Annual Report 2020/2021

Annual Report 

Pūrongo ā tau 

Aktive Annual Report 2020/2021 1

2 Aktive Annual Report 2020/2021 

Aktive Annual Report 2020/2021 3 

03 Our Vision and Purpose 

04 Strategic Investment 

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. 

06 Message from the Chair 

and Chief Executive 

09 Messages from Sport 

New Zealand and Auckland 

Council 

11 The Impact of COVID-19 

on Play, Sport and Active 

Recreation 

12 Governance 

14 Stakeholder Survey Findings 

16 Our Strategic Priorities 

and The Auckland Approach 

to Community Sport 

18 The Auckland Approach 


19 Insights 

21 Make a Move 

22 Service Performance 

against Strategic Plan 

26 Initiative Snapshots 

32 Financial Statements 

47 Auditor's Report 

48 Tū Manawa Active Aotearoa 

Financial Statements



Strategic Investment 

Rautaki whakangao 

Through the support we receive from our strategic funders, 

Aktive was able to invest more than $18m during 2020/21 

into regionwide strategic leadership, support services and 

delivery within the play, active recreation and sport sector 

in Tāmaki Makaurau. 

This investment is distributed at local and Auckland-wide 

levels into national, regional and local organisations. 

KEY STRATEGIC FUNDERS 

We acknowledge our key strategic funders and thank them 

for their much-valued support of play, active recreation and 

sport in Tāmaki Makaurau. 

Development 

Coach 

Targeted Populations 

NORTH 

$3,156,776 

Per Capita $8.30 

$5,135,146 

$1,866,805 

Indirect Investment 

Direct Investment $1,289,971 

Direct Investment 


CENTRAL 


$2,625,296 

$18,507,941 

2020/21 Auckland Wide Investment 

Local Area 

Investment 

$2,509,850 

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

SOUTH 

$6,620,697 



$2,603,327 


$1,547,638 



WEST 


$3,595,322 

Community 

Sport 

Tū Manawa 

Active Aotearoa

6 Aktive Annual Report 2020/2021 Aktive Annual Report 2020/2021 7 

Message from 

the Chair & 

Chief Executive 

He pānui nō te Heamana me te Kaiwhakahaere Matua 

Graham Child 

Chair – Aktive 

Jennah Wootten 

Chief Executive – Aktive 

Flexibility, community 

commitment and a strong 

dose of collaboration have 

been pivotal over the past 

year as we have supported 

Tāmaki Makaurau’s play, 

active recreation and 

sport sector, responded 

to the region’s growing 

and increasingly diverse 

population, and the 

continued need to navigate 

COVID-19. 

Physical activity is more important 

now than ever, and in 2020/21 Aktive 

continued to work with and through 

partners to support the sector and focus 

on our vision: Auckland – the world’s 

most active city | Tāmaki Makaurau – te 

tāone ngangahau rawa o te ao. 

A collaborative approach is vital to 

get the best results for Auckland 

and Aucklanders. We have proudly 

worked alongside Sport New Zealand, 

Auckland Council and our valued partners 

CLM Community Sport, College Sport 

Auckland, Harbour Sport, Sport Auckland 

and Sport Waitākere and, through this 

collaborative approach, pleasing progress 

has been made. Together we rose to the 

challenges, delivering impact aligned to 

our strategy and providing comprehensive 

sector support, from funding and forums 

to resources and research. 

Underpinned by our long-term strategic 

framework, Aktive’s strategic plan to 2024 

was released, focusing on underactive 

tamariki and rangatahi. It recognises 

inequities, acknowledging children with 

disabilities; girls; those of Māori, Chinese, 

Indian and Pacifi c ethnicities; and children 

living in low socio-economic areas are 

less active than others. Given this, we are 

committed to an equity approach – our 

investment and eff orts have been and 

continue to be strongly centred on people 

and communities that are missing out. 

Phase two of the Sport New Zealand 

Community Resilience Fund saw Aktive 

and our partners distribute over $4.2 

million to 548 play, active recreation 

and sport organisations across Tāmaki 

Makaurau. This provided a muchneeded 

helping hand for organisations 

experiencing fi nancial hardship due to 

COVID-19 so they could survive the 

impacts of lockdown and come out the 

other side, able to continue delivering 

play, active recreation and sport across 

our region. 

Due to the additional lockdown 

Auckland faced, the sector took a further 

hit in terms of operations, sustainability 

and member retention. Based on 

insights, we were able to identify ways to 

provide support, particularly for tamariki 

and rangatahi. The development and 

implementation of the Junior Players 

and Working Together Tāmaki Makaurau 

Funds brought together investment 

from Sport New Zealand, Aktive, CLM 

Community Sport, Harbour Sport, 

Sport Auckland and Sport Waitākere. 

Over $670,000 was targeted to make 

a diff erence for those impacted by the 

pandemic. We acknowledge our partners 

for funding, supporting and helping to 

distribute these additional grants. 

Aktive’s Shared Services and 

Procurement function also continued 

to provide sector benefi ts, positively 

impacting more than 90 entities. As part 

of our COVID-19 sector response and 

thanks to Sport New Zealand funding, 

our team off ered free fi nancial forecasting 

to all clubs, codes and organisations 

in Tāmaki Makaurau – over 50 entities 

have taken up this service to date. With 

Foundation North Rapid Response 

funding and CLM Community Sport input, 

we were also able to stand up free oneoff 

fi nancial capability assistance to South 

Auckland based sector entities. 

Our mahi with both the sector and 

communities is signifi cantly assisted 

by fi nancial support from key funders 

including Sport New Zealand, Foundation 

North, New Zealand Community Trust, 

Auckland Council, The Lion Foundation 

and Water Safety New Zealand. Their 

input is hugely appreciated as it enables 

us to extend community benefi ts and 

deliver increased sector support. 

To help us on our journey of continual 

improvement, we are committed to rich 

and regular stakeholder engagement. 

We are encouraged by our stakeholder 

survey results and this has provided 

useful information on how we can further 

improve our off ering and services. The 

open and honest feedback provided by 

partners, funders and stakeholders as part 

of the Chief Executive onboarding process 

has also been of huge value. 

Aktive staff are 

responsive and 

efficient in all their 

communication and 

processes. Their 

overall performance is 

excellent.” 

– Stakeholder survey participant



Despite COVID-19 challenges, there 

were a number of positive results in 

2020/21. Meaningful progress has been 

made across areas including Good Sports, 

HERA – Everyday Goddess, He Oranga 

Poutama, coach development and 

sector support. 

The milestone of more than one 

million free Water Skills for Life lessons 

being delivered in Tāmaki Makaurau 

over ten years was marked in 2021. 

This programme makes a real difference 

to tamariki, whānau, schools and 

communities. We are incredibly proud 

to work with Foundation North, Water 

Safety New Zealand, Auckland Council, 

Sport New Zealand, our partners and 

swim providers to have achieved this 

milestone together. 

Another highlight was Aktive’s Women’s 

Leadership Development Programme, 

bringing together 24 women leaders from 

Tāmaki Makaurau’s sport and recreation 

sector. This provides a unique opportunity 

and environment for learning that 

supports women to further develop 

competencies, adding value for them 

personally and to the sector. 

The Youth Sport Project, an in-depth 

evaluation of intermediate and secondary 

school sport, provided critical insights 

into Tāmaki Makaurau’s school sports. 

It is helping inform the provision of 

sport in these schools to ensure quality 

experiences, and ultimately increase 

participation with our rangatahi. Developed 

and delivered to Auckland school sport 

staff as part of our Korikori approach to 

schools and kura, this project involved 

Aktive, our partners and Sport New 

Zealand investment. 

A Balance is Better Forum for regional 

community sport leaders, hosted by Aktive 

and Sport New Zealand, helped open 

discussions which in time will shift the 

dial on how youth sport is supported and 

delivered. We are committed to Balance 

is Better and are also supporting the sector 

with Good Sports, which is being used 

as part of Sport New Zealand’s national 

parent approach. 

All the contact with Aktive has been very positive 

and we are grateful for the partnership and support 

from them.”– Stakeholder survey participant 

Aktive and our partners are proud to 

manage the Tū Manawa Active Aotearoa 

fund on behalf of Sport New Zealand in 

Tāmaki Makaurau. Focusing on projects 

or programmes that provide play, active 

recreation and sport opportunities, over 

$4.9 million of Tū Manawa Active Aotearoa 

funding was granted to 314 projects across 

the region in 2020/21. 

Our most valuable asset – our people 

– are knowledgeable, passionate and 

committed to each other, our vision and 

the sector. We acknowledge and thank 

our team for their contribution as we 

work towards achieving Aktive’s vision of 

Auckland becoming the world’s most active 

city. We would also like to acknowledge 

the Aktive Board for its strategic guidance, 

particularly through the changes and 

challenges of COVID-19 – their experience 

and input are respected and appreciated. 

In May 2021, Dr Sarah Sandley stepped 

down as Chief Executive of Aktive, a role 

she held since the organisation’s inception 

seven years ago. We also take this 

opportunity to acknowledge Sarah for her 

leadership, commitment, and the pivotal 

role she played in Aktive’s establishment. 

We wish her well for her future endeavours. 

We also acknowledge the signifi cant 

contribution made by our departing 

Trustees Jo Wiggins and Eru Lyndon, both 

of whom retired by rotation. Jo served eight 

years as a Trustee (seven on the Board 

and one on the Establishment Board) and 

Eru served seven years as a Trustee. Over 

their time, both served and chaired Board 

Committees or Advisory Groups, and 

have contributed immensely to Aktive’s 

journey. We look forward to maintaining our 

connection with them both into the future. 

We also acknowledge Paige James, 

who completed a two year term with Aktive 

as a Future Trustee. While not a formal 

member of the Board, she participated 

in and contributed to Board processes 

and discussions. We thank Paige for her 

valuable contribution and wish her well. 

We would like to recognise our 

commercial partners and preferred 

suppliers from the past year – West City 

Auto, Spark, Simpson Grierson and UHY 

Haines Norton. Like us, these organisations 

are committed to play, active recreation 

and sport in Tāmaki Makaurau. 

We would also like to sincerely thank the 

funders who continue to show confi dence 

in Aktive, our people and our work – 

Sport New Zealand, Water Safety New 

Zealand, Foundation North, New Zealand 

Community Trust, The Lion Foundation and 

Auckland Council. 

Furthermore, we would like to recognise 

our partners CLM Community Sport, 

College Sport Auckland, Harbour Sport, 

Sport Auckland and Sport Waitākere 

who demonstrate vital local community 

understanding and knowledge. Community 

continues to be the cornerstone of the 

sector, and our partners’ commitment 

and connections are critical to our 

collective mahi. 

We all understand the positive difference 

that quality physical activity can have on 

lives. This can only be fully realised through 

strategic partnerships and collective 

action. Using our strategic framework as 

a guide, we look forward to embracing 

the opportunities and challenges ahead 

to maximise play, active recreation and 

sport opportunities for Auckland and 

Aucklanders. 

Graham Child 

Chair – Aktive 


Chief Executive – Aktive 

MESSAGE FROM SPORT NEW ZEALAND 

He pānui no Ihi Aotearoa 

It has been a pleasure to work with 

Aktive in this, my first year as a Chief 

Executive of Sport New Zealand, as 

the organisation continues its excellent 

work as a kaitiaiki of the play, active 

recreation and sport sector in Tāmaki 

Makaurau. 

This has included strong leadership 

in supporting the sector through the 

ongoing impact of COVID-19, which has 

had a particularly strong effect on those 

living within the Auckland region, and 

advocating for sport and recreation in 

the development of Auckland Council’s 

10-year Budget (2021-2031). 

Aktive is a longstanding and 

important partner of Sport New 

Zealand, and we value their regional 

leadership of numerous programmes 

and initiatives which support our vision 

of Every Body Active. One key example 

over the past year has been the Tū 

Manawa Active Aotearoa fund, which is 

managed and distributed regionally on 

behalf of Sport New Zealand by regional 

sports trusts. In Tāmaki Makaurau, this 

is done by Aktive with support from 

CLM Community Sport, Harbour Sport, 

Sport Auckland and Sport Waitākere. 

This team has done a superb job of 

maximising the potential of Tū Manawa 

Active Aotearoa funding for groups and 

individuals across Tāmaki Makaurau, 

particularly within communities and 

households facing financial hardship. 

I look forward to continuing to work 

with Aktive over the coming year. A 

key priority will be our partnership on 

the national roll-out of Good Sports 

– Aktive’s successful programme for 

helping parents and coaches improve 

youth sport experiences. This aligns 

perfectly with Sport New Zealand’s 

Balance is Better philosophy, and both 

of our organisations are excited about 

what we can achieve across New 

Zealand. 

