposing exercises such as

at Chamberlain Park, Colin Maiden Park, and Auckland Domain

require co-ordinated advocacy from codes, local RSTs and

Aktive to affect the multiple layers of decision-making that

exist in Auckland.

Aktive will also continue to lead

sector knowledge and advocacy

on the effects of planning rules on

facility development in Auckland,

and their potential influence over

changes to regulations across the

whole of NZ.

Leadership and collectivising the voice of the sector around

the Auckland Unitary Plan came to head early in the 2015/16

year, though the results were not known until more recently.

Linked to Environment Court decisions made public this

year, precedents and case law are being set which will affect

the scale of community benefit achievable and hence the

desirability of investment decisions on any given site.

“Working with Aktive has

enabled us to have an all of

Auckland approach that achieves

economies and benefits for our

sport across the region.

Aktive has helped us gain

access to key stakeholders that

are interested in all of Auckland

solutions that benefit their

communities and our sport.

Working alongside Aktive helps

our plans to be seen as having

an independence and robustness

that ensures they are well

received by key stakeholders.”

– Iain Potter, Basketball NZ, CEO

Aktive Chairs’


series launched

in May 2016.

30 Aktive Annual Report 2015/2016

FUTURE FOCUS 2016-2020:


The introduction of a ‘World Class Community Sport System’

into Auckland brings a shift in thinking about how community

sport is deployed across a complex environment.

Auckland represents 34% of NZ’s

population and is the fastest

growing city with large targeted

populations: 275,000+ young

people, 142,767 Māori, 307,000

Asians (171,500 Chinese) and

it boasts the world’s largest

Polynesian population (194,958).

While complex and diverse, it also

offers unparalleled opportunities

to increase participation.

Mobilising this approach will be new senior roles with

the working title of Community Sport Engagement

Manager, reporting to local RST Chief Executives.

These roles will be the strategic lead and mastermind

behind the identification and deployment of appropriate

resources into ‘Communities of Interest’.

Collaboration and insights are

centre stage in bringing to life this

approach, which will contribute to

the vision of Auckland being the

world’s most active city.

The assignment of limited resources in such a challenging

environment necessitates a targeted approach that permits

sufficient flexibility and responsiveness to local needs.

The approach being adopted is known as ‘The Auckland

Approach to Community Sport’.

At the heart of ‘The Auckland Approach to Community Sport’

is the participant and the local community in which they live,

a so called geographic ‘Communities of Activity’. Their needs

are at the centre of provision, with appropriate services and

interventions wrapped around them in an intensified manner.

A combination of desk insights, local knowledge

and consultation will be deployed to determine

the application of solutions.

TLC has impacted

14,556 students,

8 Principals, 150 sports

coaches, 200 teachers

& senior staff.

Aktive Annual Report 2015/2016 31


For the year ended 30 June 2016


32 Trustees’ Report

33 Statement of Comprehensive

Revenue and Expense

33 Statement of Net Assets / Equity

34 Statement of Financial Position

35 Statement of Cash Flows

36 Statement of Accounting Policies

41 Notes to the Financial Statements

46 Independent Auditor’s Report


Nature of business

To collaborate, set direction and provide

regional leadership for Auckland’s sport

and recreation communities.

Charities Commission

Registration Number



Sport Central,Ground Floor,

Eden 4 Building,14-18 Normanby Road,

Mount Eden

Auckland 1024

Postal Address

P O Box 67088, Mount Eden

Auckland 1349

Chief Executive Officer

Dr Sarah Sandley

Board of Trustees

Graham Child

Raewyn Lovett (Chair)

Eru Lyndon

Peter Meehan

Helen Robinson

Joanne Wiggins

32 Aktive Annual Report 2015/2016


For the year ended 30 June 2016

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

for the year ended 30 June 2016.

