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Annual Report 2018/2019

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Aktive Annual Report 2018/2019 1

Annual Report

Pūrongo ā tau


2 Aktive Annual Report 2018/2019

Aktive Annual Report 2018/2019 3

E A MOVE

OUR VISION

Tō mātou matawhānui

Auckland

– the world’s most active city

Tāmaki Makaurau – te tāone

ngangahau rawa o te ao

OUR PURPOSE

Tō mātou take matua

Our purpose is to provide

leadership to the Auckland

region that encourages, enables

and inspires Aucklanders to

lead more active lives through

sport and active recreation

OUR VALUES

Ō mātou uara

GUTSY

Kia maia

We make transparent,

bold decisions in pursuit

of our vision for Auckland

TEAM UP

Kia tū takitini

We succeed by trusting

and playing to each

other’s distinctive strengths

BE ON THE

FRONT FOOT

Kōkiri whakamua

We take the initiative, adapt

quickly to change, and keep

an eye on the horizon

GO HARD

Kia kaha

We work relentlessly,

persevere, and see things

through

PLAY IT STRAIGHT

Kia tākaro tōtika

We deal with the facts,

focus on solutions, and

treat everyone fairly

and with integrity

02 Our Vision, Purpose and Values

04 Strategic Investment

06 Messages from Sport New Zealand

and Auckland Council

08 Message from the Chair and CEO

10 Aktive's Long-Term Strategic

Framework To 2040

12 Governance

14 The Auckland Approach to

Community Sport

16 Insights

19 Our Performance

24 Initiative Shapshots

28 Financial Statements

41 Auditor's Report

44 KiwiSport Financial Statements

52 Targeted Populations Group

Financial Update


4 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 5

Strategic

Investment

Rautaki whakangao

Aktive invested more than $11 million

in 2018/19 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.

Targeted Populations

Leadership & Advocacy

NORTH

$2,440,007

$2,748,084

Per Capita $7.16

Coaching & Talent Development

Per Capita $7.25

$870,208

Indirect Investment

Direct Investment $1,569,799

Direct Investment $1,792,993

Indirect Investment

CENTRAL

$955,091

$11,022,446

2018/19 Auckland Wide Investment

Local Area

Investment

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

SOUTH

$3,795,923

Direct Investment $2,374,507

Indirect Investment

$1,421,416

Per Capita $8.13

$788,099

Direct Investment $1,250,333

Indirect Investment

Greater Auckland Aquatic

Action Plan

WEST

Per Capita $8.91

$2,038,432

TLC (Talent, Leadership & Character)

Community Sport

KEY STRATEGIC FUNDERS

We acknowledge our key strategic funders and thank them for their much-valued

support of sport and recreation in Tāmaki Makaurau.


6 Aktive Annual Report 2018/2019

Aktive Annual Report 2018/2019 7

MESSAGE FROM AUCKLAND COUNCIL

He pānui nō te Kaunihera ō Tāmaki Makaurau

MESSAGE FROM SPORT NEW ZEALAND

He pānui no Ihi Aotearoa

Our goal is for Tāmaki Makaurau to be a

pride. The council already supports

right across our region from hockey

Sport New Zealand (Sport NZ) is working

This reflects the strength of Aktive’s

Aktive will be key enabler of the success

world-class region that supports healthy

around 300 partner-run facilities across the

organisations in Waitākere and North

hard to improve the wellbeing of the people

board and its commitment to good

of this strategy, and we look forward to

and thriving communities. A place where

Auckland region, including pools, indoor

Harbour to the Papakura Netball Centre,

of Aotearoa New Zealand through play,

governance.

continuing our strong parentship with

Aucklanders have access to a wide range

courts, community centres, arts facilities

Three Kings Football, an indoor court

active recreation and sport. This starts with

I also congratulate Aktive’s board and

them over the next year and Towards 2032.

of activities that help them lead more active

and rural halls.

facility in Rodney and the development of

our young people, and the critical need

management on the development and

lifestyles.

With Auckland’s growing population,

BMX and off-road racing facilities at Colin

to provide them with relevant, equality

launch of Aktive's new Strategic Framework

Peter Miskimmin

Auckland Council currently provides 44

we’re seeing changes to the way

Dale Park.

experiences.

(2020 to 2040), and the extensive research

Chief Executive

leisure and recreation facilities, manages

Aucklanders participate in sport, as well as

Key to us delivering great opportunities

We’re delighted to have Aktive – Auckland

and consultation on which this is based.

Sport New Zealand

more than 4000 parks and reserves and

the sports that they play. So, the council

for Aucklanders to live healthy, more

Sport & Recreation working with us to get

This document will guide Aktive and its

supports hundreds of sports and recreation

has adopted the Increasing Aucklanders’

active lifestyles are our partnerships with

more young people physically active and

partners in their work to improve levels

programmes across the region, often in

Participation in Sport: Investment

organisations like Aktive. Auckland Council

realising the many benefits this brings.

and qualities of physical activity, and we

partnership with community groups and

Plan 2019-2039 to support increased

recognises the significant role Aktive plays

They are a key partner for Sport NZ, and

look forward to continuing to support them

sport and recreation organisations.

participation in community sport. The

in the community both locally and regionally,

one that shares our beliefs, commitment

on this.

In the past year, Auckland Council has

plan uses a people-centric approach to

and last year renewed a $552,000 strategic

and approach.

Sport NZ has recently launched our

adopted a Facilities Partnership Policy,

change the way we invest in sport and get

partnership grant to assist them in their

This year Aktive has taken more strides

new Strategic Direction (Towards 2032)

which outlines how the council will work

Aucklanders more active, more often.

work. We are pleased to continue to

forward in its efforts to ensure quality

and Strategic Plan 2020-24. In doing so

with community organisations to deliver

Auckland Council has also committed $5

support Aktive’s efforts to improve sport

opportunities are available to the people

we also released a new vision – Every

more quality and cost-effective facilities

million to community sport and recreation

and recreation in Tāmaki Makaurau.

of Auckland, and that these opportunities

Body Active – and a much sharper focus

for all Aucklanders to enjoy. Community

facility development, as part of the new

reflect the needs of Auckland’s many

on how, over the next four years, we will

facilities are important as they contribute

Sport and Recreation Facilities Investment

Stephen Town

communities.

work to get more tamariki and rangatahi

to building strong, healthy and vibrant

Fund. This will help unlock over $16 million

Chief Executive

I extend my congratulations to Aktive on

active in play, active recreation and sport.

communities and foster belonging and

worth of investment into sport projects

Auckland Council

receiving Sport NZ’s Governance Mark.

Given Auckland’s size and ethnic diversity,


8 Aktive Annual Report 2018/2019

Aktive Annual Report 2018/2019 9

2018/19 heralded a significant year for

Aktive with considerable momentum gained

with our flagship strategy, The Auckland

Approach to Community Sport, positive

results from key initiatives, valuable sector

and stakeholder acknowledgement, and

the future path consolidated with our

long-term strategic framework; all of which

contributes to the shared vision of Auckland

being the world’s most active city.

Together with key partners, The

Auckland Approach to Community Sport

represents a strong community sport

strategy for Tāmaki Makaurau. A targeted,

scalable system, it outlines key measures

and continues to evolve to meet the

region’s growing, diverse population and

changing needs.

Aktive and our delivery partners CLM

Community Sport, Harbour Sport, Sport

Auckland, Sport Waitākere and College

Sport Auckland with support from Sport

New Zealand and Auckland Council,

have taken this strategy from strength

to strength in 2018/19. Supported by

comprehensive planning and insights, we

have driven implementation, delivering

specific outcomes at a community level

and meaningful capability building. More

than two years since launching, the

strategy’s proven results and early stage

changes are encouraging.

Graham Child

Chair – Aktive

Message

from the

Chair & CEO

He pānui nō te Heamana me te Kaiwhakahaere Matua

The implementation of The Auckland

Approach to Community Sport and its

subsequent results are greatly assisted by

financial support from key investors and

funders including Sport New Zealand,

New Zealand Community Trust, Foundation

North and Auckland Council. This

provides confidence in and security for our

strategy and its initiatives. Support and

input from these stakeholders are much

appreciated as it enables us to further

develop Auckland’s sport and recreation

system and provide significant community

benefits. This is underpinned by our

commitment to transparency with funding

and all monies spent shown in the funding

allocation summary in this report and in the

comprehensive list of KiwiSport funding.

Aktive’s Shared Services and

Sarah Sandley

CEO – Aktive

Procurement also continues to provide

sector benefits, resulting in more than

two million dollars of realisable cost savings

for the sector to date, money that can be

reinvested back into community sport and

recreation.

We are proud that our stakeholder survey

indicated positive trends, validating Aktive’s

role and purpose. With more than 80% of

respondents at least reasonably familiar

with the work we do, we are pleased that

all indicators are tracking positively and we

have identified areas to focus future efforts.

This also feeds into our long-term strategic

framework which focuses on seven equally

important strategic priorities that will guide

our future to 2040.

Our involvement in Active Citizens

Worldwide provides another valuable tool

that is assisting us in our engagement

with various stakeholders, as well as on

the ground in Auckland. The second

Active Citizens Worldwide Annual Report

is supporting us and our partners with

practical initiatives to deliver growth

in physical activity. In partnership with

founding cities London and Singapore, and

now Stockholm, we continue to contribute

to worldwide systematic data capture,

benchmarking, and analysis of drivers of

physical activity in cities.

With a strategic priority to work

collaboratively and align with a broad

range of stakeholders, The Auckland

Approach to Community Sport initiatives

delivered impressive results in 2018/19.

Considerable progress has been made

across key areas including Good Sports ® ,

HERA – Everyday Goddess ® , the Greater

Auckland Aquatic Action Plan, coaching

programmes, and sector development with

a range of bespoke tools and resources

made available for all sport and recreation

organisations.

This year saw Aktive awarded the

CQ (Cultural Intelligence) Tick from the

Superdiversity Institute – the first sport

and recreation organisation to receive the

acknowledgement. To receive the CQ

Tick, organisations undertake the CQ Tick

Programme to measure the existing level

of cultural intelligence and capability of

staff and management so that gaps and

strengths can be identified, addressed and

built on to increase CQ.

The findings from our assessment

established a valuable benchmark to help

us to attract, retain and grow our team

to better reflect the increasingly diverse

community of Tāmaki Makaurau which we

represent and work with. Findings from the

CQ Survey indicate that Aktive is already

superdiverse with 25% of respondents

identifying as Māori and more than 25% of

respondents born outside of New Zealand.

