Annual Report 2015-2016

Annual Report 

Pūrongo ā tau

CONTENTS 

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 

GUTSY 

Kia maia 

We make transparent, bold 

decisions in pursuit of our 

vision for Auckland. 

RELENTLESS 

Kia manawa piharau 

We have the passion 

and perseverance to 

achieve our goals. 

PLAY IT STRAIGHT 

Kia tākaro tōtika 

We deal with the facts, 

focus on solutions, 

and treat everyone 

fairly and with integrity. 

M 

E A 

GO HARD 

Kia kaha 

We work with intensity, 

urgency and vigour. 

TEAM UP 

Kia tū takitini 

We succeed by trusting 

and playing to each other’s 

distinctive strengths.

Aktive Annual Report 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. 

MOVE

4 Aktive Annual Report 2015/2016 

STRATEGIC INVESTMENT 

Rautaki whakangao 

Strategically 

Aligned 

Investment 

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. 

KEY STRATEGIC FUNDERS


$3,455,420 

Auckland Wide Investment 

Auckland Regional Kiwisport 

Coach Evolve 

He Oranga Poutama 

Good Sports 

HERA - Everyday Goddess 

Performance Coach Advance 

NORTH 

$1,366,926 

CENTRAL 

$1,664,965 

Per Capita $4.34* 

Regional Sports Director 

College Sport 


Local KiwiSport 


Community Sport 



Local KiwSport 

Local Area 

Investment 

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

Leadership & Advocacy 

SOUTH 

$2,175,249 


Local KiwiSport 

FYFOD Community Swim 




Local KiwSport 


Play.Sport 

WEST 

$1,081,191 


Action Plan 

Greater Auckland Aquatic 

Targeted Populations 

TLC (Talent, Leadership & Character) 


Pathway to Podium 

Coaching & Talent Development 

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


Message 

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


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.


MESSAGE FROM AUCKLAND COUNCIL 

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

MESSAGE FROM SPORT NEW ZEALAND 

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


GOVERNANCE 

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. 

Strategy 

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 

Risk 

Aktive’s Board takes seriously its obligation to identify 

and manage potential risk to the organisation and the wider 

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

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

adopting and providing a health and safety policy that meets 

the requirements of the health and safety legislation, and in 

ensuring its delivery partners understand their obligations. 

Communication 

The Aktive Board believes in fostering relationships 

and engagement through transparent communication 

with stakeholders and delivery partners. 

Regular meetings are held with the chairs of 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 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.

OUR PERFORMANCE 

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


M E 

A BIG 

PLAY 

Aktive works with and through a 

number of key partners to fund 

and deliver projects throughout 

Auckland communities. 

With a region as large, as populated and as culturally 

and geographically diverse as Auckland, this coordinated 

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

Aktive continues to provide leadership for the entire Auckland 

sport and recreation sector 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. 

OUR STRATEGIC PRIORITIES & PERFORMANCE 

More Aucklanders More Active 

With a particular focus on school aged children and 

low-participation communities, and an emphasis on 

introducing and supporting more coaches 

Stakeholder Alignment and Sector Development 

Especially shared services, coach development and 

supporting sporting codes’ capability development 

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.

SERVICE PERFORMANCE AGAINST STRATEGIC PLAN 

Rautaki Matua 

Strategic Priority 

More 

Aucklanders 

More Active 

Whainga 

Goals 

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 


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) 


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 

ethnicities 

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. 

Stakeholder 

alignment 

& sector 

development 

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 

development 

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.


Rautaki Matua 

Strategic Priority 

Whainga 

Goals 

2016 Progress 

Stakeholder 

alignment 

& sector 

development 

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 

ASARSAP. 

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 

Council 

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. 

Sporting 

Excellence 

Promoted & 

Celebrated 

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. 