Raewyn Lovett

Chair of Board of Trustees

Date 11/10/16

Sarah Sandley

Chief Executive Officer

Date 11/10/16

Aktive Annual Report 2015/2016 33


For the year ended 30 June 2016

NOTES 2016


Revenue from non-exchange transactions

KiwiSport funding 2,688,483

Sport New Zealand other funding 4,465,715

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

Total Revenue from non-exchange transactions 9,815,257

Revenue from exchange transactions

Other operating revenue - rendering of services 456,933

Interest Received 91,759

Total Revenue from exchange transactions 548,692

TOTAL REVENUE 10,363,949


Employee and volunteer related costs 1,607,222

Functions and events 1,631

Grants and donations made 3 7,273,210

Depreciation and amortisation 7 61,692

Interest expense 11,005

Other expenses 3 1,577,597


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

Other Comprehensive Revenue and Expenses -



For the year ended 30 June 2016

NOTES 2016


Accumulated comprehensive revenue and expense

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

Retained Earnings 10 1,132,198

Total Accumulated comprehensive revenue and expense 963,790

Reserve fund for continued operations

Opening Balance 100,000

Total Reserve fund for continued operations 10 100,000


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

34 Aktive Annual Report 2015/2016


As at 30 June 2016

NOTES 2016


Current Assets

Cash and cash equivalents 5 3,147,183

Short term investments 6 617,532

Receivables from exchange contracts 55,919

Receivables from non-exchange contracts 637,000

Prepayments 71,609

Total Current Assets 4,529,243

Non-Current Assets

Property, Plant and Equipment 7 215,990

Total Non-Current Assets 215,990

TOTAL ASSETS 4,745,233


Current Liabilities

Trade and other payables - from exchange contracts 465,548

Employee benefits 52,332

Loans and borrowings - short term portion 9 47,156

Income in advance 8 3,041,759

Total Current Liabilities 3,606,794

Non-Current Liabilities

Loans and borrowings 9 74,649

Total Non-Current Liabilities 74,649

Total Liabilities 3,681,443

NET ASSETS 1,063,790


Accumulated comprehensive revenue and expense 963,790

Reserve fund for continued operations 10 100,000

TOTAL EQUITY 1,063,790

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

Aktive Annual Report 2015/2016 35


For the year ended 30 June 2016

NOTES 2016


Receipts from Sport New Zealand 9,921,953

Receipts from other grants 2,715,500

Receipts from other exchange transactions 205,495

Interest received 88,414

GST (158,790)

Payments to suppliers and employees (2,905,035)

Grants paid (8,484,814)

Cash flows from other operating activities (93,741)

Interest paid (1,587)

Total Cash Flows from Operating Activities 1,287,393


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

Payments to purchase investments (617,532)

Total Cash Flows from Investing Activities (639,458)


Repayment of borrowings (106,239)

Total Cash Flows from Financing Activities (106,239)



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

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

Net change in cash for period 541,695

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

36 Aktive Annual Report 2015/2016


For the year ended 30 June 2016


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”). It complies 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.

Effect of first-time adoption of PBE standards on accounting policies and disclosures

These are the first financial statements of Aktive that are presented in accordance with PBE standards.

Aktive has previously reported in accordance with old GAAP as defined by Financial Reporting Standards and applicable

Statements of Standard Accounting Practice. Aktive has taken advantage of the exemption for the first time application

of PBE standards not to provide comparative values. Prior year audited financial statements can be found on Aktive’s

website at www.aktive.org.nz. The accounting policies adopted in these financial statements are consistent with those

of the previous financial year, except for instances when the accounting or reporting requirements of a PBE standard are

different to requirements under old GAAP as outlined below. The changes to accounting policies and disclosures caused

by first time application of PBE accounting standards are as follows:

PBE IPSAS 1 - Presentation of financial statements

There are minor differences between PBE IPSAS 1 and the equivalent standard under old GAAP. These differences have an

effect on disclosure only. The main changes in disclosure resulting from the application of PBE IPSAS 1 are the following:

Receivables from exchange and non-exchange transactions:

In the financial statements of the previous financial year, receivables were presented as a single total in the statement

of financial position. However, PBE IPSAS 1 requires receivables from non-exchange transactions and receivables

from exchange transactions to be presented separately in the statement of financial position.

PBE IPSAS 23 - Revenue from non-exchange transactions

PBE IPSAS 23 prescribes the financial reporting requirements for revenue arising from non-exchange transactions.