Finally, I would like to pay tribute 

to former Aktive CEO Sarah Sandley, 

who stepped down earlier this year. As 

Aktive’s founding CEO, Sarah played an 

instrumental role in the organisation’s 

growth and success. It was somewhat 

bittersweet for me that her replacement 

is Jennah Wootten – the ideal person to 

lead Aktive forward but, in doing so, a 

loss to Sport New Zealand, where she 

was formerly our General Manager of 

Partnerships and Communications. 

Raelene Castle 

Chief Executive Offi cer 

Sport New Zealand



MESSAGE FROM AUCKLAND COUNCIL 

He pānui no te Kaunihera o Tāmaki Makaurau 

The last year has seen Tāmaki 

Makaurau respond to the volatility 

of COVID-19 alert level changes in 

phenomenal ways, and show greater 

reliance on one another in supporting 

our communities to thrive in an 

uncertain environment. 

The play, sport and active recreation 

sector is critical for the wellbeing of 

our communities, and in particular, 

our tamariki and rangatahi. Staying 

physically active and connected to 

nature directly contributes not only to 

our physical health, but also our mental 

wellbeing, our connection to each other 

and to our communities. Auckland 

Council acknowledges and thanks 

Aktive for the leadership shown through 

this period of uncertainty to support the 

sector. This has come as sport seasons 

have been adapted on the fly, facilities 

have been closed and re-opened, 

and when unprecedented financial 

pressures have been experienced by 

many organisations. 

Auckland Council has recently 

adopted our 10-year Budget 2021- 

2031, also known as Our Recovery 

Budget. Through this, we are 

responding to both the usual budget 

challenges that still exist and the added 

uncertainty and revenue loss created 

by the COVID-19 pandemic. To face 

these challenges, we have decided to 

make greater use of alternative ways 

to deliver services, such as through 

partnerships, digital channels and 

multi-use facilities. We will do this while 

providing additional funding to address 

our most pressing renewal needs in the 

short term. Partnerships, such as our 

work with clubs, sector organisations, 

and sports trusts, are key to delivering 

on this strategy, as we aim to drive 

positive change and create resilience in 

our communities. 

In the last year, through our Sport and 

Recreation Facilities Investment Fund, 

Auckland Council has committed nearly 

$10 million to support the development 

of regional and sub-regional sport 

and recreation facilities that enable 

Aucklanders to be more active more 

often. These projects range from 

partnering in the creation of new indoor 

court facilities, through developing 

and improving walking and mountain 

bike trails, to investing in sports field 

surfaces where additional capacity was 

required to meet the needs of our clubs 

and communities. 

Looking ahead, Auckland Council 

welcomes Aktive’s focus and 

commitment to enhance and improve 

relationships within the sports sector in 

Tāmaki Makaurau. Auckland Council is 

also excited to be working closely with 

both Aktive and Sport New Zealand 

as we continue to focus our joint work 

in the implementation of the Auckland 

Sport and Recreation Strategic Action 

Plan. This strategic approach continues 

to align our work with the play, sport 

and active recreation sector, and will 

ensure that together we are prioritising 

our investment and effort in order to 

support our communities in Tāmaki 

Makaurau and help them come through 

COVID-19 more connected and active 

than before. 

Jim Stabback 

Chief Executive Offi cer 

Auckland Council | Te Kaunihera Tāmaki 

Makaurau 

The impact of COVID-19 on 

play, sport and active recreation 

The COVID-19 pandemic has had 

and will continue to have a significant 

impact on the entire sport and 

recreation sector, affecting those who 

participate and organisations that 

provide play, sport and active recreation 

opportunities. 

2020/21 saw lockdown uncertainty, 

event cancellations, membership 

concerns and detailed return to play 

plans. From the closures of gyms, 

stadiums, pools, parks and playgrounds 

to the cancellation of community 

sport and local, regional and national 

competitions, every aspect of sport and 

active recreation was impacted. 

Over this period, Aotearoa 

experienced further lockdowns with 

Tāmaki Makaurau, the country’s largest 

city, most severely impacted. As the 

situation has evolved, so has our 

response. 

With support from Sport New Zealand 

and Auckland Council, Aktive and 

our partners CLM Community Sport, 

Harbour Sport, Sport Auckland and 

Sport Waitākere mobilised through 

these times to bring together focused 

capabilities and resources to provide 

fast and effective deployment of 

targeted support. 

As part of our COVID-19 sector 

response and with thanks to Sport 

“Aktive has a clear strategy 

- 20-year framework 

and articulated strategic 

priorities for the next three 

years. There is a clear 

roadmap ahead.” 

– Stakeholder survey participant 

New Zealand funding, our team also 

offered free financial forecasting to all 

clubs, codes and organisations across 

the sector – to date more than 50 

entities have taken up this service. 

With our partners, we administered 

phase two of the Sport New Zealand 

Community Resilience Fund across the 

region, with $4,236,590 distributed to 

548 play, active recreation and sport 

organisations. The fund provided a 

much-needed helping hand for those 

organisations experiencing financial 

hardship due to COVID-19. 

Due to the considerable impact in 

Tāmaki Makaurau, a further $670,000 

was made available to the sector with 

two additional targeted funds: Junior 

Players Tāmaki Makaurau and Working 

Together Tāmaki Makaurau, designed to 

support organised sport in the region. 

These one-off funds were part of 

a comprehensive sector support 

programme assisting those impacted 

by the more restricted lockdown Tāmaki 

Makaurau faced due to COVID-19. 

The development of these funds 

was based on sector wide surveys and 

valuable feedback which helped identify 

the best ways to support the 

Tāmaki Makaurau sport and 

recreation sector, particularly 

our tamariki and rangatahi. 

The Junior Players Tāmaki 

Makaurau and Working 

Together Tāmaki Makaurau 

Funds brought together 

investment from Sport 

New Zealand, Aktive, CLM 

Community Sport, Harbour 

Sport, Sport Auckland and 

Sport Waitākere. We are grateful 

to our partners for funding and 

supporting these additional 

grants for the region. 

Great work and leadership 

during Covid. Looking 

forward to continue 

working collaboratively.” 

– Stakeholder survey participant 

The COVID-19 pandemic will 

unfortunately continue to have 

widespread implications on play, active 

recreation and sport, as well as on 

people’s physical and mental wellbeing. 

With our partners, Aktive is committed 

to supporting the sector as Tāmaki 

Makaurau, the country and indeed the 

world adapt to a ‘new normal.’ 

We are in this for the long term and 

here to help.


Governance 

Mana whakahaere 

In 2020/21 Aktive was governed by 

an eight-member Board, chaired by 

Graham Child and supported by 

trustees Dr Denise Atkins, Penny Hulse, 

Shelley Katae, Dr Mataroria Lyndon, 

Peter Meehan, Rohini Ram, and 

David Tse. This group has considerable 

and diverse sport and active recreation, 

health, education, business and 

governance expertise and experience. 

In line with best practice governance, 

an audit and risk committee, as well as a 

health and safety subcommittee, chaired by 

Peter Meehan, meet on a bimonthly basis. 

Communication 

Our Board is committed to advancing 

relationships and engagement through 

transparent communication with Aktive 

employees, delivery partners, funders 

and stakeholders. 

This is facilitated through the attendance 

of key partners, funders and stakeholders 

such as Sport New Zealand and Auckland 

Council at Aktive Board meetings, 

engagements with chairs of Regional 

Sports Trusts and other providers, 

and consultation with stakeholders; 

supported by a programme of regular 

communications. 

Advisory Groups 

A cornerstone of our mahi is to engage 

collaboratively with a range of central 

government and regional stakeholders. 

To support this, the following advisory 

groups have been formed with experts 

serving voluntarily: 

Aktive Māori Advisory Group 

Dr Mataroria Lyndon (Co Chair); 

Shelley Katae (Co Chair); Ayla Hoeta; 

Jamie Cook; Mace Ward, Auckland 

Council (ex-offi cio); Martin Mariassouce, 

Te Puni Kōkiri (ex-offi cio). 

Organised Sport Advisory Group 

Murray Lockwood, Netball Northern 

(Chair); Dean Murphy, New Zealand Golf; 

Julie Paterson, Tennis New Zealand; 

Tina Bell-Kake, Counties Manukau 

Hockey; Lara Collins, Waka Ama 

New Zealand. 

Tū Manawa Active Aotearoa 

Advisory Groups 

Fast Fund (under $10k) 

CLM Community Sport: Ngawai Rewha; 

Bernie Tovio; Daniel Cork; Jason Myks; 

Jamie Archibald; Liz Tupuhi; 

Jennifer Feret-Brear; Sione Sione 

Harbour Sport: Riri Motu; Mel Sykes; 

Kylie McGrigor; Miguel Gallardo; 

Shaun Matthews; Tyrone Elkington- 

MacDonald; Asenati Tavita; Alvin Cheung; 

Richard Casutt; Kate Lewis 

Sport Auckland: Karla Matua; Mike Elliott; 

Leanne Knox; Rory McKenzie; 

Scott Tibbutt; Angela Davis; 

Michael McCormack 

Sport Waitākere: Michael Tipene; 

Javeed Ali; Casey Redman; Pauline Butt; 

Kerry Allen; Bea Enriquez; 

Chantelle Huch; Sarah Oto. 

Local and Regional Funds 

(over $10k) 

Aktive: Jenny Gill; Kristy Hill; 

Grant Schofi eld; Rob Gambolati; 

Murray Lockwood; Geraldine Wilson; 

Anne-Marie Broom; Greg Bassam; 

Linda Vagana; Boyd Broughton 

CLM Community Sport: Jenny Gill; 

Duane Mann; Krissy Bishop; 

Martin Devoy; Nikki Penetito-Hemara; 

Rowena Massey; Pulotu Selio Solomon; 

Stephen Eseese; Sue Styants 

Sport Auckland: Jenny Gill; David White; 

Leanne Catchpole; Rangi McLean; 

Boaz Moala; Karl Bailey; Carmelite Lemi; 

Scolastica Samoa; Bobby Shen 

Sport Waitākere: Jenny Gill; 

Te Mete Lowman; Renei Ngawati; 

Jo Ghent; Kim Wilkinson; Rob Luisi; 

Sunil Kaushal; Valeria Edwards; Susan Zu. 

Trustees and Registered Interests 

Graham Child, Chair 

Chair: NZ Think Ltd, Loaded 

Reports Ltd 

Director: Triquestra NZ Ltd, 

Sports Distributors NZ Ltd, Coldham 

Trustees Ltd, Graham Child Trustee Co. 

Ltd, K Pasgaard & Company Ltd, Demi 

Holdings Ltd, Tony Moyle Trustee Ltd, 

Alta Management Ltd. Trimtech Seating 

Ltd, Formway Distribution Ltd, Triquestra 

International Ltd 

Trustee: The Child Family Trust 

Ltd, 

Dr Denise Atkins 

Senior Lecturer, AUT 

University 

Director: Kosmo Consultants 

Chairperson: Auckland Basketball 

Services Ltd 

Trustee: Otley-Atkins Family Trust 

Board Member: Basketball Auckland, 

WaterSafe Auckland (trading as Drowning 

Prevention Auckland) 

Penny Hulse MNZM 

(appointed 1 January 2021) 

Director: West Auckland 

Trust Services 

Board Member: Kāinga 

Ora, Auckland War Memorial Museum, 

Link People, Community Waitākere and 

Man Alive 

Chair: Waitākere Anti Violence Essential 

Services 

Panel Member: Ministerial Panel on the 

Future of Local Government. 

Trustee Elected: Waitākere Licensing 

Shelley Katae 

Chief Executive Offi cer, 

Tāmaki Regeneration 

Company 

Director: Taupō Moana Group Holdings 

Ltd, Penapena Rawa Ltd, The National 

Hauora Coalition 

Trustee: Whare Rama, Major Capital 

Works Advisory Board to Counties 

Manukau District Health Board 

Eru Lyndon (term fi nished 

31 October 2020) 

Regional Commissioner 

(employee): Ministry of 

Social Development 

Chair: Waitangi Ltd 

Trustee: The Lyndon Family Trust 

Dr Mataroria Lyndon 

(appointed 20 October 2020) 

MBChB, MPH, PhD, Ngāti 

Hine, Ngāti Whatua, Waikato 

Clinical Director: Tend Health 

Board Member: Northland District 

Health, Te Herenga Hauora/Health 

Promotion Agency, Māori Health Authority 

Senior Lecturer: The University of 

Auckland 

Peter Meehan 

Director: Waiwera 

Enterprises Ltd 

Fellow: Financial Services 

Institute of Australasia 

Associate Fellow: New Zealand Institute 

of Management 

Trustee: Meehan Family Trust 

Rohini Ram 

Partner: Ernst & Young 

New Zealand, New Zealand 

leader of the People Advisory 

Services 

Member: Chartered Accountants 

Australia and New Zealand, India NZ 

Business Council and NZ Asian 

Leaders Trustee and Treasurer: Oxfam 

New Zealand, 

Director in a number of Ernst & Young 

companies: Ernst & Young Group 

Limited, Ernst & Young Limited, Ernest 

& Young Transaction Advisory Services 

Limited, Ernst & Young Corporate 

Nominees Limited, Ernst & Young Tahi 

Limited, Ernst & Young Securities Limited, 

Ernst & Young Community Impact 

Services Limited 

David Tse 

Director of Customer, 

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 

Member: Superdiversity Institute Council 

Independent Advisor: Integrity Working 

Group, Sport New Zealand 

Jo Wiggins (term fi nished 

31 October 2020) 

Director: Morvern Group Ltd 

Trustee: NZCT Auckland 

Reference Group, Worthington Family 

Trust 

Trust 

Consultant: Auckland Council 

Aktive plays a significant role in regional 

leadership in Auckland, and advocates well for 

Auckland and Aucklanders' needs in our space.” 