Spaces 

& Places 

Improved access to 

facilities and spaces for all 

Aucklanders 

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


MORE AUCKLANDERS MORE ACTIVE 

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

achieve greater value for every dollar invested as well as 

attract greater investment into a sector that’s important to 

both the regional economy and New Zealand’s sport and 

recreation sector. 

Coordination and leadership from Aktive has not only brought 

more investment, but also more collaboration across the sector, 

with successful local projects rolled out into other parts of 

Auckland and successful region-wide initiatives launched to 

address issues and opportunities facing the entire region. 

Allocation of Investment Funds 

Aktive invested more than $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. 

HIGHLIGHTS FROM DELIVERY PARTNERS 

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.


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.


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.


Sport Auckland 

This year has seen Sport Auckland immersed in our 

communities and delivering a full year of our Strategic Plan 

2015-2018. 

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 

Education. 

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 

participants. 

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.


Sport Waitakere 

Sport Waitakere has completed another successful year 

delivering within our four strategic pillars to achieve our 

vision “Everyone connected, healthy and active”. 

Schools 

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 

$499,000. 

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 

community. 

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 

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. 

Community 

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


AUCKLAND WIDE PROGRAMMES 

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. 

10,491 

youth participants took 

part in the HOP 

ki Tāmaki programme, 

a 35% increase on 

the previous year.


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 

delivered 

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. 


• 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.


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. 


• Three two-day Good Sports Developers Courses 

have been delivered, training a total of 49 Good Sports 

Developers 

• 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. 

www.facebook.com/goodsportsnz.


STAKEHOLDER ALIGNMENT & SECTOR DEVELOPMENT 

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 

participants


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). 


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. 


• 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).


“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


SPACES AND PLACES 

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’ 

Roundtable 

series launched 

in May 2016.


FUTURE FOCUS 2016-2020: 

THE AUCKLAND APPROACH TO COMMUNITY SPORT 

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.


FINANCIAL STATEMENTS 

For the year ended 30 June 2016 

CONTENTS 

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 

DIRECTORY AS AT 30 JUNE 2016 

Nature of business 

To collaborate, set direction and provide 

regional leadership for Auckland’s sport 

and recreation communities. 

Charities Commission 

Registration Number 

CC49335 

Location 

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


TRUSTEES’ REPORT 


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


STATEMENT OF COMPREHENSIVE REVENUE AND EXPENSE 


NOTES 2016 

REVENUE 

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 

EXPENSES 

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 

TOTAL EXPENSES 10,532,357 

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

Other Comprehensive Revenue and Expenses - 

TOTAL COMPREHENSIVE REVENUE AND EXPENSES (168,408) 

STATEMENT OF CHANGES IN NET ASSETS / EQUITY 



NET ASSETS / EQUITY 

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 

TOTAL NET ASSETS / 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’.


STATEMENT OF FINANCIAL POSITION 

As at 30 June 2016 


ASSETS 

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 

LIABILITIES 

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 

EQUITY 

Accumulated comprehensive revenue and expense 963,790 

Reserve fund for continued operations 10 100,000 

TOTAL EQUITY 1,063,790 



STATEMENT OF CASH FLOWS 



CASH FLOWS FROM OPERATING ACTIVITIES 

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 

CASH FLOWS FROM INVESTING ACTIVITIES 

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

Payments to purchase investments (617,532) 

Total Cash Flows from Investing Activities (639,458) 

CASH FLOWS FROM FINANCING ACTIVITIES 

Repayment of borrowings (106,239) 

Total Cash Flows from Financing Activities (106,239) 

NET INCREASE / (DECREASE) IN CASH 541,695 

CASH BALANCES 

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 



STATEMENT OF ACCOUNTING POLICIES 


1.1 BASIS OF PREPARATION 

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

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

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

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

These financial statements have been prepared in accordance with Generally Accepted Accounting Practice in 

New Zealand (“NZ GAAP”). 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.


1.2 REVENUE 

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

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

recognition criteria must be met before revenue is recognised. 