There is no equivalent financial reporting standard under old GAAP. The application of this standard affected Aktive’s

accounting for funding and grants revenue. In the previous financial year, grants received in relation to the provision

of a service were recognised as revenue on a percentage of completion basis. However, PBE IPSAS 23 requires revenue

from non-exchange transactions, such as grants, to be recognised as revenue as they are received, unless the grant

meets the definition of and recognition criteria for a liability. Non-exchange revenue from grants can only be deferred

and recognised as a liability if there is a condition attached to the grant that require an entity to use the grant as specified

or return of the grant if the entity does not perform as specified. The ‘Accumulated comprehensive revenue and expense’

reserve in the ‘Statement of financial position’ has increased from that disclosed in the previous financial year due to

this different grant treatment.

PBE IPSAS 2 - Cash flow statement

A statement of cash flows has been prepared.

Aktive Annual Report 2015/2016 37


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 has been complied with.

Where there are unfulfilled conditions attaching to the grant, the amount relating to the unfulfilled condition is

recognised as a liability and released to revenue as the conditions are fulfilled.


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.


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.

38 Aktive Annual Report 2015/2016

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 except for those at fair value through surplus or deficit 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, which are described below.

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, receivables from exchange transactions and non-equity investments fall into

this category of financial instruments.

Impairment of financial assets

Aktive assesses at the end of reporting date whether there is objective evidence that a financial asset or a group

of financial assets is impaired. A financial asset or a group of financial assets is impaired and impairment losses are

incurred if there is objective evidence of impairment as a result of one or more events that occurred after the initial

recognition of the asset (a ‘loss event’) and that loss event has an impact on the estimated future cash flows of

the financial asset or the group of financial assets that can be reliably estimated.

For financial assets carried at amortised cost, if there is objective evidence that an impairment loss on loans

and receivables carried at amortised cost has been incurred, the amount of the loss is measured as the difference

between the asset’s carrying amount and the present value of the estimated future cash flows discounted at

the financial asset’s original effective interest rate. The carrying amount of the asset is reduced through the use

of an allowance account. The amount of the loss is recognised in the surplus or deficit for the reporting period.

In determining whether there is any objective evidence of impairment, Aktive first assesses whether there is objective

evidence of impairment of financial assets that are individually significant, and individually or collectively significant

for financial assets that are not individually significant. If Aktive determines that there is no objective evidence of

impairment for an individually assessed financial asset, it includes the asset in a group of financial asset’s with similar

credit risk characteristics and collectively assesses them for impairment. Assets that are individually assessed

for impairment and for which an impairment loss is or continues to be recognised are not included in a collective

assessment for impairment.

If in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively

to an event occurring after the impairment was recognised, the previously recognised impairment loss is reversed by

adjusting the allowance account. If the reversal results in the carrying amount exceeding its amortised cost,

the amount of the reversal is recognised in surplus or deficit.

Financial liabilities

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

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.

Aktive Annual Report 2015/2016 39


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.


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.


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.


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

Internal Affairs.


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.


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.


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.


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.

40 Aktive Annual Report 2015/2016


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.


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



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.

Aktive Annual Report 2015/2016 41


For the year ended 30 June 2016




KiwiSport funding 2,688,483

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


Auckland Council 552,000

Grants Income 2,109,059

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


Grant revenue includes the following amounts gratefully received; Foundation North $1,196,000, Lion Foundation $50,000,

NZ Community Trust $630,000, and Water Safety New Zealand Incorporated $250,000.


Grants - community funding 7,273,210

Leasing, rental and other interest costs 93,606

Trustees and related party expenses 84,335



Loans and Receivables

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

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


Trade Receivables

Accounts Receivable 55,919

Total Trade Receivables 55,919


Receivables from non-exchange transactions 637,000

Total Loans and Receivables 4,457,634

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


Trade and other payables (465,548)

Employee benefits (52,332)

Loans and borrowings (121,805)

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

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

42 Aktive Annual Report 2015/2016



Cash at bank 1,694,958

Short-term deposits with maturities of less than 3 months 1,452,226

Total Cash and cash equivalents 3,147,183


Term deposits - maturing within 12 months of balance date

(in Dec 2016 bearing 3.25% interest)


Total Short Term Investments 617,532


Motor Vehicles

Vehicles owned 249,802

Accumulated depreciation - vehicles owned (67,862)

Total Motor Vehicles 181,941

Office Equipment

Office equipment owned 25,007

Accumulated depreciation - office equipment (15,006)

Total Office Equipment 10,001

Computer Equipment

Computer equipment owned 52,832

Accumulated depreciation - computer equipment (28,783)

