Recreation Aotearoa 21/22 Impact Report

2021 - 2022 IMPACT REPORT

Our People

BOARD

Mark Bowater (Chair until February 2022), Michele Frey (Deputy Chair until February 2022, current Chair), Bobbi Clark-Heu (Deputy Chair from February 2022), Dan Anderson, Brent Eastwood, Grant Davidson (until July 2021), Sarah Murray (until November 2021), Vanessa Hughey (from November 2021), Kirsty Knowles (from November 2021), Hannah Chapman-Carr (Aspiring Director until September 2021), Watene Hema (Aspiring Director from October 2021)

TE KAHUI KURA MĀORI

Roxanne Waru, Scott Linklater, Paora Te Hurihanganui, Ron Taukamo, Bobbi Clark-Heu, Robin Quigg, Tracey-Lee Repia, Te Miri Rangi, Lisa Mansell, Kuruho Wereta, Johnnie Freeland

STAFF

Andrew Leslie (CEO), Tracey Prince-Puketapu (Aquatics Programme Leader - Team Leader), Garrett Blair (Parks, Play & Open Spaces Programme Manager), Esther Bukholt (Community Recreation & Sport Programme Manager), Jen Riley (Outdoors Programme Manager until December 2021), Kieran McKay (Outdoors Programme Manager from March 2022), Sam Newton (Advocacy Manager), Daniel Evans (Events & Membership Manager - Team Leader), Sarah Ford (Marketing & Communications Manager until September 2021), Leah Maclean (Communications Coordinator until September 2021, current Marketing & Communications Manager), Mikayla Hopkins (Marketing & Communications Coordinator from November 2021) Rhiann Collins (Quality Programmes Coordinator), Kuruho Wereta (Māori Cultural Advisor), Maryanne Cheater (Events Coordinator), Linda Walsh (Finance & Administration Coordinator), Katie Owen (Disability & Inclusion Programme Manager from April 2022)

REGIONAL CHAIRS

Auckland/Northern - Tom Mann, Central - Sally Sheedy, Midlands - Brendon Rope & Elise Yule, Wellington - Sam Dickie & Toshy Rapana, Canterbury - Jenn Benden, Otago/ Southland - Lindsay Hyde

REGIONAL ADVISORY GROUP

Cassandra Horton (Chair), Aaron Phillips (until February 2022) Mark Hammond (until October 2021), Mark Blake, Megan Carpenter (until October 2021), Sally Sheedy (until February 2022), Grant Stephens (from December 2021), Sam Dickie & Toshy Rapana (from December 2021), Amanda Davies (from April 2022), Brendon Rope (from April 2022), Bobbi Clark-Heu (Board Representative)

OUTDOOR RECREATION SUB-COMMITTEE

Dan Anderson (Chair until March 2022), Vanessa Hughey (Chair from March 2022), Mark Johnston, Chris Mildon, Jo Parsons, Tracey-Lee Repia, Simon Graney

ARPRO BOARD

Geoff Canham (Chair), Bevan Grant, Rob Greenaway, Robyn Cockburn, Sarah Murrary

AWARDS ADVISORY PANEL

Deb Hurdle, John Latimer, Richard Lindsay, Simon Battrick, Glenn Quintal, Shyrel Burt, Cassandra Horton, Wendy Bainbridge, Alison Law

YARDSTICK ADVISORY GROUP

Bill Steans, Garry Page, Vicki Muxlow, Aaron Phillips, Nicola Jukes, Ian Soper, Matthew Lanyon, Gordon Bailey, Jennifer Leaf

NZ CEMETERIES & CREMATORIA COLLECTIVE

Hayden Parr (Chair), Daniel Chrisp, Alastair Crombie, Chris Curlett, Danny Langstraat, Becky Masters-Ramsay, Craig Morton, Ricky Mulqueen, Elizabeth Reddington, Sheree Stout, Kelvin Tamihere (from June 2022)

RECREATION AOTEAROA FELLOWS

Gordon Bailey, Dr Kay Booth, Robyn Cockburn, Graeme Hall, Richard Hollier, Alan Jolliffe, John Mills, Garry Page, Bruce Stokell, Neil Tonkin, Bill Steans, Dr Digby White, Rob Greenaway, Bevan Grant, John Allen, Jamie Delich, John Latimer, Robin Pagan, Chris Rutherford, Peter Watson, Mark Bowater, Joe Griffin, Jane Aickin, Fay Freeman, Richard Lindsay

LIFE MEMBERS

Ralph Boggust, Lex Bartlett, Graham Bradbourne, John Cousins, Neil Drain, John McGuiness, John Masters, Gordon Soper, Colin Way, Jamie Delich

AUDIT, FINANCE & RISK COMMITTEE

Dan Anderson (Chair), Sarah Murray (Chair until October 2021), Richard Booker, Kirsty Knowles (from November 2021), Mark Bowater (from March 2022), Hannah ChapmanCarr (until September 2021), Watene Hema (from November 2021)

ACCOUNTANT

BDO

AUDITOR

Baker Tilly Staples Rodway

CEO Message

bowing out following another strong year for Recreation Aotearoa. The pou of our strategy Te Whai Oranga are starting to become more visible through the Strengthen and Adapt programme, increased focus on disability and inclusion, and the establishment of a steering group to guide our mahi relating to climate change. Our core programme of services performed well with a particular highlight for me being Green Pavlova in Dunedin. Seeing 300 people coming together to reconnect and be inspired by an outstanding line up of speakers brought a smile to my face. As did the energy on the dance floor on the night of the awards dinner!

Eleven years ago, not long after I was appointed CEO of the NZ Recreation Association, a colleague said to me, ‘remember it’s a marathon not a sprint’. Wise words, and advice that I took with me throughout my time in the CEO chair. There were only five of us in the team back in 2011. Then we slowly started to build over the years with new roles being created as more investment and revenue came into the organisation, supporting a growing range of services, influence, and impact.

Now as I step away to start the next phase of my career as the CEO for Nuku Ora, the organisation is in great hands with the team that’s in place, the wonderful group of people around the Board table, and the incredible contribution we receive from members and stakeholders. It’s hard to step away because of the relationships I’ve developed, how stimulating and enjoyable the mahi is, and because of the support and care the people within this organisation provided me following my accident two and a half years ago. This has played a massive role in my recovery to date and is something I will never forget.

Reflecting on 2021/22 I feel proud to be

I’d like to finish on some thanks. To all of you out there that engage with Recreation Aotearoa, participate in, and contribute to our mahi, e mihi ana ki a koutou. We simply would not exist without our members. To my Board, congratulations on becoming the first organisation ever to achieve a Governance Mark re-accreditation. Thank you for having my back and I wish you all the best for the bi-cultural journey ahead. To my senior management team Tracey, Daniel, Sam, and Kuruho, you’re such great leaders and thank you for making my job easier. To the wider Recreation Aotearoa team past and present, I’ve enjoyed every minute of my last 11 years. Thank you for making work so fun and rewarding. I’m going to miss being ‘Boss’ but am looking forward to our continual friendship as a member of Recreation Aotearoa. It’s been quite a marathon whānau! Time to move to a new start line and start the race.

Ngā mihi nui

Andrew Leslie

Chair Message

significant advancements in the disability and inclusion sector this year, highlight just a few examples of this transformational change. And somehow Andrew navigated this while facing considerable personal circumstances. Sincerely, Andrew, you are an inspiration, and we thank you from the bottom of our hearts for the contribution you have made to this organisiation and the industry. We know you will go well, and you have our blessing.

As an organisation 2021/22 has been a big year, but it has been a year of many highlights. We started it in the depths of a pandemic and then moved swiftly through the traffic light system, we thought we might be in for another challenging time. The team remained focused and, through it all, navigated numerous milestones; we have further brought to life our Strategic Plan, Te Whai Oranga, through our Strengthen and Adapt programme, we’ve incorporated our disability and inclusion focus through the recruitment of our Disability and Inclusion Programme Manager, Katie Owen, and we have been supercharging our networking opportunities through outstanding conference programming.