We are represented by a range of ages and

14 different ethnicities with team members

speaking six languages fluently. Our partner

Harbour Sport also recently undertook an

assessment to achieve the CQ Tick relative

to its team.

This cultural intelligence recognition

supplements a number of existing diversity

policies and activities Aktive has in place,

including the Aktive Māori Advisory Group

which contributes to the organisation’s

strategic focus; the increasingly popular

ActivAsian that encourages growing

participation in the Asian community; and

HERA – Everyday Goddess, focused on

engaging 10- to 18-year-old girls in sport

and recreation.

Additionally, we signed a diversity

and inclusion partnership with Auckland

University of Technology (AUT) and

Superdiversity Institute to build on work

in this area. The collaboration recognises

that the sport and recreation sector plays

an important leadership role in connecting

and engaging our diverse communities,

promoting cross-cultural understanding

and social harmony.

Following a comprehensive and

measured external assessment, Aktive

was also awarded the Governance Mark

for Sport and Recreation in New Zealand

from Sport New Zealand this year. To

receive the acknowledgement, the Aktive

Board demonstrated it has a considered

process for development of strategy

and an ongoing monitoring regime. This

achievement acknowledges solid and

strategic governance, which is essential to

our vision to make Auckland the world’s

most active city.

We are indeed privileged and proud to be

supported by a strong, stable governance

platform. Our Board and Executive are

assisted with subcommittees and advisory

groups providing guidance in significant

aspects of our work and operations. These

include an audit and risk subcommittee,

commercial subcommittee, health and

safety subcommittee, Aktive Māori Advisory

Group and, this year, the introduction of

the Organised Sport Advisory Group. This

Group provides a sector-wide perspective

and valued input, collaboration and

guidance on organised sport in Auckland.

We are also grateful to be part of the

advisory group Healthy Auckland Together,

providing important perspective to local

discussions.

At the core of our mahi are our people – a

small team with significant expertise, skill

and commitment to each other and our

vision. We acknowledge and thank them for

their hard work.

In addition, we would like to recognise

our 2018/19 commercial partners – Holden,

Spark, Simpson Grierson, and Ricoh; and

our sector partners. Like Aktive, these

partners are committed to community sport

and recreation in Tāmaki Makaurau and

growing participation levels.

We would also like to sincerely thank the

up-stream funders who continue to show

confidence in Aktive and our approach

to Auckland. These include Sport New

Zealand, Auckland Council, Water Safety

New Zealand, Foundation North, the New

Zealand Community Trust and the Lion

Foundation.

Furthermore, we would like to recognise

our delivery and sector partners whose

valued input and expertise in facilitating

and encouraging local community results

is important and appreciated, particularly

CLM Community Sport, College Sport

Auckland, Harbour Sport, Sport Auckland

and Sport Waitākere. Finally, we would like

to acknowledge the Aktive Board for its

strategic guidance; this is much respected

and appreciated as we continue to work

together to engage more Aucklanders in

sport and recreation.


10 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 11

AKTIVE’S LONG-TERM STRATEGIC FRAMEWORK TO 2040

Te pou tarāwaho rautakitanga ki 2040

Auckland

– the world’s most active city

Tāmaki Makaurau – te tāone ngangahau rawa o te ao

Our vision is for Auckland to be the

world’s most active city. This is founded

on our belief that everyone has the

right to an active life, free from barriers

that limit access to and participation in

sport, play and active recreation.

The evidence is clear that being

physically active has a positive effect

on society, improving the wellbeing

of people and communities and

contributing to the hauora (health

and wellbeing) of our young people.

Participation in sport, play and active

recreation leads to:

• healthier bodies - improved

individual and community health

• healthier minds - improved

educational achievement and

mental wellbeing

• stronger communities - increased

social connection and enhanced

community wellbeing

• a stronger economy - more

productive employees and

economic benefits from a strong

sport and active recreation sector.

Auckland is a great place to live,

work and play. It’s one of the world’s

most liveable cities 1 and is a place

where people have a wide variety of

opportunities to be physically active

as part of daily life. With its beaches,

parks and ranges, sports facilities

and community halls, walking and

cycleways, Auckland has some great

spaces for sport, play and active

recreational activity.

Aucklanders value being active.

The majority participate in some

form of physical activity in any given

week, whether through involvement

in organised sport, going to the gym,

swimming, cycling, or going for a walk.

This is supported by a well-established

sport and recreation sector, which in

turn is supported by more than 300,000

volunteers.

However, the ways in which

Aucklanders participate in sport, play

and active recreation are changing.

Auckland faces challenges between

now and 2040 that could reduce

people’s physical activity levels and

have a negative impact on their health,

including:

• unmet sport and active recreation

needs from a changing population

(a more ethnically diverse and

a growing younger and older

population)

• a fast-growing city, placing further

pressure on sport and recreation

infrastructure

• growing income disparities, making

it more difficult for some people to

access sport and active recreation

opportunities

• changing technology influencing

how people engage in sport and

active recreation

• rising obesity levels adversely

affecting participation 2

• environmental change adversely

affecting outdoor sport and active

recreation, and

• ongoing funding shortfalls and an

associated failure to meet future

demand.

Some tough decisions will be needed

on future investment into the sport and

recreation sector.

Although most Aucklanders are

physically active in any given week, their

levels of activity are below World Health

Organisation (WHO) guidelines, with a

significant proportion either underactive

or inactive. Unless we work together to

change this, we predict that 1.5 million

Aucklanders will be underactive or

inactive by 2040 3 . That’s more than the

populations of Wellington, Christchurch,

Hamilton, Dunedin, Invercargill and

Tauranga combined. Of these, 480,000

will be inactive young Aucklanders (aged

17 and under) who could fill Eden Park

ten times over.

These people are Aktive’s priority.

We aim to strengthen Auckland’s

sporting and recreational systems and

environments so that these people lead

more active lives through sport, play

and active recreation.

By looking up and looking long we

hope to build the right kind of near-term

expertise, strategies and initiatives so

that we achieve the vision of Auckland

being the world’s most active city.

To achieve this vision, we will focus

on seven equally important strategic

priorities.

Leading the

conversation

Kia arahi i

ngā wānanga

kōrero

Together

we go further

Kia koke i roto

i te kōtuitanga

2

Anywhere,

anytime activity

Kia kori tinana, ahakoa te

wā, ahakoa te wāhi

7 3

6

1

Underactive

Aucklanders

are more active

Kia kaha ake te kori tinana

a ngā tāngata kāore i te

kaha ki te kori tinana

5

Partnering

with Māori

Kia mahi tahi

me te Māori

Great spaces

and places

He tūhoropaki

me ngā tūwāhi

tino pai

4

Keeping pace

with a changing

Auckland

Kia oma tahi

me te panoni

haeretanga o

Tāmaki

1

Mercer Quality of Living Survey (which ranked Auckland as third in its 2019 Quality of Life Survey)

2

Obesity is predicted to increase from current levels of 24.2% of people aged 15 and over, and 11.2% of children)

https://www.health.govt.nz/our-work/diseases-and-conditions/obesity

3

Based on World Health Organisation guidelines


12 Aktive Annual Report 2018/2019

Aktive Annual Report 2018/2019 13

GOVERNANCE

Mana whakahaere

2018/19 saw Aktive governed by an eightmember

Board, chaired by Graham Child

and supported by trustees Nick Alexander,

Dr Denise Atkins, Shelley Katae, Eru Lyndon,

Peter Meehan, David Tse and Jo Wiggins.

As a group, the Board has extensive sport,

business and governance knowledge and

experience that stands Aktive in good stead.

An audit and risk subcommittee, chaired by

Peter Meehan, meets on a bimonthly basis.

A health and safety subcommittee, which

both Jo Wiggins and Peter Meehan sit on, is

part of the audit and risk subcommittee, and

health and safety is the first topic of audit and

risk subcommittee meetings. A commercial

subcommittee, chaired by David Tse, meets

quarterly.

Risk

The Aktive Board respects its obligation to

identify and oversee potential risk to the

organisation and the wider sector. Trustees

conduct an annual comprehensive review

of risks. Every meeting agenda includes

a risk register that has been reviewed by

the audit and risk subcommittee and a

health and safety report. Aktive continues

to review and provide a health and safety

Trustees and Registered Interests

Graham Child, Chair

Reports Ltd

Chair: The Clubhouse NZ

Ltd, K Pasgaard & Company

Ltd, NZ Think Ltd, Loaded

Director: Triquestra NZ Ltd, Sports

Distributors NZ Ltd, Qualityarns NZ Ltd,

Quatro Management Ltd

Trustee: The Child Family Trust, Coldham

Family Trust, Quatro Trust

policy that meets related legislation

requirements and ensures its delivery

partners understand and are contractually

committed to these obligations.

Communication

Aktive’s Board is committed to advancing

relationships and engagement through

transparent communication with Aktive

employees, delivery partners and stakeholders.

This is facilitated through the

attendance of major stakeholders such

as Sport New Zealand and Auckland

Council at Aktive Board meetings,

regular meetings with chairs of Regional

Sports Trusts and other providers, and oneon-one

engagements with stakeholders;

supplemented by the distribution of reports,

newsletters and communications.

Advisory Groups

Aktive has a strategic priority to engage

collaboratively with a wide range of central

government and regional stakeholders.

To support this, advisory groups have

been formed with experts serving

voluntarily as follows:

Aktive Māori Advisory Group

Eru Lyndon (Chair); Jamie Cook; Megan

Tunks; Ayla Hoeta; Dr Mataroria Lyndon.

Shelley Katae

General Manager Strategy

& Performance: Tāmaki

Regeneration

Director: Taupō Moana Group Holdings

Ltd, Penapena Rawa Ltd

Trustee: Whare Rama

Eru Lyndon

Regional Commissioner

Organised Sport Advisory Group

Murray Lockwood, Netball Northern

(Chair); Dean Murphy, New Zealand Golf;

Julie Paterson, Tennis New Zealand;

John Limna, Northern Football Federation;

Nigel Cass, New Zealand Rugby;

Tina Bell-Kake, Counties Manukau

Hockey; Lara Collins, Waka Ama

New Zealand.