Total Computer Equipment 24,049



Office Equipment Computer Equipment Motor Vehicles

Opening balance 12,882 37,376 108,115

Additions 3,366 3,411 112,533

Disposals - - -

Depreciation 6,247 16,738 38,707

Net book value 10,001 24,049 181,941

Aktive Annual Report 2015/2016 43



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

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

Income in advance - other 130,737

Total Income In Advance 3,041,759



Obligations under finance lease due within one year 47,156

Total Current interest bearing loans and borrowings 47, 156


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

Obligations under finance leases greater than five years -

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


Finance leases are secured over the motor vehicles to which they relate. Interest paid on finance leases during

the period was $9,417.

The effective interest rates vary between 9.0% and 12.02% and maturity dates are from April 2018 to January 2020.



Reserve Fund for Continued Operations 100,000

Total Reserves 100,000


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 it to continue its operation

should there be a short term interruption to usual funding levels.


In the previous financial year, grants received in relation to the provision of a service were recognised as revenue on a

percentage of completion basis. However, PBE IPSAS 23 requires revenue from non-exchange transactions, such as grants,

to be recognised as revenue as they are received, unless the grant meets the definition of and recognition criteria for a liability.

Non-exchange revenue from grants can only be deferred and recognised as a liability if there is a condition attached to the

grant that require an entity to use the grant as specified or return of the grant if the entity does not perform as specified. The

‘Accumulated comprehensive revenue and expense’ reserve in the ‘Statement of financial position’ has increased from that

disclosed in the previous financial year due to this different grant treatment by $1,103,333 as per table below. It is anticipated

that this increase will reverse as related expenditure is incurred.

As of 30 June 2015 Old GAAP Effect of Transition NZ PBE IPAS

Income in advance 2,713,765 (1,183,333) 1,530,432

Retained Earnings 28,864 1,103,333 1,132,198

Reserve for continued operations 20,000 80,000 100,000

44 Aktive Annual Report 2015/2016




Not later than one year 72,447

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

Later than five years 205,270

Total Non-cancellable operating lease commitments 567,505


Aktive has entered into various commitments for community sport

development over the next 2 years


Total Commitments to provide loans or grants 750,227


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


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

payroll transactions.



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


and Auckland Council

Fairfax advertising and communications support 125,000

Support for the Good Sport programme principally by AUT staff 28,418

Cars provided by West City Holden 8,400

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

Total In-kind goods or services 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.

Aktive Annual Report 2015/2016 45




No related party receivables -

Total Receivables -


R. Lovett; Trustee fees payable 6,000

Total Payables 6,000


No related party sales transactions -

Total Revenue -


G. Child; Trustee fees 12,000

R. Lovett; Trustee fees 24,000

E. Lyndon; Trustee fees 12,000

P. Meehan; Trustee fees 12,000

H. Robinson; Trustee fees 12,000

J. Wiggins; Trustee fees 12,000

Total Expenses 84,000


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:


Total remuneration. 772,156

Number of persons 5.2


Aktive has entered into agreements with Sport New Zealand to receive $18,392,000 for 4 years of community sport funding

and $382,500 for 12 months of He Oranga Poutama funding, also with NZ Rugby Union to receive $150,000 for 3 years of

club capability development funding, and with Trillian Trust to receive $100,000 for 12 months of funding for water safety.

46 Aktive Annual Report 2015/2016

Independent Auditor’s Report

To the Trustees of

Auckland Sport trading as

Aktive – Auckland Sport & Recreation

RSM Hayes Audit

Newmarket, Auckland 1149

Level 1, 1 Broadway

Newmarket, Auckland 1023

+64 (9) 367 1656


We have audited the financial statements of Auckland Sport, trading as Aktive – Auckland Sport & Recreation,

on pages 31 to 45 which comprise the statement of financial position as at 30 June 2016, and the statement of

comprehensive revenue and expense, statement of changes in net assets/equity, and statement of cash flows

for the year then ended, and a summary of significant accounting policies and other explanatory information.

This report is made solely to the Trustees, as a body. Our audit has been undertaken so that we might state to

the Trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To

the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than Auckland

Sport and the Trustees as a body, for our work, for this report, or for the opinions we have formed.