– Stakeholder survey participant



Stakeholder Survey Findings 

Thank you for your feedback 

Earlier this year, we asked a wide range 

of stakeholders to complete a Stakeholder 

Survey that is facilitated by Sport 

New Zealand so we can build on our 

services and further support the play, 

active recreation and sport sector in 

Tāmaki Makaurau. To those of you who 

helped us by being involved, thank you for 

your valuable input. 

We are encouraged by the feedback and 

this survey has given us useful information 

on how we can further improve our 

services and provide ongoing assistance 

for the sector through the changes and 

challenges presented by COVID-19. 

How did we do? 

• 87% rated Aktive as good, very good or 

excellent for providing guidance/support 

during COVID-19. 

• 87% rated their confi dence in Aktive’s 

leadership as good, very good or 

excellent. 

• 86% rated Aktive as good, very good or 

excellent for championing the play, active 

recreation, sport, and physical activity 

rights of Aucklanders. 

• 81% rated Aktive’s knowledge of 

communities as good, very good or 

excellent. 

• 80% rated Aktive as good, very good 

or excellent for providing an enhanced 

understanding of the play, active 

recreation, and sport sector to inform 

decision making. 

• 80% rated Aktive as good, very good 

or excellent for positively infl uencing 

participation in play, active recreation and 

sport. 

Areas of focus 

Based on your feedback, our key areas 

of focus for the next year will be: 

• Continuing to provide opportunities for 

the sector to network, collaborate and 

share insights and ideas as we deal with 

Aktive is a leader in 

research and insights, 

collecting valuable 

information about the 

impacts of COVID-19 on 

physical activity to inform 

how we need to adapt our 

work." – Survey respondent quote 

the ongoing impact of COVID-19 

• Working in partnership to support 

increased collaboration across the play, 

active recreation and sport sector in 

Tāmaki Makaurau 

• Maintaining an equity approach to reach 

identifi ed priority groups – tamariki, 

rangatahi, low participation communities, 

girls 10 to 18 years, and Indian, Māori, 

Chinese and Samoan ethnicities 

• Continuing to assist the sector with 

resources, surveys and insights to help 

support members 

• Telling stories of our collective mahi and 

demonstrating the positive difference this 

is having within Tāmaki Makaurau and for 

Aucklanders. 

Thank you again for your feedback. We 

are here to help, and we will continue to 

work hard with the sector to make Tāmaki 

Makaurau the world’s most active city. 

We have been very 

grateful for the leadership 

and guidance of Aktive 

over the past year, 

particularly during the 

COVID-19 pandemic and 

ensuing lockdowns." 

– Survey respondent quote 

Aktive plays a significant 

role in regional leadership 

in Auckland. Now with a 

few years under its belt, 

its Strategic Framework 

that looks out to 2040, its 

strategic plan to 2023 and 

its 7 priorities articulated 

some really good stuff 

is starting to bloom . . . 

We value the partnership 

immensely." 

– Survey respondent quote


Our Strategic Priorities and The 

Auckland Approach to Community Sport 

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 in our 

belief that everyone has 

the right to an active life, 

free from barriers that limit 

access to and participation 

in sport, active recreation 

and play. To achieve this, 

we focus on seven strategic 

priorities as illustrated on 

page 17. 

In addition, Aktive is also 

responsible for: 

• Leading: Partnering, collaboratively 

setting clear direction, challenging the 

status quo, and driving positive change 

for the people of Tāmaki Makaurau 

• Bringing strategy to life: Setting 

regional priorities, frameworks, and 

plans; incubating initiatives with 

participants and partners; funding 

and empowering others to make 

change at the community level 

• Advocating: Championing the play, 

active recreation, sport and physical 

activity rights and needs 

of Aucklanders 

• Catalysing best practice: 

Fostering and creating co-operation 

and alignment across the sector; 

empowering other organisations 

and leaders by providing advice, 

insights and resources so that they 

can lead their own transformation 

and change. 

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


The Auckland Approach 


Vision: Co-creating a 

world-class sport system 

in Tāmaki Makaurau 

The Auckland Approach to Community 

Sport is a targeted, scalable community 

approach for Tāmaki Makaurau, focusing 

on play, active recreation, sport and 

physical education, and underpinned by 

Aktive’s vision and strategic priorities. 

Priority groups 

This approach is focused on supporting 

tamariki and rangatahi through the lenses of: 

• Māori 

• Equity – targeting support to those in 

low socio-economic areas 

• Gender – girls 10 to 18 years 

• Ethnicity – Pacifi c, Indian and Chinese. 

Areas of focus 

To do this, a number of areas are focused on, 

including Leadership and Advocacy; Korikori 

– schools; Coach Development, including 

Good Sports; Sector Development; Women 

and Girls; Communities of Activity; and 

Spaces and Places. 

Approach 

Aligned and coordinated planning, 

implementation and reporting are pivotal to 

this approach and across the organisations 

involved: Aktive, CLM Community Sport, 

Harbour Sport, Sport Auckland, Sport 

Waitākere and College Sport Auckland. 

To maximise the level of impact possible 

with the current level of resourcing, 

geographic areas across Tāmaki Makaurau, 

known as Communities of Activity, were 

activated in 2020/21. 

Results 

A range of results are detailed in this report. 

Two signifi cant areas of progress include: 

2020/21 Communities of Activity 

Northcote 

Birkenhead – Beach Haven 

Albany Fairveiw 

Glenfield 

Helensville 

Glen Eden – Oratia 

Lincoln North 

New Lynn – Avondale 

• Korikori - Inspiring hauora with schools 

and kura: Korikori is Auckland’s strategy 

for tamariki (5 to 11 years) and rangatahi 

(12 to 18 years). In primary, intermediate 

and secondary school settings, Korikori is 

focused on providing quality experiences 

that will increase and sustain participation 

by young people in play, active recreation, 

and sport. It achieves this through the 

provision of a tailored ‘Professional 

Advisory/ Support Service’ to schools. 

• Resource Hub: Our newly launched and 

already popular Resource Hub provides 

insights, professional development 

opportunities, resources/toolkits to 

support the sector across key areas such 

play, active recreation, sport, physical 

education, and facilities, including open 

spaces. We work closely with our partners 

and communities to keep these materials 

updated and relevant. 

Māngere East 

Clendon – Weymouth 

Papakura East 

Pukekohe North 

Otara 

Manukau City (WERO – Facility Focus) 

Pullman Park (Facility Focus) 

2021 and beyond 

A unique and dynamic approach to 

sport and recreation in Tāmaki Makaurau, 

The Auckland Approach to Community 

Sport is focused on making Tāmaki 

Makaurau the most active city in the world. 

In achieving this, we believe Aucklanders 

will be healthier, happier and more 

connected to other people. 

Alongside its valued partners, Aktive is 

committed to this approach 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. 

With delivery partners, we are 

here to support, provide insights, 

knowledge and expertise around play, 

physical education, active recreation 

and sport, and challenge inactivity in 

Tāmaki Makaurau. 

Tāmaki-Maungakiekie 

Mt Roskill 

Inner City – Waitematā 

Howick – Pakuranga 

Insights 

Tāmaki Makaurau is one of the world’s most diverse cities, with a rapidly 

growing population and changing demographics. We use insights and local 

knowledge to ensure our mahi is supporting the communities we serve. 

61% 

of Tāmaki Makaurau rangatahi 

would like to be more active 

(Voice of Rangatahi Survey 2020) 

Over 

300,000 

volunteers contribute more than 

22 million hours of their personal time 

per annum to support the delivery of 

play, active recreation and sport in 


(300,000 sourced from Sport Matters campaign 2018 and 

22 million hours modelled in Active Citizens Worldwide 2019, 

Portas Consulting) 

There are more than 

90 

regional sport organisations 

in Tāmaki Makaurau 

87% 

of Tāmaki Makaurau 

rangatahi (aged 12-17) do 

not meet physical activity 

guidelines* 

(Sport New Zealand: Spotlight on Rangatahi 

June 2021) *Defined as “Breathing harder than 

normal for at least 60 minutes on less than 5 days 

in any given week.” 

$2.6bn 

estimated annual value generated 

by physical activity in Tāmaki Makaurau 

(Active Citizens Worldwide 2019, Portas Consulting) 

65% 

of play, active recreation 

and sport organisations 

in our region employ paid full or 

part-time staff 

(Aktive COVID-19 Sector Support Survey 2020).


M 

E A M 

M 

E A MOVE 

Aktive works with and through 

key partners to achieve our vision 

for Auckland to be the world’s 

most active city | Tāmaki Makaurau – 

te tāone ngangahau rawa o te ao. 

With our region’s rapidly growing 

and increasingly diverse population, 

a collaborative approach is vital to 

get the best results for Auckland and 

Aucklanders. 

Aktive continues to provide 

leadership and advocacy for the 

play, active recreation and sport 

sector, with Regional Sports 

Trusts and partners leveraging 

their expertise and local connections. 

With this coordinated view, 

we are focused on the seven 

strategic priorities that feature 

prominently in our 2020-24 Strategic 

Plan. Our performance and 

progress against these priorities 

is summarised in the following 

Statement of Service Performance, 

supported by initiative snapshots 

highlighting key areas.


SERVICE PERFORMANCE AGAINST STRATEGIC PLAN 

Rautaki Matua 

Strategic Priority 

Whainga 

Outcomes 2024 

2020/21 Baselines Activities contributing to the progress from the baselines 

1: Underactive 

Aucklanders are 

More Active 

a] Underactive or inactive tamariki and rangitahi (5-18)* participation rates in play, 

sport, active recreation and physical education are significantly increased 

b] Underactive or inactive young female’s (5-18)* participation rates in play, sport, 

active recreation and physical education are significantly increased 

c] Sport and recreation organisations have tamariki and rangitahi as their top 

participation priority 

Average 9.8 hours’ activity per week for Auckland 

young people (5 to 17 years). 

6% of Auckland tamariki and rangitahi meet physical 

activity guidelines. 

Average 9.1 hours’ activity per week for Auckland 

young females. 

5% of Auckland young females meet physical activity 

guidelines. 

Auckland is ranked 13/14 as a region within 

New Zealand in terms of young people’s (5 to 17 years) 

physical activity. 

57% of sport and recreation organisations where 

participation by tamariki and rangitahi (5 to 17 years) is 

a top priority. 

137,290 Water Skills for Life lessons were delivered by 220 instructors from 20 providers for 13,279 years 3-6 tamariki from 75 decile 1-6 schools and kura (11 new). 

For Healthy Active Learning phase 1, 10 local Advisors and 8 Community Connectors worked alongside 97 identified primary and intermediate schools with over 32,150 

tamariki and rangatahi through the Healthy Active Learning initiative. Healthy Active Learning phase 2 is scheduled to begin January 2022 with the potential to sign up an 

additional 110 schools. Examples of work related to the Healthy Active Learning project included: 

• Advocating for the value of Health and Physical Education, play, sport and physical activity across school systems 

• Working alongside school leaders to develop and implement policies and strategic practices that support healthy eating, drinking and quality physical activity for tamariki 

• Facilitating professional learning and development opportunities for school leaders, teachers and those in the community who support healthy and active school 

environments 

• Mentoring and supporting primary and intermediate teachers in the planning and delivery of quality Physical Education curriculum programmes 

• Hosting teacher workshop events that provide ideas and challenge mindsets 

• Advocating and promoting for the use of tamariki voice in areas of school life that impact on their wellbeing 

• Supporting schools to access funding that promotes and supports quality play, sport and physical activity opportunities and experiences 

• Connecting schools and community groups in ways that enhance relationships, collaboration and opportunities for positive wellbeing outcomes for tamariki. 