Regional KiwiSport Advisory Group

Mike Stanley, AUT Millennium (Chair);

Jim Lonergan, College Sport; Geraldine

Wilson, Auckland Council; Simone

Spencer, Aktive; Leanne Knox, Sport

Auckland; Mel Sykes, Harbour Sport;

Deepika Una, Sport Waitākere; Jason

McIntosh-Kerr, CLM Community Sport.

Counties Manukau Local KiwiSport

Advisory Group

Sue Styants, Styants Law (Chair);

Maia Lewis, College Sport; Martin Devoy,

Auckland Council; Murray Lockwood,

Netball Northern; Nikki Penetito-Hemara,

Healthy Families; Emily Luatua – Do Good

Feel Good; Nardi Leonard, Principal,

Jean Batten School.

David Tse

Director of Sales and

Marketing: Jade Software

Corporation New Zealand

Director: One Magpie Ltd, Voltage Ltd

Trustee: David’s Family Trust, Anna’s

Family Trust

Advisory Board Member: New Zealand

Asian Leaders

Aktive leads the way

in keeping us informed and

engaged in issues/activities/

priorities which may impact our

ability to deliver in Auckland

and sometimes nationally.

~

Aktive Stakeholder Survey Participant

Nick Alexander

Director: Navigator Limited

(employee): Ministry of

Social Development

Chair: Waitangi Ltd, Mahitahi Hauora

Trustee: The Lyndon Family Trust

Jo Wiggins

Director: Morvern Group Ltd

Trustee: NZCT Auckland

Reference Group,

Dr Denise Atkins

Peter Meehan

Director: PEDAL Properties

Worthington Family Trust

Consultant: Auckland Council

Senior Lecturer, AUT University

Ltd, Waiwera Enterprises Ltd

Director: Kosmo Consultants

Fellow: Financial Services

Ltd, ABSL Ltd, Basketball

Institute of Australasia

Auckland

Associate Fellow: New Zealand Institute

Trustee: Otley-Atkins Family Trust

of Management

Chairperson: WaterSafe Auckland (trading

Trustee: Meehan Family Trust

as Drowning Prevention Auckland)


14 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 15

THE AUCKLAND APPROACH TO COMMUNITY SPORT

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

More than two years since launching, The

Auckland Approach to Community Sport is

going from strength to strength.

Underpinned by comprehensive planning

and insights, this targeted, scalable

community sport system sees aligned

implementation, planning and reporting

across Aktive and its key partners CLM

Community Sport, College Sport Auckland,

Harbour Sport, Sport Auckland and Sport

Waitākere.

With increased impact across all

strategic priority areas, the 2018/19 focus

has seen continued implementation and

collaboration, delivering specific outcomes

at a community level, proven results

aligned to system building support.

Strategy

With ‘ask-not tell’ and ‘co-creation’ pillars

and aligned to identified populations in

geographic areas, The Auckland Approach to

Community Sport is about working together

and with others using a targeted approach.

It develops a community’s, iwi’s, sector’s

and leader’s ability to engage people and

increase participation in sport and recreation.

In addition, it includes initiatives that meet

Tāmaki Makaurau’s growing, increasingly

diverse population and changing needs.

Aktive is responsible for setting the

regional strategy, sport systems and

initiatives, advocacy, investment and

shared services, with its partners focusing

on building capabilities in their respective

communities.

This strategy continues to be endorsed

and embraced by key stakeholders and all

major up-stream funders.

Focus and priority groups

To deliver the vision for the co-creation of

a world-class community sport system

in Auckland, this strategy comprises five

main areas of focus: advocacy; schools

and communities; coaching and talent

development; sector development; and

spaces and places.

It also identifies target priority groups:

Young People 5 to 18 years; Girls 10 to 18

years; Indian; Māori; Chinese and Samoan

ethnicities primarily in low socio-economic

areas.

Northcote

Birkenhead – Beach Haven

Albany Fairveiw

Glenfield

Helensville

Glen Eden – Oratia

Lincoln North

New Lynn – Avondale

Delivery

2018/19 saw Aktive and delivery partners

CLM Community Sport, College Sport

Auckland, Harbour Sport, Sport Auckland

and Sport Waitākere firmly focused on

continued implementation.

Much of this has been deployed by our

partners to deliver on specific outcomes

and build capabilities in their respective

communities and schools. Over the past

year, this group has engaged with a

greater number of more diverse entities,

including churches, mosques, marae,

businesses, schools, clubs and recreation

providers.

Communities of Activity

Local insights and community and

stakeholder consultation are vital to

understanding and evaluating The

Auckland Approach to Community

Sport. 2018/19 saw 20 geographic

Communities of Activity engaged

across Tāmaki Makaurau. These were

identified due to their strong alignment

to the target areas and each had a specific

delivery plan focused on system build

support activities across the five key

areas of focus.

As well as working across Auckland,

substantial efforts were focused in

these communities to help with delivery

and connect initiatives and facilities

with potential participants through a

locally-led approach. With increased

prioritisation of these areas, there was

an improved understanding of community

needs and their direct involvement in

solutions.

Tāmaki

Maungakiekie

Mt Roskill

Inner City – Waitematā

Howick – Pakuranga

Māngere East

Weymouth/Clendon

Otara

Papakura East

Pukekohe North

Manukau City-including WERO (Facility Focus)

Pulman Park (Facility Focus)

RESULTS

With a collaborative, locally-led approach, there have been

many positive results for Aucklanders in 2018/19. These include:

• Significant work in Mangere, a CLM

Community Sport Community of Activity,

through Project Tākaro – Youth Project

helped address a desperate need for

sporting experiences for local youth.

Organising free sport activities for

Māori and Pasifika youth and utilising

local parks in the area resulted in a

positively connected community in the

Mangere area, reduced presence of

youth engaged in negative activity, and

the local community and New Zealand

Police have a more positive engagement

with youth groups and communities.

• Harbour Sport’s Ngā Tamatoa, a

programme for Māori and Pacific

boys, used physical activity and

cultural awareness as the vehicles for

leadership and relationship skills. The

results have seen other schools request

the programme, creating an exciting

opportunity to evolve it and enhance

impact for the targeted population group.

• Sport Auckland focused efforts on

a community of sports in one of its

Communities of Activity, Maungakiekie.

A locally-led programme with physical

2019 AND BEYOND

activity opportunities enabled children

of all ages to be more social and

learn new skills in a safe, fun after

school environment. The programme’s

popularity has led to a clear focus

on building capability and an events

schedule to encourage continued

community engagement.

• ‘Gear Up Our Parks’, a Sport Waitākere

initiative, focused on creating a range of

options for the community to be active

with access to drinking water, sporting

equipment, shaded areas and guided

exercise including bootcamps and

Zumba classes. Positive response and

results have seen a focus on extending

installation to more parks, supporting

communities to be more physically

active in their local green spaces.

• ActivAsian continued to inspire,

empower and collaborate with the Asian

community through sport and recreation

to increase activity and healthy lifestyles.

Going from strength to strength,

programme activities included Walk With

Us – active recreational walking groups;

a volunteer programme; Spike, Spin,

Smash activities – volleyball, tabletennis

and badminton; Have A Go days

including sailing, archery and pilates; and

youth activities such as youth basketball

training.

• College Sport Auckland through its work

with 110 secondary schools, impacted

on 55,000 individual students who

participated in 37 different sports.

• A compendium of collaboratively

researched and developed toolkits

covering various topics from coaching

and facilities to governance and social

media. Featuring a range of information

on each topic, such as helpful tips,

detailed guides and example templates,

organisations can tailor the resources

to their own needs. The toolkits will

be reviewed on a regular basis so

information is current, and additional

resources, such as workshops, are

developed and delivered as needed.

There are many more positive results,

with additional information and outcomes

highlighted in initiative snapshots in this

report.

A unique and dynamic approach to sport and recreation in Tāmaki

Makaurau, The Auckland Approach to Community Sport is focused on

making Auckland the most active city in the world by helping Aucklanders

to be healthier, happier and more connected to other people.

Alongside its valued partners, Aktive is committed to this community

sport strategy and proud to take a leadership role in building

relationships, boosting capabilities and working with others to co-create

a world-class sport system in Auckland, community by community.


16 Aktive Annual Report 2018/2019

Aktive Annual Report 2018/2019 17

INSIGHTS

We work with and for Auckland, using insights and local knowledge to

ensure that what we do is relevant for the communities that we work for.

Insights:

We Know

Auckland

72%

of Auckland adults

are active each week 1

80%

of Aktive’s stakeholders

have a good, very

good or excellent

understanding of The

Auckland Approach to

Community Sport 3

58%

of Auckland club

members are satisfied

with their club experience 4

63%

of National Sport

Organisations and

Auckland Regional

Sport Organisations

said their membership

numbers have

increased in the

last two to three years 2

There are more than

1450

clubs in Auckland

There are

89

Regional

Sport

Organisations

in Auckland

1

Active NZ survey 2018, Sport NZ

2

Auckland organised sport survey, Aktive

3

Aktive stakeholder survey

4

Voice of participant survey, Sport NZ

$2.5bn

estimated annual value generated

by physical activity in Auckland


18 Aktive Annual Report 2018/2019

Aktive Annual Report 2018/2019 19

M E

A BIG

PLAY

Aktive has reached

out to make contact

and offer collaboration,

as well as access to

resources.

~

Aktive Stakeholder Survey Participant

STRATEGIC PRIORITY

REPORTING

Aktive works with and through key

partners to fund and deliver The

Auckland Approach to Community

Sport across Tāmaki Makaurau.

With Auckland’s growing and

increasingly diverse population, a

coordinated approach is essential to

get the best for and out of the region.

Six years since its establishment,

Aktive continues to provide leadership

and advocacy for the entire Auckland

sport and recreation sector, with

Regional Sports Trusts and other

partners leveraging their expertise

and local connections to deliver The

Auckland Approach to Community

Sport in their communities.

We continue to make progress in

line with our strategic priorities – More

Aucklanders More Active; Stakeholder

Alignment and Sector Development;

and Spaces and Places.

The performance against our

strategic priorities is summarised in

the following Statement of Service

Performance, with initiative snapshots

highlighting key areas.

OUR STRATEGIC

PRIORITIES AND

PERFORMANCE

More Aucklanders More Active

With a particular focus on children

(tamariki) and young people

(rangatahi) aged 5 to 18 years and

low-participation communities, and

an emphasis on introducing and

supporting more coaches

Stakeholder Alignment and

Sector Development

Especially shared services, coach

development and supporting sporting

codes’ capability development

Spaces and Places

Improving access to

facilities and sports for

all Aucklanders.