At the board level we are proud to be the first recertified Governance Mark organisation and continue to work in the best interests of our members.

As I write this, we prepare to farewell our Chief Executive of 11 years, Andrew Leslie. The contribution Andrew has made to the recreation industry is significant and transformational. His leadership through the development of Te Whai Oranga and our bi-cultural approach, as well as our

It is with thanks, also, to the wider team at Recreation Aotearoa who have driven this transformational change, particularly amid the pandemic and the challenges that came with it. Emerging from the pandemic in the latter part of this year, we had some of our best conference attendance yet, with record numbers at Green Pavlova.

I wish to thank the Recreation Aotearoa Board and Te Kahui Kura Māori for their time, commitment, and dedication to our recreation industry. Each member has given their time generously, which is greatly appreciated. It is with special thanks to Mark Bowater as outgoing Chair – your wisdom and leadership has made it an absolute pleasure as incoming Chair.

Thanks also to our regional committees, our industry partners, advisory groups, and of course you, our members. Your passion for, and commitment to the industry is what makes us.

I can’t wait for what 2022/23 has in store!

Ngā mihi nui Michele Frey

Green Flag Award

The Green Flag Award® is an internationally recognised programme which rewards well managed parks and green spaces, setting the benchmark standard for the management of recreational outdoor spaces around the world.

Recreation Aotearoa manages the New Zealand branch of the programme, and works with a cohort of parks and open space professionals around the country to judge and present the award. An impressive 24 parks and open spaces were successful in achieving Green Flag Award® status for 2021/2022.

Ambury Regional Park Auckland Waikumete Cemetery Auckland Parrs Park Auckland Long Bay Regional Park Auckland Auckland Domain

Taiwharanui Regional Park Auckland

Gisborne Botanical Gardens Sanders Reserve Auckland Randwick Park Auckland

TECT Park Bay of Plenty

Driscoll

Green Pavlova 2022

Green Pavlova 2022 was held in Ōtepoti/ Dunedin on the 21-23 June, attracting almost 300 delegates.

The conference programme was built on the themes of sustainability, biodiversity, community engagement, and the guiding principles of Te Tiriti o Waitangi, with a focus on the direction of the Recreation Aotearoa 2020 – 2025 Strategic Plan.

Delegates heard from 50+ industry experts, sharing their insights and experiences. Speakers of note included Jacqueline Paul and Pania Newton from Ngā Wai a Te Tūī, Māori & Indigenous Research Centre. Jacqueline and Pania presented on Marae Ora Kāinga Ora, a three-year research project that investigated the potential of marae and the provision of the kāinga, in the highly urbanised setting of South Auckland.

And Tim Geyer from World Urban Parks spoke on how urban parks and green spaces play a critical role in improving our lives and increasing community health and wellbeing.

On the final day, delegates were invited to join one of three field trips, allowing them to hear from knowledgeable tour guides as they visited local parks, gardens, and sports facilities. These field trips took delegates to notable destinations such as Forsyth Barr Stadium, the Lan Yuan Chinese Garden, and the Dunedin Nature School.

Parks, Play, and Open Spaces Programme Manager, Garrett Blair, said, “For 297 participants, Green Pavlova provided an opportunity to network, discuss, and deliberate on some wide-ranging topics. As host, you don’t get many opportunities to sit in and enjoy the presentations, but I was fortunate enough to see one of our keynote presenters, Yana Kirakovskaya. Her presentation on Infinite Games was a crowd favourite and very captivating.”

2022 NZ Parks Awards

ACTIVE PARK OF THE YEAR

A joint venture between Western Bay of Plenty District Council and Tauranga City Council, TECT Park is an all-terrain park located between Tauranga and Rotorua. It boasts 1650 hectares of adventure and active recreation opportunity – from horse trails, mountain biking, high wire courses, and paintballing. Developed out of the desire to create a multipurpose, multi-functional recreation space for the surrounding communities, the park officially opened in 2010.

The park has become a hugely popular attraction, not to mention a multi-year Green Flag Award winner. It is constantly undergoing improvements and upgrades to meet user needs and experience.

Our judges were impressed with the overall application from the team at Western Bay of Plenty, successfully highlighting what an amazing facility TECT Park is. As an internationally recognised park, TECT Park is a unique, council and community led space, showing what can be achieved when all parties are on the same page.

HEALTHY PARK OF THE

The Great Lake Pathway runs 10KM along the waterfront of one of Aotearoa’s greatest natural features, Lake Taupō. The pathway was designed to help locals better engage with their lake and get around town, as well as attract more tourists and visitors from around New Zealand and the world.

Averaging on 20,000 users per month the pathway is fit for purpose for people on wheels and on foot. The pathway was a collaborative effort between council, the community, and iwi and hapū. One of the innovative features to the pathway is the regular 500m kowhaiwhai designs for the community to gauge the distance of their daily exercise on the path.

The Great Lake Pathway Project is a stellar example of iwi and local government working together. From the planning, consultation, design, and construction, you can see how meticulous the project team were in delivering this amazing asset for the Taupō community.

On 23 June Recreation Aotearoa celebrated the New Zealand parks, play, and open spaces industry at the annual NZ Parks Awards in Dunedin.

- TECT Park, Western BoP & Tauranga City Council

YEAR - Great Lake Pathway, Taupō District Council

Upper Hutt City Council's Maidstone Max Tō Tātou Papa Tākaro is a popular landmark in the Greater Wellington Region, designed to transport children to a unique fantasy land. Originally built in 2001 the playground, underwent a major restoration process in 2018.

Council ran events and consultations at the playground to capture the views of the community. The process included fun activities for families and children, including votes on equipment, pictures drawn with the help of professional illustrators, and conversations around site wish lists and requests.

A stand-out feature of the playground is the overall design focus on inclusivity and accessibility, from specialist swings, ramp access to key playground features, to a pump track for learner scooter and bike riders. The park also shows great sustainability, through the incorporation of existing playground features and the use of recyclable and recycled materials.

The project team went above and beyond to ensure that they catered to the needs of every type of park user. Playground redevelopment is never an easy task, but with careful and thoughtful consultation, design and construction, the Upper Hutt Maidstone Max is a playground that will stand the test of time and benefit users of all ages and ranges.

This award recognises a person within parks and open spaces who demonstrates outstanding effort to forward public parks through good management, sustainability, and innovation.

Rui Kohiti has been described as genuine, practical, and the embodiment of environmental kaitiaki. He is fluent in Te Reo Māori and is a strong practitioner of tikanga Māori. He has a passion and background in sports turf management and has shown an impressive ability to apply that knowledge across the wider parks industry. His record for creating memorable and inspiring interactions with the environment, colleagues, and the local community made him an excellent candidate for the award.

“Our parks and open spaces are one of the things that make Aotearoa unique... Our 2022 winners are shining beacons in the industry, nationally and internationally. We are immensely proud to see the industry continue to thrive.” - Garrett Blair, Parks, Play & Open Spaces Programme Manager

PLAYGROUND OF THE YEAR - Maidstone Max, Upper Hutt City Council

PARKS PERSON OF THE YEAR - Rui Kohiti, Taupō District Council

AQUATICS NGĀ PUNA A RĒHIA

Waves 2021

Due to the lockdown in August 2021, Waves in Palmerston North was postponed. To give our members a taste of what was meant to be, we hosted some of the programmed presentations as webinars. Check out what we pulled together below!

Lifeguard Competition

Whilst Waves 2021 was put on hold by another lockdown, we managed to get the OPSEC National Pool Lifeguard Competition completed the day before, at the Lido Aquatic Centre.

The competition gave lifeguard teams the chance to pit their knowledge and skills against others in the industry. It consisted of a number of challenges and scenarios which tested lifeguard knowledge, first aid, rescue skills, team work, customer relations, and creativity.