In the last 12 month period the Healthy Active Learning team has run 6 Healthy Active Learning Opportunity days involving 200 teachers from 71 schools. Support was 

provided to Auckland Physical Education New Zealand to run its annual Easy Peasy conference attended by 63 teachers from 34 schools. 

Aktive developed the Junior Players Tāmaki Makaurau Fund for tamariki and rangatahi struggling to play sport due to financial hardship in the wake of the first COVID-19 

lockdown. The fund provided $536,000 to 51 organisations to help them positively impact around 10,000 participants across Auckland. 

A new Women’s Leadership Development programme launched with an initial cohort of 24. As part of the initiative Aktive partnered with Women in Sport Aotearoa, Ngā 

Wāhine Hākinakina o Aotearoa (WISPA) to run a Women’s Networking Event, that was attended by more than 90 female sport and recreation representatives from across 

Auckland. 

Separately Aktive has engaged with providers of sport and active recreation to deliver opportunities and resources to build capability on how to meet the needs of young 

women and girls. This resulted from Aktive’s direct approach to consulting and subsequently co-designing with young women and girls, opportunities to meet their needs in 

accessing sport and active recreation. The Halberg Project and Girls on Fire are two examples. 

5 Regional Sports Directors worked alongside secondary schools to develop intra-school sport activations, with over 56,000 rangatahi taking part in 38 different sports via 

College Sport Auckland. 

New Accessible and Inclusive Physical Activity Guidelines developed with input from 23 play, active recreation, sport and disability organisations. 

2: Anywhere, 

anytime activity 

Play, sport and active recreation providers adapt to the needs of tamariki and 

rangatahi in designing more relevant, flexible and accessible offerings. 

67% of sport and recreation organisations make 

changes to their offerings and programmes for young 

people. 

Aktive, Auckland Council, Auckland Transport, CLM Community Sport, Harbour Sport, Sport Auckland, Sport Waitākere and Sport New Zealand drafted a new Regional 

Play Framework to provide clear direction on the development of play priorities across the Auckland region. 

Changes to the offering of programmes included (but not limited to) partnering with Māori, female-only participation, favouring participation over competition, modifying 

equipment to allow younger less skilled players to participate, and working alongside disability organisations. 

5 organisations received a collective total of $95,000 to deliver Working Together projects. 

3: Great spaces 

and places 

Aktive is recognised for its advocacy and advice on sport and recreation facilities 

in Auckland. 

77% of organisations place high value on Aktive’s 

advocacy for sport and recreation. 

Aktive developed and launched the first iteration of the Sport and Recreation Facility Planning Road Map to guide the sector in the process of planning new sport and 

recreation facilities. The road map provides a set by step process to follow and includes links to supporting information. 

Aktive has joined Sport New Zealand and Auckland Council in a Communities and Schools Partnerships Framework group with the Ministry of Education to guide facility 

partnerships between schools and community to share existing school and community facilities and to support investment in new facilities. 

Aktive submitted to Auckland Council’s draft 2021-2031 Long-term Plan in support of retaining the $120 million Sport and Recreation Facilities Fund, the $1 million Regional 

Operating Facilities Grant, and the $5 million Sportsfield Capacity Development Fund, highlighting the importance of sport and recreation as a key strategy in COVID-19 

recovery. 

Aktive presented at a Harbour Sport organised online forum to 27 sport and recreation organisations to encourage the sport and recreation sector to submit to the Auckland 

Council Long-term Plan 2021-2031. The webinar has been viewed 30 times since it was delivered. 

Aktive was appointed by Auckland Council, along with Sport New Zealand and CLM Community Sport, to assess the Regional Sport and Recreation Facilities Operating 

Grant which allocated $1.06 million over two years and $966,000 over one year to 12 regional sport and recreation facilities 

Aktive organised quarterly Spaces and Places Partnership Group meetings with our delivery partner Spaces and Places team, Auckland Council and Sport New Zealand 

with a focus on progressing/delivering the integrated plans and monthly Spaces and Places “pulse check” meetings to provide peer support and focus on reflections and 

trouble shooting. 

Aktive organised and facilitated the Auckland Regional Indoor Court Facility Plan Project Leadership Group Implementation Meeting with members of the sector, Auckland 

Council and Sport New Zealand and attended Netball Regional Facilities Working Group meetings. 

Aktive attended the Investors Forum meetings overseeing coordination of investment.


SERVICE PERFORMANCE AGAINST STRATEGIC PLAN CONTINUED 

Rautaki Matua 

Strategic Priority 

Whainga 

Outcomes 2024 

2020/21 Baselines Activities contributing to the progress from the baselines 

4: Keeping pace 

with a changing 

Auckland 

Sport and recreation organisations have more inclusive leadership. 

Sport and recreation organisations are using technology and shared resources to 

increase participation and improve organisational efficiency. 

Sport and recreation organisations have more inclusive leadership. 

45% of sport and recreation organisations 

represented by, at least, 40% of both genders on 

governance board (or organising committee). 

67% of sport and recreation organisations adapting 

their offerings for specific community needs. 

The Working Together Guide was developed, comprising 12 video presentations, 10 best practice case studies and 9 templates and support resources to assist with 

collaboration opportunities. 

Adaptations to programmes offered included (but not limited to) partnering with Māori, female-only participation, favouring participation over competition, modifying 

equipment to allow younger less skilled players to participate, and working alongside disability organisations. 

Sport and recreation organisations are using technology and shared resources to 

increase participation and improve organisational efficiency. 

New knowledge-sharing events and resources 

provided by Aktive on technology. 

48% of sport and recreation organisations have 

introduced new technology to meet member or 

participant needs (with examples). 

5: Partnering 

with Māori 

Partner to increase “as Māori” leadership in play, active recreation and sport. 

Increase participation by Māori in play, sport and active recreation. 

[to acquire] # of Māori organisations that adopt 

Te Whetū Rēhua. 

5.4 hours (average) of activity per week for Auckland 

Māori Adults (18+). 

Tū Manawa Active Aotearoa funding applications used the Te Whetū Rehua framework to assess kaupapa Māori projects, which will be reviewed and refined moving 

forward. A pilot is being considered using the Te Whetū Rehua principles as an evaluation tool for organisational Māori development and change. 

M2M community events were held in Mangere, Manurewa and Waitākere with 497 participants in attendance. He Oranga Poutama played a lead role in using the event 

as a vehicle for collaboration, including key roopu from those local communities working in partnership. 

5,298 people participated in He Oranga Poutama programmes with 76% of participants being within 5 to 19 year age range. This included a key focus in settings such 

11.75 hours (average) of activity per week for 

Auckland young people (5 to 17 years). 

as kura, involved delivery of taonga tākaro programmes, development of staff and workshop facilitation. 

6: Together we 

go further 

Collaboration is extended across public, private, not-for-profit, educational and 

sport and recreation organisations with a focus on young people. 

[to acquire] # of engagements (touch points) between 

Aktive and sport, play, active recreation and education 

organisations in the preceding year. 

Aktive engaged with sector leaders from 173 organisations through the Sector Events (85), the 7th Chairs’ Roundtable (30,) the second Future of Sport Webinar (28), 

regional Balance is Better forums (23) and other (7) events. In addition 51 organisations were helped via Aktive’s shared services with regard to accounts and special 

projects. Furthermore, Aktive engaged with multiple organisations throughout the region on 1,520 separate occasions as part of the grant award process. 

[to acquire] # of engagements (touch points) between 

delivery partners and play, sport and active recreation 

organisations in the preceding year. 

Collectively, Aktive’s delivery partners engaged over 700 times with play, sport and active recreation organisations to deliver coaching and capability build workshops, to 

enable facility-sharing relationships and to provide support with funding applications and planning governance tasks. 

7: Leading the 

conversation 

National and regional agencies invest more in making Aucklanders active. 

Adult influencers understand the importance of their role in tamariki and 

rangatahi leading active lives. 

Tamariki and rangatahi participate in opportunities supported through funding. 

[to acquire] % of major agencies that increased their 

investment into helping Aucklanders be more active. 

48% of organisations implement Good Sports. 

In phase 2 of the Sport New Zealand Community 

Resilience Fund, 548 organisations were financially 

supported. 

Auckland benefited from additional funding including Tū Manawa Active Aotearoa ($4,940,017 distributed to 315 organisations), the Sport New Zealand Community 

Resilience Fund phase 1 ($15,000,000 distributed to 409 organisations) and phase 2 ($4,236,590 distributed to 548 organisations) and the Junior Players Tāmaki 

Makaurau fund ($536,000 distributed to 51 organisations, impacting over 10,000 participants). 

57 sport organisations received funding through the Junior Players Tāmaki Makaurau and Working Together Tāmaki Makaurau funds to support over 10,000 tamariki 

and rangatahi to participate in organised sport during the 2021 season. 

[to acquire] # of tamariki and rangatahi participated in 

opportunities supported by the funds. 

* = Focused on indigeneity, deprivation, ethnicity and ability


Initiative 

Snapshots 

instagram.com/heraeverydaygoddess 

facebook.com/HERAEverydayGoddess 

Aktive leads and facilitates a number 

of initiatives designed to meet 

Tāmaki Makaurau’s growing, diverse 

population and changing needs. 

These initiatives are supported 

by key strategic funders and result 

in increased play, sport and active 

recreation opportunities for 

Aucklanders. 

HERA – Everyday Goddess (HERA) 

aims to empower young girls aged 

10 to 18 years to be more active for 

life by supporting them to enjoy, 

participate and become more 

engaged in physical activity. A key 

aspect is supporting and developing 

others to better understand how to 

work with girls. 

This initiative has seen several highlights 

over the past year: 

• Four resources developed for individuals 

supporting women and girls, with 

input from national and regional sport 

organisations 

• Co-design prototype developed to 

support delivery providers’ engagement 

with women and girls 

“We really enjoyed the multisport 

programme. We are very 

happy to support initiatives like 

this as much as possible.” 

• Worked in partnership with the 

Halberg Foundation to co-design 

and deliver a multi-sport programme 

reducing barriers to physical activity 

for girls living with disabilities 

• Worked with active recreation providers 

and Auckland Council to utilise the 

HERA approach in schools to best meet 

the needs of girls 

• Positive engagement from and 

with women and girls living HERA 

principles, including New Zealand 

Paralympic Shooter Neelam O’Neill, and 

Founder of Girls Skate New Zealand 

Amber Clyde 

• Supported Tennis NZ, Auckland Rugby, 

Netball Northern and Auckland Climbing 

Youth Development Club to deliver 

bespoke workshops covering a variety 

of topics to meet the needs of young 

women and girls 

“HERA is only thing that I have seen 

that is trying to change behaviours 

and help girls find their forever love 

of sport and physical activity and 

support them to get out and give 

things a go.” - HERA participants 

• 50% representation of women 

coach developers and at least 50% 

representation of women trainers on 

Coach Developer Training courses 

• Empowered 90 wāhine toa sport leaders 

at Aktive’s Women’s Networking Event 

run in partnsership with Ngā Wāhine 

Hākinakina o Aotearoa (WISPA). 

Aktive appreciates the funding and support 

given to HERA by Sport New Zealand and 

New Zealand Community Trust. 

“Thanks so much for hosting the 

session yesterday! It was great 

and informative! It was also really 

good to co-design a framework as 

a group.”


Tū Manawa Active Aotearoa 

He Oranga Poutama 

Aktive and our partners are proud 

to be managing Tū Manawa Active 

Aotearoa on behalf of Sport 

New Zealand in Tāmaki Makaurau. 

Tū Manawa Active Aotearoa provides 

funding for new or existing projects 

or programmes to deliver play, active 

recreation and sport experiences 

for tamariki and rangatahi. 

This fund aims to: 

• Provide quality opportunities that are 

accessible and create a life-long love 

of being active 

• Reach a wide range of organisations 

that provide play, active recreation and 

sport opportunities, particularly for those 

who are less active. Included in these 

groups are tamariki and rangatahi in 

higher deprivation communities, girls 

and young women (5 to 24 years) and 

disabled tamariki and rangatahi (5 to 

18 years). 

2020/21 saw Regional Tū Manawa 

Active Aotearoa funding administered 

by Aktive and Local Tū Manawa Active 

Aotearoa funding administered by CLM 

Community Sport, Harbour Sport, Sport 

Auckland and Sport Waitākere with 

the following results: 

• $4,930,017 of Tū Manawa Active 

Aotearoa funding granted to 314 

projects across Tāmaki Makaurau 

• The funding was allocated across 

three areas of activity: 

- Sport $1,540,455 

- Active Recreation $2,593,522 

- Play $796,040 

He Oranga Poutama is continuing 

its valued work by increasing 

opportunities for whānau to explore, 

learn and participate as Māori in 

play, active recreation and sport 

across Tāmaki Makaurau. 