20 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 21

SERVICE PERFORMANCE AGAINST STRATEGIC PLAN

Strategic Priority

Rautaki Matua

Goals

Whainga

2019 Progress Strategic Priority Goals

2019 Progress

Rautaki Matua

Whainga

More

Aucklanders

More Active

More of Auckland’s young

people participating in sport

and recreation

20 geographic Communities of Activity activated, prioritising young

people:

CLM Community Sport

• Māngere East

• Clendon - Weymouth

• Papakura East

• Pukekohe North

• Otara

• Manukau City - including WERO (Facility Focus)

• Pulman Park (Facility Focus)

Harbour Sport

• Northcote

• Birkenhead - Beach Haven

• Albany - Fairview

• Glenfield

• Helensville

More

Aucklanders

More Active

CONT.

More of Auckland’s adults

participating in sport and

recreation

More volunteers (coaches,

officials) participating in sport

and recreation

Projects enhancing Targeted Population Groups’ community participation through Regional

Sports Trusts and identified sport and recreation partners included growth in volunteer and

active recreation, strengthened connections and engagement with places of prayer, and

developed cultural competency tools for the workforce and sector.

Four of the five Innovation and Development projects supported this year focused on adults

including an insights piece valuing and bridging from general population to Pacific cultures.

57 new participants from 47 different national and regional sports / organisations were trained

as Coach Developers (people who coach the coaches) through our training programme.

A pilot school Coach Developers course was delivered with nine sport leaders involved.

Supported Auckland University and AUT with integrating Coach Developer and Good Sports

into their respective degrees.

350+ student coaches were developed through Growing Coaches programme.

Sport Auckland

• Tāmaki

• Maungakiekie

• Mt Roskill

• Inner City - Waitematā

• Howick - Pakuranga

More participation amongst

priority ethnicities and groups:

Indian, Samoan, Young Girls,

Māori, Chinese

20 female leaders collaborated and connected at the HERA – Everyday Goddess

Leaders Event.

Inaugural Women’s Coach Developer course delivered to 13 participants.

Improved cultural competency to support better quality delivery through the development of

new Māori, diversity and inclusion and community engagement resources for the sector.

Sport Waitākere

• Glen Eden - Oratia

• Lincoln North

• New Lynn - Avondale

He Kete Akoranga/Knowledge Hub for schools and their communities developed to provide

primary, intermediate and secondary schools with a platform to support their planning,

workforce development and school resources.

Secondary school participation saw 55,000 individual secondary school students participating in

organised sport in 37 different sports provided by 110 participating secondary schools.

Stakeholder

alignment

and sector

development

Added value as a result of

Aktive and RSTs working

collaboratively

Aktive, CLM Community Sport, College Sport Auckland, Harbour Sport, Sport Auckland and

Sport Waitākere are fully aligned to The Auckland Approach to Community Sport.

In implementing this strategy, there are dedicated meetings of CEOs and Action Groups across

thematic, specialist areas focused on identifying and developing best practice.

A shift of He Oranga Poutama as the core to the Auckland Approach Māori plans began its

alignment with RSTs and CLM Community Sport this year.

The combined group (“The Auckland Approach Group”) of Aktive, RSTs and CLM Community

Sport has achieved combined revenue growth of 64% to $16,312,637 (projected) in 2018/19

compared to $9,940,721 in 2012/13, prior to Aktive being established.

Engagement with Regional Sport Directors from Regional Sports Trusts/sport and recreation

partners saw girls only activities piloted in secondary schools. Collaboration between secondary

schools and communities also unlocked new activities for girls to participate in, such as glow in

the dark sports.

HERA – Everyday Goddess worked with over 50 different organisations providing support

including design and delivery of initiatives, professional development, connection and

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

There were 15,248 participants in the He Oranga Poutama (HOP) programme across

Tāmaki Makaurau. Nationally, 65% of HOP activities were carried out with young people aged

5 to 19 years – a target priority group . Ngā Tāonga Tākaro (traditional Māori sports) was a

core activity.

The Greater Auckland Aquatic Action Plan (GAAAP) saw 144,076 Water Skills for Life lessons

delivered to 18,504 Auckland children in years 3 to 6 in decile 1 to 6 schools. 656 teachers were

provided with professional development workshops delivered by Swimming New Zealand. The

initiative will deliver its 1,000,000th lesson in late 2019.

$4,179,520.65 of KiwiSport funding directed to 210 projects in Auckland, benefiting 313,132

young people. Of this group, 89% were aged 5 to 13 years and 11% were aged 14 to 18 years.

A Child Protection policy has been introduced and is being embedded in Aktive with Child

Protection Officer training and the formal upskilling of the Aktive team through an eLearning

resource delivered by Safeguarding Children. It is now a requirement for all organisations in

receipt of investment, including KiwiSport funding, from Aktive to have a “live” Child Protection

Policy in operation.

Increased focus on coach

development

Shared Services across Aktive and 30 Regional Sports Trusts, National Sports Organisations,

Regional Sports Organisations and clubs has led to greater than expected savings. The

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

costs as a proportion of income since shared services was established and the wider group has

seen over $2 million dollars to date of realisable savings to their operational costs.

A further 72 Good Sports developers were trained from 49 organisations, with more than

12,000 people now following on Facebook.

Bespoke Good Sports workshops were also provided for staff from one Regional Sport

Organisation (Netball Northern) and four National Sport Organisations (New Zealand Golf,

New Zealand Cricket, Athletics New Zealand and Surf Life Saving New Zealand).

More than 13,000 people were reached through the coaching tips social media campaign.

178 coaches attended a KiwiSport coach induction workshop.

62 coaches from 33 different sports attended three regional Coach Evolve workshops and two

local forums.

Four regional Performance Coach Advance workshops and two forums were provided for the

2018-19 intake of 28 coaches. An additional six-week meditation and mindfulness programme

was also delivered.

New innovations piloted with children and families of targeted populations involving activities

like dance and volleyball, supporting the refugee and migrant centre, and empowering sector

organisations to grow their cultural competency boosting diversity and inclusivity in their practice.

Engage with international

cities that encourage active

lifestyles

Aktive, along with London Sport, Sport Singapore, and Stockholm, are completing year two

of the Active Citizens Worldwide (ACW) initiative. This includes regular conversations with, and

learning from, the other ACW cities. The cities will be meeting in October 2019 to further these

discussions and share findings from the year two reports.


22 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 23

Strategic Priority

Rautaki Matua

Goals

Whainga

2019 Progress Strategic Priority Goals

2019 Progress

Rautaki Matua

Whainga

Stakeholder

alignment

and sector

development

CONT.

Improved regional sport and

recreation capability

Aktive hosted a fifth Chairs’ Roundtable with more than 50 National and Regional Sport

Organisation Chairs attending, focusing on ‘The Chair-CEO relationship’ with a world-class

panel comprising Liz Coutts ONZM, professional director and President of the NZ Institute of

Directors; Steve Tew, CEO of New Zealand Rugby; and Peter Stubbs, professional director

and commercial lawyer.

16 participants from 15 different organisations were trained as sector developers (people who

support administrators) through Aktive’s new training programme.

12 new electronic toolkits on selected topics were provided to support people with managing

their organisation. The topics include: Governance and Leadership, Planning, Coaching,

Facilities, Participation and Membership, Community Engagement, Finance and Insurance,

Risk and Compliance, Policies and Procedures, Social Media, Advocacy and Marketing and

Communications.

CLM Community Sport, Harbour Sport, Sport Auckland and Sport Waitākere continued

to deliver support to Regional Sport Organisations and ran a series of capability support

workshops for club and community organisations across Auckland.

Stakeholder

alignment

and sector

development

CONT.

Alignment with Auckland

Council

Aktive continued to work closely with Auckland Council, a key partner of The Auckland

Approach to Community Sport.

Aktive also worked with Auckland Council on various projects, including:

• Indoor Court Facilities Plan

• Auckland Sport and Recreation Strategic Action Plan implementation

• Auckland Sport Sector: Facilities Priorities Plan – project assessment panel

• Sport Investment Plan sector consultation

• Regional Facilities Working Groups in specific codes

• Professional Development Workshops for spaces and place teams

• Investors Forum

• OneVoice

• Volunteer Action Plan

• HERA – Everyday Goddess

• Target Populations Innovation & Development Fund

• KiwiSport.

The inaugural Organised Sport Survey was conducted with 48 National and Regional Sport

Organisations taking part. Findings provided direct input into current areas of focus and

potential areas of support in the future.

HERA – Everyday Goddess, focused on young girls aged 10 to 18 years, benefited from several

Auckland Council facilities offering targeted programmes, including Manurewa Leisure Centre,

Papatoetoe Pool and Otahuhu Community Centre.

Improved regional sport and

recreation capability CONT.

Aktive demonstrates

organisational excellence

An Auckland-wide Sport Leaders in Secondary Schools Conference was attended by

50 secondary schools and 100 secondary school sport leaders, directors of sport and sport

coordinators. The Regional Sport Directors from College Sport Auckland, Harbour Sport,

Sport Auckland and Sport Waitākere facilitated the event with the focus on planning, sharing

and learning.

Aktive achieved the Superdiversity Centre’s CQ (Cultural Intelligence) Tick process to benchmark

its organisational diversity and inclusion competency – the first sport and recreation organisation

to do so.

Aktive achieved Sport New Zealand’s Governance Mark.

Spaces and

Places

Alignment with Auckland

Council Māori Plan

Improved access to

facilities and spaces

for all Aucklanders

Aktive continues a watching brief.

Aktive continued to work with Sport New Zealand, Auckland Council, and National and Regional

Sport Organisations to create sound evidence-based plans that will deliver a flow of prioritised

projects, adding capacity to our facilities network, and making sure the sport, recreation and

activity needs of a growing Auckland are met into the future.

Aktive facilitated two rounds of the Auckland Sport Sector: Facilities Priorities Plan assessment

process, with six facility improvement projects, including netball court resurfacing, new hockey

turf construction and community buildings for rowing and waka ama endorsed to move into

funding applications to achieve completion.

Sector is aligned to Sport

New Zealand outcomes and

Auckland Sport & Recreation

Strategic Action Plan

He Oranga Poutama remains aligned to Sport New Zealand’s He Oranga Poutama outcomes

with the move to co-alignment with The Auckland Approach to Community Sport through

Community of Activity structure, now underway.