Five teams of four participated in the 2021 competition, they were: Keas on Guard (Queenstown Lakes District Council), CLM Reheko! (CLM National), CLM Frido (CLM Palmerston North), Code Brown (Horowhenua District Council), and Ngā Puna Kaukau Hāpori ō Te Whanganui-aTara (Wellington City Council).

At the end of the day CLM Reheko claimed the coveted title of National Pool Lifeguard Team of the Year.

THE WINNERS

CATEGORY RESULTS

Relays

Keas on Guard (Queenstown Lakes District Council)

Medical Scenario CLM Frido (CLM Palmerston North)

Spinal Scenario CLM Reheko! (CLM National)

OPSEC Customer Scenario CLM Reheko! (CLM National)

Quiz

Keas on Guard (Queenstown Lakes District Council)

TikTok Challenge CLM Reheko! (CLM National)

2021 Aquatics Awards

The Aquatics Awards highlight the valuable work carried out by organisations and individuals in the industry. The awards have become an important part of the work we do to champion the industry. In 2021 we received 25 nominations across the categories.

Due to the lockdown, the 2021 awards ceremony was postponed. In early 2022 our Aquatics team embarked on a roadshow to ensure the 2021 award winners were properly recognised at their places of work with their teams.

OF THE YEAR - Kanae Atsumi, CLM

Kanae Atsumi started her lifeguard career in Japan and is now based out of CLM’s Parnell Baths as the Aquatics Coordinator. She has been working within CLM for the last 10 years and has become a highly respected and beloved member of the team. Kanae’s passion lies in engaging with youth and upskilling those who work alongside her. Throughout the COVID-19 pandemic, Kanae was integral in providing extra support and assistance for facilities throughout the Auckland region. Her colleagues describe her as resourceful, passionate, and a student of continuous improvement.

Kirsty Knowles, CLM General Manager of Operations, says, “Kanae has worked her way up from a lifeguard to managing an aquatics team at a large and very busy facility, all with English as her second language. She has in depth knowledge on aquatics lifeguard qualifications and is a real asset to her team and the industry.”

AQUATIC INNOVATION AWARD - Keep Me Safe Strategy, Bay Venues

The Bay Venues Keep Me Safe child supervision strategy is about caregivers taking ownership of their child’s safety in and around the water. The campaign includes a series of digital and printed signage, communication around adult to child ratio, and a supervision wristband system for children under the age of 10. Since its implementation in September 2020, the strategy has resulted in a 38% decrease in wet rescues across Bay Venues sites.

“The aquatics industry is an integral part of the country’s health and wellbeing, so it’s important for us to recognise the mahi of the people delivering these opportunities. We are pleased with the outcomes of the 2021 awards and know that the communities of our respective winners will be proud.” -

Tracey Prince-Puketapu, Aquatics Programme Manager

LIFEGUARD

Be Kind Messaging

Recreation Aotearoa and recreation facility operators around the country are urging people to heed the Government’s ‘be kind’ messaging during Alert Level restrictions.

Recreation Aotearoa are aware of reports of personnel facing abuse from customers in recreation facilities, particularly at swimming pools.

With current Alert Level restrictions, facilities have implemented contact tracing, physical distancing, and, where required, number restrictions. These rules mean that facilities are not operating at normal capacity and some activities cannot take place.

Recreation Aotearoa Aquatics Programme Manager, Tracey Prince-Puketapu said: “We appreciate the frustration brought about by the Delta Alert Level 2 restrictions. Staff at aquatic and recreation centres around the country are experiencing that frustration too and would prefer to have the facilities open as usual.”

Frontline staff, including lifeguards, receptionists and fitness centre staff have experienced a huge amount of criticism at a time when we’re all being urged to ‘be kind’. This has included cases of extreme verbal abuse.

Whakatāne District Council Aquatics and and Recreation Manager, Andrew Smith said: “The frontline team are the ones who are getting the brunt of the complaints and abuse, this is not fair as they are just doing their job of keeping the community active and safe. The easier option would

have been to stay closed, but the team enjoy what they do in making a difference to people’s lives in the community.”

Facilities have been proactive in updating their customers on how they are currently operating. Every facility will operate differently depending on their design and size.

Rowan Foley, Christchurch City Council Aquatics Manager, said: “We do our best to use the space within the facilities efficiently, but customer frustration is increasing and is being taken out on our frontline team in the form of rudeness, aggressiveness, or abuse. When that happens it’s unfair on our team and negatively impacts their well-being. Who wants to come to work and be spoken to rudely or abused every day? It’s a big concern for us.”

With summer around the corner, more recreation spaces, such as outdoor pools, will be resuming operation. These facilities are places where the community can relax, recuperate, and recreate and it is vital that they remain safe places for customers and staff alike. Be patient and understanding as we all adhere to the new normal.

During Alert Level restrictions we released a statement encouraging customers to be kind to facility personnel. It was picked up by national media outlets like Newshub and Newstalk ZB.

Our Poolsafe Assessors

Poolsafe assessors are volunteers from across the industry and chosen for their experience, skills, and competencies. They not only provide their knowledge to the facilities they visit, but they are able to take back learnings to their own organisations.

The role of the assessor is to annually assess the operations of Poolsafe pools to ensure that they are meeting the criteria as laid down in Poolsafe. For this financial year 152 facilities achieved Poolsafe status (see the next page).

Meet our 21/22 assessors below.

Alex Calwell Auckland Council

Sarah Clarke Auckland Council

Stephen Cook Invercargill City Council

Matt Greenwood Waimakariri District Council

Darryl Hamilton Auckland Council

Stephen Keatley Hutt City Council

Jocelyn Lee Wellington City Council

Dot Legget Queenstown Lakes District Council

Keith Martin Toi Ohomai Institute of Technology

Nick McConaghty Selwyn District Council

Dave McKenzie Community Leisure Management

Ryno Nienabar Taupō District Council

Steve Prescott Belgravia Leisure

Kristin Raynes Upper Hutt City Council

Andrew Smith Whakatāne District Council

Gastón Vélez

Horowhenua District Council

Nick Warwick Christchurch City Council

Poolsafe Facilities

OUTDOORS NGĀ KORI O TE TAIAO

Outdoor Video Campaign

The Get Back to Outdoors video campaign was developed by Recreation Aotearoa and Sir Peter Blake Marine Education & Recreation Centre (MERC). Launched in November 2021, the video features footage from outdoor activity providers seeking to inspire and encourage Kiwis to return to their favourite outdoor activities and reconnect with outdoor organisations.

The campaign was sparked by the shift in COVID-19 restrictions and impending move to the COVID-19 Protection Framework.

Our Outdoors Programme Manager, Jen Riley, said, “We're lucky in Aotearoa to have such a diverse range of outdoor environments... We're also lucky to have so many incredible outdoor centres and outdoor activity providers to help us experience them safely. If there was ever a time to get outdoors with your friends, your whānau, or your students... it's now.”

Yuin Khai-Foong, MERC General Manager, said, “We wanted people to know that, as providers and facilitators, our collective hands are as safe as they have always been, and people should come and see us with confidence."

2021 Outdoor Awards

The Outdoor Awards celebrate individuals and organisations that have been successful in significantly improving outdoor recreation outcomes for participants and clients.

The 2021 Awards marked the introduction of the Māori Outcomes Award, which recognises a programme or organisation making significant effort to support and engage with Tāngata Māori in outdoor recreation.

Whaio Māori - Māori Outcomes Te Awanui a Rua Charitable Trust

Located in Taumarunui, Te Awanui a Rua are a Māori charitable trust established to foster potential and unify their community by providing marae based wānanga for schools and the wider community. Through their programmes they provide mentoring in education and career pathways with a strong focus on the outdoors and connecting rangatahi with the whenua.