A Sport New Zealand initiative, He Oranga 

Poutama supports Māori being able to 

participate “as Māori”, recognising that 

a strong and secure cultural identity 

supports accessibility and is important to 

wellbeing. 

He Oranga Poutama ki Tāmaki 

Makaurau provides Māori sport 

guidance, delivery and leadership 

across the region. This year the team 

has continued to provide valuable 

community support with notable results: 

• 5,298 people participated in the He 

Oranga Poutama programme across 


• 76% of He Oranga Poutama activities 

included young people aged 5 to 19 

years 

• COVID-19 signifi cantly impacted the 

delivery of the He Oranga Poutama 

programme and events, however it did 

allow for innovation including online Māori 

capability building workshops across the 

Aktive team 

• Worked alongside four Māori sport 

organisations to positively impact 

mahi with governance, volunteers and 

participants. There was growth across 

all organisations with a focus on building 

strong foundations, leadership and 

planning to support this growth 

• Tū Manawa Active Aotearoa funding 

support and guidance added to 

engagement with kura 

• 1,139 participants involved in Taonga 

Taakaro delivery, a key He Oranga 

Poutama outcome and facilitated 

through direct programme delivery, staff 

professional development and workshop 

facilitation. 

• Kaupapa Māori projects to the value of 

$1,133,593 were included in this funding. 

• Worked with kura across Tāmaki 

Makaurau, identifying the needs of tauira, 

kaiako and kura


“The (school) teachers/kaiako 

were really engaging and gave us lots of 

feedback about the tamariki.” - Provider 

facebook.com/GoodSportsNZ 

Water Skills for Life is all about 

helping tamariki and encouraging 

low participation communities to be 

more active. 

Aktive coordinates the programme 

funding for low decile schools (1-6) 

and kura, and years 3-6 students, in 

partnership with CLM Community Sport, 

Harbour Sport, Sport Auckland and 

Sport Waitākere. For eligible schools, this 

covers 8 to 10 professionally delivered 

Water Skills for Life lessons to help 

children keep themselves safe in, on and 

around water. 

Chris Severne, Trustee, Foundation North; Dean Lawrence, Water Safety New Zealand; Graham Child, Aktive Board Chair; 

Dr Sarah Sandley, Aktive Chief Executive; Geoff Barry, General Manager Community Activation, Sport New Zealand; 

Dave Stewart, Head of Active Recreation, Auckland Council. 

“For many of our tamariki it’s been their first experience being taught water 

safety skills. To see such growth in their confidence and willingness to give these 

unfamiliar experiences a go, has been phenomenal.” - Teacher 

The year has seen 

significant Water Skills 

for Life impact and 

delivery: 

• Celebration of 10 years 

of Water Skills for 

Life and achieving the 

milestone of 1.3 million 

swimming lessons delivered 

over this decade 

• 137,290 Water Skills for Life 

lessons delivered to 13,279 

students from 75 schools 

and kura (11 new) 

• Delivery from 20 providers 

and 220 qualified 

swim instructors 

• Professional development 

delivered to 73 swim 

instructors 

• Feedback from teachers/ 

Kaiako on Water Skills for 

Life delivery showed: 

- 90% of teachers/Kaiako 

rated overall communication 

around Water Skills for Life 

as good or very good 


agreed or strongly agreed 

that tamariki enjoyed the 

Water Skills for Life lessons 


agreed or strongly agreed 

that tamariki were engaged 

in the Water Skills for Life 

lessons 


rated overall quality of 

instructors as very good or 

excellent 


rated overall quality of the 

Water Skills for Life lessons 

as very good or excellent 

• Achievement against 

the 27 competencies 

(7 skill areas): 

- 74% of tamariki can 

recognise an aquatic 

emergency 

- 94% of tamariki can get 

in and out of the water in 

multiple ways 

- 94% of tamariki can get 

under water (submerge) 

- 87% of tamariki can float 

and regain their feet 

- 67% of tamariki can 

horizontally rotate 

- 57% of tamariki can perform 

a reach/throw rescue. 

Aktive acknowledges support and 

funding for Water Skills for Life from 

Sport New Zealand, Auckland Council, 

Foundation North and Water Safety 

New Zealand. 

Good Sports is all about creating 

positive sporting experiences for 

children and young people. It does 

this by supporting and educating 

parents, caregivers, coaches, 

teachers and sport leaders, who all 

contribute to children’s sport. 

Both practitioners and researchers 

supporting Good Sports agree that many 

issues in youth sport stem from adult 

involvement. These issues include poor 

side-line behaviour, overuse injury, burnout 

and disaff ection with sport - and they can 

impact success both on and off the fi eld. 

Good Sports focuses on raising adults’ 

awareness about their behaviours in 

youth sport and, if necessary, promoting 

a positive shift in that behaviour. This year 

has seen the initiative supporting even 

more Kiwis and reaching across around 

the country. Achievements include: 

• Good Sports being used as part of Sport 

New Zealand’s national parent approach, 

with nine National and Regional Sport 

Organisations initially signing up: 

Badminton NZ, Golf NZ, 

NZ Rugby, Swimming NZ, Nuku Ora, 

Sport Gisborne-Tairawhiti, Sport Hawkes 

Bay, Sport Otago and Sport Taranaki 

• Delivering the Good Sports Developers 

course for 20 participants from 19 

organisations 

• Facilitating the Good Sports Online 

Forum with three organisations sharing 

their mahi in this area, attended by 25 

participants from across the sector 

• Building internal capability with a 

Good Sports workshop delivered 

to Aktive Community Sport team. 

This was supported further with a 

bespoke workshop for delivery partner 

organisation Regional Sports Directors 

and Good Sports leads 

• Providing Good Sports support to 

Northern Region Football, Sport 

Taranaki, Sport Waikato, Squash NZ, 

Surf Lifesaving NZ and Sport Gisborne- 

Tairawhiti 

• Attracting more than 13,400 followers on 

Facebook with strong engagement rates. 

Aktive appreciates the funding and 

support provided by Sport New Zealand, 

New Zealand Community Trust, and 

Auckland University of Technology as it 

enables Good Sports to expand its reach 

and positive impact. 

“The opportunity to expand the 

programme over the next few years 

across New Zealand with the support 

of Sport New Zealand and Aktive is 

perfectly timed as NZ Rugby continues 

its shift to a more participant centric 

approach. Good Sports complements 

this work and will help ensure we 

provide the best rugby experiences 

we can for our Small Blacks and 

teenage players.” - Mike Hester, Participation 

Development Manager, NZ Rugby



Financial 

Statements 

For the year ended 30 June 2021 

TRUSTEES’ REPORT 


The Trustees are pleased to present the approved fi nancial statements 

of Aktive for the year ended 30 June 2021. 

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 

Board of Trustees 

David Tse 

Dr Denise Atkins 

Eru Lyndon (retired by rotation October 2020) 

Graham Child (Chair) 

Joanne Wiggins (retired by rotation October 2020) 

Dr Mataroria Lyndon (appointed October 2020) 

Penny Hulse (appointed January 2021) 

Peter Meehan 

Rohini Ram 

Shelley Katae 

Graham Child 

Chair of Board of Trustees 

22 September 2021 


Chief Executive 

22 September 2021 

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


STATEMENT OF COMPREHENSIVE REVENUE AND EXPENSE 

Aktive | For the year ended 30 June 2021 

REVENUE 

Revenue from non-exchange transactions 

Notes 2021 2020 

Tū Manawa Active Aotearoa/KiwiSport funding 2 6,064,949 3,547,615 

Sport New Zealand other funding 2 11,483,193 5,978,053 

Other grants/non exchange contract revenue 2 2,035,186 2,650,147 

Total Revenue from non-exchange transactions 19,583,327 12,175,815 

Revenue from exchange transactions 

Other operating revenue - rendering of services 484,974 718,811 

Interest Received 76,427 168,010 

Total Revenue from exchange transactions 561,401 886,821 

TOTAL REVENUE 20,144,728 13,062,637 

STATEMENT OF FINANCIAL POSITION 

Aktive | As at 30 June 2021 

ASSETS 

Current Assets 

Notes 30 June 2021 30 June 2020 

Cash and cash equivalents 5 1,078,513 4,147,965 

Short term investments 6 3,043,795 3,786,352 

Receivables from exchange contracts 43,211 54,676 

Receivables from non-exchange contracts 941,731 1,057,540 

GST receivable 74,944 467,477 

Prepayments 37,255 37,802 

Total Current Assets 5,219,448 9,551,813 

Non-Current Assets 

Property, Plant and Equipment 7 209,168 104,535 

Total Non-Current Assets 209,168 104,535 

TOTAL ASSETS 5,428,617 9,656,348 

EXPENSES 

Employee and volunteer related costs 3 2,736,425 2,616,827 

Functions and events 16,957 21,387 

Grants and donations made 3 15,829,784 8,855,931 

Depreciation and amortisation 7 61,608 43,934 

Interest expense 533 2,374 

Other expenses 3 1,292,472 1,359,050 

TOTAL EXPENSES 19,937,778 12,899,503 

Surplus for the Year 206,950 163,134 

Other Comprehensive Revenue and Expenses - - 

TOTAL COMPREHENSIVE REVENUE AND EXPENSES 206,950 163,134 

STATEMENT OF CHANGES IN NET ASSETS/EQUITY 


LIABILITIES 

Current Liabilities 

Trade and other payables - from exchange contracts 563,552 4,337,004 

Employee benefits 158,613 151,113 

Loans and borrowings - short term portion 9 1,173 13,013 

Income in advance 8 3,530,429 4,182,636 

Total Current Liabilities 4,253,768 8,683,765 

Non-Current Liabilities 

Loans and borrowings 9 - 1,110 

Other non-current liabilities 5,433 9,007 

Total Non-Current Liabilities 5,433 10,116 

Total Liabilities 4,259,200 8,693,881 

NET ASSETS 1,169,416 962,467 


NET ASSETS/EQUITY 

Accumulated comprehensive revenue and expense 

Opening Balance 787,467 699,333 

Current Year Surplus 10 206,950 163,134 

EQUITY 

Accumulated comprehensive revenue and expense 894,416 787,467 

Reserve fund for continued operations 10 275,000 175,000 

TOTAL EQUITY 1,169,416 962,467 

Transfer to Reserve fund for continued operations (100,000) (75,000) 

Total Accumulated comprehensive revenue and expense 894,416 787,467 

Reserve fund for continued operations 


Transfers from Retained Earnings 10 100,000 75,000 

Total Reserve fund for continued operations 275,000 175,000 

TOTAL NET ASSETS/EQUITY 1,169,416 962,467 

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’.


STATEMENT OF CASH FLOWS 


STATEMENT OF ACCOUNTING POLICIES 


Cash Flows from Operating Activities 


Receipts from Sport New Zealand 15,927,755 11,285,505 

Receipts from other grants 2,019,075 2,788,500 

Receipts from other exchange transactions 519,850 776,893 

Interest received 96,627 177,141 

GST 185,286 (456,730) 

Grants paid (18,217,919) (7,195,513) 

Payments to suppliers and employees (4,158,312) (4,085,852) 

Net Cash Flows from Operating Activities (3,627,638) 3,289,944 

Cash Flows from Investing Activities 

Payment for property, plant and equipment (167,864) (26,562) 

Payment for investments 742,573 818,469 

Net Cash Flows from Investing Activities 574,709 791,907 

Cash Flows from Financing Activities 

Repayments of borrowings (16,523) (32,081) 

Net Cash Flows from Financing Activities (16,523) (32,081) 

NET CASH FLOWS (3,069,452) 4,049,770 

Cash and Cash Equivalents 

Cash and cash equivalents at beginning of period 4,147,965 98,195 

Cash and cash equivalents at end of period 1,078,513 4,147,965 

Net change in cash for period (3,069,452) 4,049,770 

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

1.1 Basis of Preparation 

Aktive is a Charitable Trust 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 and Tū Manawa Active Aotearoa 

Sport New Zealand introduced the KiwiSport Regional Partnership 

Fund to increase sporting participation and opportunities for 

children and allow them to develop better skills. The KiwiSport 

Regional Partnership Fund was replaced with Tū Manawa Active 

Aotearoa funding in 2020/21. Aktive is the conduit for both the 

KiwiSport and Tū Manawa Active Aotearoa 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 community organisations to 

deliver programmes to tamariki and rangatahi. 

KiwiSport and Tu Manawa 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. 

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


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 17%-50% 

- Office equipment 10%-67% 

- Computer equipment 25%-50% 

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 to usual funding levels. 

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. 

This reserve has been established for this purpose. 

1.13 Significant accounting judgements, estimates 

and assumptions 

The preparation of Aktive’s financial statements requires 

management to make judgements, estimates and assumptions 

that affect the reported amounts of revenues, expenses, 

assets and liabilities, and the accompanying disclosures, and 

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. 

the disclosure of contingent liabilities. Uncertainty about these 

assumptions and estimates could result in outcomes that require 

a material adjustment to the carrying amount of assets or liabilities 

affected in future periods. 