Aktive partnered with Auckland Council and Sport New Zealand in implementing Auckland Sport

& Recreation Strategic Action Plan initiatives, linking key outcomes to detailed work in particular

codes. Facility plans and regional community sport plans for rugby, golf, tennis, netball, hockey

and league supported, and work with softball and badminton commenced.

Aktive guided the six codes cooperating in the newly-published Indoor Courts Facility Plan, and

will chair the implementation group prioritising projects that address the undersupply of indoor

facilities.

Aktive, in a partnership with New Zealand Rugby, authored the new Regional Facilities Plan for

Rugby in Auckland - a robust and evidence-based plan to ensure grounds and facilities are in

place to meet the increasing and changing demand for our national game. Aktive now chairs the

working group to bring the prioritised projects to fruition.

Alignment with broader

central government and

regional stakeholders

(e.g. Tertiary institutions,

Ministry of Health, Ministry

of Education)

Aktive, part of Healthy Auckland Together alliance (with Ministry of Health and District Health

Board partners), connected with Healthy Families Manukau-Manurewa-Papakura. Sport

Waitākere contracted for Healthy Families West and Central.

The Community Schools Partnership project group comprised Council, Aktive and Ministry of

Education.

Aktive sits in the Funders Forum and OneVoice and continued to work with a range of Advisory

Groups including the Organised Sports Advisory Group and Aktive Māori Advisory Group.

Through partners across the city, new access and capacity was delivered to Aucklanders. This

includes a partnership between Glenfield College and netball creating a new community facility

on school premises; satellite sports clubs being helped to form and grow in inner city school

campuses; new community access to bike tracks and swimming pools in west Auckland

primary schools; and significant progress towards completion of major new multisport venues at

Metro Park Silverdale and Ngati Otara Park in Manukau.

In addition, through our partners, new and exciting opportunities to be physically active were

developed with churches, mosques and marae, and by presenting safe family access to new

activities in green spaces and parks.

Investment received from New Zealand Community Trust, Foundation North and Auckland

Council aligned to The Auckland Approach to Community Sport.

Through the Targeted Populations Group Innovation and Development basketball project, Aktive

supported the opening of Tangaroa College gym facility in Otara for community use.

The Aktive Māori Advisory Group strengthened connection and relationships with influential

Māori strategic and delivery stakeholders.


24 Aktive Annual Report 2018/2019

Aktive Annual Report 2018/2019 25

INITIATIVE SNAPSHOTS

Combining the five key areas and target

Greater Auckland Aquatic

Action Plan (GAAAP)

priority groups of The Auckland Approach

to Community Sport, Aktive leads and

facilitates a number of initiatives designed

to meet Tāmaki Makaurau’s growing, diverse

population and changing needs.

Girls aged 10 to 18 years are identified as a target priority group in

The Auckland Approach to Community Sport. A valuable insight

from this group is understanding that every girl wants different

things from being active and views being active differently.

A strong focus on helping children and low participation

communities to be more active underpin The Auckland Approach

to Community Sport. These aspects are central to GAAAP.

An award-winning initiative under The Auckland Approach to

Community Sport, Good Sports aims to create positive sporting

experiences for Kiwi children by supporting and educating

the key adult influencers in children’s sport: parents, coaches,

These Auckland-wide initiatives are

supported by key strategic funders,

implemented by delivery partners, and

result in increased sport and recreation

opportunities for Aucklanders.

HERA – Everyday Goddess empowers girls aged 10 to

18 years to become active for life by supporting girls

to enjoy, participate and become more engaged in

physical activity.

Targeting low decile schools (1-6) and years 3-6

students, GAAAP is a collaborative project that

coordinates the delivery of Water Skills for Life

to primary school aged children across Auckland.

It is managed by Aktive in partnership with CLM

Community Sport, Harbour Sport, Sport Auckland and

teachers and sport leaders.

Good Sports grew

significantly in terms of

interest, influence and impact

in 2018/19 with several key

support Auckland’s diverse

population

• Design and delivery of

bespoke workshops with

This initiative has seen several

Goddess ambassadors,

Sport Waitākere.

achievements:

Athletics New Zealand,

highlights over the past year:

including 2019 WMX World

• 72 participants from 49

Golf New Zealand, Netball

• Coaching resources developed

Champion Courtney Duncan

The past year has seen

teachers by Swimming

organisations over four Good

Northern, New Zealand

to support coaches coaching

• Successful #HERAhustle social

significant GAAAP impact

New Zealand staff

Sports developers courses

Cricket, Surf Life Saving

women and girls with input

media campaign saw girls

and delivery:

• $100,000 in additional

• 72 new Good Sports

New Zealand and Sport

from National and Regional

engaged online with HERA –

• 144,076 Water Skills for Life

funding was secured from

Developers

Manawatu to impact adult

Sport Organisations' personnel

Everyday Goddess

lessons delivered to 18,504

Sport New Zealand via

• Design and delivery of four

behavior in various codes

• Tools developed to support

• Engagement with Regional

Auckland students

KiwiSport to support 2,222

sessions with Auckland

• More than 12,000 followers

coaches, trainers and athletes

Sport Directors from Regional

• 656 professional

students access Water Skills

University of Technology

on Facebook with strong

in the women and girls’ space

Sports Trusts/sport and

development sessions

for Life lessons.

for year 2 sport coaching

engagement rates

• Two extensive coaching

recreation partners saw girls-

were delivered to school

students

• Community Impact Category

workshops focused on this

only activities being piloted in

• Good Sports Spine

Finalist in the Sport

initiative delivered to New

secondary schools

In addition, GAAAP is projected to celebrate its 1 millionth free

translated into Mandarin,

New Zealand Sport and

Zealand Rugby Union

• Collaboration between

lesson in late 2019.

Samoan, Hindi and Māori to

Recreation Awards.

• Inaugural Women’s Coach

secondary schools and

Aktive acknowledges the funding and support received from

Developer course delivered

communities unlocked new

Foundation North, Water Safety New Zealand, Auckland Council,

Aktive appreciates the funding given by Sport New Zealand,

with positive feedback from

activities for girls to participate

Sport New Zealand and The Trusts Community Foundation for

New Zealand Community Trust, and Auckland University of

attendees

in, for example glow in the dark

GAAAP.

Technology for Good Sports.

• Positive engagement from

sport activities in a number of

and with HERA – Everyday

schools.

“The GAAAP programme is invaluable to students’

“My views on coaching after my Good Sports experience

development around confidence in the water, knowing how

has completely changed. I have now shifted from being a

Aktive appreciates the funding given to HERA – Everyday

to approach water and how to deal with tricky situations.”

coach in a climate of performance to a coach in a climate of

Goddess by Sport New Zealand, Auckland Council and New

- Sports Co-ordinator

development. Since my Good Sports experience, I am now

Zealand Community Trust.

“I found the HERA Leaders Event very valuable with the

sharing of ideas that other leaders are running and having the

“I could use the water skills when I am swimming with

whānau and friends.”

- Student

always conscious of the way I am coaching.”

- La-Chey Meredith, Auckland University of Technology

“We have over 100 coaches to upskill our cricket club and

opportunity to connect them with my school.” - HERA – Everyday

the resources you have available on the website have been

Goddess Leaders Event attendee

a great help. Our club really appreciates what you are doing,

“When we share knowledge, we share the workload. In the

keep up the good work.”

- Community recipient

female space it creates confidence and empowerment around

knowledge.” - Women’s Coach Developer Training course participant

“Insightful, highly stimulating content and delivery with diverse

opportunities for engagement, application and personal

growth. Also, very encouraging and valuable to share taonga

with other women.” - Women’s Coach Developer Training course participant

www.heragirls.org.nz

www.instagram.com/heraeverydaygoddess

www.facebook.com/HERAEverydayGoddess


26 Aktive Annual Report 2018/2019

Aktive Annual Report 2018/2019 27

KiwiSport promotes sport for children aged 5 to18 years and

clearly aligns with The Auckland Approach to Community Sport.

This fund aims to:

2018/19 saw Regional

• Increase the number of KiwiSport administered by

school-aged children Aktive and Local KiwiSport

participating in organised administered by Regional

sport

Sports Trusts/sport and

• Increase the availability recreation partners with the

and accessibility of sport following results:

opportunities for all schoolaged

children

funding granted to 210

• $4,179,520.65 of KiwiSport

• Support children to develop projects

skills that enable them to • 313,132 young people

participate confidently in benefitted from KiwiSport

sport.

delivery

• Of this group, 89% were

aged 5 to 13 years and

11% were aged 14 to 18

years.

He Oranga Poutama (HOP) is continuing its valuable work

by increasing participation of Māori in sport and traditional

physical recreation in Tāmaki Makaurau. A Sport New Zealand

initiative, HOP supports Māori being able to participate “as

Māori”, recognising that a strong and secure cultural identity

helps facilitate access to wider society, as well as being vital to

wellbeing as indigenous New Zealanders.

HOP ki Tāmaki provides Māori sport advice, delivery, support

and leadership across Auckland, clearly aligning with Māori as a

target priority group of The Auckland Approach to Community

Sport.

2018/19 has seen the HOP Rahi Tāmaki Makaurau, the

team support and connect sport’s first Regional Sport

communities with impressive Organisation

results:

• All but one of the 12 activities

• 15,248 participants in the score between 10 and 15

HOP programme across on the Te Whētū Rēhua

Tāmaki Makaurau

evaluation measure, a tool

• Nationally, 65% of HOP to help sport and recreation

activities carried out with providers consider how

young people aged 5

they might design or adapt

to 19 years – another activities to be culturally

target priority group in The responsive to Māori. This

Auckland Approach to means 11 of the 12 activities

Community Sport

met both participation

• Core HOP ki Tāmaki activity and culturally appropriate

is Ngā Tāonga Tākaro outcomes as defined by

(traditional Māori sports), Sport New Zealand

followed by Leadership and • 73% of participants in

Organisational Capability programmes are Māori with

• Aktive guided and supported 27% being non-Māori.

the establishment of Kī o

Aktive is an open partner

in all aspects of our sport,

capability, facilities,

funding, understanding,

advocacy and more.

~

Aktive Stakeholder

Survey Participant


28 Aktive Annual Report 2018/2019

Aktive Annual Report 2018/2019 29

Financial

Statements

For the year ended 30 June 2019

TRUSTEES’ REPORT

For the year ended 30 June 2019

The Trustees are pleased to present the approved financial statements of Aktive

- Auckland Sport & Recreation for year ended 30 June 2019.