Tiakana Taiao - Environmental Leadership

Discover Waitomo

Discover Waitomo are the operators and kaitiaki of the Waitomo Glowworm Cave, Ruakuri Cave, and Aranui Cave. They are focused on ensuring their products do not cause harm to people or the environment. They have adopted a future-fit model with benchmarks for a sustainable future in the areas of energy, water, natural resources, pollution, physical presence, people, and drivers.

Whakaaweawe Kaupapa - Outstanding Event/Programme Outward Bound Regional Schools Programme

Outward Bound’s Mind Body Soul course is a fully funded 21-day programme for ranagatahi from low decile schools. Working with rangatahi, schools, whānau, and community groups, the programme comprises of 105 schools from 13 regions. Mind Body Soul has become a valuable opportunity for hard-to-reach communities to empower their rangatahi and inspire leadership.

Manu Kura - Supreme Award

Rachael Moore

Rachael has been a leader within the outdoor recreation sector for 30 years and has been a significant advocate for the outdoors through her work with organisations like Hillary Outdoors, Tourism Industry Aotearoa, and DOC. She has helped lead the charge on developing and establishing ground-breaking resources and safety guidelines for the adventure activities sector. She has been described as determined, dedicated, and an excellent mentor.

Funding for the Outdoors

In

2021/22 we distributed $1.85M to the outdoors

In October 2021 we launched the Outdoor Education Support Fund (OESF), on behalf of Sport NZ. The Fund was designed for outdoor education organsations that experienced short-term financial hardship due to the impacts of the COVID-19 Delta lockdown in 2021. It was available to help outdoor education organisations cover fixed operating costs or their loss of revenue from August to October.

The fund was generated out of the Sport Recovery Package of 2020.

The OESF received 57 applications

We also delivered round five of the Outdoor Activity Fund (OAF). This year we secured three years of funding from Sport NZ at $500,000 per year, with multi-year applications welcomed.

This round focused on supporting projects that engaged Tāngata Whenua as Māori in the outdoors, and increased outdoor participation of underrepresented groups, with a focus on rangatahi.

We received an overwhelming number of applications, with 25 successful in securing funding. Projects ranged from wellness programmes, water safety training, cultural development, and upskilling events.

COMMUNITY HAPORI

Kia Rite Hoea

Kia Rite Hoea resources and workshops have been developed in partnership with Christchurch City Council and Skills Active.

Kia Rite Hoea is a comprehensive resource and training package to help run cuttingedge, safe, and inclusive community programmes and events.

The package includes over 50 pages of guidance, case studies and resources; 27 planning templates, a three hour workshop, and a one-on-one follow up clinic.

This year we delivered four online sessions to over 50 participants across the country.

In addition, we completed the first Train-the-Trainer workshop with ten experienced leaders, so that Kia Rite Hoea can be delivered face-to-face in the community in future.

PARTICIPANT PROJECT EXAMPLES

• Skate park revamp with rangatahi

• Goosechase scavenger hunt for people with disabilities

• Accessibility events for rural rangatahi

• Surfing programme for young women

• Pump track development

• Kaupapa Māori sport and recreation programme

• Community education about the environment and new technology

Recreation Awards

Due to COVID-19 restrictions we presented the 2020/2021 Recreation Awards to industry professionals in an online ceremony on 6 April 2021.

“It felt great to finally be able to honour the incredible people and projects within the Aotearoa recreation sector. There has been a high calibre of work taking place over the last few years, even with the disruption of COVID-19, and it feels more important than ever to celebrate these successes,” said Andrew Leslie, Recreation Aotearoa CEO. Outstanding

Paul Stuart Memorial Award

For services to the wider facility management sector

Nigel Skelt - ILT Stadium Southland

Ian Galloway Memorial Cup

For

services to the wider parks sector

Sally Sheedy - Waipā District Council

Mark Mitchell Memorial Trophy

For services to the wider recreation industry

Brendon McDermott - Active Southland

Emerging Recreation Leader of the Year

Elise Yule - Xyst

Recreation Aotearoa Fellow Richard Lindsay (ARPro) - RSL

Recreation Aotearoa Life Member

Jamie Delich

OTHER WORK ĒTEHI ATU KAUPAPA

Strengthen & Adapt

Recreation Aotearoa was selected to be part of Sport NZ's Strengthen and Adapt programme. Strengthen and Adapt was established to improve the capacity, capability and resilience of selected national partners and their delivery networks, so that they are best positioned to meet the needs of New Zealanders participating in sport and physical activity into the future.

Recreation Aotearoa were selected to be a part of this process based on the impact of our strategic plan, Te Whai Oranga, and our commitment to embedding te Tirti approaches into our organisation. This funding is allowing us the opportunity to explore the future for recreation within Aotearoa and imagine what Recreation Aotearoa would look like if we created meaningful partnerships with iwi, hapu, and Māori.

With this project we will develop a Strengthen and Adapt Plan that gives mana to Te Whai Oranga. Through conversations and consultation we will be able to identify potential areas of change for the organisation and how our stakeholders/members feel about transformational change. This project will also provide us with a sound foundation in which we can make informed decisions into the future.

Andrew Leslie & Kuruho Wereta talk more about this project in the video below

Governance Mark

Recreation Aotearoa became the first Sport NZ partner to achieve Governance Mark for the second time.

To achieve the Mark an organisation shows alignment with the Governance Framework for sport and recreation in New Zealand. The framework covers the key areas of clarity and cohesion; people; boardroom processes; and integrity and accountability. An organisation attaining the Mark must go through a process of selfassessment, third-party review, governance development and reassessment.

Sport NZ Chief Executive, Raelene Castle, said Recreation Aotearoa should be proud of their achievement.

“We’d like to congratulate Recreation Aotearoa on becoming the first of our partners to be awarded the Governance Mark for the second time.

“The process for being awarded the Mark is a rigorous one. Recreation Aotearoa has undergone significant development over the years and this achievement is a reflection of their hard work and strong leadership in our sector.”

Governance Mark was launched by Sport

NZ in 2016 with the purpose of setting governance standards for the play, active recreation, and sport sector. The Mark is the only externally accredited governance development programme of its kind internationally with a focus on play, active recreation, and sport.

Recreation Aotearoa Board Chair, Michele Frey, is proud of the accomplishment and says that it is a great reflection of the organisation and its kaupapa.

“Recreation Aotearoa has shifted and developed significantly over the years, particularly with our five-year strategic plan and ongoing commitment to Te Tiriti o Waitangi.”

“Being awarded Governance Mark for a second time shows that, we, as a Board stand in good stead. We understand our role from a strategic viewpoint and have proven course for continued development and monitoring.”

“The process of obtaining the Mark is a considerable one, and I would like to thank the rest of the Board, and Recreation Aotearoa leadership for their hard work throughout.”

Midlands Big Day Out

On 12 November 2021, Central Hawke's Bay District Council (CHBDC) hosted the Midlands Big Day Out. Below they share highlights from their time out and about in Waipawa, Waipukarau, and beyond.

CHBDC Mayor Alex Walker kicked off the Big Day Out in the Municipal Theatre in Waipawa, with the Council team concluding the mayoral opening with a waiata. Jennifer Leaf (Places & Open Spaces Manager) followed with an overview of CHBDC places and open spaces. The CHBHC area covers 333,450 hectares with a population of around 14,000, with two main towns being Waipukurau and Waipawa and several smaller townships and beach settlements. There is an impressive range of recreational opportunities and facilities in the district, keeping Jennifer and the team busy gathering asset information and looking to the future.

Phil Morris, Te Taiwhenua o Tamatea, and Chris Hay (Director of Locales) then shared a video of the Ngā Ara Tīpuna project which launched in mid-2021. We learned about the process to develop this cultural and educational programme which, through technology, tells the stories of Tamatea’s local ancestors and unique history at seven historic sites. The project was funded through the Provincial Growth Fund and has grown Council and mana whenua relationships. When completed it will offer a selfguided driving tour to the seven sites that will include story boards showing the sites 600 years ago.