Trustees’ Responsibility for the Financial Statements

The trustees are responsible for the preparation and fair presentation of these financial statements in

accordance with Public Benefit Entity Standards Reduced Disclosure Regime and for such internal control as

the trustees determine is necessary to enable the preparation of financial statements that are free from material

misstatement, whether due to fraud or error.

Auditor’s Responsibility

Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our

audit in accordance with International Standards on Auditing (New Zealand).

Those standards require that we comply with ethical requirements and plan and perform the audit to obtain

reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the

financial statements. The procedures selected depend on the auditor’s judgement, including the assessment of

the risks of material misstatement of the financial statements, whether due to fraud or error. In making those

risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation

of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not

for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also

includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting

estimates, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our

audit opinion.

Other than in our capacity as auditor we have no relationship with, or interests in, Auckland Sport.


In our opinion, the financial statements on pages 31 to 45 present fairly, in all material respects, the financial

position of Auckland Sport as at 30 June 2016, and its financial performance and cash flows for the year then

ended in accordance with Public Benefit Entity Standards Reduced Disclosure Regime.

12 October 2016



RSM Hayes Audit is a member of the RSM network and trades as RSM. RSM is the trading name used by the members of the RSM network. Each member of the RSM network is an

Aktive Annual Report 2015/2016 47

48 Aktive Annual Report 2015/2016



Aktive - Auckland Sport & Recreation

Brought Forward Unallocated KiwiSport Funds

KiwiSport Grants 74,235

Interest/Other 0

Total 74,235

Additional funding in year

KiwiSport Grants - Sept 2015 588,236

Interest/Other allocations in year 0

Total funds available for distribution in 2015/16 funding round

662,471 (A)

Application of above funds:

New applications - granted and paid in year 202,500

New applications - granted and payment due 272,154

Total new applications funded (refer listing below)

474,654 (B)

Difference; unallocated funds carried forward (A) less (B) 187,817

Application of KiwiSport funds

Athletics NZ 76,911

Auckland Badminton 100,000

Hockey NZ 24,147

Northern/ Auckland Football Federation 41,724

Softball NZ 35,160

Special Olympics NZ 35,923

Surf Lifesaving Northern Region 66,359

Table Tennis NZ 30,000

Tennis Auckland 44,430

Total of new applications funded 474,654

Aktive Annual Report 2015/2016 49


Counties Manukau Sport

Brought Forward Unallocated KiwiSport Funds (from Annual Accounts)

KiwiSport Grants 57,353

Interest/Other 252,654

Total 310,007

Additional funding in year

KiwiSport Grants - Sept 2015 868,569

Interest/Other allocations in year 16,607

Total funds available for distribution in 2015/16 funding round

1,195,183 (A)

Application of above funds:

New applications - granted and paid in year 298,313

New applications - granted and payment due 637,187

Total new applications funded (refer listing below)

935,500 (B)

Difference; unallocated funds carried forward (A) less (B) 259,683

Application of KiwiSport funds

ABSL (CM Basketball Association RSO) 40,000

Athletics NZ 4,900

Auckland Football Federation 31,0000

Auckland Hockey 13,500

Auckland Rugby 42,000

Auckland Table Tennis 2,220

Bucklands Beach Yacht Club 18,000

Counties Manukau Cricket Assn 40,000

Counties Manukau Hockey Assn 40,000

Counties Manukau Orienteering Club (Inc) 31,120

Counties Manukau Rugby League 32,000

Cycling NZ and Counties Manukau Sport 41,600

Fencibles United Football 8,000

Franklin Gymsports 10,000

GymCity Papatoetoe 12,000

International Taekwon-Do New Zealand (NSO) 13,400

Mangere Principals Association 138,000

Manurewa Principals Association 133,000

Netball Northern Zone 10,000

Papakura Principals Group 108,000

Papakura Netball Centre 30,000

Papakura Netball Centre (PNC) 15,000

Papatoetoe Cricket Club 20,000

Pukekohe Lawn Tennis Club Inc 3,780

Pukekohe Lawn Tennis Club Inc 2,280

Rosehill College 10,000

SNAG Golf NZ 10,000

Southern Districts Hockey Club 12,000

Squash Auckland 5,700

Squash Auckland Primary 17,500

Surfing New Zealand Inc 6,000

Te Puru Community Charitable Trust 7,000

Touch NZ 27,500

Total of new applications funded 935,500

50 Aktive Annual Report 2015/2016


Harbour Sport

Brought Forward Unallocated KiwiSport Funds (from Annual Accounts)