APPROVED

DIRECTORY

Nature of business

To collaborate, set direction and provide

regional leadership for Auckland’s sport

and recreation communities.

Charities Commission Registration Number

CC49335

Graham Child

Chair of Board of Trustees

Date 25/09/19

Sarah Sandley

Chief Executive Officer

Date 25/09/19

Board of Trustees

David Tse

Dr Denise Atkins (appointed 30/10/2018)

Eru Lyndon

Graham Child (Chair)

Joanne Wiggins

Nick Alexander

Peter Meehan

Shelley Katae (appointed 30/10/2018)

Physical Address

Sport Central, Ground Floor, Eden 4,

14 Normanby Road, Mount Eden,

Auckland, 1024, New Zealand

Postal Address

PO Box 67088, Mount Eden,

Auckland, 1349, New Zealand


30 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 31

STATEMENT OF COMPREHENSIVE REVENUE AND EXPENSE

Aktive | For the year ended 30 June 2019

REVENUE

Revenue from non-exchange transactions

Notes 2019 2018

KiwiSport funding 2,580,788 2,180,822

Sport New Zealand other funding 5,432,101 5,941,940

Other grants/non exchange contract revenue 2 3,299,018 2,164,286

Total Revenue from non-exchange transactions 11,311,907 10,287,048

Revenue from exchange transactions

Other operating revenue - rendering of services 914,875 757,874

Interest Received 185,867 132,476

Total Revenue from exchange transactions 1,100,742 890,350

TOTAL REVENUE 12,412,649 11,177,397

STATEMENT OF FINANCIAL POSITION

Aktive | As at 30 June 2019

ASSETS

Current Assets

Notes 30 JUN 2019 30 JUN 2018

Cash and cash equivalents 5 98,195 756,409

Short term investments 6 4,604,740 3,288,554

Receivables from exchange contracts 107,126 55,698

Receivables from non-exchange contracts 1,083,252 1,057,540

Prepayments 94,149 93,640

Total Current Assets 5,987,461 5,251,841

Non-Current Assets

Property, Plant and Equipment 7 121,907 206,983

Total Non-Current Assets 121,907 206,983

TOTAL ASSETS 6,109,368 5,458,824

EXPENSES

Employee and volunteer related costs 3 2,529,494 2,312,332

Functions and events 10,421 9,210

Grants and donations made 3 7,784,268 6,627,957

Depreciation and amortisation 7 94,284 96,118

Interest expense 5,616 13,227

Other expenses 3 1,824,964 1,989,868

TOTAL EXPENSES 12,249,048 11,048,712

Surplus/(Deficit) for the Year 163,601 128,686

Other Comprehensive Revenue and Expenses - -

TOTAL COMPREHENSIVE REVENUE AND EXPENSES 163,601 128,686

LIABILITIES

Current Liabilities

Trade and other payables - from exchange contracts 698,412 761,925

Employee benefits 88,426 102,585

Loans and borrowings - short term portion 9 32,080 43,871

Income in advance 8 4,467,988 3,863,113

Total Current Liabilities 5,286,906 4,771,494

Non-Current Liabilities

Loans and borrowings 9 14,123 45,847

Other non-current liabilities 9,007 5,752

Total Non-Current Liabilities 23,130 51,599

Total Liabilities 5,310,036 4,823,093

NET ASSETS 799,333 635,731

STATEMENT OF CHANGES IN NET ASSETS/EQUITY

Aktive | For the year ended 30 June 2019

Notes 2019 2018

NET ASSETS/EQUITY

Accumulated comprehensive revenue and expense

Current Year Surplus/(Deficit) 10 163,601 128,686

EQUITY

Accumulated comprehensive revenue and expense 699,333 535,731

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

TOTAL EQUITY 799,333 635,731

Retained Earnings 10 535,731 407,045

Total Accumulated comprehensive revenue and expense 699,333 535,731

Reserve fund for continued operations

Opening Balance 100,000 100,000

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

TOTAL NET ASSETS/EQUITY 799,333 635,731

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

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


32 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 33

STATEMENT OF CASH FLOWS

Aktive | For the year ended 30 June 2019

STATEMENT OF ACCOUNTING POLICIES

Aktive | For the year ended 30 June 2019

CASH FLOWS FROM OPERATING ACTIVITIES

NOTES 2019 2018

Receipts from Sport New Zealand 10,017,787 9,761,607

Receipts from other grants 3,184,155 2,181,880

Receipts from other exchange transactions 656,947 405,320

Interest received 180,916 138,706

GST (99,640) (217,153)

Payments to suppliers and employees (4,277,977) (4,197,261)

Interest paid (82) -

Grants paid (8,954,571) (7,492,134)

Net Cash Flows from Operating Activities 707,535 580,964

CASH FLOWS FROM INVESTING ACTIVITIES

Payments for property, plant and equipment (9,208) (53,676)

Payments for investments (1,316,282) (146,582)

Total Cash Flows from Investing Activities (1,325,490) (200,257)

CASH FLOWS FROM FINANCING ACTIVITIES

Proceeds from borrowings 12,000 9,813

Repayment of borrowings (52,260) (81,224)

Total Cash Flows from Financing Activities (40,260) (71,411)

NET CASH FLOWS (658,214) 309,295

CASH AND CASH EQUIVALENTS

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

Cash and cash equivalents at end of period 98,195 756,409

Net change in cash for period (658,214) 309,295

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

1.1 Basis of Preparation

Aktive is a Charitable Trust (legal name of Trust ‘Auckland

Sport’), domiciled in New Zealand and registered under the

Charitable Trusts Act 1957. The significant accounting policies

used in the preparation of these financial statements are set

out below. These financial statements have been prepared

on the basis of historical cost, as modified by the fair value

measurement of non-derivative financial instruments. These

financial statements have been prepared in accordance with

Generally Accepted Accounting Practice in New Zealand (“NZ

GAAP”). They comply with Public Benefit Entity International

Public Sector Accounting Standards (“PBE IPSAS”) and other

applicable financial reporting standards as appropriate that have

been authorised for use by the External Reporting Board for Not-

For-Profit entities. For the purposes of complying with NZ GAAP,

Aktive is a public benefit not-for-profit entity and is eligible to apply

Tier 2 Not-For-Profit PBE IPSAS on the basis that it does not have

public accountability and it is not defined as large. The Board of

Trustees has elected to report in accordance with Tier 2 Not-

For-Profit PBE Accounting Standards and in doing so has taken

advantage of all applicable Reduced Disclosure Regime (“RDR”)

disclosure concessions.

1.2 Revenue

Revenue is recognised to the extent that it is probable that

the economic benefit will flow to Aktive and revenue can be

reliably measured. Revenue is measured at the fair value of the

consideration received. The following specific recognition criteria

must be met before revenue is recognised.

Revenue from non-exchange transactions

Grant revenue

Grant revenue includes grants given by the Government,

other charitable organisations, philanthropic organisations and

businesses. Grant revenue is recognised when the conditions

attached to the grant have been complied with. Where there are

unfulfilled conditions attached to the grant, the amount relating to

the unfulfilled conditions is recognised as a liability and released to

revenue as the conditions are fulfilled.

Kiwisport funding is received by Aktive in a ‘non-agent’ capacity

as Aktive has control over the use of funds in terms of the vehicle

in which funds are distributed to the related regions for which it

serves. Aktive also directly benefits from the funding in the pursuit

of its objectives via brand recognition and advertising. The funds

are accounted for in the statement of comprehensive revenue and

expense and result in an increase in net assets.

Revenue from exchange transactions

Sponsorship in kind

Sponsorship in kind is recognised as revenue and expenses when

goods or services are received. Sponsorship in kind is measured

at fair value as at the date of acquisition, ascertained by reference

to the expected cost that would be otherwise incurred.

Interest income

Interest revenue is recognised as it accrues, using the effective

interest method.

Rendering of services

Service revenue is recognised as revenue when the service has

been provided.

1.3 Financial instruments

Financial assets and financial liabilities are recognised when Aktive

becomes a party to the contractual provisions of the financial

instrument.

Aktive derecognises a financial asset or, where applicable, a

part of a financial asset or part of a group of similar financial assets

when the rights to receive cash flows from the asset have expired

or are waived, or Aktive has transferred its rights to receive cash

flows from the asset or has assumed an obligation to pay the

received cash flows in full without material delay to a third party;

and either:

- Aktive has transferred substantially all the risks and rewards of the

asset; or

- Aktive has neither transferred nor retained substantially all the

risks and rewards of the asset, but has transferred control of the

asset.

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.

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


34 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 35

Financial assets

Financial assets within the scope of NFP PBE IPSAS 29 Financial

Instruments: Recognition and Measurement are classified as

financial assets at fair value through surplus or deficit, loans and

receivables, held-to-maturity investments or available-for-sale

financial assets. The classifications of the financial assets are

determined at initial recognition.

The categorisation determines subsequent measurement and

whether any resulting income and expense is recognised in surplus

or deficit or in other comprehensive revenue and expense. Aktive’s

financial assets are classified as loans and receivables. Aktive’s

financial assets include: cash and cash equivalents, short-term

investments, receivables from non-exchange transactions and

receivables from exchange transactions.

All financial assets are subject to review for impairment at least

at each reporting date. Financial assets are impaired when there is

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 20-25%

- Office equipment 10-67%

- Computer equipment 10-40%

Depreciation methods, useful lives and residual values are reviewed

at each reporting date and are adjusted if there is a change in the

expected pattern of consumption of the future economic benefits

or service potential embodied in the asset.

1.7 Income Tax

Aktive has been granted exemption from income tax as it is a

registered charity with the Department of Internal Affairs.

1.12 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

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.

any objective evidence that a financial asset or group of financial

assets is impaired. Different criteria to determine impairment are

applied for each category of financial assets. Where impairment is

identified, the carrying amount of the asset is reduced and the loss

is recognised in the surplus or deficit for the reporting period.

Loans and receivables

Loans and receivables are non-derivative financial assets with fixed

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.

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,

or determinable payments that are not quoted in an active market.

After initial recognition, these are measured at amortised cost using

the effective interest method, less any allowance for impairment.

Aktive’s cash and cash equivalents, short-term investments,

receivables from non-exchange transactions and receivables

from exchange transactions fall into this category of financial

instruments.

Financial liabilities

Aktive’s financial liabilities include trade and other payables

(excluding GST and PAYE) and loans and borrowings.