Revenue from non-exchange transactions 

Grant revenue 

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

and businesses. Grant revenue is recognised when the conditions attached to the grant 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. 

KiwiSport 

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

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

with 80% of total funding distributed to local areas within Auckland and the remaining 20% allocated to ‘regional’ 

use. The local portion of this fund is ultimately received by Primary Schools, Secondary Schools and Community 

Organisations to deliver programmes to school aged children. 

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

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

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

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

Revenue from exchange transactions 

Sponsorship in kind 

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

Sponsorship in kind is measured at fair value as at the date of acquisition, ascertained by reference to 

the expected cost that would be otherwise incurred. 

Interest income 

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

1.3 FINANCIAL INSTRUMENTS 

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

of the financial instrument. 

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

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

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

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

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

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

control of the asset.


Financial assets 

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

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

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

at initial recognition. 

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

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

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

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

All financial assets 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.


1.4 CASH AND CASH EQUIVALENTS 

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

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

1.5 SHORT TERM INVESTMENTS 

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

do not fall into the category of cash and cash equivalents. 

1.6 PROPERTY, PLANT AND EQUIPMENT 

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

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

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

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

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

- Motor vehicles 20% 

- Office equipment 10-40% 

- Computer equipment 10-40% 

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

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

embodied in the asset. 

1.7 INCOME TAX 

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

Internal Affairs. 

1.8 GOODS AND SERVICES TAX (GST) 

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

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

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

1.9 LEASES 

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

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

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

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

the leased asset. 

Interest charges under finance leases are apportioned over the terms of the respective leases. 

Capitalised leased assets are depreciated over their expected useful lives in accordance with rates established 

for similar assets. 

1.10 BORROWING COSTS 

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

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

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

1.11 EMPLOYEE BENEFITS 

Wages, salaries, annual leave and sick leave 

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

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

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


1.12 EQUITY 

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

Equity is made up of the following components: 

Accumulated comprehensive revenue and expense 

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

adjusted for transfers to/from specific reserves. 

Reserve fund for continued operations 

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

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

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

been established for this purpose. 

1.13 SIGNIFICANT ACCOUNTING JUDGEMENTS, ESTIMATES AND ASSUMPTIONS 

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

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

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

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

periods. 

Judgements 

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

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

Operating lease commitments 

Aktive has entered into one or more operating leases. 

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

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

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

operating leases. 

Estimates and assumptions 

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

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

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

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

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

are reflected in the assumptions when they occur. 

Useful lives and residual values 

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

future use and value from disposal: 

- The condition of the asset 

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

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

- Availability of funding to replace the asset 

- Changes in the market in relation to the asset 

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


NOTES TO THE FINANCIAL STATEMENTS 


2016 

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

2. REVENUE FROM NON-EXCHANGE TRANSACTIONS 

KiwiSport funding 2,688,483 

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

OTHER GRANTS, DONATIONS AND SIMILAR REVENUE 

Auckland Council 552,000 

Grants Income 2,109,059 

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

TOTAL REVENUE FROM NON-EXCHANGE TRANSACTIONS 9,815,257 

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. 

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

Grants - community funding 7,273,210 

Leasing, rental and other interest costs 93,606 

Trustees and related party expenses 84,335 

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

FINANCIAL ASSETS (WITHIN STATEMENT OF FINANCIAL POSITION) 

Loans and Receivables 

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

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

RECEIVABLES FROM EXCHANGE TRANSACTIONS 

Trade Receivables 

Accounts Receivable 55,919 

Total Trade Receivables 55,919 

TOTAL RECEIVABLES FROM EXCHANGE TRANSACTIONS 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 

FINANCIAL LIABILITIES - AT AMORTISED COST 

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)



5. CASH AND CASH EQUIVALENTS 

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 

6. SHORT TERM INVESTMENTS 

Term deposits - maturing within 12 months of balance date 

(in Dec 2016 bearing 3.25% interest) 

617,532 

Total Short Term Investments 617,532 

7. PROPERTY, PLANT AND EQUIPMENT 

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 

TOTAL PROPERTY, PLANT AND EQUIPMENT 215,990 

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

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



8. INCOME IN ADVANCE 

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 

9. LOANS 

CURRENT INTEREST BEARING LOANS AND BORROWINGS 

Obligations under finance lease due within one year 47,156 

Total Current interest bearing loans and borrowings 47, 156 

NON-CURRENT INTEREST BEARING LOANS AND BORROWINGS 

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 

SECURED FINANCE LEASE OBLIGATIONS 

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. 