KiwiSport Grants 13,633

Interest/Other 0

Total 13,633

Additional funding in year

KiwiSport Grants - Sept 2015 540,304

Interest/Other allocations in year 0

Total funds available for distribution in 2015/16 funding round

553,937 (A)

Application of above funds:

New applications - granted and paid in year 163,336

New applications - granted and payment due 184,854

Total new applications funded (refer listing below)

348,190 (B)

Difference; unallocated funds carried forward (A) less (B) 205,747

Application of KiwiSport funds

ActivAsian - Get Set Go 15,000

Albany Senior High School 10,000

Collaborate for Y7 and Y8 24,000

CSI 154,690

Fast Fund 40,000

FMP & Gymnastics School Programme 22,000

KiwiSquash 8,000

Māhuhu-ki-te-rangi 22,000

Matakana School KiwiSport 6,000

Rodney Basketball 24,000

Spike Spin Smash 15,000

Westlake Boys Social Football 7,500

Total of new applications funded 348,190

Aktive Annual Report 2015/2016 51


Sport Auckland

Brought Forward Unallocated KiwiSport Funds (from Annual Accounts)

KiwiSport Grants 175,409

Interest/Other 0

Total 175,409

Additional funding in year

KiwiSport Grants - Sept 2015 606,912

Interest/Other allocations in year 0

Total funds available for distribution in 2015/16 funding round

782,321 (A)

Application of above funds:

New applications - granted and paid in year 282,538

New applications - granted and payment due 215,205

Total new applications funded (refer listing below)

497,743 (B)

Difference; unallocated funds carried forward (A) less (B) 284,578

Application of KiwiSport funds

AFL 10,970

Aotearoa Martial Arts Academy 6,480

Athletics NZ 34,610

Auckland Basketball 39,520

Auckland Football 7,456

Auckland Girls Grammar School 5,000

Auckland Hockey 47,063

Auckland Netball 39,500

Auckland Netball 7,080

Auckland Orienteering 9,940

Auckland Softball 9,054

Baradene College 5,000

Boxfit Panmure 1,739

East City BMX Club 5,000

International Taekwondo 49,456

Kiwi Tennis 9,255

North Harbour Volleyball 5,040

Renaissance School of Dance 8,800

SNAG 87,440

Squash Auckland 29,260

Squash Auckland 5,000

Tennis Auckland 21,600

Tennis Auckland 4,160

Tri Star Gymnastics 49,320

Total of new applications funded 497,743

52 Aktive Annual Report 2015/2016


Sport Waitakere

Brought Forward Unallocated KiwiSport Funds (from Annual Accounts) Funding received in period

KiwiSport Grants 353,949

Interest/Other 0

Total 353,949

Additional funding in year

KiwiSport Grants - Sept 2015 337,160

Interest/Other allocations in year 197

Total funds available for distribution in 2015/16 funding round

691,306 (A)

Application of above funds:

New applications - granted and paid in year 278,122

New applications - granted and payment due 0

Total new applications funded (refer listing below)

278,122 (B)

Difference; unallocated funds carried forward (A) less (B) 413,184

Application of KiwiSport funds

Local Contestable Funds

Auckland Basketball Services 12,400

Auckland Diving Community Trust 5,000

Squash Auckland 20,734

Surf Life Saving 6,942

Surfing New Zealand 5,000

Waitakere Gymnastics 22,375

Waitakere Regional Turf Trust 10,330

Fast Fund

Black Sands Triathlon 4,750

Green Bay High School 2,250

Henderson North Primary 4,620

NZ Indoor Bowls -4,450

Tamariki Tours 5,000

The Chariot Project 1,400

Waitakere College 4,540

Waitakere West Basketball 5,000

Primary Fund

Green Bay High School 13,034

Green Bay High School 46,441

Henderson Primary 5,521

Kelston Primary 5,594

Massey Primary 10,894


Green Bay High School 18,800

Rutherford High School 26,088

Waitakere Regional Turf Trust 6,000

Whau 39,859

Total of new applications funded 278,122

Aktive Annual Report 2015/2016 53


Funding Partners

Sponsorship Partners & Preferred Suppliers

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