All financial liabilities are initially recognised at fair value (plus

transaction costs for financial liabilities not at fair value through

surplus or deficit) and are measured subsequently at amortised

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 all 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.

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.

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.

1.10 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.

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.

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

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.

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

accumulated depreciation and impairment losses. Cost includes

developments, however, may change due to market changes or

expenditure that is directly attributable to the acquisition of the asset.

circumstances arising beyond the control of Aktive. Such changes

Where an asset is acquired through a non-exchange transaction, its

are reflected in the assumptions when they occur.

cost is measured at its fair value as at the date of acquisition.


36 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 37

NOTES TO THE FINANCIAL STATEMENTS

Aktive | For the year ended 30 June 2019

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

2. REVENUE FROM NON-EXCHANGE TRANSACTIONS

2019 2018

KiwiSport funding 2,580,788 2,180,822

Sport New Zealand community sport and other funding 5,432,101 5,941,940

2019 2018

FINANCIAL LIABILITIES - AT AMORTISED COST

Trade and other payables (698,412) (761,925)

Loans and borrowings (46,203) (89,718)

Total Financial liabilities - at amortised cost (744,616) (851,643)

OTHER GRANTS, DONATIONS AND SIMILAR REVENUE

Auckland Council 760,680 633,200

Grants Income 2,538,338 1,531,086

Total Other grants, donations and similar revenue 3,299,018 2,164,286

TOTAL REVENUE FROM NON-EXCHANGE TRANSACTIONS 11,311,907 10,287,048

5. CASH AND CASH EQUIVALENTS

Cash at bank 98,195 756,409

Total Cash and cash equivalents 98,195 756,409

Grant revenue in 2019 includes the following amounts gratefully received; Foundation North $1,875,500, Lion Foundation $40,000,

NZ Community Trust $280,000, and Water Safety New Zealand Incorporated $195,000.

6. SHORT TERM INVESTMENTS

Term deposits - maturing within 12 months of balance date

(between July 2019 and January 2020 bearing 3.25% to 3.7% interest)

4,604,740 3,288,554

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

GRANTS - COMMUNITY FUNDING

Funding - KiwiSport 2,542,223 2,080,776

Other grants and donations made 5,242,044 4,547,181

Total Grants - community funding 7,784,268 6,627,957

EMPLOYEE RELATED COSTS

Salary costs - administration 655,716 703,911

Salary costs - programme delivery and other 1,873,778 1,608,421

Total Employee related costs 2,529,494 2,312,332

OTHER EXPENSES

Leasing, rental and other interest costs 120,503 100,972

Programme delivery costs 1,085,298 1,129,843

Trustees and related party expenses 119,727 109,011

Other programme and administrative costs 499,436 650,042

Total Other expenses 1,824,964 1,989,868

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

Total Short Term Investments 4,604,740 3,288,554

7. PROPERTY, PLANT AND EQUIPMENT

Motor Vehicles

Vehicles owned 394,689 394,689

Accumulated depreciation - vehicles owned (290,384) (208,618)

Total Motor Vehicles 104,305 186,071

Office Equipment

Office equipment owned 26,657 26,657

Accumulated depreciation - office equipment (25,717) (23,507)

Total Office Equipment 940 3,150

Computer Equipment

Computer equipment owned 84,517 75,309

Accumulated depreciation - computer equipment (67,855) (57,547)

Total Computer Equipment 16,662 17,762

TOTAL PROPERTY, PLANT AND EQUIPMENT 121,907 206,983

FINANCIAL ASSETS (WITHIN STATEMENT OF FINANCIAL POSITION)

Loans and Receivables

Cash and deposits at bank with maturities of less than three months 98,195 756,409

Short-term investments - maturing within 12 months of balance date 4,604,740 3,288,554

Receivables from exchange transactions 107,126 55,698

Receivables from non-exchange transactions 1,083,252 1,057,540

Total Loans and Receivables 5,893,312 5,158,201

TOTAL FINANCIAL ASSETS (within Statement of Financial Position) 5,893,312 5,158,201


38 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 39

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

Office Equipment Computer Equipment Motor Vehicles Total

Opening balance 3,150 17,762 186,071 206,983

11. COMMITMENTS

2019 2018

Additions - 9,208 - 9,208

Disposals - - - -

Depreciation 2,210 10,308 81,766 94,284

Net book value 940 16,662 104,305 121,907

NON-CANCELLABLE OPERATING LEASE COMMITMENTS

Not later than one year 101,850 72,447

Later than one year and no later than five years 356,476 289,788

Later than five years - 60,376

Total Non-cancellable operating lease commitments 458,326 422,611

Other Commitments

2019 2018

8. INCOME IN ADVANCE

Income in advance - Sport New Zealand - KiwiSport 1,800,710 1,501,752

Income in advance - Sport New Zealand - other 2,667,278 2,318,006

Income in advance - other - 43,355

Total Income In Advance 4,467,988 3,863,113

Aktive has entered into various grant commitments for community sport

5,678,878 5,771,686

development over the next three years

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

Total Other Commitments 5,688,877 5,781,685

NON-CANCELLABLE OPERATING LEASE COMMITMENTS

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

Rights of renewal: the Normanby Road lease has a right of renewal of two three year periods in

January 2024 and in January 2027.

9. LOANS

CURRENT INTEREST BEARING LOANS AND BORROWINGS

Obligations under finance lease due within one year 32,080 43,871

Total Current interest bearing loans and borrowings 32,080 43,871

12. CONTINGENT LIABILITIES AND GUARANTEES

At year end, there were no contingent liabilities or guarantees (2018: no contingent liabilities or guarantees).

NON-CURRENT INTEREST BEARING LOANS AND BORROWINGS

Obligations under finance leases due later than one year and no later than five years 14,123 45,847

Total Non-current interest bearing loans and borrowings 14,123 45,847

SECURED FINANCE LEASE OBLIGATIONS

Finance leases are secured over 8 motor vehicles and 1 photocopier (2018: 9 motor vehicles and 1 photocopier). Interest paid on

finance leases during the period was $5,534.61 (2018: $13,227). The effective interest rate was 9.0% (2018: 9.0%) and maturity dates

are from January 2020 to October 2021 (2018: April 2019 to October 2021).

13. IN-KIND GOODS OR SERVICES PROVIDED

IN-KIND GOODS OR SERVICES

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

- 45,434

AUT, and Auckland Council

Support for the GAAAP and Good Sport programmes principally by Water Safety

296,000 321,350

NZ, schools and AUT staff

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

Audit services provided by UHY Haines Norton 10,500

Operational / legal support by Simpson Grierson 17,500 17,500

10. BREAKDOWN OF RESERVES

RESERVES

Accumulated Comprehensive Revenue and Expense

Current Year Surplus / (Deficit) 163,601 128,686

Total In-kind goods or services 332,400 393,684

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.

Retained Earnings 535,731 407,045

Total Accumulated Comprehensive Revenue and Expense 699,333 535,731

Reserve Fund for Continued Operations 100,000 100,000

Total Reserves 799,333 635,731

Accumulated Comprehensive Revenue and Expense

The current year surplus that has increased Accumulated Comprehensive Revenue and Expense was primarily due to $221,500 of

funding recorded in revenue that was received near to the year end. It is anticipated the Accumulated Comprehensive Revenue and

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

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


40 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 41

2019 2018

14. RELATED PARTIES

Receivables

No related party receivables - -

Total Receivables - -

Payables

No related party payables - -

Total Payables - -

Revenue

No related party sales transactions - -

Total Revenue - -

Expenses

D. Tse; Trustee fees 12,000 12,000

D. Atkins; Trustee fees 9,000 -

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

G. Child; Trustee fees 24,000 12,000

H. Robinson; Trustee fees - 12,000

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

N. Alexander; Trustee fees 12,000 9,000

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

R. Lovett; Trustee fees - 24,000

S. Katae; Trustee fees 8,000 -

Total Expenses 101,000 105,000

KEY MANAGEMENT PERSONNEL

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

which is comprised of the Board of Trustees (for the most part of 2019 there were 8 Trustees, the full complement of Trustees

consistent with the constitution of Aktive, 2018: 8), 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. 907,792 951,966

Number of persons 7 7

15. EVENTS AFTER THE BALANCE DATE

Aktive has entered into an agreement with NZ Community Trust to receive $280,000 for community sport funding.


42 Aktive Annual Report 2018/2019

Aktive Annual Report 2018/2019 43

Aktive has been highly

effective in influencing Auckland

Long-term Plan process

~

Aktive Stakeholder Survey Participant


44 Aktive Annual Report 2018/2019

Aktive Annual Report 2018/2019 45

KIWISPORT 2018/2019 REGIONAL PARTNERSHIP FUND

REGIONAL KIWISPORT FUNDING

Kiwisport

Financial

Statements

For the year ended 30 June 2019

Aktive

Brought Forward Unallocated KiwiSport Funds

KiwiSport Grants 563,499

Interest/Other 0

Total 563,499

Additional funding in year

KiwiSport Grants - September 2018 588,236

Interest/Other allocations in year 6,089

Total funds available for distribution in 2018/19 funding round 1,157,824 (A)

Application of above funds:

New applications - granted and paid in year 389,524

New applications - granted and payment due 377,517

Total new applications funded (refer listing below)

767,041 (B)

Difference; unallocated funds carried forward (A) less (B) 390,783

Application of KiwiSport funds

Funding applied in period

AFL New Zealand 50,400

Athletics New Zealand Ltd 44,525

Auckland Basketball Services Limited 201,000

Auckland Cricket Association 20,000

Auckland Hockey 112,125

Auckland Paraplegic & Physically Disabled Assoc (Parafed) 14,300

Auckland Rugby League 73,845

Auckland Samoa Soccer Academy Ltd 2,104

Badminton New Zealand 22,400

GAAAP 100,000

Halberg Disability Sport Foundation 1,521

New Zealand Golf Inc. 27,600

Pakuranga Tennis Club 4,500

Parafed Auckland 14,300

Second Nature Charitable Trust 19,621

Swimming New Zealand 58,800

Total of new applications funded 767,041


46 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 47

KIWISPORT 2018/2019 REGIONAL PARTNERSHIP FUND

LOCAL KIWISPORT FUNDING – COUNTIES MANUKAU

Aktive

Brought Forward Unallocated KiwiSport Funds

KiwiSport Grants 432,990

Interest/Other 0

Total 432,990

Additional funding in year

KiwiSport Grants - September 2018 868,569

Interest/Other allocations in year 1,174

LOCAL KIWISPORT FUNDING (FOR 2018/19 FUNDING ROUNDS)