10. BREAKDOWN OF RESERVES 

RESERVES 

Reserve Fund for Continued Operations 100,000 

Total Reserves 100,000 

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 it to continue its operation 

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

ACCUMULATED COMPREHENSIVE REVENUE AND EXPENSE 

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



11. COMMITMENTS 

NON-CANCELLABLE OPERATING LEASE COMMITMENTS 

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 

COMMITMENTS TO PROVIDE LOANS OR GRANTS 

Aktive has entered into various commitments for community sport 

development over the next 2 years 

750,227 

Total Commitments to provide loans or grants 750,227 

NON-CANCELLABLE OPERATING LEASE COMMITMENTS 

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

12. CONTINGENT LIABILITIES AND GUARANTEES 

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

payroll transactions. 

13. IN-KIND GOODS OR SERVICES PROVIDED 

IN-KIND GOODS OR SERVICES 

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

68,618 

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.



14. RELATED PARTIES 

Receivables 

No related party receivables - 

Total Receivables - 

Payables 

R. Lovett; Trustee fees payable 6,000 

Total Payables 6,000 

Revenue 

No related party sales transactions - 

Total Revenue - 

Expenses 

G. Child; Trustee fees 12,000 

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 

KEY MANAGEMENT PERSONNEL 

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

the governing body which is comprised of the Board of Trustees, and employees having the authority and responsibility 

for planning and controlling the activity of Aktive, which constitutes the governing body of Aktive. The aggregate remuneration 

of key management personnel and the number of individuals, determined on a full-time equivalent basis, receiving remuneration 

is as follows: 

KEY MANAGEMENT REMUNERATION 

Total remuneration. 772,156 

Number of persons 5.2 

15. EVENTS AFTER THE BALANCE DATE 

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.


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 

www.rsmnz.co.nz 

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. 

Opinion 

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 

THE POWER OF BEING UNDERSTOOD 

AUDIT | TAX | CONSULTING 

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


KIWISPORT 2015/2016 REGIONAL PARTNERSHIP FUND 

REGIONAL KIWISPORT FUNDING 

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


LOCAL KIWISPORT FUNDING 

Counties Manukau Sport 

Brought Forward Unallocated KiwiSport Funds (from Annual Accounts) 


Interest/Other 252,654 

Total 310,007 



Interest/Other allocations in year 16,607 


1,195,183 (A) 





935,500 (B) 



ABSL (CM Basketball Association RSO) 40,000 


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 




Harbour Sport 




Total 13,633 





553,937 (A) 





348,190 (B) 



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 




Sport Auckland 




Total 175,409 





782,321 (A) 





497,743 (B) 



AFL 10,970 

Aotearoa Martial Arts Academy 6,480 


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 





Tri Star Gymnastics 49,320 




Sport Waitakere 

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



Total 353,949 





691,306 (A) 



New applications - granted and payment due 0 


278,122 (B) 



Local Contestable Funds 

Auckland Basketball Services 12,400 

Auckland Diving Community Trust 5,000 


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 



Henderson Primary 5,521 

Kelston Primary 5,594 

Massey Primary 10,894 

SSF 


Rutherford High School 26,088 

Waitakere Regional Turf Trust 6,000 

Whau 39,859 



www.aktive.org.nz 

Funding Partners 

Sponsorship Partners & Preferred Suppliers

Annual Report 2015-2016

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