Judgements 

In the process of applying Aktive's accounting policies, 

management has made the following judgements, which have the 

most significant effect on the amounts recognised in the financial 

statements: 

Operating lease commitments 

Aktive has entered into one or more operating leases. 

Aktive has determined, based on an evaluation of the terms 

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. 

and conditions of the arrangements, such as the lease term 

not constituting a substantial portion of the economic life of the 

property, that it does not retain all the significant risks and rewards 

of ownership of these properties and accounts for the contracts as 

operating leases. 

Estimates and assumptions 

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. 

The key assumptions concerning the future and other key 

sources of estimation uncertainty at the reporting date, that have 

a significant risk of causing a material adjustment to the carrying 

amounts of assets and liabilities within the next financial year, are 

described below. Aktive based its assumptions and estimates 

on parameters available when the financial statements were 

prepared. Existing circumstances and assumptions about future 

developments, however, may change due to market changes or 

accumulated depreciation and impairment losses. Cost includes 

circumstances arising beyond the control of Aktive. Such changes 

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

are reflected in the assumptions when they occur. 

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

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


NOTES TO THE FINANCIAL STATEMENTS 


2021 2020 

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

2. REVENUE FROM NON-EXCHANGE TRANSACTIONS 

SPORT NEW ZEALAND FUNDING 

Tū Manawa Active Aotearoa/KiwiSport funding 6,064,949 3,547,615 

Community Sport, COVID-Community Resilience, and other funding 11,483,193 5,978,053 

Total Sport New Zealand funding 17,548,141 9,525,668 

Other grants, donations and similar revenue 2,035,186 2,650,147 

TOTAL REVENUE FROM NON-EXCHANGE TRANSACTIONS 19,583,327 12,175,815 

Grant Income in 2021 includes the following amounts gratefully received; Foundation North $768,500, Lion Foundation $15,000, 

NZ Community Trust $528,200, Water Safety New Zealand Incorporated $132,500 and Auckland Council $552,000. 

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

GRANTS - COMMUNITY FUNDING 

Funding - Tū Manawa Active Aotearoa/KiwiSport 5,764,936 3,507,957 

Funding - Covid-Community Resilience 4,236,591 - 

Other grants and donations made 5,828,257 5,347,974 

Total Grants - community funding 15,829,784 8,855,931 

EMPLOYEE RELATED COSTS 

Salary costs - administration 473,155 392,616 

Salary costs - Shared Services 517,210 390,111 

Salary costs - community sport initiatives 1,746,060 1,834,099 

Total Employee related costs 2,736,425 2,616,826 

OTHER EXPENSES 

Audit fees 10,000 9,500 

Loss on disposal of property, plant and equipment 135 - 

Leasing, rental and other interest costs 112,248 100,328 

Trustees and related party expenses, and associated costs 107,594 105,868 

Community sport initiatives - programme, workshop and similar costs 558,724 641,483 

Other administrative costs 182,726 148,379 

Other Shared Services costs 49,288 29,368 

Other community sport initiatives direct costs 271,757 324,124 

Total Other expenses 1,292,472 1,359,051



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

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

FINANCIAL ASSETS (WITHIN STATEMENT OF FINANCIAL POSITION) 

Loans and Receivables 

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

Bank and cash/(bank overdraft) 1,078,513 4,147,965 

Total Cash and deposits at bank with maturities of less than 3 months 1,078,513 4,147,965 

Short-term investments - maturing within 12 months of balance date 3,043,795 3,786,352 

Receivables from exchange transactions 43,211 54,676 

Receivables from non-exchange transactions 941,731 1,057,540 

Total Loans and Receivables 5,107,249 9,046,534 

TOTAL FINANCIAL ASSETS (within Statement of Financial Position) 5,107,249 9,046,534 

FINANCIAL LIABILITIES - AT AMORTISED COST 

Trade and other payables (563,552) (4,337,004) 

Loans and borrowings (1,173) (14,122) 

Total Financial liabilities - at amortised cost (564,726) (4,351,126) 

5. CASH AND CASH EQUIVALENTS 

Cash at bank 


Bank and cash/(bank overdraft) 1,078,513 4,147,965 

Total Cash at bank 1,078,513 4,147,965 

Total Cash and cash equivalents 1,078,513 4,147,965 

6. SHORT TERM INVESTMENTS 

Term deposits - maturing within 12 months of balance date (between July 2021 and December 2021bearing 0.8% to 1.5% interest) 

3,043,795 3,786,352 

Total Short Term Investments 3,043,795 3,786,352 

Office Equipment 

Computer Hardware 

and Software 

Motor Vehicles 

Opening balance 6,891 12,236 85,408 104,535 

Additions 11,827 156,037 0 167,864 

Disposals 670 951 0 1,621 

Depreciation 5,372 36 334 19,903 61,608 

Net book value 12,676 130,988 65,505 209,168 

Total 


8. INCOME IN ADVANCE 

Income in advance - Sport New Zealand - Tū Manawa Active Aotearoa/KiwiSport 423,541 1,133,935 

Income in advance - Sport New Zealand - other 3,018,195 2,878,751 

Income in advance - other 88,693 169,950 

Total Income In Advance 3,530,429 4,182,636 

9. LOANS 

CURRENT INTEREST BEARING LOANS AND BORROWINGS 

Obligations under finance lease due within one year 1,173 13,013 

Total Current interest bearing loans and borrowings 1,173 13,013 

NON-CURRENT INTEREST BEARING LOANS AND BORROWINGS 

Obligations under finance leases due later than one year and no later than five years - 1,110 

Total Non-current interest bearing loans and borrowings - 1,110 

SECURED FINANCE LEASE OBLIGATIONS 

Finance leases are secured over 1 motor vehicles and 1 photocopier (2020: 4 motor vehicles and 1 photocopier). Interest paid on 

finance leases during the period was $533 (2020: $2,374). The effective interest rate was 9.0% (2020: 9.0%) and maturity dates are 

October 2021 (2020: October 2020 to October 2021). 

7. PROPERTY, PLANT AND EQUIPMENT 

Motor Vehicles 

Vehicles owned 407,294 407,294 

Accumulated depreciation - vehicles owned (341,789) (321,886) 

Total Motor Vehicles 65,505 85,408 

Office Equipment 

Office equipment owned 45,550 34,823 

Accumulated depreciation - office equipment (32,874) (27,932) 

Total Office Equipment 12,676 6,891 

Computer Equipment 

Computer equipment owned 245,155 90,309 

Accumulated depreciation - computer equipment (114,168) (78,072) 

10. BREAKDOWN OF RESERVES 

RESERVES 

Accumulated Comprehensive Revenue and Expense 


Current Year Surplus 206,950 163,134 

Transfer to Reserve fund for continued operations (100,000) (75,000} 

Total Accumulated Comprehensive Revenue and Expense 894,416 787,467 

Reserve Fund for Continued Operations 


Transfer from Accumulated Comprehensive Revenue and Expense 100,000 75,000 

Total Reserve fund for continued operations 275,000 175,000 

Total Reserves 1,169,416 962,467 

Total Computer Equipment 130,988 12,236 

TOTAL PROPERTY, PLANT AND EQUIPMENT 209,168 104,535


Accumulated Comprehensive Revenue and Expense 

It is expected the Accumulated Comprehensive Revenue and Expense balance will decrease in upcoming years as further planned 

expenditure related to prior funding occurs. 

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

11. COMMITMENTS 

NON-CANCELLABLE OPERATING LEASE COMMITMENTS 


Not later than one year 101,928 99,304 

Later than one year and no later than five years 152,892 248,259 

Later than five years - - 

Total Non-cancellable operating lease commitments 254,820 347,563 

Other Commitments 

Aktive has entered into various grant commitments for community sport 

5,461,996 5,887,964 

development over the next one to three years 

Aktive has entered into an IT service contract with Xtreme Productivity 18,358 9,999 

Total Other Commitments 5,480,354 5,897,963 

14. RELATED PARTIES 

Payables 


D. Tse; Trustee fees - 3,000 

D. Atkins; Trustee fees - 3,000 

J. Wiggins; Trustee fees - 3,000 

Total Payables - 9,000 

Expenses 

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

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

E. Lyndon; Trustee fees 3,000 12,000 

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

J. Wiggins; Trustee fees 3,000 12,000 

N. Alexander; Trustee fees - 2,000 

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

S. Katae; Trustee fees 12,000 12,000 

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 for two three year periods in January 2024 and in January 2027. 

M. Lyndon; Trustee fees 8,333 - 

P. Hulse; Trustee fees 5,000 - 

Total Expenses (including any payable items) 91,333 98,000 

12. CONTINGENT LIABILITIES AND GUARANTEES 

At year end, there were no contingent liabilities or guarantees (2020: no contingent liabilities or guarantees). 

13. IN-KIND GOODS OR SERVICES PROVIDED 

IN-KIND GOODS OR SERVICES 

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

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

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 2020/21 there were 8 Trustees, the full complement of Trustees 

consistent with the constitution of Aktive, 2020: 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 900,759 880,441 

Number of persons 6 6 

Total In-kind goods or services 25,900 25,900 

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. 

15. EVENTS AFTER THE BALANCE DATE 

Subsequent to the year end, Aktive has entered into multi-year agreements with Sport New Zealand to receive $12,228,000 for 

community sport funding, $1,534,500 for He Oranga Poutama funding, $340,000 for Regional Sports Director funding, $50,000 

for Good Sports funding, and $15,427,086 for Tū Manawa Active Aotearoa funding. 

In March 2020, the World Health Organisation declared the outbreak of COVID-19 (Coronavirus) a pandemic. Two weeks later, 

on 26 March 2020, New Zealand increased its COVID-19 alert level to Level 4 and a nationwide lock down commenced. 

Subsequent to balance date, due to an increase in COVID-19 cases, the alert level was again raised to Level 4 for all regions in 

New Zealand from 18 August 2021. Given that the restrictions are still in place, management understands that the 30 June 2022 

financial statements of the Trust may be affected but are unable to reliably estimate its impact due to the uncertainty around the 

duration of the pandemic and its ultimate impact on the Trust. 

There were no other subsequent events arising after the balance date. 

16. COMPARATIVES 

There have been a number of prior period comparatives which have been reclassified to make disclosure consistent with the 

current year.


INDEPENDENT AUDITOR’S REPORT 

INDEPENDENT TO THE AUDITOR’S TRUSTEES REPORT OF AKTIVE 

TO THE TRUSTEES OF AKTIVE 

Opinion 

Opinion 

We have audited the financial statements of Aktive (“the trust”) on pages 34 to 45, which comprises 

We have audited the statement the financial of financial statements position of as Aktive at 30 June (“the 2021 trust”) and the on statement pages 34 of to comprehensive 45, which comprises revenue 

the statement and expenses, of financial statement position of as changes at 30 in June net assets/equity 2021 and the and statement of of comprehensive cash flows for the revenue year then 

and expenses, 

ended, 

statement 

and notes 

of 

to 

changes 

the financial 

in net 

statements, 

assets/equity 

including 

and statement 

a summary of significant 

cash flows 

accounting 

for the year 

policies. 

then 

ended, and In notes our opinion to the financial the accompanying statements, financial including statements a summary present of significant fairly, in all accounting material respects, policies. the 

financial position of the trust as at 30 June 2021 and its financial performance and its cash flows for 

In our opinion the year the then accompanying ended, accordance financial with statements Public Benefit present Entity fairly, International in all material Public Sector respects, Accounting the 

financial position Standards of – the Reduced trust as Disclosure at 30 June Regime. 2021 and its financial performance and its cash flows for 

the year then ended, in accordance with Public Benefit Entity International Public Sector Accounting 

Standards – Emphasis Reduced of Disclosure Matter – COVID-19 Regime. 

Emphasis of Without Matter modifying – COVID-19 our opinion, we draw attention to the disclosures in note 15 on page 45 which 

outline the possible effects of the COVID-19 pandemic. 