Harbour Sport 2019

Brought Forward Unallocated KiwiSport Funds (from Annual Accounts)

KiwiSport Grants 11,198

Interest/Other 0

Total 11,198

Additional funding in year

KiwiSport Grants - October 2018 540,303

Interest/Other allocations in year 0

Total funds available for distribution in 2018/19 funding round

1,302,733 (A)

Total funds available for distribution in 2018/19 funding round 551,502 (A)

Application of above funds:

New applications - granted and paid in year 373,204

New applications - granted and payment due 201,694

Total new applications funded (refer listing below)

574,898 (B)

Application of above funds:

New applications - granted and paid in year 160,238

New applications - granted and payment due 204,605

Total new applications funded (refer listing below)

364,843 (B)

Difference; unallocated funds carried forward (A) less (B) 727,834

Application of KiwiSport funds

Funding applied in period

Auckland Cricket 62,075

Auckland Football - Franklin 5,000

Auckland Samoa Soccer Academy Ltd 701

Bucklands Beach Yacht Club 21,885

CM Badminton Association 6,750

CM Hockey 8,250

Counties Manukau Badminton 20,250

Counties Manukau Cricket Association 41,242

Counties Manukau Hockey Association Incorporated 24,750

Counties Manukau Orienteering Club 33,600

Counties Manukau Rugby League 68,067

Counties Manukau Sport 150,810

Counties Manukau Tennis Association 12,980

Counties Tennis Association 6,490

Franklin United Football Club Incorporated (Auckland Football - Franklin) 5,000

Halberg Disability Sport Foundation 2,028

Kedgley Intermediate School 5,000

Manukau United Football 5,000

Ormiston Hoops 3,860

Pakuranga Tennis Club 500

Papakura Netball 41,800

Papatoetoe Olympic Weightlifting Club 37,700

Pukekohe Pythons Community Sports Club 5,000

Rosehill College 5,000

Tennis Auckland 1,160

Total of new applications funded 574,898

Difference; unallocated funds carried forward (A) less (B) 186,659

Application of above funds (listing);

Albany Senior High School - Spread the Sporting Opportunity Local Community Fund 10,000

Badminton North Harbour - Kiwisport After School Badminton Programme Local Community Fund 15,000

CSI Contractors - CSI Coach Support Initiative Local Community Fund 154,690

CSI Contractors - Rodney Sport Development Local Community Fund 20,395

Fast Fund - Rise Up Basketball Programme Fast Fund 4,994

Fast Fund - Mahurangi College Netball Club Recruitment/Development of New Players & Coaches Fast Fund 3,050

Fast Fund - Great Families Charitable Trust - Table Tennis Taster Holiday Programme Fast Fund 3,000

Fast Fund - East Coast Bays Hockey - ECB Talent Youth Development Fast Fund 3,000

Fast Fund - Timatanga Community School - Multi Sport at YMCA Fast Fund 1,280

Fast Fund - Silverdale Squash Club - Growing Participation and Skills at Silverdale Squash Club Fast Fund 4,000

Fast Fund - Milford Sea Scout Group - Learn to Sail Course Fast Fund 4,752

Fast Fund - Forrest Hill United AFC - Primary School 5 A Side Competition Fast Fund 5,000

Fast Fund - Takapuna Normal Intermediate School - Project Kick Push Fast Fund 4,000

Fast Fund - Birkenhead College - Futsal Programme Fast Fund 1,962

Fast Fund - No. 1 District Federation of New Zealand Soccer Inc - Coach Development for High

Fast Fund 829

School Aged Youths

Fast Fund - Allocated to Project Approved in Funding Round 11 Fast Fund 4,133

Gym Kids - Fundamental movement through Gymnastics Local Community Fund 30,000

Kumeu Cricket Club - Kiwisport Kumeu Junior Cricket: Awareness, Coaching & Development Local Community Fund 15,000

Northern Football Federation - Football in Schools 2019 Local Community Fund 30,000

Bays Cougars Athletics - Kiwisport School Athletics Development Programme Local Community Fund 6,908

North Harbour Softball - Kiwisport T-Ball Programme Local Community Fund 10,000

North Shore Table Tennis Association - Pop up Ping Pong Local Community Fund 10,000

Takapuna Grammar School - Basketball - Football Coach Collaboration Project Local Community Fund 22,850

Total of new applications funded 364,843


48 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 49

LOCAL KIWISPORT FUNDING

LOCAL KIWISPORT FUNDING CONT.

Sport Auckland

Brought Forward Unallocated KiwiSport Funds (from Annual Accounts)

KiwiSport Grants 188,662

Interest/Other 51,973

Total 240,635

Additional funding in year

KiwiSport Grants - September 2018 606,912

Other allocations in year 0

Total funds available for distribution in 2018/19 funding round

Application of above funds:

847,547 (A)

New applications - granted and paid in year 333,200

New applications - granted and payment due 275,899

Total new applications funded (refer listing below)

609,099 (B)

Difference; unallocated funds carried forward (A) less (B) 238,448

Application of above funds (listing)

Parnell Cricket Club 3,000

Renaissance School of Dancing 35,640

Rixen NZ 5,000

Royal Oak Bowls 12,665

Squash Auckland 11,160

St Mary's School 900

St Paul's College 10,500

Sticks & Stones Boxing 17,550

Surf City Series 5,000

Synergy Projects Trust 4,200

Touch NZ 7,380

Tristar Gymnastics 53,220

Victoria Ave Primary School 4,811

Wesley Primary 3,600

Total of new applications funded 609,099

Application of above funds (listing)

AFL 8,571

Athletics NZ 70,836

Auckland Badminton 8,550

Auckland Basketball 29,370

Auckland Football 27,472

Auckland Hockey 20,960

Auckland Netball 22,694

Auckland Orienteering 22,490

Auckland Rugby 11,125

Auckland Rugby League 3,900

Auckland Softball 10,110

Auckland Tennis 2,520

Auckland University Cricket 3,600

Campus Connections Aotearoa 4,996

Dominion Road School 1,170

Eastern Suburbs Gym 21,097

Grammar Junior Rugby 4,000

Groovit Hip Hop 27,030

Harbour Volleyball 12,560

International Taekwondo 42,155

Kelly Sports 49,790

Lynfield Tennis Club 720

Lynfield College 1,139

Marcellin College 4,925

Marist College 4,104

May Road School 1,600

Mt Eden Hockey Club 1,800

NZ Flag Football 4,060

Onehunga Primary 6,700

Panmure Bridge School 4,429

CONTINUED PAGE 49


50 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 51

LOCAL KIWISPORT FUNDING (FOR 2018/19 FUNDING ROUNDS)

Sport Waitākere

Brought Forward Unallocated KiwiSport Funds (from Annual Accounts)

KiwiSport Grants 239,093

Interest/Other 0

Total 239,093

Additional funding in year

KiwiSport Grants - September 2018 337,160

Interest/Other allocations in year 0

Total funds available for distribution in 2018/19 funding round 576,253 (A)

Application of above funds:

New applications - granted and paid in year 198,833

New applications - granted and payment due 84,141

Aktive has provided support

in the development of a code specific

facilities plan for the Auckland region.

~

Aktive Stakeholder Survey Participant

Total new applications funded (refer listing below)

282,974 (B)

Difference; unallocated funds carried forward (A) less (B) 293,279

Application of KiwiSport funds:

Granted and paid in year

Athletics NZ (LCF23) 8,950

Surfing New Zealand Inc. 15,800

Western Heights Primary (PS11) 27,192

Kelly Sports (NZ) 25,600

Boot It Fitness 5,650

Waitākere College 3,494

Waitematā Table Tennis 4,990

West Auckland Wildcats Lacrosse Club 4,994

Hajamie Judo Club 4,985

Rosebank Primary/Sport Waitākere 42,096

Green Bay High School/Sport Waitākere 39,207

Massey High School/Sport Waitākere 23,067

Rutherford College 4,910

Auckland Softball Association - Project cancelled and funds returned -10,522

Athletics NZ - Part of project undelivered, funds returned in line with undelivered

-1,580

portion of project

Granted and payment due Next Year 2019-2020

Boot It Fitness 5,650

Waitākere College 25,000

S-Energy Sports 3,450

New Zealand Disc Golf Association 4,680

Young Guns Skate School/Henderson North School 4,080

Badminton Waitākere 2,155

Te Pai Tennis Club 4,026

Huapai Golf Club with Massey High School 5,400

Sticks & Stones Aotearoa Ltd. 23,640

Squash Auckland 6,060

Total of new applications funded 282,974


52 Aktive Annual Report 2018/2019 Aktive Annual Report 2018/2019 53

TARGETED POPULATIONS GROUP INVESTMENT

Total 2018/19 Targeted Populations Group Investment distribution of $1,238,847.00 was through two main mechanisms:

Targeted Populations Group distributions to CLM Community Sport, Harbour Sport, Sport Auckland and Sport Waitākere

CLM Community Sport

Community Sport – Family Fun – Counties Manukau Sport/CLM Community Sport 258,000

Community Sport – Innovation & Development fund portion 50,000

Facility Communities of Activity 100,000

CLM Community Sport Total 408,000

Harbour Sport

Foundation North – ActivAsian 89,000

Community Sport – Family Fun 27,850

Community Sport – ActivAsian 100,000

Community Sport – ActivAsian expansion 22,000

Harbour Sport Total 238,850

aktive.org.nz

@AktiveAuckland

Aktive-Auckland

@AktiveAuckland

Sport Auckland

Community Sport – Family Fun 138,000

Foundation North – ActivAsian 103,998

Sport Auckland Total 241,998

Sport Waitākere

Foundation North – ActivAsian 51,999

Community Sport – Family Fun 75,000

Community Sport – ActivAsian expansion 28,000

Sport Waitākere Total 154,999

TOTAL Distributions 1,043,847

INNOVATION & DEVELOPMENT DISTRIBUTIONS

Auckland Cricket Association 45,000

Auckland University of Technology 40,000

Eagles Sport & Cultural Club Inc 40,000

Pasifika Aotearoa Woman in Sport Inc 15,000

Volleyball New Zealand 55,000

TOTAL 195,000

FUNDING PARTNERS

SPONSORSHIP PARTNERS

& PREFERRED SUPPLIERS

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