Next we heard from Doug Tate, Group Manager Customer and Community Partnerships. Doug is leading CHBDC on a journey towards thriving places and spaces through an integrated approach. To date, the priorities have mainly focused on ‘core’ services such as water and wastewater - the mahi Doug and his team are working on aims to set a path for investment in places and spaces in the next ten year plan.

Following Doug, three presenters gave an overview of Waka Tākaro, the Central Hawke's Bay Play Trailer and activator, which was secured through Sport NZ’s Tū Manawa Active Aotearoa fund. It was great to see the level of community investment

in the trailer and success of the ‘loose parts’ approach.

After lunch we got on the bus for field trips. Our first stop was just across the road from the Municipal Theatre at Nelly Jull Park. With a grand band rotunda, playground, and beautiful gardens, Nelly Jull Park is a hidden gem sitting just behind the main shops on SH2. Here we were also lucky to see Waka Tākaro, the play trailer, in use!

We then headed south to stop at Madge Hunter Park and took a look at the recently upgraded Waipawa Pools. With temperatures pushing the mid 20s, it was tempting to take a dip!

Our next stop was Waipukurau’s Russell Park, which sits on the edge of the Tukituki River and trails. The park includes a playground, water play area, a heated indoor pool complex, scooter and bike tracks, a popular skate park, plenty of green space, an allweather turf, and netball courts. Some of us scanned in to the Ngā Ara Tīpuna Te Waipukurau Pā story board, to connect to the stories of the area. Russell Park is a great example of a space that has something for everyone.

After exploration in Russell Park, the group headed east along Mount Herbert Road to see the Tarewa Swing Bridge, which crosses the Tukituki River. It certainly had some bounce!

Our last stop was at Hunter Park/Pukekaihou part of the Ngā Ara Tīpuna trail. This impressive pā site overlooks Waipukurau and offers views to the majestic Ruahine ranges.

Thanks to the CHBDC team for a great event. It was a stunning day and a fantastic opportunity to connect with Midlands members, get out of the office, and off the state highway to see the hidden spaces and places on offer in Central Hawke’s Bay. Thanks to all that travelled from afar (especially from Taranaki and Wellington) and to Chris from Locales for sponsoring the lunch.

Words by Ann-Marie Mori Midlands Regional Committee Secretary

Generate NZ Update

The past year has been a busy and successful year for Generate NZ, check out what they have been up to.

2021 ANNUAL CONFERENCE

In October, Generate NZ held their national conference in О̄tautahi Christchurch at the Ngā Puna Wai Sports Hub. The conference saw 24 delegates come together to hear from inspirational speakers, learn tools to enhance their personal development, and network with like-minded industry professionals.

In partnership with the Recreation Aotearoa Regional Committees, three scholarships were made available to ensure Generate NZ provided an opportunity that was accessible to all. Thank you to the Southern and Midlands Committees for their support in making this possible.

10 YEARS OF GENERATE NZ

Generate NZ celebrated 10 years in 2021 - a very exciting milestone for the network and industry. Generate spoke to past members to hear the stories of the network over the past 10 years and were proud to learn how the network assisted and contributed to where they are today in their careers.

STEERING COMMITTEE CHANGES

Generate Chair, Hannah Chapman-Carr, stood down. Elise Yule and Watene Hema took up the position in a co-chair arrangement. Hayley Lee was also farewelled, and Yvaan Hapuku Lambert and Jason Husband joined the committee.

GENERATE BREAKFAST SERIES

Generate re-introduced their networking breakfasts, with events in Auckland, Christchurch, and Dunedin. Each event provided a morning of discussion, learning, and inspiration as members heard from local industry leaders.

RECREATION AOTEAROA ASPIRING DIRECTOR

The Generate Chair is provided an opportunity to sit on the Recreation Board as an Aspiring Director. Since October 2021 Watene has held this position.

"I have had the privilege to sit on the Recreation Aotearoa Board for nearly a year. While I have had some experience in the governance space, it has been great to sit on a Board that is high functioning and learn what good governance looks like. I have sat on the Audit, Finance and Risk sub-committee, and been a part of the Board during the implementation of Te Whai Oranga and the receipt of Governance Mark."

"It has been a hugely beneficial experience and I am grateful to Generate NZ, to Andrew, Michele, and all of the board and staff at Recreation Aotearoa. I hope to utilise these learnings in future governance opportunities within my community and again at a national level."

"The connections I made through this rōpū have endured and in my opinion have strengthened the base of sector support across New Zealand." - Andrew Corkill, Sport New Zealand

GOVERNANCE & FINANCIALS

Governance Statement

BOARD COMPOSITION

Recreation Aotearoa is a charitable body governed by a national board of seven people. Four board positions are elected by the membership and three positions are appointed by the Board Appointments Panel. The Board also includes an appointed Board Advisor role which is linked to the position of the Chair of the Generate Network NZ. The Board composition, powers, proceedings and the process for election and appointment of Board Members is set out in sections 10-14 of the constitution.

To inform each Board Appointment Panel (BAP) process, a skills matrix assessment is undertaken to help identify any specific skills, knowledge and experience that is considered to best complement the current Board composition.

During the 2021/22 year there were several changes to the Board:

• In July 2021 Grant Davidson stepped down from the Board (elected position)

• In November 2021 Sarah Murray stepped down from the Board (elected position)

• In November 2021 Michele Frey was re-elected to the Board

• In November 2021 Vanessa Hughey and Kirsty Knowles were elected to the Board

• In February 2022 Mark Bowater stepped down as Chair of the Board

• In February 2022 Michele Frey stepped into the role of Chair

• In February 2022 Bobbi Clark-Heu stepped into the role of Deputy Chair

BOARD COMMITTEES

On an annual basis the Recreation Aotearoa Board appoints members to the Audit, Finance and Risk Committee, and the Outdoor Recreation sub-committee.

Local networks and service delivery are governed by six regional committees, and a Regional Advisory Group provides linkage to the Recreation Aotearoa Board. Other industry advisory groups and committees have been established to support the development and delivery of our programmes.

COST OF GOVERRNANCE

Board related expenses for 2021/22 were $10,555. The importance of quality face-to-face meeting time for the Board and committees, and the diverse location of our Board membership means that travel is the main cost of governance. Recreation Aotearoa generally holds face-to-face Board meetings on an alternating basis with virtual meetings, and minimises requirements for overnight accommodation, to help reduce costs. Due to the impact of COVID-19, most governance meetings were held online.

THE BOARD FOCUS FOR THE YEAR

The priority focus for the year was to develop and confirm the organisation’s Statement of Strategic Intent, as this document links the strategic plan with the annual business plan. The board has been committed to advancing our commitment to Te Tiriti o Waitangi – a commitment to reflect the principles of the Treaty within our governance and operations and how we can work in partnership with Māori. This has included working closely with Te Kahui Kura Māori and the newly established Māori subcommittee.

During 2021/22, the Board worked on a variety of areas to improve its overall organisational performance. These priorities included:

• Reviewing and updating governance policies

• Reviewing and updating risk management and health and safety

• Reviewing key stakeholder relationships and agreements

• Governance development

• Undertaking sector reviews and environmental scans

• Governance Mark assessment

• Executing the implementation of the strategic plan for 2020-2025

• Defining strategic outcome measures and key performance indicators for the new strategic plan

• Reviewing organisational values in line with the new strategic plan

STRATEGY & RISK

The Board has an important role in setting the strategic direction and managing organisational risks. At each meeting the Board reviews the organisation’s risk profile and progress on actions to mitigate risk. During the year a number of risks were reviewed and re-assessed in terms of their management.