Without modifying our opinion, we draw attention to the disclosures in note 15 on page 45 which 

Basis for Opinion 


We conducted our audit in accordance with International Standards on Auditing (New Zealand) (ISAs 

Basis for Opinion (NZ)). Our responsibilities under those standards are further described below in the Auditor’s 

Responsibilities for the Audit of the Financial Statements section of our report. We are independent of 

We conducted the trust our in audit accordance in accordance with Professional with International and Ethical Standards 1 (Revised) on Auditing Code (New of Ethics Zealand) for Assurance (ISAs 

(NZ)). Our Practitioners responsibilities issued under by the New those Zealand standards Auditing are and further Assurance described Standards below Board, and in we the have Auditor’s fulfilled 

Responsibilities our other for the ethical Audit responsibilities of the Financial accordance Statements with section these of requirements. our report. We believe are independent that the audit of 

the trust in 

evidence 

accordance 

we have 

with 

obtained 

Professional 

is sufficient 

and Ethical 

and appropriate 

Standard 

to 

1 (Revised) 

provide a basis 

Code 

for 

of 

our 

Ethics 

opinion. 

for Assurance 

Practitioners issued by the New Zealand Auditing and Assurance Standards Board, and we have fulfilled 

Other than in our capacity as auditor we have provided a reasonable assurance to New Zealand 

our other ethical 

Community 

responsibilities 

Trust (NZCT) in 

in 

respect 

accordance 

of grants 

with 

provided 

these requirements. 

to Aktive. We have 

We 

no 

believe 

other relationship 

that the audit 

with, 

evidence we or have interests obtained the trust. is sufficient and appropriate to provide a basis for our opinion. 

Other than Other in our information capacity as auditor we have provided a reasonable assurance to New Zealand 

Community Trust (NZCT) in respect of grants provided to Aktive. We have no other relationship with, 

or interests The in the trustees trust. are responsible for the other information. The other information comprises the 

information on pages 1 to 33 and 49 to 60 (but does not include the financial statements and our 

Other information 

auditor’s report thereon), which we obtained prior to the date of this auditor’s report. Our opinion on 

the financial statements does not cover the other information and we do not express any form of audit 

opinion or assurance conclusion thereon. 

The trustees are responsible for the other information. The other information comprises the 

information In on connection pages 1 with to 33 our and audit 49 to of 60 the (but financial does statements, not include our the responsibility financial statements is to read the and other our 

auditor’s report information thereon), identified which above we obtained and, doing prior so, to consider the date whether of this auditor’s the other report. information Our opinion is materially on 

the financial inconsistent statements with does the not financial cover the statements other information our knowledge and we obtained do not express in the audit, any form otherwise of audit 


In connection with our audit of the financial statements, our responsibility is to read the other 

information identified above and, in doing so, consider whether the other information is materially 

inconsistent with the financial statements or our knowledge 47 obtained in the audit, or otherwise 

47


appears to be materially misstated. If, based on the work we have performed on the other information 

appears that to we be obtained materially prior misstated. to the If, date based of on this the auditor’s work we report, have performed we conclude the that other there information is a material 

that misstatement we obtained of prior this to other information, date of this we auditor’s are required report, to we report conclude that fact. that We there have is nothing a material to report 

misstatement in this regard. of this other information, we are required to report that fact. We have nothing to report 

in this regard. INDEPENDENT AUDITOR’S REPORT 

TO THE TRUSTEES OF AKTIVE 

Restriction on Responsibility 

Restriction Opinion on Responsibility 

This report is made solely to the trustees, in accordance with section 42F of the Charities Act 2005. 

This Our report We have 

audit is made audited 

work solely the 

has been to financial the undertaken trustees, statements in of 

so accordance Aktive (“the 

that we might with trust”) 

state section pages 

to the 42F 34 

trustees of to the 45, Charities which comprises 

those matters Act 2005. we are 

Our required audit the work statement 

to has state been of financial 

to them undertaken position 

in an auditor's so as that 30 we June 

report might 2021 and 

and state the 

for to statement 

no the other trustees of comprehensive 

purpose. those To matters revenue 

the fullest we are extent 

required 

and 

permitted to 

expenses, 

state by law, to 

statement 

them we do in 

of 

not an 

changes 

accept auditor's 

in net assume report 

assets/equity 

and responsibility for 

and 

no 

statement 

other to anyone purpose. 

of cash flows 

other To than the 

for the 

fullest 

year then 

the Trustees, extent 

ended, and notes to the financial statements, including a summary of significant accounting policies. as a 

permitted body, for by law, our audit we do work, not accept for this or report, assume or responsibility for the opinions to anyone we have other formed. than the Trustees, as a 

body, for In our audit opinion work, the for accompanying this report, financial or for the statements opinions present we have fairly, formed. in all material respects, the 

Trustees’ financial Responsibility position of the for trust the as Financial at 30 June Statements 

2021 and its financial performance and its cash flows for 

Trustees’ the Responsibility year then ended, for in the accordance Financial with Statements Public Benefit Entity International Public Sector Accounting 

Standards – Reduced Disclosure Regime. 

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

The trustees accordance are with responsible Public Benefit for the preparation Entity International and fair Public presentation Sector of Accounting the financial Standards statements – Reduced in 

accordance Emphasis 

Disclosure with of 

Regime Public Matter 

and Benefit – COVID-19 

for such Entity internal International control as Public the trustees Sector Accounting determine Standards is necessary – to Reduced enable the 

Disclosure preparation Regime of and financial for such statements internal that control are free as the from trustees material determine misstatement, necessary whether to enable due to fraud the 

Without modifying our opinion, we draw attention to the disclosures in note 15 on page 45 which or 

preparation error. of financial statements that are free from material misstatement, whether due to fraud or 


error. 

In preparing Basis for Opinion the financial statements, the trustees are responsible for assessing the entity's ability to 

In preparing continue the as a financial going concern, statements, disclosing, the trustees as applicable, are responsible matters relating for assessing to going the concern entity's and ability using to the 

continue We 

going as conducted 

concern a going basis concern, our audit 

of accounting disclosing, in accordance 

unless as applicable, with International 

the trustees matters Standards 

either relating on 

intend to Auditing 

to going liquidate concern (New Zealand) 

the and entity using (ISAs 

or to the cease 

going operations, concern (NZ)). Our basis responsibilities 

or has of accounting under 

no realistic unless those 

alternative the trustees standards 

but to do either are further 

so. intend described to liquidate below the in entity the or Auditor’s 

cease 

Responsibilities for the Audit of the Financial Statements section of our report. We are independent of 

operations, or has no realistic alternative but to do so. 

the trust in accordance with Professional and Ethical Standard 1 (Revised) Code of Ethics for Assurance 

Auditor’s Practitioners Responsibilities issued by the for New the Zealand Audit Auditing of the and Financial Assurance Statements Standards Board, and we have fulfilled 

Auditor’s our Responsibilities other ethical responsibilities for the Audit in of accordance the Financial with these Statements requirements. We believe that the audit 

Our evidence objectives we have are to obtained is reasonable sufficient and assurance appropriate about to provide whether a basis the financial for our opinion. statements as a whole 

Our objectives are free from are material to obtain misstatement, reasonable assurance whether about due to whether fraud or the error, financial and to statements issue an auditor’s as a whole report 

are free that Other from includes than material our in our opinion. misstatement, capacity Reasonable auditor whether we assurance have due to provided fraud is a high or a reasonable error, level of and assurance, to issue an but to auditor’s New is not Zealand a report guarantee 

that that includes Community 

an audit our conducted opinion. Trust (NZCT) Reasonable in 

in 

accordance 

respect assurance of grants 

with 

provided 

ISAs is a (NZ) high to 

will 

Aktive. level always of We assurance, detect 

have no 

a material 

other but is relationship not misstatement a guarantee with, 

when 

that it an or 

exists. audit interests conducted in the trust. 

Misstatements in accordance can arise from with ISAs fraud (NZ) or error will always and are detect considered a material material misstatement if, individually when or in 

it exists. the aggregate, Misstatements they can could arise reasonably from fraud be or expected error and to are influence considered the economic material decisions if, individually of users or in 

Other information 

taken 

the aggregate, on the basis they of these could financial reasonably statements. be expected to influence the economic decisions of users taken 

on the basis of these financial statements. 

The trustees are responsible for the other information. The other information comprises the 

A further information description pages of 1 the to auditor’s 33 and 49 responsibilities to 60 (but does for not the include audit the of the financial financial statements statements and our is located 

A further at auditor’s the description XRB’s report website of thereon), auditor’s at which https://www.xrb.govt.nz/standards-for-assurance-practitioners/auditorsresponsibilities/audit-report-8/ 

the XRB’s financial website statements https://www.xrb.govt.nz/standards-for-assurance-practitioners/auditors- 

does not cover the other information we do not express any form of audit 

responsibilities we obtained prior to the date audit of of this the auditor’s financial report. statements Our opinion is located on 

at the 

responsibilities/audit-report-8/ 


UHY In connection Haines Norton with our (Auckland) audit of the Limited financial statements, our responsibility 30.09.21 is to read the other 

UHY …………………………………………………………………………………… 

Haines information Norton identified (Auckland) above and, Limited in doing so, consider whether 30.09.21 the ..……………………………………………………… 

other information is materially 

…………………………………………………………………………………… 

UHY inconsistent Haines Norton with the (Auckland) financial statements Limited or our knowledge ..……………………………………………………… 

obtained Date in the audit, or otherwise 

UHY Chartered Haines Norton Accountants (Auckland) Limited 

Date 

Chartered Auckland, Accountants New Zealand 

Auckland, New Zealand 

47 

48 

48



TŪ MANAWA ACTIVE AOTEAROA 

AKTIVE REGIONAL APPLICATIONS 

Total funds available for distribution in 2020/2021 funding round 989,271.50 

Total new applications funded (refer listing below) 989,271.50 

Difference: unallocated funds carried forward - 

New applications - granted and paid in year 624,063 

New applications - granted and payment due 365,208.50 

Tū Manawa 

Active Aotearoa 

Financial 

Statements 


Application of Tū Manawa Active Aotearoa Funding applied 

Auckland Pilipino Trust (APT) 12,300 

Auckland Australian Football League Incorporated 18,000 

Auckland Council 25,000 

Auckland Cricket Association Inc. 27,500 

Auckland Cricket Association Inc. 15,000 

Auckland Netball Centre Inc. 12,074.50 

Bay Olympic Soccer & Sports Club 28,081 

Bike on NZ Charitable Trust 48,000 

BLAKE (formerly known as The Sir Peter Blake Trust) 44,280 

Blind Sport New Zealand 10,808 

Circability Trust 40,000 

Eagles Sports & Cultural Collective Incorporated 35,000 

Functional Adaptive Movement Ltd 16,560 

Functional Adaptive Movement Ltd 10,500 

Hakula Tonga Aotearoa Rugby League Inc 40,000 

Hungerball Ltd 50,000 

Junky Monkeys (trading name), Ann Langis Play Ltd 15,000 

Kī o Rahi Tāmaki Makaurau 55,000 

Kokako Lodge Trust 85,650 

New Zealand Football Foundation 40,905 

Playtech Ltd T/A HADO NZ 53,879 

Recreate NZ 42,250 

Samoa Barbarians Sports Club Incorporated 10,500 

Snowplanet 40,000 

Tania Dalton Foundation 49,584 

The StarJam Charitable Trust 40,000 

Various Auckland Swim Providers (Auckland wide) 100,000 

YMCA North Incorporated 23,400 

Total Tū Manawa Active Aotearoa $ Approved 989,271.50


LOCAL TŪ MANAWA ACTIVE AOTEAROA 

APPLICATIONS - CLM COMMUNITY SPORT 


APPLICATIONS - CLM COMMUNITY SPORT CONT. 