COMMUNICATION

The Board meets on a regular basis with key stakeholders. These discussions help board members to maintain a solid understanding of stakeholder priorities and expectations. This year, the Board met with numerous key partners. This included close engagement with Sport NZ and the Regional Advisory Group on the development of the organisation’s Statement of Strategic Intent. Additionally, board members took part in subcommittee meetings held throughout the year.

GOVERNANCE EVALUATION & PERFORMANCE

In the past 12 months the Board was able to complete its Governance Mark reaccreditation. Our organisation was the first to be re-accredited and this was achieved in June 2022. Governance Mark assesses an organisation’s boardroom ethics, integrity, and accountability. It also interrogates board strategic clarity and cohesion, and all operational board processes.

Since achieving Governance Mark in 2018 Recreation Aotearoa has continued to review and improve its governance processes, in particular the effectiveness of board meetings based on a comprehensive board work programme.

INDEPENDENT AUDITOR’S REPORT

Report on the Audit of the Financial Statements

Opinion

We have audited the financial statements of the New Zealand Recreation Association Incorporated, trading as Recreation Aotearoa ('the Society'), on pages 5 to 18, which comprise the statement of financial position as at 30 June 2022, and the statement of comprehensive revenue and expense, statement of changes in net assets/equity and statement of cash flows for the year then ended, and notes to the financial statements, including significant accounting policies.

In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the Society as at 30 June 2022, and its financial performance and its cash flows for the year then ended in accordance with Public Benefit Entity Standards Reduced Disclosure Regime ('PBE Standards RDR').

Our report is made solely to the Members of the Society. Our audit work has been undertaken so that we might state to the Members of the Society those matters we arerequired to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Members of the Society as a body, for our audit work, for our report or for theopinions we have formed.

Basis for Opinion

We conducted our audit in accordance with International Standards on Auditing (New Zealand) ('ISAs (NZ)'). Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Society in accordance with Professional and Ethical Standard 1 (Revised) International Code of Ethics for Assurance Practitioners (including International Independence Standards) (New Zealand) issued by the New Zealand Auditing and Assurance Standards Board and the International Ethics Standards Board for Accountants’ Code of Ethics for Professional Accountants (‘IESBA Code’), and we have fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

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

Responsibilities of the Board for the Financial Statements

The Board is responsible on behalf of the Society for the preparation and fair presentation of the financial statements in accordance with PBE Standards RDR, and for such internal control as the Board determines is necessary to enable the preparation of the financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Board is responsible on behalf of the Society for assessing the Society’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Board either intends to liquidate the Society or to cease operations, or has no realistic alternative but to do so.

To the Members of New Zealand Recreation Association Inc.

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (NZ) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

A further description of the auditor’s responsibilities for the audit of the financial statements is located at the External Reporting Board’s website at: https://xrb.govt.nz/standards-for-assurance-practitioners/auditors-responsibilities/auditreport-8/

BAKER TILLY STAPLES RODWAY AUDIT LIMITED

Wellington, New Zealand 08 November 2022

2021/22 FINANCIAL REPORT

Entity Information Recreation Aotearoa

For the year ended 30 June 2022

Legal Name of Entity

New Zealand Recreation Association Incorporated Trading as ("Recreation Aotearoa")

Charities Commission Registration number

CC43214

Nature of business

To champion high quality recreation for the benefit of New Zealand.

Registered office

29 Brandon Street, Te Aro, Wellington 6011

Bankers

Bank of New Zealand

BDO Wellington Limited, Level 1, 50 Customhouse Quay, Wellington

Auditors

Baker Tilly Staples Rodway Audit Limited, Wellington

Statement of Comprehensive Revenue and Expense

Recreation Aotearoa

For the year ended 30 June 2021

Revenue

NOTES

2022 2021

Sport New Zealand 4 1,518,143 871,811 Fees from rendering services 4 676,897 858,045 Memberships 4 126,066 116,648 Interest income 4 2,121 1,671 Other income 4 25,926 -

Total Revenue 2,349,153 1,848,175

Expenses

Employee related costs 5 1,017,339 965,368 Costs related to rendering of services 5 1,182,578 702,342 Other expenses 5 95,506 98,810

Total Expenses 2,295,423 1,766,520

Total comprehensive revenue and expense for the year 53,730 81,655

Statement of Changes in Net Assets

For the year ended 30 June 2022

Members Funds - Accumulated Revenue & Expense

2022 2021

Opening Balance 412,393 330,738 Total comprehensive revenue and expense for the year 53,730 (81,655)

Total Members Funds - Accumulated Revenue & Expense 466,123 412,393

Statement of Financial Position

As at 30 June 2022

Assets

Current Assets

NOTES

30 JUN 22 30 JUN 21

Cash and cash equivalents 6 615,487 438,893 Prepayments 33,787 54,171 Receivable from exchange transactions 7 289,269 250,604 Investments 9 64,767 51,936 GST receivable - 19,134

Total Current Assets 1,003,310 814,738

Non-Current Assets

Property, plant and equipment 8 16,173 15,292 Investments 9 - 11,718 Total Non-Current Assets 16,173 27,010

Total Assets 1,019,483 841,748

Liabilities

Current Liabilities Cash and cash equivalents 6 7,503 4,377 GST payable 10,491 Payables from exchange transactions 10 243,808 211,735 Employee entitlements 64,729 59,990 Income in advance 11 204,591 153,253 Funds held on behalf 12 22,239

Total Current Liabilities 553,360 429,355 Total Liabilities 553,360 429,355

Net Assets 466,123 412,393

Members Funds

Accumulated revenue and expense 466,123 412,393

Total Members Funds 466,123 412,393

Statement of Cash Flows

For the year ended 30 June 2022

Cash Flows from Operating Activities

NOTES 2022 2021

Receipts from customers 2,353,949 1,657,910 Interest received 1,877 3,717 Goods and services tax received 29,625 Total Cash was received from 2,385,451 1,661,627

Cash was applied to Payments to suppliers and employees (2,203,106) (1,636,356) Goods and services tax paid - (8,112) Total Cash was applied to (2,203,106) (1,644,468)

Total Cash Flows from Operating Activities 182,345 17,159

Cash Flows from Investing activities

Cash was received from Receipts from the maturity of investments 3,684 Total Cash was received from - 3,684

Cash was applied to Net payments to acquire property, plant and equipment (7,763) (8,032) Payments to purchase investments (1,113) Total Cash was applied to (8,876) (8,032)

Total Cash Flows from Investing activities (8,876) (4,348)

Net Increase/(Decrease) in Cash 173,468 12,811 Cash and cash equivalents at beginning of the year 434,516 421,705 Cash and cash equivalents at end of the year 607,984 434,516

Notes to the Financial Statements

For the year ended 30 June 2022

1. Reporting entity

The financial statements presented here are for the entity New Zealand Recreation Association Inc, trading as Recreation Aotearoa ("RA").

The principal activity of RA is the promotion of recreation and recreation facilities and this principal activity is not for financial return to any members. For this reason it is designated as a Public Benefit Entity ("PBE"). The nature of RA's activities have not changed during the year under review. RA is registered with Charities Services, registration number CC43214.

2. Basis of preparation

(a) Statement of compliance

The financial statements have been prepared in accordance with Generally Accepted Accounting Practice in New Zealand (“NZ GAAP”).

They comply with Public Benefit Entity Standards Reduced Disclosure Regime (PBE Standards RDR). RA is a public benefit not-for-profit entity and is eligible to apply Tier 2 PBE Standards RDR on the basis that it does not have public accountability and it is not defined as large.

The Board has elected to report in accordance with PBE Standards RDR and in doing so has taken advantage of all applicable disclosure concessions.

(b) Basis of measurement

These financial statements have been prepared on the basis of historical cost.

(c) Functional and presentational currency

The financial statements are presented in New Zealand dollars ($), which is RA’s functional currency. All financial information presented in New Zealand dollars has been rounded to the nearest dollar.

(d) Changes in accounting policies

The significant accounting policies used in the preparation of these financial statements as set out below have been applied consistently to both years presented in these financial statements.

(e) Comparatives

The comparative financial period is 12 months. Comparatives have been reclassified from that reported in the 30 June 2021 financial statements where appropriate to ensure consistency with the presentation of the current year's position and performance. The net asset position and net surplus reported in comparatives is consistent with previously authorised financial statements.

3. Summary of significant accounting policies

Revenue is recognised to the extent that it is probable that the economic benefit will flow to RA 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 other charitable organisations, Sport New Zealand and government departments. Grant revenue is recognised when the conditions attached to the grant have been complied with. Where there are unfulfilled conditions attaching to the grant, the amount relating to the unfulfilled condition is recognised as a liability and released to revenue as the conditions are fulfilled.

Sponsorship income

Sponsorship income received from conference sponsors is recognised in rendering services as non-exchange revenue in the period of which the conditions have been met usually when the conference has taken place.

Revenue from non-exchange transactions

Rendering of services

Sales of services are recognised in the accounting period in which the services are rendered, by reference to completion of the specific transaction assessed on the basis of the actual service provided as a proportion on the total services to be provided.

Membership fees

Fees and subscriptions received in exchange for monthly access to members’ facilities are initially recorded as revenue in advance and recognised in revenue evenly over the membership period.

Interest and dividend revenue

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

Classification of revenue and expenditure in the notes to the financial statements Revenue and Expenditure are classified in the notes of the financial statements according to the pillars that govern how RA will achieve their long-term outcome of a strong recreation industry that meets the needs of current and future participants.

Place / Mana Whenua – To support good practice in the recreation industry Partnership / Kotahitanga – To support relevant high-quality learning and development People / Mana Tangata – To facilitate strong connections/networks within the industry Leadership / Whai Mana – To provide quality advice and work effectively with partners Operate / Kaitiakitanga – To be sustainable and resilient

Financial Instruments

Financial assets and financial liabilities are recognised when RA becomes a party to the contractual provisions of the financial instrument.

RA 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 RA 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:

• RA has transferred substantially all the risks and rewards of the asset; or RA has neither transferred nor retained substantially all the risks and rewards of the asset, but has transferred control of the asset.

Financial Assets

RA’s financial assets are classified as loans and receivables. RA’s financial assets include:

cash and cash equivalents, short-term investments in the form of term deposits, 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 any objective evidence that a financial asset or group of financial assets is impaired. Different criteria to determine impairment are applied for each category of financial assets, which are described below.

Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. After initial recognition, these are measured at amortised cost using the effective interest method, less any allowance for impairment.

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.

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.

Impairment of financial assets

RA assesses at the end of reporting date whether there is objective evidence that a financial asset or a group of financial assets is impaired. A financial asset or a group of financial assets is impaired and impairment losses are incurred if there is objective evidence of impairment as a result of one or more events that occurred after the initial recognition of the asset (a ‘loss event’) and that loss event has an impact on the estimated future cash flows of the financial asset or the group of financial assets that can be reliably estimated.

For financial assets carried at amortised cost, if there is objective evidence that an impairment loss on loans and receivables carried at amortised cost has been incurred, the amount of the loss is measured as the difference between the asset’s carrying amount and the present value of the estimated future cash flows discounted at the financial asset’s original effective interest rate. The carrying amount of the asset is reduced through the use of an allowance account. The amount of the loss is recognised in the surplus or deficit for the reporting period.

In determining whether there is any objective evidence of impairment, RA first assesses whether there is objective evidence of impairment of financial assets that are individually significant, and individually or collectively significant for financial assets that are not individually significant. If RA determines that there is no objective evidence of impairment for an individually assessed financial asset, it includes the asset in a group of financial assets with similar credit risk characteristics and collectively assesses them for impairment. Assets that are individually assessed for impairment and for which an impairment loss is or continues to be recognised are not included in a collective assessment for impairment.

If in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively to an event occurring after the impairment was recognised, the previously recognised impairment loss is reversed by adjusting the

allowance account. If the reversal results in the carrying amount exceeding its amortised cost, the amount of the reversal is recognised in surplus or deficit.

Financial liabilities

RA’s financial liabilities include trade and other creditors (excluding GST and PAYE), and employee entitlements.

All financial liabilities are initially recognised at fair value (plus directly attributable transaction costs) and are measured subsequently at amortised cost using the effective interest method except for financial liabilities at fair value through surplus or deficit.

Property, plant and equipment

Items of property, plant and equipment are measured at cost less accumulated depreciation and impairment losses. Cost includes expenditure that is directly attributable to the acquisition of the asset. Where an asset is acquired through a non exchange transaction, its cost is measured at its fair value as at the date of acquisition. Depreciation is charged on a diminishing value 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:

• Office equipment 30% - 67% DV

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.

Wages, salaries and annual leave

Liabilities for wages and salaries and annual 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.

Equity/ Member funds

Equity is the member’s interest in RA, measured as the difference between total assets and total liabilities. Equity consists of accumulated comprehensive revenue and expense being RA’s accumulated surplus or deficit since its formation.

Income tax

RA is a registered charity. As such it is exempt from income tax under Section CW41 of the Income Tax Act 2007.

Goods and services tax

The financial statements have been prepared using GST exclusive figures, with the exception of Accounts Receivable and Accounts Payable which are stated on a GST inclusive basis.

Statement of Cash Flows

Operating activities include amounts received from investment income and other income sources and payments to employees and suppliers to manage the day-to-day running of RA.

Investing activities are those related to the purchase and disposal of investments and property, plant and equipment.

Financing activities comprise loans and borrowings and distributions to members of RA.

4.Analysis of Revenue

2022

Advertising revenue

Aquatics revenue

Cem & Crems revenue Community revenue Conference revenue Covid-19 Government Support Interest income

Memberships revenue Other revenue Other service revenue Parks revenue Partnership revenue Sport New Zealand Total revenue

2021

Advertising revenue

Aquatics revenue

Atua Matua revenue Cem & Crems revenue Conference revenue Enagaging with communities Interest income Memberships revenue NZOIA Parks revenue Partnership revenue Sport New Zealand Total revenue

5.Analysis of Expenses

2022

Accounting expenses

Administration expenses

Aquatics expenses

Audit fees

Bad debts

Cems & Crems expenses

Communication expenses

Community expenses Conference expenses Contractors Depreciation Disability & Inclusion expenses Governance expenses Information technology Insurance

Leadership / Whai Mana----898,594 898,594

Leadership / Whai Mana----297,175 297,175

Leadership / Whai Mana16,000 6,207594

Operate / Kaitiakitangia 19,360 15,597-21,796 2,121 126,066 551 1,65092,384 125,389 404,913

Operate / Kaitiakitangia 15,516 13,469-1,671 117,719 25,000119,841 99,100 392,316

Operate / Kaitiakitangia 30,578 5,991 30,001 1,745 544 5,297 97,853 6,498 116 11,231 13,515 2,508

Partnership / Kotahitanga 12,632 4,640 113,376 130,648

Partnership / Kotahitanga33,7591,9051,320-113,376 150,360

Partnership / Kotahitanga

People / Mana Tangata 48,044 267,747 125,448 441,239

People / Mana Tangata 85,454 346,199 125,448 557,101

Place / Mana Whenua 167,972 3,579 46,872 255,336 473,759

Place / Mana Whenua 159,611 54,900 236,712 451,223

People / Mana Tangata 7290 6,081 195,126 433 594

Place / Mana Whenua48,101 2,375 1,187

Total 19,360 183,569 48,044 12,632 267,747 21,796 2,121 126,066 4,130 6,290 46,872 92,384 1,518,143 2,349,153

Total 15,516 173,080 33,759 85,454 346,199 1,905 1,671 119,039 25,000 54,900 119,841 871,811 1,848,175