Total funds available for distribution in 2020/2021 funding round 1,944,331.00 

Total new applications funded (refer listing below) 1,782,656.56 

Difference: unallocated funds carried forward 161,675.00 

New applications - granted and paid in year 845,512.00 


Application of Tū Manawa Active Aotearoa Funding applied in period 

Antarctic Heritage Trust 7,200.00 

Aorere College 28,904.00 

Auckland Basketball Services Ltd 25,581.75 

Auckland Rugby League Incorporated 1,000.00 

Auckland Whanau Special Needs Support Group Inc. 7,792.50 

B Leisure International (NZ) Ltd (Belgravia Leisure) 18,850.00 

Bader Intermediate School 2,500.00 

Bettalifestyle Fitness Ltd 5,173.20 

Better Health and Wellbeing Community Trust 6,492.50 

Brown Pride Incorporated Society 49,684.60 

Bulls Basketball (Bulls Together) 5,081.70 

Clayton Park School 6,050.00 

Counties Manukau Kirikiti Association 10,000.00 

Counties Manukau Orienteering Club 9,750.00 

D65 Trust 9,090.00 

Dawson Primary School 3,480.00 

Dawson Primary School 9,052.00 

Dawson School 4,490.00 

Dream Big Trust 6,753.76 

Dream Big Trust 9,777.00 

EcoMatters Trust 20,000.00 

Edmund Hillary School 9,778.20 

Edmund Hillary School 9,807.00 

Fairburn School 9,595.97 

Faith City Trust Board 3,500.00 

Favona School 8,292.60 

Franklin Family Support Trust Board 8,904.00 

Functional Adaptive Movement (Fam) Limited 8,856.00 

Graeme Dingle Foundation Auckland 5,000.00 

Graeme Dingle Foundation Auckland 5,000.00 

Health Through The Marae Te Whakaorangatanga o Nga Tangatawhenua 73,362.47 

Hungerball Ltd 9,700.00 

Jean Batten School 9,807.84 

Kauri Flats School 9,999.10 

Kauri Flats School BOT 6,387.00 

Kelvin Road School 9,660.54 

Kiribati Federation Aotearoa Incorporated 9,894.89 

Kolmar Charitable Trust 25,512.00 

Koru School 9,973.20 

Last Stance Enterprise Limited 10,000.00 

Mangere Central School 9,984.10 

Mangere Hawks Netball Club 10,000.00 

Manukau Auckland Volleyball Association Incorporated 4,108.00 



Manukau Outrigger Canoe Club 18,585.00 

Manukau Taniwha BMX Club 19,700.00 

Manukau United Football Club Incorporated 38,310.00 

Manurewa Associated Football Club Inc 10,000.00 

Manurewa High School 70,000.00 

Manurewa Marlins Rugby League 7,000.00 

Manurewa Marlins Rugby League 13,000.00 

Manurewa Squash Club 6,530.90 

Massey Park Aquatics Limited 5,200.00 

Massey Park Aquatics Limited - SwimMagic 6,390.00 

Massey Park Aquatics Limited - SwimMagic 7,465.00 

Massey Park Pool (CLM) 8,170.00 

Maunga Tonu Charitable Trust 8,875.00 

McAuley High School 1,700.00 

McAuley High School 941.00 

Nga Iwi School 9,983.20 

Nga Iwi School 2,500.00 

NZ Surf Academy Limited 9,080.00 

Otahuhu Recreation Limited 18,400.00 

Otahuhu Recreation Limited 5,460.00 

Pacifi c Advanced Secondary School 10,000.00 

Pacifi c Boxing Academy 6,907.00 

Papakura City Football Club Inc. 10,000.00 

Papakura Collective Ltd 9,500.00 



Papakura Recreation Limited 5,160.00 

Papatoetoe High School 10,000.00 

Papatoetoe High School 6,400.00 

Papatoetoe Olympic Weightlifting Club 10,000.00 

Papatoetoe United Football Club 4,128.00 

Parafed Auckland 10,000.00 

Park Estate School 8,654.60 

Pasifi ka Aotearoa Womens Sports Inc. 8,427.97 

PHAB Association (Auckland) Inc 8,241.00 

Pohutukawa Coast Bike Club 12,228.00 

Pop Up Play Limited 9,873.92 

Pukekohe Lawn Tennis Club 1,993.88 

Pukekohe Lawn Tennis Club 2,956.04 

Pukekohe North School 9,961.10 

Redoubt North Primary School 9,979.05 

Roscommon School, Wiri 9,672.50 

Rosehill College 1,800.00 

Rosehill College 7,850.00 

S Double S Services Limited 10,000.00 

Saintz Dance Academy 13,702.00 

Sandspit Road School 2,921.00 

South Auckland Rangers Association Football And Sports Club Inc 19,939.90 

Southern Districts Hockey Club 7,384.00 

Sporting Edge Trust 8,970.00 

St Joseph's Primary Pukekohe 7,650.00 

St. Mary MacKillop Catholic School BOT 9,842.80 

Steven Mulcahy (CFR Fitness and Boxing) 10,000.00 

T2T Sports Incorporated 9,900.00



APPLICATIONS - CLM COMMUNITY SPORT CONT. 


APPLICATIONS - HARBOUR SPORT 

T2T Sports Incorporated 9,900.00 

T2T Sports Incorporated 119,100.00 

Takanini School 8,860.00 

Tangaroa College 36,946.00 

Tangaroa College BOT 8,200.00 

Te Kura Kaupapa Māori o Piripono Te Kura Whakahou ki Ōtara 4,200.00 



Te Kura Māori o Ngā Tapuwae 97,528.00 

Te Pou Herenga Waka Ama Club 20,698.00 

Te Wharekura O Manurewa 22,000.00 

The Community Builders NZ Trust 50,000.00 

The Community Builders NZ Trust 9,968.00 

The Otara Kai Village under The Community Builders NZ Trust 8,500.00 

The Otara Rugby League Football Club Inc. 5,814.48 

The Pride Project Charitable Trust 9,725.00 

The Renaissance School of Dance 9,720.00 

The Renaissance School of Dance 6,480.00 

The TYLA Trust (Turn Your Life Around Trust) 10,000.00 

Time to Thrive to Stay Alive Charitable Trust 9,959.80 

Viscount School 18,000.00 

Vitex Lucens Charitable Trust 10,000.00 

Waterlea School 17,660.00 

Wesley College 22,340.00 

Wiki Workz Limited 34,615.00 

Wiri Central School 7,728.00 

Wymondley Road School 16,826.50 

YMCA North Incorporated 50,000.00 

Zayed College for Girls 8,500.00 

Total Tū Manawa Active Aotearoa $ Approved 1,782,656.56 



Difference: unallocated funds carried forward - 




ADHD New Zealand 9,999.99 

Albany Senior High School 9,999.00 

AUT Millennium - Schools Programme 7,410.00 

Bayview Primary School 4,098.39 

Beach Haven Primary School 9,999.56 

Birkenhead College 5,920.00 

Birkenhead College 4,524.00 

Glenfi eld Primary School 3,302.61 

Gym Kids Ltd 10,000.00 

Hearts & Minds NZ Inc. 9,835.00 

Helensville Primary School 3,450.00 

Hobsonville Point Secondary School 9,999.99 

Kelly Sports 9,785.49 

New Zealand Multicultural Foundation 4,810.50 

North Auckland Powerchair Football Club 2,320.00 

North Harbour Rugby Union 8,364.00 

North Shore City Baseball Club 9,999.00 

Onepoto School 1,000.00 

Pacifi c Unite Trust 10,000.00 

Pakiri Primary School 1,343.00 

Parakai School 2,000.00 

POP UP PLAY 9,999.20 

Shuriken Mixed Martial Arts 7,453.00 

Special Olympics Greenhithe 9,378.00 

Sunnybrae Normal School 3,606.27 

Takapuna District Cricket Club 4,400.00 

Te Kura Kaupapa Māori o Te Raki Paewhenua 5,000.00 

Tomarata School 3,510.00 

Waioneke School 1,000.00 

Wellsford School 3,500.00 

Womens Centre Rodney 10,000.00 




APPLICATIONS - SPORT AUCKLAND 


APPLICATIONS - SPORT AUCKLAND CONT. 



Difference: unallocated funds carried forward 2.00 




ACG Parnell 1,630.00 

Auckland Basketball Services Limited (ABSL) 50,000.00 

Auckland Central Volleyball Club 19,050.00 

Auckland Netball Centre Inc. 6,024.00 

Auckland Softball Association 10,060.00 

Auckland Sport Climbing Incorporated 23,900.00 

Botany Downs Secondary College 6,500.00 

Christ the King Catholic School (Owairaka) 3,257.00 

CNSST Foundation (Chinese New Settlers Services Trust) 10,000.00 

Counties Manukau Orienteering Club 6,180.00 

Eastern Suburbs Gymnastics Club 24,720.00 

Eden Roskill Cricket Club 4,000.00 

Epsom Girls Grammar School 10,000.00 

Freemans Bay School 9,480.00 

Freemans Bay School 4,782.70 

Hardcore Limited 10,000.00 

Hay Park School on behalf of the Principals Cluster 139,000.00 

Health Initiatives/Body2Transform 2,500.00 

InZone Education Foundation 3,232.00 

Lynfield College 30,000.00 

Manaiakalani 116,500.00 

Metro Lions Sports Club Incorporated 9,000.00 

Metro Mount Albert Softball Club 3,726.00 

Mount Roskill Grammar School 30,000.00 

Mt Albert Primary School 18,000.00 

New Zealand Air Volleyball Club Incorporated 7,800.00 

Ocean Blue Sports Club 26,526.00 

One Tree Hill College 30,000.00 

Onehunga High School 5,000.00 

Our Lady Star of the Sea School 3,075.00 

Panama Road School 10,000.00 

Panama Road School 8,700.00 

POP UP PLAY 28,725.00 

Riverina School/Riverhills School 7,642.00 

Sailability Auckland 8,000.00 

Sense Rugby (New Zealand) Trust 7,400.00 

Sense Rugby (New Zealand) Trust 20,000.00 

Social Nature Movement 2,433.00 

Special Olympics Howick-Pakuranga 10,000.00 

Tamaki College 25,825.00 

Tamaki Lightning American Football Club 5,000.00 

The Auckland Table Tennis Association 26,491.00 

The Dust Palace Charitable Trust 11,970.00 

The Synergy Projects Trust 7,638.00 

The Synergy Projects Trust (Umbrella Group) 44,000.00 

Total Quality Movement and Health Ltd (Trading Name : AarohaFit) 4,800.00 

Tri Star Gymnastics 36,767.00 

Tri Star Gymnastics 41,892.00 

Waiheke High School 9,800.00 

Waiheke High School 9,408.00 

Waiheke Recreation Centre 10,150.00 

Waikowhai Intermediate School 2,991.00 

Western Springs Association Football Club 22,375.00 

Western Springs College – Ngā Puna o Waiōrea 12,017.00 




APPLICATIONS - SPORT WAITĀKERE 


APPLICATIONS - SPORT WAITĀKERE CONT. 

Total funds available for distribution in 2020/2021 funding round 1,014,784.00 


Difference: unallocated funds carried forward 50,668.70 




Adventure Specialties Trust 4,873.99 





Aroha Skate NZ Limited 5,730.00 

Arohanui School and Specialist outreach Service 7,616.93 

Arohanui School and Specialist outreach Service 5,760.00 

Auckland Climbing Youth Development Club 5,300.00 




Auckland Curling Club 6,441.25 

Avondale Primary School 9,200.00 





Bike on NZ Charitable Trust 54,000.00 

Brotherhood Continues Trust c/o Marist RLFC 8,242.00 

Circability 8,800.00 

Fresh Movement Arts Trust 9,600.00 

Glendene Primary 18,000.00 

Green Bay High School on behalf of the nine school in the cluster. 82,334.84 

Gym Kids Ltd 9,450.00 

Henderson Bowls Inc. 4,022.50 

Henderson Cluster 38,068.80 

Henderson North School 10,000.00 

Holy Cross Catholic School 3,150.00 

HOOPQUARTERS LTD 9,820.00 

iEvent Ltd (trading as Synergy Sports) 9,810.00 

Jafakids Mountain Bike Academy Bellas on Mountain Bikes 9,668.00 

Kelston Girls' College 4,744.00 

Kelston Girls' College 6,932.50 

Kī o Rahi Tāmaki Makaurau 12,407.20 

Kiwi Kick Stars Ltd 9,523.00 

Knights Basketball NZ 3,360.00 

Level Up Fitness Ltd 1,885.00 

Liston College 6,648.51 

Lynn-Avon United AFC 4,000.00 

Massey Cluster Schools 26,711.97 

Massey Primary School 4,500.00 

Middle School West Auckland 9,370.00 

Middle School West Auckland - Te Kura o Pōhutukawa 9,889.93 

New Windsor Community Hub (Community Waitākere is Funds Holder) 10,000.00 

New Zealand Multicultural Foundation 8,239.43 

New Zealand Olympic Wrestling Union 9,730.00 

Oaklynn Special School 9,901.66 

Oratia United AFC 9,817.30 

Ranui School 9,360.00 

Rutherford College 6,000.00 

Rutherford College 5,175.00 

Saintz Dance Academy 12,274.00 

St Dominic's Catholic College 2,222.00 

St Dominic's Catholic Primary School 2,535.00 

Sunnyvale Primary School 5,000.00 

Tamariki Tours 17,250.00 

Te Atatu Intermediate 1,100.00 

Te Kura Kaupapa Māori o Te Kotuku 21,940.00 

Te Kura Kaupapa Māori o Hoani Waititi 50,000.00 

Toi Mauri Ora 25,600.00 

Toi Tangata 25,400.00 

Waitākere City Rugby football & Sports Club inc 5,007.87 

Waitākere College 5,710.00 

Waitākere College 4,309.00 

Waitākere Outrigger Canoe Club 60,667.66 

Waitākere Regional Hockey Turf Trust 8,397.50 

WaterSafe Auckland Inc operating as Drowning Prevention Auckland 4,749.00 

West Auckland Riding for the Disabled Association Incorporated 24,090.00 

West Auckland Youth Development Trust t/a West Auckland Boxing Academy 25,630.00 

Western Districts Hockey Club 6,884.00 

Whau Cluster Schools 58,933.90 

Zeal Education Trust - Waitākere 9,957.00 



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