Total 30,578 5,991 48,101 30,001 9,035 9,000 5,297 333 195,126 113,852 6,498 6,755 11,231 13,515 5,477

Legal expenses

Loss on disposal of fixed assets

Membership expenses

Outdoor expenses Parks expenses

Premise expenses

Recruitment expenses

Revenue Strategy

Staff remuneration

Staff training

Sustainability expenses

Travel expenses

Total Expenses

2021

Accounting expenses

Administration expenses

Aquatics expenses

Atua Matua expenses

Audit fees

Bad debts

Cems & Crems expenses

Communication expenses

Conference expenses

Contractors

Depreciation

Engaging with communities

Governance expenses

Information technology

Insurance

Legal expenses

Loss on disposal of fixed assets

Membership expenses

NZOIA expenses

Outdoor expenses

Overheads apportioned

Parks expenses

Premise expenses

Qualifications expenses

Recruitment expenses

Staff remuneration

Staff training Strategy expenses

Sustainability expenses

Travel expenses

Total Expenses

Leadership / Whai Mana 585,805 25,000 166,837 800,443

Leadership / Whai Mana 32,667 16,955 12,140 132,651 194,413

Operate / Kaitiakitangia

8,536 384 22,726 2,477 76,664 10,942 348,840 4,212 6,021 16,441 703,155

Operate / Kaitiakitangia 31,831 6,020 17,400 6,420 3,173 30,720 11,854 28,821 4,468 2,456 8,536 4,931 22,854 30,315 11,093 345,975 2,391 6,408 16,199 591,865

Partnership / Kotahitanga 57,279 58,205

Partnership / Kotahitanga 50,572 323 12,140 1,437 805 60,261 125,538

People / Mana Tangata

9,809 175,345 394,679

People / Mana Tangata 1,709 44,861 249,608 3,923 12,140 16,378 170,311 4,949 503,879

Place / Mana Whenua 18,240 269,037 338,940

Place / Mana Whenua 37,534 24,280 32,840 256,171 350,825

Total 8,536 384 32,572 588,282 18,240 76,665 10,942 25,000 1,017,339 4,212 6,021 16,441 2,295,423

Total 31,831 7,729 37,534 50,572 17,400 6,420 44,861 3,173 249,608 63,387 11,854 323 28,821 4,468 2,456 8,536 4,931 3,923 22,854 16,955 60,700 50,655 30,315 805 11,093 965,369 2,391 4,949 6,408 16,199 1,766,520

6. Cash and cash equivalents

Current asset 2022 2021

Auckland Bank Account 14,391 14,898

BNZ Credit Cards 137

Canterbury Bank Account 12,438 10,202

Central Region Bank Account 7,491 7,487

Head Office Bank Accounts 333,492 206,933

Midland Bank Accounts 16,971 18,982 Otago/Southland Bank Account 7,393 8,203

Wellington Bank Accounts 12,761 13,440 Term deposits with original maturity of 3 months or less 210,414 158,747

Total Current asset 615,487 438,893

Current liability

BNZ Credit Cards 7,503 4,377

Total Current liability 7,503 4,377

Total Cash and cash equivalents 607,984 434,516

Interest rates on term deposits vary from 0.5% to 1.15% (2021: 0.15 to 0.35%). Maturity dates range from 7 July 2022 to 27 July 2022 (2021: 24 July 2021).

7. Receivable from exchange transactions

2022 2021

Accounts Receivable 77,748 83,805

Accrued Interest 505 261

Conferences - 510

Lifeguard Qualification Income 8,000 8,000 Partnership Income - 4,328 Sport NZ Investment 203,017 153,700

Total Receivable from exchange transactions 289,269 250,604

8. Property, plant and equipment

Office equipment 2022 2021 Office Equipment 96,961 92,061 Less Accumulated Depreciation on Office Equipment (80,787) (76,770)

Total Property, plant and equipment 16,173 15,292

Reconciliation of the carrying amount at the beginning and end of the period:

Opening Book Value 15,292 24,045

Additions 7,763 8,031 Depreciation (6,498) (11,854)

Loss on Disposal of Assets (384) (4,930)

Total Property, Plant and Equipment 16,173 15,292

9. Term deposits

Current term deposits 2022 2021 BNZ Term Deposits 64,767 51,936 Total Current term deposits 64,767 51,936

Non-current term deposits

BNZ Term Deposit 11,718 Total Non-current term deposits - 11,718

2022 2021

Total term deposits 64,767 63,654

Interest rates on term deposits vary from 1.3% to 4.25% (2021: 0.8 to 4.25%). Maturity dates range from 5 August 2022 to 4 May 2023 (2021: 10 August 2021 to 21 August 2022).

10. Payables from exhange transactions

2022 2021

Accrued Expenses 118,516 73,266

Accounts Payable 125,291 138,469

Total Payables from exchange transactions 243,808 211,735

11. Income in advance

Current

liability

Exchange revenue 2022 2021

Rendering of Services 129,171 70,398

Sport New Zealand 28,073 50,389

Total Exchange revenue 157,243 120,787

Non-exchange revenue

Membership Income 1,098 965

Rendering services 46,250 31,500

Total Non-exchange revenue 47,348 32,465

Total Current liability 204,591 153,252

Total income in advance 204,591 153,252

Income in advance from memberships relate to services to be provided in the 2022/2023 financial year.

12. Funds held on behalf

2022 2021

Staff social club 350

CK Doig Award funds 21,888

Total Funds held on behalf 22,239 -

Funds held on behalf are made up of the following:

• Staff social club funds taken directly from wages paid

• CK Doig Award funds which were awarded to the Chief Executive Andrew Leslie and are held available for his personal use

12. Lease commitments

The future non-cancellable minimum lease payments under operating leases as lessee at reporting date are detailed in the table below:

The below commitment represents the leasing of premises.

Lease commitments

2022 2021

Not later than one year 35,088 35,088

Later than one year, not later than five years 140,352 140,352

Greater than five years 49,708 84,796

Total Lease commitments 225,148 260,236

14. Revenue consists of Revenue

Non-exchange revenue 2022 2021

Rendering Services 38,578 52,200

Sport New Zealand 1,518,143 871,811

Total Non-exchange revenue 1,556,721 924,011

Exchange revenue 792,432 924,164 Total Revenue 2,349,153 1,848,175

15. Related party transactions

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, the Chief Executive, Aquatics Programme Manager and Team Leader, Advocacy Manager, and Events and Membership Manager and Team Leader which constitutes the governing body of the group. No remuneration is paid to members of the Board of Trustees. The aggregate remuneration is as follows:

Key management personnel

2022 2021

Total remuneration 502,178 471,195

Full time employees 4 4

Remuneration and compensation provided to close family members of key management personnel

During the reporting period, total remuneration and compensation of $0 (2021: $0) was provided by the Group to employees who are close family members of key management personnel.

Other related party transactions

Kirsty Knowles is a board member, and a Director of Community Leisure Management (CLM). $31,475 was received in the current year from CLM in partnership income, and registration for events.

Brent Eastwood is a board member and also the Chief Executive for Sport Northland. $3,272 was received from Sport Northland for membership and registration for events during the year.

16. Events after the balance date

There were no significant events after the balance date.

17. Capital commitments

There were no capital commitments at balance date (2021: $Nil).

18. Contingent assets and liabilities

There were no contingent assets or liabilities at balance date (2021: $Nil).

19. COVID-19

Recreation Aotearoa’s 2021/22 financial year was affected by the COVID-19 pandemic.

The 2021 Waves and Recreation Conferences were both postponed to the next financial year (2022/23). This resulted in a poorer financial result with a budgeted surplus from Waves alone set at $60,000, and Recreation Conference making a loss of $11,000 when

compared to a break-even budget.

Except for Green Flag all other projects and offerings were able to be delivered. In terms of Green Flag five sites were unable to be reviewed so we lost the revenue from those sites.

Aaron Mickan

Cowley

Te Whai Oranga